Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: Developing economies are greatly influenced by changing factors of globalisation, trading pattems of industrialised countries and currency fluctuations. Trade reform is expected to play a critical role in creating competitive advantages among developing countries. However, liberalisation of developing countries has not always given the expected result. Too often, mullilateral organisations lecture developing countries on the merits of good governance, building dynamic institutions and greater openness to trade and foreign direct investments (FDI). The International Monetary Fund (IMF) estimates that if Sub-Saharan Africa's institutional capacity were raised to the level of developed countries, per capita GDP would be raised by 150 percent. The rich world's trade protectionism and inadequate FDI inflows are blocking poor nations' efforts to integrate within the global economy. Currently, protectionist barriers set up by developed countries disrupt global economic market adjustments. Extending liberalisation to trade in all commodities would almost double world gains and would benefit developing countries in particular. To sustain development through liberalisation, nations need to reform themselves domestically and all nations must be given reasonably free market access. / AFRIKAANSE OPSOMMING: Ontwikkelende ekonomiee word grootliks beinvloed deur die veranderende omstandighede met betrekking tot globalisasie. Handelshervorming sal na verwagting 'n kritieke rol speel om 'n kompeterende voordeel te skep vir ontwikkelende lande. Nogtans het die liberalisering van sommige van hierdie lande nie die verwagte resultaat gelewer nie. Dit gebeur gereeld dat multilaterale organisasies ontwikkelende lande voorskryf oor die meriete van goeie bestuur, die ophou van dinamiese instellings en 'n meer ontvanklike houding teenoor buitelandse handel en beleggings. Die Internasionale Monetere Fonds (IMF) skat dat as die institusionele kapasiteit van Suid van die Sahara Afrika tot op die vlak van ontwikkelde lande verhoog word, die bruto binnelandse produk (BBP) per capita met 150 persent sal styg. Maar die ryk wereld se handelsbeskerming en die onvoldoende toevloei van buitelandse direkte investering, blokkeer arm nasies se pogings om die wereldekonomie te betree. Tans ontwrig die beskermende maatreels in ontwikkelde lande die vermoe van die wereldwye ekonomiese mark om aan te pas. Deur liberalisering ten opsigte van alle handelsgoedere uit te brei, kan die wereld-winste bykans verdubbel word. Ontwikkelende lande sal veral hierby baat vind. Om ontwikkeling deur liberalisering te bevorder, moet nasies binnelands hervorm en alle nasies moet redelike vrye toegang tot die wereldmark gebied word.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: In this study project, the performance and fund flows to open-end collective investment schemes available in South Africa that are advertised in the Personal Finance newspaper and Financial Mail magazine, are examined. The sample consists of 34 open-ended unit trust funds from 4 different asset managers. Two main objectives are addressed: the first main objective is to test whether collective investment schemes advertisements are used to signal superior management skills by examining the performance of the funds prior to placing the advertisement and measuring the performance in the post-advertising period. The second main objective is to test whether advertising is used to attract more fund flows to the funds. The results indicate that the fund managers advertised their funds at a time when the funds were under-performing, showing no significant superior performance. In the one-year period following the advertisement their performance was marginally better than the bench marked performance. The results indicate that superior fund management skills exist and that timing of the placement of the advertisement is important. The fund flow analysis shows that advertised funds attract significantly more money in comparison to the funds in a control group with similar characteristics. Once again the results could be attributed to superior fund management skills or the timing of the marketing department. / AFRIKAANSE OPSOMMING: In hierdie studieprojek word die prestasie en fondsvloei van kollektiewe beleggingskemas wat in Suid-Afrika beskikbaar is en in Personal Finance koerant en Financial Mail tydskrif geadverteer word, ondersoek. Die steekproef bestaan uit 34 kollektiewe beleggingsfondse van vier verskillende batebestuurders. Twee hoofdoelwitte word bespreek: die eerste hoofdoelwit is om te toets of kollektiewe beleggingsfondse advertensies gebruik om superieure bestuursvaardighede aan te dui, deur die prestasie van die fonds voor die advertensieplasing en die prestasie in die post-advertensie periode te ondersoek. Die tweede hoofdoelwit is om te toets of advertensies gebruik word om fonds invloeie na die fonds aan te trek. Die resultate dui aan dat die fondsbestuurders hul fondse adverteer op 'n tydstip wanneer die fonds onderpresteer, wat nie enige betekenisvolle superieure prestasie voorstel nie. In die een-jaar periode na die advertensieplasing, was hul prestasie marginaal beter as die verwysingspunt (standaard) prestasie. Die resultate dui aan dat superieure bestuursvaardighede wel bestaan en dat die tydsberekening van die advertensieplasing belangrik is. Die fondsvloei analise wys dat geadverteerde fondse betekenisvol meer geld inbring in vergelyking met die fondse in 'n kontrole groep met gelyksoortige karaktertrekke. Weereens kan die resultate toegeskryf word aan superieure bestuursvaardighede of die tydsberekening van die plasing van die advertensie.