Course Pack

SADC March 2024

Table of Contents

Briefing

SADC Briefing:
13 February 2024
16h00-16h45

Join Zoom Meeting
https://us02web.zoom.us/j/88938864522?pwd=V1FsbC9rMlNIYmkrUUU4Q1N5L2tndz09
Meeting ID: 889 3886 4522
Passcode: 314912

SADC-Study-Tour-BRIEFING-Presentation-1

Overview

SADC March 2024

Botswana, a neighbour of South Africa and a key player in the SADC region, has had phenomenal economic gains and is regarded as one of the world’s rising economies. The growth momentum has however been subdued in recent times by the dwindling activities in the mining sector and although some recovery was registered in 2016 with a growth rate of 4.3%, the prolonged mining sector sluggishness, continuous shortages in the supply of water and electricity and drought led to a decline again in 2017 with growth standing at 2.4% (AfDB, 2018). Some turnaround is expected in the medium term (growth projected to be 4% by 2019) as significant recovery is expected in the mining sector and sectors other mining such as communication, transport, trade, business, financial services, hotels, and restaurants are registering stupendous performances. Indeed, the decline in growth in 2017 could have been steeper but for the sectors other mining (AfDB, 2018).

 

Namibia, an integral player in the SADC region, is a neighbour to South Africa. Contrary to the country’s previous dispensation that saw complete state control of key sectors such as water and energy, there has been a paradigm shift, with the private sector actively participating in these important sectors. The paradigm shift is also expected to occasion massive private sector investment in the Namibian economy. The economy of Namibia has witnessed growth-related challenges in recent times, particularly from 2015 with growth plummeting from as much as 6% in 2015 to as low as 0.7% in 2016. The economy, in 2017, shrunk by 0.8% on the back of fiscal consolidation and declining investment in the mining sub-sector that has dampened demand in the economy (AfDB, 2018). The spiralling debt situation of the economy has necessitated the fiscal consolidation drive to tame the country’s debt levels. The Namibian economy continues to be heavily reliant on mining but that is expected to change as efforts are being made to diversify the economy. The country is also progressively investing in infrastructure, particularly in transport, supply of water and energy with as much as 74 billion Namibian Dollars (equal to 42% of the country’s GDP) being spent on infrastructural development (AfDB, 2018). This colossal investment (to be financed through development finance sources as well as private-public participation), is meant to provide the impetus for the economic transformation and diversification agenda (AfDB, 2021).

 

The economy of South Africa is undoubtedly Africa’s most advanced and well-integrated with the global economy. In terms of size, the South African economy is second only to that of Nigeria on the African continent. Within the southern African sub-region, the economy of South Africa is a colossus and continues to champion the sub-regional integration agenda. The country’s financial system, which is home to one of the world’s elite Stock Exchanges, is well developed with all the features of the financial systems of the advanced countries. In the area of telecommunication, physical and energy-related infrastructure, the country is well advanced in the metropolitan areas but with considerable infrastructural deficit in the rural communities. Similarly, while the South African economy is among the most prosperous and promising on the continent, the country continues to grapple with high-income inequality and relative poverty.

 

As global leaders, it is vital to understand business and socio-economic culture of countries around the world. This course is on-field learning which will expose students to a unique experience covering the following key issues:

 

  • Review the history, social-cultural background, and political economy of Namibia (Windhoek) and Botswana (Gaborone).
  • Overview of Namibia and Botswana’s economic performance.
  • South African corporate investments in Namibia (Windhoek) and Botswana (Gaborone).
  • Namibia and Botswana economic success and challenges.
  • Degree of Namibia and Botswana interests in South Africa and the sub-region.
  • Nature of global investment in Namibia and Botswana.
  • Influence of Namibia and Botswana’s investment in South Africa and vice versa.
  • Employees’ values and behaviours in Namibia and Botswana.
  • Assess the risks and opportunities of doing business in Namibia (Windhoek) and Botswana (Gaborone).
  • The central role of politics in doing business in the two countries (Namibia and Botswana).
  • Private enterprise and the specific challenges facing start-ups.
  • The special and evolving characteristic of Namibia and Botswana capital markets in the sub-region and related risks.
  • The emergence of an increasingly powerful middle class and its impact on the consumer market and corporate social responsibility.

