Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: Exxaro Resources is a diversified resources company with a commodity portfolio of coal, mineral sands, base metals and industrial minerals. Exxaro acquired Namakwa Sands in 2008 to increase its market share in the mineral sands industry and to exploit synergies within its mineral sands commodity business. Effective knowledge transfer was identified as an important lever to ensure return on investment with the Namakwa Sands acquisition. The objective of this research project was to follow an academic approach to design a theoretical framework for post-acquisition knowledge transfer to exploit synergies within the Exxaro Sands Commodity Business (CB). A qualitative theory building research method was followed to facilitate the research process and the development of the conceptual framework. Primary data was gathered by conducting interviews with role players within the organisation to understand knowledge transfer requirements and barriers within the Exxaro Sands CB. The interviews were also used to obtain insights into the building blocks of a knowledge sharing strategy and practical inputs on initiatives to implement such a strategy within Exxaro Sands operations. Key findings from the interviews, combined with insights from a comprehensive literature review and strategic analysis of the organisation, were used to compile a conceptual framework for post-acquisition knowledge transfer. The framework consists of the following six interrelated constructs: • Strategy and vision: Knowledge sharing objectives must be aligned with the strategy of the organisation and should be communicated in a compelling knowledge sharing vision. • Culture: A culture conducive to knowledge transfer is required to successfully implement a knowledge-sharing programme. Culture also creates the context for social interaction that enables post-acquisition integration. • Change management: Change management is required to communicate the background, methodology and potential benefits of a knowledge-sharing programme. • Knowledge sharing resources: Knowledge sharing resources are responsible for the execution of knowledge transfer activities. Optimum utilisation of organisational resources is required to ensure operational excellence. • Knowledge sharing processes: The processes construct stipulates how knowledge will be shared and is the key mechanism for facilitating, stimulating, measuring and reinforcing knowledge transfer within the organisation. The six steps identified for the Exxaro Sands knowledge sharing process include the identification, prioritisation and benchmarking of key performance indicators, detailed analysis of the gaps, identification of initiatives to close the gaps and ongoing monitoring to track progress. • Knowledge sharing systems: A range of tools, techniques and supporting infrastructure is required to facilitate the knowledge exchange process. The existence of knowledge sharing systems underpins knowledge sharing success, but cannot achieve the aims of knowledge sharing in isolation. This framework clearly illustrates that knowledge sharing is dependent on more than just the interaction between the holders and receivers of knowledge. A formal systematic process is required to derive maximum benefit. The conceptual framework developed in this study adds value by providing this process – customised for the requirements and context of the Exxaro Sands commodity business. It is important to implement this framework in a structured fashion to provide the objectives, guidelines and milestones required for an effective knowledge-sharing programme. / AFRIKAANSE OPSOMMING: Exxaro Resources is ‘n gediversifiseerde mynbou maatskappy met ‘n kommoditeitsportefeulje van steenkool, titanium sand, sink en industriële minerale. Exxaro het Namakwa Sands oorgeneem in 2008 om sy markaandeel in die titanium bedryf te vergroot en om waarde uit die sinergieë met ander besighede binne die titanium sand besigheidseenheid te put. Effektiewe kennisoordrag is geïdentifiseer as ‘n belangrike hefboom om waarde te ontsluit na die oorname. Die doel van hierdie navorsingsprojek was om ‘n akademiese benadering te volg om ‘n teoretiese raamwerk te skep vir kennisoordrag wat maksimum waarde kan ontsluit binne die Exxaro Sands Kommoditeit Besigheid. Die gekose navorsingsmetodiek was kwalitatiewe teorie bou. Dit is gebruik om beide die navorsingsproses te fasiliteer en om die konsepsuele raamwerk te ontwikkel. Primêre data is ingesamel deur onderhoude te voer met belangrike rolspelers in die organisasie, wat lig gewerp het op kennisoordrag-vereistes en struikelblokke. Die onderhoude het ook die hoeksteen gevorm vir die kennisoordrag-strategie, en het praktiese insette gelewer oor hoe om die strategie te implementeer by Exxaro Sands. Kritiese bevindinge van die onderhoude, saam met insig uit ‘n omvattende literatuurstudie en strategiese analise van die besigheid is gebruik om die raamwerk vir kennisoordrag te ontwikkel. Die raamwerk bestaan uit die volgende ses interafhanklike afdelings: • Strategie en visie: Doelwitte vir kennisoordrag moet belyn wees met die besigheidstrategie en moet gekommunikeer word deur middel van ‘n aangrypende kennisoordrag visie. • Kultuur: ‘n Kultuur wat kennisdeling onderskraag word benodig om ‘n kennisoordrag-program suksesvol te implementeer. Kultuur skep ook die konteks vir sosiale interaksie wat integrasie van die verskillende besighede aanhelp na ‘n oorname. • Bestuur van verandering: Die bestuur van verandering is onontbeerlik om die agtergrond, metodiek en moontlike voordele van kennisoordrag-programme effektief te kommunikeer. • Kennisoordrag hulpbronne: Kennisoordrag hulpbronne word benodig om die kennisoordrag aktiwiteite uit te voer. Die optimale gebruik van hierdie hulpbronne is noodsaaklik om operasionele voortreflikheid te verseker. • Kennisoordrag prosesse: Die kennisoordrag prosesse dui aan hoe kennis oorgedra sal word en is van kritiese belang vir die fasilitering, stimulasie, meting en versterking van kennisoordrag. Daar is ses stappe geïdentifiseer in die proses, naamlik identifisering, prioritisering en “benchmarking” van sleutel besigheidsdrywers, ‘n analise van die gapings, identifisering van aksies wat die gapings kan uitwis en monitering van inisiatiewe. vii • Kennisoordrag stelsels: ‘n Versameling gereedskapstukke, tegnieke en ondersteunende infrastruktuur word benodig om die kennisoordrag-prosesse te ondersteun. Alhoewel die stelsels die prosesse onderskraag kan dit kennisoordrag nie in isolasie laat plaasvind nie. Die raamwerk illustreer dat kennisoordrag binne en tussen organisasies afhanklik is van veel meer as net die interaksie tussen die houers en ontvangers van kennis. ‘n Formele, sistematiese benadering word benodig om maksimum waarde te ontsluit. Die konseptuele raamwerk wat in hierdie studie ontwikkel is verskaf hierdie benadering, en is doelgerig vir die gebruik en konteks binne die Exxaro Sands Kommoditeit Besigheid. ‘n Gestruktureerde implementeringsproses word benodig om te verseker dat die doelwitte, riglyne en mylpale vir effektiewe kennisoordrag bereik word.