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ANNUAL REPORT 2015

FACULTY OF MANAGEMENT

Faculty of Management | Annual Report 2015 1

Developing sought after organisational leaders creating legacies

CONTENTS EXECUTIVE SUMMARY 1

THE FACULTY AT A GLANCE 2

THE FACULTY LEADERSHIP TEAM 4

THE FACULTY IN CONTEXT 6

• Our future-fit mission

• Our operating environment

• Programme Qualification Mix

• Faculty governance

FACULTY STAKEHOLDERS 7

• Our staff

• Our students

• Industry and employer engagement

• Broader public community engagement

• Continental stakeholder engagement

• Global stakeholder engagement beyond Africa

CONTINUING EDUCATION FOOTPRINT 31

• Enrolment

• Programmes

• Partnerships

UNDERGRADUATE TEACHING AND LEARNING FOOTPRINT 33

• Enrolment

• New subsidised programmes

• Programme reviews

• Student support

• Undergraduate output

• Undergraduate research programmes

• Citizenship modules

• Service learning

• Work-integrated learning

• Enhanced culture of teaching and learning with technology

POSTGRADUATE AND RESEARCH FOOTPRINT 38

• Postgraduate and research input and output

• Programmes

• Postgraduate output

• Research output

• Emphasising quality research

• The Annual Honours Poster Competition

• NRF-rated researchers

• Distinguished Visiting Professors

• What our researchers write about

• Balancing the demand and supply of supervision capacity

• Research productivity

• Building research networks

• Research contributions by full-time staff and visiting scholars

• Looking forward

FACULTY SUSTAINABILITY 47

THE WAY FORWARD 49

EXECUTIVE SUMMARY

“The best time to do something is 20 years ago; if you have missed that, the second best time is probably to do it now.”

The past year drew attention to the state of our beloved country. Looking into the mirror held up by our students compels us to take stock of the impact of the Faculty of Management on others’ lives. Edward Freeman coined such consideration as Stakeholder Theory in 1984. In exploring how the morals and values of an organisation impact on society at large, Freeman argues that stakeholders are required to contribute a great deal of listening and understanding to get to the platform from where society can start to sculpt a better future. The question is: “What type of nation does the Faculty want to help build and how?” This report connects the dots towards a better future, by reflecting on why we do what we do.

The Faculty develops sought-after organisational leaders creating legacies working closely with both the public and private sectors. Our journey since 2011 has shown systemic and systematic improvement of the quality of management education offered to our country and continent. In essence, it has shifted towards knowledge production and practice of sustainable development to ensure that our teaching, learning and research stay relevant. As a consequence:

• the QS World University Ranking of the Faculty in the discipline of Business and Management studies has in 2015 improved by 5%, moving us under the global Top 300;

• since 2011, our graduate output has improved by 13%;

• graduate employment stands at 91% in the year following graduation;

• since 2011, research output has grown on average 18% year-on-year to over 200 subsidised credits derived from 306 books and book chapters, articles and conference proceedings; and

• third-stream revenue and trust funds have grown by 19% year-on-year.

UJ celebrated its tenth birthday in 2015. The University has grown through merger dynamics to extraordinary achievements towards global excellence. UJ now writes its third chapter on becoming a global, new generation university. Likewise, the story of the UJ Faculty of Management continues to be written in terms of managing talented people, evidence-based decision-making and our role as a change agency.

The UJ Faculty of Management community has many reasons to celebrate, and as many reasons to improve. We gratefully acknowledge the role of deities and the human spirit, life partners and business partners, co-workers and collaborators, families and friends, love and leisure for such opportunity. Thank you for helping us to look back at 2015 with a sense of meaning.

Looking towards 2020 we have considered lessons learnt, recent developments and key leverages. Since views on progressive change differ, the meaning of the term “transformation” requires contemplation. Scholarly reviews position “transformation” as taking big steps forward while steering an organisation through disruptive change. Thus, the Faculty will be navigating through trial and error as we grow our reputation, making sense of the way forward as new information and experiences are gathered.

Inevitably we will be dealing with higher levels of unpredictability, stress levels will increase and emotions will run high more often. These experiences highlight why the most challenging part of transformational change centres on being human. We will indeed be challenged to grow beyond individually convenient truths in order to forge the collective mind-set and behaviour required to achieve our 2020 aspirations.

In view of the journey ahead, the wisdom of poet Robert Frost comes to mind in making sense of the tensions between what we want to do and the right thing to do. In “Two Tramps in Mudtime” Frost struggles with finding meaning somewhere between our dream job (avocation) and our current job (vocation). He argues that the lens we use to look at our world unconsciously shapes our goals. Only by being in touch with the realities of life, we can unite what we enjoy with the work we do for a living and attain true job satisfaction.

But yield who will to their separation,

My object in living is to unite

My avocation and my vocation

As my two eyes make one in sight.

Only where love and need are one,

And the work is play for mortal stakes,

Is the deed ever really done

For Heaven and the future’s sakes

Sincerely,

Professor Daneel van Lill

Executive Dean: Faculty of Management


Faculty of Management | Annual Report 20152

THE FACULTY AT A GLANCETOWARDS GLOBAL EXCELLENCE AND STATURE

STRATEGY

Our vision is to develop sought after organisational leaders creating legacies

Our mission is developing future-fit leadership

Our values are academic integrity, being ahead of the game, value-added partnering, continuous learning to be, and being culturally and diversity sensitive

Our value proposition centres on partnering for future-fit leadership

REPUTATION

The QS World University Ranking of the Faculty in the discipline of Business and Management studies has in 2015 improved by 5%, moving us under the global Top 300

Third-stream revenue grew 19% year-on-year

STRUCTURE

• Department of Applied Information Systems

• Department of Business Management

• Department of Industrial Psychology and People Management

• Department of Information Knowledge Management

• Department of Marketing Management

• Department of Public Management and Governance

• Department of Transport and Supply Chain Management

• School of Tourism and Hospitality

• School of Leadership

• Centre for Work Performance

• Centre for Public Management and Governance

• Centre for Information and Knowledge Management

• Centre for Small Business Development

• Centre for Social Entrepreneurship and Social Economy

Institute of Transport and Logistics Studies (Africa)

TALENT MANAGEMENT

248 employees 144 academics and 118 administrators and support staff

41% of academics are from designated groups 10% of international academics are African

72% of administrators and support staff are from designated groups

Since 2011 academics holding a master’s degree has imporved by 44% to 99%

Since 2011 academics holding doctorates has improved by 13% to 51%

The Dean’s Senior Leadership Development Plan enabled 55 academics and administrators to explore global excellence and stature as a Pan-African epicentre of critical enquiry. Participants built new bridges across 62 universities located in Africa, South-East Asia, North and South America, Europe and the Middle East.


PROGRAMMES AND ENROLMENT

Continuing Education serves 5 257 students

Undergraduate programmes serve 4 385 degree and 3 364 diploma students

Postgraduate programmes serve 758 honours, 334 master’s and 93 doctoral students

International students

323 Undergraduates

422 Post-Graduates

GRADUATE OUTPUT

2 301 graduates of whom 76% (1 759) were undergraduates

Graduate output up by 15% (302) over the last five years

Investing R12 million a year into innovative teaching and learning practices improved module success rates from 78% in 2011 to 86% in 2015

Employment rate of 67% within three months and 91% within 12 months

KNOWLEDGE PRODUCTION

Research output up to 306 publications worth 200 subsidised research credits and accounting for 17% of UJ output

13 NRF-rated academics

10 Distinguished Visiting Professors, 36 Visiting Professors, 3 Professors of Practice, 25 Research Fellows, 11 Postdoctoral Research Fellows

PARTNERHIPS

New partnerships with African universities (17), global universities (9), global funding agencies (2), national government departments (3), local government organisations (2), NPOs (5) and industry at large (64)

TOP FIVE MATTERS

• Promoting internal, national, regional and global excellence with a declining resource envelope

• Dropping revenue from tuition fees and a heightened need for bursaries

• Mitigating risks associated with plagiarism and predatory journals

• Talent management, notably cultural integration

• Maintaining research quantity and stretching research quality


Prof Daneel van LillExecutive Dean

Barbara HadjiapostolouExecutive Secretary

Sheldon OlsenBusiness Partner: Finance

R. Ronél ToerienMarketing Manager

Marlene de BruynHR Coordinator

Lee-Anne GovenderHead of Faculty Administration

THE FACULTY LEADERSHIP TEAM

Prof Gert RoodtVice-Dean: Research

Prof Jane SpowartVice-Dean: Teaching and Learning


Moipone Molotsi Director: Centre for

Small Business Development

Adelaide Sheik Manager (Acting): Centre for Social

Entrepreneurship and Social Economy

Prof Cecile Nieuwenhuizen Head of Department:

Business Management

Prof Deon de Bruin Centre for Work Performance

Prof Theo Veldsman Head of Department: Industrial

Psychology and People Management

Prof Christelle Auriacombe Director: Centre for Public

Management and Governance

Dr Vain Jarbandhan Head of Department:

Public Management and Governance

Institute of Transport Logistics (Africa)

Prof Jackie Walters Head of Department: Transport and Supply Chain Management

Dr Sydney Mufamadi Director:

School of Leadership

Prof Carl Marnewick Outgoing Head of Department:

Applied Information Systems

Dr Barnabas Gatsheni Newly Appointed Head of Department:


Prof Christine De Meyer- Heydenrych Head of Department:

Marketing Management

Dr Diane Abrahams Director: School of Tourism

and Hospitality

Centre for Information Knowledge Management

Prof Chris Rensleigh Head of Department: Information

and Knowledge Management


THE FACULTY CONTEXT

Faculty of Management

Developing Future-f t Leadership

Continuing Education ProgrammesShort courses

Whole programmes

Undergraduate Programmes

Diplomas Advanced diplomas Bachelor’s degrees

BCom degrees BTech degrees

Postgraduate DegreesBA Honours degrees

BCom Honours degreesMaster’s degrees

MA degreesMCom degreesMPhil degrees

Doctoral degrees

Our future-ft missionThe Faculty envisages the “development of sought-after organisational leaders creating legacies”, missioning towards “developing future-fit leadership”. Future-fitness is interpreted as creating a learning environment where lecturers and students alike formulate sensible future-oriented questions, source-appropriate information, and action sustainable solutions. The Faculty brand has grown through partnering for future-fit leadership.

Travelling far, requires travelling together. In being responsive to a changing environment, we direct our contributions through five knowledge production hubs: Consumer Intelligence and Information Systems; Private Sector Management and Leadership; Public Sector Management and Leadership; Transport and Logistics; and People Leadership.

The four Faculty Key Performance

Areas, aligned to the University strategy, are:

• Excellence in postgraduate offerings and research.

• Excellence in undergraduate offerings.

• Internal academic citizenship and academic leadership.

• External academic citizenship and academic leadership.

Our operating environmentThe global context is uncertain at best. Richard Pike, CEO of Adcorp, stated that “unemployment in South Africa is currently at 37% (up from 13% in 1994) and is the most pressing socioeconomic problem facing the country. For many of South Africa’s youth, the promise of the new democracy has not delivered. About 74% of the potentially economically active population under 24 are not able to find employment and face a life of continued poverty and despair with all the associated social ills that this brings (crime, alcohol and drug abuse, and political instability).”

In this context, our contribution is measured in terms of the achievements of 14 200 students, among whom 1 220 postgraduate students (9% of total enrolment), 7 748 undergraduates (54% of enrolment) and 5 250 continuing education students (37% of enrolment). A total of 224 academics, administrators and support staff serve our stakeholders, organised in nine academic departments and schools, five centres and an institute.

Knowledge production is directed through five knowledge production hubs. Multidisciplinary teams design and implement organisational solutions to boost entrepreneurship and, enterprise development, alleviate poverty, address management and leadership issues in emerging economies, and competitiveness.

In 2015, the Faculty acted on the commendations and recommendations reported by the Faculty of Management International Review; the Faculty of Management Postgraduate Governance Review; the reviews and improvement plans of 48 under- and postgraduate programmes – about a 100 reports. The Dean’s Senior Leadership Development Programme and analyses of the repositioning of Africa have deepened our insight.

Faculty governanceProgress in the academic administration became evident in 2013, when Faculty Administration, led by Lee-Anne Govender, achieved the highest performance score (80%) awarded by UJ Central Administration. In 2015, the collective effort of Faculty administrators realised a 100% rating. In addition, the Faculty Research Office, led by Vice-Dean: Research, Prof Gert Roodt, also demonstrated good governance of research submissions with an acceptance rate by the Department of Higher Education of 99.7%, worthy of subsidy to the tune of R11m. In moving forward, an international review of postgraduate governance programmes was conducted, focusing on international and national competition, benchmarking and positioning. In response, the Faculty Higher Degrees Committee, led by Vice-Dean: Research, Prof Gert Roodt, has tightened postgraduate governance in terms of rigorous selection and supervision practices, as well as student monitor and support measures.

Programme Qualifcation Mix


FACULTY STAKEHOLDERSStakeholders include all who have an interest in and are affected by the UJ Faculty of Management.

Our staffKey internal stakeholders are faculty staff who are pivotal in conveying the Faculty brand. Therefore the management of talented academic, administrative and support staff is the Dean’s first priority. Over the last five years we have realigned the Faculty talent management, performance management and business strategies.

