Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: The study project for a proposed framework to facilitate strategic execution aims to formulate a methodology with a set of standard tools, to enable organisations to be successful in strategy execution on a continuous basis. The framework is to be implemented within a team in the Honeywell site office structure, which is responsible for delivering support services in the hydrocarbon processing industry. The framework is based on a six step process to facilitate continuous alignment to strategy, by following the continuous improvement methodology of the Deming wheel. The components of the framework are "landscapinq", "team maturity", "gap analysis", "alignmenf, "action plan" and "review". The first four components represent the "pian", the second to final component represent the "do", and the last component represents the "check" or "study" section of the Deming wheel's PDSA (plan, do, study, act) cycle. These main components in the framework are fixed, but the tools utilised in the execution of the components are flexible. This is to allow the implementers to choose the tools that they are most comfortable with and that will have the greatest chance of success in their environments. Tools that are used in this study include a change cycle assessment and objective setting tools. The implementation also relies on specific assumptions and existing methodologies. These include value based management, performance management that is based on focussing on strengths and not competencies, as well as the assumption that similar methodologies are used throughout the organisation. The components of the framework are explained in chapter two and then implemented in chapter four. The process is followed from landscaping through to the review section, where all alignment plans are evaluated against the specified definitions of victory and its related critical success factors. The most important section is arguably the team maturity component. This determines maturity in terms of skill levels, team effectiveness and readiness for change and ultimately whether the implementation can continue or whether the status quo should be improved before continuation. During this implementation the framework continues through the team maturity component to the execution of four identified priority action plans. The priority plans include a communication and information delivery infrastructure, complete organisational restructuring, performance management and skills development. The results from the implementation based on statistical matched pair experiments and the interpretation of the p-values concludes that the framework is a successful methodology, that ensures continuous alignment and ultimately strategic execution. The study concludes by recommending further additions to the framework that include a feedback loop to senior management, that will serve as input for future strategy formulation. Finally, the study also recommends the expansion of success metries to include the skills assessment and ultimately the metries that will measure success or failure of the high level objectives set by senior management. / AFRIKAANSE OPSOMMING: Die studie projek vir 'n voorgestelde belynings raamwerk om strategiese uitvoering te fasiliteer mik daarna om 'n metodologie te formuleer met 'n stel standaard hulpmiddels om maatskappye met suksesvolle strategiese uitvoering op 'n volhoudbare basis te help. Die raamwerk word dan geimplementeer op 'n span binne die organisasie struktuur van die Honeywell aanleg kantoor wat verantwoordelik is vir ondersteunings dienslewering in die hidro-koolstof verwerkings industrie. Die raamwerk is op 'n ses stap proses gebaseer om aanhoudende belyning tot stratgie te fasiliteer en volg 'n aanhoudende verbeterings metodologie van die Deming wiel. Die komponente van die raamwerk is "uitlegging" I "span volwassenheid", "gaping analisse", "belyning", "implementeer plan" en "hersien". Die eerste vier komponente verteenwoodig die "beplan", die tweede laaste komponent verteenwoordig die "doen" en die laaste komponent verteenwoordig die "hersien" of "studeer" gedeelte van die Deming wiel se SDSA (beplan, doen, studeer, aksie) siklus. Die hoof raamwerk komponente in die metodologie is vas, maar die hulpmiddels wat gebruik kan word in die uitvoering van die komponente is aanpasbaar om sodoende die implementeerders toe te laat om die hulpmiddels te kies waarmee hulle die gemaklikste is en wat die beste resultate in hulomgewing sal lewer. Hulpmiddels wat in hierdie studie gebruik word sluit in 'n veranderingsiklus evaluering en doelstelling hulpmiddels. Die implementasie steun ook op spesifieke aannames en bestaande metodologieë. Hierdie sluit in waarde gebaseerde bestuur, prestasie bestuur wat gebaseer is op sterkpunte en nie bevoegdhede nie, sowel as die aaname dat soortgelyke metodologieë regdeur die organisasie gebruik word. Die komponente van die raamwerk word verduidelik in hoofstuk twee en word daarna in hoofstuk vier geïmplementeer. Die proses word gevolg vanaf uitlegging regdeur tot die hersien afdeling waar al die belynde planne ge-evalueer word teen die spesifieke definisies van sukses en die verwante kritieke sukses faktore. Die mees belangrikste afdeling kan gesien word as die span volwassenheids komponent wat volwassenheid in terme van vaardigheidsvlakke, span effektiwiteit en gereedheid vir