Tuesday 15 December 2015

The African Recorder: EDUCATION & TRAINING NEWS

The African Recorder: EDUCATION & TRAINING NEWS: Transformation in an angry country   BY:  NICCI BOTHA As many political commenters observed, the #feesmustfall campaign was far more th...

Association of African Business Schools

AABS Insight Newsletter: December 2015 Issue 
Event Calendar

AABS Connect Conference 2016


Date: 22 - 25 May 2016

Venue:
 Lagos Business School, Nigeria
 

AABS Case Teaching and Writing Workshop


Date: 29 February to 2 March 2016

Venue: The Trading Post Lodge, Lesotho (hosted by AABS)

 
Partner News
Special discounts for African Business Schools from The Case Centre
 
Business schools across Africa are being invited to become member organisations of The Case Centre. Member organisations in developing countries in Africa benefit from discounts on teaching materials and case method workshops. Click here to find out more.
Richard McCracken, The Case Centre’s Director, said: ‘We recognise that pricing can be a barrier to using a broad range of teaching materials. That’s why we offer a range of discounts of up to 80% to business schools in developing countries. This is a key aspect of our mission to advance the case method worldwide.
‘We’re looking forward to welcoming many new members from across the African continent. Not only will they benefit from our range of discounts, but they’ll also be able to call on the support and advice of our wonderful customer service team.’
For more information, contact Lucy Baldwin, The Case Centre’s Customer Services Manager at 
lucy@thecasecentre.org, or telephone +44 (0)1234 756420.
AACSB Global Improvement Network (GIN) Pilot—Quality Improvement Initiative


In cooperation with the Global Business School Network (GBSN), AACSB International announces the launch of its GIN Pilot Quality Improvement Initiative.
Through the GIN Pilot, AACSB along with a select group of business schools in Africa commit to two years of working together to achieve best-of-class quality management education.
Click here for further information.
Helping business education make a change
As the international community gears up to fight poverty and tackle a host of other social challenges under the newly-forged sustainable development goals (SDGs) private sector involvement will be crucial. Some $3.9 trillion investment in development-linked sectors will be needed to ensure progress with the goals, according to United Nations Conference on Trade and Development (UNCTAD) figures.

Alongside the mobilisation of private sector finance, requisite management skills need to be deployed to ensure successful project implementation on the ground.
To create awareness about and build the skills required to meet these needs business schools have an important contribution to make. Business schools shape mindsets and can therefore play a crucial role to spearhead private sector participation in bringing development efforts to fruition. To contribute to this process UNCTAD started a project under the banner Business Schools for Impact. The initiative creates a platform to bring together likeminded individuals to discuss and share materials that bring a development approach to business educations.

Click here to read the full article
Articles
What FIFA taught us: A lack of ethics will cost you
 
This August, FIFA will hold a special meeting with its sponsors to inform them of the progress made in purging the organisation of corruption.
Three months on from the eruption of the scandal, which saw top FIFA officials arrested on charges of racketeering, wire fraud and money laundering as part of a US prosecution that also indicted 14 people, the global football organisation is reportedly struggling to sign new sponsors ahead of its 2015 tournament.
Major sponsors, Visa, Coca-Cola and McDonalds have all been unusually vocal in their criticism of the scandal prompting secretary-general Jerome Valcke to admit last month: "The current situation doesn't help to finalise any new agreements."
The situation has highlighted that unethical leadership and reputational damage will impact the bottom line of an organisation, a leading academic has said.
Professor Walter Baets, director of the UCT Graduate School of Business (UCT GSB) and Allan Gray Chair in Values-Based Leadership, says that now more than ever, there is a need for values-driven leadership in organisations in South Africa and the world. “Organisations that think they are focusing solely on the bottom line can learn, in the most painful ways, that this kind of thinking comes at a tremendous cost,” Baets says.
Click here to read the full article
Dean Nicola Kleyn receives an Emerald Management Review Citations of Excellence Award

Congratulations to Nicola Kleyn and Russell Abratt whose paper “Corporate identity, corporate branding and corporate reputations: Reconciliation and integration”, European Journal of Marketing, 2012 has been recognised by Emerald.
On a yearly basis the Emerald Group Publishing awards certificates to highly cited papers relating to the areas of Business Management, Finance, Accounting, Economics and Marketing – subjects in which Emerald itself has proudly published journals for nearly 50 years.
Click here to read the article.

