Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: De Beers Marine (Ply) Limited (DBM) is a wholly owned subsidiary of the De Beers group of companies. DBM initially operated as an exploration company, but was pressunsed to transform from a explorative venture to a sustainable and profitable company. This involves operating diamond mining vessels at an unprecedented scale. Project management techniques are used to design, construct and commission these vessels. The problem that DBM is presented with is that its projects are often completed late or under immense pressure to be completed within the allocated time. This study focuses on the performance of these projects from the perspective of scope management to analyse its effect on the outcome of the projects. Literature on project scope management was studied to determine what effective scope management processes should be in place to facilitate a project's success. DBM project data was studied to determine which scope management processes had an effect on DBM project success. The data showed that for the projects that had both quantitative and qualitative information, scope management was highlighted as instrumental in both successful and less successful projects, i.e. in DBM effective scope management contributes to project success. A lack of scope management increases the chances of a project not meeting its required project management parameters. The conclusion is that for DBM projects, there must be a strong focus on upfront scope management processes of initiation, planning and definition. The processes of verification and change control must also be in place and managed well to support the upfront processes.

Thesis (MBA)--Stellenbosch University, 2007. / Without effective execution no business strategy can succeed. Executives are far better at developing strategy than at executing it. A survey (Fortune magazine, 1999) was conducted to detennine the reasons as to why chief executive officers (CEOs) fail. In the majority of the cases (estimated at 70%), the fault of failed CEOs was bad execution. In another study of Times 1000 companies, 80% of directors felt said they had the right strategies, but only 14% thought they were implementing them well. Effective strategy realisation and execution are key to achieving business success. It is a challenging process, but worthy of management's altention across all levels of the organisation. Notwithstanding the experience of many organisations, it is possible to tum strategies and plans into actions in order to achieve successful implementation. Most companies know their businesses and what is required for success. As indicated in the above statistics, few successfully translate that knowledge into action plans that will enable the strategy to be successfully implemented and sustained. In the past, management literature focused primarily on strategy fonnulation. The execution of strategy is not nearly as clear as the fonnulation of strategy. Much more is known about strategy making, than making strategy work. A literature study was done in order to gain insight into what is required to make strategy work. Answers to questions such as the following are addressed in this thesis: What can be done dtfferently to ensure the success of strategy implementation? What are the leadership and change management principles that can be applied to ensure the success of the process? How can strategy be translated into actions which can be successfully implemented? Models were compiled for leadership, change management and successful strategy implementation. The synergies between these models were analysed. The models were combined to form a generic Strategy Implementation Framework, which can be used as a guide and reference to contribute towards successful strategy execution. "A vision and a strategy aren't enough. The long term key to success is execution," Richard M. Kovacevich, CEO of Wells Fargo