verandering bepaal en uiteindelik of die implementasie kan voortgaan of die staus quo eers verbeter moet word. Gedurende hierdie implementasie duur die raamwerk voort van die span volwassenheid komponent tot die uitvoering van vier geïndentifiseerde prioriteit aksie planne. Die prioriteit planne sluit in 'n kommunikasie en informasie infrastruktuur voorsiening, volledige organisasie herstruktuering, prestasie bestuur en vaardigheidsontwikkeling. Die uitkoms van hierdie implementasie, gebaseer op statistiese ooreenstemmende paar eksperimente en die intrepetasie van die p-waardes, tref die gevolgtrekking dat die raamwerk 'n suksesvolle metodologie is wat volhoubare belyning en uiteindelikke strategie uitvoering verseker. Hierdie studie kom tot 'n gevolg deur verdere byvoegings tot die raamwerk voor te stel. Byvoegings sluit in 'n terugvoerings meganisme na senior bestuur wat as insette vir toekomstige strategie formulering kan dien. Ten slotte stel hierdie studie voor dat sukses metings uitgebrei word om die vaardigheidsevaluering in te sluit en uiteindelik ook die metings te gebruik wat die sukses of mislukking van hoë vlak doelstellings deur senior bestuur daar gestel, te meet.

Thesis (MBA)--Stellenbosch University, 2004. / The Study Project is entitled: "Corporate Governance and the fall of Enron", Concepts like corporate government have been developed and created due to needs of owners and society to supervise management but more importantly influence the direction of companies. The term "corporate governance" derives from an analogy between the governments of cities, nations or states and the governance of corporations. The early corporate finance textbooks saw "representative government" (Mead 1922:31) as an important advantage of the corporation over partnerships but there has been and still is little agreement on how representative corporate governance really is, or whom it should represent. The analogy between corporate and political voting was explicit in early corporate charters and writings, dating back to the revolutionary origins of the American corporation and the first railway corporations in Germany (Dunlavy 1998). The precise term "corporate governance" itself seems to have been used first by Richard Eells (1960, p.l08), to denote "the structure and functioning of the corporate polity". An important objective of this Study Project was to investigate the case study of Enron, why it failed and the outcome relating to Corporate Governance in the future. A review of the activities by Enron was done in order to determine the possible reasons of its failure. To achieve the above, it was determined that qualitative, investigative research would be conducted, rather than a quantitative, numerative approach. The research methodology used in this Study Project of a secondary research. Secondary research, in the form of an in-depth, global literature review was conducted on the topic.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: The networked economy has resulted in the customer having an unprecedented choice and control over how he/she chooses to do business and with whom. In addition, the ever-increasing commoditisation of products and services has forced businesses to re-evaluate their sources of sustainable competitive advantage. The ability to differentiate an organisation from others has therefore become a major business advantage. Customer Relationship Management (CRM) is considered the most significant and only remaining differentiator. Given this importance, it is of concern that high failure rates of up to 70% have been recorded with regard to CRM systems implementations. Findings from literature confirm that lack of or insufficient attention to both technical and social aspects contribute to failed implementations. A hypothesis has therefore been formulated that a lack of and/or insufficient attention to a socio-technical approach to CRM-systems is a major contributor to the high failure rate of implemented CRM-systems. The hypothesis was tested based on identifying the social and technical aspects from literature that must be addressed to ensure successful implementation and was utilised as a basis for conducting empirical research to ascertain to what extent these aspects have contributed (or not) to successful implementations. The empirical research entailed circulation of a questionnaire to organisations that have already implemented CRM systems for B2C purposes and are wholly situated in the Western Cape or have a head office in the Western Cape. Due to the limited responses received, it must be noted that the research results are not necessarily representative of the sample in general or the population as a whole. The research did however indicate some important trends. CRM systems have only been implemented in a relatively small number of organisations and are particularly prevalent in industries such as Life Insurance, Financial Services and Retail. This is considered to be directly linked to the cost and complexity of implementing these systems. Based on the responses received, it can be concluded that the nine organisations that responded generally followed a socio· technical approach to their CRM systems implementations and in most instances respondents rated their implementations fully successful. This is contrary to the high failure rates described in literature and CQuid in part be due to the fact that organisations