Name Mashango Phillemon Sithole

Student number 20074191

Course Master of Business in Management
Module Seminar Series
Module Facilitator(s) Mr. Gerry Arthurs; Dr. Sheila O'Donohoe
Assignment Assignment 2
Submitted 06 December 2016

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Table of Contents
Introduction ............................................................................................................................................. 1
Networking ............................................................................................................................................. 1
Organizational Mentorship ..................................................................................................................... 2
Management training .............................................................................................................................. 3
Conclusion .............................................................................................................................................. 4
References ............................................................................................................................................... 5

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Introduction
Gopalakrishnan (2008) posit that in the academic community there have been concerns
regarding the gap between management research and praxis. It is therefore befitting at
postgraduate level to have this type of writing where graduates link theory and practice, and
inculcate that culture into them. However, Bartunek (2008) and Tranfield et al (2004) warn that
the has been complexities in the nexus between theory and practice. This is evident as
graduates’ grapple with identifying theories from presentations in seminars and linking those
theories to practice.

There are three theories that have been carefully selected for this work viz Networking,
Organisational mentorship and Management training. The selection was informed by the
content of presentation by various speakers in the seminars. It has become apparent that these
theories have been explicitly and saliently recurring throughout presentations. It is thus
justifiable to do academic justice to these theories by exploring them in a nutshell and illustrate
the nexus to practice. A brief theoretical overview drawn from literature is provided as a point
of departure in each theory followed by a nexus between the theory and the speaker. In the
attached Annexure, a synopsis of each speaker’s presentation is provided which also depicts
how each speaker contributes to the author’s professional development.

Networking
The concept of networking infers to the cognisant attempts of an individual to advance the
process of interaction and the relationship structure whereby the individual is involved.
Hakansson et al (2009) postulate that the business landscape is characterised by networking at
the core. This assertion is reinforced by Henneberg et al (2010). Networking is a concept that
is not yet fully matured (Ford et al, 2013). However, Ford et al (2013) indicate that there
attempts made to explain the diverse elements that may form business networking and case
studies have been used to illustrate this. Ford et al (2013) further posit that there is not yet a
comprehensive theoretical structure that may be used to form a basis for a thorough evidence
based investigation of networking in business. Networking can thus be explained as an activity
whereby individual professionals, entrepreneurs and business people form business
relationships and professional relations.

Networking was a recurring theme throughout the seminar presentations. From Ellaine
Fennelly’s presentation, it is explicit that business and professional networking forms part of
the prime assets that a business and an individual professional has. Dyer and Sigh (1998) state
a company’s network may be a significant feeder of information, knowledge and resources
which subsequently give it an edge of competitiveness. On a personal level too, a person’s
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networks can be a vital source of information and knowledge and place the individual at the
cutting edge of constant professional development and expose them to opportunities outside
their environment (Dyer and Singh 1998). Edel Devane overtly stated that networking is
important both professionally and for persona. However, Parker (2008) warns that the benefits
of business-to-business networking have been overlooked in previous networking studies. Such
benefits include, and not limited to, entrepreneurs and managers voluntarily sharing knowledge
and experiences which may result in collaborations and partnerships. Networking is thus
important for business to business too.

Simon Keever stated that they have networks around the world which assist their members
when they want to do business in other countries. This point of having networks in different
countries was further asserted by Dr Brian Kelly, who emphasised that when doing business in
foreign countries you need to have someone, a network, who will introduce you to the local
business people and authorities. A core value that is generated by networking events is social
value (Sheth et al., 1991) involving the consolidation of several types of relations at events
which enhances social standing and creating professional connection. Håkansson et al (2002)
note that business networking may take place within and based on business relationships. Edel
Devane’s presentation also accentuated the importance of maintaining professional
relationships in business and it thus becomes apparent that networking and business
relationships are intertwined, interrelated and interdependent.

Organizational Mentorship
Mentoring for career development and development of entrepreneurs has become an
increasingly significant mechanism of transferring skills and knowledge to protégés. Siegel et
al (1995) regard mentoring as a phenomenon where a senior employee takes a personal
responsibility to provide guidance and advisory function to advance their mentee’s careers
Experienced business people take the startup entrepreneurs under their wings to impart
knowledge and skills through mentorship programmes. There are several theories that have
been utilised to elucidate the impact of mentoring on employee dedication and commitment
(Lillian et al 2006). The social exchange theory used by Baranik et al (2010) assumes that
people develop, sustain, and terminate relations as a result of cost-benefit analysis to elucidate
on the perception of the in the impact of mentoring on organisation support, which leads to
increased job satisfaction.

