Business Strategy plays a major role in most companies, particularly in developed and mature countries. Studies show that a formal strategy can contribute to organizational effectiveness and competitive advantage. In the last few years, the United Kingdom has faced a protracted and slow growth, political uncertainty and inefficiencies due to poor management. As a result, similar mature markets have seen productivity and efficiency surpass that of the UK. Between 2017 and 2019, the UK economy lost 185 billion GBP per year due to poor management and resulting ill health. The UK also fell 14% behind similar countries in the G7 on productivity (Francke, 2017). The economic environment does not favour businesses with little or no strategic direction.
South African youth are facing an employment crisis. The deficient national education system and lack of skills development are two of the major issues which are contributing to a high youth unemployment rate. The at-risk teenager communities are predominantly living in poverty amidst various other social ills. The positive impact that entrepreneurship may have on communities is significant, hence the suggestion that entrepreneurial intervention at an early age can enhance the socio-economic empowerment of teenagers.
Organizations are continuously faced with various challenges. One particular problem is related to the retirement or brain drain of some of their essential human resources resulting in the loss of critical knowledge. Knowledge is regarded as one of the principal sources of innovation for organizations to remain competitive and create sustainable progress. Essential steps for the organization to augment their knowledge base is knowledge integration, knowledge preservation and knowledge utilization.
Countries in Africa have generally exhibited low levels of economic development and poor standards of living of citizens despite their enormous natural resources wealth (Atkinson & Hamilton, 2003). This tendency has been attributed to daunting challenges related to the exploitation of especially Africa’s extractive natural resources (Seedwell & Gladys, 2017). One of the significant issues is that the benefits accruing from exploitation of the Continent’s natural resources often do not flow through to the populace (Ayuk & Klege, 2017). However, the evidence presented in the literature on whether or not there exists a possible link between natural resources and economic development are mixed or inconclusive
It is a pleasure for Monarch Business School Switzerland to announce that Doctoral Candidate Karina Ochis was recently a keynote speaker at the 16th HR Fingerprint of Change Conference in Istanbul where she received an honorable distinction for her contribution to the event.
Social media has penetrated intrapersonal and professional communication, particularly among a younger generation of healthcare professionals and patients who have grown up in the digital age of communication. Social media tools provide a unique set of opportunities in healthcare, but with these new opportunities come a number of potential challenges. As health leaders navigate the increasingly complex world of social media, concerns have arisen regarding questions of ethics and professionalism and how the use of social media fits within the social contract between the medical profession and society. This article describes the changing parameters of professional conduct in digital environments and proposes a set of considerations and recommendations for health leaders to navigate this new frontier.
Monarch on TED highlights the great work of Monarch students or professors who appear on the TED Talk series. Monarch is proud of the efforts of these contributors. We look forward to more TED appearances.
The negotiating model or framework adopted at the formation of the International Labour Organisation (ILO) in 1919 placed the representatives of workers and employers on an equal footing with government representatives in decision making (Maupain 2013). The tripartite arrangement makes the ILO a unique agency within the United Nations system (Simpson, 1994). However, the configuration of the government group evolved during and after the cold war resulting in complex multi- layers of negotiating units (Newman et al, 2006; Muldoon et al; 2010; Hampson & Heinbecker 2011). Furthermore, there are issues around the “paper” balance of power between governments and social partners in the negotiation processes let alone the representativeness of those that negotiate on behalf of the workers and employers (Thomas, 1996; Muldoon et al, 2010; Standing, 2010). The contemplated research will explore and analyse the inter-actor relationships and the attributes of the negotiating model or framework in the ILO
Managers have to ensure the engagement of four different generational groups as part of the workforce. The conflict between generations and its negative impact on workforce productivity, company progress and overall advancement has long been acknowledged. The millennial problem, which refers to the set of ideas that the individuals born between 1975 and 2000 are ill-fit for the work environment, is correlated with an ambiguity surrounding Generation Z; There is a lack of information about the generational groups born after Millienials, from 1995 to 2009. Therefore, ensuring an operationally functional work environment is believed to be problematic and difficult. The contemplated research intends to examine the values, work condition inclinations and preferred managerial style of Generation Z employees.
It is a pleasure for Monarch to announce that a recent research paper by MBA Candidate Jenny Tran entitled: “Achieving Blue Ocean Strategy by Operations Management” has been accepted for publication in the Proceedings of the Decision Sciences Institute 50th Annual Conference for 2019 at New Orleans in November. Ms. Tran researched her paper under the watchful direction of Dr. Barin Nag, Professor of Operations Management at Monarch. We wish Ms. Tran the very best in presenting her paper and we are proud of her accomplishment.