C M Y CM MY CY CMY K - Rhodes University · C M Y CM MY CY CMY K Sustainability business school...

RBS 15yr book TEXT 2015 9/10/15 11:04 AM Page 1

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Introduction to Rhodes Business School

About Rhodes Business SchoolLeadership for SustainabilityJoining the 2% of accredited business schools worldwideStrategic intent

Message from the Chairperson of the Board of Advisors

Ms Imogen Mkhize

Message from the Deputy Vice-Chancellor: Research & Development

Dr Peter Clayton

To educate and to inform responsible business practice, responsibly

Our Vision, Purpose, Partnerships and ProgrammesVital for a sustainable 21st century - Mervyn King‘Sustainability or Bust’ - Professor Reuel Khoza

A Distinctive, leading Business School at a distinctive, leading University

History of Rhodes Business SchoolTransformation in funding - Professor Matthew LesterThe Rhodes Business School Trust

The Rhodes Business School Team

Message from the Dean of Commerce, Professor Dave SewryThe Macro Perspective - Professor Hugo NelEnvironmental Economics for Sustainability - Professor Jen SnowballProfiles of fulltime academic staff members

Students and Graduates of Rhodes Business School

MBA, PhD, PDEM, Certificate Programmes and Certificate inSustainable Business Analysis

The Future

The road ahead for Rhodes Business School

The Rhodes Business School Graduate List

2004 - 2015


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Rhodes Business School was founded 15 yearsago with seed funding from Investec BankLimited.

It has established itself as a leading businessschool in the teaching of sustainability andintegrated business practice in South Africa.

Rhodes Business School’scombination of programmeofferings is geared towardssustainability and provides aladder of progression fromPostgraduate Diploma to MBAto PhD.

Situated on Rhodes University’s campus, itenjoys the benefits of a collegial, scholarlyenvironment, while at the same time interactingwith the local and international businesscommunity.

Its location in Grahamstown in the Eastern Capeprovides a unique opportunity to contribute toeducation and employment in the rural areas,both key issues in South Africa. Grahamstownoffers a microcosm of South African society,which equips students with a holisticunderstanding of the depth of integratedmanagement skills that are required to fulfill thegoals of Leadership for Sustainability.

Why Rhodes Business School’s programmeis distinctive and relevant to the times inwhich we are living and doing business

“In the world we inhabit today, business andeconomics are no longer about how muchmoney you make; but about how you makeyour money,” says Professor Owen Skae,Director of Rhodes Business School.

“In response to this, business schools worldwideare increasingly compelled to addressfundamental questions about the how and whatof business, and to take action towards ourfuture survival on this planet. This includes areappraisal of our role and what it means tohave an MBA today.”

The business as unusual path

The founding director of Rhodes BusinessSchool, Professor Gavin Staude, who retired in2010, was a visionary in sustainable thinking.

Fifteen years ago he recognised that the era oftraditional business school teaching was over,and chose to pursue a business as unusualpath of sustainability.

“Over the past decade, with assistance fromseveral leaders in the sustainability field,including corporate governance pioneer,Professor Mervyn King, and business andthought leader, Professor Reuel Khoza, we havedeveloped a comprehensive Leadership for

Introduction toRhodes Business School


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Sustainability business school programme.It is based on the pillars of good corporategovernance - responsibility, accountability,fairness and transparency,” says Prof Skae.

Leadership for Sustainability

Leadership for Sustainability is the distinctivemotto of the Rhodes Business School. It is allabout an integrated approach that increasescompetitiveness and profit at the same time asit focuses on a sustainable future for peopleand the planet.

How did Rhodes Business School evolvethis approach?

“We looked at the range of issues facing SouthAfrica, Africa and the world - from socio-politicalupheaval to greenhouse gas overload. We thenset ourselves the challenge of equipping peoplein the business, public sector and civil societyto find solutions to some of the ‘Big How’s’,”responds Prof Skae.

These include:

How does climate change impact onbusiness and marketing dynamics?

How do we deal with skewed incomedistribution?

How do we deal with the economic andsocial divide between developed anddeveloping parts of the world?

How do we address poverty and hunger?

How do we address educational inequality?

How do we develop business opportunitiesin ways that benefit all stakeholders?

How do we avoid another global financialcrisis?

How do we shift from short-term financialexpediency to long-term wealth gain?

Thinking and operating in an integrated,sustainable manner

“At Rhodes Business School we are convincedthe only way to respond to these and otherquestions is by thinking and operating in anintegrated, sustainable manner,” says Prof Skae.

“To address this, we have come up with theFour E Model - Economy, Equity, Ethics andEcology - all of which are integral to businessdynamics and objectives and must beembedded in all business decisions. Thisapproach is already paying dividends inbusinesses that are committed to it, includinga growing number of companies that partnerwith us in our programmes. This is hugelygratifying for our business school as we seeourselves as an academic bridge between thebusiness community and society.”


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Prof Owen Skae,Director,

Rhodes Business School

“The challenge and

opportunity for all

economies and

businesses today is to

determine ever more

clearly and practically

how each of the

respective dimensions,

represented by the Four

Es, can be holistically

integrated.

This is what is known as

the integrated approach

to management” says

Prof Skae.


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ECONOMY

CoreManagement

Functions& Skills

ResponsibleLeadership &Governance

Business &Moral Case forSustainability

ThoughtLeadership &

Research

EQUITY

Organisations can’toperate effectivelyand economically

unless their leaders &managers have knowledge

and understanding offundamental practices andfunctions of management.

ECOLOGYIn a world of business unusual, it is

essential that future leaders and managers areable to view the world in an integrated, holistic

and critical way.

ETHICSIn balancing the competingdemands of stakeholders,a framework for justifying

the case must be fullyembedded and integratedin the manager’s mindset.

This entails anunderstanding of how

the organisationmakes its money as

opposed to howmuch

money itmakes.

Sustainable organisations require managerswho understand and relate the external andinternal context to the needs, interest and

expectations of all stakeholders.

The 4E model:Economy, Ethics, Equity and Ecology


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The 4E Model - Economics, Equity, Ethicsand Ecology

The logic behind this model is that while strongeconomies and financial sustainability areimperative for organisations to survive, if theyare pursued in a manner that is inequitable,unethical or that compromises the environmentand the wellbeing of employees and associatedcommunities, success will not follow.

“The challenge and opportunity for all economiesand businesses today is to determine ever moreclearly and practically how each of the respectivedimensions, represented by the Four Es, canbe holistically integrated,” says Prof Skae.

“At Rhodes Business School, our programmesand curricula, our teaching, learning andresearch are all approached according to thismodel.”

The hallmark of true leadership

It goes without saying that when you think andoperate in an integrated way, you will beconfronted with conflicts and paradoxes.

The hallmark of true leadership is the ability tosteer a sustainable course through the manydiverse issues with which organisations areconfronted, by embracing solid, principled,humanitarian values.

“These are the values and leadership qualitieswe promote through our flagship MBAprogramme, which is all about teaching businesspeople who operate in a highly pressurised local

and global environment, to manage diversebusiness challenges, people and resources ina responsible manner that is both moral andfinancially sustainable,” says Prof Skae.

Business or moral case for sustainability?

“A question we are frequently asked at RhodesBusiness School is whether we are making abusiness or moral case for sustainability. Theanswer is: both,” he continues.

“Increasingly, the business and moral cases arebecoming indistinguishable. For example, in acase study we did on water usage at Avis carrental, South Africa, the then CEO of Avis, MrWayne Duvenage, posed the question to hisboard: ‘Is it right to waste water?’

“The overwhelming response was: ‘No, it is not,right and we must stop doing it’. By reducingtheir water usage Avis was able to demonstratethat a moral decision was both good for theplanet and good for the bottom line.

“Similarly, we might want toquestion the divide betweenlower wage earners and highersalary earners, and why inequityin the workplace continues tobedevil the labour relationsenvironment.”


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A unique and highly relevant journey forRhodes Business School

The case for sustainability is proving to be aunique and highly relevant journey for RhodesBusiness School.

“By having this focus on sustainability we havealso learnt so much as teachers about the futureof business,” continues Prof Skae.

“A case in point is the global financial crash of2008/9. By the time this happened, for fiveyears we had already been teaching about theconsequences of not having responsibleleadership. The crash backed up the relevanceof our Leadership for Sustainability approachwith its focus on business ethics.”

Leaders must serve

“At Rhodes Business School we believe thatleaders are in positions of power and authorityin order to serve,” says Prof Skae.

“We believe that leaders need tobe honest, ethical andresponsible, and to lead byexample. Leaders need to be intouch with their humanity andstewardship role during thisvulnerable time on our planet.”

Critically engage

Rhodes Business School believes that allbusiness leaders need to critically engage withthe issues of the day.

As a business school based at a research-focused, scholarly university, Rhodes BusinessSchool strives to be research-informed at thehighest level by contributing to the debate aboutthe true purpose of business, by speaking outon contemporary challenges and opportunities,informing itself on the latest thinking and trendsand publishing research and articles.

“We need case studies and scholarly debatesto interrogate contemporary thinking and pioneernew business approaches,” explains Prof Skae.

“It is this kind of thinking and research that weshare with all students at Rhodes BusinessSchool. This equips them to go out into theworld and confront the issues of the day withan integrated perspective that makes adifference.”


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On 10th March 2015 Rhodes Business Schoolproudly announced the accreditation of its MBAprovision by the global Association of MBAs(AMBA). Only 2% of business schools worldwidehave achieved this.

AMBA accreditation is the global standard forall MBAs (Master’s of Business Administration).AMBA is the only professional membershipassociation, that connects accredited businessschools, MBA students, MBA graduates andMBA employers in more than 110 countries.

MBA graduates from AMBA-accredited businessschools progress to lead many of the world’slargest multinationals and successfulentrepreneurial start-ups.

Huge strategic significance

“AMBA accreditation is of huge strategicsignificance for Rhodes Business School. Itformally positions us as a school worthy oftaking our place amongst the international familyof business schools,” says Prof Skae.

Joining the 2% of accreditedbusiness schools worldwide

Our Vision

To transform business for a sustainable world

Our Mission/Purpose

To educate and influence responsible business practice, responsibly

Our Values

Professionalism& Excellence(How WeOperate)

Integrity &Respect(How We Engage)

Quality &Innovation(How We Deliver)

Diversity & Equity(What WeRepresent)

Knowledgeadvancement &Service (How WeContribute)

Strategic Intent

“South Africa is at the forefrontof management education issuesworldwide and this accreditationoffers South African andinternational MBA students theopportunity to pursue aninternationally accredited MBAthrough our school.”


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Our Goals

Develop and deliver relevantand authentic programmeofferings that embrace ourintegrated teaching, learningand research (TLR), (4E:Economy, Ethics, Ecology andEquity) philosophy

Consistently improve ourinternal sustainability

Undertake meaningful andauthentic engagement with ourcommunity of stakeholders

Our Objectives Under each Goal

– Syllabus, teaching modesand methods are innovativeand distinctive in positioningus as an intimate, collegialand scholarly BusinessSchool

– To be a research informedschool

– Practice what we preach

– Economic sustainability

– Staffing requirementsconsistent with achievinggrowth trajectory

– Governance structuresadhered to and developedfor strategic purposes

– Raise the School’s profile

– Alumni engagement

– Community engagementinitiatives contribute tosustainable businesspractices

Our Aim

Is to educate integrated and holistic thinkers, who are able to:

– Critically understand equitable, ethical, economic and ecological imperatives for aworld that is consuming resources faster than it can replenish them

– Responsibly lead and manage organisations that understand and act upon theneeds, interests and expectations of stakeholders

– Make the business and moral case for sustainability

– Enhance the pursuit of responsible management practices and functions

How we do this

We commit to engage around the above philosophies and practices of leadership andmanagement through:– Innovative, intimate and integrated teaching and learning– Ongoing, informed and progressive research– Critical thought– Active engagement with our community of stakeholders– Operating sustainably


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Message from the Chairpersonof Rhodes Business School’s

Board of Advisors

Ms Imogen Mkhize,Chairperson,

Rhodes Business School,Board of Advisors


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Ms Imogen Mkhize graduated from RhodesUniversity in 1984 with a BSc InformationSystems, followed by a Higher Diploma inEducation. In 1995 she graduated with an MBAfrom Harvard Business School and a Diplomain Company Direction from the Institute ofDirectors/GIMT in 2000. Ms Mkhize is aChartered Director with the Institute of Directorsin South Africa (IodSA).

For over two decades Ms Mkhize has been anadvocate of good governance and has helddirectorships at a wide range of public andprivate companies, including mining,construction, financial services, manufacturing,information technology and telecommunications.

Ms Mkhize has had substantial executiveexposure to both the for-profit and non-profitsectors. In the early 90s, she was the secondExecutive Director of the Association for theAdvancement of Black Accountants of SouthAfrica (ABASA). ABASA created awareness ofthe accounting profession in black communitiesand it facilitated the entry of young blackaccountants into the profession.

Following her international studies, she servedas Managing Director of Lucent TechnologiesSA and later delivered the 18th World PetroleumCongress as Chief Executive Officer in the mid2000s.

She is the former Chairperson of Richards BayCoal Terminal. Her previous directorships includeMurray & Roberts, MTN SA, Illovo Sugar, AllanGray, Datacentrix and the CSIR.

She is an emeritus member of the HarvardBusiness School Global Alumni Board.

She is currently a director of Sasol Limited,Mondi Group, NPC-Cimphor and ImbewuCapital Partners, and is a member of theAccenture South Africa Advisory Board and ofthe Ethics Institute of South Africa.

In 2001, she was recognised by the WorldEconomic Forum as a Global Leader forTomorrow. Her ongoing quest is to address theethical challenges and responsibilities of today’sleaders, as she explains: “Understanding howto build and maintain an organisation’s cultureso that ethical decision-making and behaviorbecome the norm is a competency that mustbe constantly practised and honed.”


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I was recently humbled by Rhodes Universitywhen they presented me with the covetedDistinguished Old Rhodian Award. As I preparedmy acceptance remarks, it occurred to me whata privilege it was to have spent my tertiary yearsat this fine institution.

Geographically located in a perfect setting forteaching and learning, Rhodes welcomed meinto its nurturing environment and supportiveand challenging faculty. It offered an inspiringcampus culture that advanced both theacademic and recreational development of itsstudents. I certainly explored my varied interestsand abilities, which opened a floodgate ofpossibilities that I pursued as I began myworking career.

Through the decades the educators andinstructors at Rhodes University, have continuedto demonstrate their commitment to shape thefoundation that produces graduates poised tobe visionary leaders in the true sense of theword. These are leaders who are equipped andinformed to make a difference in society; these,most importantly, are leaders who are sociallysensitive and emotionally engaged.

Thus, as we count the passing years, we canalso count the enormous strides that manygraduates of this special institution have madein every field of business and all the othersectors of society.

Rhodes Business School - a place forsustainable leadership

Indeed, this is a place Where Leaders Learn,and the Rhodes Business School’s role andapproach to leadership learning is purposefuland reflective. It is firmly anchored in strategicleadership towards sustainability, and the schoolhas laid a solid foundation for business leaderswho want to be key players in the developmentof a sustainable world.

As a philosophy and a teaching construct, thebusiness school’s 4E model (Economy - Equity- Ethics - Ecology), is most appropriate for

developing leadership for sustainability thattransforms, shapes, and steers organisationsalong a responsible path into the future.

Ethical Responsibilities

It has been my ongoing quest to address theethical challenges and responsibilities of today’sleaders. Understanding how to build andmaintain an organisation's culture so that ethicaldecision-making and behavior become the normis a competency that must be constantlypractised and honed.