 
Thank you to all member schools and partners for supporting the AABS mission in improving business and management education and contributing towards inclusive economic and social development in the continent.
The AABS Secretariat office will close on 15 December 2015 and re-open on 11 January 2016. We wish you all a splendid and safe festive season.
Editor's Note

As we come to the end of 2015 we thank Prof Walter Baets for his service as AABS Chair during the past two years, specifically for his contributions towards making the association more inclusive whilst continuously challenging everyone involved to consider their contribution to, and impact on the African business and management education landscape.

We herewith welcome Dr Edward Mungai as incoming AABS Chair commencing 1 January 2016.  We look forward to an interview with him in the next newsletter.

In this issue we interview Claire Beswick of Wits Business School and Prof Olawale Ajai of Lagos Business School on establishing and running a case centre. We hope our colleagues at the University of Lagos, as well as all other schools exploring the development of their own cases find this insightful.


At the end of September 2015 the AABS Agribusiness Project came to an end. AABS thanks all the parties involved in this project which included but were not limited to the Bill and Melinda Gates Foundation, the AAC Advisory Board, the AABS Board and especially the AABS AAC Agribusiness Project Director: Dinah Hanson.  Thank you all for your contributions and service over the past four years to ensure that this grant and its supported project made and continues to make a real difference in African Business Schools’ capacity to explore and present programmes tailored specifically to Agribusiness.


As always, we highlight Member Schools’ and Partners’ news.

Please contact the AABS Secretariat for the January 2016 Insight contributions - articles, call for papers, events and school news.
Deadline to submit: 22 January 2016.



 

AABS News

Coffee Session: Establishing and Running a Case Centre

 

An exclusive coffee session interview with Claire Beswick of Wits Business School and Prof Olawale Ajai of Lagos Business School

AABS: How long did it take to set up the case centre at your school? What actual activities went into setting it up?

CB: I am not sure of how things worked exactly in the beginning, as I was not here then. What I know is that for some time WBS had been using case studies in its teaching, believing in the unique benefits that cases provide in management education. However, it was using international cases, because there were no local cases available and it was very difficult for lecturers to make the time to write their own cases that measured up to the standards of the international cases. Nevertheless, the WBS head of school at the time, Prof Mike Ward, knew that while many management lessons are transferable from one context to another, the South African business environment is unique with its own challenges and requirements. Therefore it was important for WBS to have its own cases set in South Africa. The solution was to employ writers who would write cases for faculty members under their direction. In 1999 WBS therefore employed a Harvard-trained case writer, Courtenay Sprague, to set up the case centre and put in place processes that would enable WBS to write quality local cases. She reported to a senior member of the faculty, Prof Neil Duffy, who was responsible for managing the Centre.

Courtenay set up the initial processes. Since then, we have put in place a very defined process for working with faculty members in the writing of cases and we have put in place measures to ensure consistency of style and quality of the finished product. When Neil Duffy retired, I took over as manager of the case centre and since then have reported either to our research director or our academic director. I currently report to the academic director.

Click here to read the full interview

AO: 
Depends on what you mean either a Centre for continual production of good teaching cases or a repository for cases or both.  In the case of Lagos Business School our cases are hosted on the Case Centre site as a means of reducing the administrative tedium of requests for use of cases, etc. However, irrespective of deciding to host a case repository there is need for a continual pipeline of good quality teaching cases to feed a repository in the first place.
We had to recruit a core of research assistants to assist faculty to produce cases seamlessly. They had to be trained and equipped with basic research and case writing skills. Easily from recruitment to the initial deployment to faculty there may be a four to six month period involved.
Should you wish to host a repository you will need to have a portal on your website or create another website for that purpose. If you choose the latter there may be a four month period of web design, validation and launching to work through.  During this period, it is important to assemble all the resources required to execute and launch the process. Critical among these is getting programmers and web designers to create and design a front-end user interface and a database which will serve as a repository for cases. This will also mean obtaining a server license and a reliable internet connection. Other activities will include obtaining and processing any necessary regulatory requirements.
You will require backroom facilities ; a case administrator to recruit and communicate with registered users; arrange subscription fees and various other marketing and administrative routines. The entire process could very well require careful preparation and implementation of nine to twelve months.

