Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: The concept of executive coaching has become known over the last 20 years. Executive coaching is a service that is provided to managers and leaders within organisations in order to help them to make changes that will lead to increased personal and organisational performance. Coaching helps leaders to function better in the business world by helping them to see beyond their own mindsets; helping them to learn new skills; and helping them to overcome deeply ingrained habits and behaviours that may be restricting their further success. Coaching is not targeted specifically at executives that are experiencing performance problems, but at any manager or leader that wants to learn or change in some way, or simply wants to further increase their performance. The need for executive coaching has arisen due to the speed at which the world is developing and hence because of constant change. Globalisation, technology, mass production and increased levels of democracy have lead to a highly competitive business world. The leader and manager of today have to be highly efficient and deal with a much broader range of tasks than ever before while being highly advanced in the areas of personal and interpersonal skills. These same changes that have affected the world have lead to changing social norms where people have the need to partiCipate and be heard. The traditional management approaches to business whereby leaders commanded their employees to execute their ideas, is no longer an efficient practise as business is just too complex to centralise decision making. The concept of organisational empowerment which became know in the late 1980's has to do with the top leaders of organisations sharing their power and authority with those lower down in the organisation. Empowerment is seen as the key to sustainable organisational success, however it is complex to implement, takes considerable time and needs dedication, focus and drive from top leaders to be successful. Top leaders however will need to transform their own styles, habits and skills in order to successfully empower their organisations. Executive coaching is seen as the best method to help leaders and managers to empower their organisations by assisting them to change their leadership styles, learn better personal skills and to properly plan and execute changes that need to be made within the organisation. The use of executive coaching will also teach executives how to coach all those within their organisations, which will further help change the organisation from a traditional culture to a culture of collaboration and support. / AFRIKAANSE OPSOMMING: Die konsep van bestuursafrigting het in die afgelope 20 jaar bekend geword. Bestuursafrigting is 'n diens wat gelewer word aan bestuurders en leiers binne 'n organisasie om hulle te help om veranderinge te maak wat sal lei tot verhoogde persoonlike en organisatoriese prestasie. Afrigting help leiers om beter te presteer in die besigheidswereld deur verby hul eie gedagte raamwerk te kyk, nuwe vaardighede aan te leer en om diep ingewortelde gewoontes en gedrag te oorkom wat sukses verhinder. Afrigting is nie net gefokus op uitvoerende amptenare wat prestasie probleme ervaar nie, maar op enige bestuurder of leier wat wil leer of verander, of prestasie wil verbeter. Die behoefte vir bestuursafrigting het ontstaan as gevolg van die tempo waarmee die wereld voortdurend verander. Globalisering, tegnologie, massa produksie en verhoogde vlakke van demokrasie het gelei na 'n hoogs kompeterende besigheidswereld. Die hedendaagse leier en bestuurder moet hoogs effektief wees, meer take kan verrig as ooit tevore en ook nog hoogs gevorderd wees in terme van interpersoonlike vaardighede. Hierdie veranderinge het ook gelei na veranderende sosiale norme waar mense meer betrokke wil wees deur insette te lewer. Die tradisionele benadering tot besigheid, waar leiers opdragte gee aan werknemers om hulle idees uit te voer, is nie meer effektief in die huidige komplekse samelewing nie. Die idee van organisatoriese bemagtiging, wat in die laat 1980's bekend geword het, het te make met die verspreiding van mag van die senior bestuur in die organisasie na laer vlakke. Bemagtiging is die sleutel tot volhoubare organisatoriese sukses maar, dit is moeilik om te implementeer, het baie tyd en toewyding nodig en benodig fokus van die top leiers om suksesvol te wees. Daarom moet top bestuurders hul eie styl, gewoontes en vaardighede transformeer om bemagtiging suksesvol te implementeer in hul organisasies. Bestuursafrigting word gesien as die beste metode om leiers en bestuurders te help om hul werknemers te bemagtig deur hulle te help om hulle leierskapstyle te verander, beter persoonlike vaardighede aan te leer en om beter organisatoriese beplanning en uitvoering te fasiliteer. Die gebruik van bestuursafrigting leer bestuurders hoe om ander te mentor wat die tradisionele kultuur van bestuur vervang met een van samewerking en ondersteuning.