This study tour will provide students with exposure to different economies and cultures in various destinations. It is designed to expose students to different organisations within South Africa (Johannesburg & Cape Town), Namibia (Windhoek) and Botswana (Gaborone), including business schools, government agencies, state-owned enterprises, and private corporations.

 

At the end this course, students will be able to:

 

  • Develop contemporary knowledge about business practices in Namibia (Windhoek) and Botswana (Gaborone) in relation to South Africa, which will assist them to appraise the basics and standard protocol of interactions with the business environment in these countries.
  • Critically assess the economies of Namibia and Botswana and determine their strengths and weaknesses for doing business. 
  • Compare and contrast different cultures and the way of life in Namibia and Botswana relative to South Africa and Africa as a whole.
  •  Evaluate and analyse business models of selected companies in South Africa (Johannesburg & Cape Town), Namibia (Windhoek) and Botswana (Gaborone).

Curriculum tied to the context in South Africa

The study tour draws on diverse experiences of South African companies in various markets. Here, the extensive use of company site visits shows comparisons between the company’s operations in Namibia (Windhoek) and Botswana (Gaborone) with South Africa.

 

Curriculum tied to context in African and other dynamic emerging market economies

The overarching objective is to identify opportunities geared towards increasing the volume of trade in the sub-region and climaxing for sustainable growth of the African continent, especially in the midst of the US-China trade war, the Brexit Brouhaha, the US-Iran tension, with the resultant fluctuation in global commodity and asset prices. The focus is to map these global issues to the level of individual African countries and major firms therein, thus enabling students to begin to address these issues at management level.

 

Sustainability

With the use of company and institution visits, the study tour addresses the optimality of overall resource allocation in economies and its role in economic systems such as free markets and command economies and mixtures thereof in Namibia (Windhoek) and Botswana (Gaborone).

 

Entrepreneurial action

The institution and company visits provide insight into innovation and entrepreneurial action and (managed) risk-taking, thus enabling students to make decisions at a management level.

 

Critical engagement

By focusing on examples of successful and unsuccessful business ventures in Africa and emerging markets, the course enables the student to acquire a better perspective on foreseeable and unforeseeable consequences of action and business decisions.

Course assesment and assignments

Course Assessment

Assessment

 Number

Mark

Standing Orders and Indemnity Forms 

1

0%

Pre-Trip Assessment (Individual Assignment)

2

40%

On-field syndicate assignment

3

30%

EQ Assessment (Multiple Choice Questions)

4

30%

Total

 

100%

Pass Mark Requirements  

In terms of the Standing Orders, to pass a course a student is required to achieve a final accumulative average of 50% for a pass mark, and a subminimum of 35% in the examination. When an assignment is an exam equivalent, failure to submit on time will result in a student being ‘failed absent’, with the result that the student will be failed off the programme.

When the individual assignment is designated as an exam equivalent, please specify in the heading for the assignment that this is the case. As stated above, the status of the assignment has implications for the Rules and Standing Orders. 

Assessment ONE (GL 3) – (0%)  

The purpose of this assessment is to familiarise and fully acknowledge the rules, standing orders, code of conduct and indemnity forms for the global study tours. 

Assessment

Participants are required to read and fill in the rules, standing orders, code of conduct and indemnity forms for the global study tours.

Assessment TWO (GL 1 and 2): 40% 

 

The purpose of this assessment is for the participant to demonstrate through various models and theories, the necessary competencies in International Business knowledge.  

 

Penalty for late submission: Not late submission accepted.  

Mark allocation:   

Criterion 

Mark Allocation % 

 

Application to the integration of theories developed and learnt throughout the MBA programme   

 

35 

Application of the theory to the relevant case study selected 

35 

Research and use of relevant data to complement situation analysis 

20 

Presentation: Referencing, style, etc. 