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: The importance of improving the net farm income of production units are an economical reality. One of the most important factors determining the profitability of deciduous fruit like apples and pears is the difference between the market price and the production of different cultivars. The profitability of production units is therefore determined by the cultivar composition. A decision support system is proposed for production units in the deciduous fruit industry to reach the optimal cultivar composition and an implementation plan of how to reach this optimal composition. The purpose of this study will include the optimising and adjustment of different cultivars to reach the highest possible profitability within the ranges of the available resources. The study will also contain all the relevant facts and information which are needed to make a choice between the different cultivars. The decision making process of deciduous fruit producers could be assisted with a decision support system or model. The use of such a decision support system or model to reach the optimal cultivar composition could lead to economic advantages for deciduous fruit producers. A wide range of choices regarding certain procedures and methods are found in the decision making process. Modelling and simulation are some of these methods that are used in the agricultural industry to assist the industry on a micro and macro level. Linear programming is one of these modelling methods which can be used to determine the optimal cultivar choice. Linear programming involves the creating and solving of optimisation problems with linear objective functions and linear constraints. linear programming is a very powerful tool that can be applied in many business situations. The optimal cultivar choice is only theoretical if this composition could not be simulated in a model over a certain period of time to detennine the economical feasibility of the proposed cultivar composition. The end results of such an optimisation problem provide to the user of this linear programming model a powerful tool to assist producers in its decisions regarding cultivar choices. The average result of a 90% increase in profitability over the group for whom the study was conducted emphasized the support that this model can give to deciduous fruit producers in making the correct cultivar choice decisions / AFRIKAANSE OPSOMMING: Dit is 'n ekonomiese realiteit vir enige produksie-eenheid om sy netta boerdery inkomste so haag as moontlik per hektaar te kry. Die grootste faktor wat die winsgewendheid van sagtevrugte soos byvoorbeeld appels en pere beinvloed, is die verskil in markpryse en produksie tussen die verskillende kultivars. Die kultivarsamestelling van produksieeenhede bepaal die winsgewendheid van so 'n eenheid. Om oplossings vir optimale kultivarwysigingstrategiee te bekom word 'n besluitnemingsondersteuningstelsel vir die sagte vrugte produksie-eenhede voorgestel. Die doel van die studie is vir die optimalisering van verskillende kultivars, of kultivarwysigings, om wins te maksimeer binne die grense van beskikbare infrastruktuur. Die studie sal alle relevante inligting en feite bevat wat in ag geneem moet word wanneer die keuse tussen kultivars gemaak word. Die besluitnemingsproses van sagtevrugte produsente kan ondersteun word met 'n besluitnemingsondersteuningstelsel of -model. Die gebruik van 'n besluitnemingsondersteuningstelsel of -model, en keuses tussen kultivars vir toekomstige aanplantings te maak, kan tot ekonomiese voordele vir die produsente lei. 'n Wye reeks van keuses in terme van benaderings, prosedures en metodes word in die besluitnemingsproses gevind. Modellering en simulasie vorm deel van hierdie metodes wat help am verskillende landbou industriee of sisteme op 'n mikro sowel as makro vlak te verstaan. Lineere programmering is een van hierdie modellering metodes wat gebruik kan word om 'n optimale samesteliing van kultivars te verkry. Uneare programmering is 'n optimaliseringstegniek waarin beide die doelwit en aile beperking5 as 'n reeks van lineere vergelykings uitgedruk word. Uneare programmering spreek dus die optimaliseringsprobleem binne sekere beperkinge direk aan en word daarom universeel as waarskynlik die algemeenste en wydste optimaliseringstegniek gebruik. Die optima Ie kultivarsamestelling is slegs teoreties van aard indien hierdie kultivarsamestelling nie in 'n model gesimuleer kan word oor 'n sekere tydperk, sodat die ekonomiese haalbaarheid van so 'n verandering geregverdig kan word nie. Die eindresultaat van hierdie optmaliseringsprobleem bied aan die gebruiker van hierdie lineere programmeringsmodel 'n kragtige instrument wat die produsent kan ondersteun met sy besluitneming rakende die optimale kultivarsamestelling . Die navorsingstudie se groepsgemiddelde resultaat van 90% winsverbetering, binne die raamwerk van beperkinge wat gebruik is, bied voldoende ondersteuning vir die effektiwiteit van die optimaliseringsmodel wat ontwikkel is.