portfolio, and value chain management principles. This enables them to lead their organisations towards achieving performance excellence, utilising cross-functional project and supply chain processes. Communication is enhanced while continuous change and service delivery excellence to customers are achieved. Structuring organisations in a vertical ‘silo’ fashion and conventional ways of managing them are fast becoming obsolete. Communication in traditional organisational structures is much too cumbersome and impedes the flow of information and managerial decision-making. Rigid functional approaches to leadership and management, which lack both strategic purpose and customer focus, can no longer cope with the demands of the new economy.

In today’s economic environment, organisations that fail to move away from bureaucratic practices towards a learning culture, strongly supported by transformational leaders, will not survive. The success of learning organisations is largely dependent on the ability of its human resources to create, acquire, and transfer knowledge and importantly to modify their behaviours to reflect the new knowledge and insights gained. This calls for a style of leadership that encourages the introduction of portfolio and programme management structures, combined with consideration dimensions and project management processes, to ensure optimal organisational performance.

A knowledge-based economy needs high levels of technological literacy. This discipline aims to capitalise on experience and insights in order to advance organisations, both in their ability to better answer consumer needs and expectations, and to improve effectiveness and efficiency. To have rapid access to knowledge centres and replicate the knowledge through quick response is a critical factor of modern organisational performance. A serious problem that faces organisations today is that extensive repositories of theoretical knowledge exist, but with very limited influence in practice due to poor communication channels. Transforming the organisation into a learning entity where there is a free flow of knowledge within programme management structures has become a necessity for competitiveness and adding value. Moreover, to maximise communication, leaders need to establish a value system of trust, support, creativity, and initiative, in order to eliminate the fear of innovation promoted by bureaucratic styles of management. Consequently, leaders need to adhere to the constitution of the organisation and embody its values, beliefs, and guiding principles in their role modelling.

Cranefield College offers the following academic qualifications: • Advanced Diploma in Project Management (NQF level 6/ pending NQF level 7, 140 credits)

• Postgraduate Diploma in Project Management (NQF level 7/pending NQF level 8, 140 credits)

• Master’s Degree in Project Management (NQF level 8/ pending NQF level 9, 240 credits)

Qualifications currently awaiting accreditation and registration by the Council on Higher Education and the Department of Education are as follows:

• PhD Degree in Programme Management (NQF level 10, 360 credits)

• Advanced Certificate in Project Management (Cranefield’s first under-graduate qualification) (NQF level 6, 120 credits)

The Advanced Certificate course content focuses on project planning and implementation, and is suitable for candidates wishing to prepare for the PMP (Project Management Professional) examination with PMI (the Project Management Institute).

Cranefield College is accredited by the Council on Higher Education and registered as a Private Higher Education Institution by the South African Department of Education.

It is ISO 9001 certified by PricewaterhouseCoopers (PWC). See www.cranefield.ac.za for more about Cranefield College.

August 2011 | Management Today 91