Thesis (MBA)--Stellenbosch University, 2005. / The business environment is always changing and it is characterised by turbulence and uncertainty. This changing environment will force the businesses to respond in one way or the other and alter their strategies and operations to accordingly to remain competitive. Making some alterations to these strategies and operations means bringing about change to the organisation. As it will be seen in the rest of this study, managing change is a complex, complicated, time consuming and expensive exercise. Managing and leading change requires commitment, patience, passion, dedication, and top leadership support. It involves an insightful analysis of the status quo from which to start building for the envisioned end future state. The change agents must ensure that they keep everybody on board posted about change. Pervasive leadership must be present to corroborate the change process. Because change happens through people, a full comprehension of the human aspect of change especially the human response to change need not be overemphasised. This aspect cuts across the entire change process right from the beginning until the end of change project. The other overarching thing is the fact that change programme must be in place to ensure implementation, hence successful change. This programme outlines the roles and responsibilities of those involved in the change process. This study has looked at the CAPlE model for facilitating change. The model envelopes all the critical elements of the change programme and process, which the change agents should take cognisance of. The model serves as a guide to successful management, facilitation and implementation of change.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Modem economy has been labeled as the "knowledge society". Increasingly, a learning organisation is one that knows how to learn and has a culture of continuous improvement. When organisations consider the task of improving project management, they encounter a wealth of best practices. However, the challenge is to assess the organisation's current condition and to chart a realistic improvement initiative. A framework for the management of projects on an organisational level allows organisations to develop the path ahead. Global competition and the realities of multiple, complex project environments have made it necessary to consider both individual project success metries and the overall organisational context. Sasol Technology provides engineering and project management services to the Sasol group with an annual portfolio of over a hundred capital projects totaling more than R3 000 million. Increasing demands on Sasol Technology, for an improved level of contribution to Sasol's strategic objectives, require a holistic approach to purposely consider the organisational project management capabilities that will significantly increase the consistency and delivery of successful projects. Consequently, in this study the organisational project management (OPM) factors describing such an environment for Sasol Technology is discussed. For this purpose, a database of capability areas was developed from available literature and adapted into a framework with 28 OPM capability areas. Using this OPM framework, an empirical survey was conducted among the engineers and project managers of Sasol Technology to collect data on the importance and evidence of the selected 28 OPM capability areas. The essential OPM capabilities and significant development areas towards a higher level of OPM are identified and discussed. The study concludes with recommendations and proposals on specific capability areas of the OPM framework for Sasol Technology, towards improved levels of project management performance and continuous learning. / AFRIKAANSE OPSOMMING: Die hedendaagse ekonomie word gekenmerk as die tydvak van kennisbestuur. Vandag moet organisasies veral weet hoe om immaterielegoedere kennis uit te brei en hoe om voortdurend te verbeter. Daar bestaan wel 'n oorvloed van bewese kennis en goeie praktyke wat betref projekbestuur, maar 'n raamwerk maak dit moontlik om op 'n organisatoriese vlak die huidige situasie rondom die bestuur van projekte te bepaal. Regstellende stappe kan bepaal en geneem word indien nodig. Weens die toename in kompleksiteit van projekbestuur omgewings asook druk op maatskappye om op wereldwye skaal kompeterend te bly, is dit noodsaaklik om die tradisionele metings van suksesvolle projekbestuur te oorweeg, tesame met die wyer organisasie faktore. Sasol Tegnologie verskaf ingenieurs- en projekbestuur dienste aan die groep van Sasol maatskappye. Sasol Tegnologie is verantwoordelik vir meer as een honderd kapitaal projekte met 'n totale jaarlikse begroting van R3 000 miljoen. Noodgedwonge word daar van Sasol Tegnologie verwag om projekte meer konstant en beter te voltooi. Deur 'n holistiese benadering te volg, wat betref die bestuur van projekte, behoort die bydrae van Sasol Tegnologie tot die strategiese doelwitte van Sasol noemenswaardig te verbeter. Gevolglik is die oogmerk van hierdie studie, die beskrywing en bespreking van tipiese omgewingsfaktore van Sasol Tegnologie wat betrekking het op die bestuur van projekte. Vanuit 'n databasis van bevoegdhede, saamgestel uit beskikbare literatuur, en in oorleg met senior bestuur is 28 bevoegdheidsareas geidentifiseer wat toepaslik is vir Sasol Tegnologie. Hierdie verwysingsraamwerk is aangewend om 'n opname te maak onder 'n monster van Sasol Tegnologie werknemers. Data is ingesamel en verwerk om die waarneembare belangrikheid en klaarblyklikheid van die 28 bevoegdheidsareas te bepaal. Gevolglik was dit moontlik om die relatiewe belangrikste bevoegdheidsareas te identifiseer asook die mees aangewese ontwikkelingsareas. Die studie bied aan sekere aanbevelings ter verbetering van projekbestuur en voortdurende uitbreiding van organisasie-kennis in Sasol Tegnologie. Die studie sluit af met voorstelle vir moontlike ander aanwendings van hierdie studie in die toekoms.