See Spotlight 47 The increasing migration from town to country as mentioned

See spotlight 47 the increasing migration from town

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See Spotlight 4.7. The increasing migration from town to country, as mentioned earlier concerning Africa as a whole, has helped create a sharp urban/rural contrast in South African society. In the rural areas traditional values still apply: the head of the family determines the manner in which business takes place and the way it is carried out. Tribal/family connections can play
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Concept 4.1 Asian cultures 89 an important role in this process, even when it comes to doing business with companies in neighbouring countries. Those who have moved into urban areas are subjected to the many influences of the others living there, including the large inflow of migrants from neighbouring countries. At the same time they may well encounter a professional, top-down managerial style one which is more task-focused. This brings us to the nature of management generally in South Africa. As Booysen and van Wyk (2008) indicate, it is difficult to talk of a particular approach to management in this multi-ethnic country. They refer to the dilemma facing managers in this country: choosing between the ‘Eurocentric’approach and the ‘Afrocentric’approach. Using the original GLOBE findings on the White male manager in South Africa and subsequent research among white and African Black Management, they typify both approaches in terms of the GLOBE dimensions. They typify the ‘Eurocentric’ approach as one reflecting high performance orientation on the individual level as well as high assertiveness. The ‘Afrocentric’ approach, on the other hand, reflects high collectivism and, humane orientation, as well as below- average assertiveness. Although Booysen and van Wyk (2008: 470) call for both approaches to be embraced, they argue that: . . . with the changes taking place in the new South Africa, even corporate culture has started to realize that we are all in Africa, and that the average South African is 15 years old and black and they, with their sense of values and perceptions, and frames of refer- ence, will be the workforce of tomorrow. While pursuing their business goals, managers should be intent on conciliation rather than confrontation, thus reflecting the need to maintain social harmony in this multicultural environment. SPOTLIGHT 4.7 Black empowerment By Richard Lapper Few areas of life in contemporary South Africa excite quite so much controversy as black economic empowerment (BEE), a set of gov- ernment policies and business agreements designed to give the country’s disadvantaged majority greater influence over trade, finance and industry. Voluntary codes stipulating minimum levels of black ownership in finance, mining and other key sectors have been reinforced by legislation. Although compliance is not com- pulsory, businesses unwilling to follow the new rules – monitored by the department of trade and industry – will lose out in any dealings with the public sector.
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  • Edgar Schein

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