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: In the past decade, through the study of business acquisitions and through empirical research it has become evident that brands are amongst the most important assets of a company. Brands are the core of the consumer-driven economy and companies' sustainable business future is dependent on the success of their brands. Brands enable companies to establish and differentiate their company and its products. Additionally, brands provide the base or launching pad for new products and new business ventures. Brand leverage strategies are described as strategies that use established brands to influence the perceptions of new products. These brand leverage strategies include line extensions, vertical extensions, brand extensions and co-branding. Co-branding as a brand leverage strategy is investigated in this study. This study investigates the perceptions of brand practitioners towards co-branding within the retail industry of South Africa and identifies key aspects of co-branding strategies. The key factors in co-branding strategies are: the perceived fit (compatibility) between the brands; the different fOiTIls of co-branding; the considerations when choosing a partner and the general reasons for pursuing a co-branding strategy. This empirical study examines these key factors and conclusions are drawn from the data obtained. Data for this study was gathered by means of a questionnaire which was sent to retail branding practitioners. Subsequent to analysing the data conclusions were drawn with regards to the appropriate co-branding factors. The research results indicate that branding practitioners believe that the fit between two brands is an important consideration when evaluating co-branding strategies. Results also indicated that the fit between brand images is deemed to be a more important consideration than the fit of operational aspects when brand managers consider a co-branding strategy. Sales improvement and reaching out to new segments of the market are deemed to be appropriate reasons why retail brand practitioners pursue co-branding strategies. In comparison with improvement of sales, the improvement of brand image is deemed to be a less important reason for pursuing a co-branding strategy. Results further conclude that joint marketing is the preferred co-branding Conn and that retail managers prefer co-branding with companies in the FMCG sector. Results also suggest that retail brand practitioners place the biggest emphasis on the possibility of sales improvement when evaluating potential co-branding partners. Co-branding is deemed to be a viable alternative brand leverage strategy for retail brand managers. This study highlights the different aspects and considerations that brand mangers take into account when evaluating a possible co-branding strategy. / AFRIKAANSE OPSOMMING: In die afgelope dekade het die bestudering van besigheidswerwings (business acquisitions) en empiriese navorsing daarop gedui dat handelsmerke een van die belangrikste bates van ondememings is. Handelsmerke is die kern van die verbruiker gedrewe ekonomie en die volhoubare besigheids toekoms van maatskappye is afhanklik van die sukses van hierdie handelsmerke. Handelsmerke stel ondememings in staat om huI besigheid en hul produkte te vestig en te differensieer. Handelmerke dien ook as 'n basis vir die ontwikkeling van nuwe produkte en nuwe besigheidsgeleenthede. Handelsmerk hefboom (brand leverage) strategiee word beskryf as strategiee wat gevestigde handelmerke gebruik om die persepsies oor nuwe produkte te beinvloed. Hierdie handelsmerk hefboom (brand leverage) strategiee sluit lyn-uitbreiding, vertikale uitbreiding, handelsmerk uitbreiding en medehandelsmerking (co-branding) in. Hierdie studie ondersoek mede-handelsmerking as 'n handelsmerk hefboom strategie. Hierdie studie ondersoek die persepsies van handelsmerkingpraktisyns binne die Suid Afrikaanse kleinhandel industrie. Die persepsies van handelsmerkingpraktisyns teenoor mede-handelsmerking word ondersoek om die kern aspekte van medehandelsmerking strategiee te identifiseer. Die kern aspekte van mede-handelsmerking strategiee (co-branding strategies) is die waarneembare passing (fit) tussen handelsmerke, die verskillende medehandelsmerkingvorms, die oorwegende faktore tydens die keuse van 'n medehandelsmerksvennoot en die algemene redes vir die nastrewing van 'n medehandelsmerking strategie. Data vir hierdie navorsing is ingesamel deur middel van 'n vraelys wat aan kleinhandel handelsmerkpraktisyns (brand practitioners) gestuur is. Na die analise van die data is bepaalde gevolgtrekkings oor die toepaslike mede-handelsmerkfaktore gemaak. Die navorsings-resultate dui aan dat handelsmerkpraktisyns glo dat die passing (fit) tussen twee handeIsmerke 'n belangrike oorweging is wanneer mede-handelsmerking strategiee oorweeg word. Resultate dui ook aan dat die passing (fit) van die handelmerk beelde 'n belangriker oorweging is as die passing van operasionele aspekte. Verbetering in verkope en die uitreik na nuwe segmente in die mark word beskou as die geskikte redes waarom handelsmerkpraktisyns mede-handelsmerking strategiee volg. Wanneer mede-handelsmerking strategiee gevolg word, word die verbetering in verkope as 'n belangriker rede as die verbetering van die handelmerk beeld beskou. Resultate wys ook dat gesamentIike bemarking (joint marketing) die voorkeur medehandeismerkingvorm is. Die studie kom ook tot die gevolgtrekking dat maatskappye in die VBVG (Vinnig bewegende verbruikers goedere) sektor die voorkeur sektor is waarmee kleinhandelaars wil saamwerk. Resultate dui ook aan dat kleinhandel handelsmerkpraktisyns (brand practitioners) die grootste klem plaas op die moontlikheid van verkope toename wanneer potensieIe medehandelsmerkingsvennote oorweeg word. Mede-handelsmerking word beskou as 'n lewensvatbare altematiewe handelsmerk hefboom strategie (brand leverage strategy) vir kleinhandel handelsmerk bestuurders Hiedie studie bring na vore die verskillende aspekte en oorwegings wat handelsmerk bestuurders in ag neem wanneer moontlike mede-handelsmerking strategiee ontleed word.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: The effort and costs to achieve alignment between Business and IT have plagued executives for more than 15 years. More recently, from 2005 and 2006, Gartner EXP CIO survey reported that the top 3 management priorities of CIOs have shifted from security breaches and Business disruption to: • Linking Business and IT strategies • Building Business skills in the IT organization • Delivering Business growth Gartner's EXP survey also reported on organizations top 3 barriers to alignment and growth as being: • The Business not knowing what it wants • Business professionals not collaborating with IT • Business leaders trying to circumvent Business problems by using technology. Other studies have expanded Gartner's list of 3 barriers, adding: • Ineffective communication • Lack of understanding the other's perspective • Untimely or lack of involvement To improve the relationship between Business and IT, organisations continue to strategise and researchers continue to write prolifically about alignment and bridging the gap. Much of the literature regarding alignment focuses on becoming better at hardware, information systems, and infrastructure, or emphasizing Business improvement. It is unlikely that this elusive goal will be achieved in an exclusive silo mentality by either IT or Business in isolation of each other. An alternative approach of the gap is a resolution from both ends - for Business to become more 'IT friendly' and for IT to become more 'Business friendly'. This collaborative approach is by definition a knowledge approach - it frames the construct whereby this research is based. It requires of either side to recognize the shortcomings in a mature manner, to acknowledge the gaps, to educate, to communicate, share their domain knowledge so that the cross pollination of proficiencies result in Business-savvy IT resources and IT-sawy Business resources emerge. A knowledge approach recognises knowledge management (KM) enablers such as leadership, culture, technology and measurements that act in a dynamic relationship with KM processes, namely, creating, identifying, collecting, adapting, organizing, applying, and sharing. Enabling a knowledge approach is a worthy goal of sharing, of collaborating by blending of Business-IT experiences in a cauldron of disciplines and expertise to achieve improvements and to add value to the objective of narrowing the gap between Business and IT. This research is