10 

TOTAL 

100 

Individual Assignment  

Answer all questions below:

Question 1: (10 marks)

Peng and Meyer (2019), A country’s institutions establish the formal and informal rules for operating in that country. Companies operating internationally need to know these ‘rules’ because these ‘rules’ differ between countries, and because they shape greatly what can be achieved and what is not possible in a country. Institutions can be formal or informal.  Formal institutions consist of laws, regulations and rules. Informal institutions consist of norms, cultures and ethics. 

Describe ONE of your host country’s economies.  Is it a market, command, or mixed economy?

Question 2: (15 marks)

Executives seeking to succeed in global markets should take into account different cultures of nations. In 1980, Geert Hofstede introduced the cultural dimensions model. Since then, it has been applied widely by organizations. 

Identify the relevant dimensions of Hofstede’s model for your host country and explain the importance of culture in international business.

Essential Readings:

(No date), Geert Hofstede: 6d model of National Culture, https://geerthofstede.com/culture-geert-hofstede-gert-jan-hofstede/6d-model-of-national-culture/  retrieved 1 June 2024

Question 3: (15 Marks)

Douglas, Wind and Pelmutter (1973) advocated four approaches (EPRG) of International Business as follows: 

  • Ethnocentric Approach 
  • Polycentric Approach  
  • Regiocentric Approach 
  • Geocentric Approach 

Provide TWO company examples of TWO of these approaches in your host country. 

Essential Readings: 

Drachal, K. (2014). What do we know from EPRG model?. Ecoforum Journal, 3(2), 10.  http://www.ecoforumjournal.ro/index.php/eco/article/viewFile/85/72 (retrieved 2 June 2024)

Field-based Syndicate Assignment (Amazing Race) (GL 4): 30%

The purpose of this assignment is for you to think quick on your feet. It’s fun and interesting. You will be allocated a syndicate group in your host country(ies) and will need to work as a team. The purpose of this assignment requires you to think out of the box and familiarise yourself with the environment. As a suggestion, download maps; know the history of the country, all online attractions and all modes of transport.  

Penalty for late submission:  No late submissions will be accepted.

Assessment Four (GL 3): 30% (End of Tour) 

The purpose of this assessment is for participants to understand the importance of behaving ethically in their professional lives.  

Participants are required to fill in a sell EQ Assessment, subsequently the respective Lead Academic will provide an overall score.   

Candidate EQ Assessment:

Self-Assessment: 

Part A: Professionalism

  1. How punctual were you for scheduled activities and meetings?
    • a) Always on time
    • b) Mostly on time
    • c) Occasionally late
    • d) Frequently late
  2. How did you dress for formal events and meetings during the tour?
    • a) Always appropriately
    • b) Mostly appropriately
    • c) Occasionally inappropriately
    • d) Frequently inappropriately

Part B: Engagement and Participation

  1. How actively did you participate in discussions and activities?
    • a) Very actively
    • b) Actively
    • c) Occasionally
    • d) Rarely
  2. Did you take initiative in group activities and discussions?
    • a) Frequently
    • b) Occasionally
    • c) Rarely
    • d) Never

Part C: Respect and Cooperation

  1. How well did you cooperate with peers and tour facilitators?
    • a) Excellent cooperation
    • b) Good cooperation
    • c) Fair cooperation
    • d) Poor cooperation
  1. How respectful were you towards local cultures and customs?
    • a) Very respectful
    • b) Respectful
    • c) Occasionally disrespectful
    • d) Frequently disrespectful

 

Part D: Communication

  1. How effectively did you communicate with team members and facilitators?
    • a) Very effectively
    • b) Effectively
    • c) Occasionally effectively
    • d) Ineffectively
  2. How open were you in receiving feedback and constructive criticism?
    • a) Very open
    • b) Open
    • c) Occasionally open
    • d) Not open

