Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: The mini study project attempted to answer questions relating to the relationship between N-ordinary shares (N-shares) and ordinary shares of the same company. Questions relating to the movement in share prices of the two types of shares were formulated. Various statistical data was used to compare the two types of shares. The study identified sixteen (16) N-share listed companies as at 12 July 2002. The results indicate that the N-shares, compared to the ordinary shares, trade at a considerable discount. Certain N- shares, on the other hand, trade at almost no discount. It was concluded that when control in a specific company is not an issue and the N-shares trade at a discount of more than three percent (3%) to the ordinary shares, the N-shares should be bought. The choice is between the two types of shares and not whether one should invest in the specific company or not. The discount should however be more than the cost of transferring from one share to another. The cost of the transfer was taken as three percent (3%) of cost. / AFRIKAANSE OPSOMMING: Die mini werkstuk probeer om die vrae rondom N-gewone aandele (N-aandele) en gewone aandele van dieselfde maatskappy te beantwoord. Vrae oor die beweging van aandeelpryse van die twee tipe aandele is saamgestel. Verskeie statistiese data is gebruik om die twee tipe aandele te vergelyk. Die werkstuk het sestien (16) N-aandeel genoteerde maatskappye soos op 12 Julie 2002 geïdentifiseer. Die resultate wys dat N-aandele in vergelyking met gewone aandele teen 'n aansienlike diskonto verhandel. Sekere N-aandele, aan die anderkant, verhandel teen feitlik geen diskonto nie. Daar is tot die slotsom gekom dat indien beheer van 'n spesifieke maatskappy nie 'n voorvereiste is nie en dat die N-aandele teen 'n diskonto van meer as drie persent (3%) verhandel, die N-aandele gekoop moet word. Die keuse is tussen twee tipe aandele en nie of daar in die spesifieke maatskappy belê moet word of nie. Die diskonto moet egter meer wees as die koste van die omskakeling van die een aandeel na die ander. Die omskakelingskoste is geraam teen drie persent (3%) van koste.

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: In many countries privatisation has been embraced as an economic policy that serves almost as a panacea for many economic problems. In general the rationale is assumed to be that of welfare improvement. It is also expected to improve governments' macroeconomic position because state enterprises are frequently loss making and hence receivers of government funds. Privatisation is also perceived to contribute to the development of weak or non-existent capital markets to enhance domestic savings mobilization. Africa's investment climate and potential for economic growth have improved remarkably and although Africa accounts for only a small fraction of worldwide privatisation activities, privatisation is on the increase as more governments realize that the old ways of state ownership have failed to deliver the goods. Hardly any African country does not have some sort of privatisation in the pipeline. Botswana, which is the main focus of this paper, launched its privatisation programme in 1998, when the Cabinet adopted the privatisation policy. Privatisation has also been triggered by the increasing globalization of the world economy. Rapid growth in international trade and investment has made competitiveness in international trade an essential factor in a nation's ability to create jobs, raise real wages and generate wealth. For many African countries, privatisation has become the only effective method of raising investment capital on favourable terms. High levels of past public sector borrowing have burdened many nations with large levels of debt. Although privatisation efforts differ substantially from country to country, there is a strong common economic rationale underlying the various decisions to privatise. African countries privatise for solutions to immediate financial, economic or political crises and due to the demands of International Donor Agencies, such as the World Bank and the International Monetary Fund. Privatisation in Botswana is different in the sense that it has come from the desire to improve efficiency in the delivery of services, promote competition and increase productivity of enterprises. Advocates of globalization promote the efficiencies of speed and technology and the benefits of privatisation as the best approach to economic development, based on an assumption that it is better for all nations to have a well-connected international network to achieve goals of economic development. / AFRIKAANSE OPSOMMING: In baie lande word privatisering as 'n ekonomiese beleid aangegryp as 'n wondermiddel vir talle ekonomiese probleme. Oor die algemeen word aangeneem dat die grondrede hiervoor die verbetering van welsyn is. Daar word ook verwag dat dit die regering se makro-ekonomiese posisie sal verbeter, aangesien staatsondernemings dikwels verliese ly en dus ontvangers van staatsfondse is. Privatisering dra klaarblyklik ook by tot die ontwikkeling van swak of nie-bestaande kapitaalmarkte ten einde plaaslike spaarpogings aan te moedig. Afrika se beleggingsklimaat en potensiaal vir ekonomiese groei het merkwaardig verbeter en alhoewel Afrika vir slegs 'n geringe gedeelte van wêreldwye privatiseringsaktiwiteite verantwoordelik is, is privatisering aan die toeneem namate regerings besef dat die ou stelsel van staatseienaarskap nie suksesvol is nie. Byna alle Afrikalande het een of ander vorm van privatisering aan die kom. Botswana, wat die hooffokus van hierdie studieprojek is, het in 1998 sy privatiseringsprogramme van stapel gestuur toe die Kabinet die privatiseringsbeleid goedgekeur het. Privatisering word ook aangehelp deur die toenemende globalisering van die wêreldekonomie. Snelle groei in internasionale handel en investering maak mededingendheid in internasionale handel 'n noodsaaklike faktor in 'n land se vermoë om werk te skep, reële lone te verhoog en welvaart te genereer. Vir baie Afrikalande het privatisering die enigste doeltreffende manier geword om beleggingkapitaal op gunstige voorwaardes te verkry. As gevolg van hoë vlakke van openbaresektorlenings in die verlede sit talle nasies opgesaal met groot skuldvlakke. Alhoewel privatiseringspogings aansienlik van land tot land verskil, is daar 'n sterk onderliggende gemeenskaplike ekonomiese grondrede vir die onderskeie besluite om te privatiseer. Afrikalande privatiseer as 'n oplossing vir onmiddellike finansiële, ekonomiese of politieke krisisse en weens die eise van internasionale skenkerorganisasies soos die Wêreldbank en die Internasionale Monetêre Fonds. Privatisering in Botswana verskil in dié opsig dat dit spruit uit die behoefte om doeltreffendheid te verbeter in die lewering van dienste, mededinging aan te moedig en die produktiwiteit van ondernemings te verhoog. Voorstanders van globalisering ondersteun die doeltreffendheid van spoed en tegnologie en die voordele van privatisering as die beste benadering vir ekonomiese ontwikkeling, gegrond op die aanname dat dit vir alle nasies beter is om 'n effektiewe internasionale netwerk te hê om doelwitte van ekonomiese ontwikkeling te bereik.