with failed implementations may have opted not to complete questionnaires in this regard. Inconsistencies between the recorded successful implementations relating to, inter alia, certain aspects being addressed by some and not by others or being addressed during as opposed to prior to implementation warrant further research to establish the interrelatedness of the various aspects with one another and the extent to which certain aspects may carry more weight than others in ensuring success. It is recommended that further research be done regarding a socio-technical approach to CRM-systems implementation with a view to obtaining a representative sample and conclusive evidence as to whether this approach does contribute to success or not within South Africa. The research should also focus on the impact that addressing the various social and technical issues during implementation, as opposed to prior to implementation, has on the success of the implementation. This exploratory research can be utilised as a basis for further in-depth research regarding the impact of various social and technical issues on successful implementations. In addition it can be utilised as a guideline or roadmap for implementation by organisations intending to implement CRM-systems or to assist organisations in addressing problems occurring as a result of fa iled CRM systems implementation. / AFRIKAANSE OPSOMMING: Die netwerk ekonomie het tot gevolg dat die klient 'n ongeewenaarde keuse en beheer het oor hoe en met wie hy/sy besigheid wil doen. Daarbenewens word besighede gedwing om, as gevolg van die toenemende gebruikersgerief van produkte en dienste, hulle bronne van volhoubare kompeterende voordeel te herevalueer. Die vermoe om 'n organisasie van 'n ander te kan onderskei het dus 'n belangrike besigheidsvoordeel geword. Klienteverhoudingsbestuur (CRM) word beskou as die belangrikste en enigste oorblywende onderskeidingsfaktor. Gegewe die belangrikheid daarvan is dit kommerwekkend dat hoë mislukkingssyfers van tot 70% aangeteken is met betrekking tot CRM stelsel implementerings. Bevindings uit die literatuur bevestig dat gebrek aan/of onvoldoende aandag aan beide tegniese en sosiale faktore bygedra het tot mislukte implementerings. 'n Hipotese is dus geformuleer dat 'n gebrek aan/of onvoldoende aandag aan 'n sosiotegniese benadering tot CRM-stelsels 'n belangrike bydraende faktor is tot die hoë mislukkingssyfer van CRM stelsel implementerings. Hierdie hipotese is getoets deur die sosiale en tegniese aspekte uit die literatuur te identifiseer wat aangespreek moet word om suksesvolle implementering te verseker en dit is as basis gebruik vir die empiriese navorsing ten einde vas te stel tot watter mate hierdie aspekte bygedra het (of nie) tot suksesvolle implementering. Die empiriese navorsing het die uitstuur van 'n vraelys behels na organisasies wat reeds CRM stelsels geimplementeer het vir besigheid tot klient (B2C) doeleindes en wat in die Wes-Kaap gevestig is of 'n hoofkantoor in die Wes-Kaap het. In die lig van die beperkte terugvoering , moet daarop gelet word dat die navorsingsresultate nie noodwendig as verteenwoordigend van die steekproef of die populasie as geheel beskou kan word nie. Die navorsing het egter 'n paar belangrike tendense uitgewys. CRM stelsels is slegs in 'n relatiewe klein aantal organisasies geimplementeer en spesifiek in industriee soos Finansiele Dienste, Lewensversekering en Kleinhandel. Dit wil blyk dat dit direk gekoppel is aan die koste en kompleksiteit verbonde aan CRM stelsel implementerings. Gegrond op die terugvoering wat ontvang is, kan afgelei word dat die nege organisasies wat gereageer het in die algemeen 'n sosio-tegniese benadering tot CRM stelsel implementerings gevolg het. In die meeste gevalle het respondente hulle implementerings as ten volle suksesvol beoordeel. Dit is in teens telling met die hoe mislukkingssyfer wat in die literatuur beskryf word en kan gedeeltelik daaraan toegeskryf word dat organisasies wie se implementerings nie geslaag het nie, moontlik verkies het om nie die vraelys in hierdie verband te voltooi nie. Teenstrydighede tussen aangetekende suksesvolle implementerings met betrekking tot, onder andere, sekere aspekte deur sommige aangespreek en nie deur ander nie en daarmee tesame of dit aangespreek is tydens of voor implementering, regverdig verdere navorsing om die onderlinge verband tussen die onderskeie aspekte te bepaal, asook die mate waartoe sekere aspekte meer gewig dra as ander om sukses te verseker. Dit word aanbeveel dat verdere navorsing ten opsigte van 'n sosio-tegniese benadering gedoen word met die doel om 'n verteenwoordigende monster en onweerlegbare bewys te vind van hierdie benadering se bydrae tot sukses, aldan nie in Suid-Afrika. Die navorsing behoort ook te fokus op die sukses daarvan met betrekking tot die aanspreek van verskeie sosiale en tegniese aangeleenthede tydens implementering teenoor voor implementering. Hierdie verkennende navorsing kan aangewend word as 'n basis vir verdere in-diepte navorsing oor die mate waartoe die onderskeie sosiale en tegniese aangeleenthede bydra tot suksesvolle implementering. Voorts kan dit ook as 'n riglyn dien vir organisasies wat die implementering van CRM stelsels oorweeg en kan van nut wees om probleme wat ontstaan het as gevolg van mislukte CRM stelsel implementerings aan te spreek.