Click here to read the full interview

 

AABS Connect Annual Conference 2016

 

The AABS Connect: Annual Conference will be hosted by Lagos Business School, Nigeria on 22 - 25 May 2016

 
The conference aims to connect African Business School practitioners and thought leaders to encourage dialogue in search of competitive approaches to aid African business management and education growth strategy.
 

Emerald/AABS Case Study Competition 2015-6 

 
 

Emerald and AABS are delighted to announce the launch of the 2015-2016 Emerald/AABS Case Study Competition. The aim of the competition is to encourage and promote the development of high-quality teaching case material derived from real life situations in Africa.
With the rise of experiential learning, case studies remain a fundamental teaching tool in every subject area within the business school discipline. Those cases with a local focus are critical to developing business school curriculum in the emerging economies; Emerald and the AABS are devoted to developing high-quality cases focused on the African region.
A cash prize of US$1,500 will be awarded to the most outstanding case.
For information on eligibility and how to enter, click here.
The closing date for submissions is 2 March 2016.

If you would like to view videos on case teaching notes clickhere.

 

AABS Agribusiness Monitoring and Evaluation Impact Report 

 
 

In 2012, the Bill & Melinda Gates Foundation awarded a grant to the Association of African Business Schools to establish an agribusiness consortium (AAC) - comprising African business schools, agribusiness industry and global partners - with the objective of development and delivery of Agribusiness Management training programmes backed by appropriate contextual research. The AAC rolled out multiple editions of a flagship Agribusiness Management Programme (AgMP) in Ghana, Nigeria and Tanzania in partnership with GIMPA, Lagos Business School and Sokoine University of Agriculture respectively. A range of agribusiness training programmes were offered targeting levels ranging from farmers and medium-sized entrepreneurs to district- level aggregators to large agribusinesses and financial institutions. To date, the AAC has rolled out 11 programmes across East, West and Southern Africa drawing 212 participants from 18 countries across Africa and beyond.

The Monintoring and Evaluation Impact Report is the core output of the Agribusiness Project.
Click here to read the AABS Agribusiness Monitoring and Evaluation Impact Report.


The Curriculum Manual is freely available to AABS Member Schools that are interested in running Agribusiness Programmes. Due to honouring Intellectual Property attributed by various authors, AABS must be able to monitor distribution.  If you/your school is interested in considering the roll out of Agribusiness Programmes, kindly request your copy of the Curriculum Manual from Mamodise atinfo@aabschools.com.
 

AABS Member School News

AUC Venture Lab named "High Impact Incubation Program - Middle East and North Africa" for 2015 by UBI Global 

 


AUC Venture Lab (V-Lab) has been named “High Impact Incubation Program” in the Middle East and North Africa by Sweden-based UBI-Global, which was announced at the recognition awards ceremony of top performing university business incubators in MENA 2015 hosted by  UBI Global and King Abdullah University of Science and Technology in Saudi Arabia on October 14, 2015.

“I am glad that, despite its young age, the AUC V-lab was ranked as the top university-based incubators in the MENA region by Sweden based UBI Global. This is an excellent recognition of the transformative impact of the AUC V-Lab but also the various impactful entrepreneurship activities that AUC has launched to promote entrepreneurship in Egypt and the region," said AUC School of Business Dean, Karim Seghir.
Click here to read the full article

 

Business Success in Africa Requires Conflict Management Leadership

 

(Image: Prof Brian Ganson, Director: Africa Centre for Dispute Settlement, University of Stellenbosch Business School)
 
Costly confrontations among companies, communities, labour unions, and governments in Africa are growing in number and intensity. This is particularly true for the increasing number of investments in the extractives industries, commercial agriculture and infrastructure projects.

