Senior Management Development Programme Sustainable Competitiveness 17 August

Senior Management Development Programme - Sustainable Competitiveness - 17 August 2016 Vikani Funda (BBS Hons; MBL; BPhil. Sust. Development Planning & Management; Ph. D Candidate)

Learning Objectives & Outcomes Objectives To equip senior managers with the necessary knowledge, leadership and change management skills to function effectively within a business environment. This isan opportunity transform to develop theand competencies required to tackle daily challenges with effective leadership skills and to progress to executive level Outcomes • At the end of the programme, participants should be able to identify, demonstrate an understanding of, and apply through practice, principles and practices of the modules constituting the programme. • At the end of the session, participants should be able to apply management and leadership competencies relevant to their current and aspired levels of management within the department and generally

Conceptualising Management Levels and Requisite Skills Management Levels Senior Management Middle Management Supervisory/Operational Management Relevant Skills Conceptual Human Technical

Mandate of the KZN DS&R Vision of the MEC • The vision of the MEC is to restore KZN to its former glory as the number one province in spot and recreation. The MEC therefore commits to: • Acceleration of the delivery of Sport and Recreation in the Province through mass participation of the citizens in Kwa. Zulu. Natal; • Taking sport and recreation to the previously disadvantaged people, rural communities, disabled and women; • Improvement of the quality of sport and recreation through the development of all coaches, trainers, volunteers, administrators; • Achievement of excellence in sport and recreation; • Provision of adequate sporting facilities to all communities; • Hosting and co-hosting of major National and International sporting events; • Promotion of sport and recreation agencies that contribute to the attainment of the overall vision of the Department. About the MEC Resume for Hon. Mrs Ntombikayise Sibhidla-Saphetha MEC for Arts, Culture, Sport & Recreation Political Credentials • MEC for Arts, Culture, Sport and Recreation (current) • ANCYL NEC member; • ANCYL NWC member; • ANC PEC member • COSAS (REC & PEC member); • ANCYL Durban West Region (BEC & Deputy Regional Chairperson); • ANCYL PEC member (Gender Program) Academic Credentials • Diploma in Electrical Engineering; • Diploma in Project Management Professional Experience Whip: Standing committee on finance What do you, as a department and manager with the department, do, to what end?

Your role as Manager/Leader relative to the Vision and Mission of KZN DS&R Mission/Vision/ Mandate Directorate Job Description/Position Guide

Fin. Mgt Sust. Compet Economics Bldg Human K Learning Context SMDP Mktg Cust Value SMDP Introduction to Strategy Mg SC Leadership & Change Innovation Mg Projects & Strat Adv

Levels of Competitiveness in Sport & Recreation Provincial Athlete/Citizen • The ability of the province to groom, nurture and field sportsmanship candidates at national, regional and international levels? • The ability of the province to attract and host sporting events? • Sport as a driver of local economic activity and potential foreign currency earner/export? • Sport as profession and alternative source of livelihood? • Sport as fitness, health and longevity and quality of life? • Sport as healthy recreation?

Co-opetition (Adam M. Brandenburger and Barry Nalebuff, 1995) Competition Co-operation Not all situations are call for competition. Sometimes, it takes the ability to see when to compete, and when to co-operate, with whom, and for what?

What is, and why, Sustainability, in Sport & Recreation? Something is sustainable if it: • is endurable and long-lived • extends beyond individuals • does not compromise future viability • is capable of regenerating itself and adapting to the dynamics of its external environment • has in-built mechanisms, processes and systems that assure both internal and external integrity

Sustainable Competitiveness Sustainable competitiveness denotes a set of capabilities designed to: § Enable the organisation/department to clearly articulate its mandate (Vision/Mission/Values statements) and align its operations to the effective fulfillment of the same § Discern relevant practices that a) sets the organisation/department apart from those offering similar services, b) confer an ability to set the organisation/department on a course of performance that is defined by endurance, adaptability and resilience in the face of a dynamic operating environment