Today, more than ever before,the world needs leaders who willfoster a corporate culture thatpromotes sustainable ethicalpractices, encourages individualintegrity and fulfils socialresponsibilty objectives andimperatives.

Part of my vision for Rhodes Business Schoolis that it produces leaders who will have aremarkable impact in building organisationswith a strong social conscience. Leaders whowill embrace ethical considerations in everydecision they make. The stewardship of thefuture lies with them, and as custodians of thisvalue system, they will need to set the standardand demonstrate the desired behaviour.

Vehicles for wider economic and socialbenefits

The South African Companies Act of 2008introduced a statutory Social and EthicsCommittee to compel companies to monitorand report whether they are producing socialbenefits to the economy, workplace, society,and natural environment.

The Act makes it clear that companies in SouthAfrica are not regarded as merely vehicles for


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producing benefits for shareholders ofcompanies, but also as vehicles for producingwider economic and social benefits to the SouthAfrican society as a whole.

The Rhodes Business School is certainly wellpositioned to contribute towards this objectivein today’s business environment, which is farmore complex and uncertain than any scenariowe could have predicted many years ago.Businesses are seeking to adapt to the dramaticchanges that are constantly unfolding locallyand across the globe.

The application of perceptual imagination

The very point of leadership is the ability tomobilise and guide others into new andunknown territories. Leading inherently requiresthe application of perceptual imagination.Thinking experts such as learning organisationconsultant, Daniel H. Kim, make the case for aconnection between foresight, the articulationof a vision, and our ethical responsibilities. Thisnotion resonates deeply with me as it providesa systems thinking perspective on theimportance of vision in organisational growthand transformation.

I am encouraged by thecompelling vision of RhodesBusiness School. It is creative,forward thinking, transformativeand centered on leadership andsustainability.

Invariably, this presupposes the capacity toprepare leaders for a complex global worldfraught with uncertainty, rapid changes intechnology and critical challenges.

While hindsight has traditionally been used toplan and avoid failure, future leaders will needstrategic foresight to detect adverse conditions,guide policy, shape strategy, connect to the

highest aspirations of their organisations, andarticulate a vision that inspires people to createtheir future instead of simply reacting to events.

A new breed of leaders and organisations

In celebrating its 15th anniversary, it is mysincere hope that Rhodes Business School willcontinue to cultivate its focus on the foundationalplatform of Leadership for Sustainability.

Through their vision, Professor Owen Skae andhis team have certainly exercised foresight inrecognising the true capabilities of the schoolto produce the next generation of leaders. Theseare the game-changers, the new breed ofleaders who will lead a new breed oforganisations.

My aspirations for the business school areguided by the vision of GameChangers500, aninitiative set up to redefine the type of companythe next generation of leaders aspire to join andcreate. These are the world’s top purpose-driven organisations that are changing the worldfor the better.

As the founder of GameChangers500, AndrewHewitt, explains: “Throughout history, the largestchanges in human behavior came from a changein beliefs; a change in what we believed to beacceptable and a change in what we admiredas ‘success’.”

I do believe that the world overall will be a betterplace because Rhodes Business School exists.

Everything Rises and Fallson LeadershipDr John Maxwell

RBS 15yr book TEXT [CH3-4] 2015 9/10/15 11:11 AM Page 1

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Starting a new business school is a seriouschallenge. The Founding Director of RhodesBusiness School, Professor Gavin Staude, whoretired in 2010, needs to be recognised for thehuge role he played in bringing the school intoexistence.

The School’s second Director, Prof Owen Skae,built on the momentum of the first ten years totake the school to new heights.

It is very significant that going into Rhodes

Business School’s 15th anniversary year, themembers of the South African Business SchoolsAssociation (SABSA) elected Professor OwenSkae as their President - it is recognition of thestanding of both the individual and RhodesBusiness School.

Bridging the scholarly and professionalbusiness worlds

Situated within Rhodes University, RhodesBusiness School bridges the scholarly and

The University and its Business School:Message from Dr Peter Clayton

Dr Peter Clayton,

Deputy Vice-Chancellor:Research & Development


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professional business worlds, and brings thefeet-on-the-ground application of knowledgein the business world to the University.

Rhodes University, in turn, brings to RhodesBusiness School a 110-year track record ofhigh quality education, and an internationalreputation for scholarship.

Enviable reputation for student success

On the scale of universities, Rhodes is a relativelysmall university that focuses on a core set ofdisciplines and strives to be amongst the bestin those areas. It achieves this in its select fieldsof scholarship, and in its programmes ofteaching and learning, with an enviablereputation for student success, and a researchperformance that is clustered amongst the topSouth African universities.

One of its areas of achievement is undoubtedlyRhodes Business School, which has establisheditself as a top quality business school in theselected field of Leadership for Sustainability.

Making an impact by putting critical mass intothis field of study has been a successful strategyfor both the school and the parent institution.

A university’s intellectual reputation is its majorasset, and amongst the established mechanismsfor achieving this in the intellectual world, ispeer review. Rhodes Business School’saccreditation of its MBA provision by the global

Association of MBAs (AMBA) is testimony tothis.

AMBA represents the gold standard ofinternational peer review for MBA programmes,and we are very proud that our Business Schoolhas earned this level of approval. Thecommendations that come from the AMBAaccreditation are highly deserved and speak tothe quality of business education that RhodesBusiness School offers.


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Rhodes Business School’sVision, Purpose andProgrammesFrom offering a single qualification (MBA) at itsoutset, Rhodes Business School has growninto an institution that offers a PhD, MBA andPostgraduate Diploma in EnterpriseManagement (PDEM).

Rhodes Business School also offers a varietyof Certificate Programmes under its Executiveand Short Course offerings, includingprogrammes that provide a ladder of progressionto its flagship MBA.

To educate and influence responsiblebusiness practice, responsibly

Dr Peter Clayton,

Deputy Vice-Chancellor:Research & Development


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Partnerships

Rhodes Business School’s impressive range ofpartnerships include:

Duke Corporate Education (CE)

Duke CE is recognised as the No 1 ManagementCompany in the World by the annual FinancialTimes custom executive education rankings(May 2013) for the eleventh year in a row.

Allan Gray Centre for Leadership Ethics(AGCLE)

Active cross-pollination takes place betweenRhodes Business School and the Allan GrayCentre for Leadership Ethics at RhodesUniversity, the Director of which is PhilosophyProfessor Pedro Tabensky. Through thispartnership new business models from aroundthe world are shared, including the EtskoSchuitema Care and Growth Leadership Model.

Leading South African corporates

Rhodes Business School partners with leadingSouth African corporates, organisations andassociations, including Barloworld Motor Retail,Deloitte & Touche South Africa, EnviroServ,Finance and Accounting Services SectorEducation and Training Authority (Fasset), FirstNational Bank, Inyathelo, Mercedes-Benz SouthAfrica (MBSA), South African Petroleum IndustryAssociation (SAPIA), Spar and Standard Bank.

Government and Parliamentary LeadershipDevelopment

Rhodes Business School has partnered withgovernment in various programmes, includingthe Parliamentary Leadership DevelopmentProgramme. The School has also done trainingfor a number of public sector organisationsaround South Africa, including the City ofJoburg.

Programmes offered byRhodes Business SchoolOur flagship Master of BusinessAdministration (MBA)

The Rhodes Business School’s AMBAaccredited MBA is a course-work degreecomprising 18 modules and a research mini-thesis of 15 000 words. It is offered on a modularbasis of six teaching blocks of two weeksduration each in Grahamstown.

Students can choose to complete the degreeon a part-time basis over two-and-a-half yearsor on a full-time basis over one-and-a-half years.Many students choose to follow the part-timeMBA because it complements their employmentcommitments.

Our focus is on providing an integrated approachto management education, through theengagement of our unique 4E (Economy, Ethics,


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Why do an MBA?

Rhodes Business School’s MBA directly responds to the main reasonswhy people decide to study for an MBA degree. Independent researchconducted by Finweek Magazine together with MBAconnect.net andFeedbackRocket.com reveals interesting and important findings.

The research by Finweek Magazine, MBAconnect.net andFeedbackRocket.com(an international award-winning online feedback platform) is the firstMBA Life Impact Survey conducted throughout South Africa.

For the first time, this research aimed to answer the fundamental question:

“Should Ido an MBA or not?”http://www.mbaconnect.net/finweeksurvey.aspx

The findings were published in a Fin Week Surveyin October 2013.


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Ecology and Equity) philosophy, which goes tothe heart of how our students view the worldof business.

In the Finweek Survey (2013), Rhodes BusinessSchool’s MBA was ranked highest in LeadershipEffectiveness, Effective Decision-Making andenjoyed a joint highest ranking in IncreasingJob Effectiveness and Increasing View Of OwnPotential.

In summary, people study for an MBA to be farmore effective in a business and organisationalenvironment. This includes the attainment ofbusiness knowledge, and the improvement inleadership ability, emotional intelligence, abilityto work in teams, negotiating skills, presentationskills and communication skills.

Rhodes Business School PhDRhodes Business School has an active doctoralresearch programme. Focus areas areManagement, Leadership Development andEntrepreneurship.

Postgraduate DiplomasRhodes Business School is committed tomaking a significant contribution to thedevelopment of an entrepreneurial culture inSouth Africa, as demonstrated by our full-timeand part-time PDEM programmes.

Full-time PDEMWe offer a full-time Postgraduate Diploma in

Enterprise Management (PDEM FT), which isdesigned to lay the foundations for studentswho wish to pursue the idea of starting theirown businesses, thus creating their ownemployment as well as employment for others.

The PDEM FT was pioneered by the formerDirector of Rhodes Business School, Prof GavinStaude, and initially run by the Department ofManagement at Rhodes University. It wasmoved to Rhodes Business School in 2011.

The ethos of the original programme hasremained intact but now incorporates a muchgreater sustainability emphasis. It is enjoyingrecord student intakes and graduation rates.

Part-time PDEMFrom 2016 we are also offering a part-timePostgraduate Diploma in EnterpriseManagement (PDEM PT), which is designed tomeet the needs of graduates in full-timeemployment from a wide range of job functionswho wish to:

• Develop their entrepreneurship skills withintheir organisation;

• Develop an intrepreneurial approach tobusiness;

• Enhance their general management ability;and

• Deepen and update their businessknowledge, understanding and practice.


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The PDEM PT was developed after in-depthconsultation with large business partners ofRhodes Business School, including BarloworldMotor Retail and Mercedes Benz. Bothexpressed the need to develop innovative skillsand entrepreneurial thinking within theirorganisations.

NQF Level 8 qualificationsBoth the PDEM FT and the PDEM PT areHonours level equivalent, NQF Level 8qualifications. They serve as precursorqualifications for those wanting to pursue anMBA. They meet the minimum entry requirementfor admission to an MBA, subject to workexperience requirements, typically three years.

A Bachelor Honours degree is an NQF Level 8qualification. Completion of a Bachelor HonoursDegree meets the minimum entry requirementfor admission to an MBA, subject to workexperience requirements, typically three years.

From 2016, the Department of HigherEducation’s regulations require an NQF Level8 qualification or an appropriate four-year degreeor postgraduate qualification for any studentwanting to enroll in an MBA programme (NQFLevel 9) at any business education institutionin South Africa.


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Rhodes Business Schoolselected for the ArchbishopThabo Makgoba DevelopmentTrust annual lecture

The Archbishop Thabo Makgoba DevelopmentTrust (ATMDT) has selected Rhodes BusinessSchool as the host of an annual lecture onValues-based Leadership and also to award anannual prize for the best Values-basedLeadership essay or publication produced bya Rhodes Business School student.

“My wife Lungi and I, together with the Trusteesof the ATMDT, are awarding this endowment inhonour of our parents who have raised andnurtured us according to their wonderful values,”Archbishop Makgoba said at the presentationof the endowment in 2014.

In response to the award, Prof Owen Skae said:“Rhodes Business School is extremely proudto have been chosen by the Archbishop ThaboMakgoba Development Trust. Rhodes BusinessSchool has as its essence ‘Leadership forSustainability’ and we place huge emphasis onresponsible leadership and ethics.

“We trust that this annual lecture will provideinspiration, critical reflection and solutions to

contemporary societal challenges andopportunities that ultimately require values-based leaders to make the right decisions forthe right reasons.”

The ATCMDT is focused on social impact byaddressing socio-economic challenges suchas poverty, inequality and unemployment.It aims to provide educational opportunities,skills and entrepreneurial development, andto promote health awareness.

South Africa’s Public Protector, Advocate ThuliMadonsela, accepted the invitation to presentthe inaugural lecture for the endowment at the15th Anniversary celebration of RhodesBusiness School on the 25th September 2015.

“Given Advocate Madonsela’sprincipled and moral approach,which has been internationallyrecognised, she is the idealperson to set the tone for thislecture and those that are tofollow,” said Prof Skae.


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Professor Mervyn King is a visiting professor atRhodes Business School. He is the world-renowned King of King I, II and III, and theupcoming IV. He is the originator of integratedreporting, combining economic, environmentaland social performance (the triple bottom line)as the measure of a company’s success. Thisis now the international standard for global bestpractice.

“The strategic direction ofRhodes Business School -Leadership for Sustainability -based on its 4E model -Economy, Ecology, Equity andEthics - is absolutely vital to leadpublic and private organisationsinto a sustainable 21st century.Each of these concepts areinterconnected and cannot beviewed in isolation,” saysProfessor Mervyn King.

The societies in which they operate

As the Chair of the International IntegratedReporting Council (IIRC), Prof King emphasisesthe need for companies worldwide to become

responsible members of the societies in whichthey operate.

Towards achieving this, the council advocatesan integrated approach to good governanceand encourages the practice of good financial,social, ethical and environmental practice.

How a company makes its money

“This is the approach of modern corporatethinking where value is assessed according tohow a company makes its money, how itimpacts on people, communities and theenvironment, and how changes in theenvironment, notably climate change, impacton business,” he explains.

“If, for example, your product or supply chainuses child labour, adversely affects people'shealth or pollutes the environment, you will beregarded as ‘not a decent corporate citizen’and your market value will suffer.

Sustainable in the short, medium andlong-term

Today, 80% of market cap is comprised ofintangible assets, such as the company’sreputation, integrity of its board and the qualityof its management.

“Today, stakeholders assess companies onwhether they have a sustainable businessmodel, and whether it is sustainable in the short,medium and long-term.”

Mervyn King,Visiting Professor,


Vital for a sustainable21st century


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“Gone are the days of shareholder supremacywhich led to a narrow financial lens of companyperformance. Today, company performance isbased on a number of key questions, including:

– Has the company done an integrated orsustainability report? If not, why not?

– Has the company got a supply chain codeof conduct and how is it monitored?

We have to change corporate behavior

“Integrated thinking and the interlocking of the4 Es, as taught at Rhodes Business School,directly addresses these questions and the newway of thinking,” says Prof King.

“There is no alternative; we haveto change corporate behaviourand the thinking and behaviourof boards.”

In South Africa, the JSE has adopted the KingIII Report’s listing requirements, whichrecommends integrated thinking and makesintegrated reporting mandatory.

Follow my leader effect

On the International Integrated ReportingCouncil (IIRC), which I chair in London, we havestarted a pilot programme on integrated thinkingand some of the iconic global companies havejoined it, including Microsoft, Unilever, HSBCand Coca Cola.

“Once you have corporate leaders adoptingthis way of thinking, it has a follow my leadereffect worldwide.”


