CV: JG KOTZé

1.NAME:Johannes Gerhardus Kotzé

2.EDUCATIONAL BACKGROUND:

DEGREES:

B.Com.University of the Orange Free State (1968 – 1970)

Hons. B.Com.University of South Africa (1974) (Degree awarded Cum Laude)

M.Com.University of South Africa (1975)

B.Compt.University of South Africa (1971-1973, 1976)

D.Com.University of South Africa (1977-1979)

Title of doctoral thesis: “An evaluation of financial models as managerial aid”

Professional qualifications

ACIS (Associate of the Chartered Institute of Secretaries and Administrators)

Professional qualification awarded after completion of sixteen courses and a minimum number of years of approved practical business experience.

CAREER:

1967:Military service

1968 – 1970:Full-time university attendance

1971 – 1973:Completion of “articles”

Professional, practical training as public accountant and auditor at a firm of Public Accountants and Auditors in Jhb.

1974 – 1976:Lecturer in Financial Management in Department of Business Economics of the University of South Africa.

Active during this period as auditor on a part time basis at a firm of Public Accountants and Auditors in Pretoria

1977 – 1981:Senior Lecturer in Financial Management and Strategic Management in the School of Business Leadership of the University of South Africa.

1981 – 1982:Visiting assistant professor in the faculty of Commerce and Business Administration of the University of British Columbia in Vancouver, Canada.

1982 – 1983:Senior Lecturer in Financial Management and Strategic Management in the School of Business Leadership of the University of South Africa.

1983 – 1989:Associate-Professor in Strategic Management in the School of Business Leadership of the University of South Africa.

1990 - 1992:Professor in Strategic Management in the Graduate School of Management of the University of Potchefstroom.

1991 – 1992:Acting-director of the Graduate School of Management, University of Potchefstroom.

1992 – 1997:Director of the Graduate School of Management, University of Potchefstroom.

1998 – present:Professor in Strategic Management in the Graduate School of Management, University of Potchefstroom. Name changed in 2000 to the Potchefstroom Business School.

3.EMPLOYMENT RELATIONSHIP

Full time in employment of PU for CHE.

4.RESPONSIBILITY AREAS

Professor in Strategic Management.

Manager of the Strategic Thinking Project.

Manager of all programme and lecturer evaluations.

Manager of all international programme and module moderators.

5.NUMBER OF RESEARCH DOCUMENTS SUPERVISED

Theses : 2

Dissertations and management reports : 74

Research reports : 8

6.TEACHING EXPERIENCE

See under Educational background: Career, above.

7.OTHER WORK EXPERIENCE

See under Educational background: Career, above.

8.PROFESSIONAL MEMBERSHIPS

  • Southern African Institute of Chartered Secretaries and Administrators
  • South African Association of Business Management – Past Deputy Editor of the Journal of Business Management

9.CONFERENCES ATTENDED (Last five years)

  • Resource accounting and budgeting conference: 1996
  • Integrating performance management into strategic organisational goals: 1999
  • Building South Africa’s capacity for global competitiveness: National Institute for Technology Leadership: 1994
  • MANSA 1994; Manufacturing in South Africa
  • International conference of the Academy of Business Administration, Athens, Greece, 1996.
  • International joint ventures and strategic alliance opportunities: 1995
  • Transformational leadership: 1995
  • International Conference of the BritishAcademy of Management, 30 August – 1 September 2004, “Management Futures”

10.PAPERS PRESENTED

  • The implementation of key performance indicators as an integral part of job design: 1996
  • Measuring the “what” and “how” of performance in the modern organisation: 1999
  • Corporate planning and control: An integrative perspective: 1995
  • Effective control over discretionary expense centres: 1996
  • Elements of strategic cost analysis essential to the achievement of competitive advantage: 1994
  • Strategic re-positioning of business education in South Africa: 1996
  • Leadership and the creation of commitment: Two essential elements in large-scale organisational change: 1995
  • Strategic supremacy in the hyper competitive 21st century

11.PUBLICATIONS

11.1Structural configurations for passenger transport services: Republic of Bophuthatswana

Published in Bophuthatswana, February 1984. (Co-author: Prof. NP du Preez.)

11.2Meaningful managerial action planning: The financial component

South African Journal of Business Management. Vol. 14, no. 4, December 1983, p. 156-160.

11.3Effective replanning and budgetary control systems: Normative characteristics and practical structure

South African Journal of Business Management. Vol. 15, no. 1, March 1984, p.8-20.

11.4Dynamic replanning: Some comments on the practical application of the analytical forecast

South African Journal of Business Management, Vol. 15, no. 3, September 1984, p. 169–172. (Co-author Prof. NP du Preez.)

11.5Beyond the quality circle: The integration of entrepreneurial action thinking in business organisations

South African Journal of Business Management. Vol. 20, no. 2, June 1989.

11.6Corporate planning: An integrative perspective. Accountancy SA

Official Journal of the South African Institute of Chartered Accountants. Vol. 5, no. 2, February 1988, p. 37–43.

Subsequently also published, on request in AUTOMOBIL: Official Journal of the Motor Industry Federation and the South African Motor Industry Employers’ Association. Vol. 78, no. 2, February 1988, p. 21-24.