Shifts in the Faculty staff profileSix new appointments in 2015 have increased full-time academic staff to 144. Academics from designated groups have improved from 27% in 2010 to 45% by the end of 2015. A further 11% are black international academics. Recruits were qualified at least at master’s level, with extensive research, industry and educational experience. Since 2011, the Faculty has secured a net gain

of 25 designated academics and 9 international academics. White academics have decreased by 25. Since 2011, 66 academics have mainly resigned for better prospects (74%) or retired (18%). The ratio of administrative and support staff per academic has decreased from 1.35 to 1.22.

The staff profile of the Faculty of Management from 2011 to 2015.

Staff profle


Mitigating risk in talent managementThe Faculty is grateful that the quality of academic staff applications to the Faculty has improved drastically. The trade-off, however, is that designated talent, holding master’s degrees and senior management skills, comes at considerable cost. National investment in the FET sector, and remuneration offered in the public and private sector exacerbate competition among universities for designated academics in the field of management education.

In mitigating talent retention risk, the Faculty has undertaken five major initiatives. Firstly, the implementation of a “Future-fit Talent Management Strategy”, overseen by the Vice-Dean: Research, assisted by two administrators.

Secondly, the Faculty has attended to the demand for postgraduate supervision capacity through its People Development Plan, revised its Promotions Policy and increased investment in “growing our own timber.” Participation in the Academic Accelerated Mentoring Programme (AAMP), a UJ initiative, responds to the challenges of building the next generation of academic leadership at UJ and of contributing to transformation in terms of race and gender. Deans nominated candidates with leadership potential, academic expertise, commitment, diligence and passion for UJ strategic goals. The AAMP makes available academic mentoring, developmental workshops, seminars and breakaways, funding for teaching relief and international travel. In total 240 UJ academics were nominated to the

programme, among whom 58 (24%) were from the Faculty. The outcomes are starting to result in an increase in promotions.

Thirdly, multidisciplinary team research promotes job satisfaction and work identity among academics involved in designing innovative organisational solutions.

Fourthly, Prof Elizabeth de Kadt (Emeritus Professor: Faculty of Education, former Executive Director of UJ Academic Development and Support) was appointed to support the development of teaching and learning competence of academics.

Finally, we actively manage a paradigm shift from the leadership of people to leadership by people. The mobilisation of intellectual leadership, especially among the generation of new academics, has kicked off

Participation of academics from designated groups in management education by job level in South African public universities and in the

Faculty of Management in 2015.

Academics from designated groups by job level

Participation of academics from designated groups in management educationProgress with the attraction and the retention of academics from designated groups is subject to severe criticism. Consequently, the Faculty has examined our progress by surveying 17 South African public providers of management education, representing 889 academics.

Overall, academics from designated groups ranged from 21% to 61%,

non-designated from 38% to 73% and international from 1% to 29% among public universities.

Larger departments such as Business Management (41%), Public Management and Governance (36%) or fast growing sectors, such as tourism and hospitality (61%) showed higher levels of racial transformation.

Scarce talent fields attracted most international academics, notably in transport and supply chain management (29%) and information technology (22%).

Compared to providers of management education, the UJ Faculty of Management has fewer senior academics per student headcount, affecting postgraduate supervision capacity; a comparable complement of lecturers and more tutors. Overall, the Faculty has 12% more academics from designated groups, 6% more international academics and 17% fewer non-designated academics.

SA Universities

UJ FOM


in 2015 with the Dean’s Leadership Development Programme involving both academe and administrators. This is the largest faculty investment yet in talent management.

Academic staff qualifications profileEnd 2015, academics qualified at master’s level has improved from 38% in 2011 to 99% in 2015. Over the last five years, academic staff qualified at doctoral level has improved from 38% to 51%.

Over the last two years, 10 academics have obtained their doctorates. Congratulations to Dr Rose Luke, Dr Anoosha Makka and Dr Elmarie Strydom on obtaining their doctorates and to Joel Arthur and Aiko Kuipers on obtaining their master’s degrees in 2015.

Faculty administrators also improved their qualifications. Ronél Toerien (Faculty Marketing Manager) obtained a master’s in Education (Psychology of Education). Relebohiseng Matubatuba (Marketing Coordinator: Department of Transport and Supply Chain Management) and Dumisa Vinindwa (Admin Assistant: Head of Faculty Administration) were conferred the BCom Honours Marketing Management. Improvement in the qualifications profile of academics in the Faculty of

Management from 2011 to 2015.

Staff Qualifcations

PromotionsIn 2015, six colleagues, of whom 67% from designated groups, were promoted. Congratulations to Prof Llewellyn Leonard (School of Tourism and Hospitality) and Prof Carin Hill (Department of Industrial Psychology

and People Management) on their promotion to Associate Professors. Congratulations to Dr Milena Ivanovic (School of Tourism and Hospitality), Dr Noleen Pisa (Department of Transport and Supply Chain Management), Dr Colin Reddy (Department of Business Management) and Dr Dominique

Uwizeyimana (Department of Public Management and Governance) on their promotion to Senior Lecturers. Prof Vyas-Doorgapersad was also inaugurated as a professor in the Department of Public Management and Governance.

2011 2012 2013 2014 2015

Full-time Academic Staff (n)

Staff qualified at M-level (%)

Staff qualified at D-level (%)

86

55%

99%

38%

51%

132

135

138

144


Dean’s Senior Leadership Development ProgrammeThe Dean’s Senior Leadership Development Plan aimed to reverse the traditional top-down formulation of strategy by enabling and empowering academics and administrators alike. Eleven teams, organised in five members each, explored how to achieve global excellence and stature as a Pan-African epicentre of critical enquiry. Each team received a grant of R250k. Eventually the programme covered 62 universities located in Africa, South-East Asia, North and South America, Europe and the Middle East. The project adjudicators were former

Minister Trevor Manuel, and Profs Nina de Klerk, Daneel van Lill, Gert Roodt and Jane Spowart.

Following visits to South-East Asia, South America and to African countries yielded 43 formalised Memoranda of Agreement promoting Teaching and Learning (3 MoAs), Research (3 MoAs), GES (17 MoAs) and Industry and Third-stream Revenue initiatives (15 MoAs). Recommendations from the 11 task teams have already been incorporated into the Faculty strategy.

Congratulations to Dr Kennedy Njenga, (Team Leader, Department of Applied Information Systems),

Prof Christine de Meyer (Department of Marketing Management) and Prof Tanya du Plessis (Department of Information Knowledge Management), Wickus Erasmus (Department of Applied Information Systems) and Daniel Maduku (Department of Marketing Management) who achieved the top mark of 82% for their report. Impressive was that the two teams representing Faculty and UJ central administrators, showed their mettle by outperforming five academic teams with their project score of 66%. The knowledge gained from the programme substantially enriched Faculty strategy.

Congratulations to all Faculty employees who received 25 years Long Service Awards:

Prof Frederik Crous Professor: Department of Industrial Psychology and People Management

Ms Charlene Eloff Senior Faculty Officer: Faculty of Management

Mr Simon NchabelengLecturer: Department of Business Management

Ms Lesley Schie Lecturer: School of Tourism and Hospitality (STH)

Ms Yvette Boys Faculty Officer: Department of Business Management


Mr Willem de Beer Lecturer: Department of Industrial Psychology and People Management

Ms Nanike Mhlongo Lecturer: School of Tourism and Hospitality

Ms Doret Heyneke Senior Faculty Office: Faculty of Management

Mr Paul Ndlovu Maître D’: School of Tourism and Hospitality (STH)

Congratulations to all Faculty employees who received 20 years Long Service Awards

Long-service awardsThe Faculty acknowledged 10 of our long-serving and dedicated staff members who have helped build UJ up, brick by brick, student by student, day-by-day. Their efforts reflected passion, dedication and perseverance inspiring us all. Thank you for your time and contribution to develop UJ and transform it into what it is today. Now, as the University sails into its second decade, let us all keep up our good work.


Staff leadershipColleagues contributed as editors of journals, served on ministerial committees, received awards for best papers, lifetime achievements and fellowships for academic contributions.

• Dr Aletta Odendaal (Senior Lecturer: Department of Industrial psychology and People Management) was awarded a Fellowship of the Society for Industrial Psychology and Organisational Psychology of SA, a great honour which a professional society very rarely bestows on a member. She is also the only women Fellow out of the current four SIOPSA Fellows, namely Profs Ricky Mauer, Gert Roodt and Theo Veldsman, all with an association with IPPM.

• Dr Danielle Nel and Dr Vain Jarbandhan (Lecturer and HOD: Department of Public Management and Governance) are members of the EXCO of the Association of Southern African Schools and Departments of Public Management (ASSADPAM).

• Dr Diane Abrahams (Director: School of Tourism and Hospitality) was appointed by the Minister of Tourism, Mr Derek Hanekom, on a multi-stakeholder panel to review progress with the implementation of the National Tourism Sector Strategy.

• Dr Diane Abrahams (Director: School of Tourism and Hospitality) served as an Extraordinary Professor on the Senate of the

University of Mpumalanga. She was part of the team of experts commissioned by the SA Cities Network in 2015 to produce and review the upcoming State of the Cities Report.

• Dr Craig Voortman (Senior Lecturer: Department of Transport and Supply Chain Management) served as the Chairman of the Integrated Transport Systems Conference and as a judge for the 8th Transport Africa Awards Conference 2015, as well as the Africa Rail, Africa Ports and Harbours Show.

• Dr Hema Kesa (Senior Lecturer: School of Tourism and Hospitality) advised the City of Johannesburg on their healthy lifestyles campaign.

• Dr Kennedy Njenga (Senior Lecturer: Department of Applied Information Systems) was elected to the International Federation for Information Processing (IFIP), formed under UNESCO and recognised by the United Nations. He is currently in Working Group 8.11 (Information Systems) and also represents Working Group 11.13 (Information Systems Security).

• Dr Marius Wait (Lecturer: Department of Marketing Management) served as the Direct Selling Association academic consultant during which time he has travelled to several universities as a Personal Selling subject specialist, assisting with curriculum content.

• Dr Roelien Brink (Senior Lecturer: Department of Applied Information Systems) was elected to the board of the SA Society for Cooperative Education (SASCE).

• Dr Vain Jarbandhan (HOD: Department of Public Management and Governance) is the Chief Editor of Administratio Publica, the journal of the Association of Southern African Schools and Departments of Public Management and Governance (ASSADPAM).

• Ms Joyce Sibeko (Lecturer: Department of Business Management) received the Vice-Chancellor’s Distinguished Award for Teacher Excellence - the highest level of UJ recognition for excellence in teaching and learning.

• Ms Moipone Molotsi (Director: Centre for Small Business Development) has participated in the DTI Black Industrialist draft strategy and judged in the Gauteng Township Entrepreneurship Township Awards. The CSBD has won an award for pioneering in Township Entrepreneurship Development during the 20-year celebration of the implementation of National Small Business Development Strategy.

• Ms Mariette Frazer (Lecturer: Department of Marketing Management) was appointed as Vice-Chair of the Wholesale and Retail SETA Committee to coordinate higher education


providing input into the development of the sector skills plan and industry-relevant qualifications for the Wholesale and Retail programme.

• Ms Stella Bvuma (Lecturer: Department of Applied Information Systems) was elected as an Enactus Faculty Advisor: ICT Training).

• Prof Carl Marnewick (HOD: Department of Applied Information Systems) was elected a member of the International Standards Organisation Working Group TC258 (Project Governance) and was also involved in the PMI Programme Management Standard.

• Prof Carl Marnewick (HOD: Department of Applied Information Systems) and his team published the International Standard for Portfolio Management (ISO21502).

• Prof Christelle Auriacombe (Professor: Department of Public Management and Governance) is a member of the Advisory Board of the journal Politeia.

• Prof Christelle Auriacombe (Professor: Department of Public Management and Governance) was appointed as an International Advisor for the Rwanda Association of Local Governments (RALGA) – Kigali, Rwanda. She assisted with the development of the curriculum and developed three modules of the MA: Local Government Studies for RALGA to be offered for the first time from 2016.

• Prof Christelle Auriacombe (Professor: Department of Public Management and Governance) is the Technical Editor of Administratio Publica the Journal of the Association of Southern African Schools and Departments of Public Management (ASSADPAM).

• Prof Jackie Walters (HOD: Department of Transport and Supply Chain Management) serves as an advisor to the National Department of Transport on Logistics issues in South Africa.

• Prof Jane Spowart (Vice-Dean: Teaching and Learning) was selected as a Quality Enhance Project peer reviewer by the Council on Higher Education.

• Prof Mark Bussin (Professor: Department of Industrial Psychology and People Management) received the 2015 President’s Award from the South African Reward Association in acknowledgement of global contribution.

• Prof Mark Bussin (Professor: Department of Industrial Psychology and People Management)was honoured at the South African Reward Association (SARA) 2015 Banquet as the recipient of the highly prestigious SARA 2015 President’s Award in acknowledgement of his significant contribution to the reward industry in South Africa, the rest of Africa, and internationally.

• Prof Mercy Mpinganjira (Associate Professor: Department of Marketing Management) presented guest lectures on buyer-supplier relationships at the Consumer Complaints Management and Solutions Summit.