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Strategic planning and the successful implementation of strategic plans moulds organisations and make them successful in the long term. Siemens-Information and Communications (IC) has realised the need for strategic planning to remain competitive and successful. The implementation of the strategic planning process at Siemens-IC has created the opportunity to do that, but as many have realised, this can only be achieved when the strategic plans have been successfully implemented. The strategic planning process at Siemens-IC is not dysfunctional, in many instances it has achieved a great deal. The problem is therefore not how to fix the strategic planning process, but rather how to improve the implementation of the strategic plans. The successful implementation of strategic plans is summarised by outlining the process used to derive the strategy, the governing principles for defining the strategy, communication of the strategy and organisational accountabilities. These components are supported by a strategy review process that is embedded in the organisational process and improves the implementation of strategic plans. If all of this occurs in the absence of a culture which promotes innovation, creativity and strategic planning as part of all managers' functions, it is doomed to failure. The strategic plans in Siemens-IC could be implemented better if the formulation of strategy is seen as part of the line managers' functions. This would provide the opportunity to improve communication, understanding and implementation of the strategy throughout the organisation right down to the lowest levels. It is also proposed that the implementation of strategic plans should be improved by linking the formulation with the implementation of the strategy. This would ensure that what has been envisioned will also be implemented. The last overall consideration for Siemens-IC is to create an organisational culture of learning. Managers at all levels should realise that formulating and implementing strategy is an ongoing journey that should be managed, and where failures and successes should be seen as opportunities to learn and improve. Achieving a culture of learning would improve the organisation's overall success with the implementation of strategic plans. / AFRIKAANSE OPSOMMING: Strategiese beplanning en die suksesvolle implementering van strategiese planne vorm organisasies en maak hulle suksesvol oor die lang termyn. Die behoefte vir strategiese beplanning in Siemens-Informasie en Kommunikasie (IK) is erken om die maatskappy meer kompeterend en suksesvol te maak. Die implementering van strategiese beplanning by Siemens-IK het die geleentheid geskep om dié doelwit te bereik. Maar dit het ook die besef laat ontstaan dat dit slegs bereik kan word indien die strategiese planne suksesvol geimplementeer word. Die strategiese beplanningsprosesse by Siemens-IK is nie foutief nie, daar is inteendeel vele gevalle waar dit suksesvol was. Die probleem is dus nie die regstelling van die strategiese beplanningsproses nie, maar eerder hoe om die implementering van die strategiese planne te verbeter. Die suksesvolle implementering van die strategiese planne word saamgevat deur die prosesse wat die strategie bepaal, die beginsels wat die bepaling van die strategie reguleer, kommunikasie van die strategie en die organisatoriese verantwoordelikhede te omskryf. Hierdie elemente word gerugsteun deur 'n strategie hersieningsproses wat deel is van die organisatoriese prosesse, en verbeter die implementering van die strategiese planne. Indien daar nie 'n kultuur wat innovasie, kreatiwiteit en waar strategiese beplanning gesien word as deel van alle bestuurders se funksies bestaan nie, sal implementering gedoem word om te faal. Die implementering van strategiese planne in Siemens-IK kan verbeter word deur strategie formulering deel van die lynbestuurders se funksies te maak. Dit sal die geleentheid skep vir verbeterede kommunikasie, begrip en implementering van strategie en dit na alle vlakke van die organisasie deur te voer tot op die laagste vlakke. Daar word ook aanbeveel dat die formulering en die implementering van strategie gekoppel moet word. Dit sal verseker dat dit wat beoog word, ook geimplementeer sal word. Die laaste oorkoepelende oorweging is om 'n leerkultuur in die organisasie te skep. Bestuurders op alle vlakke moet besef dat strategie formulering 'n voorgesette proses is wat bestuur moet word, en waarin mislukkings en suksesse as geleenthede vir leer en verbetering beskou moet word. Die verwesenliking van 'n leerkultuur sal die implementering van strategiese planne, oor die algemeen, meer suksesvol maak.