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: The 21st century is marked by unprecedented changes in technology, political and economic systems, and societal demands, that call for leadership that can develop an organisation's human capacity, structure and functions to perform effectively in a highly dynamic environment. Ever more organisations are required to combine operational effectiveness with strategic flexibility, and organisations with hierarchies, bureaucracies, and many levels of review and approval seem to be incapable of fast response to the new business needs. Information technology (IT) offers additional variables that, when combined with considerations of structure, people, and tasks, can help design more responsive organisations. However, few organisational leaders know how to correct the situation when their organisations are not working well. This study presents IT as the greatest driver of organisational and societal change. Information technology can support different forms of organisational design to cope with the increasing complexity and conflicting demands of today's dynamic business environment. The onus is on management to align the organisational structure with its strategy to improve organisational performance. However, organisations and workplaces differ, and consequently their appropriate work organisation technologies differ. The changes in IT and market structures have shifted the competition from a single organisation to a network scope, resulting in a need for new organisational strategies and structures. Traditional forms of organisation are often deemed inefficient, but this research suggests that leaders should be willing to learn from the past, such as the nature of control issues in work, the importance of infrastructure and design, and that both traditional and new forms are necessary to adapt to the conflicting demands of today's business environment. Most organisations today are still hierarchical with some form of top-down structure, but it remains essential that some people are leaders and others are followers to prevent anarchy in an organisation. Simply eliminating hierarchical structures does not result in more responsive organisations, and thus "healthy hierarchies" should be designed to allow flexibility within a hierarchical structure. Emerging concepts and models of organisation thus rarely completely replace earlier ones, but instead try to create a richer context within which to reinterpret the earlier concepts and their role in a broader, more complex framework. Organisations cannot be represented as "pure" forms, but should be seen as dynamic systems that consist out of clusters of segments, where each segment can be represented as a pure form of organisation. Organisations should be able to gain a competitive advantage if management is able to combine difficult-to-combine attributes, and to design an organisation with different forms to face internal and external challenges. A framework is presented to help practitioners to design or redesign their organisations according to best practices. The framework incorporates the influence of IT on the business environment and the organisation, the concept of a "healthy" hierarchy, the commitment of the key stakeholders to organisational change, and tests to design an organisation according to four fit drivers (product-market strategies, corporate strategy, people, and constraints) and five good design principles. / AFRIKAANSE OPSOMMING: Die 21ste eeu is gekenmerk deur ongekende veranderinge in tegnologie, politiese en ekonomiese stelsels, en sosiale eise. Leiers moet dus 'n organisasie se menslike kapasiteit, struktuur en funksies kan ontwikkel om effektief in 'n hoogs dinamiese omgewing te kan opereer. AI hoe meer organisasies word vereis om operasionele effektiewiteit met strategiese buigsaamheid te kombineer, en organisasies met hierargieë, burokrasieë, en baie vlakke van hersiening en goedkeuring blyk nie in staat te wees om vinnig te reageer op die nuwe besigheidsvereistes nie. Informasie tegnologie (IT) bied addisionele veranderlikes wat kan help om beter reagerende organisasies te ontwerp met inagneming van struktuur, mense, en werk. Min leiers weet egter hoe om die situasie te verbeter wanneer hulle organisasie nie goed presteer nie. Hierdie studie stel IT voor as dié grootste drywer van organisatoriese en sosiale verandering. Informasie tegnologie ondersteun verskillende vorms van organisatoriese ontwerp wat voldoen aan die stygende kompleksiteit en teenstrydige vereistes van vandag se dinamiese besigheidsomgewing. Die onus rus egter op die bestuur om die struktuur van die organisasie in lyn te bring met sy strategie van verhoogde prestasie. Organisasies en werksplekke verskil, en gevolglik sal die toepaslike tegnologieë vir die organisasie van werk ook verskil. Die veranderinge in IT en markstrukture het kompetisie verskuif van 'n enkelorganisasie na 'n netwerk toe, wat 'n behoefte vir nuwe organisatoriese strategieë en strukture tot gevolg gehad het. Tradisionele vorms van organisasie word gereeld as ondoeltreffend bestempel, maar hierdie studie stel voor dat leiers moet gewillig wees om uit die verlede te leer, soos die aard van beheerkwessies by die werk, die belangrikheid van infrastruktuur en ontwerp, en dat beide tradisionele en nuwe vorms nodig is om aan te pas by die teenstrydige vereistes van vandag se besigheidsomgewing. Die meeste organisasies is vandag steeds in een of ander vorm hierargies gestruktureerd van bo na onder, maar dit bly nietemin noodsaaklik dat sekere mense leiers is en ander volgelinge om anargie in 'n organisasie te vermy. Deur slegs hierargiese strukture te verwyder sal nie tot 'n meer responsiewe organisasie lei nie, en dus behoort "gesonde hierargieë" ontwerp te word om buigsaamheid binne 'n hierargiese struktuur toe te laat. Opkomende konsepte en modelle van organisasie vervang gevolglik selde die voriges, en probeer eerder 'n ryker konteks te skep, waarbinne die vorige konsepte en hulle rol in 'n breër, meer komplekse raamwerk geherinterpreteer kan word. Organisasies kan nie as "suiwer" vorms voorgestel word nie, maar eerder as dinamiese stelsels bestaande uit groepe segmente, waar elke segment 'n suiwer vorm van organisasie verteenwoordig. Organisasies behoort dus 'n mededingende voordeel te trek, as die bestuur in staat is om moeilik kombineerbare eienskappe te kombineer, en 'n organisasie met verskillende vorms te kan ontwerp wat interne en eksterne uitdagings trotseer. 