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Corporate governance presents the researcher and the theorist alike, with a rich vein of potential subject matter. This spans a massive scope of issues, ranging from feminist concerns to direct litigious anomalies during the multinational implementation of specific governance measures. Located towards the centre of this spectrum is the formulation of new governance policies, as informed by both theoretical foundations and real world experience. It is at this midway point that the South African governance debate currently finds itself, with the third edition of the King Report on Corporate Governance set for launch in the coming months. The report and the associated code will form the basis for all governance and related oversight mechanisms in South Africa for the foreseeable future. As such, the third report will have to organically grow out of the current structure, the lessons learnt from the current dispensation and the governing theoretical positions. All of these will also have to be done with reference to the new companies act. The research report is specifically targeted at assisting in the process of learning from the current dispensation, before it is replaced by the new. The learning process has as its central tool a formal questionnaire, which was developed and administered by the IOD and KPMG, with all analysis presented herein performed by the author of this research report. The analysis conducted aims to determine how respondents at different types of companies and in different functions, view corporate governance and specifically the current dispensation in South Africa. This is done by dividing respondents into 10 groupings and determining the percentage of respondents from each group, who responded in a certain manner to each question on the questionnaire. Thereafter a statistical analysis technique is employed to determine whether or not any differences found are meaningful and if so, what can be inferred from these differences. Finally, this study is intended to provide a baseline for future studies, which will then be in a position to more accurately measure shifts in attitude and implementation after the publication of the third King Report. / AFRIKAANSE OPSOMMING: Korporatiewe bestuur, hetsy van ‘n suiwer teoreties of ‘n toepassingsoogpunt, bied aan die navorser ‘n magdom van moontlike onderwerpe. Dit sluit bykans enige denkbare invalshoek of fokus area in, van die feminisme tot regskwessies rondom die multinasionale implementering van ‘n enkele kode of beginsel. Midde in hierdie wye veld is daar ook areas wat na beide die teoretiese en praktiese verwys, waarvan die ontwikkeling en opdatering van korporatiewe bestuurskodes ‘n sprekende voorbeeld is. Dit is dan juis ook op hierdie punt waar die debat rondom korporatiewe bestuur in Suid-Afrika sigself tans bevind, met die derde King Verslag op Korporatiewe Bestuur wat binne die volgende paar maande verwag word. Die belang van hierdie verslag lê daarin dat dit, asook die meegaande riglyne, die basis sal vorm van korporatiewe bestuur in Suid-Afrika vir die afsienbare toekoms. Om volwaardig in hierdie kapasiteit te kan funksioneer, sal die nuwe verslag organies moet groei uit die huidige verslag, ervaring in die praktyk en ook die heersende teoretiese posisies. Die ontwikkeling moet dan ook verder tred hou met die nuwe maatskappye wet, wat tans ontwikkel word. Die navorsingsverslag wat hierin voorgelê word, is daarop geteiken om uit die huidige sisteem, spesifiek die tweede King Verslag en meegaande riglyne, te leer alvorens dit vervang word deur die derde King verslag. Die taak is moontlik gemaak deur die gebruik van ‘n vraelys saamgestel en gesirkuleer deur die IOD en KPMG, alhoewel al die analise hier voorgelê deur die outeur van hierdie verslag gedoen is. Die genoemde analise se sentrale fokus is om te bepaal hoe respondente uit verskillende maatskappye en beroepe, korporatiewe bestuur in Suid-Afrika sien, met spesifieke verwysing na die tweede King verslag. Verskille tussen die respondente, wat in 10 groepe ingedeel is, is dan ook statisties geanaliseer om te bepaal of enige verskille tussen die groepe statisties beduidend is en indien wel, wat daaruit afgelei kan word. Laastens is die studie ook opgestel om ‘n basis daar te stel vir toekomstige vergelykende studies, wat sal volg na die uitreiking en implementering van die derde King verslag en riglyne.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: A number of studies analysing the success, or lack thereof, of mergers and acquisitions have been done in the United States and Europe. Very little is known about these transactions in South Africa. The aim of this study is to examine a successful South African acquisition transaction and to compare that to theory derived from findings in the United States and Europe. Barclays acquired 53.96 percent shareholding in Absa in 2005 for R29.7 billion, representing the biggest direct foreign investment in history in South Africa, and also the biggest investment by Barclays outside the United Kingdom. The envisaged R1.4 billion synergies were realised 18 months early, indicating that the integration of the two entities, Absa and Barclays, was a success. Research in the United States and Europe indicates that companies may consider investing in mergers or acquisitions for reasons such as expansion, market entry, economies of skill and scale, geographic motivations and financial reasons. Only market entry did not serve as motivator in the case of the Absa-Barclays transaction. Reasons stated for the success