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Dr Reuel Khoza is a visiting professor of RhodesBusiness School. He has served as theChairperson of the Nedbank Group and AkaCapital, and the President of the Institute ofDirectors in Southern Africa, a globalbusinessperson and socio-politicalcommentator. He chaired the King II sub-committee dealing with triple bottom linereporting and is the author of three books.

“The People Planet Profit conceptgrew organically from 2002. It isnow centre-stage in a worldcharacterised by changes insocioeconomic expectations andthe requirement to behave as aconscientious corporate citizen,”says Prof Khoza.

His latest book Attuned Leadership - AfricanHumanism as Compass provides a guide toethical leadership in local and global contexts,for business, politics and government.

There is no Planet B

“The preoccupation with self and disregard forothers or the environment becomes a sterilestream that does not flow into greater rivers. Itis directly against the philosophy of Africanhumanism or Ubuntu, which is all aboutcoexistence, collaboration and teamwork,” heexplains.

“This approach, underpinned by humility,integrity and ethical behavior, has to be theimperative of business leadership today becausethere is no Planet B.”

Rhodes Business School has drilled deep

“Rhodes Business School has drilled deep intothis imperative, guided by the understandingthat without it, we are shortening thesustainability of Planet Earth.”

Prof Khoza emphasises the need for leaders inbusiness, politics and society to start thinkingand behaving “generationally”, and to embracethe 4 Es: Economy - Equity - Ethics - Ecology.

“Leaders worldwide need to show the way andstart setting a high example.”

Reuel Khoza,Visiting Professor,


Sustainabilityor Bust


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True leaders

“In South Africa we need to make sure that trueleaders of the likes of Nelson Mandela andWalter Sisulu are not replaced with demagogueswho set a low ceiling and lead us to destruction.” - Reuel Khoza

“Those of us who teach atuniversities have an obligation toplough back our knowledge andunderstanding of leadership,driven by moral authority, and inpartnership with our fellow humanbeings and the naturalenvironment. This is sustainability,and in the world in which we findourselves today, it’s sustainabilityor bust.- Reuel Khoza


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A distinctive, leadingBusiness School at a distinctive,

leading University


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Rhodes Business School is a distinctive, leadingbusiness school at a distinctive, leadingUniversity that achieves exceptionally highnumbers of postgraduate degrees each year.

Rhodes University’s Vice-Chancellor, Dr SizweMabizela, spoke about this at the 2015graduation ceremony:

“We rejoice that we enjoy such high passand graduation rates in South Africa.Our students’ and graduates’ stellarachievements are all the more specialgiven that our education system has adismal record in realising the full potentialof many young people in this country.Their graduation fills one with a deepsense of hope and optimism that thefuture of our country is very bright withpromise.

“We rejoice that we have among themost highly qualified academic staff andbest research output in the country. OurUniversity is very fortunate to have suchoutstanding, loyal, dedicated andcommitted academic and support staffwho take a deep and keen interest in thegrowth, development and academicsuccess of each and every one of ourstudents. As a Vice-Chancellor, I couldnot ask for more.”

At Rhodes University’s six graduationceremonies of 2015, a total of 2 298 studentsreceived their degrees and diplomas. Of these,1 244 (or 54%) are undergraduate Bachelor’sdegrees and 1054 (or 46%) are postgraduatedegrees and diplomas. Of the 1 054postgraduate students, 281 will be receivingtheir Master’s degrees.

We celebrate a new University record of 75 PhDdegrees, beating the previous record of 71 from2014. We also celebrate a new record of 16PhD degrees for the Faculty of Humanities, upfrom the previous record of 12 achieved in 2014.

Of the 2 298 graduates, 61% are women - thisis up from 60% last year, and 23% are inter-national students - also up from 21% in 2014.

“My appeal to all our graduands is that theyembrace the leadership responsibility they willbe expected to discharge as a graduate of thisgreat institution, and that they do so withhumility,” says Dr Mabizela. “I call on them tochoose to serve our society and humanity, forthere is no greater honour than to serve humanitywith honour, integrity and humility.”

It’s a fabulous achievement forthe smallest university in thecountry!


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A vibrant, scholarly environment

Situated on Rhodes University’s beautifulcampus, Rhodes Business School is very mucha part of the life and activities of the University.This offers all students and course attendantsof Rhodes Business School, the opportunity toparticipate in a vibrant, scholarly environmentin the unique university town of Grahamstown.

Small teaching classes mean that studentsreceive personalised attention in a collegialatmosphere with world-class library facilities.

Grahamstown is situated in the rural EasternCape, an economically and socially challengedpart of the country, which provides a real worldcontext for our students and learners to thinkcritically about what needs to be done differentlyand how to grow, not only academically, but asconfident, caring, well-rounded human beings.

Climbing the MBA rankings

Since 2010, Rhodes Business School hassteadily climbed up the MBA rankings and nowis ranked fifth in South Africa by both Eduniversaland pmr.africa.

Rhodes Business School is also the highestranked business school in South Africa in theExcellent category of the Eduniversal rankingsof business schools in 150 countries.

History of Rhodes Business School

Rhodes Business School was founded in 2000with Professor Gavin Staude as its first Director.He was head of school for ten years, until 2010,when he retired and Professor Owen Skaesucceeded him.

The driving force

“The driving force behind the establishment ofa business school at Rhodes University wasthe then Dean of Commerce, Professor Philipvan der Watt, who raised seed funding fromInvestec Bank,” Prof Staude explains.

The then Chairperson of Investec, Mr HughHerman, an Old Rhodian on the Board ofGovernors at the time, was particularlysupportive of the School, which was initiallycalled the Rhodes Investec Business School.

Investec, which never intended to be a long-term funder, contributed to the school for thefirst ten years. At this point the School wasrenamed Rhodes Business School.

“From the outset we were supported by largeEastern Cape companies, including Mercedes-Benz,” says Prof Staude. “They have beenhighly supportive of Rhodes Business School,and have sent significant numbers of theirpeople to do an MBA and other tailor-madecourses here over the years.”

The first MBAs

The first MBA students from Rhodes BusinessSchool graduated in 2004. For his outstandinginput to the School, Mr Herman was awardedan Honorary Doctorate at this ceremony.

In its early years, most of the School’s studentscame from the Eastern Cape. This has changedover the years and it now has students from allover South Africa, Africa and beyond.


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The international students, who come from asfar as Afghanistan and as close as Zimbabwe,say that the sustainability focus is the primaryreason for them choosing Rhodes BusinessSchool.

Leadership for Sustainability focus

“Our Leadership for Sustainability focus grewfrom 2004, at a time when the United Nationswas very keen on business schools promotingthis approach as sustainability was increasinglybecoming an issue at a global level,” Prof Staudeexplains.

“We were fortunate to have stronginput from Professor ChristoFabricius, who, at the time, wasin the Department ofEnvironmental Science atRhodes, which is a renownedfield of study at the University.We decided that sustainabilitywas a pioneering, strategic focusfor us and we went with it,launching it in 2005.”

The value of the Profit-People-Planetapproach

“Right from the start we recognised the valueof the People Planet Profit approach or the

need to balance financial objectives with socialand environmental sustainability,” he explains.

“Accordingly, we createdsustainability-aligned courses inour MBA curriculum, such asEnvironmental Law, ResponsibleLeadership, Principles ofSustainability and ClimateChange, and Business Ethics.”

As Rhodes Business School grew, so did itsfull-time staff members and visiting academics.

“Initially we were criticised for taking thesustainability approach, but in the wake of the2008/9 global economic crisis, everythingchanged and business schools worldwidestarted recognising its value,” says Prof Staude.

“Rhodes Business School is proud to be aforerunner of this approach and we continue toresearch and pursue the ever-expanding fieldof doing business sustainably, which is vital toeconomic growth and survival throughout theworld today.”


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Traditionally it has been presumed that moststudents and their families must self-fund thecosts of postgraduate studies. However, inconsideration of the rising costs of the MBAand Postgraduate Diploma in EnterpriseManagement (PDEM) programmes, RhodesBusiness School recognises that it is a majorobstacle for many prospective students.

Towards addressing this, Rhodes BusinessSchool’s specialist tax Professor Matthew Lesterhas explored how employers can be encouragedto play an active role in the financing of graduateemployees who wishes to pursue higherqualifications. With a focus on transformation,this offers considerable benefit to employersand employees.

“Transformation starts withmaking the learning programmesof Rhodes Business Schoolaccessible to all deservingstudents,” he explains. “The needfor meaningful financial supportfor prospective students is goingto become ever more acute inthe future.”

“Several attractive financing options with taxbenefits and government subsidies areaccessible to employers,” adds Prof Lester,who, on behalf of Rhodes Business School,advises businesses how to put these in place.

“Transformation in postgraduate businesseducation at Rhodes Business School is allabout a four-point partnership between theuniversity, government, the employer and theemployee for the collective benefit of all.”

Professor Matthew Lester,Tax Specialist,


Transformation infunding


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STUDENTPersonal Advancement

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ResponsibleLeadership &Governance

Business &Moral Case forSustainability

ThoughtLeadership &

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4 Point PartnershipStudent - University - Employer - Government

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Rhodes Business School’s academic staff-members (full-time and visiting) are specialistsin Leadership for Sustainability, integratedthinking based on the 4 E Model, and relatedfields.

Professor Owen Skae has proactively developedRhodes Business School in this direction overthe past five years, with strong input from globalbusiness leaders and visiting professors.

Rhodes Business School hasproven experience in leadingbusiness and industry sectors,namely the automotive, banking,energy, oil & gas, retail, wastemanagement and pharmaceuticalsectors, as well as in governmentand the Sector Education andTraining Authorities (SETA).

Rhodes Business School is on an excitinggrowth curve, attracting new thinkers whounderstand that ethical leadership andsustainability is no longer a nice-to-have tagline,it is the foundation of successful business today.

Rhodes Business School Team


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A rich cross-pollination

Rhodes Business School is part of the Facultyof Commerce at Rhodes University. It is subjectto the rules and governance of the Faculty.

In 2015, I am proud to say, Rhodes BusinessSchool is more firmly embedded in RhodesUniversity’s academic programme than everbefore. The AMBA accreditation of our flagshipMBA programme this year, helped to consolidatethis.

The AMBA accreditation process requiresvigorous self-reflection and restructuring, whichproved a hugely valuable exercise in refining whowe are, what we offer, and our vision, not onlyfor the MBA programme but also for the wholeof Rhodes Business School.

A substantial variety of courses

After 15 years of operation we now offer a greatvariety of courses, diplomas and degrees,including executive short courses, full-time and

part-time Post Graduate Diploma in EnterpriseManagement (PDEM), and our MBA and Doctoraldegrees. New postgraduate diplomas in BusinessAnalysis and Advancement and ResourceMobilisation are in the pipeline.

All of these have been conceived to equip ourstudents with relevant, best-practicequalifications. They also serve as stepping-stonesin the National Qualifications Framework (NQF)as students progress from postgraduate diplomasto the MBA to a PhD. This is perfectly alignedwith Rhodes University’s positioning as a leadingpostgraduate and research-intensive institution.

Growth in student and graduate numbers

We are extremely pleased with the growth in thenumber of students enrolling for an MBA or PhDat Rhodes Business School. We are equallypleased with the growth in the number of studentsgraduating each year.

Message from the Chair of Rhodes BusinessSchool’s Board of ManagementProfessor Dave Sewry, Dean of Commerce


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In 2014 Rhodes Business Schoolhad 18 graduates from its flagshipMBA. In 2015 we had 21 MBAgraduates and 26 PDEMgraduates. Our 2015 enrolmentsinclude 4 PhD students, 29 MBAstudents and 33 PDEM students.

Over the next decade our aim is to triple ourMBA graduate numbers to 60 or more per year;to double our PhD numbers and grow ourpostgraduate diploma graduates to 75 per year.

Lecturing staff from the various departments inthe Faculty, contribute significantly to the teachingprogramme of the School. This integration resultsin a rich cross-pollination of lecturers betweenthe School and in the Commerce Faculty.

Highly specialised experts

Students receive the input from lecturers whoare highly specialised experts in their field,including Information Systems, Accounting,Economics, Management, OrganisationalPsychology and Statistics - who also superviseor co-supervise the research projects of RhodesBusiness School MBA or PhD students.

Rhodes Business School is highly research-active and we are constantly working on findinganswers to a wide range of pressing, appliedresearch questions and requirements emanatingfrom organisations and society in South Africa.

Rhodes Business School students greatly benefitfrom the scholarly environment and excellentfacilities on campus. Whether they come hereto study full-time or for their block visits, ourstudents frequently comment on the ease withwhich they are able to immerse themselves intheir studies here.

The collegiality of smaller classes

Being a small university the students benefitfrom the personalised attention they receive fromtheir lecturers, and from the collegiality of smallerclasses. On campus they interact and networkwith peers from South Africa, Africa and the restof the world.

In turn, Rhodes Business School enriches theUniversity and the lecturing experience of ouracademics. They thrive on the engagement withBusiness School students, many of whom haveexperience in business, government and otherorganisations, and who bring to the classroomtheir on-the-ground business insights and views.They also have their own expectations of howthey would like to be educated or how they seeeducation.

Deep-thinking, ethical human beings

Many of them choose Rhodes Business Schoolbecause of our emphasis on Leadership forSustainability which, in today's world has becomea leadership imperative in every part of our lives.

Rhodes Business School is a widely recognisedpioneer of the sustainability approach. Our aimis to produce graduates who go out into theworld as deep-thinking, ethical human beingswith a strong culture of sustainability in all itsforms.


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Professor Hugo Nel has lectured on the MBAprogramme for the past 15 years, and was verymuch an integral part of the start-up of the thenRhodes Investec Business School.

“I well remember the decisions atFaculty and Senate level as towhether Rhodes University shouldhave a business school,’ he says.“The argument in favour was thatit would be a strong complementto the Commerce Faculty’sofferings as it would bring a more‘business-applied’ or directly‘business connected’component.”

Another aspect in the business school’s favour,he adds, is that it was felt that Rhodes’geographic location would offer students theideal atmosphere and space where industry andacademia could meet, away from their workenvironment.

Where the creative juices flow

“It complemented the trend for brainstormingsessions and strategic workshops to be heldaway from the work environment where thecreative juices could flow. This trend has grown

from strength to strength at Rhodes BusinessSchool, where 15 years later, our MBA studentsfrequently comment on the creative boost theyexperience during the block sessions inGrahamstown.”

Prof Nel says it is extremely gratifying to haveexperienced the growth of Rhodes BusinessSchool and to have grown with the School.

A macro economic specialist, he explains:“Macroeconomics is very much part of strategicdecision-making and problem-solving in abusiness setting,” he continues. “It has beenhighly rewarding to teach macroeconomics in amore applied way to the MBA students as theyare from a wide range of private and publicsectors, and they bring the practical challengesthey are facing into the classroom.”

Economic sustainability from the macroperspective

Economic sustainability from the macroperspective (i.e. the economics of the countryas a whole) has been increasingly emphasisedover the past couple of years. Prof Nel looks ata number of key issues in this regard, such asissues around energy production, renewable andnon-renewable resources in energy productionand new forms of energy.

With globalisation the world has become asmaller place

“This alerts all companies and all countries thatthey have to reduce their carbon footprint andbecome less reliant on carbon-heavy sourcesof energy. If they don't do this, it will cost them.It's all about taking the bigger picture into accountbecause with globalisation the world has becomea smaller place.

The Macro PerspectiveProfessor Hugo NelEconomics and Economic History, Faculty of Commerce


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“Environmental Economics is the application ofeconomic theory to the understanding- andmanagement of the environment,” says ProfessorJen Snowball.

She and Professor Geoff Antrobus, also fromRhodes University’s Department of Economics,have taught this subject to Rhodes BusinessSchool MBA students and as a short courseoffering since 2005.