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: This study project focuses on the relevance of outsourcing in the facilities management industry, and will be conducted in the field of facilities management, for it is closely related to outsourcing and business process outsourcing. The primary aim of this study is to review and summarise some of the more important literature on outsourcing, published in various sources during the past decade. Similar literature related to facilities management will also be studied in order to relate the most generic articles on outsourcing to the field of facilities management. A number of general conclusions will be drawn on the basis of similarities encountered in the various published works. The research is divided into the following sections: • An introduction, explaining the various forms of outsourcing and the relationship between outsourcing and facilities management. • The definition of facilities management. This entails a description of facilities management, typical facilities services and the facilities management company structure. The international facilities management market is also discussed together with facilities management decisions. • The definition of outsourcing, to enable the reader to comprehend this research report. The different types of outsourcing, business processes outsourcing and the shared-services methodology is explained. Drivers of the outsourcing process are identified and supported with comments from top executives. • The strategic impact of outsourcing is outlined, identifying the market value of outsourcing, defining core competencies, establishing core and non-core activities and investigating the formulation and implementation of a successful outsourcing strategy. • Approaches to outsourcing are then investigated. This involves establishing an outsourcing context, selection of service providers, managing an outsourcing relationship, building strategic alliances and the South African legislation impacting on outsourcing, together with advantages and disadvantages of outsourcing. • The Sanlam LTD (Pty) case study captures the outsourcing theory in the South African context, and identifies a local success story with international recognition. In conclusion, emphasis is placed on the fact that outsourcing trends throughout the world is booming through strategic alliances with facilities management companies, with greater emphasis and effort in establishing a successful relationship to sustain and enhance the enormous value-add that outsourcing offers to both parties. / AFRIKAANSE OPSOMMING: Hierdie studieprojek fokus op die relevansie van uitkontraktering in die fasiliteitebestuursbedryf en is op die gebied van fasiliteitebestuur gedoen, aangesien dit noue verband hou met uitkontraktering en besigheidsprosesuitkontrakterings-elemente. Die primêre doel van hierdie studieprojek is om sommige van die belangrikste literatuur oor uitkontrak-tering, wat gedurende die afgelope dekade in verskeie bronne gepubliseer is, na te gaan en op te som. Soortgelyke literatuur met betrekking tot fasiliteitebestuur is ook bestudeer ten einde die mees generiese artikels oor uitkontraktering in die gebied van fasiliteitebestuur in verband te bring. 'n Aantal algemene gevolgtrekkings sal gedoen word op grond van ooreenkomste wat in die onderskeie publikasies aangetref is. Die navorsing is in die volgende afdelings opgedeel: • 'n Inleiding wat die onderskeie vorms van uitkontraktering en die verband tussen uitkontraktering en fasiliteitebestuur verduidelik. • Die definisie van fasiliteitebestuur. Dit behels 'n beskrywing van fasiliteitebestuur, tipiese fasiliteitedienste en die fasiliteitebestuur-maatskappystruktuur. Die internasionale fasiliteitebestuursmark word ook bespreek en dit sluit af met fasiliteitebestuursbesluite en maatskappy-ondervinding. • Die definisie van uitkontraktering, om die leser in staat te stel om hierdie studieprojek te begryp. Die verskillende tipes uitkontraktering, besigheidsprosesuitkontrak-tering, en die gedeeldedienstemetodologie word verduidelik. Drywers van die uitkontrakteringsproses word geïdentifiseer en daar word afgesluit met kommentaar deur top uitvoerende amptenare. • Die strategiese impak van uitkontraktering word geskets om die markwaarde van uitkontraktering te identifiseer, kernbevoegdhede te definieer, kern- en nie-kernaktiwiteite vas te stel en die formulering en implementering van 'n suksesvolle uitkontrakteringstrategie te ondersoek. • Benaderings tot uitkontraktering word dan ondersoek. Dit behels die vasstelling van 'n uitkontrakteringskonteks, selektering van diensverskaffers, die bestuur van 'n uitkontrak- teringsverbintenis, die bou van strategiese alliansies, en Suid-Afrikaanse wetgewing wat 'n impak op uitkontraktering het, tesame met die voordele en nadele. • Die Sanlam Bpk. (Edms.)-gevallestudie ondervang die uitkontrakteringsteorie in die Suid- Afrikaanse konteks, en identifiseer 'n plaaslike suksesverhaal met internasionale erkenning. • Ten slotte word nadruk geplaas op die feit dat uitkontrakteringstendense wêreldwyd 'n bloeitydperk beleef as gevolg van strategiese alliansies met fasiliteitebestuursmaatskappye, met groter beklemtoning van en moeite om 'n suksesvolle verbintenis te skep om die enorme toevoeging van waarde, wat uitkontraktering aan beide partye bied, te handhaaf en te versterk.