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Samancor Chrome is an integrated ferrochrome producer with an estimated annual ferrochrome capacity of 1.26 million tons, or approximately twenty-five per cent of total Western world capacity in 1997. A decline in commodity pricing and other factors prompted Samancor to initiate a business process reengineering (BPR) programme facilitated by McKinsey and Company in the Chrome Alloys Division in 1997. The process however, met with considerable resistance from the Unions within Samancor Chrome, although several strategies were employed to promote acceptance of the process. The technical report assesses the effect of strategies utilised to lessen resistance to change during the business process reengineering programme initiated in Samancor Chrome. The assessment reviewed strategies given in relevant literature to lessen resistance to business reengineering processes and considered the applicability of such strategies within the context of Samancor Chrome. Research data was obtained through semi-structured interviews with Samancor Chrome senior management. The research showed that Samancor Chrome had formulated a communication and a participation strategy in preparation of the BPR programme. The strategies were the only acceptance strategies suggested by McKinsey and Company in their role as the BPR consultants. The context provided by the literature research showed that the participation strategy and the formulation of the communication strategy were inappropriate within the organisational context of Samancor Chrome. Conclusions regarding the situational validity of the strategies were supported by the failure of the strategies to reduce resistance against the BPR programme. A negotiation strategy was ultimately used as an acceptance strategy during the BPR programme, and contextual analysis showed the strategy to be appropriate although only partially effective as implementation was still delayed. Interpretative analysis of the research data indicated that a change management strategy for future BPR initiatives should rather contain elements of education, communication, retrenchment avoidance measures and consultation or negotiation within a management led, top-down approach. Management should drive the BPR process in an emphatic manner, with the programme execution and implementation being completed within a four to six month short time frame. / AFRIKAANSE OPSOMMING: Samancor Chroom is 'n ge-integreerde ferrochroom produsent met 'n geskatte kapasiteit van 1.26 miljoen ton per annum, of ongeveer vyf en twintig persent van die totale Westerse wêreld kapasiteit in 1997. 'n Reële verlaging in kommoditeits pryse sowel as ander faktore het daartoe gelei dat Samancor Chroom in 1997 'n besigheids proses herontwerp oefening onder leiding van McKinsey and Company in die Chroom Allooi Divisie geinisieer het. Die proses is egter deur die Unies binne Samancor weerstaan, alhoewel verskeie strategieë gebruik was om aanvaarding van die proses te bewerkstellig. Die tegniese verslag evalueer die effektiwiteit van die strategieë wat toegepas was om weerstand teen verandering tydens die besigheids proses herontwerp (BPH) in Samancor Chroom te verminder. Die evaluasie neem ook strategieë vanuit toepaslike literatuur om weerstand tydens besigheids proses herontwerp programme te verminder in ag, en oorweeg die toepaslikheid van die strategieë in die konteks van Samancor Chroom. Navorsings inligting is ingesamel deur semi-gestruktureerde onderhoude met Samancor senior bestuurs personeel. Die navorsing dui daarop dat Samancor Chroom kommunikasie en deelnemenings strategieë in voorbereiding vir die BPH program ontwikkel het. Die strategieë was ook die enigste strategieë wat deur McKinsey and Company in hul rol as BPH konsultante voorgestel was. Die konteks deur die literatuur studie geskep, het aangedui dat die deelnemings strategie sowel as die formulering van die kommunikasie strategie onvanpas was binne die organisatoriese konteks van Samancor Chroom. Gevolgtrekkings aangaande die situasionele validiteit van die strategieë was ondersteun deur die faling van die strategieë om weerstand teen die BPH program te verminder. 'n Onderhandelings strategie is uiteindelik as 'n aanvaardings strategie tydens die BPH program toegepas, en konteks analise dui die strategie as toepaslik aan alhoewel slegs gedeeltelik suksesvol, aangesien die program implementasie vertraag was. Interpretiewe analise van die navorsings inligting dui aan dat 'n veranderings strategie vir toekomstige BPH initiatiewe elemente van opleiding, kommunikasie, inkorting vermyding maatreëls en konsultasie of onderhandeling binne 'n bestuurs gedrewe program benadering moet bevat. Die program moet sonder vertraging gedryf word, met program voltooing en implementering tussen vier tot ses maande.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: As modern business environment continues to be uncertain and risky due to rapid changes in technology, consumer tastes and international trade that exposes smaller economies to larger and stronger economies of the world, smaller organisations to larger multinationals, conventional management approach becomes inadequate. Better methods of managing business and projects have to be found in order to deal with tough competition. Before 1970's, very few people ever talked about project management. This could be attributed to relatively stable environment in which the rate of change was either bearable or easily predicted. It was relatively easy to use established management rules, tools and procedures to deal with such changes. However, since the 1980's, the