The management training observed in South Africa is a product of cultural and historical factors. In this diverse nation, businesses follow a group dynamic that is built around the respect for time and other people's insights. They use a generally democratic management style that has proven advantageous in a country as varied as South Africa.
Democracy in Business
Unlike most business cultures, the one in South Africa flourishes in a democratic model. Here, position or status rarely dictates the working relationships among employees. These also do not inhibit subordinates to participate in decision-making and general discussions in the organization. As a sign of democracy, meetings are often held in South African businesses. These meetings involve not only higher-ups, but also every employee concerned about the meeting's agenda. Usually, this includes everyone.
In South African company meetings, information is shared among coworkers. All employees present in the gathering are allowed—even obligated—to contribute to the discussion. Oftentimes, managers seek for suggestions and ideas from their employees. They are also in charge of guiding the pace and direction of these meetings. But other than being facilitators, managers are usually there to simply listen to what other members of the team have to say.
The meetings are a great indicator of democracy for another reason: flexibility. In these meetings, an agenda is often set, but discussions can go beyond it. Employees are free to talk about other ideas, as long as they are related to the company's business. To some extent, South African business meetings are not bound by time. A meeting is adjourned only when it has been proven to be satisfactory to everyone involved.
Adaptability
The business landscape in South Africa has dramatically changed ever since the country's social structure was overturned in the 1990s. Before, only white people managed and populated businesses. But in post-apartheid South Africa, colored people had lessons on business in schools, while others took up management courses Hemsley Fraser provided on websites like www.hemsleyfraser.co.uk. As a result, the field was leveled for all races and South African businesses benefited from the subsequent diversity.
This sharp turn in social structure has rendered South African businesses sensitive. Until today, the employment of colored individuals as managers remains a sensitive issue. Therefore, in effective management, intercultural sensitivity is called for. Managers often tread carefully when recognizing contributions among team members of different races. As a result of this, South African businesses tend to be cautious about change. They also have lower tolerance for risks, so they normally assess any innovation thoroughly before implementing it.
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