• Prof Mornay Roberts-Lombard (Professor: Department of Marketing Management) was appointed as a Visiting Professor to the Australian Institute of Higher Learning (AIH) in Sydney, Australia.

• Prof Mornay Roberts-Lombard (Professor: Department of Marketing Management) was appointed as a member of the Educational Board of the Marketing Association of South Africa and presented two guest lectures to industry on current trends in customer management and customer loyalty.

• Prof Theo Veldsman (HOD: Department of Industrial Psychology and People Management) played a leading role in a task force of the SA Board of People Practices to develop a national People Health Balanced Scorecard for SA.

Sad lossesTwo senior academics with whom we have had many years of fruitful relationships, Profs Jos Coetzee and Koos Uys sadly passed away. Their wisdom, passion and collegiality will be sorely missed.


OUR STUDENTSThe employability of our students and their impact on their organisations are a strategic imperative. We have learnt that applying the principles of academic talent management gives way to excellent programmes which in turn improve market reputation which then draws quality students, and ultimately boosts graduate throughput and employability.

Student profleOur undergraduate learning programmes enrolled 4 385 degree and 3 364 diploma students. Three-year programme reviews ensure that all programmes are differentiated, employer-oriented, and curriculum coherent. First-year students with an Admission Point Score of at least 35 have improved from 10% in 2014 to 19% in 2015. The Faculty attracts students from a wide range of communities. About 50% of students come from more affluent communities, 30% from middle class communities and 20% from the poorest communities. This gives credibility to the UJ drive to provide access with success.

Since 2011, the Faculty has attracted on average 775 international students (8% of annual enrolment). The yield

on international applications is about 80%, which is 30% better than the South African market. Our targeting of the continental market requires much improvement.

Programme improvementsIn 2015, we have improved on the levels of Pan-African content, sustainability and entrepreneurship taught. The module Business Management 1A, for example, now sensitises students to current debates on sustainability management in Africa. Entrepreneurship modules now focus on the development of entrepreneurial behaviour, and the practical experience of running own businesses through the Centre for Small Business Development in collaboration with the Dr Richard Maponya Institute.

A further initiative is that the Diploma in Logistics Management has gone online. All diploma programmes have become more industry relevant. Advanced Diplomas replaced BTech programmes. New majors enhanced differentiation and now serve students from both the humanities and management, for example, the BCom in Transport and Logistics now includes the outcomes of the previous

BCom in Transport Economics.

Undergraduate employabilityThe 2015 Undergraduate Employability Survey, conducted by the UJ Institutional Research and Planning Unit revealed that respondents were on average 25 years old with 81% having had part-time jobs during their studies. After graduation, 67% were employed within three months and 91% within 12 months. Employment resulted from student networking opportunities (20%); exposure during work-integrated learning (13%), Web applications (10%) and recruitment agencies (9%). Unemployed respondents indicated that they were either lacking experience or that there were no job opportunities. Overall, 89% of respondents indicated that a UJ qualification helped them to be employed.

Encouragement of integrating work preparedness in all programmes as well as final-year students attending the three workshops in CV writing, job skills search and interview skills, adds value to students finding jobs. Industry feedback, however, indicated that soft skills needed to be attended to rather than the hard skills. Programmes providing for work-integrated learning showed good graduate employability, for

Value of Faculty of Management qualification in finding employment.

Did your qualifcation help you to get your frst job? (89% value-add)

Graduate Survey

Don’t know

No

The UJ Qualification gave me an advantage

The qualifications was a formal requirement

6%

4%

57%

32%


example, in the field of Hospitality, Marketing, Tourism and Small Business Management.

Mitigating the risk of frst-year dropout rateA review of student progress in South Africa revealed that passing the first year was a major hurdle to overcome. According to Dr Andre van Zyl, Director of the UJ Academic Development Centre, up to 60% of first-year students at South African

universities drop out, and of the remaining students, less than 50% graduate.

The reasons for dropping out vary substantially. About two thirds of first years are “first generation students”, meaning they are the first in their families to access higher education and need support in adapting to a formal learning environment. Some students do not fit into the higher learning environment. Transport and accommodation, an inadequate

supply of food and poverty also play a role. The Faculty has put measures into place to identify early warning signs of weak progress, for example, by monitoring class attendance and performance evaluation across modules.

The dropout rate of first-year students also challenges the Faculty of Management at an average rate of 25% over the last five years with the lowest dropout rate observed in Transport and Supply Chain

Management (16%) and the highest dropouts (32%) in the field of Business Management.

Consequently, the Faculty has surveyed why students have dropped out over the last two years. The major reasons were

Dropout rates of first-year students in the Faculty of Management from 2011 to 2015.

First-year Dropout Rate

Faculty

Department of Business Management

Department of Transport and Supply Chain Management

2011 2012 2013 2014 2015

26%

30%31%

31%

40%

18%

13%

18% 18%

13%

30%

23% 22%

29%

23%

Reasons why first-year students dropped out in the Faculty of Management in 2014 and 2015.

Reasons why frst-years drop out of the Faculty

Changed field of study

Lack of finance

Difficulties in managing academic workload

Health, emotional well-being and living conditions

Employment commitments

Poor academic progress (F7)

48%

28%

18%

7%

3%

1%


a change in the field of study (48%), a lack of finance (28%) or difficulties in managing workload and complexity (18%). Exclusion on grounds of poor academic performance accounted for 1% of dropouts.

Moreover, a survey of 2 174 of our first-year students showed that more than 72% of the respondents had a quiet place to study. Nearly 30% used an electronic device in their studies. Parents funded 48% of our first years, while over 21% were NSFAS dependent. About 88% of the respondents indicated that they would choose UJ again. More than 90% of the respondents felt safe.

Respondents seemed positive regarding their lecturers, finding them well prepared for lectures; maintaining discipline in class and being fluent in the language of instruction. About 67% indicated that lecturers’ use of Blackboard/uLink should improve. The majority (76%) of students attended tutorials. Almost half of the respondents believed that they would benefit from tutorials in their language of preference (other than English). More than 47% of the respondents have consulted with their tutors outside of their scheduled tutorial. Statements regarding Faculty Administration seemed positive. Overall, the Faculty first-year dropout rate has decreased by 3% to 23% in

2015. In addressing this national issue, there is still much work do.

If students are not engaged within the first semester it is often a red flag situation. Therefore, the Faculty hosted a First-Year Seminar where first years were welcomed to their departments. Three weeks afterwards the results of an “engagement test” were analysed together with the APS and NBT scores. Students who were showing signs of being at-risk were identified and counselled. Students were informed regularly of the workshops offered by ADC and were referred to the writing centres. When they experienced challenges, it was recommended they consult with PsyCaD. In 2015 a peer mentoring programme was introduced involving 200 senior students who volunteered and had been trained to assist the first years with settling in.

The substantial tutor programme assisted students. Tutoring has improved dramatically and being well used throughout the Faculty. The tutors were used particularly in modules where students experienced difficulties and in large classes. The tutors and lecturers have improved the interaction with students and this certainly assisted students if they made use of these opportunities. It has to be mentioned that poor class attendance and the lack of learning

materials, such as text books, still contributed to poor success and subsequently high dropouts.

All F5 and F7s whose appeals were successful were required to meet with the Vice-Dean before registering. These meetings were to discuss problems which seemed to prevent success, and to encourage, motivate and make suggestions on how to tackle the problem modules, as well as setting out criteria that need to be met in the coming year. Reports from PsyCaD were requested as proof that the students did indeed attend consultations.

The Senior Students Experience (SSE) was encouraged in the Faculty on similar lines as the FYE. Here the focus was on preparing students for the world of work. All third-/final-year students were prepared by attending the three workshops provided by the Careers Unit. Together with this, formal WIL was offered in three programmes while in all the other, both degrees and diplomas, some form of work-integrated education was encouraged. Over the years this has grown. Departments had students visiting Industry, guest lecturers were invited, projects in conjunction with industry partners were implemented and simulation exercises were used. The “Meet the CEO” series also


Richard Maponya Annual Soweto Entrepreneurship Conference.

Student recognitionThe Department of Marketing Management awarded top students with membership into our Club 15. Through the Club 15 initiative, the top 15 students in each programme were recognised for their achievements and became ambassadors for the programme.

The School of Tourism and Hospitality celebrated its annual top achievers in the presence of CEOs, parents, students and staff. Generous sponsorships for the event were in the range of R250 000. The school continued to enjoy support from international and national industry partners. Industry partners supported STH students with bursaries which totalled R1.4 million for 39 students

gave students opportunities to hear about the workplace and interact with leaders of high calibre.

Promoting entrepreneurshipEntrepreneurship is a long-term solution to tackling SA’s unemployment crises. The empowerment of young people is not an option; it is a national imperative. While the notion of “entrepreneurship” is reasonably well defined, the art of being entrepreneurial and scaling up a newly established enterprise remains a weakness. The Global Entrepreneurship Monitor reports that SA has the lowest level of early-stage entrepreneurial activity because most potential entrepreneurs fear failure. It is well recognised that education and training are among the most important factors to stimulate entrepreneurial activity, because knowing how to, helps one to overcome fear. Best practice in entrepreneurial development focuses on equipping a person with competencies of the head and the heart, and especially when taught by those who have succeeded.

The Faculty invested in entrepreneurship at undergraduate level. The BCom Entrepreneurship and the Diploma (Small Business Development) carry the mark of global excellence. Highly talented students were attracted across continents and mentored by local successful entrepreneurs. The Centre for Small Business Development (CSBD), for example, hosted the UJ/Raymond Ackerman Academy of Entrepreneurial Development. This once-in-a-lifetime opportunity came at a minimal cost for students. Raymond Ackerman, patron of this initiative, conferred 120 certificates at the Soweto Campus in 2015.

We were delighted when Dr Richard Maponya decided to join UJ in promoting entrepreneurship to a higher level. UJ commitment to Soweto – there for all to see in the performance and looks of our Soweto Campus where the Centre for Small Business Development and the Department of Business Management are located - sparked this relationship. Faculty initiatives ran parallel to Dr Maponya’s approach in empowering the marginalised. The Annual Soweto Conference was renamed the Dr


which included a Postdoctoral Research Fellow and master’s students.

There were 44 UJenius students in the Faculty. The Departments generally provide opportunities to top students to attend conferences. Awards functions were held to acknowledge top students. In several instances small bursaries were awarded to students. The high achievers were invited to the Golden Key Chapter - it was their own decision to be a member or not. When students showed academic support to other students, they were selected as tutors. There have been cases where they have then become senior tutors and even assistant lecturers. Top students, especially those with leadership potential, were recognised by being members of departmental societies, such as Club 15 in the Marketing Management Department, or attending special tours, or as tutors, mentors, and specific discipline forums.

At the Top Achievers Function of the Department of Industrial Psychology and People Management, 14 top student achievers (at least a cum laude to be considered) were honoured, among whom Oelzah Arendse received the MTN Case Study Award. The department also recognised Life-long Achievers: Dr Francois Hugo (former HR Director of the FirstRand Group) and Emeritus Professor DAP Louw (a pioneering psychologist in forensic psychology).


INDUSTRY AND EMPLOYER ENGAGEMENT

Employer engagement is essential to ensure the academic relevance of Faculty programmes. Faculty initiatives are especially aimed at exposing our students to prospective employers or opportunities for self-employment.

A highlight among initiatives to enrich student teaching and learning was the launch of the “Meet the CEO” series. The aim was to expose our students to excellence in big business leadership, such as Bonang Mohale (Chairperson and Vice-President of Shell South Africa Energy Limited), Polo Leteka Radebe (Founding Shareholder and Chief Executive Officer: Identity Capital Partners) and Charles Savage (CEO: The Purple Group).

The Centre for Small Business Development hosted the 2015 Inaugural Dr Richard Maponya Annual Soweto Entrepreneurship Conference themed “Celebrating Entrepreneurship in Townships: Sharing Successful Models and Good Practices”. The conference targeted over 600 people made up of students, township-based entrepreneurs and SMME practitioners. The purpose of the conference was to encourage township entrepreneurs through the stories of other successful business owners. For the first time since its inception, the conference incorporated an SMME-Investor Matching Day providing opportunities for SMMEs to seek funding for their businesses by pitching their business ideas to potential investors. Another first for the conference was the round table mentorship offered by PwC. Due to popular demand, pre-conference training workshops have become a regular feature of the conference. Thus, three workshops on innovation, financial management and tendering were run concurrently.

The Department of Applied Information Systems presented The Annual Third-year AIS Project Day - the culmination of third-year diploma students’ effort towards developing a complete IT system. The project included a mobile application and web interface, for an existing client solving an actual problem. Students had to approach the clients themselves as well as handle all interactions with the clients


throughout the year. The department also collaborated with Ernest and Young, IBM, KPMG and Standard Bank in attracting postgraduate students by providing research focus areas on company websites. Postgraduate supervisors also taught in undergraduate programmes to create an awareness of postgraduate opportunities.

The Department of Business Management hosted a colloquium on “Critical Management Studies” – a forerunner to debates on decolonisation - with guest speakers Profs Bobby Banerjee and Hugh Wilmott from Cass Business School, City University London.

