Managing business towards the integration of social and business culture in developing countries: a South African focus
- Maarten du Plessis 1. Introduction
In the past two years, business leaders have found themselves in a position where they have to deal with more aggressive unions than in the past, probably since the late 1980’s. The question that comes to mind is what changed? In most cases people argue from an economic or even socio-economic point of view to find answers, but it is not as simple as the rationale we try to attach to it. In 1994 when South Africa became a democracy, most South Africans believed that they now have a voice and that it will be heard. Undoubtedly a lot of things changed for a lot of people, but unfortunately after the Nelson Mandela era, due to poor leadership, the creation/ extension of a culture of conflict, lack of taking responsibility, always playing the blaming game and self-enrichment, meant that this “lot of people” has in effect remained a small group of people. The poor people of South Africa, by far the majority, now ask what has changed for them and they are coming to the conclusion that in practice very little has changed.
After the first democratic elections, President Nelson Mandela and his leadership team of the time established what I refer to as the invisible glue that joined the nation together. That invisible glue was the creation of a national culture, of working together, uniting, healing and creating a South Africa that would gradually be freed from its racist, discriminatory and degrading past. A united culture and sense of purpose often provides the invisible glue that glues nations, regions and organisations together. From
88 Management Today | January 2012
a business perspective it often represents the “slippery”, difficult to measure abstract concepts. However, if we do not understand the powerful forces created by culture in social and organisational situations, we are likely to function less effectively or even fall victim to it in some way. Cultural forces are powerful because they function at the sub-conscious level. Understanding culture is vital - not just because of its power, but in addition it also provides some rationale or explanation about the many puzzling frustrations we experience in social and organisational life. Importantly, the understanding of cultural forces enables us to understand ourselves and the complexities involved to interact with others better (Schein, 2010).
2. The Importance of Africa, its People and Business for the World
The power of Africa and its long-term impact on global markets and economies is only beginning to surface and be understood around the world. This will increase the pressure on business leaders and the complexity of leading businesses in the years to come. Africa has, for example, 60% of the world’s uncultivated arable land. Furthermore, Africa’s infrastructure projects represent 13% of the total emerging market and the need for similar projects in the future remains huge. The increased global demand for Africa’s resources, oil, gas and minerals will continue to grow, with increased returns for the continent. By 2040, Africa will be home to 25% of the planet’s youth and will have the world’s largest working age population (McKinsey’s Global Institute, 2010).
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114