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: The aim of this thesis is an exploratory study into which leadership competencies provides a sustainable competitive advantage, and in all probability leads to sustainable profitable growth in an organisation today. As part of his research, the author presented a set of questions to three successful business and political leaders in South Africa. The objective was to identify the common characteristics between these exceptional individuals, thereby proposing an ideal armourment, which when borne by leaders, will assist their organisations in achieving sustainable profitable growth. These common characteristics, identified amongst these leaders, can serve as building blocks to build a competency model for an organisation to achieve sustainable profitable growth. Warren Bennis, Peter Drucker and others have said that leaders are people who do the right things and managers are people who do things right. This research aims to determine what are these things and why are they the right things? "Do the right thing. It will gratify some people and astonish the rest." - Mark Twain / AFRIKAANSE OPSOMMING: Die doel van hierdie tesis is verkennende navorsing ten einde te bepaal watter leierskapsvaardighede waarskynlik vandag 'n mededingende voordeel bied en aanleiding gee tot volhoubare groei in 'n organisasie. Kern tot die navorsing is 'n stel vrae wat deur drie suksesvolle Suid-Afrikaanse sake en politieke leiers beantwoord is. Die doelwit van die studie is die identifisering van die betrokke leiers se gemeenskaplike leierskapvaardighede as basis tot die formulering van 'n ideaIe stel leierskapsvaardighede ten einde 'n organisasie in staat te stel om volhoubare groei te bewerkstellig. Hierdie vaardigheidsmodel kan deur organisasies gebruik word as hoekstene van die organisasie se leierskapontwikkelingsprogram om sodoende aanleiding te gee tot die bou van 'n langtermyn mededingende voordeel en volhoubare groei. Volgens Warren Bennis, Peter Drucker en andere kan leiers beskryf word as persone wat die regte dinge doen en bestuurders as persone wat dinge reg doen. Hierdie navorsing poog om vas te stel wat hierdie dinge is en hoekom hulle die regte dinge is. "Do the right thing. It will gratify some people and astonish the rest." - Mark Twain

Thesis (MBA)--Stellenbosch University, 2004 / ENGLISH ABSTRACT: Desert Cool is a South African manufacturing, wholesale, and retail company that markets 4x4 accessories and camping gear through its retail outlets trading as 4x4 Mega World. Desert Cool has sole import rights for well known products, like Engel fridge/freezer, ARB accessories and Old Man Emu suspensions. Desert Cool recently created its own brand name "Sunset Gear" under which it will market various 4x4 accessories and camping gear. Desert Cool has grown fast over the last two years and they are already being seen as the leading 4X4 accessories company in South Africa. Important priorities in the organisation are the development of new products, changes to current products and to satisfy customer needs. Currently these priorities are not being managed properly. Also due to fast growth in terms of sales the organisational structure has not been attended to and has fallen behind. Several projects have delivered poor results due to the wrong approach and poor management of the projects. The goal of this study is to sell the concept of matrix management and organisational structure to the management of Desert Cool, instead of keep on following the conventional functional structure. The study project examines the advantages, disadvantage and characteristics of functional as well as matrix management. It also examines and lists the criteria's on which one can select between the two organisational structures. These criteria have been used in a survey with a questionnaire to obtain top management's views. The survey resulted in the following conclusions: The questionnaire used can be divided into three sections, section 1 is an introduction to matrix management, section 2 is a selecting phase where the respondents need to select between matrix and functional management and the last section is an evaluation of the respondents' responses in the first two sections. The results indicate that the average vote for matrix management in section 1 is 94%, in section 2, 57% and in section 3, 68%. The low percentage in section 2 is not due to a low vote percentage for matrix management (received 84% of the votes), but more due to the level of preference for matrix management. The percentage votes received in section 3 is not too low, but a higher percentage was expected when compared to the 94% in section 1. The 68% also raises a concern when one looks at the results in the functional management section. The results also indicate that the average votes for functional management in section 1 is 6%, in section 2 it is 11% and in section 3 it is 54%. Due to the low score in section 1 a low score in section 2 was expected and for that matter also in section 3, but a fairly high vote came from section 3. The introduction and selecting sections (section 1 and 2) give results that are inline of what were expected, but the evaluation section (section 3) shows a different result. With a closer investigation into this result, it became clear that most of the people could not separate the matrix characteristics from the functional characteristics. This resulted that in some instances high