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: Project management is about the art of converting vision into reality. Projects and project managers were traditionally evaluated on time, cost and quality aspects. This has evolved over time into nine project management knowledge areas. The nine knowledge areas are also the basis on which project A successful project manager has a positive attitude and can get the work done through his project team, to meet the project objectives. The main shortfalls as indicated in the literature are clarity of roles and responsibilities, planning and scheduling as well as cost and financial control. Other shortfalls include procurements and contract negotiations and the managing of time and budget constraints. The way to fix it is to put a lot of focus into that area and assign extra people if you have to. The project manager must still maintain the balance with the other areas. Proper up front planning is the best remedial measure to ensure success. Success breeds success and there are no shortcuts in project management. Project quality and project scope management is generally the two areas where project managers are successful all over the world according to literature. Constant evaluation is the key to being successful as a project manager. Project managers must benchmark themselves against other good project managers to measure themselves and to work on the areas, which needs more attention. It is imperative that project managers understand the expected outcome of the project and what is expected from him. Project management cannot run without good systems in place to monitor the whole project life cycle. The project manager should have the say in the selection of the project team as his ultimate success or failure is dependent on the people that he is going to work with. You must plan out the whole process before you start. If you fail to plan, you plan to fail. managers are evaluated for being successful or failing. All people have the tendency to favor certain areas more than other areas and hence they excel in those areas. Literature indicates that project managers still focus largely on quality. It is important for the project manager to maintain a balance amongst the nine knowledge areas. Constant evaluation of the project manager throughout the life cycle of the project is important and must be used as early warning devices to indicate when things are going wrong. The nine areas include cost, time, and quality and scope management. It further involves risk management, human resou rces ma nagement, procu remen.t, com munications management and integration of all the areas into the project life cycle. Project managers must have exceptional human resource skills. Project management is not about managing the work, but about managing the people to deliver the results. The project manager must be a leader and is only as successful as the team he leads. All nine project management knowledge areas are important, and the integration process must be managed carefully to be successful as a project manager. / AFRIKAANSE OPSOMMING: Projek bestuur gaan oor die kuns om 'n idee in realiteit te omskep. Projekte en projek bestuurders is tradisioneel beoordeel ten opsigte van tyd, koste en kwaliteit. Dit het met tyd ontwikkel tot die huidige nege kennis areas van projek bestuur. Die nege kennis areas, is dan ook die areas waarop projek bestuurders beoordeeI word om te sien of hulle suksesvol is al dan nie. Alle mense het die geneigdheid om beter te doen in sekere areas as in ander, omdat hulle meer daarin belang stel. Die literatuur dui aan dat projek bestuurders steeds baie fokus op kwaliteit. Dit is egter belangrik vir die projek bestuurder om 'n balans te handhaaf tussen die nege kennis areas. Gereelde evaluering van die projek bestuurder gedurende die lewensiklus van die projek is belangrik. Dit kan ook dien as vroegtydige waarskuwings tekens dat dinge moontlik kan verkeerd loop. Die nege areas sluit in, koste, tyd, kwaliteit en bestuur van die omvang van die projek. Verder sluit dit risiko bestuur, personeel bestuur, aankope, kommunikasie bestuur en integrasie van al die areas in die lewensiklus in. Projek bestuurders het hoë vlakke van vaardigheid nodig in die bestuur van mense. Projek bestuur gaan nie oor die bestuur van die werk nie, maar oor die bestuur van die mense wat verantwoordelik is vir die werk. Die projek bestuurder moet 'n ware leier wees en kan slegs suksesvol wees as die span wat hy lei suksesvol is. AI nege kennis areas is belangrik en die sukses van die projek bestuurder hang af van die mate wat die integrasie proses suksesvol toegepas word. 'n Suksesvolle projek bestuurder moet 'n positiewe houding hê. Hy sal dan daarin slaag om die doelwitte suksesvol te behaal deur die gebruik van sy projek span se vaardighede. Die groot tekortkominge soos aangedui in die literatuur is die verstaan van rolle en die verantwoordelikheid van elke rolspeler, beplanning en skedulering, sowel as koste en finansiële bestuur. Ander tekortkominge sluit in aankope en kontrak bestuur, asook die bestuur van tyd en begrotings. Die manier om tekortkominge uit te sorteer is om ten volle aandag daaraan te gee, sonder om die balans te versteur tussen die nege kennis areas. Ken meer mense toe om die probleem aan te spreek. Die beste kuur is om seker te maak dat die vooruit beplanning reg is. Sukses skep meer sukses en daar is geen kortpaaie in projek bestuur nie. Volgens literatuur is daar twee areas waarin projek bestuurders uitblink. Die kwaliteit van die projek en die bestuur van die omvang van die projek word deur die wêreld heen as suksesvolle areas van projek bestuur gesien. Gereelde evaluasie is die sleutel tot sukses as projek bestuurder. Projek bestuurders moet hulle self vergelyk met ander goeie projek bestuurders en areas waarin hulle onderpresteer onder die knie kry. Dit is belangrik vir die projek bestuurder om voor die tyd seker te maak wat die verwagte uitkoms van die projek behels en wat presies van hom verwag word. Projek bestuur kan nie bedryf word en gemonitor word sonder om goeie sisteme in plek te hê nie. Dit is belangrik om die hele lewensiklus van die projek te monitor. Gegewe die belangrikheid van die projek bestuur span is dit van uiterste belang dat die projek bestuurder toegelaat word om sy eie span te kies. Die sukses van die projek bestuurder hang af van die sukses van sy span. Die hele proses moet vooruit beplan word voordat die projek eens 'n aanvang neem. As jy faal om te beplan, dan beplan jy om te faal.