The Department of Information and Knowledge Management hosted the 2015 Geographic Information Systems Day in collaboration with the City of Johannesburg, ESRI South Africa and GISSA Gauteng. This event was also attended by 350 Grade 10 to 12 students exposing them to applications of information management. Honours students participated in the iMix programme to examine intellectual capital and its value in the working world. These workshops were also attended by various Knowledge Management and intangible capital experts working in industry.

The Department of Industrial Psychology and People Management exhibited at seven high-profile, local and international conferences, attended by 3 000 delegates; distributed their bi-annual newsletter “Cognoscenti” to 2 000 stakeholders. Ten Programme Advisory Meetings involved 35 high-profile industry leaders and four prominent international academics. The Annual Postgraduate Marketing Breakfast was attended by 70 prospective master’s and doctorate students. Exposure of research in the mass media was most encouraging in closing the gap between theory and practice, for example, Women in the Workplace (Professor Anita Bosch); plagiarism (Profs Adele Thomas and

Deon de Bruyn), leadership (Prof Theo Veldsman); social media (Renjini Joseph); and coaching (Prof Pieter Koortzen).

The 2015 Women in the Workplace report, edited by Prof Anita Bosch - co-sponsored by the SA Board of People Practices and released every year to coincide with Women’s Day - is growing in stature. The 2015 report was the most acclaimed ever in the mass and popular media and professional setting, locally and globally, since its first publication. For example, the World Economic Forum (WEF) referred to the report in one of their articles on Twitter, reaching an estimated 2.6 million decision makers in more than 100 countries.

The move to an integrated, real life case study examination of our master’s (Leadership in Performance and Change) (LPC) instead of conventional examination proved to be most value-adding, forcing students to demonstrate their ability to apply their knowledge and insights practically. Prof Adele Thomas, with input from the LPC academic team, wrote a comprehensive case study of MTN. MTN Executives, part of the assessment panel, were most complimentary of our students’ applied proficiency.

The Department of Marketing Management collaborated closely with organisations such as Avon, Business Today, Clearwater Mall, Colgate Palmolive, Cradlestone Mall, Dis-Chem, FNB, General Cable, Genoves, Google SA, GSK, Inditex (Zara), Justine, Massbuilt, Massmart, Oxford Books, Pick ‘n Pay, PPS, Renault (SA), SPAR, TestKraft Bookstore, Tupperware, Unilever and Van Schaik Bookstore.

Industry experts contributed as guest lecturers and involved students in real marketing problems. BTech Marketing students, for example, were tasked by the Cradlestone Shopping Centre to be mystery shoppers to evaluate customer services. Advanced Diploma students presented a strategic plan for the middle management of Pick ‘n

Pay. The BCom Honours in Marketing Management focused on the development of argumentative skills and critical thinking on marketing and retail topics.

Lecturers consulted with industry experts in designing assignments. Industry experts from PPS, Renault, Unilever, TNS, Tiger Brands, Bosch and NPOs like Jewels of Hope then assessed project presentations providing valued feedback on gaps and relevance. Student project examples included the PPS assignment to develop a customer retention strategy to recruit and manage customers from the cradle to the grave; and the Colgate Palmolive assignment to examine generation gaps and the link to marketing. MCom Business Management students specialising in Marketing Management were involved in company-sponsored research projects. Examples of such projects included Renault South Africa focusing on safe child passenger travel; Cargo Carriers on competitiveness in the logistics industry and employees satisfaction respectively, and Merensky Timber Pty (Ltd) examining consumer behaviour in the timber industry. Master’s and doctoral student research proposals were also evaluated by industry experts and international academics, Visiting Professors Svensson and Hornick.

The Department of Marketing Management also used its website as an important source of marketing for students including master’s and doctoral students. The MCom and PhD coordinator, Prof M Roberts-Lombard, also engaged BCom (Honours) students on progression from a BCom Honours to the next level.

Guest lecturers in Marketing Management included the Creative Director of the King James Group (ranked SA’s top creative agency in 2015 according to the Loeries rankings), Alistair King and Head of Strategy and Innovation at Alexander


Forbes, Street Marketing Guru, Dr Marcel Saucet. Prof Prem Shamdasani from the National University of Singapore and Prof Goran Svensson from Oslo Business School also presented an open Research Seminar on “Structural Equation Modelling”.

The School of Tourism and Hospitality (STH) hosted several guest lectures with industry partners during 2015. Of note were the lectures by inter alia Golden Circle alumnus, the award-winning winemaker, “Mr Chenin”, Ken Forrester - his talk was entitled: “Hotels, Restaurants and Wine - a personal journey”; world-renowned Chef, Hospitality industry icon and previous STH Board chairperson, Dr Billy Gallagher, on his new book entitled Lettuce and Lady’s Breast; the Associate Dean: Ecole Hoteliere de Lausanne and Visiting Professor at the STH, Professor Karthik Namasivayam, on global trends in the hospitality sector.

A series of Gastronomy Seminars were also hosted during the course of 2015 with various high-profile chefs, entrepreneurs, restaurateurs and international academics to cover topics such as Indigenous Haute Cuisine, Haute Cuisine and Gender, Neuro-gastronomy, Food design and setting up a food truck. The speakers included inter alia, Chef David Higgs, Chef Jackie Cameron, Miles “Mr Vuyo” Khubeka and Professor Charles from Oxford University.

The STH Kerzner Unit hosted a series of monthly Fine Food and Wine Evenings partnering with various Wine Estates during the course of 2015. A successful Whisky tasting and Beer festival in October were also hosted. This is in addition to the various conferences and banquets that were successfully hosted both at the Madibeng Restaurant and

Conferencing as well as the Kerzner Building facilities.

The students formed an integral part of the service and preparation of the meals in the restaurant for the banquets and conferences. They were supervised by qualified and experienced chefs, service and banqueting staff. The STH also had an extensive marketing drive, in collaboration with the Faculty marketers, with schools and educators. Career expos, such as the Perfect Life Career Expos, Gibbs Career Day, the STH Open Day, workshops with Gauteng educators were some of the initiatives the STH undertook to attract undergraduate students and profile careers in the exciting and growing tourism and hospitality sector.

The School of Tourism and Hospitality hosted the executive of the World Tourism Business Council. In attendance were South African Minister of Tourism, Mr Derek Hanekom; Dr Taleb Rifai (Secretary General: United Nations World Tourism Organisation), Mr David Scowsill (President and CEO: World Tourism Trade Council), Ms Mmatsatsi Ramawela (CEO: Tourism Business Council of SA), and 50 prominent industry leaders. Thank you to Dr Diane Abrahams and her team for securing this major networking opportunity in supporting the Faculty drive towards global excellence.

The School of Leadership presented at public lectures, including a public lecture at the North-West University on Africa Day. The topic: Nationalism, Ethnicity and Xenophobia was explored and a public lecture on Public Participation, in which the audience was drawn from the National Assembly, the National Council of Provinces and the

Provincial Legislatures was presented.

The Department of Transport and Supply Chain Management was involved in industry trade associations, such as in aviation, road transport and public transport. Participation included papers at conferences, participation in conference proceedings, information sharing and guest speakers. The department had an extensive marketing budget for the various postgraduate programmes on offer as well as the Continuing Education Programmes.

Research in the Department of Transport and Supply Chain Management was predominantly directed through the Institute of Transport and Logistics Studies (Africa) in response to industry’s need for independent, unbiased, relevant and up-to-date research. Board members were Mervin Chetty (Transnet SOC, maritime sector), Abrie de Swardt (Consultant), Siyabonga Gama (Transnet Freight Rail), Prof David Hensher (ITLS, University of Sydney), Thys Heyns (Larimar Group), Thandeka Mgoduso (Jojose Investments) and Piet van Hoven (BA/Comair) ITLS (Africa). Projects included:

• The skills gaps in the transport and supply chain sector, initiated in 2011. A survey was again conducted in 2015. Also in 2015, results from this research were disseminated at four conferences.

• Passenger airport choice research investigated the choice of airport made by domestic airline passengers in Gauteng, South Africa and wanted to determine various aspects that influenced these choices. An initial survey


was conducted at Lanseria in 2010. In 2013 ITLS (Africa) conducted a follow-up survey at Lanseria Airport as well as a comparable survey at ORTIA. The first article resulting from this was published in 2014. It also formed part of a master’s dissertation completed in 2015.

• State of Transport Opinion Survey in South Africa (STOPSA) was launched in 2012, with the intention of gauging South Africans’ confidence in transport related issues. The first annual telephonic survey of 1 000 adults was conducted during 2012 and has since been run annually. This research has so far resulted in a research paper, a peer-reviewed conference proceeding, dissemination at other conferences and also received a high level of press attention and media coverage.

• Small Bus Operators Survey: to determine the types of challenges that small operators face, a survey was conducted among these operators in South Africa. The main results of the survey indicated that small bus operators face significant financial and operational challenges. These challenges could result in them not being able to participate in the contracting system. There is also a perceived lack of government support for SBOs.

A copy of the Institute’s Annual Report for 2015 is available at: www.uj.ac.za/transport

The Centre for Small Business Development (CSBD) has successfully partnered with the Dr Richard Maponya Skills Institute

on the implementation of the Dr Richard Maponya Annual Soweto Entrepreneurship Conference; Sizwe Ntsaluba Gobodo and Novate facilitated a workshop on BBBEE and tender processes; IBA Global facilitated the investor preparatory workshops and the pitching process, as well as bringing investors from various countries to the conference; PricewaterhouseCoopers (PwC) facilitated a workshop on how to access investment opportunities, financial management training, and business coaching round tables; Thebe Foundation funded the innovation workshop.

The CSBD hosted Maxum Monday workshops and 168 entrepreneurs attended. These workshops aimed at facilitating access to business opportunities from the private sector. These were implemented in partnership with The Innovation Hub. Legal workshops were also hosted and 480 delegates attended. The legal clinics focused on compliance, tax, copyright and intellectual property, tenders, and business contracts and were offered by Fasken Martineau on a pro bono basis.

The CSBD hosted two Soweto Conversations in 2015. The first on 15 March included Dr Raymond Ackerman. He engaged with more than 270 SMMEs and shared his motivational story on how he stared Pick ‘n Pay using his Four Legs of the Table. The second conversation on 25 June included Mr Veli Ndaba. This was aimed at motivating entrepreneurs to claim the greatness they were born into. He specialises in corporate training, life and business coaching and authored the book

entitled You Are Born to Win!

The CSBD Marketing engaged over 1000 entrepreneurs in the township by engaging with thirteen local business organisations. These engagements were aimed at recruiting candidates to attend CSBD training programmes and the conference.

The Centre for Social Entrepreneurship and Social Economy collaborated with the UJ Alumni Office and the Professional Provident Society (PPS) in hosting the CSESE Ambassador Debut. Partnering with UJ Alumni facilitated a ripple effect of rewarding opportunities both for the individual (alumnus) and the beneficiaries impacted by this engagement.

The event highlighted the Centre’s achievements in the past three years and demonstrated the possibilities of UJ Alumni becoming involved in adding value to the University postgraduation. The new ambassador for the Centre, Ntsiki Mkhize, Miss South Africa’s 2nd Princess 2015, is a UJ alumnus and a social entrepreneur. She shared some insights on improving people’s lives and doing something that one was passionate about to be able to empower the community. In sharing her time and talent, the role that Ms Mkhize played was one of creating awareness about social entrepreneurship at different levels, crafting a space for the youth to dialogue about the possibility of them starting social and green businesses and also to be a representative for the CSESE at events, workshops and conference to raise the profile of the work done by the Centre.


The Centre for Social Entrepreneurship and Social Economy (CSESE) also hosted the second Emerging Social Enterprise Awards (ESEA) in 2015. The 2015 award was sponsored by LifeCo UnLtd and PwC. All too often the social entrepreneurs with ‘rock star’ status are celebrated over and over while the emerging social enterprises are overlooked. The University closed this gap by celebrating emerging social enterprises showing potential of scaling up and making a huge impact. The competition received an overwhelming response of entrants, and on 26 November 2015 the winners were announced.

Thank youOur sincere appreciation to the organisations listed below for their generous contribution of opportunities to enrich our students:

• Australian Institute of Higher Education (Sydney, Australia)

• Avon• Bosch• Business Today• Cape Wine Academy• Cargo Carriers• City Lodge• City Lodge Group• Civil Service College Uganda (Jinja

Municipality, Uganda)

• Clearwater Mall• Colgate Palmolive• Comair Limited• Court Classique Boutique Hotel• Cracow University of Economics• Cradlestone Mall• Dar es Salaam University

(Dar es Salaam, Tanzania)• Dar es Salaam University

Mkwawa College of Education (Iringa, Tanzania)

• Dis-Chem• Dr Richard Maponya Skills Institute• Ecole Hoteliere de Lausanne• Ernest and Young• ESRI South Africa• Fasken Martineau• FCG SIPU International Swedish

Governmental Agency (Stockholm, Sweden)

• Fedics• Florida Agricultural and Mechanical

University (Florida, USA)• FNB• Gauteng Enterprise Propeller• General Cable• Genoves• Ghana Institute of Management

and Public Administration (Accra, Ghana)

• GISSA Gauteng• Glasgow Caledonian University• Google SA• Grant Thornton• GSK

• Hickmore Recruitment• Ho Chi Minh National Academy

of Politics (Socialist Republic of Vietnam)

• Hoger Beroepsonderwijs ICT-Opleidingen

• Hong Kong Polytechnique University (Hong Kong, China)

• Hospitality Property Fund (Holiday Inn; Radisson Blue Gautrain)

• Hotelstaff• IBA Global• IBM• Identity Capital Partners• Inditex (Zara)• Institute of Local Government

Studies (Accra, Ghana)• Jamhuriya University of Science

and Technology (Mogadishu, Somalia)

• Jewels of Hope• Jimma University (Jimma, Ethiopia)• Johannesburg Youth Orchestra• Justine• Kerzner International• KPMG• Lagos Business School,

Pan-Atlantic University (Lagos, Nigeria).