votes were given to both the matrix and the functional characteristic that are opposed to each other. Due to limited knowledge of matrix management amongst management, we need to supply them with more clear info so that they can obtain a better understanding. A better understanding of matrix management might have resulted in a better response in section 3 of the questionnaire. Overall a good result has been obtained. To conclude, Desert Cool cc is growing at a fast rate, but their structure and management style has fallen behind. Matrix management will offer a complete management style as can be seen from the results. The basis has been laid through the survey and matrix management need to be represented in a formal way to all the people of Desert Cool. This document will contribute to understand the advantages, disadvantages, characteristics and the issues of matrix management. It also explains the role of the project manager in this structure. / AFRIKAANSE OPSOMMING: Desert Cool is 'n Suid Afrika gebaseerde maatskappy wat 4 x 4 toebehore en kamptoerusting vervaardig, groothandel en klein handel en bemark dit deur sy kleinhandeltakke, 4 x 4 Megaworld. Desert Cool het alleen invoerregte vir produkte soos Engel vries/yskaste, ARB toebehore en Old Man Emu onderstelle. Desert Cool het onlangs sy eie handelsmerk geskep, naamlik 'Sunset Gear'. Verskeie produkte word onder hierdie handelsmerk bemark. Desert Cool het baie vinnig gegroei oor die laaste twee jaar en word reeds gesien as die leier in die 4 x 4 toebehore mark in Suid-Afrika. Belangrike prioriteite binne die maatskappy is die ontwikkeling van nuwe produkte, verbeteringe aan huidige produkte en om aan kliente se behoeftes te voldoen. Huidiglik word hierdie prioriteite nie behoorlik gebestuur nie. As gevolg van die hoe groei tempo in verkope en die groot hoeveelheid aandag wat daaraan gegee is, het die ontwikkeling van die organisasie struktuur agterwee gebly. 'n Hele paar projekte het swak resultate opgelewer weens die verkeerde benadering en swak bestuur daarvan. Die doel van hierdie studie is om die konsep van matriksbestuur en -organisasie struktuur aan die bestuur van Desert Cool te verkoop, en om af te sien van die huidige funksionele organisasie struktuur. Die studieprojek ondersoek die voordele, nadele en kenmerke van funksionele- en matriksbestuur. Dit ondersoek ook die kriteria's wat gebruik kan word om te kies tussen die twee organisasie strukture. Hierdie kriteria's word dan gebruik in 'n ondersoek, in die vorm van 'n vraelys, om die opinie van die hoofbestuur te verkry. Die vraelys kan in drie afdelings opgedeel word, afdeling 1 kan beskou word as 'n inleiding tot matriksbestuur, afdeling 2 is 'n keuse fase waar die respondente 'n keuse moet maak tussen funksionele- en matriksbestuur en die laaste afdeling dien as 'n evaluasie van die respondent se antwoorde in afdeling 1 en 2. Die resultate dui daarop dat die gemiddelde stem vir matriksbestuur in die afdeling 1, 94% is, in afdeling 2, 57% is en in afdeling 3, 68% is. Die lae persentasie gemiddelde in afdeling 2, is nie as gevolg van 'n lae stem persentasie vir matriksbestuur nie (verkry 84% van stemme), maar meer as gevolg van die vlak van voorkeur vir matriksbestuur. Die persentasie stemme ontvang in afdeling 3 is nie te laag nie, maar 'n hoër persentasie is verwag wanneer daar gekyk word na die 94% wat in afdeling 1 behaal is. Die 68% is ook kommerwekend wanneer daar gekyk word na die persentasie stemme wat funksionele bestuurs in afdeling 3 (gemiddelde van 54%) behaal het. Die resultate dui dat die gemiddelde stem vir funksionele bestuur in afdeling 1, 6% is, vir afdeling 2, 11 % is en vir afdeling 3, 54% is. As gevolg van die lae telling in afdeling 1, is daar 'n lae telling in afdelings 2 en 3 verwag, maar 'n redelike hoë persentasie stemme is behaal vir funksionele bestuur in afdeling 3. Afdeling 1 (inleding) en afdeling 2 (selekteuring) lewer resultate in Iyn met wat verwag is, maar afdeling 3 (evalueering) het 'n meer teenstrydige resultaat gelewer, as dit wat verwag is. Met nadere ondersoek op die resultaat, het dit aan die lig gekom dat respondente nie kon onderskei tussen die matriks en die funksionele kenmerke van die strukture nie. Dit het daartoe gelei dat hoë stemme in sommige gevalle aan beide die teenstaande kenmerke gegee is. Die beperkte kennis wat hoofbestuur het van matrikbestuur, het bygedra tot die swak resultaat in afdeling 3. Dit is dus noodsaaklik dat hulle eers meer breedvoerig ingelig word aangaande matriksbestuur, sodat hulle dit better kan verstaan, voordat 'n evaluasie van so 'n aard gedoen word. Indien hulle matriksbestuur beter verstaan het kon dit tot 'n beter resultaat in afdeling 3 gelei het. Oor die algemeen is goeie resultate verkry. Om mee af te sluit, Desert Cool groei teen 'n hoe tempo, maar die organisasiestruktuur en bestuurstyl het agterwee gebly. Die resulate dui daarop dat matriksbestuur die mees aangewese bestuurstyl vir Desert Cool is. Die basis is gelê deur die ondersoek en nou moet matriksbestuur op 'n formele manier aan almal oorgedra word. Hierdie dokument sal bydra om die voordele, nadele en kenmerke van matriksbestuur beter te verstaan. Dit verduidelik ook die rol van die projekbestuurder in die struktuur.