'n Praktiese raamwerk word voorgestel om organisasies te ontwerp en te herontwerp volgens beste gebruike. Die raamwerk inkorporeer die invloed van IT op die besigheidsomgewing en die organisasie, die konsep van 'n "gesonde" hierargie, die verbintenis van alle sleutelinsethouers tot verandering van die organisasie, en toetse om 'n organisasie te ontwerp volgens vier pasdrywers (produk markstrategieë, besigheidstrategie, mense, en beperkinge) en vyf goeie ontwerpbeginsels.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: Workplaces around the world have recently experienced a wide variety of formal and informal changes in the organisation of work. The pace of change appears to have accelerated since the early 1990's with increased organisational restructuring efforts. New forms of work organisation, popularly labeled "high performance work systems' are reported in the academic and business literature. These workplace systems are characterised by more flexible job designs and work arrangements, team/group work, performance related compensation, greater information sharing and employee involvement in decision-making and cooperative labour-management relations to foster a participative enterprise culture. The general objective of the study is to define the work, organisational culture and human resources management processes and practices that will enable an organisation to make it's human capital the differentiating factor compared to it's competitors or similar organisations in the same industry. The research design consists of a literature study and the formulation of a strategy and implementation plan to transform the leadership behaviour and organisational culture of the organisation, based on experience with the implementation of leadership and culture interventions described in the literature. A clinical-descriptive approach was followed with data being collected to enable the researcher to propose a process to implement a high performance culture in the organisation. Recommendations for further research are made. / AFRIKAANSE OPSOMMING: Die werksomgewing het verskeie veranderinge ondergaan in die afgelope jare. Dit wil voorkom asof die tempo van verandering versnel sedert die begin van die 1990's met 'n toenemende aantal organisasie-herstrukturering wat plaasvind. Nuwe vorme van werksplekherstrukturering, onder 'n populere beskrywing van "hoogs presterende werksplekstelsels", word rapporteer in die bestuurs- en akademiese literatuur. Hierdie werksplekstelsels word gekenmerk deur meer buigsame posbeskrywings en samestelling van posinhoud, groter klem op die deel van inligting oor alle vlakke in die organisasie, groter werknemer betrokkenheid in die neem van besigheidsbesluite, asook samewerkende verhoudings tussen georganiseerde arbeid en die bestuur van die organissasie wat lei tot 'n meer deelnemende organisasie kultuur. Die doelstelling met hierdie studie is om die werkspraktyke, organisasie kultuur en mensbestuurpraktyke te definieer wat 'n organisasie in staat kan stel om sy menskapitaal te kan omskep in 'n onderskeidende element, in term van organisasie prestasie, in vergelyking met kompeterende maatskappye in dieselfde industrie. 'n Kwalitatiewe navorsingsontwerp is gebruik om verskeie klimaatstudies wat reeds binne die organisasie gedoen is, te ontleed en aan die hand van die literatuurstudie, is 'n voorstel gemaak van 'n implimenteringsprogram om die leierskap-gedrag en organisasie kultuur in die organisasie te verander. Aanbevelings vir toekomstige navorsing word aan die hand gedoen.

Thesis (MBA)--Stellenbosch University, 2005. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: Executives wanting to establish or manage an effective organisation need to understand the dynamics of leadership. PetroSA can have all the advantages in the world - advocate of the state, good relations with the state treasury, and Gas-To- Liquid technology - but if leadership fails, all these advantages melt away and the organisation, like a driverless car, will inexorably run downhill. Nevertheless, if we are to understand leadership, we also have to go beyond the directly obvious. We have to pay attention to the relevant internal and social dynamics. It calls for an analysis of the intricate interaction between leaders and followers, and the unconscious and invisible psychodynamic processes and structures that influence the behaviour of individuals. The conscious grouping of pairs of two or more employees that maintain a sociologically significant relationship should also not be ignored. People who dismiss the complex clinical dimension in organisational analysis cannot hope to move beyond an impoverished understanding of what life in organisations is all about. Toxic managers dot the landscape in most organisations making them seem, at times, like war zones. These managers can complicate your work, drain your energy, compromise your sanity and destroy your career. However, it is critical to recognise that toxicity, or emotional pain, is a normal by-product of organisational life. However, organisations that want to stay healthy need to learn to handle such toxicity effectively - or prevent it in the first place. This survey clearly demonstrates that very unhealthy management styles prevail in PetroSA. The overall results of the survey show that managers identified nine behaviours or practices that are detrimental to the . organisation's culture. These traits scored more than 2.8 on a five-point scale, where a score of five is severe. This paper examines various ways of managing toxicity in the workplace and offers ideas for leaders to help foster health and productivity. The recommendations will include a major change management initiative, wellness programme, mentoring and coaching intervention, leadership development sessions (residential), communication strategy, interventions that address the dark side of leadership, as well as Learning to Lead workshops. Finally, effective organisational responses to emotional pain, once in the system, do not stop