Part E: Responsibility and Accountability

  1. How responsibly did you handle personal belongings and travel documents?
    • a) Very responsibly
    • b) Responsibly
    • c) Occasionally responsibly
    • d) Irresponsibly
  2. How accountable were you regarding your actions and behaviour during the tour?
    • a) Very accountable
    • b) Accountable
    • c) Occasionally accountable
    • d) Not accountable

Part F: Adaptability and Problem-Solving

  1. How did you adapt to new environments and situations?
    • a) Very well
    • b) Well
    • c) Occasionally well
    • d) Poorly
  1. How effectively did you solve any problems or challenges that arose during the tour?
    • a) Very effectively
    • b) Effectively
    • c) Occasionally effectively
    • d) Ineffectively

 

(Lead Academic Assessment) 

Part G: Overall Behaviour: How would you rate the participant’s overall behaviour during the tour?

  • a) Excellent
  • b) Good
  • c) Fair
  • d) Poor
  1. If any, what areas of the participant behaviour need improvement? 
  2. Any additional comments or feedback regarding the participant behaviour during the tour. 
  • Acemoglu, D., Johnson, S., & Robinson, J. A. (2002). An African success story: Botswana. Available at: https://economics.mit.edu/files/284; Accessed on October 8, 2021.
  • Beaulier, S. A., (2003). Explaining Botswana’s success: the critical role of post-colonial policy. Cato J., 23, 227.
  • Taylor, I. (2012). Botswana as a ‘development-oriented gate-keeping state’: a response. African Affairs, 111(444), 466-476.
  • Hillbom, E., Bolt, J., (2018). Botswana – A Modern Economic History. An African Diamond in the Rough. Palgrave MacMillan.
  • Jongman, K. (2018). Sustainable Livelihood and Poverty Eradication in Botswana. International Journal of Development and Sustainability, 7(4), 1317-24.
  • National Planning Commission. (2018). Status of the Namibian Economy. Available at: https://www. npc.gov.na/?wpfb_dl=315; Accessed on October 5, 2022.
  • Lange, G.-M., (2003). National wealth, natural capital, and sustainable development in Namibia. Dea Research Discussion Paper, Number 56. http://www.the-eis.com/data/RDPs/RDP56.pdf
  • Christiansen, T. (2012). Assessing Namibia’s performance two decades after independence. Part II: Sectoral analysis. Journal of Namibian Studies, 11, 29-61.
  • Chabane, N., Goldstein, A., & Roberts, S. (2006). The changing face and strategies of big business in South Africa: more than a decade of political democracy. Industrial and Corporate Change, 15(3): 549-577.
  • Tchamyou, V. S. (2017). The Role of Knowledge Economy in African Business. Journal of Knowledge Economy, 8, 1189-1228.
  • The World Bank. (2009). Namibia
    Country Brief. Washington, DC: The World Bank. 
Assessment Weighting (%) Deadline
Field-Based Syndicate Assignment (Amazing Race) 25% Check Schedule
Individual assignment 75% 27 March

Tour Schedule

*This schedule is subject to change without prior notice, please refer to the daily schedule sent in the Whatsapp group for any updates.

Pre Tour Briefing (South Africa/Zoom)

SADC Briefing:
13 February 2024
16h00-16h45

Join Zoom Meeting
https://us02web.zoom.us/j/88938864522?pwd=V1FsbC9rMlNIYmkrUUU4Q1N5L2tndz09
Meeting ID: 889 3886 4522
Passcode: 314912

DATE WEEK DAY TIME ACTIVITY Lunch Dinner COUNTRY LOCATION
14-Mar
Thu
 07:30-08:00 Check in at WBS
SA
8:00 Leave WBS
09:00 -11:00 Sling Aircraft
YES
Hangar 8, Tedderfield Airpark, 23 Nettleton Road, Eikenhof, Joburg South
14:00 – 16:00 Industrial Development Corporation (IDC) 19 Fredman Drive, Sandown
15-Mar Fri 07:30-08:00 Check in at WBS
8:00 Leave WBS
Gauteng provincial government-sponsored agro-processing facilities: YES
1. Moroka Chickens 53 Sheffield St, Ironsyde, Vereeniging, 1980, South Africa
2. Mphilo Milling Dinokeng, Tshwane
SADC-Destination-2-Schedule
SADC-Destination-3-Schedule
SADC-Destination-4-Schedule

Itinerary

Download Itinerary

Additional Info and Contact Details

Additional Information

Do not forget your travelling documents and electronic chargers. Obtain the relevant adaptor when travelling outside South Africa.