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: This study summarizes data for the consumptive wildlife industry in Namibia, both in terms of resource availability and current utilization and monetary value. Based on these data a spreadsheet-based cash-flow model is developed to simulate scenarios and to explore what constitutes the critical parameter. Based on this data synthesis and modelling, recommendations are made and conclusions drawn. Chapter one gives an overview of Namibia's economy, with special reference to the livestock and wildlife industry. The fact that the commercial livestock herd has been shrinking over the years is pointed out, as well as the stable output achieved through better management practices. The literature research has shown that wildlife ranching could be a viable alternative to livestock farming as practised in southern Africa, especially in the more arid areas with higher rainfall variability. Chapter two outlines the resource availability, based on the distribution and densities of the more common species. The occurrence of the rarer species is touched on. The point is made that it is very difficult to accurately count wildlife over large areas and that, as elsewhere, Namibia's wildlife at a regional scale is underestimated. Chapter three documents the consumptive use of wildlife. Trophy hunting, the most important segment in terms of national income, is discussed together with the live sale of game, live export of game, venison production and night culling. A comparison is made between the economic outputs of the wildlife industry versus that of the commercial cattle industry. Chapter four covers financial modelling and the economics of the wildlife industry in Namibia. A spread-sheet based deterministic model is developed to explore the cash-flow implications of various game ranching options, such as using different species mixes, owning land of different carrying capacities and offering different services. Chapter five addresses policy and legislative issues in relation to the wildlife industry. Topics such as property rights and exclusive utilization rights, industry representation and the forming of smart partnerships with primary resource users are covered. Broad recommendations are made to the Ministry of Environment and Tourism. Chapter six is used for a concluding synthesis of the previous four chapters. / AFRIKAANSE OPSOMMING: Hierdie studie som die konsumptiewe wildlewe industrie in Namibie op in terme van van beide beskikbaarheid, huidige verbruik en monetere waarde van hierdie hulpbron. Gebaseer op hierdie data is 'n kontantvloei model opgestel om vooruitskouings te simuleer, met betrekking op aanbevelings en gevolgtrekkings. Hoofstuk een gee 'n oorsig van die Namibiese ekonomie met spesiale verwysing na die vee- en wildboerdery. Daar word uitgewys dat die gesamentlike kommersiele veekudde oor die afgelope aantal jare kleiner geword het, terwyl die opbrengs stabiel gebly het deurdat better bestuurspraktyke toegepas is. Die literatuurstudie het gewys dat in suider-Afrika, wildlewe-boerdery 'n lewensvatbare alternatief kan wees vir veeboerdery, veral in die droër streke wat 'n hoër reenval speling toon. Gebaseer op die verspreiding en digtheid van die meer algemene wild, gee hoofstuk drie 'n oorsig van die beskikbaarheid van hierdie hulpbronne. Trofeejag, wat die belangrikste inkomstesektor is, word bespreek, sowel as die lewende verkoop, uitvoer en nagoes (skiet van diere gedurende die nag vir vleisproduksie) van wild, asook die wildvleis produksie. Met betrekking tot die ekonomiese uitsette, word 'n vergelyking gemaak tussen die wildlewe en kommersiele veeboerdery industrie. Hoofstuk vier dek die finansiele modelering en ekonomiese aspekte van die wildlewe industrie in Namibie. 'n Rekenaar "spreadsheet" -gebaseerde, deterministiese model is ontwikkel om die kontantvloei van verskeie opsies van wildlewe boerdery te verken. Voorbeelde sluit in die gebruik van verskillende spesie samestellings, die besit van grond met verskillende drakrag vermoëns, asook die aanbiedinge van verskeie dienste. Hoofstuk vyf bespreek die beleid en wetgewing met betrekking tot die wildlewe industrie. Onderwerpe soos eiendomsreg en eksklusiewe benuttingsregte, industrie verteenwoordiging en die stigting van "smart" vennootskappe met primere hulpbron verbruikers, word aangespreek. Aanbevelings word aan die Ministerie van Omgewing en Toerisme gemaak. Hoofstuk ses behels 'n sintese van die voorafgaande vier hoofstukke.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: The world has seen a wave of globalization since the demise of communism in East Europe in the late 19805, unimaginable a generation ago. A new world order has emerged, driven by a renewed trust in the free market ideology, and largely shaped by global corporations and international trade. Moreover, new technologies and instant communication have the potential to redefine peoples' life, at work and at home. Modern business has experienced dramatic and often turbulent changes in the global arena too, presenting ongoing challenges to managers as well as the ability to think and act globally. Although some companies and nations may have benefited from this scenario, other sections of the global community did not. In a world where starvation and poverty are part of the daily existence of millions of people across the globe, there is a growing concern about the direction of globalization. Over the past few years, meetings of leaders from industrialized nations and international governmental organizations have often been marked