• LifeCo UnLtd• Marriott International• Massbuilt• Massmart• Merensky Timber Pty (Ltd)• MICROS


• Mount Crest University (Accra, Ghana)

• MTN• Nanyang University of Technology

(Centre for Public Administration, Singapore)

• Nanyang University of Technology (Centre for Technopreneurship, Singapore)

• Novate• Oslo School of Management,

Norway • Oxford Books• Pick n Pay• PPS• PWC• Raymond Ackerman Academy• Renault (SA)• Riara University School of Business

(Nairobi, Kenya)• Rwanda Association of Local

Governments (Kigali, Rwanda)• Sharp Edge

• Shell South Africa Energy Limited• SKL International AB (Stockholm,

Sweden)• South African Chefs Association

(SACA)• SPAR• Standard Bank• Sun International• TestKraft Bookstore• The City of Johannesburg• The Dr Richard Maponya Institute

for Entrepreneurship• The Purple Group• The SA Ministry of Tourism• Thebe Foundation• Tiger Brands• TNS• Tourism Business Council of SA• Tsogo Sun• Tupperware• Uganda Local Governments

Association (Kampala, Uganda)• Uganda Technology and

Management University (Kampala, Uganda)

• UJ Procurement Department

• Unilever

• United Nations World Tourism Organisation

• University Cheikh Anta Diop De Dakar (Dakar, Senegal)

• University of Development Studies (Tamale, Ghana)

• University of Ghana Business School (Accra, Ghana)

• University of South Carolina (South Carolina, USA)

• University of Sydney

• Van Schaik Bookstore

• Vulcan Catering Equipment

• Waterford Group

• World Tourism Trade Council

BROADER PUBLIC COMMUNITY ENGAGEMENTUJ eventsThe Faculty of Management partnered with other UJ faculties and the UJ Library in hosting various public events, such as the UJ men’s event.

Public lecturesPublic lectures included topics like “He is perfect; don’t hire him” (a debate on psychopaths in the workplace); “South Africa, How are you? - an unlike perspective” (good and positive news about South Africa and its people); “Global

markets’ current health: The impact on emerging economies presented by Dawie Roodt, Director/Chief Economist: Efficient Group Ltd. His career includes nine years as an Economist at the South African Reserve Bank and the Economics editorship of the financial magazine Finance Week and Finweek and a conversation about “Women in Leadership”. The Department of Information Knowledge Management also presented a public lecture by Scott Leeb: “Competitive intelligence: 2015 and beyond”. Scott Leeb has over the past 15 years created,

managed and grown the global business intelligence programmes at four Fortune 500 companies (Prudential Retirement, The McGraw-Hill Companies, KPMG and Ingram Micro) and a leading international philanthropy (The Rockefeller Foundation). The launch of Prof Shika Vyas-Doorgapersad’s co-edited book entitled, Public Administration Training in Africa: Competencies in Development Management was hosted in cooperation with the Faculty and the UJ Library.


Student volunteeringStudent volunteering to support communities external to UJ flourished in collaboration with the UJ Community Engagement Office. The School of Tourism and Hospitality launched a huge project involving the Faculty in knitting 117 blankets in contributing to Mandela Day. Thank you to STH lecturers Pieter van der Westhuizen, Lesley Schie and Cynthia Mabaso for leading this initiative. The “Tops and Tags” initiative in collaboration with Interwaste Environmental Solutions involved the collection of bottle tops and bread tags to promote awareness of recycling and ultimately, to supply wheelchairs. BCom Honours students developed and implemented various face-to-face and online marketing campaigns in collaboration with the Faculty of Engineering and the Built Environment to create awareness of the UJ Solar Car and the UJ Energy movement. BCom Marketing first-year students developed and executed various social media marketing campaigns to raise awareness of charity organisations and small businesses. Second-year Hospitality

Management students developed and implemented a business plan for NGOs. Staff and students built a study centre for UJ students living in the “My Home of Safety”.

In addition, the Faculty established its own volunteer programme in 2015 to assist first-year students. Over 200 senior students were trained to support first years.

ENACTUS facilitated the main community engagement project in the Faculty and involved 2 000 students across departments. The Green Week, for example, co-hosted with the Faculty of Art, Design and Architecture and the Department of Business Management, involved 41 groups of eight students each focusing on addressing business development needs from a multidisciplinary perspective. The programme was rated as offering a life-changing experience, new networks and new approaches to problem-solving. Following the Green Week, the Small Business Management second-year students continued with the implementation of solutions for the remainder of the year.


Service learningThe Faculty also hosted a number of Service Learning projects. Applied Information Studies third-year students, for example, presented training at the request of the communities, ensuring that community issues were resolved. Other examples of Service Learning include ICT Training in township schools and ICT Training for Gauteng township teachers.

ConferencesA colloquium themed Tourism Development and Planning, jointly hosted by the School of Tourism and Hospitality and the Department of Geography (Faculty of Science) included 10 international experts, many of whom were UJ Research Associates.

The Association of Southern African Schools and Departments of Public Administration and Management (ASSADPAM) Conference, hosted by the Department of Public Management and Governance, attracted 60 national and internationally delegates.

The Association of Southern African Schools and Departments of Public Administration and Management (ASSADPAM) inter-university workshop, hosted by the Department of Public Management and Governance, capacitated novice researchers on how to publish their research successfully in accredited journals. The workshop was facilitated by Prof Christelle Auriacombe, assisted by Dr Danielle Nel.

The Transport Special Interest Group, hosted by the Department of Transport and Supply Chain Management, held four conferences on topical transportation issues (Focus on the South African Aviation Industry, Back to Rail: A Critical Analysis, Sustainable Transport and Trends in policy development for transport).

The World Appreciative Inquiry Conference, hosted by the Department of Industrial Psychology and People Management, was the first to be held in an African city. The conference theme was: Building Flourishing Societies Together: Elevating, Aligning and Reflecting our Best to Create a Prosperous World for All. At the conference new developments and latest insights into Appreciative Inquiry were shared with 228 organisation development practitioners and academics representing more than 20 countries. What made the event special was that Prof David Cooperrider, the originator of Appreciative Inquiry, also attended. Professor Freddie Crous co-chaired the conference organising committee.


CONTINENTAL STAKEHOLDER ENGAGEMENTPostgraduate recruitmentThe Centre for Public Management and Governance recruited 10 international doctoral students from universities in Ghana, Zimbabwe, Uganda and Rwanda with bursaries as a result of the Dean’s Senior Leadership Development Programme. The Centre also maintained productive partnerships with local government industry associations, such as the Rwanda Association of Local Governments (Kigali, Rwanda), the Institute of Local Government Studies (Accra, Ghana); the Civil Service College Uganda (Jinja Municipality, Uganda), the Ghana Institute of Management and Public Administration (Accra, Ghana) and the Uganda Local Governments Association (Kampala, Uganda).

The School of Leadership expanded its footprint into parts of Southern Africa by attracting international students. Whereas original coverage was limited to South Africa and Botswana, the current cohorts of students include parliamentarians from Swaziland and Zambia. We expect the coverage to grow beyond the four countries when the next intake unfolds. The school continued to host postgraduate fellows who were placed at UJ in terms of an exchange programme between UJ and the University of Nairobi-based African Leadership Centre. Some of the fellows participated in the School’s teaching programmes as well as the research project. The School’s

offerings were delivered both by means of limited contact sessions and e-learning technology.

Staff exchangesThe Uganda Technology and Management University appointed Prof Roberts-Lombard and Prof De Meyer-Heydenrych as Visiting Professors, Prof Mpinganjira as Visiting Associate Professor and Dr Wait as Visiting Lecturer in the School of Business and Management.

The visit to the Mauritius University and the University of Technology in Mauritius resulted in the appointment of Prof M Roberts-Lombard as external examiner for three MBA modules.

We were honoured to be the host for staff from the private Management University (UTAMU) in Uganda, namely the Vice-Chancellor, Professor Venansius Baryamureeba, the Deputy Vice-Chancellor, Prof Jude Lubega, and the Dean of the School of Business and Management, Prof Benon Basheka.

In 2015, the School of Tourism and Hospitality, in collaboration with Dr Robin Nunkoo from the University of Mauritius, also an STH research associate, developed a customer service satisfaction index for the accommodation sector in South Africa for the National Department of Tourism. The index was benchmarked against similar indices in Europe and North America and was the first for Africa.

Dr Hema Kesa was invited as an International Visiting Scholar to Penn State University for three months in 2015 as a nutrition expert and for the joint research collaboration between STH and Penn State. Prof Rogerson, a Research Professor at the STH, established an extensive international research network of 25 research associates.

Overall, the Faculty has developed active relationships with the following institutions: the University of Ghana Business School (Accra, Ghana), Mount Crest University (Accra, Ghana), Uganda Technology and Management University (Kampala, Uganda), Jimma University (Jimma, Ethiopia), the University of Development Studies (Tamale, Ghana), the Rwanda Association of Local Governments (Kigali, Rwanda), the Jamhuriya University of Science and Technology (Mogadishu, Somalia), the Institute of Local Government Studies (Accra, Ghana), the Civil Service College Uganda (Jinja Municipality, Uganda), the Riara University School of Business (Nairobi, Kenya), the University Cheikh Anta Diop De Dakar (Dakar, Senegal), the Ghana Institute of Management and Public Administration (Accra, Ghana), the Uganda Local Governments Association (Kampala, Uganda), the Dar es Salaam University (Dar es Salaam, Tanzania), and the Dar es Salaam University Mkwawa College of Education (Iringa, Tanzania), the Lagos Business School, Pan-Atlantic University (Lagos, Nigeria).


GLOBAL STAKEHOLDER ENGAGEMENT BEYOND AFRICA

The Centre for Public Management and Governance maintained productive international partnerships with SKL International AB (Stockholm, Sweden) and the International Swedish Governmental Agency (Stockholm, Sweden).

Students of the School of Tourism and Hospitality have been placed in international graduate programmes, such as those offered by Kerzner International in Dubai and have received permanent employment thereafter. With a 100% work-integrated learning placement rate and an 85 % employment uptake of the graduates, the STH, as a leader in the field of tourism and hospitality training and education, continues to be the partner of choice for industry.

The School of Tourism and Hospitality hosted the executive of the World Tourism Business Council. In attendance were South African Minister of Tourism, Mr Derek Hanekom; Dr Taleb Rifai (Secretary General: United Nations World Tourism Organisation), Mr David Scowsill (President and CEO: World Tourism Trade Council), Ms Mmatsatsi Ramawela (CEO: Tourism Business Council of SA), and 50 prominent industry leaders. Thank you to Dr Diane Abrahams and her team for securing this major networking opportunity in supporting the Faculty drive towards global excellence.

The Cracow University of Economics is Poland’s largest university of economics, operating since 1925. UJ was honoured with a high-level delegation visit, including Prof Andrzej Chochoł (Rector), Prof Andrzej Sokołowski (Vice-Rector), Dr Piotr Buła (Executive Director, Krakow School of Business) and Ms Monika Bulsza (MBA Programme Administrator).

This visit and a special award at the 90th birthday celebration of the Cracow University of Economics received by Prof Geoff Goldman follows five years of productive collaboration yielding student and staff exchanges, as well as a solid contribution to Faculty research output linked to examining the drivers of the rejuvenation of the Polish economy, which by comparison, performs far better than their peers. Sincere appreciation for


this initiative driven by Prof Geoff Goldman (Department of Business Management).

An international delegation of academics from Hoger Beroepsonderwijs ICT-Opleidingen (HBO-I) engaged with UJ academics in various Information Systems and Computer Science disciplines to foster collaboration. The international delegation from HBO-I was benchmarking with UJ and the University of Cape Town (UCT) because of the two institutions’

strategic positions in South Africa. UJ was chosen for being in the centre of the continental and global economic hub, Johannesburg, where all the financial institutions are located. UCT was chosen due to its positioning close to Stellenbosch which is perceived as SA’s Silicon Valley. Also, UJ and UCT are the biggest consumers of ICT students in South Africa.

Overall, the Faculty has developed active relationships with the following institutions: the Florida Agricultural

and Mechanical University (Florida, USA), the Ho Chi Minh National Academy of Politics (Socialist Republic of Vietnam), the University of South Carolina (South Carolina, USA), the Hong Kong Polytechnique University (Hong Kong, China), the SKL International AB (Stockholm, Sweden), the FCG SIPU International Swedish Governmental Agency (Stockholm, Sweden) and the Nanyang Technological University (Centre for Public Administration) (Singapore).