developed to: • Investigate the extent of knowledge sharing in and across Business and IT, with a view of assessing its impact on the Business IT gap. • Assess ~ demographics (personal or situational) predispose Business and IT to sharing knowledge. • Establish if domain knowledge of the respective groups per se influences the gap between Business and IT. KM, although relatively youthful, is entering its fourth generation with evidence of two paradigms emerging - that of mainstream thinking and that of the complex adaptive system theory. This research uses pertinent and relevant extracts from both paradigms appropriate to gain an improved understanding and an informed opinion in responding to narrowing the gap. The research shows that both Business and IT evidence a strong willingness to share knowledge and both groups overwhelmingly acknowledge the value of sharing. Two distinct groups of knowledge sharers emerge, a proactive opportunistic group and a large reactive 'after-stimulus' group. The importance of domain knowledge in transcending mediocrity becomes evident in narrowing the gap between Business and IT. The research further demonstrates that there is no strongly distinct affiliation between demographics (personal or situational) and knowledge sharing. / AFRIKAANSE OPSOMMING: Die koste en inspanning om belyning tussen sakebelange en IT (inligtingstegnologie) te bereik, is alreeds die afgelope 15 jaar 'n kopseer vir bestuurshoofde. Die Gartner EXP CIO opname van 2005 en 2006 toon dat die top drie bestuursprioriteite vir die CIO geskuif het vanaf sekuriteitsbreuke en onderbrekings in sakebelange na: • die daarstelling van raakvlakke tussen sakebelange en IT-strategiee, • die ontwikkeling van besigheidsvaardighede in die IT -organisasie, en • die daarstelling van organisatoriese groei. Volgens Gartner se opname is die top drie hindernisse vir die belyning en groei van 'n organisasie as volg: • Die ondememing weet nie wat hulle wil he nie. • Daar is nie samewerking tussen die onderneming se professionele persona en IT nie. • Besigheidsleiers gebruik tegnologie om die onderneming se probleme te verskalk. Ander studies het op Gartner se Iys van drie hindernisse uitgebrei en die volgende bygevoeg: • ondoeltreffende kommunikasie, • 'n gebrek aan insig in ander se perspektief, en • 'n gebrek aan en/of ontydige betrokkenheid. Om die verhouding tussen sakebelange en IT te verbeter, sal organisasies aanhou om strategies te beplan en navorsers sal voortgaan om te skryf oor die belyning en oorbrugging van die gaping. Baie van die literatuur oor belyning fokus op die verbetering van kennis van apparatuur, inligtingstelsels en infrastruktuur of benadruk die verbetering van die onderneming. Dit is onwaarskynlik dat hierdie ontwykende doel met 'n eksklusiewe silo-mentaliteit deur IT of die onderneming in afsondering bereik sal word. 'n Alternatiewe benadering is om hierdie gaping van albei kante te probeer oorbrug: Die onderneming moet meer 'IT-vriendelik' raak en IT moet meer 'besigheidsvriendelik' raak. Hierdie samewerkingsbenadering is per definisie 'n kennisbestuurs- (KB)benadering - dit beklemtoon die raamwerk waarop hierdie navorsing gebaseer is. Dit is nodig dat albei kante die tekortkominge op 'n bekwame manier herken en die gapings erken. Opleiding, kommunikasie en die deel van kennis deur die kruisbestuiwing van kundigheid sal lei tot 'besigheid-vindingryke-IT-persone' en 'IT-vindingryke-besigheidspersone'. 'n Kennisgebaseerde benadering herken ondersteunende faktore vir KB soos leierskap, kultuur, tegnologie en maatstawwe om in 'n dinamiese verhouding met die KB-proses te staan; naamlik skepping, identifisering, versameling, aanpassing, organisering, toepassing en verspreiding. Die daarstelling van 'n KB-benadering is 'n verdienstelike doel om die vermenging van sakebelange-IT -ondervinding in 'n kookpot van dissiplines en ondervinding te ondersteun ten einde tot die vernouing van die gaping tussen sakebelange en IT by te dra. Hierdie navorsing is ontwikkel om: • ondersoek in te stel na die omvang van kundigheidsverdeling tussen sake belange en IT met 'n bepaling van die impak (indien enige) op die sakebelange-IT-gaping, • te bepaal of demografiese faktore (persoonlik en situasioneel) impakteer op die ingesteldheid van sakebelange en IT om kundigheid te deel, en • te bepaal of domeinkundigheid van die onderskeie groepe 'n invloed het op die