Most notoriously, Lonmin PLC saw its share price drop 30% within a week of the 2012 massacre of workers protesting at its Marikana platinum mine linked to longstanding tensions among the company, rival labour unions, local government, and communities. The subsequent five month industry-wide strike cost Lonmin, Anglo American Platinum and Impala Platinum a combined US $2.25 billion in lost revenues.

Markets increasingly understand and account for these conflict risks: In the valuation of the share price for a gold mine, for example, good relationships with governments and communities may be worth more than twice the value of the gold in the ground itself.

Click here to read the full article
 

The future of the MBA: Big Five Trends in African Business Education 

 


The Master of Business Administration (MBA) is currently one of the most popular and prestigious business degrees worldwide. At the recent Association of MBAs 2015 Global Conference for Deans and MBA Directors in Prague, more than 190 delegates from 143 business schools around the world heard how interest in MBA programmes is at a nine-year high in 29 countries.

 

The MBA is also still highly regarded by corporate employers – with 85% of large enterprises actively recruiting MBA graduates in the USA. But in Africa a different picture is emerging. A study by the Association of African Business Schools (AABS) is showing a growing population of young people with very specific needs for practical and ethical business training in fast growing economies and complex environments. This is changing the way African business schools are doing business. What we teach and how we teach it are up for re-imagination. And by developing new models of education that equip students with the ability and mind-set to lead in these complicated environments, business schools throughout Africa stand at the very cusp of innovative practices in global management education. 


Click here to read the full article
"Piled Higher and Deeper" by Jorge Cham
www.phdcomics.com
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All rights reserved.
Our mailing address is:
info@aabschools.com

SKILLS TRAINING NEWS

Youth needs to get into entrepreneurship to survive

The African continent will have the largest young workforce by 2040, surpassing both China and India, with nearly 200 million Africans aged between 15 and 24. With formal sector employment unable to support these numbers, there is now an urgent need for the continent - and South Africa in particular - to create an environment that celebrates and promotes entrepreneurship as a viable career path among its youth and that supports entrepreneurs to make a success of their ventures.
© aberration – 123RF.com
© aberration – 123RF.com
Gerrie van Biljon, executive director at Business Partners, commented on the current state of youth entrepreneurship in light of the recently released GEM Africa's Young Entrepreneurs: Unlocking the potential for a brighter future report. 

"The report states that while Sub-Saharan Africa (SSA) has an average youth unemployment rate of 11.9%, lower than developed economies and the European Union with 18.3%, it hides the real entrepreneurial activity in SSA."

"There is varied youth unemployment rates across SSA. For example, South Africa has a youth unemployment rate of 53%, which is much higher than its neighbouring counterparts with Namibia recording 35.6% and Botswana 34.3%. This is in comparison to youth unemployment rates of 0.7% in Rwanda, 13.6% in Malawi and 13.7% in Nigeria.

Necessity not growth businessess


"The majority of the youth economic activity in SSA is also generated by entrepreneurs in the tourism and hospitality sector, with a reported 97% of youth businesses in the retail sector being low-growth businesses and 54% being a one-man business, thereby not creating additional employment. 

"These are often referred to as necessity-driven entrepreneurs, individuals that start a business because they have to, rather than they choose to. Many entrepreneurs in the retail sector will simply copy an existing model rather than innovating. We need to be driving a culture of high-growth entrepreneurs so that they can facilitate wealth and job creation across the region."

Given the already high unemployment rates in South Africa and select African countries, the formal sector is not growing at a pace that can support the expanding population - particularly the youth. 

"The youth however are also not actively pursuing entrepreneurial ventures as an answer to this growing challenge. When looking at the distribution of youth in South Africa (20131) the report shows that only 13% are entrepreneurs, with 11% being intentional entrepreneurs and 12% potential entrepreneurs. This means the other 64% of the youth are not even considering entrepreneurship. Other African countries show better results - with Nigeria reporting 53% are entrepreneurs - but more needs to be done to create sustainable employment opportunities and subsequently sustained economic development."