scenario has changed, organisations are struggling to cope with the pace of change and the pressure is on for organisations either to adapt or die. Consequently, project management has become the sought after management alternative to deal with this unprecedented rate of change and for survival. Project management attractions are mainly its emphasis on teamwork and multidisciplinary approach. It holistic approach makes it very useful in unfamiliar and risky projects in which information is either scanty or overwhelming. The need for project management in such situations cannot be overemphasized. As the business environment continues to become more chaotic, project management will continue to be the management tool of the 21st Century. Organisations that fail to learn the new technique of project managing their business will soon find themselves unable to compete or even survive. This study project examines through a review of relevant literature and by means of a questionnaire the critical factors that constitute project management failure. Questions like what impact can project management failure have on an organisation? What managerial and environmental factors can lead to project management failure? These and other similar questions on this subject are answered. Management, especially top management, would do well to address these factors as proposed in this study findings if they hope to remain operational in this century. The onus is on the leaders of organisations to ensure that their organisations are able to compete, grow and deliver to the satisfaction of shareholders and their customers. / AFRIKAANSE OPSOMMING: Soos die moderne besigheidsomgewing onseker en vol risikos bly, as gevolg van drastiese veranderinge in tegnologie, verbruikersondervinding en internasionale handel wat die kleiner ekonomie blootstel aan die groter ekonomie van die wereld, kleiner organisasies aan groter organisasies, word konvensionele bestuursbenadering onvoldoende. Beter metodes van besigheidsbestuur en projekte sal gevind moet word, om te kan kompeteer met gevestigde kompetisie. Voor die 1970's het bitter min mense oor Projekbestuur gepraat. Dit kan toegeskryf word aan 'n taamlik stabiele omgewing waarin die spoed van verandering aanvaarbaar of maklik voorspelbaar was. Dit was betreklik maklik om die bestaande bestuursreëls, werksmetode en prosedures te gebruik om by te hou by sulke veranderinge. Vanaf die 1980's het hierdie prentjie egter verander. Organisasies sukkel om by te hou by die pas van verandering en die druk is op dié organisasies om aan te pas of onder te gaan. Gevolglik het dit'n alternatief geword om by hierdie veranderinge aan te pas en te oorleef. Projekbestuur se aantrekkingskrag lê daarin dat dit die klem plaas op spanwerk en veelsydige dissipline. Die holistiese benadering maak dit baie nuttig in onbekende en gevaarlike projekte waarin inligting skaars of oorweldigend is. Die behoefte aan Projekbestuur in sulke situasies kan nie genoeg beklemtoon word nie. Soos die besigheidsomgewing chaoties word, so sal die bestuur aanhou om die besigheidstyl van die 21ste eeu te wees. Organisasies wat nalaat om die nuwe tegnieke aan te leer, sal gou agterkom dat hulle nie kan kompeteer of miskien oorleef nie. Hierdie studieprojek ondersoek deur middel van toepaslike literatuur en vraelyste die kritieke faktore wat die mislukking van Projekbestuur konstitueer. Vrae soos, watter inpak kan die mislukking van die bestuur op 'n organisasie hê; watter bestuurs- en omgewingsfaktore kan lei tot die mislukking van Produkbestuur? Hierdie en soortgelyke vrae ten opsigte van hierdie onderwerp word beantwoord. Bestuur, en veral seniorbestuur, sal goed doen om hierdie bevindinge te bestudeer as hulle hoop om operasioneel te bly in hierdie eeu. Die verantwoordelikheid lê by die leiers van organisasies om seker te maak dat hulle kan kompeteer, groei en 'n diens lewer na die satisfaksie van die aandeelhouers en hulle kliënte.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Safety Transport Mirrors is a vehicle component manufacturer. The company is situated in Atlantis on the West Coast of South Africa. It manufactures rear view mirrors for the seven vehicle manufacturers in South Africa. The effect of the weakening Rand, low productivity ratios, the lowering of import duties and active union activities are some of the factors and causes, which decreases the profit margins and in some instances resulted in Safety Transport Mirrors not being competitive in the local market. The company has a vague vision and mission, and the personnel are not always aware of the internal problems that could have been prevented. There is no structured strategic plan that can be followed to ensure that requirements are adhered to. Therefore, crisis management is part of daily management. The opportunity existed to change and improve on the existing ideas and plans, which could improve the effectiveness of the company. This study project is aimed at using analytical tools to analyse the external and internal environment of the industry as well as the company. Using a situation analysis and the information gathered, a strategic plan will be developed, which will indicate the steps to be used to enable Safety Transport Mirrors to become a competitive and effective organisation. Furthermore, an attempt will be made to make