gaping tussen sakebelange en IT. KB, alhoewel nog in sy kinderskoene, is alreeds in sy vierde generasie met 'n groeiende bewuswording van twee paradigmas, naamlik hoofstroomdenke en die meer komplekse aanpasbare stelselteorie ("adaptive system theory"). Hierdie navorsing gebruik toepaslike uittreksels uit albei paradigmas om 'n hoer vlak van insig te bereik en 'n ingeligte opinie te vorm ten einde 'n bydrae te maak tot die vernouing van die gaping. Die navorsing toon dat sakebelange sowel as IT 'n sterk gewilligheid toon om kennis te deel. Albei groepe het 'n ongelooflike erkenning van die waarde van die deel van kennis. Twee duidelike groepe van kennisverdeling bestaan, naamlik 'n pro-aktiewe opportunistiese groep en 'n grootliks reaktiewe 'na-'n-insentief-groep. Die belangrikheid van omgewingskennis in oortreffende middelmatigheid word sigbaar in die vernouing van die gaping tussen sakebelange en IT. Die navorsing toon verder dat daar geen sterk verwantskap tussen die onderskeie demografiese faktore (persoonlik en situasioneel) en kennisverdeling is nie.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: Africa's economic growth will not be found across the Atlantic or Indian oceans in international markets. Growth will not be achieved by simply giving away state assets in large privatisation transactions. Growth will also not come from giving away valuable concessions to scarce natural resources or handing out investment incentives to resource seeking foreign investors. Governments and policy makers need to accept that drivers to sustainable economic growth, lies much closer to home. Not in greater domestic savings by that average man in the street (who, in Africa's poor economies, often would need to forego a daily meal in order to save), but even closer. The policies for economic growth in Africa need to be focussed on flrst achieving production and allocative efficiencies at home. The real drivers to achieve growth are to be found in the primary responsibilities of the state: Political stability though good governance Stable macroeconomic environments Good working infrastructures Educated and trained labour forces Sizable market through regional cooperation (eg. SADe) African leaders and policy makers would be well served by a change in policy and attitude. Searching for solutions from within, rather than from abroad, will provide more sustainable growth. Requests for international debt relieve, complaints about (and excuses based on) the wrongs of the colonial past, demands for international trade concessions and efforts to secure international investment; may only result in a shift in the focus away from the basic problems at home. At the same time, a committed and disciplined focus on political and macro-economic stability; an efficient infrastructure, quality labour and bigger markets will naturally lead to substantial increases in international trade (while at the same time provide for better platform for negotiating international trade dispensation), will generate foreign investment and will reduce the importance of debt relieve. In addition, an stable environment combined with a reliable infrastructure and a quality labour force provides fertile grounds for local African entrepreneurs to excel and in time create opportunities for domestic savings and organic growth. This study does will not convey a popular message. No quick fixes exist and Africa will have to turn their focus inwards. Africa will have to stop blaming past rulers and stop pleading with current the world leaders. International political and economical leaders will not come to the rescue of Africa, however wrong the past has been. Africa will have to pick itself up by its own bootlaces. / AFRIKAANSE OPSOMMING: Ekonorniese groei in Afrika sal nie gevind word oorkant die Atrlantiese of Indiese oseane in intemasionale markte nie. Groei sal nie behaal word deur eenvoudig staatbates weg te gee in groot privatiserings transaksies nie. Groei sal ook nie bewerkstellig word deur waardevolle konsessies tot skaars natuurlike hulpbronne uit te deel of deur toegewings vir die aansporing van beleggings aan hulpbron soekende intemasionale beleggers te maak nie. Owerhede en beleidmakers moet aanvaar dat die drywers vir volhoubare ekonomiese groei veel nader aan die huis Ie. Nie in groter huishoudelike besparings deur die man in die straat nie (wie Afrika se arm ekonomie