“It’s about carefully consideringall the costs and benefits of theinteraction between humans andthe environment before takingdecisions,” explains Prof Snowballwho specialises in the valuationof non-market goods, such asnational parks, ecosystem servicesor the carbon sequestration of theindigenous Eastern Cape plantknown as spekboom.

Students on her course include people workingdirectly in the financing of natural resourcemanagement, such as in water managementand national parks.

“Environmental Economics is not offered at manybusiness schools, but Rhodes Business Schoolregards it as an important area within itsLeadership for Sustainability focus,” continuesProf Snowball who has witnessed the Schoolgrow organically into the successful, sustainable“animal” it is today.

Environmental Economics for SustainabilityProfessor Jen SnowballEnvironmental Economics


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Professor Owen Skae

Director of the Rhodes Business SchoolMCom (Rhodes), MBA (Durham University)

Professor Owen Skae has been the Directorof Rhodes Business School since January2010.

He studied at Rhodes University from 1983to 1988, where he completed hisundergraduate studies and read for an MComin the Department of Management.Immediately thereafter he read for an MBAdegree at Durham University in England.

He returned to his alma mater after extensivelocal and international experience in theconsulting arena, the private sector andacademia.

His areas of interest are strategicmanagement, managerial accounting andfinance and he also has a strong researchbackground in business linkages and smallbusiness development.

Professor Noel PearsePhD (Rhodes); MSocSci (UCT)

Prof Noel Pearse lectures primarily in thefields of Leadership, People Management,and Research. His research interests are inthe areas of leadership and its development,voluntary organisations, managementeducation, and organisational change.

He is a registered Industrial Psychologist withthe Professional Board of Psychology of theHealth Professions Council of South Africa.

“Engaging in the transformativejourney towards sustainability andengaged citizenship requires a newkind of leadership. The success ofleaders going forward will bemeasured not only on effectivenesscriteria, but increasingly on the ethicsthey display when exercisingleadership,” says Prof Pearse.

A focal area of his teaching and research isleadership development in South Africa,including how to develop responsible leaderswho serve their employers.

To this end, Prof Pearse is a regular presenterof research papers at internationalconferences, and an active researcher instrategic and servant leadership.

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Professor Matthew LesterBCom CTA (Rhodes); HDipTax (Wits);CA (SA)

Professor Matthew Lester lectures primarilyin the fields of taxation and financialmanagement. He is widely acknowledged asone of the foremost tax experts in SouthAfrica.

In July 2013 the Minister of Finance appointedProf Lester to the Davis Tax Committee. TheCommittee, chaired by Judge Dennis Davis,is currently investigating various aspects ofthe South African Tax system pursuant toachieving the objectives of the NationalDevelopment Plan.

Prof Lester is widely published in themainstream media. His writing also appearson www.criticalthought.co.za - RhodesBusiness School’s thought leadership site onIntegrated Society, Engaged Business andResponsible Leadership.

“As part of the way forward for educationin South Africa, we are looking atdeveloping digital educational offerings,including Apps,” says Prof Lester.

“These will cover a range of subjects,including those in which manyundergraduate students tend to struggle,notably Commercial Law andEnvironmental Law. These Apps would

ideally be free to all students.”

“Other Apps we would like to develop forcompanies include one on IntegratedFinancial Reporting. Directors ofcompanies need to continuously educateand update themselves, and this will servethis function.

Prof Lester believes that in ten year’stime education will predominantly bedigital and book-less, with classesand lectures given on the internet;something he already does.

“Rhodes Business School, as an innovativeleader, is constantly looking ahead to fill thegreat void in education and to growLeadership for Sustainability in South Africa,”he says.


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Ms Leticia GreylingMSc (RAU); MSc (UCT); MBA (RhodesBusiness School)

Prior to joining Rhodes Business SchoolMs Leticia Greyling was NationalEnvironmental Manager within the Legal, Risk& Compliance Portfolio at Transnet NationalPorts Authority’s head office.

Ms Greyling leads the efforts aroundsustainability integration within the schooland coordinates the Sustainability Cluster ofspecialised subjects. These include ClimateChange for Business, EnvironmentalEconomics, Sustainability Law, and Principlesof Sustainability.

“Rhodes Business School is a memberof the Globally Responsible LeadershipInitiative (GRLI) (www.grli.org) - aninternational think and do tank betweenbusiness schools and business thatfocuses on how to improve managementeducation worldwide, and how to generatethe next generation of responsibleleaders,” Ms Greyling explains.

“Rhodes Business School is also amember of the Principles for ResponsibleManagement Education (PRME) initiative(www.unprme.org). Launched at the 2007UN Global Compact Leaders Summit inGeneva, it is the first organised relationship

between the United Nations and businessschools. The mission of PRME is to inspireand champion responsible managementeducation, research and thoughtleadership globally.

Rhodes Business School participated inthe development of local content for theinternational Sustainability Literacy Test(www.sustainabilitytest.org). The schoolthen facilitated the adoption of this testfor Rhodes University as a whole (the firstin South Africa), and the business school’sstudents were the first to undertake thetest in the country. This is being rolledout across the university and the country.”

“All these sustainability-related effortsand initiatives speak directly to ourpassion and commitment forteaching, learning, research andengagement around our 4E-principles,” says Ms Greyling.


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Mr Kevin RaffertyBSc (Wits); MBA (Rhodes Business School)

Mr Kevin Rafferty’s teaching focus isLeadership and Knowledge Management.Previously he spent seven years lecturing inthe Department of Information Systems atRhodes.

Mr Rafferty facilitates numerous workshopsand executive short courses on leadershipdevelopment for the School's businesspartners and is currently partnering withDaimler South East Asia to facilitate theirSCORE Leadership programme for their Level5 managers. He leads workshops in India,Singapore, Malaysia, Vietnam, Thailand andAustralia.

“We specialise in a range of custom-designedmanagement programmes for differentindustries, and we have longstandingrelationships with several companies,” saysMr Rafferty.

“We develop and teach managementprogrammes for their teams at alllevels. It is these hands-onprogrammes that keep us pluggedinto industry’s needs and at the sametime they plug into our Leadershipfor Sustainability culture. As a teacherit’s very satisfying when youexperience people shifting in theirthinking.”


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Mr Jos WelmanM Com (PU for CHE)

Mr Jos Welman is the Post Graduate Diplomain Enterprise Management (PDEM)coordinator.

Areas of interest are Strategic Management,Entrepreneurship and Financial Management.For 8 years prior to joining the RhodesBusiness School he was Director of theRhodes Centre for Entrepreneurship.

“I think the 4E approach is a brilliantmodel of new thinking and weintegrate it into all our subjects in thePDEM, which is an NQF Level 8qualification - the equivalent of anHonours Degree. A number of ourstudents have gone on to do theirMBAs,” says Mr Welman.

“Rhodes Business School teaches studentsabout being caring citizens, and we live whatwe teach. We go beyond campus and run‘Think Like An Entrepreneur’ small businessentrepreneurial skills workshops in acommunity centre in Grahamstown East. Theso-called ‘unbankable people’ - people whocannot get loans from banks - attend theseworkshops - and we guide them in startingup businesses.”

Rhodes Business SchoolSupport Staff

Office ManagerMs Nicole Craig is the Office Manager atRhodes Business School.

Finance and Administrative OfficerMr Lindile Mata is responsible for the financialadministrative processes and assists withacademic administration.

Administrative AssistantMs Aviwe Petsha assists with theadministration of all MBA modules and shortcourses. She is the website manager andfront-of-house in the Administration office.


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Rhodes Business School is proud of thedemographics and diversity of its students andgraduates, the majority being black and womenstudents, with women comprising 41% of thestudent population.

This is in line with RhodesUniversity’s emphasis on growingthe skills of all South Africans andon growing the next generationof black and womenpostgraduates and academics atRhodes and for South Africa.

There is high diversity in the MBA student profileat Rhodes Business School - in career,nationality, origin and culture. Students includemedical doctors, lawyers, pharmacists,

engineers, managers and administrators fromthe public sector, entrepreneurs.

The South African students are from across thesocio-economic spectrum, while theinternational students are from a growingnumber of countries in Africa and the rest ofthe world.

Rhodes Business School will increasingly betargeting students from BRICS countries whowish to attend a leading, English-speakingbusiness school with a strong scholarlyfoundation in the Southern Hemisphere.

Students and Graduatesof Rhodes Business School


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“When I started my MBA at Rhodes BusinessSchool, I dismissed the whole concept ofsustainability as hugging trees. I came to realisethat sustainability determines not only theprofitability but also the survival of yourbusiness,” says Dr Chuka Onaga whocompleted his MBA in 2.5 years while workingfull-time as a medical doctor and as the ActingChief Medical Offer, followed by Head of ClinicalManagement at Settler’s Hospital, a publicprivate hospital in Grahamstown.

He graduated with distinction in 2015.

Having qualified as a medical doctor at theUniversity of Nigeria in 2003 he moved to SouthAfrica on the recommendation of a fellowNigerian doctor who was working here.

Good opportunities in the public healthsystem

He described South Africa as a beautiful countrywith wonderful people and good opportunitiesin the public health system.

“I came here in 2006, first working at a hospitalin Mount Frere in the Eastern Cape and thentransferring to Settler’s Hospital in Grahamstownin order to enroll for my MBA at RhodesBusiness School, which I started in 2012. I aminterested in public health and wanted to do aformal degree in management to increase myknowledge base and my financial andmanagement skills,” says Dr Onaga who choseRhodes Business School because of its modularMBA.

“It accommodated my heavywork schedule and I could applywhat I was learning in myworkplace,” he explains.

“The Rhodes Business School MBA met all myexpectations in many different ways. Itsignificantly enhanced my performancemanagement, marketing and financial skills, ithelped me to become a better person in termsof developing my people skills, it enhanced mybelief in my ability, and it opened my mind tosustainable, integrated management.”

Staff sustainability

“The Bible talks about talents in a monetarysense, but I have learnt that our employees areour talents. In line with staff sustainability, I haveintroduced staff recruitment, retention,motivation and talent management initiativesat the hospital.

When I took over took over the Clinical servicesof Settler’s Hospital in Grahamstown in August2013 as Acting Chief Medical Officer, the hospitalwas seeking to fill several vacancies for doctors.

We managed to fill those posts in a relativelyshort period and I attribute this to my MBA fromRhodes Business School. It empowered me tomarket the institution, attract additional goodstaff and to deeply understand what it meansto lead,” says Dr Onaga who was appointed asthe Head Clinical Manager at Settler’s Hospitalon the 1st February 2014. “For me the wholeMBA was a wow factor.”

A wow factor that hasnothing to do with

hugging trees

MBAGraduates


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Working full-time as a CEO,giving birth to twins and excellingat her MBA

“I started my MBA at Rhodes Business Schoolin 2010 after I had already been working for fiveyears. This was particularly advantageous forme as I could directly apply what we werelearning,” says Ms Leonie Richter who has anHonours Degree in Actuarial Science from theUniversity of the Free State.

She is the Chief Executive Officer (CEO) of TMSResearch, a market research and consultancyfirm within the national Genex Group. She headsup the Queenstown office in the Eastern Cape,which she opened as she wanted to live in herhometown.

Not a city girl

“I’m not a city girl, I’m a home girl. The wonderfulthing about business to day is that with theright skills you can pretty much base yourselfanywhere.”

Ms Richter chose to do her MBA at Rhodesbecause she needed to attend a business schoolthat has Council on Higher Education (CHE)Accreditation and that is situated in her homeprovince.

“The block MBA also appealedto me as I needed to continuerunning my business inQueenstown, and I was recentlymarried.”

I gave birth to twins in my final year

Most people say that you shouldn’t get marriedor have kids while doing your MBA. She didboth, and gave birth to twins in her final year.

“They say things work out as they are supposedto, and I suppose they did, because weemployed someone to help me with the babiesand I was able to complete my MBA while onmaternity leave,” says Ms Richter whograduated with distinction in 2013. At the timeshe was the Chief Operating Officer of TMSResearch, and has since become the CEO. HerMBA greatly assisted her in making this move.

The great leveler

Ms Richter says she enjoyed the “great leveler”aspect of the MBA: “We had all sorts ofinteresting people in our class, including thePresident of Siemens Afghanistan. Thewonderful thing about the MBA is that no matterwho you are in the world, in the classroom youare all just students learning together.”

Brilliant lectures

“In addition to the full-time lecturers, we hadlectures from business leaders like ProfessorReuel Khoza. They made the classes fun anddrove home the subjects in a memorable way.”

Regarding her time in Grahamstown where MBAstudents stay during their block visits, she says:“I had always imagined it was a stuffy old town,but I was pleasantly surprised. I loved it - it’seasy to get around, there are plenty ofaccommodation options and because the townis small, our class members got to know eachother after hours at legendary Grahamstownhaunts like the Rat and Parrot.”

An imperative, not an option

Looking back on her MBA, Ms Richter says itopened her eyes to sustainability: “It is glossedover by many businesses but I think RhodesBusiness School is visionary in this regard. Inthe near future, sustainability and integratedbusiness processes are going to become animperative, not an option.”

In the classroom you are all juststudents learning together


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In 2009 Ms Tara Midgley graduated with anMSc in Marine Biology from the Department ofZoology and Entomology at Rhodes University.In 2010 she enrolled for her MBA with RhodesBusiness School, and graduated in 2013.

“There weren’t the kind of jobsin my field that I wanted to pursuewhen I completed my MSc, sowhen a position in academicpublishing fell into my lap at acompany in Grahamstown calledNISC, I took it,” explains MsMidgley.

“I thought it would be a stopgap but I foundthat I really enjoyed it and was soon promotedto a management position. That’s when Idecided to do my MBA so that I could betterunderstand budgets and acquire the necessarybusiness skills.”

She needed to be in Grahamstown at the timeas her husband, Dr John Midgley, was busycompleting his PhD. As things turned out, theywere both offered positions in Grahamstown.Dr Midgley is now the curator of the Departmentof Arachnology and Entomology at the AlbanyMuseum in Grahamstown. They have chosento settle here and start a family.

Surprises and strategic decisions

Life is a combination of surprises and strategicdecisions, and Ms Midgley says this definitivelydescribes her MBA.

“It was a complete eye-opener, I really enjoyedacquiring business skills, and I was pleasantlysurprised that it was completely in line with myapproach to the world as someone with anecological sciences background," she says.

"The sustainability focus of Rhodes BusinessSchool is extremely important because if wedon't look at business as integral to the broaderenvironment, we are facing disaster. Businessand life is about so much more than how tomake a whole lot of money."

Life is about so much more


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Mr Tebogo Letsitsi is an MBA and PDEMgraduate of Rhodes Business School. He alsohas a BSc from Rhodes University. Today, heis the Primary Care Product Manager at DrReddy’s Laboratories, a leading pharmacompany based in Sandton.

“I did my PDEM in 1996, the yearafter I completed my BSc atRhodes where I secured abursary to study. I then workedfor 14 years before doing myMBA at Rhodes BusinessSchool,” says Mr Letsitsi who hasalways regarded himself as “anentrepreneur at heart”.

Fell in love with marketing and strategicmanagement

“That is why I did the PDEM, and that is whereI fell in love with marketing and strategicmanagement, largely influenced by ProfessorGavin Staude,” he explains.

“What really appeals to me about this is theability to influence people’s choices in waysthat allow you use to use your creativity. It alsorevealed to me that it is possible to activelypursue entrepreneurial goals within the corporateenvironment.”