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: Corporate alliances have never been stronger than in the current environment. The more people that have access to the organisation’s products and services the better. Success is achieved through alliances with partners, direct contact with customers and collaboration with competitors. Today the focus is on identifying customer demands and integrating those demands across all business processes. Based on the above statements it is clearly evident that forward thinking organisations must develop deeper relationships with strategically identified customers. For organisations in general (buyers and suppliers) B2B e-commerce potentially offer the solution to strengthened customer relationships. The main aim of the study is to provide organisations entering the world of B2B collaborative commerce with a high level business orientated framework of the many and varied factors that influence a B2B journey. The study provides an understanding of global themes influencing e-business development such as globalisation, innovation and increased customer demands and relates these themes to current technology trends facing the buyers and suppliers of goods or services. Without such high level indicators organisations would lack a “compass” by which to navigate the treacherous waters of a B2B e-commerce journey. To create a deeper understanding of the B2B environment the study project discusses a concept coined by Oracle Corporation that breaks B2B relationships into four functional domains, modes or “sides”. They are the buy and sell sides, inside-common and infrastructure. The concept focuses on application functions, interfaces, and technical architecture and design. This is followed by an assessment of B2B operating models, a definition of B2B e-commerce and its association with Electronic Data Interchange (EDI) and Electronic Funds Transfer (EFT). Risk management is an ongoing issue in the e-landscape. Understanding e-business risks and creating trading environments that limit these risk factors are key considerations. Developing e-trust principles, information management and a security framework are the topics under discussion in chapter four. The Chapter five starts with a comparative review of a study indicating that most organisations go through four stages prior to reaching the Internet endgame. Organisations keen to develop B2B e-commerce solutions should have a thorough understanding of where in the e-lifecycle the organisation is. This is followed by a discussion on how a KPMG Consulting methodology can chart organisational NetReadiness. The NetReadiness Score Card is a tool utilised to test four parameters within the organisation, namely leadership, governance, organizational competencies and technology. The analysis of the parameters provides prescriptive recommendations that can easily be practically applied. The writer is of the opinion that with clear indications of major growth in B2B e-commerce volumes and the substantial resources that organisation are investing in the e-business environment, the study’s relevance is unquestionable. Given the current environment, the study forms the foundation for explorative, qualitative research in the field of B2B e-commerce. / AFRIKAANSE OPSOMMING: Korporatiewe alliansies was nog nooit so sterk soos in die huidige omgewing nie. Hoe meer mense toegang tot ‘n organisasie se produkte en dienste het, hoe beter. Sukses word bewerkstellig deur alliansies met vennote, regstreekse kontak met kliënte en samewerking met mededingers. Vandag is die fokus op die identifisering van kliëntevereistes en die integrasie van daardie vereistes oor alle sakeprosesse heen. Gegrond op bogenoemde stellings is dit duidelik dat progressiewe organisasies sterker verhoudings met strategies geïdentifiseerde kliënte moet ontwikkel. Vir organisasies oor die algemeen (kopers en verskaffers) bied besigheid-tot-besigheid-e-handel potensieel die oplossing tot sterker kliënteverhoudings. Die hoofdoel van die studie is om organisasies wat die wêreld van besigheid-tot-besigheid medewerkende handel betree ‘n hoëvlakbesigheidsgerigte raamwerk te bied van die talle verskillende faktore wat ‘n besigheid-tot-besigheid-proses beïnvloed. Die studie verskaf ‘n begrip van internasionale temas, soos globalisering, innovasie en groter kliëntevereistes, wat die ontwikkeling van e-handel beïnvloed, en bring hierdie temas in verband met huidige tegnologietendense waarmee die kopers en verskaffers van goedere en dienste te kampe het. Sonder sulke hoëvlakaanwysers sal organisasies nie ‘n “kompas” hê waarmee hulle die gevaarlike waters van ‘n besigheid-tot-besigheid-e-handelsreis kan aandurf nie. Ten einde ‘n beter begrip van die besigheid-tot-besigheid-omgewing te bewerkstellig, word ‘n begrip bespreek wat deur Oracle Corporation geskep is en wat