waarskynlik 'n maaltyd sal moet prysegee om te kan spaar.), maar selfs nader. Die beleid vir ekonomiese groei in Afrika moet gefokus wees daarop om eerstens produksie en allokasie effektiwiteit in die plaaslike ekonomie te behaal. Die drywers om dit reg te kry word gevind in die primere vernatwoordelikhede van die staat: -Politieke stabiliteit deur goeie regering -Stabiele makro-ekonomiese omgewing -Goeie werkende infrastruktuur -Opgevoede en opgeleide werkersmag -Redelike grootte markte deur samewerking op streeksvlak (bv. SAOG) Afrika leiers en beleidmakers sal baat by 'n verandering in beleid en houding. Die soeke na oplossing van binne eerder as in die buiteland, sal eerder volhoubare groei bied. Versoeke vir intemasionale skuldverligting, klagtes rakende (en verskonings gebaseer op) die foute van die koloniale verlede, eise vir intemasionale handelskonsessies en pogings om internasionale beleggings te lok; al hierdie aksies lei waarskynlik slegs daartoe dat die fokus en aandag wegskuif van die basiese probleme in die plaaslike ekonomie. Terselfdertyd sal 'n toegewyde en gedissiplineerde fokus op politieke en makroekonomiese stabiliteit, 'n effektiewe infrastruktuur, hoer kwaliteit arbeidsmag en groter markte verseker oor die lang termyn weI lei tot 'n wesentlike toename in intemasionale handel (terwyl dit ook gelyktydig 'n beter platform skep om te onderbandel vir 'n meer voordelige intemasionale handelsdispensasie), meer intemasionale beleggings en sal die belangrikheid van skuldverligting laat afneem. Verder sal 'n stabiele omgewing, gekombineerd met 'n betroubare infrastruktuur en 'n bekwame arbeidsmag 'n vrugbare omgewing daar stel vir plaaslike Afrika entrepreneurs om uit te styg en te presteer. Dit sal oor die lang termyn geleentheid skep vir huishoudelike besparing en organiese groei. Hierdie studie bring nie 'n gewilde boodskap nie. Geen kitsoplossings bestaan nie en Afrika sal hul fokus inwaarts moet verskif. Afrika sal moet ophou om die koloniale heersers van die verlede te blameer en moet ophou om by huidige internasionale leiers te pleit vir hulp en toegewings. Intemasionale politieke en ekonomiese leiers sal nie tot die redding van Afrika kom nie, hoe verkeerd die verlede ookal was. Afrika sal homself moet optel aan sy eie skoenveters.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: no abstract available / AFRIKAANSE OPSOMMING: geen opsomming

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Please see fulltext for abstract / AFRIKAANSE OPSOMMING: Sien asb volteks vir opsomming

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: This report contains a strategic management model to assess the impact on the EVA тм of the individual business units and the consolidated group total of a Company, when manipulating any of the key business drivers. The model has been designed to deliver a solution to the end-user that is simple to operate and presents graphical outputs to enhance understanding and interpretation. The sensitivity analysis, the EVA тм tree and the financial statements are presented in Excel. A simulation technique is used to forecast NOPAT values from a set of key drivers. The theories used to construct the model are explained and a hypothetical example is provided. The appendices also provide the concept of EVA тм, simulation techniques, list of assumptions and model instructions. The report is comprehensive enough to allow the reader to develop, implement and test a model of this nature. Opportunities for further research are also provided. / AFRIKAANSE OPSOMMING: Hierdie studie bevat 'n strategiese bestuursmodel om die impak van individuele besigheidseenhede op ekonomiese waardetoevoeging (Engels: EVA тм) en die gekonsolideerde groeptotaal van 'n maatskappy, wanneer enige een van die sleutel besigheidsdrywers gemanipuleer word, te bepaal. Die model is ontwerp om 'n eenvoudige oplossing vir die eindgebruiker te verskaf en verskaf grafiese uiteensettings om verstaanbaarheid en interpretasie te vergemaklik. Die sensitiwiteitsanalise, ekonomiese waardetoevoegingsontleding en die finansiële state word in Excel weergee. 'n Simulasie tegniek is gebruik om NOPAT waardes van 'n stel sleutel drywers te voorspel. Die teorieë wat gebruik is om die model saam te stel, word aan die hand van 'n hipotetiese voorbeeld wat voorsien word, verduidelik. Die aanhangsels voorsien die konsep EVA тм, simulasie tegnieke, 'n lys van aannames en instruksies vir die model. Die verslag is volledig genoeg om die leser in staat te stel om 'n model van hierdie aard te ontwikkel, te toets en te implementer. Voorstelle vir verdere navorsing word voorsien.