His first position was with Charter Life in hishome city of Johannesburg, followed by ahandful of other marketing positions, includingfive years with Aspen, the largest pharmaceuticalmanufacturer in southern Africa. From here hejoined Dr Reddy’s in 2012.

Sustainability is core

“Sustainability is core to our business practice- from the work-home life balance we promoteto our maternity leave policies to our productioncentre in India, which is working towards a zerocarbon emission rating,” he explains.

“As a nature lover it is extremely important tome that we focus on sustainable processes,particularly in the pharmaceutical industry, whichhas a significant impact on the environment.The fact that Rhodes Business School’s mottois Leadership for Sustainability is why I choseto do my MBA here.”

“Sustainability is taken extremely seriously bythe business world in Europe and other partsof the world, while Africa is lagging in this. Weneed to start catching up fast, business bybusiness, and I am making sure I play my partin this.”

Africa needs to catch up onsustainability


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“You get to the stage in yourcareer where you need tocompete for senior positions forwhich most people have aMaster’s degree,” says Mr GarethDavies who has a BCom degreefrom Rhodes University and whograduated with distinction in 2004from Rhodes Business School’sfirst MBA class of 25 students.

Today he is the Regional Head, Gauteng East,FNB Business, managing the full spectrum ofbusiness - from start-ups to companies with aturnover of R6billion.

“A good MBA definitely gives you moreconfidence and credibility, and while thesustainability focus wasn’t a strong focus forme before I did my MBA, it opened my eyes asto how important it is to understand the impactof business on communities and theenvironment while driving the bottom line.”

The exposure to new knowledge was a highlightof the degree for Mr Davies:

“It reminded me how important it is to keep onlearning throughout life,” he says. “I first learntthis from a boss who enrolled for a BA inPsychology at the age of 60. I started my MBAa bit earlier, at the age of 41, and while I wouldsay it is probably preferable to do your MBA inyour thirties, a far more important factor thanage is to make sure that you enroll for the MBAwhen you have several years of managementexperience behind you. This way you can reallyparticipate in the class and grow as anindividual.”

Keep on learningthrough life


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“My MBA from Rhodes Business School has aspecial place in my life. I always wanted to dograduate studies and I now enjoy the satisfactionof having accomplished this,” says Mr SanjayRaja, founder and Managing Director of Zanlink,the leading internet service provider in Zanzibaron the east coast of Africa, where he is based.

Rhodes University was his first experience oftertiary education, as he did not have theopportunity to study for an undergraduatedegree. Instead, he attained distance-learningdiplomas, which, together with his businessexperience, qualified him to enroll for the MBAin which he excelled. He was the top studentin his class, graduating with distinction in 2012.

“I want to emphasise that what Iachieved is testimony to thequality of Rhodes BusinessSchool. I am also very proud thatAMBA has accredited the MBAprogramme, but at the same timeI was not surprised, as the effortsand ambitions of Professor OwenSkae and his team were destinedto take the business school toeven greater heights.”

My achievement is also my wife’sachievement

“I want to add that my achievement of the MBAis also my wife Mansi’s achievement as shehelped me to achieve this through her incrediblesupport. She made my dream her dream andI am so grateful to her.”

“I cannot take off lengthy periods of time frommy work, but the short visits to attend classesin Grahamstown, which I loved, were achievableand invaluable,” he says.

“I immediately started raising awarenessamongst my team members about the need forsustainability in all its forms in our business anddaily lives. An initiative that I introducedstraightaway was the transition to a paperlessoffice,” he explains.

Reducing waste and enhancing efficiency

To reduce waste and enhance efficiency, Zanlinkdeveloped a Management Information System(MIS) to record and retrieve information faster,saving time, effort and cost. “It has reducedour fuel consumption by 30%, as the MIS hasa module that allows us to resolve most of ourclients’ internet problems remotely now,” MrRaja explains.

Another sustainability initiative they are rollingout is a fibre optic network in Zanzibar, whichis based on GPON ‘green technology’, whichreduces power usage.

“These and other initiatives we haveimplemented have helped Zanlink to becomea leaner, more efficient, more sustainableoperation,” adds Mr Raja who strongly believesthat the internet is both the product ofglobalisation and a catalyst for globalization:

“Internet technology has made it possible forbusinesses to expand beyond their borders anddevelop various business opportunities withoutnecessarily having a physical presence in othercountries.”

Keeping everyoneconnected


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“Graduating with my MBA from RhodesBusiness School was one of the definingmoments in my life,” says the President ofSiemens Afghanistan, Mr Raaz Hassan, whograduated with distinction in 2015.

He chose Rhodes Business School because ofits focus on ethics and sustainability. He alsowanted to study in South Africa as he greatlyadmired Nelson Mandela.

“Rhodes University’s motto vis, virtus, veritas(strength, courage, truth) appealed to me, as Istrongly believe that knowledge empowers uswith the strength and courage to speak thetruth,” says Mr Hassan.

He says that what greatly saddens him is thata whole generation of Afghans have missed outon a quality education as a result of the countryhaving been at war for 30 years.

Civil war took everything

“War took everything from us, our academicinstitutions, our businesses, our infrastructureand our people - millions of Afghans, includingmy family, fled into exile,” explains Mr Hassan.

“It was a very hard existence in the refugeecamps but my parents still insisted that mysiblings and I studied and attended school, forwhich I am eternally grateful. This, and theirlove, kept us going and kept us together.”

Returning to Kabul

With the establishment of a democraticgovernment in Afghanistan in late 2001, manyof those in exile started returning home,including Mr Hassan who returned to Kabul in2002.

In 2003 he joined Siemens, which had justresumed its business operations in Afghanistan

after a hiatus from 1977 to 2003.

At the age of 29 he became President

Proving himself to be an outstanding youngbusinessperson with entrepreneurial flair, hewas put in charge of rolling out new business.Within three years he was promoted to Vice-President of Siemens, Afghanistan, and in late2009, at the age of 29, he was chosen to leadthe organisation.

“I’m young to be president but I think that havinggrown up in exile, I’m twice my chronologicalage, and very accustomed to business andhard work.”

His work with Siemens has taken him to everypart of Afghanistan.

"I thoroughly enjoyed setting upthe GSM network - makingcommunication affordable toeveryone has been liberating formy people," he says.

Sustainable salaries

Siemens sponsored his MBA and he leads byexample from a base of ethics and sustainability.As part of this, he believes in sustainablesalaries:

“In my position this means a package that isgood enough for me to support my family, butnot to get super rich on it. I believe in livingsimply. It gives me pleasure to remain accessibleto my fellow staff members and to be part ofthe same community. My benchmark is to beable to live a life that I could carry on living evenif I was not the President of the company.”

Business leadership inAfghanistan


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Rhodes MBA graduate Mr Craig Andrew is aLieutenant of the Victorian Order (LVO). This isa gift of the Queen of England to those whohave notably assisted the royal family.

Mr Andrew’s award is for the work he did withPrince Philip and Prince Edward in his positionas Executive Director of DevelopmentInternationally for an international youthempowerment initiative called The Duke ofEdinburgh’s Award. In South Africa it is calledThe President’s Award, named after PresidentNelson Mandela.

“While I was doing my MBAthrough Rhodes BusinessSchool, and almost certainlybecause I was pursuing my MBA(he graduated in 2003), I waspromoted from Regional Director,Africa, to Executive Director ofDevelopment Internationally. Thismeant moving to London forseven years,” he explains.

Significant projects in Africa

During this time Mr Andrew grew the initiative’sfund from £1.5million to £4million and from 82countries to 137 countries. This includedsignificant projects in Africa with disadvantagedchildren between the ages of 15 and 25.

“It’s an outstanding programme wheredisadvantaged children work towards achievingThe President’s Award through a range ofsporting, skills development and expedition

challenges,” says Mr Andrew. “It’s a notableaccolade to have The Presiden’s Award on theirCVs, and it invariably gives these young peoplean advantage in job interviews.”

Today, Mr Andrew is the Director of Developmentat Kingswood College, a co-education privateschool in Grahamstown, which currently has760 learners from pre-primary to the post-matricbridging year.

He is heading up the 5-year programme leadingup the college’s 125th anniversary celebration,by which time they aim to raise R125million tosecure the financial sustainability of the college.This includes a pupil enrichment fund forbursaries, scholarships and communityengagement programmes.

I am very much an African

Mr Andrew explains his decision to return toSouth Africa to take up this post:

“Grahamstown and Rhodes University are ahuge part of me. I did my undergraduate degreehere, and ultimately my MBA, which equippedme with the confidence to step back, developa strategic bird’s eye view, and apply theknowledge that I gained.”

He says that until he did his MBA he had notrealised how many different types of leadersand leadership styles there are to driveorganisations forward.

Hope and belief in the youth

Mr Andrew has particular hope and belief in theyouth, and he regards the youth in South Africaas highly entrepreneurial in their thinking andable to work in a positive, proactive way.

Youth empowermentand leadership


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“In 2008 I arrived at Rhodes from Malawi to domy PhD. I was fortunate to be awarded a KelloggFoundation scholarship and I chose Rhodesbecause it has a very good reputation forresearch outputs and academic teachingstandards,” Dr MacDonald Kanyangale explains.

“From the outset I had a goodexperience. On arrival, mysupervisor, Professor NoelPearse, was there to welcomeme and show me around. Thebeauty of studying at a smalluniversity is the personalisedsupervision and goodrelationships you develop withyour supervisor and all the staffmembers in the School.”

SME business leaders

“I did my PhD on how SME business leadersstrategise and survive in favourable andunfavourable economic times,” says DrKanyangale who, on graduating, was offered alectureship at Rhodes Business School, wherehe took up his post as a senior lecturer from2011 to 2015.

Dr Kanyangale is a Chartered Marketer andmember of the Chartered Institute of Marketingof the United Kingdom.

“How you manage your activities, your people,your costs; how and where you source theinputs for your business – these are all crucialissues today – and the Rhodes MBA standsout as a postgraduate degree that embracesthese issues and nurtures the types of managerswe need,” he says.

“It’s a major shift because when everything youare doing is viewed from a sustainability pointof view, then everything must change; not justthe outer layers of the business, the wholebusiness. This shift in thinking makes hugesense for the wellbeing of people, profit andthe planet. It should be second nature to us; itshould be like breathing fresh air.”

Personalised supervision

PhD Graduate


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“Rhodes Business School’s 15th anniversaryyear is my first year as President of the RhodesBusiness School Alumni Association. My goalis to upscale the engagement between RhodesBusiness School and its alumni,” says MarkBedser, National Self Service Channel Managerat Eskom who graduated with his MBA in 2013.

“I want to grow the networkedfamily of Rhodes graduates whocontribute to the mentorship ofcurrent students and thedevelopment of the curriculum.It is, after all, our school, and weall need to be part of its continuedsuccess going forward.”

Servant leadership

Mr Bedser is currently pursuing a PhD throughRhodes Business School on ‘Servant Leadershipand its relationship with the Quality of Worklife’.

The ethos of this approach is to lead with theheart of a servant by serving others from a placeof informed, humble and authentic behavior.

Bedser argues that Servant Leadershippromotes positive perceptions of the quality ofwork life experienced by employees, which inturn leads to sustainable, positive consequencesfor the organisation.

“Humility is a huge indicator of leadership,” hesays, adding that his MBA and PhD supervisor,

Professor Noel Pearse, is the embodiment ofthis. “He is a highly accomplished, exactingscholar with a wealth of knowledge insustainable leadership and changemanagement, and at the same time he remainsextremely humble. I greatly admire this.”

A driving force

Leadership for Sustainability could not be amore appropriate driving force for Mr Bedserin his position at Eskom. His team managesthe self-service, customer and digital channels;hence they are the ‘front office’ of the companyand at the frontline of crisis management whenthe generating fleet cannot meet the demand.

“My MBA and thesis on change managementhas helped me in so many ways to deal withthe crisis, which has turned the energy industryon its head” he explains.

Embrace change management

“The organisation has to embrace changemanagement at an unprecedented pace. Theformer bureaucratic, hierarchical organisationhas to become an agile, adaptable organisationthat is fast-tracking a range of energy productionplayers, including renewable energy andindependent power producers.”

He adds that there are many good, talentedpeople at Eskom who are working extremelyhard to turn things around. “It is a turning pointthat has forced Eskom and South Africa tosquarely face the reality of what leadership forsustainability is all about.”

Current Candidates

Servant leadership is sustainable leadership


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Demonstrating leadership by ensuring thatpeople issues are strategically and effectivelymanaged; being an employer of choice; drivingdiversity and transformation in the workplace... these are some of the qualities for which theCEO of Richards Bay Coal Terminal (RBCT), MsNosipho Siwisa-Damasane, was awarded theInstitute of People Management’s CEO of theYear Award in 2014.

She is currently studying for her MBA throughRhodes Business School at the same time asshe heads up RBCT - one of the leading exportcoal terminals in the world. It’s a 24-houroperation with a design capacity of 91milliontons per annum of coal for export per annum,and the potential to increase to 110 million tonsper annum.

She leads a team of 530 full-time employeesand 530 full-time contractors in this highlymechanised global entity.

The key pillars of sustainability

“In the coal logistics business it goes withoutsaying that we need to be highly conscious ofone of the key pillars of sustainability - theenvironment. At RBCT we are continuouslyworking on reducing our carbon footprint andenvironmental impact, as well as complyingwith environmental legislation,” Ms Siwisa-Damasane explains.

Another key pillar that is ofparamount importance to her is“the wellbeing of our people whocreate the efficiencies and positivenumbers, be it key performanceindicators or profits.”

HR support is part of a CEO’s portfolio

She is proactive about talent and managementdevelopment from within: “I believe in promotingpeople from within and making sure the issuesthey face are not simply an HR support function. In my view this is very much part of a CEO’sportfolio because it is critical to the success,morale and future of the organisation.”

In her business she has to be two decadesahead of the game in terms of capacity planningas RBCT’s expansion and port plans project 50years ahead.

Speaking of timelines, Ms Siwisa-Damasanetakes the opportunity to congratulate RhodesBusiness School on achieving AMBAaccreditation for its MBA programme in its 15thanniversary year.

“It’s a great achievement and the networkingopportunities that come with being part of bothRhodes Business School and AMBA areinvaluable,” she says. “In my own career, I havebeen mentored and influenced by a lot of peoplewho I have met through my studies, my travelsand in the work places I have served.”

She recognises talent

Her influence, in turn, has already extended toher MBA classmates where she recognisestalent. For example, she offered an acceleratedMBA student the opportunity to work at RBCTand introduced him to her network, which ledto a job offer with Anglo American.

“We need to share opportunities, especiallywith the youth, for the development of talent inour country,” says Ms Siwisa-Damasane. “Weneed to help them develop and rise to thechallenges of being in business today.”

People are paramount


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“The long and the short of it is that I did thePDEM in 2000 because I was looking for anexcuse to stay on at Rhodes University whereI did a BA in Journalism and Politics,” sayssatirist Mr Justin Nurse, founder and head ofLaugh it Off.

Laugh it Off is a satiricalmerchandise company he started15 years ago as a student, whichhas grown into a thriving CapeTown-based business with itsown printing facilities and a staffof 20. The company does brandconsulting and supplies a rangeof retail stores throughout SouthAfrica.

Mr Nurse first made headlines in 2005 when hewon a court battle against South AfricanBreweries after they objected to him printingthe words Black Labour, White Guilt using theBlack Label logo on a t-shirt sold by hiscompany.

Rhodes years were the best

“My Rhodes years were the best, and I wantedto extend my time there so I thought I’d acquiresome business acumen through the PDEM andat the same time sell more Laugh it Off t-shirtsand organise more sponsored student parties,which were doing well for me financially.”