Kindly consult these online resources for a few tips: 

Windhoek Weather: https://www.accuweather.com/en/na/windhoek/243939/weather-forecast/243939 

Gaborone Weather:       https://www.accuweather.com/en/bw/gaborone/36781/weather-forecast/36781

Cape Town Weather: https://www.accuweather.com/en/za/cape-town/306633/weather-forecast/306633

Travel Tips:      http://www.worldofwanderlust.com/50-essential-tips-for-first-time-travellers/                   

Maps: https://www.worldatlas.com/webimage/countrys/af.htm

                          https://geology.com/world/world-map.shtml

Kindly bring formal wear and business cards for company visits. The following dress code applies:

 

  • Conservative suits for men with subtle colours are the norm;
  • Women should avoid high heels and short-sleeved blouses;
  • Both men and women should wear subtle, neutral colours;
  • Casual dress should be conservative as well;
  • Men and women can wear jeans. However, jeans are not acceptable for business meetings.
Garden court Victoria Junction, Cape Town Corner Of Somerset And, Ebenezer Rd, Green Point, Cape Town, 8002 

Phone: +21 418 1234
AVANI Windhoek Hotel & Casino 129 Independence Ave, Gustav Voigts Centre, Windhoek, Namibia Phone: +264 61 280 0000
Masa Square Hotel, Gaborone Plot 54353, New CBD corner Khama Crescent & Western Bypass, Gaborone, Botswana Phone: +267 315 9954
South African Consulate-General, Windhoek, Namibia South African High Commission, Cnr Nelson Mandela Avenue, and Jan Jonker Street, Windhoek 

Phone: + 264 61 205 7111 / 7241/ 7240/ 7244/ 7243

Email: windhoek.consular@dirco.gov.za
South African Consulate-General, Gaborone, Botswana

                    

 Plot 29, Queens Road, Gaborone, BOTSWANA 

Phone: + 002 673 904800 /  4802 / 4803 

DR YVONNE KABEYA SAINI is a Lecturer at the Wits Business School. She joined the School in 2006 where she lectures Marketing on the MAP, PDM, MBA, MMSM and other programs. The work experience for Yvonne started with the Government of Zambia where she worked as an Economist in the Ministry of Commerce Trade and Industry. She worked as a Business Analyst at the Zambia Privatisation Agency and Business and Information Specialist at Mckinsey & Company before joining academia in 2001.

Yvonne taught at Monash University at the South African Campus. Before joining the Wits Business School, she was a Lecturer in Marketing at the University of Cape Town. She also holds a certificate in eMarketing offered by New Zealand Direct Marketing Association and Direct Marketing Association of South Africa and has publications in local and international journals.

Some research topics include the following: Consumer Choice, Consumer Decision Making, Factors Influencing Online Consumer Choice, Effects of Fluency Processing in Consumer Decision Making, Effects of Social Media and Consumer Behaviour and Exploring the Effectiveness of Mobile Advertising. In her spare time, Yvonne enjoys reading, cooking, walking and attending to church activities.

Contact Information:

Email: Yvonne.saini@wits.ac.za

Prof. Nixon Ochara has a Bachelor of Commerce (Management Science Option) from the University of Nairobi, an MBA (Management Information Systems Option) from the University of Nairobi, and a PhD (Information Systems) from University of Cape Town. Prof. Ochara joined the WBS in 2022, where she lectures digital business courses in the Master of Management in Digital Business as well in the MBA programme (Critical Inquiry Skills). His work experience started in Kenya, where he worked in Internet startups (Africa Online – Prodigy) and an IT Services Provider (Symphony – IBM) before joining academic since 2003. Prof. Ochara has taught at the University of Pretoria, University of Venda, Namibia University of Science and Technology and University of Nairobi. He has been a visiting professor in several universities around the world. Prof. Ochara is a C2 NRF rated researcher.