11.7Optimal human resource utilisation will cope with socio-economic change

Human Resource Management: Official Journal of the Southern African Society for Training and Development. Vol. 4, no. 3, March 1988, p. 20–23.

11.8Intelligent control: The key to effective delegation

IPM Journal: Official Journal of the Institute of Personnel Management (SouthAfrica). Vol. 7, no. 4, September 1988, p. 19–21.

11.9Controlling the uncontrollable: Effective discretionary expense centre management

Human Resource Management: Official Journal of the Southern African Society for Training and Development. Vol. 7, no. 3, March 1991. (Co-author: Prof.FMcLeary.)

11.10Get to grips with strategy: The realisation of strategic intent

Boardroom: Journal of the Southern African Institute of Chartered Secretaries and Administrators. Vol. 1, March 1991.

11.11Sustainable competitive advantage: Strategic initiative and information sensitivity

AFMA Matrix: Quarterly magazine for the Animal Feed Manufacturers Association. Vol. 2, no. 2, 1 March 1993.

11.12Elements of Strategic cost analysis essential to the achievement of competitive advantage

Research project funded by the Human Sciences Research Council.

Research project completed and accepted June 1994.

Papers based on the project presented at the following conferences:

  • National Institute for Technology Leadership

“Building South Africa’s Capacity for Global Competitiveness”

  • MANSA 94

“Manufacturing in South Africa 1994”

Article abstracted from the research project under the same title published in the following accredited journal:

South African Journal of Economic and Management Sciences. Vol. 16, Winter 1995, p. 97–116.

11.13Strategic re-positioning of business education in South Africa

Paper presented at the 1996 international conference of the Academy of Business Administration in Athens, Greece from July 10 – 17, 1996.

Paper taken up in the Readings Book of the conference and an executive summary incorporated in the Executive Summary Book.

11.14Formulating winning strategies within the new competitive paradigm

Potchefstroom Business School Alumni Newsletter. Vo. 1, no. 1, August 2001.

11.15Sustainable competitive advantage in the 21st century

Accountancy SA: Official Journal of the South African Institute of Chartered Accountants. February 2002, pp. 14 – 15.

11.16Aligned commitment and the high performance organisation

South African Journal of Economic and Management Sciences. Vol 5, no. 3, September 2002, pp. 511-525.

11.17Strategic supremacy in the hypercompetitive 21st century

South African Journal of Economic and Management Sciences. Vol 6, no. 1, March 2003, pp 99-117.

Paper extracted from this research project delivered, under the same title at the International Conference of the BritishAcademy of Management, 30 August – 1September 2004, “Management Futures” at the University of St. Andrews, Scotland.

11.18The dynamics of aligned commitment

Alere Flammam: Potchefstroom Business School Alumni Association Journal. Vol. 1, no 4, June 2003.

11.19Strategic consensus in the implementation of strategy

Submitted to the South African Journal of Economic and Management Sciences. February 2005.

12.OTHER RESEARCH ACTIVITIES

Research activities have centered around the areas of Management Accounting applications, Management Planning and Control Systems, the evaluation of Managerial Effectiveness as well as the key aspects of Strategic Management. These activities have resulted in a masters dissertation and a doctoral thesis as well as the above-mentioned articles.

13.CONSULTING

Active since 1977 as consultant to a large number of organisations in Southern Africa in the following fields:

Achieving aligned commitment in multi-cultural organisations:

  • Vision
  • Core values
  • Key performance areas
  • Key performance indicators
  • Expectations

Participative management systems and strategies

Strategic management

The formulation of strategy

The implementation of strategy

Strategic thinking

Organisation structure – design and culture

  • Functional structures
  • Divisional structures
  • Matrix structures
  • Combination structures
  • The development of strategy-supportive organisation structures

Design and implementation of integrated management systems

  • Planning systems
  • Control systems
  • Integrated performance management systems

Mergers and take-overs

Leadership and the management of change

The abovementioned organisations span the following sectors:

4.1Manufacturing organisations

4.2Service concerns

4.3Public and semi-public sector organisations

4.4Universities

4.5Development organisations

4.6The SA Defense Force

4.7The Agricultural Sector: Especially co-operatives and agricultural companies

Strategic facilitator to the University of Potchefstroom for the formulation, as well as the implementation of corporate strategy for the university and business strategy for the faculties and schools of the university.

14.PROFESSIONAL GROWTH ACTIVITIES

  • Attending conferences and seminars
  • Research
  • Co-operation with professional colleagues at overseas universities
  • Interaction with business due to consulting assignments
  • Feedback on courses, programmes presented

15.INSTITUTIONAL SERVICES PERFORMED

  • Facilitator in strategic planning processes for the PBS, the Faculty of Economic and Management Sciences, the Faculty of Engineering, Faculty of Natural Sciences, Faculty of Pharmacy, Institute for Ecological Research, Various research units and for the Potchefstroom University itself
  • Management training of deans and directors
  • University senate committees (various)

16.AWARDS AND RECOGNITIONS

  • Research awards for research projects: Human Sciences Research Council (various)
  • Research awards from the University of South Africa

17.PROFESSIONALLY RELATED COMMUNITY ACTIVITIES

  • Invited speaker to in-house seminars for various companies and other organisations
  • Strategic planning for schools, churches and community service organisations

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