with the urgent, immediate response to a painful traumatic experience such as the merger process PetroSA underwent in 2002/2003. leaders in their organisations should make use of preventative strategies such as appointing the right candidates, developing leaders and creating the right culture that offers space for healing and inspiration. leaders can play a key role in the recovery of those who have been hurt, speeding up the wellbeing of those who have suffered and facilitating a healthy workplace. / AFRIKAANSE OPSOMMING: Uitvoerende bestuur wat effektiewe organisasies wil vorm en bestuur moet die dinamika van leierskap goed verstaan. PetroSA kan baie faktore hê wat in sy guns tel - soos om as die mondstuk van die staat te wees, goeie verhoudings met die staatstesourier te hê, sowel as om oor Gas-tot-Vloeistof tegnologie te beskik -'-maar, sou die kritiese eienskap van leierskap ontbreek, is al dié voordele tevergeefs en die organisasie sal, soos 'n motor sonder bestuurder, onkeerbaar afdraand loop. Om leierskap werklik te verstaan, is die voor-die-hand-liggende nie genoeg nie. Daar moet ernstig aandag geskenk word aan die gepaardgaande interne en sosiale dinamika. Dit vereis 'n analise van die ingewikkelde interaksie tussen leiers en navolgers sowel as die onbewustelike en insigbare psigodinamiese prosesse en strukture wat gedrag van individue beïnvloed. Die willekeurige groepering van twee of meer werknemers wat sosiologiese belangrike verhoudings ontwikkel moet ook nie geïgnoreer word nie. Persone wat dié ingewikkelde kliniese dimensies ignoreer tydens organisatoriese analise, het geen hoop om uit te styg bo 'n swak begrip van wat die lewe van binne 'n organisasie behels nie. Toksiese bestuurders is volop in die meeste organisasies, wat dié maatskappye soms soos 'n oorlogsveld laat voel. Sulke bestuurders maak die werksplek baie gekompliseerd, dreineer jou energie, is senutergend en kan jou loopbaan verongeluk. Hoe dit ook al sy, dit is belangrik om daarop te let dat toksiese of emosionele pyn, 'n normale byproduk van die lewe binne 'n organisasie is. Nieteenstaande hierdie feit, moet organisasies wat gesond wil bly, hierdie giftige gewoontes doeltreffend bestuur - of nog beter - in die eerste plek heeltemal verhoed. Hierdie tesis bewys onteenseglik dat hierdie ongesonde bestuurstyle binne PetroSA heers. Die oorhoofse resultate van die opname toon dat bestuurders nege bestuurstyle of gewoontes identifiseer wat die organisasie negatief beïnvloed. Hierdie style behaal 'n gemiddelde van meer as 2.8 op die vyf-punt skaal, waar 5 uiters waarneembaar is. Die tesis poog om teenmiddels te identifiseer wat hierdie giftige style teenwerk of verhoed. Die tesis poog ook om idees aan huidige en toekomstige leiers te bied om gesonde en produktiewe werksomgewings te skep. Die aanbevelings sluit in 'n aansienlike bestuurde veranderingsinisiatief, personeel welstandsprogram, mentor- en leierskapsprogramme, kommunikasiestrategie, en werkswinkels wat die donker kant van leierskap aanspreek sowel as die kuns om te lei. Effektiewe reaksie op emosionele pyn binne die organisasie, moet nie net op die onmiddelike dringende aksies om pynlike traumatiese ondervindings soos die PetroSA samesmelting van 2002/2003 gerig wees nie. Leiers moet ook gebruik maak van strategieë wat voorkomend is van aard soos om die regte kandidate aan te stel, leiers te ontwikkel en die regte kultuur te skep wat ruimte vir heling en inspirasie bied. Leiers kan 'n sleutelrol speel in die heling van diegene wat seergekry het, deur hul beterskap te versnel en 'n gesonde werkplek te fasiliteer.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTACT: The aim of the study was to investigate the relationship between Emotional Intelligence and academic performance. Literature depicting the role of personality was discussed as the researcher deemed an overview of the domain of personality essential before embarking on a study of the predictive ability of Emotional Intelligence. Therefore the researcher lays the foundation for the study by exploring the definition of Emotional Intelligence together with the various viewpoints as to whether or not it is able to predict successful performance. A review of research literature describing the ability of Emotional Intelligence to predict success provides conflicting evidence. Based on the literature that has been presented it is evident that the role of Emotional Intelligence as a predictor of performance should not be under estimated. It is however clear that the degree or the extent to which it is able to explain the variances in outcome needs to be substantiated by more empirical research. The research design of this study was exploratory, descriptive and quantitative in nature. An existing Stellenbosch Business School database was used to obtain the Emotional Intelligence scores and academic performance results of 163 final year MBA students. Emotional Intelligence scores were obtained using the BarOn EQ-i test and these were correlated with academic performance. The research results did not reveal a relationship between the total Emotional Intelligence score and total academic performance. No relationships were found to exist between individual Emotional Intelligence scales or subscales and total academic performance. However, certain of the individual scales and sub-scales were found to be significant predictors of performance on some of the qualitative subjects, and in particular those subjects with a focus on management principles. The scales and subscales of Emotional Intelligence that were found to be significantly related with the management focused subjects were the following: Interpersonal Relationships, Social Responsibility, Adaptability, Flexibility, Stress Management, General Mood and Optimism. / AFRIKAANSE OPSOMMING: Die doel van die studie was om die verhouding tussen Emosionele Intelligensie en akademiese prestasie te ondersoek. Die navorser begin die studie deur die definisie van Emosionele Intelligensie, sowel as verskeie standpunte tot die moontlikheid om akademiese sukses te kan voorspel, te ondersoek. Die navorser beskou die opbou van die terrein van persoonlikheid as essensieel, alvorens 'n studie oor die voorspellingsmoontlikheid van Emosionele Intelligensie aangepak word, literatuur wat die rol van persoonlikheid beskryf, is bespreek. 