Obstacles to entrepreneurial development


"There are a few key areas hindering youth entrepreneurial development that need to be addressed in order to improve the current entrepreneurial environment for young entrepreneurs. Cultural barriers to entrepreneurship need to be eradicated, starting from a young age within the home. 

"Children are not encouraged to pursue entrepreneurship from a young age. To drive entrepreneurial thinking, families should discuss local and international current affairs. This will create a general understanding of the business and economic environment.

"Coupled with this, the state of the education system needs to be improved. We need to teach and equip youth with skills that are required to become a successful entrepreneur, and that includes creative skills, innovation, gutsy determination and perseverance and saving.

"Lastly, access to finance needs to addressed, as without finance a business cannot be established and can only grow organically, which often takes longer. While it is difficult enough to raise finance for an existing business, challenges are more pronounced for start-ups - often associated with youth businesses.

"In practice, around 65% of start-ups are financed via personal sources. Angel investors are also popular sources of start-up funding. This highlights the growing need for small, medium and micro enterprise (SMME) finance for smaller transactions for micro businesses. These transactions are ultra-high risk and as a result, very few financiers are prepared to risk capital on this type of businesses. With that said, there should still be sources available to them, and this is where government should play a greater role.

"As the young population continues to grow, we need to ensure we are equipping the youth with the best opportunities to start and grow a business," concludes van Biljon.

HIGHER EDUCATION NEWS

'SAP in Seven Hours' courses for matriculants

SAP Africa together with Dr HB Prinsloo Consulting Services, an SAP Education Partner, have launched the introductory technology courses 'SAP in Seven Hours' to assist matriculants who are interested in the technology sphere decide upon an appropriate career path.
© Bruce Rolff – 123RF.com
© Bruce Rolff – 123RF.com
The aim of the course is to provide ground level insight into SAP certification and information about career opportunities in today's competitive digital economy, which will become relevant upon completion of the certification process.

"Deciding on what to study after matric is a stressful decision for many. SAP Africa is committed to helping support South Africa's skill development and job creation agenda through various education-based initiatives related to the SAP Skills for Africa vision," comments Pfungwa Serima, Executive Chairman at SAP Africa. 

"Government and the private sector must make every effort to proactively grow the ICT skills base in this country's as the industry is one of the few that is still generating jobs. The course has been designed to stimulate a grassroots interest in ICT. Bridging courses of this kind have the potential to lay the foundation for successful careers and ultimately a meaningful contribution to the country's economy."

The course is being offered both the in classroom and online with classes limited to 25 students. Plans are being developed with Dr HB Prinsloo Consulting affiliates to expand the course to more locations across the continent in over 17 countries.

"Most matriculants in South Africa find it difficult to become employable or enter the job market due to the gap between skills supply and demands," says Prinsloo. "This is largely attributed to the fact that many schools very often do not adequately prepare students for the labour market. Training, even at tertiary level, is often theoretical and students face an immense challenge in translating theoretical knowledge into practical action. This course has been structured in such a way that it provides learners with a starter overview of SAP software and functionalities in a practical, user-friendly manner."

Course outline
  1. How SAP thinks
  2. How to find any transaction or standard report in SAP in less than five minutes
  3. How to customise SAP reporting information into the required format
  4. How to schedule SAP reports and automatically get the information emailed to you on an hourly, daily, weekly or monthly basis
  5. How to manage your staff effectively within an SAP system
  6. How to generate and access key reports and transactions

Course details


The course are being run on 14 November 2015, 12 December 2015, 10 January 2016 and 21 February 2016 at the SAP Africa headquarters in Woodmead, Johannesburg at a cost of R2,500. For more information, go to www.Si7H.com.

EDUCATION & TRAINING NEWS

How unequal access to knowledge is affecting South African society

Inequality has a profound impact on people's ability to accumulate skills and knowledge. Theprotests that rocked South Africa's universities suggest in October 2015 suggest that the impact of inequality on the distribution of educational opportunities may have deepened so much that it now affects social cohesion.
© Robert Churchill – 123RF.com
© Robert Churchill – 123RF.com
In an era where education is an important driver of social mobility, inequality perpetuates itself in how skills and knowledge are accumulated.

