“Traditional/skills-based teaching doesn’t meet the demands of our 21 st century†-Garelick, 2012. The widespread effects of globalisation and new technologies demand rethinking of knowledge creation and labour force preparedness for 21st century development. The rise of a knowledge-based economy and information society requires public managers with human capital sufficient to fulfil developmental challenges. The demand for quality infrastructure in South Africa exceeds existing proficiency of human capital. The 21st century and South Africa’s post 1994 challenges including infrastructure development demand a new generation of public managers and administrators equipped with acuity and negotiation outlooks, communication and problem-solving skills, research and analytical abilities, and cognitive capacity enabling them to promote, influence, and monitor project development and management in a substantially globalized world. From a pedagogical standpoint, while knowledge creation and innovative teaching strategies are arguably drivers of a labour force that meet challenge of development, the authors of this conceptual analytical article contend that traditional approaches of teaching project management in South African higher education institutions (HEIs) fail to adequately prepare students to manage ‘real-world projects’ that foster growth and development. Rather, projectbased learning (PjBL) offers a strategic way forward to fill project management skills gap and project management knowledge deficit in the public sector, which should be subject to the recommended research agenda.
"Considering its impact, organizational culture has emerged as a vital concept in organizational devel opment. Although diagnosing organizational culture appears as one of the organizational change strate gies for organizational development, it is a challeng ing undertaking. The dearth in the evaluation of the organizational culture of the public sector, especially in Nigeria, motivated this study with the aim of evalu ating the organizational culture of the Kwara State public health sector using the Competing Value Framework (CVF). Significantly, there is mounting pressure on the state’s health sector to improve its service delivery, which is likewise strained by the ef fort to contain COVID-19 incidents. Hence, to assess the organizational culture and identify the areas of improvement for an effective proposed organiza tional reform, this study collected data by adminis tering questionnaires to 256 participants. The study found that the prevailing culture is inter nally oriented and it manifests the typical culture of many public institutions. The evaluation of the cur rent and preferred organizational culture is impor tant to identify and create the needed change and most importantly foster a successful organizational transformation in the reality of many failed reforms. Conclusively, a successful change is anticipated to achieve the national goal of the health sector iden tified as one of the global sustainable development goals. "
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