'n Oorsig van die navorsingsliteratuur wat die vermoe van Emosionele Intelligensie beskryf om sukses te voorspel, lewer konflikterende bewyse. Gebaseer op die literatuur wat aangebied is, is dit duidelik dat die rol van Emosionele Intelligensie as 'n voorspeler van sukses, nie onderskat behoort te word nie. Dit is egter ook duidelik dat meer empiriese navorsing nodig is om die totale uitsluitsel in hierdie verband te verkry. Die navorsingsontwerp van die studie was verkennend, beskrywend en kwantitatief van aard. 'n Bestaande Stellenbosch databasis was gebruik om die Emosionele Intelligensie toetsuitslae, sowel as akademiese prestasie van 163 MBA studente te verkry. Die Emosionele Intelligensie toetsuitslae is verkry van die Bar-On EQ-i toets, wat die MBA studente gedoen het. Die navorser het hierdie toetsuitslae gekorreleer met hulle akademiese prestasie. Die navorsingsresultate het nie 'n verhouding tussen die totale Emosionele Intelligensie telling en totale akademiese prestasie uitgewys nie. Geen verband kon gevind word tussen die individuele emosionele Intelligensie skale en subskale en die totale akademiese prestasie nie. Sekere van die individuele skale en sub-skale is as beduidende voorspelers van prestasie van sekere van die kwalitatiewe vakke bevind, veral die vakke wat fokus op bestuursbeginsels. Die skale en sub-skale van Emosionele Intelligensie wat beduidend in verhouding staan met kwalitatiewe vakke wat lokus op bestuursbeginsels is die volgende: Interpersoonlike Verhoudings, Sosiale Verantwoordelikheid , Aanpassingsvermoe, Buigsaamheid, Spanningsbeheer, Algemene Stemming en Optimisme.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: The purpose of this study project was to research different consulting courses with the primary goal to identify a general framework to be used for a consultancy course. This framework will also serve to expand and support the current consultancy course used by the University. The initial goal was to get an understanding of the different skills required of a successful consultant. Secondly, to identify a general framework the consultant can use to understand a business problem, to solve it and to implement the solution successfully. Ultimately this study project was to expand upon these skills and framework to increase the consultant's cumulative knowledge. Resistance and change were focused upon with the goal of giving the consultant a set of skills to lead successfully. The skill of negotiation, identified by several sources as an integral part of consultancy, was also discussed in detail. The framework that has been identified is comprised of information gathering, problem identification and solution, feedback to the client, scope, priorities and estimates and lastly, implementation and engagement. Several sources have been identified to support the consultant in finding further information to ensure successful consultation endeavors. / AFRIKAANSE OPSOMMING: Die doel van hierdie studieprojek was om verskillende konsultasie kursusse te ondersoek met die primêre doel om 'n raamwerk te identifiseer wat gebruik kan word vir 'n konsultasie kursus. Dit sal dan ook dien as uitbreiding en aanvulling tot die huidige konsultasie kursus wat deur die Universiteit aangebied word. Spesifieke doelwitte was om eerstens die vaardighede wat suksesvolle konsultasie vereis, te verstaan. Tweedens was dit om 'n algemene raamwerk te identifiseer wat die konsultant kan toepas om 'n besigheidsprobeem te verstaan, op te los en om die oplossing suksesvol te implementeer. Die verdere doel van hierdie studieprojek was om dan verder uit te brei op daardie vaardighede en raamwerk om die konsultant te ondersteun gedurende projekte. Daar is klem gelê op die proses van verandering en weerstand met die doel om die konsultant te help om dit suksesvol te lei. Die vaardighede van onderhandeling, wat deur verskeie bronne as 'n integrale deel van konsultasie geïdentifiseer is, is ook bespreek. Die raamwerk wat geïdentifiseer is, is om inligting in te samel, probleme te identifiseer en op te los, terugvoer aan die kliënt, omvang, prioriteite en benaderings en laastens implementasie. Verskeie bronne vir selfstudie is ook geïdentifiseer om die konsultant te ondersteun om verdere kennis op doen om konsultasie projekte suksesvol te voltooi.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: The management of information has become an important field in the current business world. It is therefore not only important for organisations to gather data and information, but to convert this data and information into usable intelligence to improve their business. Now, more than ever, it is true that in business knowledge is power, or more specifically. the application of knowledge in developing new skills, innovation, creativity and human capital. This leads to the concept of business intelligence, the conversion of data and information to intelligence. Business intelligence can assist organisations to reach their information goals, as well as to implement and execute the corporate strategy. Some of the main business categories business intelligence can help drive include: revenue increases; profit increases; customer satisfaction; decrease in cost and risk; and market share gain. Business intelligence can be described as the marriage of business analysis and technology. It is important to recognise that there is more than one dimension to business intelligence and that it not only comprises of technology. Business intelligence can provide insight into what happened (the past), what is happening (the present) and what is likely to happen (the future). It further supports corporate performance management, the latest thinking on performance management. This study illustrates not only the value business intelligence can bring to organisations, but