besigheid-tot-besigheid-verhoudings in vier funksionele domeine, modusse of “kante” opdeel, naamlik die koop- en verkoopkante, interne gemeenskaplike domein en infrastruktuur. Die begrip fokus op toepassingsfunksies, koppelvlakke en tegniese argitektuur en ontwerp. Dit word gevolg deur ‘n evaluering van besigheid-tot-besigheid-bedryfsmodelle, ‘n omskrywing van besigheid-tot-besigheid-e-handel en die verbinding daarmee met Elektroniese Data-uitruiling (EDI) en Elektroniese Fondsoorplasing (EFT). Risikobestuur is ‘n deurlopende vraagstuk in die e-omgewing. ‘n Begrip van e-handels-risiko’s en die skepping van handelsomgewings wat hierdie risikofaktore beperk, is belangrike oorwegings. Die ontwikkeling van e-vertrouensbeginsels, inligtingsbestuur en ‘n sekuriteitsraamwerk is die onderwerpe wat in Hoofstuk 4 bespreek word. Hoofstuk 5 begin met ‘n vergelykende oorsig van ‘n studie wat aantoon dat die meeste organisasies deur vier stadiums gaan voordat die Internet-eindspel bereik word. Organisasie wat gretig is om besigheid-tot-besigheid-e-handelsoplossings te ontwikkel, behoort ‘n deeglike begrip te hê van waar in die e-lewensiklus die organisasie is. Dit word gevolg deur ‘n bespreking oor hoe ‘n KPMG-konsultasiemetodologie organisatoriese NetGereedheid kan bepaal. Die NetGereedheidstelkaart is ‘n instrument wat gebruik word om vier parameters binne die organisasie, naamlik leierskap, regering, organisasiebevoegdhede en tegnologie, te toets. Die ontleding van die parameters verskaf voorskriftelike aanbevelings wat maklik in die praktyk toegepas kan word. Die skrywer is van mening dat met duidelike aanduidings van sterk groei in besigheid-tot-besigheid-e-handelsvolumes en die aansienlike hulpbronne wat organisasies in die e-handelsomgewing belê, die relevansie van die studie onbetwisbaar is. Gegewe die huidige omgewing vorm die studie die fondament vir ondersoekende, kwalitatiewe navorsing op die gebied van besigheid-tot-besigheid-e-handel.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: Matrix organizations still remain a successful competitor in a hyper networked and borderless world. Matrix organizations are a multidimensional structure that tries to maximize the strength of a functional organization and minimize the weaknesses of both the project and functional organizations. It combines the vertical hierarchical structure with a horizontal structure of an input coordinator and provides advantages in terms of creativity, innovation, integration of knowledge and responsiveness to customer needs (Stebbins, Sena & Shani, 1997: 1). Project managers in a matrix organization have control over three factors: what has to be done, when it must be done, and how much in terms of resources must be dedicated to the project. The probable risk here is that the project manager may become isolated from a technical foundation and loss the technical skills that is needed to manage the matrix organization effectively. Some of the other key issues in a matrix organization is the "two bosses" or sharing of authority, the difficult balance between the organizations need for cost effectiveness and the project manager's need to achieve perfection and the problems associated with the resources and functional managers' reluctance to give up these resources. The solution for most of these problems is that the project manager should have sufficient authority in the organization and the back up and support of top management. The project manager of the matrix organization needs the personal skills to effectively communicate and motivate the project team and allow for greater collaboration among differing functional specialties, and political skills to handle all the relevant stakeholders. The transition into a predominantly knowledge-based economy with knowledge workers manning the workstations, the need for managing interpersonal complexity at work is also driving the matrix. The discipline of matrix management, however, remains more an art than a science. / AFRIKAANSE OPSOMMING: Matriks organisasies is nog steeds 'n suksesvolle mededinger in 'n wereld met netwerke sonder grense. Matriks organisasies is multi-dimensionele strukture wat probeer om die sterk punte van funksionel organisasies te maksimaliseer en die swak punte te minimaliseer van beids projek en funksionele organisasies. Dit kombineer die vertikale hierargiese strukture met die horisontale strukture van 'n koordineerder wat verantwoordelik is vir insette, en voorsien voordele in terme van kreatiwiteit, innovering, integrasie van kennis en reaksie op wat kliente benodig (Stebbins, Sena & Shani, 1997: 1 ). Projekbestuurders in 'n matriks organisasie het beheer oor drie faktore: wat moet gedoen word, wanneer moet dit gedoen word en hoeveel, in terme van hulpbronne, moet toegewys word aan die projek. Die moontlike risiko is dat die projekbestuurder geisoleer kan word van 'n tegniese grondslag en die tegniese vaardigheid, wat nodig is om die matriks organisasie effektief te bestuur, verloor. Sommige van die ander belangrike punte in 'n matriks organisasie is die "twee hoofde"of die gedeelde autoriteit, die moeilike balans tussen die organisasie se noodsaaklikheid van koste effektiwiteit en die projek bestuurder se strewe na volmaakheid, asook die probleme wat geassosieer word met die hulpbronne en die funksionele bestuurder se huiwering om dit op te gee. Die oplossing van die meeste van hierdie probleme is dat die projekbestuurder voldoende autoriteit moet hê in die organisasie en die ondersteuning van die top bestuur. Die projekbestuurder van die matriks organisasie benodig die persoonlike vaardigheid om effektief met die projekspan te kommunikeer en hul te motiveer. Groter samewerking tussen die verskillende funksionele spesialiteite moet toe gelaat word en die projek bestuurder benodig ook die politieke vaardigheid om alle relevante insethouers te hanteer. Soos die verandering plaasvind in 'n hoofsaaklike kennis gebaseerde ekonomie met opgeleide werkers wat die werkstasies beman, word die matriks ook gedryf deur die behoefte om interpersoonlike gekompliseerdheid te bestuur. Die disipline van matriksbestuur is meer 'n kuns, as 'n wetenskap.