Mr Nurse’s entrepreneurial imperative grew outof the need to cover his studies, and he saysthe PDEM course helped him to develop hisbusiness.

Reaping the harvest

“The whole idea of a 5-year business plan forentrepreneurial start-ups gave me a firm graspof the process and what to expect at each stage- from initially losing money to breaking evento reaping the harvest in year 5 and then re-planting again,” Mr Nurse explains.

He adds that PDEM coordinator, Mr JosWelman, had a significant impact on him:“He played a major role in fostering my beliefin myself as an entrepreneur.”

Believing I could be an entrepreneur

PDEM Graduates


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Doing exactly what shewants to do

“When I did my PDEM I knew I wanted to makemyself more marketable and I had a stronginterest in the development field but I wasn’tclear about what I wanted to do,” says MsBridgit Evans who completed her PDEM in1996, a year after graduating with a BA inPsychology from Rhodes University.

Today, she is the CEO of the SAB Foundation,and doing exactly what she wants to do - helpingdisadvantaged communities and newentrepreneurs get a foothold in the economy.

A different side of my brain

“What I really enjoyed about the PDEM is thatI started using a totally different side of my brainto my psychology studies,” she says.

“As part of PDEM course you start up your ownbusiness and our group started a second handclothing business called Impahla Zabantu,meaning ‘clothing for the people’. It ran at ahopeless loss mostly but we met someincredible people in the process, as we werebased at the taxi rank, alongside other micro-entrepreneurs who were selling everything fromchicken innards to wine for R1 a cup.”

Ms Evans says the Impahla Zabantu group hasstayed in contact and had a reunion in 2013,after 14 years.

“One of the members read out our final reportabout our clothes-selling venture. By the endof the year our profit was R100 each and enoughmoney for a party, but it gave us a good primarygrounding into the practical issues and pitfallsof being an entrepreneur.”

A critical solution to the problem of poverty

Entrepreneurialism, Ms Evans adds, “togetherwith education, has increasingly become acritical solution to the problem of poverty”.

Over the past decade she has worked with arange of NGOs, social entrepreneurs and socialinnovators, as well as in Corporate SocialInvestment.

“I have had huge exposure to what is happeningin development locally and internationally, andentrepreneurship is what interests me most.For many people it’s the difference betweenbeing able to feed their families and send theirchildren to school, or not.”

Creative about their lives

Entrepreneurship, she adds, encourages peopleto be creative about their lives and to come upwith ways of making money instead of waitingfor something to happen to them.

“There are so many wonderful stories, such asa life insurance company that offers life coverto people who are HIV positive. People on thisinsurance have to collect their ARVs everymonth and have their CD counts taken everyfour months.

“We need to see many moreentrepreneurs finding the nichemarkets and making adifference to their own andother people’s lives.”


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“I’m a big advocate of the PDEM.It was an absolute inflection pointfor me and I gained much-needed skills to make asuccessful transition into acorporate finance career,” saysMs Catherine Townshend, CEOof Endeavor South Africa.

After graduating with her BSc in Sports Scienceand Industrial Psychology at Rhodes in 1997,Ms Catherine Townshend was toying with doingher Honours in Industrial Psychology. “Butsomething was gnawing at me to pursue abusiness qualification and I decided on thePDEM,” she explains.

Boutique investment company

“I wasn’t an MBA or a CA but I was fortunateto be made a job offer in Joburg by Mr MikeBolton, a commercial attorney who had starteda boutique investment company called MikeBolton & Associates, which later became theChartwell Capital Group. Mike was anunbelievable mentor to me and he taught mehow to be an investment banker,” she continues.

After five years with Chartwell Capital she movedto Sasfin Bank’s corporate finance team to testher metal in a traditional firm and listed company.

From here she started entertaining the idea ofstarting her own business. “I’m really interestedin understanding the drivers of business and I

get a thrill out of engaging with people,” MsTownshend explains.

New direction fulfilled

Her new direction was fulfilled when she wasintroduced to Endeavor, a not-for-profitenvironment led on a pro bono basis by manyof the top business people in the world whohelp successful new entrepreneurs get to thenext level.

She joined Endeavor South Africa and wassubsequently appointed CEO in 2012.

Scale up entrepreneurial businesses

“We are sector agnostic and we work withentrepreneurs who have already achieved aminimum turnover of R15million per year.Through the partnership, businesses that wereemploying 50 to 100 people, scale up to employ100 to 500 people or more,” says MsTownshend, adding that 14% of scale-ups inSouth Africa produce 24% of jobs in SouthAfrica.

“The more effort we put into scale-ups the morejobs we create. And the beauty of those jobsis that if the company is well run, those jobsare sustainable and lead to more jobs,” saysMs Townshend who has been appointed to theKauffman Fellowship that focuses on capitalcreation in growth markets, and is the first SouthAfrican to be asked to join the 35 Kauffmanfellows worldwide.

An absolute inflection point


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“Part of my vision for RhodesBusiness School is that itproduces leaders who will havea remarkable impact in buildingorganisations with a strongsocial conscience. Leaders whowill embrace ethicalconsiderations in every decisionthey make. The stewardship ofthe future lies with them, andas custodians of this valuesystem, they will need to setthe standard and demonstratethe desired behaviour.”Ms Imogen Mkhize, Chairperson, Rhodes

Business School Board of Advisors


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“Before doing my PDEM my intention was topursue a career in international relations andinternational affairs. But now I feel my careeroptions are so much wider, that I am far moremarketable and that I should rather pursue acareer in the commercial field,” says MsChristine Kariuki from Nairobi, Kenya, whograduated with a BSc from the University ofCape Town in 2013 and enrolled for her PDEMat Rhodes Business School in 2014.

She found the PDEM course on RhodesBusiness School’s website, applied, wasaccepted and moved to Grahamstown.

A big move

“It was a big move for me to come here knowingno one,” she explains.

“Outside of Nairobi, Cape Town is my secondhome, but I made some good friends in myPDEM class. I was also a member of the EastAfrican Society at Rhodes and a global non-profit organisation called Enactus Rhodes, whichis all about community engagement. One of ourprojects, for example, helped to establish acommunity food garden in a local township.”

Regarding the PDEM, she says:“The diversity of the coursesoffered appealed to me and itwas so beneficial to put the theorywe learned into practice throughthe micro enterprises weconceived and ran during thecourse.”

Creative Enterprise

"Our group launched a business called CreativeEnterprise, which included a cleaning servicefor students living off campus, and a customisedt-shirt and tie business for student and academicbodies and societies.”

“Both performed well and the exercise taughtme to work in a group of diverse people. It gaveme the impetus to start my own business in thefuture; I’d like to have a management consultingbusiness.”

Widening your options

PDEM Graduates


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“I’m a born accountant but I was looking forsomething bigger where I could apply myselfto business in a whole lot of ways. This is whatI found in the PDEM,” says Ms Lynett Muvembiwho graduated with a BCom in Accountingfrom the University of Fort Hare.

Originally from Chinhoyi in Zimbabwe, she saysthe skills taught on the PDEM programme aresorely needed in her home country.

How much there is to learn

“People need the skills andknowledge to start up and run asuccessful business.Entrepreneurs and smallbusinesses are essential for alleconomies to thrive, and on thiscourse you start appreciating howmuch there is to learn aboutenterprise management.”

Ms Muvembi is from a family whose motto is‘Education is Empowerment’.

“My Mom, Loveness Muvembi, who is a nursein Zimbabwe, believes that the more you studythe more intellectual you become; and the moreintellectual you become the more your thinkingcapacity changes and the wiser you becomein decision-making,” she explains.

Hard work is part of sustainability

“Both my Mom and my Dad, CorneliusMuvembi, who is a manager at a cottonproduction company in Zimbabwe, believe inhard work, and this has rubbed off on me.”

“Hard work is part of sustainability,” shecontinues. “It’s about constantly working atimproving employee wellbeing, reducing yournegative environmental impact and increasingyour productivity and profit.”

Looking for something bigger


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Rhodes Business School offers a range ofcustom-designed executive short courses forthe public and private sector.

One of these is the Certificate in SustainableBusiness Analysis, which is addressing criticalgraduate employment and skills needs in SouthAfrica. The following feature published in thenational media in South Africa, says it all:

100% hiredRhodes Business Schooladdresses critical skills shortagein South Africa

“Much needed and critical skills in South Africaare being addressed through Rhodes BusinessSchool’s Certificate in Sustainable BusinessAnalysis. Selecting its intake from talented,historically disadvantaged South African

graduates, this programme produces exactlythe kind of high-quality Business Analysts thatStandard Bank and industry urgently requires.”

These are the words of Standard Bank CEO,Sim Tshabalala, following the announcementat the end of July 2014 that Standard Bankhired all 28 graduates from the 2013/14 SAPBanking Specialist Learnership.

The learnership is part of the six-month BusinessAnalysis programme offered by RhodesBusiness School. The programme was launchedin 2012 and this is the second intake ofgraduates on the programme, from whichStandard Bank has hired 100%.

400 graduates trained and employed

The programme has, to date, trainedapproximately 400 Business Analysts in SouthAfrica, who have taken up a range of specialist

CertificateProgrammes


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posts in banking and business throughout thecountry.

“Historically, South Africa hasrelied heavily on foreign nationalsto fulfill this vital role. BusinessAnalysts play an instrumental partin defining the ‘blueprints’ for ourfuture operations, identifyingbusiness improvements as wellas supporting IT initiatives,” saysTshabalala, a Rhodes BA LLBgraduate with an LLM from theUniversity of Notre Dame.

“Partnering with Rhodes Business Schoolacademics has proven to be a true win-winsituation and we have already made significantinroads into addressing the local businessanalysis skills shortage. This programme is oneof the most compelling reasons why I’m proudto be an Old Rhodian.”

Developing skilled graduates and addressingunemployment

Rhodes Business School, with its focus on‘leadership for sustainability’, is highly consciousof its role in South African society and its roleas a bridge from academia to the businesscommunity.

“We conceived this programme in partnershipwith business to achieve two key objectives:

to develop graduates in much needed skillsareas and to address the major unemploymentproblem in South Africa,” says Professor OwenSkae, Director of the Rhodes Business School.

“Our focus at Rhodes Business School is‘Leadership for Sustainability’ and thedevelopment of graduates to take their placein the economy is a very important part of this.”

Business Analyst Olwethu Mtirara

Mr Mtirara grew up in Qunu in the Eastern Capeand has a BA in Business Management andAnthropology from the University of the WesternCape:

“God has blessed me in so manyways in my short career. One ofthese blessings is the BusinessAnalysis course, which has givenme a great opportunity atStandard Bank, one of the biggestbanks on the continent, to furthermy skills and my knowledge as afully-fledged Business Analyst.”

“I love what I am doing and I would like toemhphasise that this course is doing a greatdeal to advance young black graduates in SouthAfrica. Some day I would like to reciprocate anduse my qualifications and experience to helpother young, aspiring graduates to becomeBusiness Analysts.”

Mr Sim Tshabalala

CEO, Standard Bank

Mr Olwethu Mtirara

Business Analyst, Standard Bank


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Rhodes Business School and Barifor

The Business Analysis Programme is apartnership between Rhodes Business Schooland Barifor, a business performance andconsulting services company.

The founder and CEO of Barifor, Mr Cedric Tyler,a Rhodes BCom alumnus, and a Visiting Fellowat Rhodes Business School, jointly developedthe programme with Professor Skae.

It is based on Mr Tyler’s ‘Business Genetics’approach, described in a book of that namewhich he co-authored with Stephen Baker whilstliving and working in the United States. Hereturned to South Africa three years ago.

“It’s all about developingconvergent and integratedapproaches to assist companiesin understanding how they operateand how to implement broad-scale, improved performanceacross the business,” Mr CedricTyler explains.

The 5 Ws Method

“Essentially what I’ve designed is a morecomplete, expanded approach to businessprocesses, based on a thorough ‘5 Ws’investigation method that analyses what the

bank or company requires: who does what,where, when and with which information.”

He and Prof Skae matched this method to theescalating pool of unemployed graduates. Theylooked at the economic impact of South Africanbanks hiring 300-400 foreign nationals per bankto do this work, and immediately recognisedwhere they could make a difference.

“It was an innovative and exciting opportunityfor us to take Cedric’s work that has had aprofound impact on business modeling andbusiness processes in leading United Statesorganisations, and jointly academise it for theSouth Africa context,” explains Prof Skae.

“In this regard, I must also acknowledge therole of my colleagues in the University, MrsLydia Palmer, Dr Karen Bradshaw and Mr ChrisUpfold who made significant contributions, twoof whom are Rhodes Business School alumni.”

Immediate appeal

The Business Analysis Programme immediatelyappealed to Standard Bank’s head of BusinessPerformance Improvement, Ian Weir, andStandard Bank’s head of Business Design andImplementation for Core Banking in South Africa,Wally Fisher.

Standard Bank is currently migrating from thelegacy system to SAP software in what iscurrently one of the largest banking SAPdeployments in the world. It needs large numberof astute business analysts to achieve this.

Mr Cedric Tyler

Founder and CEO, Barifor


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“Rhodes Business School offeredexactly what we wanted andneeded, and partnering on thisprogramme has been one of thebest decisions we have evermade,” says Mr Wally Fisher.

The growth of the graduates

“The growth of the learners on the learnershipis exceptional. In their first week they wereinsecure youngsters, full of worries and doubts.They have since matured into highlyprofessional, fully-fledged Business Analystsand Standard Bankers. Not only has thissupported a key business objective of ours, ithas helped people grow and find goodemployment, which flows back to their families,communities and the greater South Africancontext.”

Mr Weir, a Rhodes University BCom LLBgraduate with an MBA from Cranfield (UK) adds:“Countless tasks are executed by computersystems, staff and customers daily in banks.The challenge globally is around getting processright to ensure that customers consistently havea great experience despite the complexity ofthese tasks.”

“Put this together in the context of a bank likeStandard Bank, which processes 25%-30% ofthe money in the South African economy, andyou begin to understand the key importance of

the Business Analyst. This is the person whotranslates what business needs and a wantsinto a language that IT understands and canprecisely implement,” Mr Weir explains.

Save the banks tens of millions of rands

He adds that the Rhodes Business School isthe first in South Africa to deploy “the kind ofcomprehensive business analysis methodologythey require, that will save the bank tens ofmillions of rands.”

Standard Bank is the first major supporter ofthe Rhodes programme. Deloitte South Africaalso shared the vision and partnered withRhodes Business School and the financialservices Seta, FASSET, with the nationwidedelivery of the programme in 2012, 2013 and2015.

FASSET agreed to pay the learners’ fees forthe programme and to pay them a monthlystipend. Deloitte hosted the Rhodes BusinessSchool lecture sessions on their premises andlocated suitable host employers.

Prof Skae highlights the hugesignificance of the partnership inthe rolling out of the programme:“The opportunity to work withDeloitte, Barifor and havingFASSET as a funding partner,with the support of host

Mr Ian Weir

Head of Business Performance Improvement, Standard Bank


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employers like Standard Bank,confirmed how we can combineforces to grow our South Africantalent. Each party broughtsomething that each of us couldnot do alone, and the best partwas that it worked.”

Thousands applied for the FASSETprogramme

Each time a call was put out for graduates toapply for the programme, thousands appliedbut only 100 per year could be accommodatedacross the five centres - Johannesburg, Pretoria,Cape Town, Durban and Grahamstown.

The format was a combination of lectures duringthe first week of every month of the programme,followed by in-house learning at hostcompanies, where each learner was matchedwith a mentor for the full six months. Theprogramme sets out to ensure that learnersmaster technical, logical and holistic thinkingcombined with the interpersonal andcommunication skills. These are skills thatBusiness Analysts require.

