Thesis (M.S.)--Rochester Institute of Technology, 1993. / Typescript. Includes bibliographical references (leaves 34-35).

Thesis (Ph. D.)--University of Texas at Austin, 2003. / Vita. Includes bibliographical references. Available also from UMI Company.

Thesis (M.C.R.P.)--Ohio State University, 2008. / Title from first page of PDF file. Includes bibliographical references (p. 70-72).

Thesis (M.A.)--Miami University, Dept. of History, 2009. / Title from first page of PDF document. Includes bibliographical references (p. 50-54).

Thesis (M.A.)--University of Central Florida, 2009. / Adviser: Ty Matejowsky. Includes bibliographical references (p. 34-39).

Source: Dissertation Abstracts International, Volume: 70-07, Section: B, page: 4054. Adviser: Benjamin C. Amick. Includes bibliographical references.

M. Tech. Business Administration / The important role that Small, Micro and Medium Enterprises (SMMEs) play in creating jobs and income generation cannot be overemphasised. While the contribution of small businesses to the economic development is acknowledged, small businesses are faced with many obstacles that limit their growth and/or survival and most of them ultimately close down. This study examined the problems and challenges faced by shebeens and taverns in Soshanguve Township. These problems and challenges were attributed to the following factors; capital, managerial skills and experience, government support, legislation and regulations, competition with big businesses, criminal activities and entrepreneurial capabilities.

No description available.

Thesis (M.Com. (Management)) - Rhodes University, 2008.

This research study analysed the role that experience played in the development of bar managers’ social competencies. Given the social nature of the bar environment, social competencies were perceived to be essential managerial competencies that enable bar managers to manage employees and consumers to ensure that employee and consumer satisfaction is maintained. The literature reviewed discussed the importance of managerial competencies and the composition of social competencies. Experience was conceptualized to develop an understanding of the informal learning method through which competency development occurs. Data was captured through face-to-face interviews, which were based on the Critical Incident Technique (CIT). The data was analysed using the open coding procedures of grounded theory. This research study proposed a process to explain how experience contributed to the development of social competencies. The proposed process, which is called the Social Competency Cache Development Process (SCCD Process), ultimately indicated that experience contributed to bar managers’ social competencies through a reflection process, the residues of experience, and through the familiarity of situations and results. This research study found that experience contributed to the development of bar managers’ social competencies within a process that established an awareness of unfamiliar social competencies or reinforced the effects of familiar effective social competencies. Experience was also found to promote the transition between novel situations and familiar situations, which in turn enabled bar managers to effectively assess social situations and select effective responses to social situations. Consequently, experience improved the probability of bar managers implementing effective social competencies to ensure employee and consumer satisfaction. In essence, experience shaped bar managers’ accumulation of social competencies by promoting the addition of new social competencies or the reinforcement of existing social competencies.