also the challenges in implementing business intelligence solutions, and the path organisations could follow to achieve a successful business intelligence implementation. Organisations should first understand what value business intelligence can deliver to the organisation, before they begin their business intelligence initiative. The value to the organisation should be well articulated to ensure continuous support from the top management and alignment with the overall corporate direction and strategy. The overall maturity of the organisation, also viewed from a systems perspective, plays an important role and organisations should not try to do too much too soon. The evolution diagram and business intelligence maturity model can guide organisations to understand their current status to make the right decision on the amount of change the organisation can manage in the implementation of the business intelligence solution. Organisations should be cognisant of the challenges to overcome in implementing a business intelligence solution. These challenges are significant aspects of the initiative. The business intelligence transformation roadmap, including the business intelligence implementation approach, will guide organisations through these challenges to ensure a successful implementation for the organisation. This study proves that business intelligence can add value to organisations if it is implemented as proposed in this document. The main objective of the study has been achieved, namely the development of a complete strategy to implement business intelligence. The study includes a holistic approach to business intelligence in the form of a business intelligence transformation roadmap. The roadmap can be used to engage executives in business intelligence implementations to help sell new initiatives or improve current business intelligence initiatives. / AFRIKAANSE OPSOMMING: Die bestuur van inligting is vandag 'n belangrike studieveld in die sakewereld. Daarom het dit noodsaaklik geword dat organisasies nie net data en inligting inwin nie, maar ook hierdie data en inligting in bruikbare intelligensie omskep ten einde hul besighede te bestuur en te verbeter. Nou, meer as ooit tevore, is dit in die sakewereld waar dat kennis mag is, of meer spesifiek, die toepassing van kennis in die ontwikkeling van nuwe vaardighede, innovasie, kreatiwiteit en menslike kapitaal. Dit lei tot die konsep van besigheidsintelligensie - die verandering van data en inligting in intelligensie. Besigheidsintelligensie kan organisasies help om hul inligtingsdoelwitte te bereik, en ook bydra tot die implementering en uitvoering van die korporatiewe strategie. Die hoofbesigheidskategorieë wat besigheidsintelligensie kan verbeter, is onder meer: inkomsteverhoging; winsverhoging; klientediens; kostebesnoeiing; risikoverlaging; asook 'n verhoging van markaandeel. Besigheidsintelligensie kan beskryf word as die samevoeging van besigheidsanalise en tegnologie. Daar moet onthou word dat besigheidsintelligensie meer as een dimensie het. Tegnologie is nie al dimensie nie. Besigheidsintelligensie kan insig bied in wat gebeur het (die verlede), wat tans gebeur (die hede) en wat moontlik gaan gebeur (die toekoms). Verder ondersteun besigheidsintelligensie korporatiewe prestasiebestuur, die nuutste denke oor die prestasiebestuur van organisasies. Hierdie studie beklemtoon nie slegs die waarde wat besigheidsintelligensie kan toevoeg nie. maar ook die uitdagings in die toepassing van die tipe stelsels, asook hoe organisasies dit suksesvol kan toepas. Organisasies moet eers die waarde wat besigheidsintelligensie kan toevoeg, verstaan voordat met die besigheidsintelligensie inisiatief begin word. Die waarde wat dit vir die organisasie inhou, moet baie goed verduidelik word om seker te maak dat die topbestuurspan die besigheidsintelligensie inisiatief ondersteun en dit op koers hou met die oorkoepelende korporatiewe rigting en strategie. Die ontwikkelingsvlak van die organisasie speel 'n belangrike rol in die rigting wat die besigheidsintelligensie implementering moet volg en die organisasie moet nie te veel te vinnig probeer doen nie. Die evolusie diagram en die model vir die besigheidsintelligensie-vlakke van ontwikkeling kan as riglyn dien om die huidige status van die organisasie te bepaal om sodoende die regte besluite te neem oor die mate van verandering wat die organisasie kan hanteer. Organisasies moet bewus wees van die uitdagings wat oorkom moet word in die toepassing van 'n besigheidsintelligensie oplossing. Hierdie uitdagings vorm 'n baie belangrike aspek van die besigheidsintelligensie-initiatief. Die besigheidsintelligensie transformasiepadkaart insluitende die implementering benadering, sal die organisasie deur die uitdagings lei ten einde 'n suksesvolle besigheidsintelligensie-implementering vir die organisasie te verseker. Hierdie studie bewys dat besigheidsintelligensie vir organisasies waarde kan toevoeg indien dit geimplementeer word soos wat in die dokument voorgestel word. Die hoofdoel van die studie is bereik, naamlik die ontwikkeling van 'n volledige strategie oor die toepassing van besigheidsintelligensie in 'n organisasie. Die studie sluit in 'n holistiese benadering tot besigheidsintelligensie in die vorm van 'n besigheidsintelligensie transformasiepadkaart. Die padkaart, asook die model vir die vlakke van ontwikkeling kan die organisasie deur die implementering lei. Die padkaart kan gebruik word om uitvoerende hoofde by die besigheidsintelligensie-inisiatiewe te betrek om sodoende nuwighede te help vestig of die huidige inisiatiewe te verbeter.