by protest actions against the growing socio-economic disparity between developed and developing nations. While world leaders across the spectrum continue their efforts to find solutions for unstable financial systems and an unequal global trade regime that generates intense political tensions, global corporations often find themselves at the centre of these debates. But there is a growing acceptance among the business community that they too have to find solutions for socia-economic and other ethical issues. Not surprisingly, though, since the business implications of these issues are best understood by business leaders. For some time now, academics and corporate managers have studied the changing role of business in society, accepting the notion that modem business does not operate in isolation. Although corporations are still allowed to generate a return on investment, more and more emphasis is now being placed on their responsibilities with regard to society and the environment in which they operate. There is also a growing acceptance that global corporations cannot continue to benefit from open global trade without acknowledging - and responding to - their social responsibilities. It comes as no surprise then to note that the Utriple bottom line ~ concept receives increased attention in company reports across the globe. Some multinational companies go even fu rther by publishing sustainable development reports, which publicly disclose their performances with regard to issues which are of concern to society and the environment. By doing so, those businesses admit that they are in fact global corporate citizens, with an unconditional commitment to behave like any other responsible citizen. Although good governance, business ethics, corporate social responsibility and sustainable development are all important for responsible corporate citizenship, managers need to value the strategic benefits of corporate citizenship. A strategic approach to corporate citizenship also suggests a need for a corporate citizenship model. The challenge for corporate managers, though, is to ensure that their corporate citizenship models are strategically aligned with their business models. A proper fit between these two models could then serve as an important building block with regard to the development of corporate strategies. / AFRIKAANSE OPSOMMING: Sedert die verval van kommunisme in Oos-Europa in die laat 1980s, het die wereld 'n golf van globalisering ervaar wat 'n generasie gelede ondenkbaar was. 'n Nuwe wereldorde het verskyn, gedryf deur 'n hernude vertroue in die vrye mark ideologie, en grootliks gevorm deur globale ondernemings en internasionale handel. Voorts het nuwe tegnologiee en intydse kommunikasie die potensiaal om mense se lewens by die werk en tuis te verander. Moderne besigheid het ook 'n dramatiese en soms turbulente verandering in die globale arena ondervind, wat deurlopende uitdagings aan bestuurders stel sowel as die vermoë om globaal te dink en op te tree. Alhoewel sommige maatskappye en nasies wel voordeel kon verkry met hierdie scenario, het ander gedeeltes van die globale gemeenskap nie. In 'n wereld waar hongersnood en armoede deel is van die daaglikse bestaan van miljoene mense oor die aarde, is daar groeiende kommer oor die rigting waarin globalisering beweeg. Vergaderings van leiers van nywerheidslande en internasionale owerheidsinstellings is die afgelope aantal jare telkens gekenmerk deur protesaksies teen die groeiende sosioekonomiese gaping tussen ontwikkelde en ontwikkelende nasies. Terwyl wereldleiers oor die die hele spektrum voortgaan met hul pogings om oplossings te vind vir onstabiele finansiele stelsels en 'n ongelyke globale handelsbewind wat intense politieke spanninge skep, bevind globale ondernemings hulself dikwels sentraal in hierdie debatte. Daar is egter 'n groeiende aanvaarding onder die sakegemeenskap dat ook hulle oplossings behoort te vind vir sosio-ekonomiese en ander etiese sake. Dit is egter nie verrassend nie, aangesien sakeleiers die besigheidsimplikasies van hierdie sake die beste begryp. Reeds vir 'n geruime tyd word die veranderende rol van besigheid in die gemeenskap deur akademici en korporatiewe bestuurders bestudeer, met aanvaarding van die siening dat moderne sake nie in isolasie funksioneer nie. Ofskoon ondernemings steeds toegelaat word om 'n opbrengs op belegging te genereer, word meer en meer klem geplaas op hul verantwoordelikhede ten opsigte van die gemeenskap en die omgewing waarbinne hulle funksioneer. Daar is ook 'n groeiende aanvaarding dat globale ondernemings nie kan aanhou om voordeel te verkry uit internasional handel sonder erkenning van - en reaksie op - hul sosiale verantwoordelikhede nie. Dit kon dus as geen verrassing nie om kennis te neem dat die "drieledige basislyn" konsep toenemend aandag geniet in maatskappyverslae dwarsoor die wereld. Sommige multinasionale maatskappye gaan selfs verder deur die publisering van volhoubare ontwikkelingsverslae wat hul vertoning openbaar ten opsigte van sake wat van belang is vir die gemeenskap. Daardeur erken daardie besighede dat hulle in werklikheid globale korporatiewe burgers is, met die onvoorwaardelike onderneming om soos enige ander verantwoordelike burger op te tree. Alhoewel goeie regering, besigheidsetiek, korporatiewe sosiale verantwoordelikheid en volhoubare ontwikkeling almal belangrik is vir verantwoordelike korporatiewe burgerskap, behoort bestuurders die strategiese voordele van korporatiewe burgerskap te waardeer. 'n Strategiese benadering tot korporatiewe burgerskap impliseer ook 'n behoefte vir 'n korporatiewe burgerskapmodel. Die uitdaging vir korporatiewe bestuurders is egter om te verseker dat hul korporatiewe burgerskapmodelle strategies in Iyn is met hul sakemodelle. 'n Behoorlike passing van hierdie twee modelle kan dan dien as 'n belangrike bousteen met betrekking tot die ontwikkeling van korporatiewe strategie. / cmc2013