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: New changes occur daily, but people cannot absorb the repercussions fast enough to keep pace. The capacity of the human mind for invention far outstrips its ability to assimilate the changes that inventions produce. What can be done? People are not going to stop creating new problems and opportunities. The question that arises from this situation is what role resilience plays in individuals and organisations, and how this can cause people in organisations to assimilate the ever-increasing rates of change, without suffering from its debilitating effects. Resilience can be defined as the capacity to absorb high levels of change, while displaying minimal dysfunctional behaviour. Resilience is the ability to not just survive change, but to actually bounce back stronger than before its challenge (Conner, 1992: 6). In observing how people respond to the stress produced by the crisis of change, Conner (1992: 232) found two common reactions in his research. While one person tends to see primarily dangerous implications, the other typically focuses on the promise of new opportunities. Research shows that Type-O people have the following characteristics: • display a sense of security and self-assurance that is based on their view of life as complex but filled with opportunity (positive); • have a clear vision of what they want to achieve (focused); • demonstrate a special pliability when responding to uncertainty (flexible); • develop structured approaches to managing ambiguity (organised); • engaged change rather than defend against it (proactive) Is it possible to develop a person's or a group's resilience? Given the debilitating results of people who experience dysfunctional behaviour and the effect it has on the organisation's productivity and quality standards necessitates that managers should be able to manage and develop resilience. / AFRIKAANSE OPSOMMING: Organisasies bevind hulle daagliks binne 'n veranderende omgewing. Die probleem wat onstaan is dat die werknemers nie die gevolge van die verandering vinnig genoeg kan absorbeer ten einde in pas te bly nie. Die kapasiteit van die mens om te innoveer is groter as sy vermoë om die veranderings te assimileer wat as gevolg van die innovasies ontstaan. Wat kan gedoen word? Die mens gaan nie ophou om nuwe geleenthede en probleme te skep nie. Die vraag wat onstaan is wat is die rol wat veerkragtigheid (resilience) kan speel by individuee en organisasies wat veroorsaak dat individuee en organisasies die toenemende verandering kan assimileer sonder om gebug te gaan onder die negatiewe gevolge van die veranderings. Veerkragtigheid (resilience) kan gedefinieer word as die vermoë om hoë vlakke van verandering te kan absorbeer terwyl minimale simptome van disfunksionele gedrag getoon word. Veerkragtigheid word ook gedefinieer as die vermoë om deur die verandering te gaan en sterker anderkant uit te kom. In sy waarneming hoe mense reageer op die spanning wat veroorsaak word deur die krisis wat verandering veroorsaak het Conner (1992: 232) in sy navorsing twee reaksies geidentifiseer. Terwyl die een persoon primêr gevaar sien in die situasie, is die ander persoon geneig om eerder te fokus op die moontlikheid van nuwe geleenthede. Navorsing dui daarop dat geleentheids georienteerde persone vyf basiese kenmerke van veerkragtigheid (resilience) het: • vertoon 'n sin vir sekuriteit en self versekerdheid wat gebaseer is op hulle siening van die lewe as kompleks maar vol geleenthede (positief); • het 'n duidelike visie van dit wat hulle wil bereik (gefokus); • demonstreer 'n spesiale buigbaarheid in tye van onsekerheid (buigbaarheid); • ontwikkel gestruktureerde benaderings om twyfelagtigheid te bestuur (georganiseerd); raak betrokke by verandering eerder as om dit te vermy (proaktief) Is dit moontlik om 'n individu of groep se veerkragtigheid(resilience) te verhoog? Gegewe die vernietigende gevolge van mense wat disfunksionele gedrag ervaar tydens tye van verandering en die effek wat dit het op die produktiwiteit en kwaliteit standaarde van die organisasie, noodsaak dat bestuurders instaat moet wees om verkragtigheid te bestuur en te ontwikkel.