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: Presents an empirical investigation into the nature of entrepreneurship and emotional intelligence components of leadership. Describes relationship between entrepreneurship and emotional intelligence as perceived by middle management Sales Managers. Relationships between key performance indicators (sales turnover, sales growth, debtors days and years' experience) and respective entrepreneurship/emotional intelligence constructs are defined. By applying statistical evaluation methods (reliability analyses, correlation analyses and comparative analyses) this research adds to existing knowledge in this field by defining middle management perspectives of the entrepreneurship and emotional intelligence components of leadership. Analysis shows a highly significant correlation between the entrepreneurship and emotional intelligence constructs of leadership, which emphasises the importance of entrepreneurship and emotional intelligence in the business environment. Emotional intelligence construct correlates significantly with sales turnover. Draws implications for training and development of emotional intelligence characteristics of sales leaders. Analysis shows no significant relationships between entrepreneurship and emotional intelligence constructs and sales growth or debtors days. Concludes with recommendations for emotional intelligence and entrepreneurship training and development. Keywords: Entrepreneurship Emotional intelligence Leadership / AFRIKAANSE OPSOMMING: Empiriese navorsing wat die aard en wese van entrepreneurskap en emosionele intelligensie as komponente van leierskap beskryf, word aangebied. Perspektiewe van middelvlak Verkoopsbestuurders rakende die verwantskap tussen entrepreneurskap en emosionele intelligensie word beskryf. Verwantskappe tussen sleutel prestasie aanwysers (verkoopsomset, groei in verkope, debiteure dae en jare ervaring) en entrepreneurskap/emosionele intelligensie konstrukte word gedefinieer. Deur middel van statistiese evaluasie tegnieke (betroubaarheidsanalise, korrelasie analise en vergelykende analise) dra hierdie navorsing by tot bestaande kennis in hierdie domein deur die persepsies van middelbestuur rakende die entrepreneurskap en emosionele intelligensie komponente van leierskap te beskryf. Die resultate beskryf In hoogs betekenisvolle verwantskap tussen die entrepreneurskap en emosionele intelligensie konstrukte van leierskap. Die resultate beklemtoon dus die belangrikheid van entrepreneurskap en emosionele intelligensie in die sake omgewing. Emosionele intelligensie korreleer betekenisvol met verkoopsomset. Dui op implikasies vir die opleiding en ontwikkeling van emosionele intelligensie eienskappe van leiers in verkope. Studie toon geen betekenisvolle verwantskappe tussen entrepreneurskap en emosionele intelligensie konstrukte en groei in verkope of debiteure dae nie. Ten slotte word aanbevelings gemaak rakende opleiding en ontwikkeling van entrepreneurskap en emosionele intelligensie eienskappe. Sleutelwoorde: Entrepreneurskap Emosionele intelligensie Leierskap

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: The study project examines the concept of information technology (IT) outsourcing to external service providers. It is a relatively new concept in the South African scenario and there are many risks associated with the process that can cause a company to loose large amounts of money if outsourcing is not done right. The study project will aim to examine the most important aspects regarding IT outsourcing in order to reduce the risks associated with the process. The definition of IT outsourcing is the practice of transferring an organisation's computer centre operations, telecommunications networks, or applications development to external vendors of these services. There are different variations of outsourcing applicable to IT, for example: contracting out, outsourcing, in sourcing and co-sourcing. Companies have different reasons for outsourcing and the risks associated with the process have to be taken into account when embarking on an outsourcing initiative. With IT outsourcing there are different services that can be outsourced, for example: mainframe services, desktop computer services, security services and different application services. The decision to outsource a specific area of IT is a strategic issue and the risks, costs, and selection of the service provider are all very important factors to take into account. One of the main factors that any company should take into account when embarking on a big initiative is of course costs. The aim is the reduction of costs of the specific outsourced area. Therefore the necessary measures need to be in place to measure costs before and after the outsourcing process. It could happen that the outsourcing process do not provide the reduced cost benefits envisaged initially. This could be due to hidden costs that were not taken into account when the outsourcing initiative was planned. Normally the outsourcing process is driven by a structured project and numerous important factors need to be taken into account when managing the whole process. The factors include: the vendor evaluation process, setup of the service level agreement, the