of the transaction correlate well with findings in the United States and Europe, including the prompt appointment of new leadership, the establishment of clear goals, a strong integration structure, well developed communication channels, addressing of cultural issues and active risk management. The only aspect that did not receive particular attention was a focus on the external client. Possible pitfalls that were negotiated successfully during the transaction include Barclays not paying too high a premium for the Absa shares, using the best suited financial structure, focussing on the implementation of the transaction, as well as merging for the right reasons. / AFRIKAANSE OPSOMMING: Daar bestaan ‘n hele paar studies wat die sukses, of gebrek daaraan, van samesmeltings of aankoop van maatskappye beskyf in die Verenigde State van Amerika (VSA) en Europa. Daar bestaan egter baie min inligting oor soortgelyke transaksies in Suid-Afrika. Die doel van hierdie studie is om ‘n suksesvolle Suid-Afrikaanse transaksie te vergelyk met teorie wat afgelei is uit resultate verkry in Europa en die VSA. Barclays plc het in 2005 beheer geneem van 53.96 persent van Absa aandele teen ‘n totaal van R29 miljard. Dit verteenwoordig die grootste direkte buitelandse belegging in Suid-Afrika in die geskiedenis, asook die grootste belegging van Barclays buite die Verenigde Koninkryk. Die verwagte R1.4 miljard se volhoubare sinergieë was behaal 18 maande vroeër as verwag, wat daarop wys dat die integrasie van Absa by Barclays suksesvol was. Navorsing in die VSA en Europa dui daarop dat maatskappye samesmeltings en aankoop van maatskappye oorweeg vir redes wat insluit uitbreiding van die maatskappy, die binnedring van nuwe markte, skaal en vaardigheids ekonomieë, geografiese motiverings, asook finansiële redes. In die geval van die Absa-Barclays transaksie was al die bogenoemde redes relevant, behalwe die binnedring van nuwe markte. Redes vir die sukses van die transaksie vergelyk goed met die redes gevind in die VSA en Europa; dit sluit in die spoedige aanstel van die nuwe leierskap, duidelik gekommunikeerde doelstellings, ‘n sterk integrasie struktuur, goed ontwikkelde kommunikasie kanale, adressering van kulturele aspekte, asook aktiewe risiko bestuur. Die enigste aspek wat nie aktief bestuur is nie is die fokus op eksterne kliënte. Moontlike struikelblokke geïdentifiseer in Europese en Amerikaanse studies, wat suksesvol bestuur is, sluit in dat Barclays nie te veel vir die aandeel in Absa betaal het nie, die gebruik van die regte finasiële struktuur, fokus op die integrasie proses asook samesmelting vir die regte redes.

Thesis (MBA (Business Management))--University of Stellenbosch, 2000. / ENGLISH ABSTRACT: Historically organisations have had the "luxury" of being able to anticipate future developments and respond to them in good time due to, firstly, the comparatively slow pace of change and, secondly, the past being a relatively good predictor of the future. The second half of the 20th Century bears witness to some of the most dramatic changes and developments experienced by mankind. Most notable of these were globalisation, de-regulation, the emergence of the information/knowledge economy and, perhaps most significant of all, the changes brought about by the Internet. The underlying assertion of this report is that, given the current, complex, dynamic and sometimes volatile nature of changes in the external environment, in order to ensure a sustainable competitive advantage, organisations will be forced to consider carefully the dynamics of the environment in which they operate and to build their plans around these dynamics. This report briefly traces the evolution of strategic planning to its current status prior to providing a detailed analysis of the nature of environmental scanning and its applicability to strategic planning. The report provides a theoretical rerview of environmental scanning and a discussion of some of the tools and techniques of environmental scanning. Within this context the report provides a brief indication of the extent of the practice of environmental scanning within the financial services sector of South Africa. The conclusion assesses the findings of the current state of the practice of environmental scanning against the theory, with the view to providing an insight into the extent to which environmental scanning is applied in South Africa. Possible future directions of research and development of the practice are also identified. / AFRIKAANSE OPSOMMING: Histories gesproke, het instansies oor die "luukse" beskik om toekomstige ontwikkelinge vooruit te kon waarneem en betyds op hulle te reageer, eerstens weens die betreklike stadige pas van verandering en tweedens, omdat die verlede 'n betreklike goeie voorspeller van die toekoms was. Die tweede helfte van die 20ste eeu getuig van sommige van die mees dramatiese veranderinge en ontwikkelinge wat deur die mens ondervind is. Die mees uitstaande was globalisering, deregulering, die verskyning van die inligting/kennis-ekonomie en, dalk die mees uitstaande van almal, die veranderinge wat deur die Internet teweeggebring is. Die onderliggende stelling van hierdie verslag is dat, gegewe die huidige, komplekse, dinamiese en soms onbestendige aard van veranderinge in die eksterne omgewing, om 'n mededingende voordeel te verseker, sal instansies geforseer word om die dinamika van die omgewing waarin hulle werk, versigtig te oorweeg en om hulle planne om hierdie dinamika te bou. Hierdie verslag speur kortliks die ewolusie na van strategiese beplanning tot sy huidige status gevolg deur 'n omvattende analise van die aard van omgewingsondersoeke en die toepaslikheid daarvan op strategiese beplanning. Die verslag voorsien 'n teoretiese oorsig tot omgewingsondersoeke en 'n bespreking van sommige van die instrumente en tegnieke van omgewingsondersoeke. Binne hierdie konteks voorsien die verslag 'n kort aanduiding van die omvang van die uitvoering van omgewingsondersoeke binne die finansiele dienstesektor van Suid-Afrika. Die slot som die bevindings op van die huidige toestand van die praktyk van omgewingsondersoeke volgens die teorie, met die oog op voorsiening van 'n insig in die mate waartoe omgewingsondersoeke in Suid-Afrika toegepas word. Moontlike toekomstige rigtings van navorsing en ontwikkeling van die praktyk word ook geidentifiseer.