The programme has substantially changed thelives for the better of all the learners who havecompleted the programme.

Other Clients and benefits

Rhodes Business School also successfullydelivered the programme at First National Bank,training two cohorts of Business Analysts in2012 and 2013 and at Standard Bank in 2013,2014 and 2015.

“What was exciting about the First NationalBank programme was that we were trainingtheir existing Business Analysts. What is excitingabout the Standard Bank programme is that itshows the commitment of the bank to developits own pipeline of talent. Their learners aretrained on SAP and become competent bankingprofessionals. This demonstrates the versatilityof this programme,” says Prof Skae. “Whetherwe are training novice or seasoned BusinessAnalysts, they all confirm the value of ourapproach.”


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Ms Bonolo Mosadi grew up in Itsoseng nearMafikeng, North West Province, and has aBCom from Rhodes University.

“I’m a thinker and I tend to over-analyse everything, which is whyI wanted to be a BusinessAnalyst. I had already gained workexperience in Business Analysisat the Department of Finance andat Absa when I was accepted onthe Rhodes programme, whichis brilliant.”

“My host company was the Auditor General ofSouth Africa where I had an outstanding mentor,Mr Merryck Webb, who is a senior business

process engineer. He was so generous with hisknowledge and his network, and he took meto senior stakeholder meetings so that I couldgain experience at this level.

I’m now a Manager: Business Process Analystat the Auditor General. I’m a single Mom to twobeautiful children and I have my own home andcar. I don’t have any trouble balancing workand mothering, as I have wonderful help. Lifefeels great and I am so thankful to RhodesUniversity and Rhodes Business School. I willdefinitely be sending my children there.”

Certificate in Sustainable BusinessAnalysis Graduates


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Mr Tebogo Rammutla grew up in Pretoria,Gauteng, and has a BA Business StudiesHonours through the CTI Education Group andthe University of Greenwich, UK.

“The work placement aspect ofthe course is critical. When I wasplaced with Standard Bank Ididn’t know how process driventhe business environment is, andI gained invaluable exposure tothe corporate environment. As aresult of this course I’m now in acareer at which I excel.”

“I’ve progressed from being a Process Mapperto a Process Engineer in the BusinessPerformance Improvement Division at StandardBank where I get to be involved in the end-to-end business improvement processes in SouthAfrica and other African countries.

While the hours are certainly long and it isdemanding work, I get a great deal ofsatisfaction from what I do. At the age of 26 Iwork between three countries and I have boughtmy own home. It’s a big responsibility but Iwould not have it any other way.”


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Mr Fhatuwani Netshifhefhe grew up in Vendaand has a National Diploma in IT BusinessInformatics from Tshwane University ofTechnology.

“There is a massive difference between a trainedBusiness Analyst graduate and someone whoacquires this skill on the job. South Africa wasshort of about 10 000 Business Analysts whenI was interviewed for this course in 2012, andaccepted as part of a group of 35.

Every first week of the month we would go toDeloitte in Pretoria for lectures, and the rest ofthe month we would apply what we had learntat our host companies - mine was Transunion.”

“The ‘5 Ws’ approach taught onthe course is a uniquemethodology that allows you tothoroughly interrogate,understand and improve onbusiness processes. This and allthe other techniques and skills towhich you are exposed on thecourse, definitely gives you theedge.”

“During my course I also had a wonderfulmentor, Mr Justin du Preez, at Transunion. Hetaught me that the differentiating factor forsuccess is ‘the passion in the person.

It’s humbling to look back where I was as ayoung man trying to find a job where I coulddo in-service training, to where I am today. I’mnow 25 and a Senior Business Analyst at theDepartment of Mineral Resources where I amhelping to streamline and improve variousbusiness processes. I’m also studying furtherin IT Informatics at Tshwane University ofTechnology, as my goal is to be an EnterpriseArchitect.”


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“At Rhodes Business School we are achievingrecord graduation rates and a growing numberof PhD graduates,” says Prof Skae. “We areextremely proud of our evolution over the past15 years and of the fact that we are equippinggraduates to fulfill their destiny in business andsociety.”

“Looking to the future, at RhodesBusiness School we areencouraging businesses to investin staff training and development,and to talk to us about how toembrace an integrated thinkingapproach. This is an inevitablerequirement for a sustainablefuture and it is also part of therevised BBBEE guidelinesrequirement,” says Prof Skae.

No extra cost to business

If properly structured, with tax input from RhodesBusiness School’s tax specialist, Prof MatthewLester, training and employee skills developmentneed not be an extra cost to business.

The overwhelming benefit is that withappropriately trained staff, businesses gainprecisely the kind of knowledge and skills theyneed in order to move into a positive, profitablefuture.

MBA enrolment requirements from 2016

Effective from January 2016, all businessschools will require students wishing to enrollfor an MBA (NQF Level 9), to have a minimumqualification of an NQF Level 8 either an Honoursdegree or a four-year Bachelors degree or aPost Graduate Diploma.

Responding to this, Rhodes Business Schoolis in the process of registering two additionalcourses, including:

The Future


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– The Post Graduate Diploma in BusinessAnalysis (PDBA); and

– The Post Graduate Diploma in Advancementand Resource Mobilisation (PDARM).

These will be available from January 2016 andwill be offered on a part-time, modular basis.

Improving business processes

The Postgraduate Diploma in Business Analysisbuilds on the success of the CertificateProgramme.

South Africa has a tremendous shortage ofskills at all levels in both the private and publicsector. This diploma contributes to the creationof a cohort of skilled graduates will significantlycontribute to the professionalisation of businessanalysts in South Africa..

The Advancement and Resource Mobilisationdiploma has been developed in partnershipwith Inyathelo to fund-raise and developpartnerships and resource mobilisation skills inhigher education and civil society institutions.This is achieved through skills developmentand advancement training aimed at buildingand managing external relationships with keystakeholders in order to attract support.

“At Rhodes Business School weare keenly aware that if we donot have a strong civil society,we do not have a sustainablesociety. We are constantlypursuing the knowledge andexperience required for this, anddeveloping it into an excitingacademic programme forprofessionals in the field ofadvancement,” says Prof Skae.

Key issues facing South Africa and the world

As an institution that is responsive to the keyissues facing South Africa, Rhodes BusinessSchool regularly holds workshops anddiscussions with input from invited specialistssuch as the Chairperson of the Davis TaxCommittee, Judge Dennis Davis, and leadingSouth African entrepreneur and philanthropist,Mr Herman Mashaba.

Topics range from how academic institutionscan contribute to a democratic society tounlocking youth potential and developing thenext generation of entrepreneurs.

“At Rhodes Business School we believe wehave an important role to play in thesustainability of our country and the greaterworld we share. We do not see ourselves as anivory tower institution; to the contrary we aredirectly engaged in skills development for thebetterment of all communities and allbusinesses. Our emphasis in the world weinhabit, as stressed from the outset, is abouthow you make your money today.”


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The Rhodes Business SchoolGraduate List

DEGREE OF DOCTOR OF PHILOSOPHY

2004MASON, Roger. An investigation into howmarketers cope with an environment of highcomplexity and turbulence, with specialreference to the South African environment.

2012KANYANGALE, MacDonald. Conveniencingthe family in agri-based processing enterprise:A grounded theory study of strategic leaders’cultural assumptions and strategising activities.

DEGREE OF MASTER OF BUSINESSADMINISTRATION

2004BOOI, Arthur. An empirical investigation of theextension of Service quality to measure internalservice quality in a motor vehicle manufacturingsetting.

DAVIES, Gareth. An empirical study of clientsatisfaction with service recovery within a SouthAfrican banking institution.

DZENGWA, Simphiwe. An appraisal of thedepartment of provincial and local government’smanagement and coordination of donorassistance programs to local government inSouth Africa.

FABRlCIUS, Karin. Trends and perceptions ofsustainability reporting and corporategovernance - a case study of Eskom.

GEYER, Karen. It was a brilliant time: Aninvestigation into the experiences of the foundergroup of the Directorate of Special Operations.

MACCOLL, Barry. Importance-performanceanalysis as a strategic tool for engineeringmanagement: the case of service qualityperceptions of electrical utility customers inSouth Africa.

MASHONGANYlKA, Oswald. The relationshipbetween job satisfaction and absenteeism: Astudy of the shop floor workers in a motor

manufacturing plant.

MONA, Nomkhita. An assessment of thecapability of the Eastern Cape Tourism Boardto cope with change.

NYOKA, Zanele. The impact of smart cards onthe economic behaviour of South African ruralpensioners.

PALMER, Lydia. An evaluation of “on-line”banking web sites in South Africa to determineessential design criteria.

VLOK, Daniel. An assessment of the knowledgeprocessing environment in an organisation - acase study.

2005ANDREW, Craig. Strategic leadership withinthe Duke of Edinburgh’s International AwardAssociation between 1988 and 2004.

FARREN, Sean. An evaluation of whether themanagement practices of four companies(representing the printing industry in Bulawayo,Zimbabwe) have affected their profitability andsuccess in the period 2003 - 2004.

GIBSON-TESSENDORF, Jacoba. Anexploration of the role of uniforms in embeddingand transmitting organisational culture.

KNIPE, Andrew. The development ofindependent contractors within the Working forWater programme over a twenty four monthperiod: a programme evaluation, WesternRegion, Eastern Cape.

LEFUTSO, David. A study of current andpotential future commuter transportationrequirements in Kagiso township.

MAKAPELA, Nobuntu. A critical evaluation ofthe preferential procurement strategy andenterprise development strategy of a majormotor manufacturer in the Eastern Cape.

NAIDOO, Desalin. A critical investigation ofplant organisation to improve the productionprocess of Mercedes-Benz commercial vehiclesin South Africa (January 2004 - September 2004).

SAMUEL, Glen. The relationship betweenleadership and intimal customer satisfaction


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within a motor manufacturing company inGauteng.

UPFOLD, Christopher. Dissertation: Aninvestigation of information security in smalland medium enterprises (SME’s) in the EasternCape.

WHITTINGTON-JONES, Alexandra. Thedevelopment and implementation of aperformance management system: a case study.

2006BENINGFIELD Perry. Leading strategic change.Driving the transformation the provision of legalservices to the Eastern Cape provincialgovernment.

FRANSE, Ricardo. The response of an originalequipment manufacturer to the motor industrydevelopment programme: A case study.

MAY, Jonathan. An understanding of corporatesocial investment within the context of the SappiForest Products Division in South Africa.

MQUQU, Harvest. A survey of customersatisfaction expectations and perceptions as ameasure of service quality in SANBS.

TABENI, Mvelo. The Impact of inboundlogistics activities on the operationalperformance of the postal services organisationin South Africa.

WILLIAMS, Quinton. Implementingperformance management at local governmentlevel in South Africa: A case study on the impactof organisational culture.

2007FERREIRA, Adrian. An exploration ofcontextual implications of sustainabledevelopment and its prevailing applications forSouth African mining industries - the balancedbottom line.

L’ANGE Iain Norman. An evaluation of theownership, value drivers and market responseto selected Black Economic Empowermentdeals in South Africa.

LONG, Allan. The relationship between

individual needs and the choice of incentiveschemes in the South African Breweries.

NGATIA, Samuel. The influence of Micro-Finance Institutions (MFis) on micro and smallenterprises (MSEs) in Kenya.

NGWADLA, Xolisa. An evaluation of buildingsustainability considerations in South Africa -A case of the SAIAB building.

NOMPULA, Thami. An exploratory survey ofthe factors that influence the retention ofknowledge workers at the National EnergyRegulator of South Africa.

NYENGANE, Hutton. The relationship betweenleadership style and employee commitment:An exploratory study in an electricity utility ofSouth Africa.

POTGIETER, Diane. Competitive strategiesand entry strategies of low cost airlineincumbent: 1Time airline.

RAFFERTY, Kevin. An investigation of theresponse of entities in the South African JSEICT sector to environmental sustainabilityreporting.

VENTERS, Bruce. Opportunities for eco-efficiency at Summerpride Foods Ltd - apineapple processing factory.

2008BLESKE, Adrian. The antecedents of customersatisfaction in a financial institution: A qualitativestudy.

CORNELIUS, Andre. The value of themiddleman in the supply chain of South Africantyre production.

LUKE, Gary. An assessment of the servicequality expectations and perceptions of thepatients of Awali Hospital in the Kingdom ofBahrain.

MDLOKOVI, Lulama. An evaluation of theprocess and impact of outsourcing InformationTechnology (IT) services by Eastern CapeTreasury Department (ECTD) to the StateInformation Technology Agency (SITA).

MNIKI, Claribel. An analysis of the


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implementation of sustainability principles inBuffalo City Municipality.

NGCELWANE, Mnikeli. A critical assessmentof performance management within topmanagement of Nelson Mandela BayMunicipality, and an approach of cascadingperformance management to all levels of staff

NYAMA, Cynthia. Investigating aspects ofcorporate citizenship on private game falls Thecase of Mtshelezi Game Reserve in MakanaMunicipality, Eastern Cape Province.

SCHEPERS, Deborah. An investigation intothe effect of corporate philanthropy on staffwellbeing at a small company in the SouthAfrican marketing industry.

STOLTZ, Tania. Action research on leadershipstyle and relationships in an East London lawfirm.

WILSON, Craig. Barriers and drivers to theimplementation of the “Clean DevelopmentMechanism” within the Nelson Mandela BayMunicipality: A case study.

2009FOURIE, Dawie. An examination of an incentivesystem to maximise performance in anautomobile manufacturing environment.

HELMUTH, Angelo. Economic diversificationof a mining town: A case study of Oranjemund.

KOYANA, Gwyneth. A case study of strategyimplementation at a major Eastern Capecomponent supplier company in the automotiveindustry.

MALULEKE, Yinywane. Evaluation of animplemented quality management system (QMS)at one of the South African governmentdepartments: Employee perceptions of theeffect of the QMS intervention.

MUNGONGE, Goliath. A case study of strategicleadership in the creation and development ofa privately owned newspaper in Zambia.

NOMPOZOLO, Nikiwe. The value of sharedcorporate services in improving patient care.

PETRUS, Henry. An investigation into causes

of success and failure of small businessessponsored by the Department of SocialDevelopment.

PITTORINO, Leonardo. The relationshipbetween culture, commitment and performancein a South African electricity utility.

QWESHA, Babalwa. Restructuring of the PortElizabeth hospital complex. A perspective fromthe planned management approach.

SAMKANGE, Tichaona. An evaluation of thebrand campus concept implemented atMercedes-Benz South Africa: A case study.

SAUNDERS, John. An assessment of therelationship between organisational climate andorganisational commitment within the ITdepartment of a telecommunications company.

WARD, Philip. The relationship betweeninnovation and leadership in First National Bankof South Africa.

WATKINS, Deidre. An assessment of theenvironmental compliance monitoring capacityof the Department of Minerals and Energy,Eastern Cape.

2010BANDA, Musale. A critical analysis of themanagement of climate change risk amongshort-term users in South Africa: Evidence fromcompany annual reports.

BOSCH, Colin. An evaluation of the quality ofservice delivery of the East London publictransport commuter rail service provider(operated by Metrorail).

BURGESS, Roberta. Goat production in theNorthern Cape. What are the impacts of farmertraining.

CHAMBERS, Tracy. The value of a RhodesUniversity degree and securing employment.

DUMA, Thobile. The relationship betweenleadership style and employee engagement inSasol Gas, South Africa.