request for proposal, relationship with the supplier, communication of the whole process inside the company, the contract between the two parties, and the transition period with the measuring of results thereafter. The current IT skills shortage in South Africa is causing companies to rethink their IT strategies and make use of external service providers to supply them with the necessary skills to get the job done. The research illustrates this fact that IT consulting has one of the highest adoption rates currently and with regard to the future. Full blown outsourcing is still a relatively new concept in South Africa and companies will only adopt the concept as soon as it has proved to be successful and cost effective. As mentioned it is important that a structured methodology should be used to drive an outsourcing process. It is important that the approach is structured around proven project management principles with the correct measures in place to support and sustain the whole process. Outsourcing of IT services is a strategic decision that a company must take and the risks associated with the process mean that it must be planned and executed very carefully. Outsourcing has various risks associated with it like the appointment of the wrong service provider. However, the outsourcing process can also have its merits and the most important of these are most probably lower costs, new IT skills, and better service. The shortage of IT skills in South Africa makes the idea of outsourcing more and more attractive because of the fact that companies can now "buy" the skills without having to commit to long term permanent employment contracts for permanent staff. / AFRIKAANSE OPSOMMING: Die navorsingsverslag handel oor die konsep van uitkontraktering van inligtingstegnologie(IT) dienste aan eksterne diensverskaffers. Aangesien dit 'n relatiewe nuwe tendens in Suid Afrika se IT bedryf is, en die risiko bestaan dat 'n maatskappy groot geldelike verliese kan ly indien dit nie reg aangepak word nie, word daar gepoog om na die belangrikste aspekte van uitkontraktering te kyk om die risikos daaraan verbonde so laag as moontlik te hou. Die definisie van IT uitkontraktering is die oordrag van 'n organisasie se rekenaar sentrum operasies, telekommunikasie netwerk, of toepassing ontwikkeling na 'n eksterne verskaffer van hierdie dienste. Daar is verskillende variasies van uitkontraktering van toepassing op IT soos byvoorbeeld: uitkontraktering, inkontraktering, en gesamentlike kontraktering. Maatskappye het verskillende redes om 'n diens uit te kontrakteer en die risikos verbonde aan die proses moet sorgvuldig in gedagte gehou word wanneer die uitkontrakteringsproses aangepak word. Met IT uitkontraktering is daar verskillende dienste wat uitgekontrakteer kan word soos byvoorbeeld: hoofraam dienste, persoonlike rekenaar dienste, sekuriteitsdienste en verskeie rekenaar applikasie dienste. Die besluit om 'n spesifieke area van IT uit te kontrakteer is 'n strategiese kwessie vir die maatskappy en die risikos, kostes en keuse van eksterne diensverskaffer is almal baie belangrike faktore wat in gedagte gehou moet word. Een van die vernaamste faktore wat enige maatskappy in ag behoort te neem wanneer 'n groot inisiatief aangepak word, is natuurlik kostes. Die doel van uitkontraktering is om die kostes van die spesifieke area te verlaag. Daarom moet die nodige maatreëls in plek wees om die kostes vooraf en na die uitkontrakteringsproses te meet. Die uitkontraktering inisiatief kan die maatskappy egter baie duur te staan kom en glad nie die koste voordele bied wat aanvanklik beplan is nie. Dit kan wees as gevolg van verskuilde kostes wat nie met die beplanning van die proses in ag geneem is nie. Gewoonlik word die uitkontrakteringsproses gedryf deur 'n gestruktureerde projek en verskeie belangrike faktore moet in ag geneem word vir die hele proses. Die faktore sluit in: die evaluasieproses om die regte diensverskaffer aan te stel, die opstel van die regte dokumentasie in terme van die diensvoorstel voorlegging, verhouding met die diensverskaffer, die opstel van die diensvlak ooreenkoms, kommunikasie oor die hele proses binne die maatskappy, die kontrak tussen die twee partye, oorgangstadium en die meting van voordele daarna. Die huidige tekort aan IT vaardighede in Suid Afrika veroorsaak dat maatskappye hul IT strategie moet herdink en die opsie van eksterna diensverskaffers wat die nodige vaardighede kan verskaf, oorweeg word. Die studie illustreer hierdie feit dat IT konsultasie een van die hoogste vlakke van ingebruikneming tans en vir die toekoms het. Volledige IT funksie uitkontraktering is nog 'n relatiewe nuwe konsep in Suid Afrika en maatskappye sal slegs die idee aanneem sodra uitkontraktering as suksesvol en koste effektief bewys is. Soos reeds genoem is dit belangrik dat 'n gestruktureerde metodologie gebruik word om 'n uitkontrakteringsinisiatief te dryf. Dit is belangrik dat die aanslag geskoei is rondom bewese projekbestuursbeginsels en dat die regte maatreëls getref is om die proses te ondersteun. Uitkontraktering van IT dienste is 'n strategiese besluit wat 'n maatskappy moet neem. Die risikos daaraan verbonde veroorsaak dat die beplanning en aanpak van die proses baie deeglik en noukeurig gedoen moet word. Uitkontraktering het verskeie risikos soos om die verkeerde eksterne diensverskaffer te kies, maar kan ook voordelig vir die maatskappy wees en die grootste voordele wat 'n maatskappy kan verwag is verlaagde kostes en nuwe IT vaardighede. Die probleem van 'n tekort aan goed opgeleide IT personeel in Suid Afrika maak die idee van uitkontraktering al meer aanlokliker omdat dit 'n goeie manier is om goeie vaardighede in te "koop".