ENGLISH ABSTRACT: Most people working in the software industry recognise that developing software to predictable schedules is risky and not easy. They experience problems to estimate how long the development of software will take. Underestimation leads to under staffing and setting too short a schedule. That in turn leads to staff burnout, low quality and missed deadlines. Overestimation can be almost as bad: Parkinson's Law that work expands to fill available time comes into action, which means the project will take as long as estimated even if overestimated. Currently people do no put in much effort to estimate jobs and therefore projects take as long as they take. Methods to manage uncertainty lead to putting in excessive safety and then wasting it. Business usually presents a target for the project with tremendous pressure for low 'estimates' during the bidding process and in the end this target becomes the plan. Best practice appears to manage the gap between this target and the estimate as a risk on the project. Without an efficient work breakdown structure (WBS) one cannot accurately estimate. Subject experts should help the project manager to plan the detail of how the work should be done. A functional design by a systems architect helps to break down the technical tasks. This is very important because omitted tasks will not be estimated for. The first step towards sound estimates is to estimate the size. This is extremely difficult at the initial phase but can be overcome if the company store history of size and completion time in a repository. Although lines of code are most often used as a size measure, function points or function blocks appear to be better, especially for the initial estimate. If an organisation has not kept historic data, now is the time to start doing it. The suggested procedure to follow before starting to gather information, is to define what is going to be kept (the norms), to delimit the defined data, to discipline the collection, to deposit it in an established repository and to deliver it in readily usable format. The tool used for storing these metrics must provide building in factors that influence effort like complexity, skills level, elapsed time, staff turnover, etc. There are many different techniques for estimation. The best option seems to use a combination of estimates and include developer opinion and a mathematical method like function point analysis. Estimation of software development, like all other work processes, need management control and this is called metrics management. This process includes establishing some kind of modeL Empirical models, based on a database with data stored by ones own company, give the best results. Two very good models are the Putnam model and the Parr model (for smaller projects). Even the best model and process is never perfect. Therefore the estimation process must be continuously monitored by comparing actual duration times to estimates. Be careful with feedback on how accurate estimates were. No feedback is the worst response. Carefully discussing the implications of underestimation and putting heads together to solve the problem appears to be the best solution. / AFRIKAANSE OPSOMMING: Die meeste mense in die sagteware industrie erken dat om sagteware te ontwikkel teen voorspelbare tydskedules, gevaar inhou en nie maklik is nie. Hulle ondervind probleme om te skat hoe lank die ontwikkeling van sagteware hulle gaan neem. Onderskatting lei tot te min hulpbronne en te kort skedules. Dit veroorsaak uitbrand van mense, lae kwaliteit en einddatums wat nie gehaal word nie. Oorskatting is byna net so erg. Parkinson se Wet dat werk geskep word om beskikbare tyd te vul, kom in aksie en aan die einde beteken dit die projek neem so lank as wat geskat is, selfs al is dit oorskat. Huidiglik doen mense nie veel moeite om tyd te skat op take nie en daarom neem projekte so lank as wat dit neem om te voltooi. Metodes om onsekerheid te bestuur lei tot die byvoeg van oormatige veiligheidstyd net om dit daarna weer te verkwis. Die besigheid verskaf gewoonlik 'n mikpunt vir die projek met geweldige druk vir lae skattings tydens bieery en op die ou end raak hierdie mikpunt die projekplan. Die beste manier om dit die hoof te bied is om die gaping tussen hierdie mikpunt en die skatting te bestuur as 'n projek risiko. Niemand kan akkuraat skat sonder 'n effektiewe metode van werk afbreek nie. Vakkundiges behoort die projekbestuurder te help om die detail van hoe die werk gedoen gaan word, te beplan. 