Browsing by Author "Govender, Devandran."

Now showing 1 - 2 of 2

Illicit financial flows: the reason Africa is debtor to the rest of the world.
(2021) Govender, Devandran.; Gevers, Christopher Carl.
Multinational companies engaging in commercial transactions or activities are responsible for 60% to 65% of illicit financial flows that leave Africa. Although on average Africa experienced a 5% annual economic growth for the last decade, the problem is, Africa experiences huge challenges to use domestic resources for investments. GFI estimated that trade mis-invoicing makes up the largest portion of illicit financial flows. The problem is that the global legal system aimed at tackling illicit financial flows is based on the idea that the issue should be addressed by the domestic courts. This idea is not practical since illicit financial flows consist of the acquisition and the cross-border transfer of funds. The objective of this study is to explore the magnitude and manner in which trade mis-invoicing contributes to illicit financial flows and provide a solution to such problem. The study objectives will be achieved by researching the most recent data from domestic and international sources. The findings of this study indicates that the Malabo Protocol, which is a regional instrument offers the most practical solution for the illicit financial flows from Africa.
Leading employees in the automotive industry during an economic crisis.
(2011) Govender, Devandran.; Singh, Anesh Maniraj.
The global economic crisis in 2008 has been extremely challenging for most organizations. It has forced organizations to reassess all aspects of its business, including the leadership styles of its management structure. Leadership is a highly valued commodity and people are an organization’s most valuable asset. The purpose of this study is to ascertain if managers should adopt a specific leadership style to manage employees during an economic crisis. A systematic literature review of industry and management responses to the crisis, as well as various leadership theories was completed. Data, for this study, was drawn from a web based questionnaire, with a sample of 125 employees in two automotive suppliers, situated in Durban, South Africa. The study demonstrates that it is not necessary for leaders to change their leadership styles to lead their employees through an economic crisis. It is evident that the specific actions taken to address employees’ anxiety are of more importance than their leadership style. Management should not forget the “soft management issues” during an economic crisis and also focus on employees’ wellbeing.