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: The purpose of the study is to determine whether organisational culture has an effect on the effectiveness of project management, and if project managers have a specific preference in terms of organizational culture in order to enable them to be successful. The empirical research was done by sending questionnaires to practising project managers who passed a course in project management at the University of Stellenbosch Business School in the period 2000 to 2003. The questionnaire is based on the Competing Values Framework (Cameron & Quinn, 1999: 20). The findings show that different organisation cultures do exist in organisations that experience different levels of effectiveness in project management. Furthermore the preferred culture appears to be a combination of clan-, adhocracy-, market- and to a lesser extent hierarchy cultures (the four quadrants in the Competing Values Framework). The presence of clan culture indicates a strong need for loyalty and support, cohesion and high morale, sensitivity towards clients and colleagues, teamwork, participation and consensus. In the tendency towards adhocracy culture there is a need for flexibility, individual initiative, risk taking, experimentation, innovation and freedom. The strong tendency towards market culture indicates an external focus with a high measure of stability and control, as well as a goal and results orientation, an emphasis on winning and hard-driving competitiveness. The relatively low score in hierarchy culture indicates a limited need for stability and control by means of structure, policies, procedures and dependable delivery. The conclusion is that there is a relationship between organisation culture and the effectiveness of project management, and that there are specific preferences for an organizational culture that will, in the perception of project managers, positively impact on project management. / AFRIKAANSE OPSOMMING: Die doel van die studie is om te bepaal of organisasiekultuur wel die effektiwiteit van projekbestuur beïnvloed, en of projekbestuurders 'n sekere voorkeur het in terme van die organisasiekultuur ten einde hulle in staat te stel om suksesvol te wees. Die empiriese ondersoek is gedoen deur vraelyste te stuur aan praktiserende projekbestuurders wat 'n kursus in projekbestuur aan die Universiteit Stellenbosch Bestuurskool geslaag het in die periode 2000 tot 2003. Die vraelys gebruik is gebaseer op die Competing Values Framework (Cameron & Quinn, 1999: 20). Die bevindings is dat verskille in organisasiekulture bestaan in organisasies wat verskillende mates van effektiwiteit in projekbestuur ervaar. Verder blyk die kultuur van voorkeur 'n kombinasie van clan -, adhocracy-, market- en in 'n minder mate hierarchy kulture (die vier kwadrante binne die Competing Values FrameworK) te wees. Die teenwoordigheid van clan kultuur dui op 'n sterk behoefte na onderlinge lojaliteit en ondersteuning, sterk samehorigheidsgevoel en hoë moraal, sensitiwiteit teenoor kliënte en kollegas, goeie spanwerk, deelname en konsensus. In die geneigdheid na adhocracy kultuur is daar 'n behoefte na 'n hoë mate van buigbaarheid, ruimte vir kreatiewe individualiteit, die neem van risiko's, eksperimentering, innovasie en 'n mate van vryheid. Die sterk neiging na market kultuur dui op 'n eksterne fokus met 'n mate van stabiliteit en beheer, sowel as 'n sterk behoefte na 'n doelwit en resultate oriëntasie, 'n sterk behoefte na sukses en oorwinning en ongenaakbare kompetisie. Die relatiewe lae telling in hierarchy kultuur dui op 'n beperkte behoefte aan stabiliteit en beheer deur middel van struktuur, beleid, prosedures en betroubare lewering. Dit blyk uit die ondersoek dat organisasiekultuur wel die effektiwiteit van projekbestuur beïnvloed, en dat 'n spesifieke kultuur van voorkeur wel bestaan ten einde effektiwiteit van projekbestuur te verbeter.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: When hedging with futures contracts the hedge ratio is one of the fundamental figures needed to set up a successful hedging strategy. The Mean Variance framework has been used for some time to calculate hedge ratios for this exact purpose. Certain assumptions are implicit in the Mean Variance framework such as the assumed normality of returns and assumed quadratic utility functions of investors. The validity of these assumptions has been questioned in the literature. The Mean Gini framework is first and second order stochastically dominant implying that there is no assumption regarding the return process or the utility function of investors. This study compares these two frameworks regarding the hedge ratios generated by each and their subsequent hedging effectiveness. The results indicate that neither one of the two frameworks generate the most effective hedge ratios all the time. The Mean Gini framework is, however, preferred above the Mean Variance framework for a significant number of futures contracts evaluated. It can therefore be concluded that making use of the Mean Variance framework for all futures contracts would have resulted in numerous ineffective hedging situations. / AFRIKAANSE OPSOMMING: Wanneer verskansing met termynkontrakte gedoen word is, die verskansingsverhouding een van die fundamentele veranderlikes waaroor 'n besluit geneem moet word. Vir 'n geruime tyd word die Minimum Variansie verskansingsverhouding vir hierdie doel gebruik. Implisiet in die Minimum Variansie raamwerk is die aannames dat opbrengste normaal verdeel is en dat die beleggersnutsfunksie kwadraties van aard is. Die geldigheid van hierdie aannames het reeds heelwat kritiek in die literatuur ontlok. Die Gemiddelde Gini raamwerk is eerste en tweede graads stochasties dominant, wat impliseer dat geen aannames aangaande die opbrengs of die beleggersnutsfunksie gemaak word nie. Die studie vergelyk beide raamwerke rakende die verskansingsverhoudings deur elk gegenereer en die gepaardgaande verskansingdoeltreffendheid. Die resultate toon dat nie een van die twee raamwerke vir alle kontrakte die mees effektiewe verskansingsverhouding genereer nie. Die Gemiddelde Gini raamwerk word egter vir 'n beduidende aantal van die termynkontrakte bestudeer bo die Minimum Variansie raamwerk verkies.