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SAIMAS COMMUNITY ENGAGEMENT

Completed Webinars 2022

Business Process Reengineering: It’s Back and More Important Than Ever
Cobus Terblanche

Friday 1 July 2022

Completed Webinars 2021-2022

Upcoming Webinars

Topic 2:
Management Services and Entrepreneurship: Exploring the space for entrepreneurial practitioners for the future

Description
This webinar explores the space between Management Services and Entrepreneurship. The topic speaks to the necessity to inculcate a culture of entrepreneurship within Management Services/Work study/Industrial Engineering. It is common knowledge that employment is a thorny issue with current unemployment at +32%. The aim is to show the link between these two concepts.

Does Management Services allow for members/graduates to enter the business sector based on what is gained via SAIMAS and what is taught in Higher Education? It will feature the theoretical underpinnings of these two concepts, and it impact on organisations. Included will be the determination of where Management Services reside within the Triple Helix/Quadruple model of innovation.

Furthermore, the topic will speak to efficiency and effectiveness, a brief overview of the 2021 Quarterly Labour Force Survey by Statistics SA, the 4th Industrial Revolution, Sustainable Development Goals and the webinar concludes with a discussion of the role of government.

Presenter
Prof Barnes Sookdeo

Date
10:00 on Thursday 25 August 2022

Topic 3:
Preparing for the 2030 workplace – 6 challenges for managers

Description
Current trends in business and technology show that the way employees work — where, when, why and with whom — will change completely over the next decade and bear little resemblance to work as it stands today.

Likely changes include:
1. "We Working" will eliminate middle management
Organisations will move toward a new work philosophy called We Working. This philosophy involves designing small and flexible teams in response to fluctuating workloads, shrinking time frames, and intense bursts of information exchange and coordination. We Working will encourage businesses to create small, autonomous and high-performing teams that form, converge, act and dismantle as assignments change.
Challenge: how do we manage these temporary distributed teams?
2. Constant upskilling and digital dexterity will outweigh tenure and experience
By 2030, the most high-value work will be cognitive in nature. Employees will have to apply creativity, critical thinking and constant digital upskilling to solve complex problems. A growing proportion of jobs will require postgraduate education. HR will have to establish and promote a continuous learning environment, meaning knowledge acquisition and transparency across the organisation must become a part of the day-to-day operations.
Challenge: how do we facilitate this constant unlearning and learning in the workplace?
3. Extreme work choices will blur boundaries
Digital business, built on vast networks and ecosystems, will increase the distribution of work across communities of people and across businesses globally. By 2030, employees will use avatars, language software, conversational interfaces and real-time dialect translation to work and speak with team members across languages, borders and cultures, with almost no loss of context or meaning. In this kind of system — where people may not know one another — everyone will be rating each other on trust, competence and ethical behaviour, much as people rate buyers and sellers on purchasing platforms.
Challenge: what does management control look like in this blurred environment?
4. Smart machines will be our co-workers
Smart machines are getting smarter and more common, not only completing tasks previously reserved for humans, but also what was thought to be impossible for machines. It is estimated that 1 in 3 people will lose their jobs to machines by 2030.
Challenge: how do we prepare our people to work with smart machines and AI?
5. We will work for purpose and passion, not just money
Increasingly, employees want to make a meaningful social impact, and they will do this earlier in their lives instead of waiting for retirement. In 2030, people will actively seek opportunities to tie their impact and value in their work to their mission, purpose and passions. Viewing others’ posts on social media will motivate people to get more involved and contribute to social innovation and equitability.

Presenter
Dr John Eliastam

Date
10:00 on Thursday 24 November 2022

Topic 4
Developing and using a Value Chain to gain competitive advantage

Description
A value chain is a set of activities that an organisation carries out to create value for its customers. Understanding how an organisation creates value, and looking for ways to add more value, are critical elements in developing a competitive strategy. The way in which value chain activities are performed determines costs so this tool can help you understand the sources of value for the organisation.

Presenter
Cobus Terblanche

Date
10:00 on Friday 27 January 2023

Previous Webinars

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The Institute

The Southern Africa Institute of Management Services (SAIMAS) is a nonprofit, non-political professional body committed to the efficient application of resources and creating a high quality of working life.

Vision

To effectively promote excellence in the Management Services field.

Mission

Create an empowering platform for role players to enhance excellence in the workplace.

Objectives

To actively ensure networking opportunities
To determine and maintain professional standards for the management services practice
To market management services as a mechanism for enhancing organisational effectiveness
To improve the quality and professional expertise through education, training and research in the management services field
To promote the education and training of persons who enter, or intend to enter, the management services field
To promote the interests of the Institute continually amongst all related interest groups
To disseminate information to promote excellence and professionalism

Functions

Business Transformation & Enablement
Financial & Asset Management
Information & Technology Management
Organisational Change Management
Human Resource Management
Quality Management
Operational Improvement
Performance Management
Monitoring & Evaluation
Reporting
Operations Management

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