a paradigm shift to management to enable them to look into the future with a new vision for Safety Transport Mirrors. / AFRIKAANSE OPSOMMING: Safety Transport Mirrors is 'n motorvoertuigkomponent vervaardigingsmaatskappy wat geleë is in Atlantis aan die Weskus van Suid Afrika. Die maatskappy vervaardig tru-spieëls vir die sewe motorvervaardigingsmaatskappye in Suid Afrika. Lae produktiwiteitsverhoudings, die verswakking van die Rand, die verslapping van invoertariewe en aktiewe unies in die industrie is van die oorsake en faktore wat aanleiding gee tot laer winsmarges en in sommige gevalle is Safety Transport Mirrors nie meer kompeterend in die plaaslike markte nie. Die maatskappy het ook nie 'n duidelike visie en missie nie en personeel is nie altyd op hoogte van die inherente probleme wat verhoed kon word nie. Daar is ook nie 'n gestruktureerde strategiese plan wat gevolg kan word om die maatskappy doeltreffend te bestuur nie, en sodoende word daar daagliks krisis bestuur toegepas. Daar was dus geleentheid vir verbetering en implimentering van nuwe idees en planne, wat die maatskappy weer in die regte rigting kan stuur. Hierdie studie projek sal gebruik maak van verskeie analitiese metodes om die eksterne en interne omgewing van die industrie asook die maatskappy te ontleed. Situasie analise sal toegepas word en gepaardgaande met hierdie inligting sal 'n strategiese plan ontwikkel word, wat die stappe sal aandui wat gevolg moet word om Safety Transport Mirrors in 'n kompeterende en effektiewe onderneming te verander. Daar sal ook gepoog word om 'n paradigma verandering onder die bestuur te bewerkstellig, om sodoende te verseker dat hulle met 'n nuwe visie die toekoms van Safety Transport Mirrors sal ingaan.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Managers are continuously faced with new problems and organisations are facing a severe battle for survival. The purpose of this study is to provide managers with a practical guideline based on a holistic and integrated approach of how to face and successfully overcome transformation challenges that they are facing. It has become imperative that managers learn how to effectively reposition and re-organise their organisations in order to meet the challenges of the future with confidence. The areas that will be addressed in this study will provide managers with the relevant information on how to transform their organisation as well as provide insights into how to approach the implementation thereof. The planning, positioning and implementation of transformation is one of the most important tools for organisations strategically gain the competitive advantage into the future. The Bisschoff generic key success factor organisation transformation model have been developed that will enable managers to approach the issues of transformation with confidence. This study has been compiled and written in such a manner as to provide managers with guidelines of techniques and models to apply the theory and literature in their respective organisations. The main purpose of this study is to provide a body of knowledge on the issues surrounding a successful transformation process. / AFRIKAANSE OPSOMMING: Bestuur staar voortdurend nuwe uitdagings in die gesig en organisasies word bedreig deur 'n uiterste stryd om herlewing. Hierdie studie het ten doel om bestuurders te voorsien van 'n praktiese handleiding gebaseer op 'n hilistiese en geintegreerde benadering om die uitdagings van transformasie waarvoor hulle te staan kom met sukses te trotseer en te oorkom. Dit het van uiterste belang geword dat bestuurders tegnieke aanleer om hulle onderskeie organisasies so te herposisioneer en te her-organiseer dat hulle in staat gestel sal word om die uitdagings van die toekoms met sukses te oorkom. Die areas ter sprake in die studie het ten doel om bestuur van relevante inligting te voorsien oor hoe om organisasies te transformer en insig te verskaf oor die benadering van implementering. Die beplanning, posisionering en implementering van transformasie is een van die belangrikste hulpmiddels vir organisasies om strategies die kompeterende voordeel te verkry in die toekoms. Die Bisschoff generiese sleutel sukses faktor organisasie transformasie model is ontwerp om bestuurders in staat te stel om die uitdagings rakende transformasie met sekerheid aan te durf. Hierdie studie is onderneem en saamgestel om bestuurders te voorsien met 'n handleiding waarin tegnieke en modelle beskryf word waarbinne die teorie en literatuur in hulle organisasie toegepas kan word. Die kern doel van hierdie studie is om 'n liggaam van transformasie te voorsien rakende die vraagstukke rakende 'n suksesvolle transformasie proses.