As a person climbs the education ladder, differences in income will become as much about the type of training they acquired as about the number of years spent in school. This means that, to understand inequality, one needs a good grasp of factors influencing the allocation of skills and knowledge. This is particularly true of the middle part of the income distribution.

When a country is as unequal as South Africa, the people who have access to higher education - and the disciplines they choose to study - are likely to have a major effect on the society. The impact of these choices has the power to shape the composition of the society. This includes its elites and the nature of its middle class.

examined the factors behind the choices university students made about which subject they would major in. There were two reasons for this:
  1. In an era of increasing specialisations and rising wage differentials, not all qualifications are created equal, and
  2. A number of studies already show a link between the distribution of university majors and income inequality.

Race has both direct and indirect effects on a person's choice of university major. Directly, it embodies the differentials in intergenerational opportunities. In this way it affects the responsiveness of applicants to academic and market information about potential earnings associated with each major.

Indirectly, it influences the choice of university major through the distribution of pre-university educational opportunities and role models across segregated geographical spaces.

Understanding the effects of racial inequalities on these choices remains a key part of South Africa's challenge to transform its middle class.

Understanding the landscape


I set out to answer two questions:
  • How is the ability of groups to choose majors that will earn them more money when they graduate affected by the education they were given at school, and by role models?
  • How does spatial inequality in?uence the choices students make when selecting the subject they will major in? Here I looked at specific neighbourhoods and high schools.

I exploited the extensive information in the admissions database of the University of Cape Town (UCT) between 2010 and 2013. I also used data from the national Quarterly Labour Force Survey.

That UCT is the best-ranked higher education institution in Africa allowed me to put the analysis in the context of elite formation in a society that is undergoing social and political transformation.

This approach enabled me to establish a link between educational choices at earlier stages in life and the choice of a university major. To the extent that pre-university educational opportunities are determined by where people live, it was possible to draw a connection between spatial inequality and the choices that students made.

Where students grew up made a difference


Spatial inequality can in?uence an individual's decisions at university in several ways. This includes the quality of schools in a given geographical area, the in?uence of role models and the effect of relative achievement in different schools. Individuals are constrained by all or some of these background factors as they optimise expected lifetime earnings from the major they choose.

The most significant determinant of what major was chosen by a student at UCT was the number of science courses they took in high school. But the choice of high school curriculum is often dictated by which of South Africa's 242 municipalities a student lives in. This indicates the relevance of regional inequality.

Evidence suggests that the choice of major is depends very much on high school preparation. More accurately, the choice of high school curriculum is often made in anticipation of a certain university major and career path. A big part of the decision is already made in high school.

Political capital is also a major determinant in the inequality equation. To measure political capital I used a proxy - an indicator variable for black applicants from middle class households who come from municipalities electorally dominated by the governing party, the African National Congress.

Those individuals who were likely to have significant political capital tended to choose majors in commerce and the humanities.

The impact on political and economic change


My key finding was that white applicants are on average 1.8 times more responsive to changes in the signals of what they are likely to earn than black applicants.

I believe the dynamics of choosing a major at an institution like UCT are likely to have signi?cant long term implications for economic and political transformation. This is because it will affect the composition of elites who will be spearheading the process.

Innovation at the top of the socioeconomic pyramid will be hampered if persistent inequality leads to talent being allocated ine?ciently on a persistent basis.

The gravitation of children of the political elites towards less technical majors may also deprive the political class of su?cient interest in productive activities. These require scientific knowledge and technical skills. If the political class does not have a sufficient stake in skills investment in the productive sectors it will be less inclined to promote capital investment in them.

This, in turn, is likely to leave the elites with little incentive to respect property rights, as I have shown in another study. Basically, the elites will be tempted to expropriate capital in sectors in which their children are not employed.

Policies to improve the availability of science education at high schools, or account for the e?ect of role models in university admissions, may go a long way in affecting economic development.