Company visits and activities

Visits
L’Oréal South Africa https://www.loreal.com/en/south-africa/
DEBSWANA DIAMOND CO​MPANY https://www.debswana.com/
Botswana Investment and Trade Centre Invest (bitc.co.bw)
Choppies Home – Choppies Botswana
Dinapama Home – Dinapama
KHAYELITSHA COOKIE COMPANY Buy Cookies Online South Africa – Khayelitsha Cookies Online Cookie Shop (kcco.co.za)
De Beers https://www.debeersgroup.com/

Student Commitments

Learning Contract and Student Commitments

Learning Contract

Please note, all visits and events on the global study tour are MANDATORY. Please refer to the standing orders regarding the tours. As a student you should review the Learning Contract and ensure you are fully aware of the methods and implications of the assessment approach as mark allocations cannot be changed retrospectively. If you have any concerns about the assessment you should raise this with your tour leader at the start of the course.

The Importance of Preparation for the Study Tour

The above readings should be read before departure. Students should also research on the companies that will be visited. The scope of this course covers a wide range of topics, thus a variety of readings have been carefully selected to provide different perspectives. It is essential that students focus on these readings and embark on company research. Appended with the readings are the links for ease of access. However, should you encounter any problems with the links provided consult the WITS library e-journals catalogue or consult the WBS Librarian.

Teaching Methods

Teaching emphasis in the MBA Global Study Tour is experiential and involves on-site action learning. The tour itself would entail visits to one or more destinations to provide broader international learning exposure for the student. Students should keep a learning log on insights that they gain from each business or organisation that they visit, and these logs are used for debrief sessions during the tour as well as to compile a post-study tour assignment on what they have learnt.

Legal Declaration of Indemnity, Undertaking and Consent
 
  1. The University of the Witwatersrand, Johannesburg (hereafter referred to as ‘the University’) has insured itself for its liability arising from the acts and omissions of persons acting on its behalf, and that its registered students, staff and individuals who are subject to the University’s rules, regulations, policies, procedures and standing orders as amended from time to time are insured during the course and scope of their registered courses and/or within the scope of University’s business. This is subject to the proviso that the University’s maximum liability will be limited, whether for a single or multiple events, to the extent that is covered thereof;

  2. When the University arranges for me to travel to locations which are outside of the University’s precincts, and when traveling in vehicles which do not belong to the University’s and/or are not driven by University staff, I will enjoy only such cover as referred to in Section 1 above, provided that I depart and travel from the University’s precincts and return to it from an excursion arrange by the University, on a route agreed upon in advance by the University;

  3. In cases where no fault can be attributed to the University, I hereby indemnify, absolve and hold harmless the University, its officials, employees, students and invitees in respect of any damage the property, death or bodily injury to/of myself and/or third parties, whether on/off the University precincts, or whilst engaged in any related activity to the University abroad; and

  4. I understand that I attend and participate in the WBS Global Study Tour in various designated countries around the world during specified periods at my own risk where the event falls outside the cover provided to or by the University.

  5. I acknowledge that I have read and understood the contents of this indemnity in every respect.
This document is applicable to all modes of delivery of the Global Study Tour from 2017 onward. 
 

Assessment Policy
All assignments, including the attendance of the Amazing Race and all scheduled visits to businesses, other organisations and cultural activities, is compulsory.

Failure to comply with this policy will result in an automatic failure off this course. A record of attendance at each prescribed tour activity will be kept by the Tour Leader and will be submitted to the International Office as a formal record for student assessment. Should a student fail (including as a result of non-attendance and failure to participate), the tour will have to be repeated.