CONTINUING EDUCTION FOOTPRINTEnrolmentContinuing education enrolments have grown by 40% since 2011 to an enrolment of 5 257 students, showing substantial progress in exploring new markets. Overall, the turnover generated from CEP grew from R77m in 2013 to a turnover of about R105m (+37%) in 2015, highlighting the credibility of our products and services to external markets. Alternative revenue streams are of strategic relevance when considering that the Faculty enrolment target decreases by 2% per year, in view of national subsidy changes shifting to the benefit of science, engineering and technology programmes.

ProgrammesThe 55 Continuing Education Programmes presented by the Faculty are listed below by department. Faculty Continuing Education Programmes may be viewed at http://www.uj.ac.za/faculties/management/Documents/CEP%20brochure%202016.pdf

Continuing Education Programmes presented by the Faculty by department

Department Programme

Applied Information Systems Advanced IT Project Management

Intermediate IT Project Management

Introduction to IT Project Management

Business Management Advanced Certificate in Business Management (Analysis)

Advanced Certificate in Business Management (General Management)

Advanced Certificate in Business Management (Operations and Productivity)

Advanced Certificate in Business Management (Project Management)

Advanced Certificate in Business Management (Risk Management)

BTech Bridging Programme

Higher Certificate in Business Management (Analysis)

Higher Certificate in Business Management (General Management

Higher Certificate in Business Management (Operations and Productivity)

Higher Certificate in Business Management (Project Management)

Higher Certificate in Business Management (Risk Management)

Short Learning Programme: Project Management

Information and Knowledge Management Short Learning Programme: Knowledge Management

Industrial Psychology and People Management

Certificate in Education, Training and Development

Certificate in Human Resource Management

Diploma in Education, Training and Development

Diploma in Human Resource Management

Higher Certificate in Education, Training and Development

Practical Psychometry Programme

Research Online Programme

Trade Union Learning Practitioner Programme

Marketing Management Advanced Retail Management

Higher Certificate in Marketing and Sales

Introduction to Retail Management

Retail Practice

Strategic Retailing


Department Programme

Public Management and Governance Advanced Certificate in Municipal Governance

Higher Certificate in Municipal Governance

School of Tourism and Hospitality Hospitality Management Block Release I

Hospitality Management Block Release II

Hospitality Management Block Release III

Transport and Supply Chain Management Certificate in Road Transport Management (Freight)

Certificate in Road Transport Management (Passengers)

Diploma in Logistics Management

Diploma in Road Transport Management (Freight)

Diploma in Road Transport Management (Passengers)

Diploma in Transportation Management

Glasgow Caledonia University/Transnet Freight Rail (GCU/TFR)

Logistics and Purchasing Bridging

Programme in Logistics Management (pipeline)

Road Transport Bridging

Transport and Supply Chain Management Bridging

Transport Management Bridging

School of Leadership Industrial Policy

Strategic Diplomacy

Transitional Justice

Centre for Small Business Development Raymond Ackerman Academy Programme

Small Business Enrichment Programme

Centre of Social Entrepreneurship and the Social Economy

Asset-based Socio-economic Development

Business Incubation Management Programme

Emerging Social Enterprise Management

PartnershipsCritical success factors included productive three-party agreements. These typically involved UJ, a multinational or parastatal, and a global partner. For example, the Department of Transport and Supply Chain Management, Transnet and the Glasgow Caledonian University in delivering a BSc Railway Operations. Furthermore, the consistent delivery of excellent learning products and services, as well as well-planned articulation into diploma and degree programmes. The credit-bearing CEP in Strategic Retailing, for example, served our partnership with Massmart and other retail groups and articulated into the Advanced Diploma in Retailing. At present, bridging enrolments stand at 108% of target.

The Department of Public Management and Governance Centre for Public Management and Governance are nationally recognised among the most successful local government advisory and training institutions. Training interventions of the Centre were supported by the South African Local Government Association (SALGA), the Department of Cooperative Governance and Traditional Affairs (CoGTA), and the Local Government Sector Education

and Training Authority (LGSETA). The Centre for Public Management and Governance has a MoA with the City of Johannesburg to provide training for 200 officials and councillors of the City of Johannesburg for a period of three years. Over 1 600 municipal elected political leaders, councillors and officials of 73 local municipalities and four metropolitan municipalities in South Africa qualified for their final examinations between 2010 and 2015. Municipalities selected their candidates to enrol for the programmes in the Centre from various departments and positions, such as administration officers, deputy directors, financial officials, municipal managers, councillors and mayors.

The Department of Industrial Psychology and People Management and BCL, a mining and smelting company owned by the Government of the Republic of Botswana, jointly facilitated CEPs in Leadership Development. The Department has also developed the International Honours Certificate in Organisational Leadership, focusing on the ethical and moral dimensions of leadership. The origin of the initiative was a response from a Texas-based company, Academic Partnerships, to a request from community college chancellors to bring international programmes to community colleges

through online education. Other project partners were the UCLA Anderson School of Management (USA); the Darla Moore School of Business (University of South Carolina, USA) and the Beijing Language and Culture University (BLCU), China. The target market was the community college honours society with 300 000 student members, called Phi Theta Kappa. The society comprises high potential community colleague students being prepared to compete for space at universities.

The School of Leadership, the School of Oriental and African Studies, University of London, jointly presented a CEP in the field of African Diplomacy and Development. The Department of Public Management and Governance, the Swedish Institute of Public Administration and SKL International (Swedish Association of local authorities and regions) being contracted by the Deutsche Gesellschaft für Internationale Zusammenarbeit jointly presented CEPs to the Rwanda Association of Local Government and their Local Government Institute. These qualifications for public officials articulate into our master’s programmes.


UNDERGRADUATE FOOTPRINTOur undergraduate footprint represented 88% of total enrolment. Vice-Dean, Prof Jane Spowart, leads this portfolio in collaboration with the Faculty Academic Committee and various other committees and Faculty programmes aimed at student support.

EnrolmentOur undergraduate learning programmes enrolled 4 385 degree and 3 364 diploma students. Three-year programme reviews ensure that all programmes are differentiated, employer-oriented, and curriculum coherent.

Undergraduate Headcount

3748

48434324

9167

129152011

2014

2015

CEP (+41%) Degrees (-9%) Diplomas (-22%) Total Subsidised Programmes (-15%)

Total Enrolment (-2%)

758 334 93 185

Changes in the undergraduate enrolment profile of the Faculty of Management from 2011 to 2015.

New subsidised programmesFourteen new programmes have been submitted and are at various stages of approval within UJ, DHET and the CHE. These are the Diploma in People Management, Advanced Diploma in People Performance, Advanced Diploma in Hospitality Management, Advanced Diploma in Tourism Management, Advanced Diploma in Transportation Management, Advanced Diploma in Logistics, Advanced Diploma in Management, Advanced Diploma in Business Management, Advanced Diploma in Marketing Management,

Bachelor of Tourism Management, Bachelor of Hospitality Management, Postgraduate Diploma in Public Policy and African Studies, MA Public Management and Governance (Distance) and the Master of Sustainability Management.

Programme reviewsOver the last three years a total of 62 programmes were reviewed of which 16 Continuing Education Programmes, 13 undergraduate diplomas (21%), 11 undergraduate degrees, 20 honours programmes and 2 master’s programmes with

improvement plans or curriculum changes implemented.

The majority of recommendations focused on curriculum matters, such as curriculum design, level descriptor action words, discussion on achieving the purpose and outcomes of each programme, including basic research methodology principles in the projects and research essays and assessment. Articulation, module coherence and the balance between practice and theory and the integration of academic skills in the curriculum were mentioned.


ProgrammesFaculty undergraduate programmes may be viewed at http://www.uj.ac.za/faculties/management/Documents/FoM%20Undergraduate%20Brochure%2017.PDF

Undergraduate Enrolment and graduation rates (r= -0.87)

Undergraduate enrolment and graduation rates in the Faculty of Management from 2011 to 2015.

2011 2012 2013 2014 2015

UG Enrolment

Graduation Rate

18%

23%25% 24%

23%

9167

8323

7728

8348

7748

Module success rates in the Faculty of Management from 2011 to 2015.

2011 2012 2013 2014 2015

Diploma Modules (+7%)

Degree Modules (+8%)

77%

Module Success Rates

85%

Student support Over the last five years, continuous investment of about R12 million a year into innovative teaching and learning practices (tutoring, First-Year Experience Programme, additional lecturing) has returned a gradual improvement of module success rates from 78% to 85%, with a further 1% improvement noted from 2014 to 2015.

Improvements in module success rates are attributed to the First-Year Seminar. Each department had a representative who coordinated the First-Year Seminar aimed at welcoming first years, to introduce staff, provide key information at the start of the academic year as well as having fun by running the “Amazing Race” to explore the campus where they would attend class. Senior students assisted with helping the first-year students, as they understand the experiences from their own time as first-year students.

Also, the First-Year Experience which continued through the first semester with updates on student activities, such as preparing for tests and exams, time management, use of computers, use of the library and HIV/AIDS in partnership with the UJ FYE/S coordinator, Ms Soraya Motsabi. This project improves every year with student attendance increasing and better planning and implementation by departments.

Tutors also fulfilled a major role as has been mentioned. Some departments held intervention classes in the June/July recess for students who needed to write supplementary exams. These are usually for “at-risk” modules. At the end of 2015, plans were made to introduce peer mentoring for first years in 2016. Senior students were invited to volunteer. Over 200 hundred students have been selected. Each senior student had a maximum of 10 students. They were closely monitored. Meetings were held with departmental coordinators to ensure the plan was unfolding in a satisfactory manner. The purpose was to assist first years with “finding their feet “ and being able to take the leap from school to the ways of university life. The student mentors were awarded a certificate at a ceremony at the end of the first semester, if they had complied with all the criteria.

Undergraduate output Over the last five years, the Faculty has conferred, on average, 2 296 qualifications per year, of which 88% undergraduates. From 2011 to 2015, the lowered undergraduate enrolment target set for the faculty (-15%) resulted in an increased undergraduate output from 1 594 in 2011 to 1 759 in 2015 (+10%). In turn, the graduation rate improved by 5% reaching 22.7% by 2015. Of concern


is that 55% of diploma and 51% of degree students still takes about five years to complete a three-year qualification. Therefore, we aim to improve the graduation rate by a further 2.3% to the international benchmark of 25%, which is directed at mitigating the impact of first-year dropout rate.

Undergraduate research programmesUndergraduate students were encouraged to use the libraries, especially when given assignments as a form of research. In such cases, the students were taught correct referencing and very importantly, about plagiarism. This was an innovative way of teaching undergraduate research as reported by Mr Leon Janse van Rensburg of Small Business Management, “Our final-year ND Small Business Management students were tasked to interview business owners in Soweto and to write a case study based on these interviews. Students enjoyed that while learning research, how to conduct interviews, and being inspired and motivated by the business owners. Thereafter the students had to develop a theoretical model and a research instrument with the aim of testing their model. Using research-based learning as a teaching and learning methodology in undergraduate programmes seemed to develop the research appetite amongst students and prepared them for postgraduate studies. In 2015 one of these research papers was accepted and presented at the PAN Pacific Business Conference held in Hanoi Vietnam.”

Citizenship modulesThe Faculty included the notion of citizenship into Business Management modules.

Service learning In the Department of Business Management: “Collaborative service learning was experienced by students who leveraged the benefits of the flipped classroom and blended learning. Second-year, Small Business Management students worked with third-year students from the Faculty of Art, Design and Architecture (FADA). Some of the benefits reaped were the following: Students disciplining each other has proven

to be more effective than taking an attendance register. Students from various disciplines did not know one another’s potential, so they wanted to portray a better image of themselves by working harder and coming up with good business solutions. Multiculturalism and diversity seemed to work together in terms of sharing experiences and coming up with solutions to cooperatives’ problems. The service learning project helped 21 cooperatives in Soweto with the branding of packages, product innovations, packaging and innovative ideas to improve uniforms.” Service learning is a difficult task as it must be sustainable and not all communities understand this concept.

Work-integrated learningWork-integrated learning (WIL) continued to be a strategic strength of diploma programmes, and now includes all undergraduates attending career preparedness workshops offered by the University counselling services (PsyCaD). Formal WIL was offered in three programmes, while in all the other, both degrees and diplomas, some form of work-integrated education was encouraged. Over the years this has grown. Departments had students visiting Industry, guest lecturers were invited, projects in conjunction with industry partners were implemented and simulation exercises were used. “Meet the CEO” series also gave students opportunities to hear about the workplace and interact with leaders of high calibre.

The Department of Business Management required the students in the Small Business Management programme to start a business without money or funding, but only with the resources available to them. All students were on an equal footing amongst their peers, and it taught students to recover from financial ruin after business failure. Students who really worked hard and applied their knowledge and minds did really well. The best group in 2015 made a profit of approximately R500 000, despite the economic challenges.

The BTech Business Administration has been a popular choice for many employed students. As a result, it was possible to attempt to infuse work-integrated learning into the curriculum. Assessments were designed so that students could

use their job context to support arguments made in their term papers. Dropout rates were generally low for the BTech; since these employed students have aspirations for promotions and perhaps job mobility.