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: This study project investigates the existing theoretical foundations of cost accounting, evaluating new cost accounting techniques and exploring the possibility of integrating cost accounting techniques with behavioural science techniques, into a system which will address classic corporate cost accounting dilemmas. Costing can be broken down into two major disciplines: Cost accounting for management and control purposes, and cost accounting for decision making. This study project will focus critically on cost allocation techniques which form the foundation for all cost related performance measurement and cost analyses techniques, which in turn finally form the justification for all decisions made in the company. This study project will attempt to define a new concept called "matrix costing", which entails the integration of various cost allocation techniques into a system, which will be integrated with existing financial accounting systems, while specifically addressing the issue of income allocation for profitability analyses. This will be accomplished by drawing knowledge from the behavioural sciences. This study project is a combination of a literature review and exploratory review of a proposed new concept. It stops short of researching the validity of "matrix costing" as an alternative costing technique. It does, however, lay the theoretical foundations to explore this topic further. / AFRIKAANSE OPSOMMING: Hierdie studieprojek ondersoek die bestaande teoretiese beginsels van kosteberekening, evalueer nuwe kosteberekeningtegnieke en ondersoek die moontlikheid om kosteberekening te integreer met die gedragswetenskappe, met die doel om klassieke korporatiewe kosteberekeningdilemmas op te los. Kosteberekening kan in twee hoofdissiplines verdeel word: Kosteberekening vir bestuur- en beheerdoeleindes, en kosteberekening vir besluitnemingsdoeleindes. Hierdie studieprojek sal krities op die koste-allokasietegnieke fokus, wat die basis vorm vir alle kosteprestasiemeting en koste-analiesetegnieke, wat uiteindelik veronderstel is om alle besluite in die organisasie te regverdig. Hierdie studieprojek sal ook poog om 'n nuwe konsep te definieer, naamlik "matrikskosteberekening". Matriks-kosteberekening behels die integrasie van verskeie koste-allokasietegnieke om 'n nuwe stelsel te vorm, wat met bestaande rekeningkundige stelsels sal integreer, met die doel om die dilemma van inkomste allokasie aan te spreek vir die doeleindes van winsgewendheidsanalise. Dit sal vermag word deur gebruik te maak van kennis verkry uit die gedragswetenskappe. Die studieprojek is 'n kombinasie van 'n literatuuroorsig en 'n verkennende oorsig van die voorgestelde konsep. Die studieprojek sal nie die geldigheid van matrikskosteberekening as 'n alternatief op huidige kosterekeningtegnieke navors nie. Dit sal wel die teoretiese basis daarstel vir die verdere verkenning van die onderwerp.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: The assumption underlying this study is that the regime of the economy imparts certain characteristics to the business cycle indicators and that by using a discriminant analysis it would be possible to gain information from the various indicators as to the state of activity in the economy. A discriminant analysis was developed on an Excel spreadsheet. The Schwartz Information Criterion, SIC, was calculated for the models. This value compares how closely the model follows the true data generating process. The discriminant analysis was performed using all the variables or indicators applicable to the model in question. Using a linear programming algorithm the variables were removed from the model in order to maximise the SIC value for the model. The result was a variable set that maximised the information about the regime of the economy available from the various economic indicators. The models' performance was evaluated for post sample performance in a test data set. Five models were developed. They were: • the coincident logistic model; • the one period ahead logistic CLI (composite leading indicator) model; • the one period ahead logistic component model; • the three period ahead logistic CLI model; and • the three period ahead logistic component model. All the models produced meaningful results in the estimation data set for the United States economy. In the test data set only the coincident logistic model was found to give a clear signal of the regime switch. All models applied to the US data showed activity around all the regime switches. Two of the models did not produce useful results when applied to South African economic data. For this reason the one and two period ahead logistic component models were not used. The remaining three models gave clear signals of regime switches for all regime switches in the estimation and the test data set. The best overall model as far as SIC value was the one period ahead logistic CLI model applied to the South African data. The highest SIC for a model applied to the United States data is the logistic coincident model. The models were also evaluated on the number of wrong classifications. The best model in this regard is the coincident logistic model and one period ahead logistic CLI model applied to the United States data. The most accurate model for the South African data was the one-month ahead logistic CLI model in the estimation data set and the logistic coincident model in the test data set. The models were more decisive in the South African data than in the United States data set having a much lower region of uncertainty. Taking into consideration the greater decisiveness in conjunction with accuracy the models performed better with the South African data. The discriminant analysis generates a probability of expansion, which is used in conjunction with a classification rule based on observed frequencies in the estimation data set. A plot of the probability of expansion calculated by the models versus the true data generating