A candidate who has not completed all the requirements for this tour by the end of the minimum period of study and who is permitted in terms of Senate Standing Orders to continue will be required to register again for this tour at the beginning of the following academic year and pay the relevant fee.

 

Registration for the Global Study Tour
A candidate is required to register and pay in advance for the Study Tour in order to be admitted to complete the course.

If a candidate wishes to amend his/her selection of destination, a prescribed period of time will be permitted as indicated by the Global Study Tour Coordinator. However, no changes to selection of destination will be entertained once confirmed.

 

International Applicants
Applications from international exchange and immersion students are welcome. All international students need to conform with the University’s requirements and the South African legislation that pertains to such students.

 

Credits towards MBA or MM to other degrees
Students may be granted credits for this tour at international partner schools however please note that the granting of credits is based on the credit weighting exchange between the WBS MBA and other international programmes.

 

Pass mark for this course
In order to pass the study tour, a student must obtain a minimum of 50% as a final mark subject to the subminimum rule.

 

Fees
Students must register for the Global Business Study Tour (BUSA 7442A) in order to pay the travel component cost for the study tour. Students will be advised as to the Rand value that has to be paid for the study tour of their choice. The deadline for the choice of study tour and payments will be communicated to students by the School’s International Office. Failure to pay the full fee for the Global Study Tour in advance or failure to attend the tour for whatever reason will still hold the student liable for the full amount as indicated for the selected tour package. Please note that fees may not involve the same costing as certain travel destinations are cheaper than others. Also note that whenever indicated students will be responsible for their own transport and cost of meals and incidentals on each tour. Tour leaders do not carry additional funds to allow for students who do not make personal provision for their own expenses.

 

Allocation of Marks
The mark composition for each assignment will comprise a combination of marks awarded for assignment projects and field work, both individual and syndicate work. The mark allocation for the course is detailed in the course pack.

Syndicates may apply to have non-performing members excluded from the syndicate mark for their assignment, or have a portion of the total mark allocated to the non-performing student.

 

Publication of Final Course Results
The results of the global study tour will be published by the Faculty Office as soon as possible, normally within four weeks from assignment submission.

 

Disputes and Grievances
Any disputes or grievances that arise as a result of the application of, or failure to apply, the provisions of these Standing Orders should be managed within the Faculty’s existing appeals and grievance procedure. Problems should always be resolved as close to the source as possible. The grievance procedure policy and applicable forms are available from the Faculty Office.

 

Code of Conduct
All students will abide by the daily dress code as indicated by the Tour Leader depending on the daily schedule of events and places visited.

Students are also advised that whilst they are encouraged to enjoy the tour, they are reminded that they are participating in a Wits Study Tour programme and are not traveling for their own leisure purposes. As such, the prime focus is on teaching and learning and at all times students will need to participate in all prescribed activities and field visits.

Students are advised to heed the guidance and instruction of the designated Tour Leader on each trip. In addition, students are advised to serve as professional ambassadors of Wits University and the Wits Business School at all times whilst on tour. Students are also advised to download a copy of the Wits Student Code of Conduct to familiarise themselves with the policy.

During visits, students are to ensure that all mobile phones are switched off.
Students are to be punctual for all visits, failure to attend a visit without a valid reason will render your attendance as incomplete.

Failure to adhere to the above could result in a disciplinary action being lodged against the student.

 

Recording of Global Study Tour Activities
Business visit sessions may only be recorded (by audio, images or video) with the express written permission of that organisation. Students will be required to agree in writing that:

    • recordings will only be used for purposes of their own private study and revision;
    • recordings will not be copied, shared, communicated, published or distributed in any format whatsoever and using any medium whatsoever, unless requested to do so by the lecturer;
    • unedited copies recordings will be provided to the lecturer if requested to do so; and
    • Copyright of all recordings remain the property of the University.

It is noted that infringement of any of these conditions may result in disciplinary action being taken against the student.

Click here to complete the Indemnity and Standing Orders Form
Click here to complete the Bio Data Form