'n Funksionele ontwerp deur 'n stelselsargitek help om die tegniese take verder af te breek. Dit is baie belangrik aangesien take wat uitgelaat word, nie in die skatting ingesluit gaan word nie. Die eerste stap om by gesonde skattings uit te kom, is om grootte te skat. Dit is besonder moeilik in die aanvanklike fase, dog kan oorkom word indien die maatskappy geskiedenis stoor van hoe groot voltooide take was en hoe lank dit geneem het. Alhoewel Iyne kodering die mees algemeenste vorm van meting van grootte is, Iyk dit asof funksie punte of funksie blokke beter werk, veral by die aanvanklike skatting. Indien 'n organisasie nie historiese data stoor nie, is dit nou die tyd om daarmee te begin. Die voorgestelde prosedure om te volg voordat informasie gestoor word, is om te definieer wat gestoor gaan word (norme te bepaal), om die data af te baken, dissipline toe te pas by die insameling, dit te stoor in 'n gevestigde databasis en dit beskikbaar te stel in bruikbare formaat. Die instrument wat gebruik word om hierdie syfers te stoor moet voorsiening maak vir die inbou van faktore wat produksie beinvloed, soos kompleksiteit, vlak van vaardigheid, verstreke tyd, personeel omset, ens. Daar bestaan menige verskillende tegnieke vir skatting. Die beste opsie blyk 'n kombinasie van skattings te wees. Die opinie van die programmeur asook een wiskundige metode soos funksie punt analise, behoort deel te wees hiervan. Soos alle ander werksprosesse, moet skattings vir sagteware ontwikkeling ook bestuur word en dit word metrieke bestuur genoem. Hierdie proses behels dat daar besluit moet word op een of ander model. Empiriese modelle gebaseer op 'n databasis waarin data gestoor word deur die maatskappy self, gee die beste resultate. Twee baie goeie modelle is die Putnam model en die Parr model (vir kleiner projekte). Selfs die beste model en proses is egter nooit perfek nie. Die estimasie proses moet dus voortdurend gemonitor word deur werklike tye met geskatte tye te vergelyk. Wees versigtig met terugvoer aangaande hoe akkuraat skattings was. Geen terugvoer is die ergste oortreding. Die beste oplossing skyn te wees om die implikasie van die onderskatting met die persoon wat die skatting gedoen het, te bespreek en koppe bymekaar te sit om die probleem op te los.

Mini-research report presented in partial fulfilment of the requirements for the degree of Master of Business Administration at the University of Stellenbosch. / Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: This report is a literature study that focuses on the characteristics of successful project teams in the research and development environment. Successful project teams are becoming an increasingly important factor in business. However, traditional quantitative project management tools no longer give project teams a competitive edge - additional qualitative tools are required, following a systems approach. A number of characteristics of project teams, with the focus on the qualitative issues, particularly the people issues, are investigated. A project team operates in the context of its environment, mostly an organisation with a structure and an organisational culture. Methods and concepts in selecting and managing a dynamic project team within a turbulent and fast changing environment are discussed. The topics covered are: environmental fit, visions and goals, leadership and team roles, systems and procedures, values, organisational culture, rewards and recognition methods,and training and development. This literature study aims to encourage a paradigm shift away form the traditional triangle of budget, brief and time towards a stronger focus on people issues as people are the most important assets of a project team. As people do not behave in a linear way, as required for quantitative tools, new methods and tools are required. The hypothesis that was subsequently formulated from this study states that research and development teams can be more successful if they are regarded as a non-linear system consisting of various inputs, processes and outputs. / AFRIKAANSE OPSOMMING: Hierdie verslag is 'n literatuurstudie wat fokus op die eienskappe van suksesvolle projekspanne in 'n navorsings en ontwikkelings omgewing. Suksesvolle projekspanne raak al hoe belangriker in besigheid. Tradisionele kwantitatiewe metodes is nie meer voldoende vir projekspanne om 'n kompeterende voordeel te bekom nie en moet hierdie metodes aangevul word met kwalitatiewe metodes gebaseer op 'n stelselbenadering. Verskeie karakteristieke van projekspanne, met die fokus op kwalitatiewe eienskappe, in besonder die menslike aspekte word ondersoek. 'n Projekspan funksioneer in die konteks van sy omgewing, meestal 'n organisasie met 'n struktuur en organisatoriese kultuur. Metodes en konsepte in die seleksie en bestuur van 'n dinamiese projekspan in 'n tubulente en vinnig veranderende omgewing word bespreek. Die temas wat gedek word is: omgewingsaanpassing,visie en doelwitte, leierskap en spanrolle, stelsels en prosedures, waardes, organisatoriese kultuur, vergoedings en erkennings metodes, en opleiding en ontwikkeling. Hierdie literatuurstudie mik om 'n paradigma skuif aan te moedig, weg van die tradisionele driehoek van begroting, doelwit en tyd, na 'n sterker fokus op menslikesake aangesien mense die belangrikste bates van 'n projekspan is. Aangesien mense nie op 'n liniere manier reageer soos wat nodig is vir kwantitatiewe metodes nie, word nuwe metodes en gereedskap benodig. Die hipotese wat geformuleer is uit hierdie navorsing, se dat navorsings en ontwikkelingspanne meer suksesvol kan wees indien hulle gesien word as 'n nie-liniere stelsel wat bestaan uit verskeie insette, prosesse en uitsette.