In the Department of Marketing Management, the diploma students participated in the Direct Selling Association (DSA) project. Industry participated by providing training to the students about the products selected to be sold. The students had to achieve a financial target and as an incentive could earn a profit for their keeping. In 2015, 426 students had total sales of R2 502 million and earned commissions of R600 000.

The Department of Public Management and Governance has embraced the challenge by introducing soft skills training. The topics included inter alia official telephone conversations and telephone etiquette; electronic messaging skills (SMS and emails); speech preparation; PowerPoint presentations; effective verbal and written communication for the public sector practice; applying for public sector positions; compilation of: CVs, press releases, practice report writing, including progress and accountability reporting, travel reporting, stock-taking reporting, affidavits, agendas, minutes, memoranda, circulars and formal official letter writing skills.

The School of Tourism and Hospitality (STH) has a long tradition of providing WIL. The students were prepared for the experience during the first semester of their final year and were then placed in approved workplaces. In conjunction with the industry partners who were fully briefed, the students were monitored and assessed.

The Department of Transport and Supply Chain Management (TSCM) organised excursions, as well as the annual maritime tour to Durban for the top 20 students. A student society has also been launched.


Enhanced culture of teaching and learning with technologyDepartments worked with Ms Kibbie Naidoo of the Professional Academic Development Centre who facilitated workshops on Teaching and Learning. A workshop was held for the Faculty on the topic of Use of Technology in the classroom. Lecturers were encouraged to participate in capacity-building workshops. The flipped classroom concept was mostly utilised.

Blackboard training enhanced the use of technology. All lecturers were encouraged to make use of this platform to enhance classroom activities. The use of handheld

devices increased, especially once staff had a device themselves. Departments were encouraged to prescribe e-textbooks but many titles were unavailable, and those that were, were quite expensive. A challenge that remained was that some students were reluctant to use e-textbooks as the market for resale was limited, whereas hard copies were still wanted for this reason.

The Department of Business Management, together with the Department of Accounting, played a Management game which was organised by KPMG and administered by the tutors for Commerce students. This was an enriching and highly constructive interactive

technologically advanced encounter for the students where they were challenged, not only academically but also individually and as a group. This was the second year the Department participated and it was very successful.

The Wi-Fi was slow and sometimes unstable when many students were logging on. The AVU was short staffed resulting in staff being late in a venue, and lecturers still required their expertise at times. Air conditioning was one of the problematic issues encountered in large classes.


POSTGRADUATE AND RESEARCH FOOTPRINTPostgraduate enrolment and research output serve as a pull factor in the Faculty’s future-fit strategy. Vice-Dean, Prof Gert Roodt, leads the Faculty postgraduate and research portfolio in collaboration with the Faculty Higher Degrees Committee and the Faculty Research Committee.

Postgraduate and research input and output

Postgraduate and research input and output in the Faculty of Management from 2011 to 2015

Key Performance Indicators 2011 2012 2013 2014 2015

Input

Honours enrolment 513 569 626 713 782

Master’s enrolment 295 229 323 336 372

Doctoral enrolment 113 102 101 84 99

Postdocs and full-time doctorates 0 1 10 11 11

PG Programme Reviews 0 0 15 4 3

International and National Conferences hosted 3 6 3 3 3

NRF-rated Scholars 3 3 6 11 13

New PG Programmes 0 0 3 2 2

Investment (internal to Faculty) R3 153 535 R3 539 498 R6 170 769 R8 147 157 R11 445 267

Investment (external to Faculty) R1 886 000 R927 810 R511 000 R790 129 R2 825 820

Total investment R5 039 535 R4 467 308 R6 681 769 R8 937 286 R 14 271 087

Output - Postgraduates

Honours graduates 302 336 371 458 464

Master’s graduates 62 62 84 59 59

Doctoral graduates 14 20 13 7 11

Output - Research

Research output – titles 173 205 190 261 323

Total DHET subsidised credits 118 112 115 161 201

- Publications: ISI and IBSS 59 (50%) 67 (60%) 36 (31%) 62 (39%) 89 (44%)

- Publications: SA Journals 38 (32%) 28 (25%) 42 (36%) 49 (30%) 72 (36%)

- Conference proceedings 20 (17%) 17 (15%) 36 (31%) 49 (30%) 34 (17%)

- Books and book chapters 2 (1%) None 2 (2%) 2 (1%) 5 (3%)

ProgrammesFaculty postgraduate programmes may be viewed at http://www.uj.ac.za/EN/Faculties/management/Documents/UJ_FoM_PostGrad_Brochure2016.pdf.

Postgraduate outputOver the last five years the Faculty has conferred 2 290 postgraduate degrees among which 1 926 honours degrees (84% of total output), 364 master’s degrees (16%) and 65 doctorates (3%). Postgraduate degree output grew from 364 degrees in 2011 to 534 in 2015 – on average, a year-to-year growth of 9%. The 534 postgraduate qualifications conferred in 2015, represented 22% of the UJ postgraduate output.

Since 2011, honours output has grown on average by 12% year-on-year, master’s output has declined by 3% and doctoral output by 9%.


Research outputSince 2011, the Faculty has contributed a total of accredited 1 152 publications, worth 707 subsidised research credits. Over the last five years accredited research output grew from 112 credits in 2011 to 201 in 2015 – on average, 17% annual growth. Over the same period, the number of research contributions (books, book chapters, conference proceedings, journal articles) grew from 173 to 323, 2015 – on average, 17% annual growth.

2011 2012 2013 2014 2015

118

2 0 214 20

112 115

160

201

Research output in the Faculty of Management from 2011 to 2015.

20 17 33 46 62

86 95 88 100 119

Books and Chapters

Conference Proceedings

Journal Articles

Total (19% year-on-year improvement)


Emphasising quality researchAn internal review of postgraduate programme efficiency in 2011 identified substantial variation among programmes, showing that only half of each cohort graduated within the minimum required years of study. This prompted a closer look at the postgraduate portfolio.

Consequently, a strategic review of postgraduate programmes was conducted, focusing on international and national competition, benchmarking and positioning. In response, the Faculty Higher Degrees Committee has tightened postgraduate governance in terms of more rigorous selection and supervision practices, as well as student monitoring and support measures.

A comprehensive postgraduate programme review was conducted by a review panel chaired by the late Prof Robert Roe from the University of Maastricht and President of the European Federation of Psychologists’ Associations. The Faculty is currently in the process of implementing the improvement plan as the outcome of this peer review process and the subsequent report.

The Faculty invested more in multidisciplinary research themes than in single department-based projects and in supporting collaborative communities functioning in the middle ground between the University and industry.

Spin-offs of research capacity development resulted in strong initial growth in subsidised research output from 2011 (118 credits) to an all-time high of 201 credits in 2015.

The Annual Honours Poster Competition An example of developments in developing student interest in postgraduate studies is the Annual Honours Poster Competition with senior academics serving as judges. Excitement prevailed while the judges viewed the posters while interacting with the students.

NRF-rated researchers In 2015, the number of National Research Foundation rated researchers increased from 10 to 13. Congratulations to newly rated researchers, Prof Carl Marnewick,


Prof Llewellyn Leonard and Dr Kennedy Njenga. Our appreciation to the contributions of existing rated researchers, Profs Chris Rogerson, Adeline du Toit, Gert Roodt, Deon de Bruin, Fanie Cloete, Wilfred Ukpere, Carin Hill, Adèle Thomas and Christine de Meyer.

Distinguished Visiting Professors The appointment of six Distinguished Visiting Professors added substantial weight to producing and disseminating knowledge and best practice. The Department of Industrial Psychology and People Management appointed Prof Arnold Bakker, a professor of Organisational Psychology at the Erasmus University Rotterdam, Lingnan University in Hong Kong, and Secretary General of the Alliance for Organisational Psychology and a Fellow of the Association for Psychological Science. Also, Prof Eva Demerouti from the

Eindhoven University of Technology, where she headed the Human Performance Management Group, was appointed.

Prof Howard Thomas’s appointment served to advise the Dean on global excellence and stature. He has served as a Dean on four continents and has led several Business Schools towards global accreditation.

The School of Tourism and Hospitality recruited Prof Jarkko Saarinen, from the Department of Human Geography, University of Oulu, Finland and Adjunct Professor of Human Geography and Tourism (Finnish University Network for Tourism Studies).

Prof Maureen Pirog, Indiana University Rudy Professor in Public and Environmental Affairs, Affiliate Professor in Public Policy and Governance (University of Washington) and Honorary Professor (Higher School of Economics,

Moscow), was appointed in the Department of Public Management and Governance.

The Department of Marketing Management recruited Prof Naresh Malhotra. He is from the Nanyang Business School, Nanyang Technological University, Professor Emeritus, College of Management, Georgia Institute of Technology, USA, and recipient of the prestigious Academy of Marketing Science Distinguished Marketing Educator Award.

What our researchers write about An analysis of research titles per year showed that Faculty researchers are primarily interested in exploring business dynamics, management leadership and governance. Of further interest is the differentiation in research interests over years. Tourism development, for example, emerged as a central theme from 2012 to 2014.

The evolution of research topics in the Faculty of Management from 2011 to 2015.

Business Dynamics,Management, Leadership

& Governance


& Governance


& Governance


& Governance


& Governance

Tourism Development

Tourism Development

Tourism Development SA & AfricanChallenges

SA & AfricanChallenges

SA & AfricanChallenges

Consumer Intelligence& Info Systems

SOTL

SOTLConsumer

Intelligence& Info Systems

Tourism Development

Organisational Development

Organisational Development

2015

2014

2013

2012

2011

Predominant Research Themes 2011 to 2015

In 2015, five foci emerged covering South African and continental business cases on tourism, business development and societal relationships, roles of stakeholders, transport and supply chain dynamics. Consumer intelligence was emerging as a strength, covering marketing, customer satisfaction and how trusting relationships influence front-line performance in the rapidly growing traditional and online retail sector.

The scholarship of teaching and learning (SOTL) has also emerged with a new area of interest focusing on the improvement of management education, managing information, and optimising learning variables. South African and continental challenges focused mostly on rural development and the role of government interventions in supporting small businesses. Emerging areas of high impact research in the Faculty of Management are tabulated below.


Emerging areas of high impact research in the Faculty of Management

Knowledge Production Hub

Department / School

Consumer Intelligence and Information Systems


Privacy in big data analytics, Business intelligence and business analytics, Predictive analytics, Behaviour in information systems security, Neural-information systems security

Department of Information and Knowledge Management

Knowledge management, Competitive intelligence, Virtual learning environments, Knowledge audits, Knowledge sharing techniques and facilitation, Research methodology, Business intelligence, Information architecture, Social media, Information management.

Department of Marketing Management

Consumer Intelligence, Service Marketing, Consumer Behaviour, Relationship Marketing, Personal Selling, Branding, Digital/E-Marketing.

Private Sector Management and Leadership

Department of Business Management

General Management, Financial Management, Entrepreneurship, Morality in Business, Enterprise Development, Corporate Social Responsibility

School of Tourism and Hospitality

Tourism and Sustainability, Cultural Tourism, Resident perceptions, Local development impacts, Nutrition, WIL and Service Learning

Public Sector Management and Leadership

Department of Public Management and Governance

Governmental sustainability in Africa, democratic local governance, public participation and sustainable public service delivery

Transport and Logistics Department of Transport and Supply Chain Management

Transportation, Logistics, Supply Chain Management

People Leadership Department of Industrial Psychology and People Management

People challenges in emerging economies, Women in the work place, Psychological assessment, Leadership excellence, Human capital measurement, Work identity/identity work, Organisational and individual well-being.

Balancing the demand and supply of supervision capacityPostgraduate quality is regulated by a fine balance between the demand for, and supply of postgraduate supervision capacity.

The Faculty determined the demand for postgraduate supervision capacity by calculating the number of postgraduate credits generated from research projects supervised towards completion. According to this model, each honours or BTech research project was considered worth 0.25 credits; a master’s mini-dissertation 0.50 credits; a research-based master’s dissertation 1.00 credit and a doctoral thesis, 3.00 credits.

The supply of postgraduate supervision capacity was calculated as Senior Lecturer Units (SLUs). In the

Faculty of Management context, a lecturer is considered as 0.5 SLU, a senior lecturer 1.0 SLU, an associate professor 1.5 SLU and a full professor 2.00 SLU. Our current full-time staff complement equates to 130 SLUs.

In terms of performance management, excellent professors contributed at least 4.00 credits per year and average professors, 2.00 credits per year. Similarly, an excellent senior lecturer will contribute 2.25 credits per year, and an average senior lecturer, 1.00 credit per year.

The Faculty contributed 208 postgraduate output credits per 130 SLUs in 2015. At this rate of 1.53 postgraduate credits/SLU, the Faculty was rated “Very Good” when measured according to UJ standards.

Research productivityOver the last five years, the knowledge production hub, Public Sector Management and Leadership, produced the largest number of postgraduate students (545; 24%); followed by Consumer Intelligence and Information Systems (486; 21%); then by People Leadership (484; 21%); next by Private Sector Management and Leadership (442; 19%) and lastly by Transport and Logistics (329; 14%). Analysis of the output of postgraduate credits as per knowledge production hub relative to SLU capacity enriches ones perspective on managing Faculty goals towards 2020.


