Maria’s industry 4.0 burden
Artificial intelligence and emerging technologies are powerful but where do they leave the African ageing, female and working poor in apparent local worlds.These are people who do not fit into the digital age, whose persisting oppressions have presently become newly modified, saliently within this reality. Furthering inclusion in our society should form the apex element toward delivering shared outcomes within the 4IR context of South Africa. This research conceptualises demand-articulated innovation policies and their links to societal challenges frankly as ‘Maria’s burden.’ It seeks to understand if techno-progressiveness recognizes the need to differentiate between the (i)need for (ii) demand and (iii) opportunity before the implementation of Artificial intelligence Technologies in (independent), corporate and public sectors since 1994. This is towards inclusive support and development in those industries. The 4IR epistemic personality deepens its cooperation with the elitist of our society. While new exclusions and new burdens arise, to exclude the needs of people who cannot fit into the digital age. Therefore, Artificial intelligence will demand critical thinking-articulation. In this manner of research, we explore, even reveal the rhetorical and salient socio-political and socio-historical qualities and questions that lie beneath digitalization and digital policy development as discourse.
The Star System (Ontological policy reconstruction).
This research work is divided into two folds. The Star-system and Get-discovered as theoretical concepts. In this regard, we have proposed these two systemic theories (systemic is to mean dominant cultures) to indicate that, presently Coloniality and Apartheid reappears as a disguise within SA’ popular music sector. We begin to see certain features to have in common with colonialism and coloniality such as: The economy of language, Paternalist policy, Pauperization and Dispossession, &c. The research proposes a possible dignified model for the popular local music sector. Firstly, one which is not captured by neo-colonial features and remnants of our Apartheid past. Second, a close connection to critical management and organizational analysis, especially to Human Resources Management is necessary to mitigate or recreate a system of recruitment (AR) that does not neglect the human side of the business. The problem is abstract, not that we cannot feel it and find the solution to it. But the solution is inconvenient of making profit. Therein lies the difficulty. Hence a conflict emerges between the invisible principles (star system) and visible policies. This is to problematize the americanization and presentism in the industry. As well as the wanting to be stars structure within ourselves. Consequently, altering the coloniality of knowledge in this sector is likely to demonstrate the broad focus framework of our research design. To what degree is this conclusion symmetrical with the patterns of internal migration. That is to say, the nexus: Low-economic status (SES), as a determinant of internal migration into the GCR, leading to administration challenges to the provincial government partly through the excessive burden on state-financed services and programmes.
Democratization of knowledge: Get Discovered model.
Masquerading as red tape in the local popular music sector it is this fascinating idea of ‘discovery’. It functions as red tape, hence, ideally serves institutional experience to regress (to have authority over) people’s progress, literally and metaphorically. In reality, sectoral organizational capacity is bloated, there is just way too many aspiring artists waiting in the pipeline, hoping to be discovered. Democracy is about the expansion of choices and opportunities. Often ignored, (the languages of the market) the meaning within the words creates a relationship at an intimate level and within the broader socio-economic context. To be discovered as a discourse, the most extraordinary discourse power.Coining this concept extends the literature considerably and demonstrates that while SA’s democratic society might be developing, some sectors may be left behind in the trajectory. There is an ethical, sociopolitical and socioeconomic conceptual risk inherent in our communicative approach.This research falls under or should be considered under the rubric of applied Sociology. There is the popular sense of the word. There is the etymology, on the other. Building on Popper’s methodology of falsification arising out of the theory of verisimilitude. This departure compels policy to address overly-saturation in the sector. Policy research programme involves innovative and metaphorical-policy articulation, as well as conclusivity through a process of moral imagination, performance in arts and data visualization.
Re: Local Municipalities: The integration of the Community Arts sector into IDP document.