process reveals that the models provide meaningful information as to the regime of the economy. The models tend to lag the true data generating process but do show activity around the regime switches. The models when applied to the United States data show good correlation with the true data generating process over the estimation data set but not as good over the test data set. The models perform better when applied to South African data when evaluated graphically. The models when applied to the South African data give good clear signals over all regime switches in all data sets. Indications of regime switches in the estimation data set were clearer than in the test data set. The use of a discriminant analysis for regime classification has been proven to be effective. This method should be used in conjunction with other methods to evaluate business cycle regimes. Useful information is extracted as regards the state of the economy from the various economic indicators. For this reason discriminant analysis of business cycles can be used as an additional tool for the evaluation of business cycle regimes. / AFRIKAANSE OPSOMMING: Die onderliggende aanname van hierdie studie is dat die ekonomiese stelsel sekere eienskappe aan die sakesiklus verleen, en dat 'n diskriminant ontleding dit moontlik maak om inligting te verkry uit die verskeie aanwysers oor die stand van ekonomiese aktiwiteite. 'n Diskriminant ontleding is op 'n Excel-sigblad ontwerp. Die Schwartz Informasie Kriterium (SIK) is vir die modelle bereken. Hierdie waarde dui aan hoe getrou die model die ware datagenereringsproses volg. Die diskriminant ontleding is gedoen deur gebruik te maak van al die veranderlikes of aanwysers wat van toepassing is op die betrokke model. Die veranderlikes is uit die model verwyder deur die gebruik van 'n lineêre programmerings algoritme, ten einde die SIK-waarde van die model te maksimaliseer. Die resultaat was 'n stel veranderlikes wat inligting via die verskeie ekonomiese aanwysers oor die beskikbare ekonomiese stelsel maksimaliseer het. Die model is vir buite-steekproef prestasie in 'n toetsdatastel evalueer. Die volgende vyf modelle is ontwikkel: • samevallende logistiese model • een periode vooruit logistiese saamgestelde leidende aanwysers (SLA)- model • een periode vooruit logistiese komponentmodel • drie periode vooruit logistiese SLA-model • drie periode vooruit logistiese komponentmodel. Al die modelle het betekenisvolle resultate in die steekproefdata vir die ekonomie van die VSA gelewer. In die toetsdatastel het slegs die samevallende logistiese model 'n duidelike aanduiding van regime-verandering gegee. Alle modelle wat op die VSA data toegepas is, het aktiwiteite rondom al die regime-veranderings aangetoon. Twee van die modelle wat op Suid-Afrikaanse data toegepas is, het nie bruikbare resultate opgelewer nie, en om hierdie rede is die een en twee periodes vooruit logistiese komponentmodelle nie gebruik nie. Die oorblywende drie modelle het duidelike aanduidings van regime-veranderings vir alle regime-veranderings aangetoon in die steekproefdata en die toetsdatastel. Die beste oorkoepelende model in terme van SIK-waarde was die een periode vooruit logistiese SLA-model wat op Suid-Afrikaanse data toegepas is. Die grootste SIK-waarde vir 'n model wat op VSA-data toegepas is, is vir die samevallende logistiese model. Modelle is ook evalueer in terme van die foutiewe klassifikasies. Die beste model in hierdie verband is die samevallende logistiese model en die een periode vooruit logistiese SLA-model wat op VSA-data toegepas is. Die mees akkurate model vir Suid-Afrikaanse data was die een maand vooruit logistiese SLA-model in die steekproef datastel en die samevallende logistiese model in die toetsdatastel. Die modelle was meer beslissend in die Suid-Afrikaanse data as in die VSA-datastel, omdat die Suid-Afrikaanse data 'n baie kleiner onsekerheidsgebied openbaar het. Gegewe die groter beslistheid tesame met akkuraatheid, het die modelle beter presteer met Suid-Afrikaanse data. Die diskriminant ontleding skep 'n opswaaiwaarskynlikheid, wat saam met 'n klassifikasiereël, gebaseer op die waargenome frekwensies in die steekproefdata, gebruik word. 'n Stip van die opswaaiwaarskynlikhede, bereken volgens die modelle versus die ware datagenereringsproses, dui daarop dat die modelle betekenisvolle inligting oor die ekonomiese stelsel bied. Die modelle neig om die ware datagenereringsproses te volg, maar toon tog beweging rondom regime-veranderings. Die modelle het goeie korrelasie met die ware datagenereringsproses oor die steekproefdatastel getoon op die VSA-data, maar nie juis goeie korrelasie oor die toetsdatastel nie. Die modelle presteer beter wanneer dit op Suid-Afrikaanse data toegepas word, en gee goeie, duidelike tekens oor alle regime-veranderings in alle datastelle. Aanduidings van regime-veranderings in die steekproefdatastel was duideliker as in die toetsdatastel. 'n Diskriminant ontleding vir stelselklassifikasie het effektief geblyk te wees. Hierdie metode behoort saam met ander metodes gebruik te word om sakesiklusstelsels te evalueer. Nuttige inligting word uit die verskillende ekonomiese aanwysers verkry oor die stand van die ekonomie. Juis om hierdie rede kan 'n diskriminant ontleding van sakesiklusse as bykomende instrument gebruik word om sakesiklusse te evalueer.