BOOKS BY CHIBAYA MBUYA & ONI OLABANJI

Books by Chibaya Mbuya J. & Olabanji Oni




1. Chibaya Mbuya J. & Olabanji Oni (2014) Principles of Management. Cape Town: Reach Publishing: ISBN 978-0-9946619-1-3 : www.amazon.com



2. Chibaya Mbuya J. & Olabanji Oni (2014) Entrepreneurship. Cape Town: Reach Publishing: ISBN 978-0-9946619-0-6: www.amazon.com



3. Chibaya Mbuya J. & Olabanji Oni (2014) Small Business Management. Cape Town: Reach Publishing: ISBN 978-0-9946619-2-0 : www.amazon.com



4. Chibaya Mbuya J. & Olabanji Oni (2014) Principles of Finance. Cape Town: Reach Publishing: ISBN 978-0-9946619-3-7: www.amazon.com



5. Chibaya Mbuya J. & Olabanji Oni (2014) Marketing Management. Cape Town: Reach Publishing: ISBN 978-0-9946619-4-4: www.amazon.com



6. Chibaya Mbuya J. & Olabanji Oni (2014) Introduction to Work Behaviour. Cape Town: Reach Publishing:

ISBN 978-0-9946619-5-1 : www.amazon.com





7. Chibaya Mbuya J. & Olabanji Oni (2014) Organizational Behaviour. Cape Town: Reach Publishing: ISBN 978-0-9946619-6-8 www.amazon.com



8. Chibaya Mbuya J. & Olabanji Oni (2014) Human Resource Management. Cape Town: Reach Publishing:

ISBN 978-9946619-8-2; www.amazon.com





9. Chibaya Mbuya J. & Olabanji Oni (2014) Buyer Behaviour. Cape Town: Reach Publishing: ISBN 979-0-9946619-9-9: www.amazon.com



10. Chibaya Mbuya J. & Olabanji Oni (2014) Sustainable Modern Woman’s Health. Cape Town: Reach Publishing: ISBN 978-0-620-63009-2; www.amazon.com

NEW BOOKS PUBLISHED BY PROFESSOR J C MBUYA IN 2014

2014  Books Published by Prof John Chibaya Mbuya

 

Chibaya Mbuya J (2014)  Principles of Management, ISBN 978-0-9946619-0-6, Cape Town: Reach Publishing

Chibaya Mbuya J (2014)  Entrepreneurship, ISBN 978-0-9946619-1-3, Cape Town: Reach Publishing

Chibaya Mbuya J (2014) Small Business Management , ISBN 978-0-9946619-2-0  , Cape Town: Reach Publishing

 

Chibaya Mbuya J (2014)  Principles of Finance , ISBN 978-0-9946619-3-7, Cape Town: Reach Publishing

Chibaya Mbuya J (2014)  Marketing Management, ISBN 978-0-9946619-4-4, Cape Town: Reach Publishing

Chibaya Mbuya J (2014)  Introduction to Work Behaviour, ISBN 978-0-9946619-5-1 Cape Town: Reach Publishing

 

Chibaya  Mbuya J (2014)  Organizational Behaviour, ISBN 978-0-9946619-6-8, Cape Town: Reach Publishing

Chibaya Mbuya J (2014)  Human Resource  Management, ISBN 978-9946619-8-2, Cape Town: Reach Publishing

Chibaya Mbuya J (2014)   Buyer Behaviour, ISBN 979-0-9946619-9-9, Cape Town: Reach Publishing

Chibaya Mbuya J (2014)  Sustainable Modern Woman’s Health, ISBN 978-0-620-63009-2, Cape Town: Reach Publishing

 

 

Survival in the new millennium

Survival in the new millennium

For African Organisations and institutions to survive in the new millennium, they need a continuing supply of competent managers. The results of an international survey conducted by Chibaya Mbuya (2014) indicated that distinct management philosophies exist and that these correlate to perceived management and organisational effectiveness. Of the six different management types identified, the holistic approach to management, embracing the full span of management philosophies was clearly indicated as being the most effective.

"The greatest personal skill needed for this new millennium will be to manage radical change. There is unlikely to be any business or institution which will escape radical change in the twenty first century and the choice before us is to manage it ourselves or to have change forced upon us." Today's managers are being confronted by increased competition, rapid technological progress, dynamic organisational structures, greater employee needs and expectations, the ever-increasing demands from corporate shareholders for better bottom line achievements, internet, intranet,

e-commerce, e-service, e-business, e-communication,

e-banking, cell-banking, B to B commerce the list is endless.

Understanding these new age norms and their effects on the workforce and its management is critical for organisational success. Chibaya Mbuya (2014) emphasises that these issues demand new ideas and revised management philosophies from the organisation leaders if these organisations are to survive in the new millennium.

To succeed today, managers must abandon their traditional behaviour, and instead learn to empower, develop their powers of visionary leadership but at the same time become more open, trusting, learn to listen more, be more co-operative and become supporters of their subordinates as opposed to persecutors of their subordinates.

We must start questioning the effectiveness of both formal and informal management development programmes. There are no universal solutions to organisation and management problems. Business schools will be forced to revise their programmes. Those that fail will be pushed out of business.

In Southern, Central and Northern Africa today, much research is being conducted to address the problems and issues relevant to the continent.

Realising the uniqueness of their local business-sphere in terms of its diversity and dynamic complexity, Africans are looking beyond the managerial "quick fixes" and trends, and are developing appropriate leadership and management technologies for the African people.