JACOBS, Phillip. The identification andevaluation of key sustainable developmentindicators and the development of a conceptual


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decision-making model for capital investmentwithin Gold Fields Limited (GFL).

MATHURA, Vikash. The influence of strategicleadership in an organisation. A case studyEllerine Holdings Ltd.

MATUTOANE, Leanetse. A study of employeesatisfaction in two manufacturing facilities ofGeneral Motors South Africa.

ODURO-KWATENG, George. The evaluationof environmental reporting by listed SouthAfrican banks.

SWANEPOEL, Sybel. The relationship betweenorganisational culture and financial performance:An exploratory study in a selected financialinstitution in South Africa.

WIENEKUS, Barend. The characteristics androle of informational leadership in work groups.A South African perspective.

2011DAVIDS, Mogamad. The role of strategicleadership in Coega Development Corporation:A case study.

DREWS, Rushda. Where Leaders Learn:Constructions of leadership and leadershipdevelopment at Rhodes University.

ERLANK, Wayne. An Evaluation of the feasibilityof obtaining payment for Ecosystem Servicesfor the Baviaanskloof Nature Reserve.

GREWAR, Robert. Exploring sustainability inmaize farming in Western Mpumalanga: Amultiple case study approach.

GREYLING, Letitia. Assessing sustainabilityintegration of a business school through thedevelopment and use of a sustainabilityassessment tool: The case study of the MBAcurriculum at Rhodes University’s BusinessSchool.

JUSSA, Leman. An evaluation of the marketingand distribution channels of the Mzuzu CoffeePlanters Cooperative Union (MZCPU) Malawi.

MBANJWA, Sibonelo. The implementation ofa performance management system in theNorthern Cape Department of Environment and

Nature Conservation.

MRARA, Masibulele. An investigation ofturnover and retention factors of healthprofessional staff within the Eastern CapeDepartment of Health.

MSOMI, Mzwandile. A survey of staff turnoverand retention in the Eastern Cape Departmentof Agriculture Ukhahlamba District.

MYOLI, Mncedi. A survey of customersatisfaction, expectations and perceptions asa measure of service quality in Eskom.

NOLTING, Janine. Proposed South Africanmanagement framework for the implementationof the international convention for the controland management of ships’ ballast water andsediments.

PILLAY, Jayalakshmi. A case study ofcorporate social investment: Employing peoplewith intellectual disabilities.

SANDLER, Jeanette. A formative evaluationof the implementation process of the supplychain management policy frame work in EasternCape Provincial Administration.

SCHMIDT, Jadon. The potential impact ofdiving charges on the demand for diving andthe diving industry in the Aliwal Shoal Marineprotected area: A pilot study.

SIAME, George. Broadening the Tax Base: Acase for the informal Real Estate sector inZambia.

TOM, Lubabalo. A case study of the strategicleadership displayed by Kevin Hedderwick atFamous Brands between 2004 and 2009.

2012BAKER, Roanne. The barriers to clean energy:A South African investment perspective.

DLOVA, Mzwanele. An investigation intoconstraints impacting on small, micro andmedium enterprises (SMMEs) access to financein Buffalo City Metropolitan Municipality.

GALO, Luntu. Factors affecting staff satisfactionat an East London hospital complex.


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MAKHOOANE, Stephen. An investigation intofraud and corruption risk management policiesand procedures at institutions of higher learning.

MTHEMBU, Bhekisisa. The role of leadershipin implementing service delivery initiatives:A case study of Buffalo City Municipality.

NAIDOO, Lavendra. The strategic alignmentmaturity of business and information technologyin corporate strategy formulation andimplementation at Volkswagen South Africa.

QUVILE, Nkosipendule. Evaluating thesustainable management of the state indigenousforests in the Eastern Cape Province.

RAJA, Sanjay. Diagnosing organisationaleffectiveness in the tourism sector of Zanzibar.

SHILONGO, Johannes. An evaluation of theorganisational communication of a PerformanceManagement System in the city of Windhoek.

VAN HEERDEN, Garth. Constraints to theimplementation of a Market DevelopmentApproach to the delivery of BusinessDevelopment Services within the Makanamunicipal area.

VAN HEERDEN, Vicky. Local governmentreform in Western Australia: A case study onchange readiness.

WADDELL, Alda. An evaluation of a motorretail organisation's lead management system.

KWAK, Gerrit. Developing marine pollutionawareness among new recruits at SAS SaldanhaNaval Gymnasium: A training needs analysis.

ZAULOCHNA-BROUWER, Irina. The praxisof responsible investment in South Africa:A holistic case study of evolution one fund.

2013AKOH, Emmanuel. Barriers to publicparticipation in developmental projects:A Nigerian community perspective (case studyof the Gbaran-Ubie oil and gas project).

BEDSER, Mark. An Assessment of changereadiness prior to significant organisationalchange.

BOOTH, Tara. Evaluating social mediaparticipation for successful marketing andcommunication by selected private gamereserves, Eastern Cape, South Africa.

CARR, Nathan. An exploratory study of thefactors that influence the retention of managersin Small to Medium Business Enterprises.

JAVU, Mncedi. An evaluation of thePerformance Management and Developmentsystem of the Eastern Cape Department ofHealth.

LETSITSI, Ezekiel. Waste Management in thePharmaceutical Industry - An Evaluation Reportof Dr Reddy’s Laboratories.

MFENYANA, Nondumiso. An investigation intoconditions that enable or constrain sustainablepaper usage at Rhodes University.

MUTERO, Gabriel. Performance managementof veterinarians: A case study of VeterinaryServices in the Eastern Cape.

MYENI, Jabu. How community participationand stakeholder involvement can improverecycling: An investigation of initiatives andopportunities in Simunye.

NKATSHA, Thembinkosi. Analysis of theimplementation of corporate level strategy in aSouth African furniture retailer.

RICHTER, Leonie. The relationship betweencustomer satisfaction and revenue: An empiricalstudy within the corporate banking division ofa South African bank.

SKEPE, Siphelo. Evaluation of the applicabilityof Lewin’s Force Field analysis in theimplementation of the Financial Sector Charterat Standard Bank.

TALI, Patrick. Evaluation and identification ofcritical success factors in the running ofsuccessful food security projects within theEastern Cape Department of Rural Developmentand Agrarian Reform, in the AmahlhathiMunicipality.

TSOAELI, Tebalo. A teaching case study ofthe strategic alignment of business strategyand information technology strategy at Nedbank.


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WYNGAARD, Richard. UnderstandingGeneration Y: An investigation of how HiltonCollege can use technology for communication.

YOBE, Kingsley. The relationship betweenleadership and employee work performance ina Nigerian Courier Company.

ZVAREVASHE, Marshall. The influence ofindividual employee performance metrics on asubculture in a professional services firm inDurban, South Africa.

2014AMANAMBU, Rochelle. An investigation ofthe intention to leave or stay of Health CareProfessionals at St Andrews Hospital.

CARLISLE, Juliet. Cooperative Memberperspectives on the role of social capital in thesuccess of the Heiveld Cooperative in theNorthern Cape, South Africa.

CAZA, Akhona. An evaluation of the quality ofcustomer service provided to large power usersby ESKOM in the Eastern Cape.

DU PREEZ, Samuel. Readiness for theimplementation of the National EnvironmentalManagement Waste Act, 2008 (Act 59 of 2008):The case of Koukamma Municipal Area.

DYASI, Nobuhle. An exploratory study of theimplementation of a decentralised water serviceprovision model: A case of Chris Hani DistrictMunicipality.

FUNANI, Simphiwe. Organisational culture andleadership competencies in ABSA BusinessBank: Enterprise Business, Gauteng.

MATEBESE, Zolani. An evaluation of the cityof Johannesburg’s Igoli 2002 programme as aresponse to fiscal crisis and the sustainabilitythereof from 2003 to 2010.

MFABANE, Masiwakhe. The impact of growthon organisational leadership and culture: A casestudy of a South African listed organisation.

MFEKETHO, Chuma. Exploratory study of theEnablers and Challenges of a SocialEntrepreneur: Case of Dr Govender in theGelvandale Community, Port Elizabeth, South

Africa.

MOKITLANE, Ofentse. An exploratory study- How do Somali shop owners run successfulbusinesses in Soweto, South Africa?

MOONIEYA, Vernon. An evaluation of theperceived effectiveness of the management ofthe East London Industrial Development Zone(ELIDZ) structural realignment.

MTYALELA, Kanyisa. An evaluation of thedelivery of the Eskom Customer SafetyEducation Programme in the QueenstownCustomer Services Area.

NDORO, Tinashe. The Personality of anEntrepreneur: A Psychobiography of Steve Jobs.

NONXUBA, Mnweba. Influence of LocalEconomic Development (LED) strategic leaderson the formulation of the IntegratedDevelopment Plan (IDP), Makana LocalMunicipality, Eastern Cape.

SILIMI, Maimbo. Managers’ perceptions ofperformance appraisal implemented atKansanshi Mine, Zambia.

SOKUTU, Nonkuselo. Towards sustainablemunicipalities: An evaluation of sustainabilityintegration in Elundini Local Municipalitystrategy.

TLHAPANE, Keatlaretse. A case studyexploring the level of awareness of NCPChlorchem’s staff of environmental costsassociated with hazardous waste.

WAUGH, Geoffrey. A study exploring therelationship between employee happiness andfinancial performance within a South Africanfinancial institution.

2015ARCHERY, Derrick. An evaluation of safetyand health training at Mercedes-Benz SouthAfrica (MBSA).

BATIDZIRAI, Davidson Herbert. Profitablitydrivers in the South African airline industry: Acomprehensive analysis of SAA and Comair.

BOOI, Mlungisi. Performance management ofhealth professionals: A case study of health


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services in the subdistrict of Buffalo City inProvincial Department of Health in the EasternCape.

CHIBBA, Rajesh. An empirical study on staffturnover and retention within Eskom: EasternCape Operating Unit.

FIETZE, Jennifer. The leadership characteristicsand development of Doctor Trudy Thomas.

KASSIEM, Wahib. A case study oforganisational change in an employee wellnesscompany and its effects on job satisfaction andorganisational climate.

LISANI, Ncedo. Developing a performancemeasurement tool to monitor the performanceof a public sector agency – a balanced scorecardapproach.

LOADER, Rory. Impact on poaching on themarketability of safari lodges in the EasternCape.

LUKHELE, Mlungisi. Evaluation of micro-insurance distribution strategy at the bottomon the pyramid by Liberty Life Swaziland.

MADLOPHA, Sboniso. A needs analysis of anemployee wellness programme: The case studyof the financial services regulatory authority(FSRA) of Swaziland.

MAGUBANE, Nokuzola. An evaluation ofchange communication in ensuring thesustainability of change at Barclays Africa’s first“green” building.

MBERI, Mary-Jane. Strategic thinking duringa period of turbulence: A case study ofBancABC Zimbabwe.

MCALLISTER, Rozane. An evaluation of theimplementation of Mercedes-Benz productionsystems (MPS) and employee change readinessat Mercedes-Benz commercial vehicles, SouthAfrica.

MOTSEPE, Sewawatla. A study of barriersand drivers that contribute towards theoperations of Energy Services Companies(ESCOs) in South Africa.

MUNYAI, Pfarelo. The exploration of influenceas a leadership competency amongst emerging

adult males.

ONAGA, Chukwuka. The impact of job redesignon employee job outcomes: The case of theimplementation of a private-public partnershipmodel at a hospital.

QALEEJ, Raaz. A case study of SiemensAfghanistan: Building a country. Building acompany.

SIMAK, Geraldine. Feasibility of biodiversitybanking in South Africa.

SITYOSHWANA, Ludwe. An exploration ofbusiness level strategy at the bottom of thepyramid: A case study of Twizza, Eastern Cape.

THOMPSON, Craig. The consideration andimprovement of the sustainability performancemonitoring framework for South African waterboards.

VAN DER MERWE, Sophie. Perceived breachand violation of the psychological contract ina collectivistic culture.


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POSTGRADUATE DIPLOMA IN ENTERPRISEMANAGEMENT

2012ADIE, Alexandra - with distinction

ADRIAAN, Luke

AITCHISON, Kevin

ARANGIES, Nicholas

BECKETT, Lauren

BELL, Jonathan

BELL, Lisa - with distinction

BINEDELL, Sean

DAMANE, Likeleko

EMMOTT, Robert

GAILLARD, Alexander

GREEN, Justin

KARSSING, Kerryn - with distinction

KING, Alistair

MAHLANGU, Niuthuko

PORTER, Mark

SAMUEL, Caitlin

TIMM, Darryn Lynn

WANNENBURG, Melissa

2013BERRY, David

CHIMUKUTE, Amanda

CONNOR, Ashleigh - with distinction

COPPINGER, Jennifer - with distinction

GRAHAM, Alexander

HALKETT, Natasha

RAYNES, Candice

NOWLES, Emily

KUTUKWA, Sandra

LEECH, Scott

McCUNE, Keegan

MCFARLANE, Sarah

NDZUMO, Solomzi - with distinction

NILAND, Daniel

NYWABENI, Kolosa

PREDDY, Warwick

RINTSANA, Vuyiseka

SAVANHU, Margaret

SELEMALE, Vanessa

STEWART, James

WALKER, James

WELCOME, Silvanus

2014ANNEAR, Michele

BRINK, Jessica

CARLYLE-MITCHELL, John

CONRADIE, Tessa

CROSSLEY, Alexander

DAWSON, Jarrod

DONALD, Charlene - with distinction

EDELSBACHER, Johann

FORSYTH, Angus

GOSS, Cayley

GRIFFIN, Michael

GWEBANI, Musa

HARRISON-BOWEN, Jon

HASELAU, Blaze

HURFORD, Rose-Marie - with distinction

JENKINS, Simon

KAJESE, Tanaka

KHOALI, Bafokeng - with distinction

KIBUR, Tamzyn

KROON, Kim

MAHLATI, Nangamso

MBHELE, Sfiso

MILLER, Sterling

MKHWANI, Zamakhwane

MOORE, Lucy

MUSUWO,Getrude

NELLEMANN, Kirsten

OLIPHANT, Andisiwe

RAYNER, Stuart - with distinction

RlSHARD SAGAAF, Aisha

SCHLAMM, Matthew

SCROOPE, Amy - with distinction

SEIDERER, Robert

STIEBEL, Jessica - with distinction

TINARWO, Michele

VAN DER VEGTE, Matthew


Composite


2015CHIOTA, HildaDAWE, HollyFORDYCE, JonathanGAVAZA, MudiwaGIBBON, Joshua - with distinctionHART, JeremyKAMONA, OabonaKARIUKI, Christine - with distinctionKURTEN, NicholasLANGE, TimothyLEWIS, TiffanyLUPONDWANA, LwandileLUSU, ZwelabonaMASANGO, BongekaMATTHEWS, JoyMCIMBI, PalesaMDLULI, LukhonaMOKOBI, MichaelMUVEMBI, Lynett - with distinctionMUZARI, ShumiraiPEARSON, CamillaSELLEY, TamsinSMITH, Brendon - with distinctionSOKO, Leon - with distinctionSTIRK, ColinWEDDERBURN-MAXWELL, Morgan - withdistinction

For more information please contact us:

Physical Address:

Rhodes University


Room 306

Top Floor Rhodes University Theatre Building

Cnr Somerset and Prince Alfred Streets

Grahamstown

South Africa

Postal Address:


P.O. Box 94

Grahamstown

6140, South Africa

For more information please contact us:

Contact:

Tel: +27 (0)46 603 8617

Fax: +27 (0)46 603 8613

E-mail Addresses:

DirectorProfessor Owen Skae: [email protected]

Office ManagerMs Nicole Craig [email protected]

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