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: Foreign direct investment is generally welcomed and sought after by developing countries such as South Africa and seen as an important vehicle to raise capital and promote growth. This h as also been recognised by the South A frican government that indicated that foreign direct investment (FDI) has been identified as a requirement in their fight against poverty and to fuel development. South Africa, unfortunately has not been able to attract significant and sustainable amounts of FDI and has been identified by Unctad World Investment Report (2004: 14) as a country that is performing under its potential in attracting FDI. Other countries in Africa like Nigeria seem to be able to consistently attract more FDI while they are less competitive and politically less stable than South Africa. This study seeks to explore the reasons for this disparity in FDI flows with special reference toN igeria a nd South Africa, to assess t he difference inc ompetitiveness between the two countries, to asses the impact of this on FDI flows and to analyse and compare the reasons for FDI in South Africa and Nigeria utilising certain Unctad and WAIPA criteria. The conclusion is that multinational companies are profit seeking and that they will take on considerable risk (such as political instability for example) if the returns are high enough. Nigeria is attracting mostly resource-seeking FDI to its rich oil sector through multinational oil companies that have the technology and capability to extract the oil economically. This is happening regardless of the fact that the country's infrastructure and institutions are weak, widespread violence and political instability is at the order of the day, Nigeria has a small economy (and hence a small market) and is plagued by high levels of corruption. South Africa in contrast, while also having natural resources has attracted mainly market-seeking FDI. The South African markets however are not particularly big when compared to other first world countries and these FDI flows are not sustainable. South Africa would need to concentrate on becoming more efficient if it wants to attract more FDI but will be competing with other countries like Malaysia, India and Eastern Europe in the process that proves to be a challenge currently. / AFRIKAANSE OPSOMMING: Ontwikkelende lande soos Suid-Afrika verwelkom en soek oor die algemeen direkte buitelandse belegging en dit word beskou as 'n belangrike manier om kapitaal te bekom en groei te bevorder. Hierdie beskouing word ook gehandhaaf deur die Suid- Afrikaanse regering wat aangedui het dat direkte buitelandse belegging identifiseer is as 'n vereiste vir die stryd teen armoede en om ontwikkeling te bevorder. Ongelukkig het Suid-Afrika nog nie daarin geslaag om beduidende en standhoudende hoeveelhede direkte buitelandse belegging te lok nie en is deur die Unctad World Investment Report (2004:14) identifiseer as 'n land wat onderpresteer met betrekking tot sy vermoë om direkte buitelandse belegging te lok. Ander lande in Afrika, soos Nigerië, blyk in staat te wees om deurlopend meer direkte buitelandse belegging te lok, terwyl hulle minder kompeterend en polities minder stabiel is as Suid-Afrika. Die doel van hierdie studie is om die redes vir hierdie ongelykheid in die vloei van direkte buitelandse belegging te ondersoek met spesifieke verwysing na Nigerië en Suid-Afrika, om die verskille in kompeterendheid tussen die twee lande te oorweeg, om die impak hiervan op die vloei van direkte buitelandse belegging te ondersoek en om die redes vir direkte buitelandse belegging in Suid-Afrika en Nigerië te analiseer en te vergelyk met behulp van sekere van die Unctad en WAIPA kriteria. Die slotsom is dat multinasionale maatskappye winste najaag en dat hulle aansienlike risiko's sal neem (bv. politiese onstabiliteit), as die opbrengste hoog genoeg is. Nigerië lok meestal hulpbron-gedrewe direkte buitelandse belegging na sy ryk oliesektor deur internasionale oliemaatskappye wat beskik oor die tegnologie en kapasiteit om die olie ekonomies te ontgin. Dit gebeur ongeag die feit dat die land se infrastruktuur en organisasies swak is, wydverspreide geweld voorkom, politieke onstabiliteit aan die orde van die dag is, Nigerië 'n klein ekonomie (en dus 'n klein mark) het en geteister word deur hoë vlakke van korrupsie. In teenstelling hiermee het Suid-Afrika, wat ook oor natuurlike hulpbronne beskik, hoofsaaklik mark-gedrewe direkte buitelandse belegging gelok. Die Suid-Afrikaanse markte is egter nie eintlik groot nie as dit vergelyk word met ander eerstewêreldlande nie en hierdie vloei van direkte buitelandse belegging is nie volhoubaar nie. Suid-Afrika sal daarop moet konsentreer om meer effektief te word as hy meer direkte buitelandse belegging wil lok, maar sal moet meeding met ander lande soos Maleisië, Indië en Oos-Europa in 'n proses wat tans 'n uitdaging blyk te wees.

Thesis (MBA)--University of Stellenbosch, 2011. / AFRIKAANSE OPSOMMING: Reeds vir dekades, maar spesifiek sedert vlaag op vlaag van groot korporatiewe skandale die laaste anderhalf dekade hoofnuus is, is die vergoeding van uitvoerende hoofde onder die vergrootglas. Die persepsie by baie aandeelhouers en die breë publiek is dat uitvoerende hoofde ruim vergoed word en dat hul vergoeding nie noodwendig verband hou met prestasie van die maatskappye wat hulle lei nie. Van die algemene kritiek wat voor die deur van maatskappye en uitvoerende hoofde gelê word, is dat salarisse en ander vorms van vergoeding, spesifiek aandeletoekennings en -opsies, nie deursigtig is nie. Daar is ook kritiek dat die vergoedingskomitees van maatskappye deur ’n botsing van belange geteister word, want juis die hoofde wat voordeel uit vergoedingsbeleide van die komitees kry, is verantwoordelik vir voorstelle rakende die vlakke van vergoeding wat betaal moet word. Daar word ook genoem dat hoewel Suid-Afrika een van die wêreldleiers is rakende gesonde korporatiewe bestuur, juis met die aanvaarding van die beginsels wat uiteengesit word in die King I-, II- en III-verslae, is daar steeds verskeie maatskappye wat nie aan die beginsels gehoor gee nie. In ‘n Amerikaanse studie rondom die eeuwisseling is bevind dat, in ‘n sakemodel waarin bestuursmag oorheers, lede van die direksie en die vergoedingskomitee geneig is om hul mededirekteure en bestuurshoofde te begunstig. (Crotty & Bonorchis, 2006). Die navorsingsverslag het ten doel om te bepaal of die totale vergoeding van uitvoerende hoofde van die 120 top-maatskappye van die Johannesburgse Aandelebeurs, wat