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Before addressing all the implications retrieved from the theses, we would like to inform our reader were the Ubuntu philosophy of management can be placed regarding other management theories.

 

In the world of management theory, there are three basic theories (Mol 2003:15; Broodryk, 2005):

 

• The traditional theory

This theory is a repetitive style of management where subordinates merely obey orders and are not allowed any initiative or creativity

• The human relations theory

This theory is based on the belief that extraordinary attention should be given to the wellbeing of employees, including the satisfaction of social needs

• The human resources theory

This theory places the emphasis not on treating employees well, but on using employees well.

 

These theories are similar to the autocratic, laissez faire and democratic leadership styles respectively. The Ubuntu management philosophy appears to be a combination of the human relations and human resources theories. It also allows for openness, but openness in a responsible way: one remains accountable for decisions taken and executed. In addition to that, the management point of departure according to Ubuntu management philosophy should be to treat people with kindness. As a response, people will act in a similarly kind way (Broodryk, 2005). As we see it, the Ubuntu management philosophy provides subordinates with more input in decision making, consequently focusing on of positive human relations and people-centricity. 

 

References:

-Broodryk, J. (2005). Ubuntu management philosophy; Ubuntu Management. Randburg: Knowres Pub, Pp. 23-50

 

 

The relationship between Humanness and Knowledge Sharing in Malaysia

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Managers and organisations should take into account cultural norms and values to improve Knowledge Sharing within the firm.

 

The role of individual capital in learning and knowledge sharing

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Effective knowledge management should take into account the composition of capital that individuals draw on in order to pursue their choices with regard to learning and knowledge sharing within MNCs.

 

Ubuntu and Attitudes toward Change - Empirical results from Tanzania’ by Leonie Heijink

From a managerial perspective, the incorporation of philosophy of Ubuntu is highly valuable and advisable, since it generates more trust and keenness towards change among employees. By adapting Ubuntu, and therefore positive attitude towards change, a company would be able to develop a competitive advantage due to its responsiveness to fast moving industries and markets.

 

The influence of Humanness and gender on the Entrepreneurial Orientation of small business in Tanzania - Empirical evidence from Dar es Salaam’ - by Erik van der Huizen

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Humanness is an important aspect of business in Tanzania. Concerning the role of gender, the study shows that women in Tanzania have higher level of Humanness. The conclusion of the research states that characteristics related to the concept of Ubuntu do not affect (slow down) development of businesses in Tanzania.

 

Ubuntu or Humanness as a Management Concept - Based on empirical results from Tanzania - by D.S. Sigger, B.M. Polak and B.J.W. Pennink

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From a managerial perspective, the authors point out that the establishment of Ubuntu as a management concept (with an employee-oriented approach) in Western organisations would require deep investigation of Humanness with the use of the measurement tool presented.

 

Humanity to management

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Managers who emphasise a higher Ubuntu presence in an organisation tend to lower employee’s intentions to leave. This research provides useful information for managers struggling with high rates of staff turnover.

 

Humanness in Indonesia

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By emphasising on Humanness values, one can increase and exploit its effect on knowledge sharing. Since intra-organisational knowledge sharing is closely related to firm performance, this can contribute to better performance and perhaps even a firm’s competitiveness.

 

The influences of humanness on organisational knowledge sharing and learning

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The concepts of solidarity, acceptance, dignity, stewardship, compassion and care, hospitality and legitimacy, which are all values of Humanness, seem to be extremely relevant to the hospitality industry. Therefore, promoting and perhaps even teaching these values even more could quite possibly be very beneficial to already successful organisations. What is important to know for organisations is that monetary incentives do not seem to increase the willingness to share knowledge and learn, therefore it is not recommended to focus on this aspect.

 

How Humanness Increases Organisational Knowledge Sharing - Results from the South African hotel industry

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This research indicated the importance of Humanness being present not only in the minds of the managers, but in the minds, dispositions and actions of everyone in the organisation in order to create a strong culture of sharing, helping each other and consensus seeking. Therefore, it is essential for managers to acknowledge that when they have Humanness as part of their mindset and then set the right example by communicating, Humanness will become part of organisational habitus.

 

How can collectivistic societies influence Humanness and Knowledge Sharing in corporate setting - Empirical evidence of UAE

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The results of this study will help managers to increase humanness and knowledge sharing amongst their employees. Companies should invest more in online databases as it evolves knowledge sharing amongst its employees.

 

How Attitudes Toward Knowledge Sharing and Learning Increases Individual Innovative Behaviour - Empirical results from the Indonesian hospitality industry

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Managers within the hospitality industry should extrinsically reward the employees that excel in the activities of sharing knowledge and learning. The component survival enhances the perceptions of employees concerning the attitudes toward learning. In addition, survival intrinsically motivates employees to be more eager to learn from their colleagues and thus increases the employee's value for the team. Managers should not only focus on the extrinsic rewards, but also provide employees with intrinsic rewards to enhance their attitudes toward learning.

 

Middle Management in Burkina Faso

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The research suggests that it is recommended to look into the managers’ process of achieving goals and it is important to bridge the gap between societal and corporate structure. In addition, it is important to understand how it allocates certain roles to the middle managers whose management styles are influenced by factors such as their family loyalty, power distance, and unpredictable environment.

 

The Innovative Value of Ubuntu

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It is implied that managers working in Africa should renounce the terms human capital or resources to begin with, as these do not value people in a way that resembles the African ideas about human beings. The findings of this study can also be valuable to managers working in organisations in other parts of the world. As literature has shown, a lot of managers around the world find it difficult to get their employees to start sharing knowledge with each other. As a direct result, African managers should not be afraid to use these and combine them along with what they have learned to be effective in their organisations. Moreover, foreigners working in Africa should respect these values and learn about them to understand the motivations and values of their co-workers and employees.