The Department of Public Management and Governance was the most productive knowledge production department in the Faculty contributing 9.22 credits per Senior Lecturer Unit. The Department of Marketing followed at the 86th percentile at 4.22 credits per Senior Lecturer Unit.

Departments performing in the third quartile were the School of Tourism and Hospitality (3.46, 71st percentile) and the Department of Transport and Supply Chain Management (3.05, 57th percentile).

Departments performing below the 50th percentile were Industrial Psychology and People Management (2.78, 43rd percentile), the Department of Business Management (2.22, 29th percentile) and the Department of Information and Knowledge Management (2.13, 14th percentile). The Department of Applied information Systems showed the lowest productivity at 0.99 credits per Senior Lecturer Unit. Our aim for 2016 and beyond therefore is to improve the active participation rates in the Departments performing below the 50th percentile.

The predominant group contribution (26%) was from the research network coordinated by Prof Chris Rogerson, yielding an excellent 2.90 credits per SLU.

The best individual contribution (7,82 credits per Senior Lecturer Unit) was by Prof Mercy Mpingangira of the Department of Marketing Management.

Building research networksInvestments in productive global research networks, have stregthened our global impact. The Department of Applied Information Systems will be co-hosting an international conference with the University of Botswana’s Department of Computer Science in April 2016 in Gaborone.

The Department of Information and Knowledge Management will forge a partnership with the Development Bank South Africa (DBSA).

The Department of Marketing Management will be involved in an International Mobile Commerce Study with lead researcher Prof Jean Eric Pelet, based in France, and Prof Mpinganjira. Other countries involved in the study include Switzerland, Nigeria and France. A Buyer-Seller Relationship Study will be conducted by Profs Mpinganjira and Roberts-Lombard and international partners Profs Goran Svensson and Tore Mysen from the Oslo School of Management, Norway. A new project to be launched is the use of Corporate Codes of Ethics 2013/2015 Project by Profs Mpinganjira and Roberts-Lombard and international partners Prof Goran Svensson from the Oslo School of Management, Norway and Prof Greg Wood from Deakin University, Australia. A study on improving online survey response rates will be conducted by Prof Mpinganjira, Ms Mashaba, Ms Cunningham and Visiting Prof Hornick.

Projects on student ethics will be conducted by Prof Roberts-Lombard and Prof Goldman and international

partners – Prof Joo-Gim Heany from the Oslo Australian Institute of Higher Education (Sydney, Australia), Dr Putor Bula (Krakow University of Economics), and Dr Mona Chung from China. Also a Commonwealth Project on Holiday Decision Making by Prof Roberts-Lombard and international partners Prof Chen-Yen (Taiwan) and Prof Rim Jalouli (Tunisia).

The Department of Business Management will continue to capitalise on a Memorandum of Understanding with Krakow School of Business (Poland) – this initiative encompasses staff exchange, collaborative research and student exchange.

The School of Tourism and Hospitality will continue to work with the National Department of Tourism on a research project entitled Customer Service Satisfaction Index for the Accommodation subsector in South Africa: An exploratory study. The result has been the development of an index for the South African accommodation sector.

The Department of Public Management and Governance is also increasingly focusing on the improvement of joint publications of South African and African authors to improve governmental sustainability in Africa.

The Department of Transport and Supply Chain Management will undertake a conference co-hosted with the Namibia PolyTech, the Chinhoyi University of Technology, the Lagos Business School and Glasgow Caledonian University, and the University of Sydney.

Postgraduate and research credits per knowledge production hub relative to SLU capacit

Department / School Senior Lecturer Units

Research Output

(Credits)

PG Supervision

(Credits)

Research & PG Output per SLU

Percentile

Public Management and Governance 8 30,00 44,50 9,22 100%

Department of Marketing Management 13 32, 88 20,25 4,22 86%

School of Tourism and Hospitality 18 52,21 10,00 3,46 71%

Transport and Supply Chain Management 10 5,03 24,00 3,05 57%

Industrial Psychology and People Management 29 40,03 40,00 2,78 43%

Department of Business Management 29 22,20 41,25 2,22 29%

Department of Information and Knowledge Management

8 8,52 8,25 2,13 14%

Department of Applied Information Systems 17 8,08 8,25 0,99 0%

Faculty 130 199 197 3,04


The Department of Industrial Psychology and People Management will continue its involvement in the international / national South African Personality Inventory (SAPI), aimed at developing a culture fair personality inventory.

The School of Leadership launched a three-year research project focusing on the complex emergencies associated with insurgency and counter-insurgency campaigns on the Horn of Africa. The establishment phase of the project was brought to a close in December 2015 and the National Research Foundation is prepared to continue to co-fund the project as it goes into the next phase. The next phase will be anchored on a colloquium, which is scheduled to take place in May 2016, and the School has succeeded to bring the following partners on board: the African Union’s Department of Political Affairs, the Life and Peace Institute and the International Idea. The papers to be delivered at the UJ-hosted colloquium will constitute chapter contributions to a book which the partners intend publishing off the colloquium. The opinion pieces written by the Director of the School and the research fellow, Mr Eric Niyitunga, as well as itineraries given through the medium of radio and television, are some of the means used so far to disseminate the knowledge derived from the ongoing research. Mr Niyitunga has already written the following for publication:

• The US-led War on Terror and the Limits of International Refugee Law: An Analysis of Somali Refugee and Asylum seekers in Kenya (forthcoming).

• The Economic Effects of Terror Wars and their Impact on the African Union Agenda 2063: A Neglected Dimension (book chapter, forthcoming)

• The African Union (AU)-led mediation process in Burundi: An unfinished journey of peace making? ( book chapter, forthcoming)

The following visiting academics participated in the teaching programme of the School of Leadership:

• Professor Christopher Cramer - Head: Department of Development Studies, SOAS.

• Dr Jonathan di John - Senior Lecturer in Political Economics, Department of Development Studies, SOAS.

• Dr Dan Plesch - Director of the Centre of International Studies and Diplomacy (CSID) and Sencor.

• Dr Phil Clark - Lecturer in Comparative and International Politics with reference to Africa, Department of Politics and International Studies, SOAS.

• Dr Nicolas Pors Vignoy - Senior Researcher and Programme Director: Development Theory and Policies, Acting Director:

Corporate Strategy and Industrial development (CSID) research project, School of Economics and Business Science (SEBS).

• Dr Renee Horne- Senior Lecturer WITS Business School (WBS) in Africa and Emerging Markets: Political Economist

In addition, the Director visited the Fudan University in Shanghai where it was agreed that the School would contribute to the cooperation arrangements between Fudan University and UJ by sharing its research output using BRICS platforms hosted by Fudan University.

Research contributions by full-time staff and visiting scholarsThe contribution of full-time academe per rank, compared to the contribution of visiting scholars, is shown in Table 5.

About 27% (46.43) output credits were contributed, through investment into productive global collaborative research projects spearheaded by Distinguished Visiting Professors, Visiting Professors, Senior Research Associates and Research Associates. Postdoctoral Research Fellows generated only 5.73 (3%) of the output credits.

Research contributions by full-time academe visiting scholars

Rank Contribution by full-time academics

Contributions by visiting scholars

Professor 11%

Associate Professor 7%

Senior Lecturer 17%

Lecturer 25%

Emeritus Professor 1%

Distinguished Visiting Professor 2%

Visiting Professor 3%

Postdoctoral Research Fellow 3%

Senior Research Associate 5%

Research Associate 17%

Postgraduate Students 9%

TOTAL 60% 40%


Looking forwardIn view of the UJ strategic intent to achieve global excellence and stature (GES), the Faculty will continue to:

i) streamline staff research, teaching and learning, and involvement in continued education programmes within the five knowledge production hubs;

ii) ensure a fair share of funded Distinguished Professorial Chairs and Postdoctoral Fellows gained from UJ investments into GES in order to grow our international footprint and research impact;

iii) invest in international accreditation and trusting corporate relationships in safeguarding postgraduate programmes;

iv) grow and develop a conducive research climate in the Faculty that will promote research engagement, excellence and impact;

v) support UJ internationalisation imperatives towards 2020, by actively managing global reputation through the introduction of game-changing programmes, conducting cutting-edge research, and by emphasising sustainability initiatives in collaboration with global partners.


FACULTY SUSTAINABILITYSubsidised ProgrammesFaculty financial management of subsidised programmes in 2015, summarised below. The Faculty has generated a total subsidised revenue of R371 million, of which 51% from subsidies and 49% from tuition fees. Of the total expenditure on subsidised programmes (about R160 million), salaries accounted for 95% of expenditure (R152 million) and operational expenses 5% (R8 million). The faculty managed subsidised programmes at a gross margin of 56% and after institutional overheads of R201 million were deducted, a net profit of about R11 million (3%) remained.

Faculty revenue and expenditure in 2015

REVENUE R 71 859 980 100%Subsidy 191 280 769 51%

Teaching Input Subsidies 121 175 086 33%

Teaching Output Subsidies 43 096 822 12%

Research Output Subsidies – Postgraduates 13 268 323 4%

Research Output Subsidies - Publications 13 740 538 4%

Tuition Fees 180 579 211 49%

Tuition Fees - Subsidised Programmes 190 083 380 51%

Less Bad Debt 9 504 169 3%

DIRECT EXPENSES R 159 957 289 100%Salaries 151 926 386 95%

Academic Staff 97 299 908 61%

Academic Support Staff 35 003 453 22%

Temp - Academic Staff 15 511 792 10%

Ad Hoc Salary Payments 1 112 469 1%

Tutors 2 840 577 2%

Operating Expenses (2015) 8 030 903 5%

GROSS MARGIN R 211 902 691 56%Overheads 201 154 188 53%

Bursaries 14 480 528 7%

Library Books & Periodicals 26 035 458 13%

ICT 8 024 909 4%

ADS 14 975 765 7%

Research 13 392 314 7%

Academic Staff Admin 7 258 280 4%

Space Occupied 43 338 889 22%

Other services 73 648 045 36%

(DEFICIT) / SURPLUS R 10 748 503 2.89%


2011 2012 2013 2014 2015

Financial performance of the Faculty across all revenue streams and expenditure.

67%

R 322

R 268

R 182

R 142

R 54

R 106

R 206

R 257

R 372

R 47865%

69%67%

73%

Revenue from Continuing Education Programmes (+19% annually)

Direct expenditure (+9% annually)

Total Revenue (+10% annually)

Contribution to UJ (+8% annually)

Revenue from Subsidised Programmes (+8% annually)

Gross margin (+1% annually)

Net profit margin (+1% annually)

A dynamic market shiftThe drop in student enrolment due to changes in the UJ Enrolment Plan necessitates the generation of alternative revenue streams. The financial performance of the Faculty across subsidised and third stream revenue is shown in Figure 10.

From 2011 to 2015, total revenue has annually increased by 10% from R322m to R478. The growth was accounted for by the improvement of faculty efficiency (on average 8% per year) and growth in Continuing Education Programmes enrolment at an average rate of 19% per year. This result delineates a dynamic shift in our traditional market.

Since 2011, overall, direct expenditure was managed at an annual increase of 9% from R142m to R206m, while the faculty contribution to UJ overhead cost annually increased at 8% from R182m to R257m.

Consequently the Faculty gross margin has improved since 2011 by 6% from 67% to 73%, while overall performance shifted from a deficit to an acceptable 3% net margin.


THE WAY FORWARDThe 2015 Annual Report confirms the Faculty of Management’s future-fit identity. Retrospectively, our response to challenges and new markets defines the Faculty personality:

1. The Faculty evolves through a tremendous amount of experimentation and innovation as we move into new markets and apply new technologies.

2. Small investments are followed by more substantial ones, or getting out, as the opportunity warrants.

3. We favour adaptability over pure efficiency and occasionally encounter less than perfect outcomes.

4. We continuously explore multidisciplinary problem-solving involving the arts, humanities and the pure sciences. We reason that this approach will create innovative programmes to help future leaders imagine products and services, which fulfil a more social need. Yet we stay anchored in the fundamental principles of the science of management and leadership.

In response to be a global player contributing to the well-being of our continent, we have shifted our organisational mind-set to a 2020 strategic perspective.

1. We will strengthen our footprint serving Africa by investing in understanding what it takes to do sustainable business in Africa.

2. We will embrace inter-, multi- and transdisciplinary science through partnerships through which we can demonstrate innovation in everything we do.

3. We will continue to invest in technopreneurship and online learning in growing a new generation of managers and leaders.

4. We will continue to grow our ability to make sense of our environment – a skill, it seems, which probably counts among the scarcest of scarce skills.

5. Most importantly, we will grow a deep understanding of the lives and circumstances of others in generating knowledge serving society.

Editors: Prof Daneel van Lill (Executive Dean) and

R. Ronél Toerien (Marketing Manager)

Contributors: Faculty Leader Team

Final Language Editing: UJ Language Unit

Graphic Design: Mareza Christensen (UJ Graphic Studio)

Photographers: Jan Potgieter and Yandisa Monakali (UJ Photographers)

R. Ronél Toerien and Wendy Gertse (FOM Marketing)

Faculty Website: www.uj.ac.za/management

Faculty Facebook: Management@UJ

General Enquiries: +27 (0)11 559 3875

[email protected]