This study searches for the management attributes of excellent companies in Zimbabwe in order to reveal the management practices that have made these companies successful. Seven most successful companies from among those quoted on the Zimbabwean Stock Exchange (ZSE) were selected in terms of their financial criteria and the macroeconomic criteria in their industrial categories. The research for attributes of excellence has been qualitative - consisting mainly of interviews of chief executives, departmental managers, skilled, semi-skilled, and unskilled employees of the companies. The interviewees were also asked to complete two quantitative instruments: a semantic differential and an observation chart. Altogether 408 people were interviewed and given a semantic differential and an observation chart to complete. Of these, 398 responded to the semantic differential while 308 responded to the observation chart. Qualitative data for the study were content analysed and the data obtained through the quantitative instruments were analysed through the use of the Statistical Analysis Systems (SAS) at the Unisa Computer Services Centre. There was agreement in the results obtained through the use of the three different approaches of the research. The management attributes which were elicited by the study are that the Zimbabwean excellent companies : (a) have a participative style of management; (b) always engage in constant communication with all levels oftheir employees; (c) reward good work; (d) train their employees; (e) promote from within; (f) are concerned with the quality of their products and services; (g) care for customers; and (h) are involved in social responsibility. These management attributes can be applied by and could thus benefit any type of organisation, trading or non-trading, and private or public. The application of the attributes may not be limited to the enterprises in Zimbabwe - the host country in which the study was conducted - but it may also be effected in companies in other countries with a similar socioeconomic situation to Zimbabwe's. / Business Leadership / D.B.L.

This study searches for the management attributes of excellent companies in Zimbabwe in order to reveal the management practices that have made these companies successful. Seven most successful companies from among those quoted on the Zimbabwean Stock Exchange (ZSE) were selected in terms of their financial criteria and the macroeconomic criteria in their industrial categories. The research for attributes of excellence has been qualitative - consisting mainly of interviews of chief executives, departmental managers, skilled, semi-skilled, and unskilled employees of the companies. The interviewees were also asked to complete two quantitative instruments: a semantic differential and an observation chart. Altogether 408 people were interviewed and given a semantic differential and an observation chart to complete. Of these, 398 responded to the semantic differential while 308 responded to the observation chart. Qualitative data for the study were content analysed and the data obtained through the quantitative instruments were analysed through the use of the Statistical Analysis Systems (SAS) at the Unisa Computer Services Centre. There was agreement in the results obtained through the use of the three different approaches of the research. The management attributes which were elicited by the study are that the Zimbabwean excellent companies : (a) have a participative style of management; (b) always engage in constant communication with all levels oftheir employees; (c) reward good work; (d) train their employees; (e) promote from within; (f) are concerned with the quality of their products and services; (g) care for customers; and (h) are involved in social responsibility. These management attributes can be applied by and could thus benefit any type of organisation, trading or non-trading, and private or public. The application of the attributes may not be limited to the enterprises in Zimbabwe - the host country in which the study was conducted - but it may also be effected in companies in other countries with a similar socioeconomic situation to Zimbabwe's. / Business Leadership / D.B.L.