We need to look into the philosophy and values that will underpin future organisations capable of sustainable competitive advantage. Tribalism, xenophobic, corruption and nepotism are the biggest stumbling blocks to the development of Africa. 

Professsor John Chibaya Mbuya

Email: jcjmbuya@gmail.com

INDIVIDUAL ABILITIES AND PERSONALITIES

 

INDIVIDUAL ABILITIES AND PERSONALIES

Once your focus group has been in operation for a while you may be able to use these role lists to identify the type of role you and the other group members fulfil.  Each role fits a particular set of individual abilities and personality.  For example:

Shaper: may be dynamic and extrovert.  Has positive qualities of drive and fearlessness in confronting ineffectiveness but may be liable to irritation and impatience.

Plant: may be serious, individualistic, unorthodox.  Has positive qualities of creativity and intelligence but may be impractical, or ignore practical considerations.

Monitor/Evaluator: serious, calm and careful, with good judgement and objectivity but may not be imaginative, or good at inspiring others.

Company Worker: a predictable, conservative person, hardworking, self-disciplined and has common sense; but may be inflexible and unresponsive to new ideas.

Team Worker: works well with others, adapting to them, and committed to the group; but will wait for others to take the lead, even in emergencies.

Resource Investigator: good at communicating, outgoing and curious.  Good at making contacts and discoveries, but can lose interest quickly.

Completer/Finisher: good at detail, conscientious and very focused; but perfectionism may bring anxiety and stubbornness.

Chairman: self-confident and socially skilled; calm and friendly; but does not have to be highly intelligent or creative, provided is skilled at involving everyone in the group.

By

 

            Professor John Chibaya Mbuya

           Email: jcjmbuya@gmail.com

 

THE PUZZLE OF LEADERSHIP

To lead people, walk behind them.

True leaders inspire people to do great things and, When the work is done, their people proudly say,

"We did it ourselves"

 

 

Lao Tzu

 

 

 

 

INTRODUCTION

 

 

 

 

Leadership is one of the most difficult subjects in the history of mankind. How do we teach people leadership? What is the best leadership style? By whose standards has that style been measured? From the president of the United States to the Ayatollahs, from the Pope to the Queen, from the most learned professors to the dull and ignorant, from Harvard to Cambridge, from Cape Town to Cairo, from the most developed fine cities to the jungles of the Amazon forest. Nobody has is all packed in his or her head. Nobody can really claim that he or she is a leader. Leadership can only be learned by watching over the shoulders of those who are experienced in a particular field.  We have fine fathers who failed to produce good sons. We have fine CEO's who failed to restructure their own companies when the recession hits. We have fine pastors whose daughters are prostitutes. We

have fine priests who sodomise innocent boys in broad daylight. We have priests who visit your houses for prayers and screw up your wife before leaving your house.     We have fine wives who are screwed by their gardeners. We have Supreme Court judges with no moral fiber. We have presidents of countries whose hands are full of blood. We have fine generals who command large armies with a bottle of whisky in their pockets. These are leaders in our societies. We look up to them for leadership and wisdom. What can they teach  us?  When  they  themselves are  rotten  to  the bone. What can they teach when they are corrupt to the core? Therefore, the world has a leadership dearth.

Professor John Chibaya Mbuya
Email: jcjmbuya@gmail.com
 

THE PUZZLE OF LEADERSHIP

                                        THE PUZZLE OF LEADERSHIP

 

To lead people, walk behind them.

True leaders inspire people to do great things and, When the work is done, their people proudly say,

"We did it ourselves"

 

 

Lao Tzu

 

 

 

 

Leadership is one of the most difficult subjects in the history of mankind. How do we teach people leadership? What is the best leadership style? By whose standards has that style been measured? From the president of the United States to the Ayatollahs, from the Pope to the Queen, from the most learned professors to the dull and ignorant, from Harvard to Cambridge, from Cape Town to Cairo, from the most developed fine cities to the jungles of the Amazon forest. Nobody has is all packed in his or her head. Nobody can really claim that he or she is a leader. Leadership can only be learned by watching over the shoulders of those who are experienced in a particular field.  We have fine fathers who failed to produce good sons. We have fine CEO's who failed to restructure their own companies when the recession hits. We have fine pastors whose daughters are prostitutes. We

have fine priests who sodomise innocent boys in broad daylight. We have priests who visit your houses for prayers and screw up your wife before leaving your house.     We have fine wives who are screwed by their gardeners. We have Supreme Court judges with no moral fiber. We have presidents of countries whose hands are full of blood. We have fine generals who command large armies with a bottle of whisky in their pockets. These are leaders in our societies. We look up to them for leadership and wisdom. What can they teach  us?  When  they  themselves are  rotten  to  the bone. What can they teach when they are corrupt to the core? Therefore, the world has a leadership dearth.

Professor John Chibaya Mbuya
Email: jcjmbuya@gmail.com

SEVEN KEY RISK MANAGEMENT LESSONS

Seven Key Lessons

Below I have listed the "Seven Key Lessons of Holistic Risk Management." They are as useful guidelines for risk managers as I have seen, worth posting over your desk. Re-read them regularly.

Ÿrisk can be good and bad.

ŸIntegrated risk management enhances stakeholder value.

Ÿrisk management requires commitment and buy-in from senior management, and the board.

Ÿeffective risk management programs are designed centrally but implemented locally.

Ÿcommunication is essential to integrated risk management.

Ÿrisk management programs generally include a risk framework, system and champion.

Ÿrisk measurement is one of the next frontiers of integrated risk management.