Thesis (MBA (Business Management))--University of Stellenbosch, 2001. / ENGLISH ABSTRACT: The project accounting function is not adequately defined in project management and accounting textbooks. The objectives of this study were to identify the capabilities and potential involvement of the management and financial accountant in project management and to compare these with the responsibilities of the project accountant. A literature study was done. Shortcomings of conventional accounting techniques when applied in proj ect management were identified. This study concluded that the management and financial accountant, combined, is not equivalent to the project accountant. There are certain functions for which the management and financial accountant are qualified, which will not easily be fulfilled by the project accountant. Similarly neither the management nor the financial accountant fully defines the responsibilities of the project accountant and his or her responsibilities would normally include responsibilities other than conventional management and financial accounting. It was not found possible to draw up a list of generic responsibilities for the project accountant. The findings of this study give rise to the possible need for training in dedicated project accounting skills and the development of a professional project accounting qualification. The need for further empirical research was identified. / AFRIKAANSE OPSOMMING: Die projek rekenmeestersfunksie word nie voldoende beskryf in projekbestuur en rekeningkunde handboeke nie. Die doelwitte van hierdie studie was om die vaardighede en die potensiele betrokkenheid van die bestuurs- en die finansiele rekenmeester in projekbestuur te identifiseer en te vergelyk met die verantwoordelikhede van die projekrekenmeester. 'n Literatuurstudie is gedoen. Tekortkominge in konvensionele rekeningkundige metodes, wanneer dit in projekbestuur toegepas word, is geidentifiseer. Hierdie studie het tot die slotsom gekom, dat die bestuursrekenmeester en die finansiele rekenmeester, gekombineer, nie gelyk is aan die projekrekenmeester nie. Daar bestaan sekere funksies waarvoor die bestuurs- en die finansiele rekenmeester voldoende gekwalifiseer is, wat nie normaalweg deur die projekrekenmeester verrig sal word nie. Netso definieer die bestuursrekenmeester en die finansiele rekenmeester gesamentlik nie die verantwoordelikhede van die projekrekenmeester ten volle nie. Die verantwoordelikhede van die projekrekenmeester sal normaalweg funksies buite konvensionele bestuurs- en finansiele rekeningkunde insluit. Dit het problematies geblyk te wees om 'n generiese lys van verantwoordelikhede vir die projekrekenmeester op te stel. Die bevindinge van hierdie studie lei tot die moontlike behoefte vir opleiding in vaardighede vir projekrekenmeesters en die ontwikkeling van 'n professionele projekrekenmeester kwalifikasie. 'n Behoefte aan verdere empiriese navorsing is gerdentifiseer.

Thesis (MBA (Business Management))--University of Stellenbosch, 2006. / ENGLISH ABSTRACT: Globalisation and increased communication flow in the world has increased competition tremendously over the last decade. For organisations to stay ahead of their competition it became essential to adapt quickly. Flexible low cost organisations will become leaders in the industry. Collaboration and teamwork in organisations, especially across functions, could maximise flexibility and productivity. Matrix structures were introduced in the sixties by multinational companies and by the early Seventies many other companies followed suit with mixed success. Academic interest faded after the mid Eighties. The challenge of continual, fast growing organisations is opening a debate for project management and cross-functional structures as teamwork and effective collaboration between functional departments become key to success. This study will focus on application of matrix management structures in the new millennium and project management principles applied by a literature search. The best practice model is compiled with specific application to Skorpion Zinc. Skorpion Zinc is a newly commissioned zinc mine and refinery, applying new technology to produce Special High Grade zinc. Application of this model is verified by personnel from the organisation by means of a questionnaire. Research indicates that most project orientated organisations prefer and use matrix management structures to manage their business. Successes and challenges related to crossfunctional structures are similar to those experienced in the Eighties. Implementation and management of the structure is the key to success. Selecting the correct type of matrix structure that will best support the business is vital. The study reveals that the Weak Matrix Management structure applied in the Refinery Department will enhance personnel management, project management and enable optimal utilisation of resources. In addition to the implementation of the structure focus is required in improvement of project management principles. Enabling factors to the Weak Matrix Structure that needs to be encouraged is a cooperative culture, teamwork, open and effective communication. Skorpion Zinc can use their strength of trust within departments and expand this to an interdepartmental trust. It is concluded that the study has identified the latest trends and success factors related to matrix management structures. Best practice suitable to Skorpion Zinc has been identified and verified. By applying this knowledge, the organisation can look forward to producing zinc cost effectively with a contented workforce, thus becoming a world leader in its class. / AFRIKAANSE OPSOMMING: Internasionalisering en toenemende kommunikasie vloei regoor die wereld het kompetisie geweldig laat toeneem oor die laaste dekade. Vir organisasies om kompeterend te bly het dit al belangriker geword om vinnig te kan aanpas by veranderende omstandighede. Aanpasbare, lae koste besighede sal leiers in die industrie word. Spanwerk en samewerking in organisasies, veral tussen funksionele departemente sal lei tot aanpasbaarheid van die maatskappy en produktiwiteit van werknemers. Matriks strukture was in die sestiger jare bekend gestel deur internasionale maatskappye wie se voorbeeld gevolg was deur ander maatskappye in die vroeer sewentiger jare met gemengde sukses. Akademiese belangstelling het gekwyn na die later tagtiger jare. Uitdagings van vinnig groeiende, dinamiese organisasies het opnuut debat rondom projek bestuur en matriks strukture laat opvlam as gevolg van sukses wat bereik word deur samewerking tussen funksionele departemente. Fokus van die literatuur navorsing studie sal val op die jongste toepassing van matriks organisasie strukture en projek bestuur beginsels. 'n Model van beste praktyke van toepassing op Skorpion Zinc is saamgestel. Skorpion Zinc is 'n jong sink myn en raffinadery, onlangs in gebruik gestel, wat nuutste tegnologie aanwend om Spesiale Hoe Graad sink te ontgin en produseer. Werknemers het die toepaslikheid van die model bevestig deur middel van 'n vraelys. Navorsing dui aan dat meeste projek ge-orienteerde organisasies vierkies en wend matriks strukture aan om hul besighede te bestuur. Vandag se suksesse en uitdagings verwant aan matriks strukture is baie eenders as wat ondervind was in die tagtiger jare. Implementering en bestuur van die strukture is die sleutel tot sukses. Die keuse van die matriks struktuur wat die onderneming sal ondersteun is van kardinale belang. Navorsing dui daarop dat die Afgewaterde Matriks struktuur, soos toegepas in die Produksie Afdeling, personeel bestuur, projek bestuur en optimale benutting van menslike hulpbronne sal bevorder. Dit is belangrik dat aandag toegespits word op verbetering van projek bestuur beginsels tesame met implementering van die struktuur. 'n Samewerkende kultuur, spanwerk, effektiewe en op die man af kommunikasie is ondersteunende faktore vir matriks strukture wat bevorder moet word. Die gevolgtrekking kan gemaak word dat die navorsing beste gebruike en sukses faktore van matriks bestuur uitlig. Gebruike van toepassing op Skorpion Zinc is geidentifiseer en bevestig. Deur die kennis toe te pas kan die maatskappy uitsien daarna om 'n wereld leier op sy gebied te word met lae koste sink produksie en 'n bevredigde arbeidsmag.

Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / AFRIKAANSE OPSOMMING: Instellings vir hoër onderwys is unieke organisasies deurdat hul grootste groep kliënte verdeel is in twee heterogene groepe met uiteenlopende behoeftes naamlik die staat en die algemene publiek. Hierdie twee primêre kliënte is onderskeidelik verantwoordelik vir die sogenaamde eerste- en tweede-geldstrome van hoër onderwysinstellings. Weens reële afname van die staat se spandering aan hoër onderwysinstellings en die swak kompeterende salarisse van werknemers in universiteite met die privaatsektor, het daar toenemend druk ontstaan om alternatiewe inkomstebronne te ondersoek (sogenaamde derde-geldstroominkomste). Wêreldwyd fokus universiteite op derde-geldstroomaktiwiteite ten einde hul finansiële posisie te versterk. Hierdie situasie het aanleiding gegee tot die vraagstuk oor waar akademici se voorkeur is om hul entrepreneuriese energie te fokus, wat motiveer akademici om hul tyd op sekere aktiwiteite te spandeer en meer spesifiek watter rol speel die finansiële ingesteldheid van die instelling ten einde hierdie gedrag te bestuur? Hierdie studie toon aan dat akademiese instellings wat deur winsgewende verwante finansiële besigheidbeginsels bestuur word wel hoër entrepreneuriese gedrag in die hoofstroomaktiwiteite van die instelling kan toon. Kwalitatiewe en kwantitatiewe navorsingsbenaderings is gebruik om die hipotese te toets, met spesifieke fokus op die Fakulteite Ekonomiese en Bestuurswetenskappe van elke instelling. Drie van die vyf instellings wat ondersoek is het hierdie verband getoon, terwyl een instelling met duidelike redes nie hierdie verband bevestig nie. Die uitkoms van die studie toon ook rede tot omsigtigheid aangesien dit ook daarop dui dat hoër finansiële ingesteldheid nie noodwendig entrepreneurskap in die hoofstroomaktiwiteite bevorder nie, wat die vermoede versterk dat hierdie 'n baie komplekser vraagstuk is as slegs 'n twee-veranderlike probleem. Die doel van die verslag is om hoër onderwysinstellings wat slaag om die stagnering van inkomstestrome uit hul kernbesigheidsakriwiteite die hoof te bied deur finansiële modelle te ontwikkel wat akademici sal aanspoor om hul entrepreneuriese energie op laasgenoemde aktiwiteite te fokus. Die finansiële besigheidsbeginsels waarbinne die konteks van hoër onderwysinstellings van toepassing is en as indikators vir die ondersoek gebruik is, behels onder andere insentiefgebaseerde begrotingsmodelle, deursigtigheid, billikheid, delegering van verantwoordelikheid en goeie bestuursinligtingstelsels. Hierdie studie ontken nie dat ander indikatore ook 'n bepalende rol speel in die gedrag van akademici nie. Akademiese puriste is egter baie pessimisties oor die aanwending van meer suiwer finansiële besigheidsbeginsels in akademiese instellings meestal weens vrese in eie belang. Die studie bevestig egter dat die topbestuur van hoër onderwysinstellings wel finansiële bestuursbeginsels kan aanwend om entrepreneurskap aan te moedig in kernbesigheidaktiwiteite en sodoende finansiële volhoubaarheid te verseker op die langtermyn. / ENGLISH ABSTRACT: Higher education institutions are unique organisations in that their largest group of clients are divided into two heterogeneous groups with differing needs, namely government and the general public. These two primary clients are respectively responsible for the so-called first and second income streams of higher education institutions. As a result of the decline of government's spending, in real terms, on higher education institutions and the poor competitive salaries of employees in universities relative to the private sector, there is mounting pressure to investigate alternative income sources (the so-called third income stream). Globally, universities focus on third income stream activities in order to improve their financial health. This situation has given rise to the question relating to the preference of academics of where to focus their entrepreneurial energy, what motivates academics to spend time on certain activities and more specifically, what role the financial attitude of the institution plays to manage this behaviour. This study reveals that academic institutions that are managed on profit related financial business principles, can show higher entrepreneurial behaviour in the main stream activities of the institution. Qualitative and quantitative research approaches were used to test the hypothesis with a specific focus on the faculties of Economics and Management Sciences of each institution. Three of the five institutions that were investigated revealed this relationship, while one has obvious reasons for not confirming the relationship. However the study also gives a warning in that financial attitude does not imply entrepreneurial activity in mainstream activities automatically. This enforces the suspicion that the quest of this research is far more complex than just a two variable problem. The objective of this report is to challenge higher education institutions to overcome the stagnation of income streams of their core business activities through the development of financial models that will motivate academics to focus their entrepreneurial energy on the latter activities. The financial business principles that are relevant within the context of higher education institutions and were used as indicators for this investigation include, amongst others, incentive based budget models, transparency, fairness, delegating of responsibility and sound management information systems. This study does not deny that other indicators also play a significant role in the behaviour of academics. Academic purists are, however, very pessimistic about the application of pure financial principles in academic institutions, most often, to protect their own interests. The study however, confirms that the top management of higher academic institutions can in fact apply financial management principles to motivate entrepreneurship in core business activities and thus ensure long-term financial sustainability.

Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: According to Wheatley (1999:157) in the history of human thought, a new way of understanding often appears simultaneously in widely separated places and in different disciplines, these concepts are called our zeitgeist - a way of thinking that characterizes a generation or time period. Wheatley (1999:158) believes that once again we are living in a time when the same concepts are appearing in many places and disciplines. The interest in undertaking this research stems from two current trends. Firstly, that the methodology of project management is increasingly sought by organizations facing an ever changing environment. Secondly, organizations that adopt project management apparently lack the necessary foresight and tools to optimize its human capital in that field. Stayner (1998:5) quoted Wheatley saying: "The problem is, we see something that works, like project-based work, and we want to replicate it. But we don't understand why it works. We think because it's in projects; but really, it works because people are engaged in new, exciting, creative work within their organization on a team that shares values and trust." The writer believes that in today's knowledge economy it is more evident than ever that in order to survive an organization needs to get the people processes right. The Newtonian age called for optimization through machines. The information age calls for a new, systematic approach for the optimization of knowledge workers. Organizations look hopefully to nature to teach us how to do what living systems accomplish with such skill - learn, adapt and change. Organization's interest prompted by the relentless need for organizations to grow and re-from at intervals so short that change has become a continuous demand. Hopefully organizations are coming to the realization that the science of the seventeenth century cannot explain what they are challenged with in the twenty-first century. This study is interested in investigating organizations holistically and its underlying philosophy is to develop a systematic approach to the performance management of project managers based on the principles of the new sciences integrated with current performance management practices in use. / AFRIKAANSE OPSOMMING: Wheatley (1999:157) glo dat daar in die geskiedenis van die gedagtegang van die mens gevind word dat 'n nuwe manier van begrip gelyktydig tot stand kom in wyd verspreide areas en verskillende dissiplines. Hierdie 'gelyktydige gewaarwording' word genoem die zeitgeit van 'n tydperk - 'n manier van dink waarvolgens 'n geslag of periode in die geskiedenis gekenmerk word. Wheatley (1999:158) is oortuig dat die mens weereens in 'n tydperk leef waar dieselfde konsepte besig is om hulle verskyning te maak oor wydverspreide plekke en verskillende dissiplines. Die belangstelling om die navorsing te onderneem spruit voort uit twee huidige neigings. Eerstens, die feit dat die dissipline van projekbestuur meer gesog word by ondernemings wat moet tred hou met 'n voortdurende veranderende omgewing. Tweedens, organisasies wat projekbestuur toepas maar waarby die visie en infrastruktuur ontbreek om die potensiaal van hulle werksmag in hierdie veld te ontgun en verder te optimaliseer. Stayner (1998:5) haal Wheatley aan: "Die probleem is, ons sien iets wat werk, soos projek gebasseerde week, ons wil dit dupliseer, maar ons verstaan nie hoekom dit werk nie. Ons dink omdat dit 'n projek is werk dit, maar eintlik werk dit omdat mense betrokke is in nuwe opwindende, kreatiewe werk binne hul organisasie, in 'n span met dieselfde waardes en onderlinge vertroue." Die skrywer glo dat in die huidige ekonomie, waar kennis gesien word as 'n belangrike produksiefaktor, is dit meer noodsaaklik as ooit tevore dat ten einde te oorleef moet organisasies hulle mensebestuur prosesse regkry. Die Newtonian era het geglo in optimisering deur masjiene. Die informasie era het 'n nuwe, sistematiese benadering nodig waarvolgens die kennis van werkers optimaal benut kan word. Organisasies kyk hoopvol na die natuur om vas te stel hoe lewende sisteme met soveel vaardigheid kan leer, aanpas en verander om te bly voortbestaan. Organisasies se belangstelling in hierdie verskynsel word aangehelp deur die noodsaaklikheid om vinnig te groei en te verander, met pouses so kort dat verandering 'n voortdurende aanvraag is. Organisasies is hopelik besig om te besef dat die wetenskap ontdekkings van die sewentiende eeu nie die antwoord sal bied op die uitdagings van die een-en-twintigste eeu nie. Hierdie studie is geinteresseerd in die ondersoek van die organisasie as 'n geheel. Die onderliggende filosofie is om 'n sistematiese benadering vir die werkverrigting bestuur van projekbestuurders te ontwikkel gebasseer op die beginsels van die nuwe ontdekkings in wetenskap geintegreer met die hedendaagse gebruike in die praktyk.