Low voter turn out marked South Africa’s 2021 Local elections ever since 1994. Local governments in the post-apartheid era were expected to become developmental agendas. It cannot be argued, a great deal of the local municipalities sector has been left behind from this trajectory (nevermind) issues and challenges facing communities on their daily lives, respectively: poor road conditions, contaminated water, and poor sanitation. The concept of developmental local municipality implies that municipalities are now required to go beyond the basics of service delivery. It compels municipalities to develop their own economic development policies towards the promotion of the social wellbeing, growth and prosperity of the local community. Our policy process approach stretches upon this preamble, local municipalities should not see artists as entertainers only but as (human-community resources) real people.
The concept of developmental local government. The idea of population as a resource has been most closely associated in recent years with the American economist Julian Simon (Ahlburg 1998). If this is so, otherwise, the post-amble inquires a capable local government administration centered around restoring the dignity of people. Artists may refuse the nounization of their work as (/ɛntəˈteɪnm(ə)nt/) entertainment as advanced in The South African Arts & Culture Youth Forum (SAACYF) manifesto.
Sociology of Work and Human Resource Management in SOC (LTD)
Is Pikitup’s Employer Branding strategy reflecting the ‘Mammy’ stereotype?
Some development frameworks say we need modern capitalism to achieve development, some say we don’t. And, by same token, during the course of their lifecycle, organisations adopt different change strategies to address developmental needs, any negative effects and external factors which may impact the business. This involves the redesign of organisational structure which can include: disposing of non-core activities, declaring certain jobs redundant as some old jobs disappear with the advancement of new technologies in the market, adopting a corporate brand-building strategy as a differentiation and competitive advantage. Workplace or organisational “restructuring” is the most common category of organisational change strategy in recent years. The literature reviews some of the primary advantages of work restructuring includes reduced costs and greater production efficiency through dismantling and recombining structures within the organisation. “Mopping the labour shortage: the privatisation of waste management and gendered work reorganisation” is a seminal paper by Melanie Sampson. It studies the restructuring process at the City council of Johannesburg and the transfer or outsourcing of the waste management division to Pikitup (Soc Ltd), a waste management and refuse removal provider. A Soc Ltd, as of company register 2008 Act is a state or municipality owned company which operates for ‘profit’ in South Africa. Following the transfer of waste management activities as part of the city’s restructuring process, as a vantage point Melanie Samson’s Mopping up the labour shortage: the privatisation of waste management and gendered work reorganisation problematizes Pikitup’s profit-generating strategy and the manner which it integrates poor working-class women workers in to this work environment. (Research design and method in progress)
Human Resource Practices of Political Parties
Recruitment strategy in the Young Communist League (YCL) WITS university, 2015-2022: The possible opportunities for a Spiritual approach to Politics.
The Resource-Based View (RBV) proposes an internal organisational focus that stands to take into advantage full optimization of the assets available to the organisation, its human resources.
YCLSA Shimi Matlala branch is a students’ political organisation guided by a Marxist-Leninist theoretical framework, a wing of the Communist Party in South Africa and based at WITS University. The committee consists entirely of volunteer students. They campaign for free quality education, the elimination of the working-class struggle and a high tradition of intellectualism.
Nevertheless, although YCL WITS has a good organisational image, many students still consider the organisation platitudinised, alienated and a waste of subscription fee. This view is in favour of their flamboyance and militant competitor, the Economic Freedom Fighters Student Command (EFFSC) WITS University.
Up until now, the organisation has lost ground connection with its old members and battling to recruit new members on the ground. As a result, the committee arrived at the conclusion that current organisational systems and strategies are both ineffective and out-dated. Hence, the 2020/21 academic planner resolution has declared the student organisation should re-launch with an approach called: the “Resource-Based View”. The Resource-Based View (RBV) proposes an internal organizational focus that stands to take into advantage full optimization of the assets available to the organization, its human resources. This research adopts the Young Communist League of South Africa (YCLSA) WITS university branch as a case study regarding how a modern student organisation can create a sustainable competitive advantage through aligning its human resources with business strategy.
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