Frances Byrne’s presentation shed some light into mentoring and underscored the importance
of managers in the organization to mentor and nurture young ones. Her assertion is reinforced
by Kram (1985) who postulate that in organisations that support mentoring, managers and

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supervisors encourage mentoring activities. Such managers and organisations have a likelihood
to devote resources, time and vigour in employee relationships that contribute to the
employee’s career development goals. The type of mentoring based on the social learning
theory by Bandura (2007) suggests one strategy for individual learning is to observe how others
do a thing in a given social context and setting. People also learn through imitation when the
mentor or role model has credibility, knowledgeable and relevant. This assertion is even more
relevant in business mentoring scenarios as illustrated by Eugene Crahan in his presentation
whereby ‘relevant, credible, and knowledgeable’ business gurus and industry experts mentor
to start up entrepreneurs. Linda Barry also alluded to the importance of mentoring in business,
mentioning that successful business owners as role-models through mentoring.

Graham Doyle indicated in his presentation that the Irish public sector needs to attract young
graduates and put them a mentoring system that would ensure that they acquire skills and
experience and then move up the ladder for succession planning. McManus et al (2014) noted
in their study results that there is a greater development in the organisation when mentoring is
inculcated and implemented for the development of employee careers.

Management training
Management training is considered by Landeta et al (2015) as a set of deliberate steps taken by
managers and organisation to sharpen their skills and enhance their performance. This is done
through the acquisition of new knowledge and skill-set to improve the quality of their
management. Nick Ashmore underscored constant development of skills for one to have a
competitive edge in the industry. The definition of training is provided by Latham (1988) and
Goldstein (1980) saying that training is the acquisition and development of knowledge,
attitudes and skills which are essential for employees for them to be able to perform tasks at
their jobs or improve their performance in their jobs. However, Sala et al (1999) provide a
pertinent contribution in that training ought to impart new skills and knowledge if such a
training to be regarded as relevant. Organisations may develop training in-house outsource it
from other institutions that provide training programmes and courses during work or holiday
times can be initiated by managers themselves or the company (Landeta et al, 2015).

The theory of human capital is well documented and has authority in the area of training
(Landeta et al citing Becker, 1964 & Schultz, 1961). Training is presented in this theory as a
significant investment by companies and economic agents. The expectation is to yield returns
in the form of increased productivity, efficiency, effectiveness, and higher income levels.
Landeta et al (2015) posit that this theory provides not just a rationale for firms to invest in

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their managers but also be wary of their actions when faced with uncertainty on whether there
will be a return on investment considering that managers may have opportunities elsewhere.

Mark Fielding and Linda Barry have expressed in their presentation the appalling state of
management skills in Irish firms. Both speakers indicated that management training is a big
challenge for SMEs in Ireland and Linda specified that Ireland is ranked 3rd lowest in the EU
regarding management skills. In economies which are knowledge based, investment in
improving training and skills at the company level is regarded one of the key pillars of growth.
The dynamics of technology and globalised economic systems put pressure on organisations
and firm to review their edifices to augment their ability adapt and be flexible (OECD, 2000).

Linda Barry suggested in her presentation that there need to be more training programmes
aimed at upskilling managers and business owners. Betcherman et al., (1997) observed that
organisations which training programmes had a slight advantage in performance trends in
various areas such as profitability, revenue, employee relations, and increased productivity in
their general business outlook. Simon Keever mentioned that they have training programmes
for Irish Exporters covering different areas of exporting business.

We can deduce from Dr Mark Rowe’s presentation that it is imperative to include well-being
in management training so that they can implement it in their business. His concern was that
business seems to be doing away with the well-being part in their business strategies. One of
the critical skills that Mark highlighted that entrepreneurs need to poses includes accurate
decision making, calculated risk taking and ability to monitors and control the business.
Through continuous training, SMEs managers and owner can acquire these vital skills and help
their business grow. The benefits of management training were explicit when Frances Byrne
made her presentation and it became apparent that has been exposed to the right training and
mentoring at the right time.

Conclusion
The synopsis on these three theories shows that it is important in business to build a web of
networks locally and internationally in to order to harness the benefits that come with having
networks. A critical analysis on organisational mentorship and management training reveals
that the two theories are different conceptually but related in praxis. Mentoring, in the context
of the organisation, gives the organisation the edge on succession planning and skills transfer.
In a business context, mentoring maximises the prospects of business start-ups as they learn
from industry veterans. Management training gives businesses the impetus, potentially
increases and contributes to higher productivity. Considering the dynamics of technology in
this digital era, continuous training ensures that people are upskilled on a continuous basis.
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