bepaal is op grond van die 120 maatskappye wat aan die einde van 2009 die grootste markkapitalisasie gehad het, geregverdig kan word op grond van die individuele maatskappye se markvertoning. ’n Korrelasie tussen die totale vergoeding, wat alle kontant- en aandele-vergoeding insluit, is dus in verband gebring met die volgende drie veranderlikes: Omset, Totale Inkomste en EBIT-winssyfers. Dit is beduidend dat in meer as 80 persent van alle korrelasie-waarnemings van vergoeding teenoor al drie veranderlikes was daar ’n baie sterk positiewe korrelasie, wat beteken dat vergoeding van uitvoerende hoofde net toeneem indien daar ook ’n toename in die omset, inkomste en wins van individuele maatskappye is. Die navorsingsverslag het ook uitgewys watter vyf maatskappye onder die 120 topmaatskappye wat in Suid-Afrika genoteer is wel ’n negatiewe korrelasie wys, wat aandui dat daar nie ’n sterk korrelasie is tussen wat uitvoerende hoofde kan verdien en wat die vertoning van die maatskappy se omset-, inkomste- en winssyfers is nie. Wat insiggewend van die korrelasies is, is dat die minimum tydperk oor vyf jaar geskied het, wat dit statisties meer beduidend maak. Vergoeding word dus nie net eenmalig oor ’n kort tydperk ontleed nie, maar ’n langer termyn tendens van vergoeding by individuele maatskappy is waargeneem. Die gepubliseerde omset-, inkomste- en winssyfers vir die 120 maatskappye is uit die jaarverslae nagevors en die totale uitvoerende vergoeding, soos aangeteken op McGregor BFA (2009a) se databasis, is as data by die navorsingsverslag ingesluit. Die syfers van alle veranderlikes moes eers in Suid-Afrikaanse rand omgeskakel word, want verskeie maatskappye met dubbelnoterings op byvoorbeeld die Johannesburgse Aandelebeurs en die Londense of Australiese beurs se jaarverslae is in Amerikaanse dollar, Britse pond of Australiese dollar gekwoteer. Nadat die Spearman-korrelasie van elke individuele maatskappy bepaal is vir maatskappye wat syfers vir langer as vyf jaar beskikbaar het, is bepaal hoeveel waarnemings vir omset, inkomste en wins beduidende statistiese korrelasies toon, met ’n algehele waarnemingssyfer van meer as 80 persent van die maatskappye wat postiewe korrelasies gewys het vir die vlak van vergoeding in vergelyking met die drie ander veranderlikes. Daar is dus ’n statisties beduidende positiewe korrelasie tussen die vergoeding van uitvoerende hoofde van JSE-genoteerde maatskappye in vergelyking met die omset, inkomste en wins van die maatskappye. / ENGLISH ABSTRACT: For decades, but specifically since wave upon wave of corporate scandals made headline news in the past decade and a half, the remuneration of chief executives has been in the spotlight. The perception among many shareholders and the general public is that executives are very well paid and that their earnings do not necessarily relate to the performance of their companies. One of the most common criticisms against companies and their chief executives is that salaries and other forms of remuneration, especially share transfers and options, are not transparent. There is also wide criticism that remuneration committees of companies are plagued by a conflict of interests, as precisely the executives who stand to gain from the recommendations of these committees are responsible for the proposed levels of earnings. Furthermore, it is suggested that, although South Africa is regarded as a world leader in sound corporate governance, especially since the acceptance of the principles advanced in the King I, II and III reports, there are still a substantial number of companies that do not adhere tot these principles. This research project set out to establish whether the total remuneration of chief executives of the top 120 companies on the Johannesburg Stock Exchange, determined as the 120 with the largest market capitalisation at the end of 2009, could be justified on the strength of the individual companies’ market performance. Thus a correlation between the total earnings, including all cash and share awards, was brought in relation with the following three variables: Turnover, Total Income and EBIT Profit Margins. It is significant that in more than 80 persent of all correlation observations of remuneration, measured against all three variables, a very strong positive correlation came to the fore. This means that remuneration of executives only increase when there is a concomitant increase in the turnover, income and profit of individual companies. The research also pointed out which five among the 120 top companies trading on the JSE demonstrated a negative correlation, which shows that there is a strong correlation between the earnings of chief executives and their companies’ turnover, income and profit figures. Especially instructive is that a minimum period of five years was analysed, which makes it statistically more significant. Thus earnings were not adjudged once-off over a short period, but observed as a long-term tendency of remuneration by individual companies. The turnover, income and profit figures of the 120 companies were researched in the published annual reports of the data base of McGregor BFA (2009b), and the total executive earnings, as recorded in McGregor BFA’s Directors’ Search data base, were included as data in the research report. The figures of all variables were converted to South African rands, as several companies who are quoted both on the JSE or the London or Australian stock exchanges publish their annual reports either in US dollars, pounds sterling or Australian dollars. After the statistical technique of Spearman’s correlation was established for each individual company with data available for five years or longer, it was concluded how many observations of companies’ turnover, income and profit figures showed significant correlations. In total more than 80 persent of all observations of all variables of the companies had positive correlations, which suggests that the executive earnings of the vast majority of companies on the JSE demonstrates a strong correlation with their financial achievements.