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: Corporate governance has become the latest business "buzz-word" during the last number of years. It is almost being used as an excuse for too many things that go wrong with, or within, companies. However, the word is not going to disappear from business lexicon, it has come to stay. Too many companies and investors have suffered due to the greed of individuals, appointed to lead and manage the business that have misused their position of trust and enriched themselves in many ways. This could have been brought about by many reasons: • Directors who have not been trained properly for their fiduciary duties and other duties and responsibilities. • Directors who have not been evaluated on their performance as a board or individually. • No formal governance structures within the organisation. • No culture of accountability within the organisation. • Simple greed. This study concentrates on some of the literature, ranging from the Cadbury report released in 1992, the OECD principles and international trends, to the South African King II Report, released in 2002. From the literature, and the recommendations from it, there can be no doubt that the pressure to improve governance structures will become fiercer around the globe. Investors are taking it seriously and are willing to pay a premium for shares in a properly governed enterprise. Directors will have to sharpen their skills in being the primary instrument in preventing further corporate scandals. The importance of their accountability towards the company will be measured when board evaluation no longer is an exception, but the rule, in creating effective boards. Agricol Beherend Limited should be no exception. Although not required to formally comply with the recommendations of the King II Code, it can only be advantageous in striving to long-term sustainability. It is further concluded that entrepreneurship is at the heart of capitalistic society, the sphere in which businesses operate in creating wealth for their investors. This is where the influence and leadership abilities of non-executives play a vital role in creating the environment and culture for enterprises to flourish in. They have to determine the equilibrium between conformance and performance in keeping the entrepreneurial spirit alive, yet complying with best practice principles of corporate governance. / AFRIKAANSE OPSOMMING: Korporatiewe bestuur, of beheer, het oor die laaste aantal jare die nuutste gebruikswoorde in die besigheidsomgewing geword. Dit word feitlik as verskoning gebruik vir alles wat met, of binne-in, organisasies verkeerd loop. Desnieteenstaande, die woorde gaan nie van die algemene besigheidsspreektaal verdwyn nie, dit het gekom om te bly. Te veel maatskappye en beleggers het gely onder die hebsug van individue wat aangestel is om maatskappye te lei en te bestuur, maar wat hulle vertrouensposisie misbruik het om hulself op verskeie maniere te verryk. Dit kon deur 'n verskeidenheid van redes teweeggebring gewees het: • Direkteure wat nie behoorlik opgelei is in hulle fudisiëre pligte, asook ander pligte en verantwoordelikhede nie. • Direkteure wat nie behoorlik geëvalueer is op hulle prestasie as 'n raad of op individuele basis nie. • Geen behoorlike formele korporatiewe bestuursstrukture binne die maatskappy nie. • Geen kultuur van verantwoording binne die maatskappy nie. • Eenvoudige hebsug. Die studie konsentreer op sekere gedeeltes van die literatuur wat strek van die Cadbury verslag wat in1992 vrygestel is, die OECD beginsels en internasionale tendense, tot by die Suid-Afrikaanse King II verslag wat in 2002 verskyn het. Uit die literatuur, en die aanbevelings daarin vervat, kan daar geen twyfel wees dat die druk om korporatiewe beheerstrukture te verbeter in die toekoms, wêreldwyd, slegs groter sal word nie. Beleggers is besig om ernstig daarna op te let en is selfs bereid om 'n premie te betaal vir aandele in 'n organisasie wat behoorlike korporatiewe bestuur toepas. Direkteure sal hulle vaardighede moet opknap, aangesien hulle die primêre instrument is om verdere korporatiewe skandale te voorkom. Die belangrikheid van hulle verantwoording teenoor die maatskappy sal gemeet word wanneer die evaluering van direksies nie meer die uitsondering is nie, maar die reël, in die samestelling van effektiewe direksies. Agricol Beherend Beperk behoort geen uitsondering te wees nie. Alhoewel dit nie verlang word om formeel aan die aanbevelings van die King II Kode te voldoen nie, kan dit slegs tot voordeel wees in die strewe na langtermyn volhoubaarheid. Die verdere gevolgtrekking is dat entrepreneurskap die kern vorm van 'n kapitalistiese bestel, die ruimte waarin besighede opereer om welvaart vir beleggers te skep. Dit is waar die invloed en leierskapsvaardighede van nie-uitvoerende direkteure 'n belangrike rol speel in die skepping van 'n omgewing en kultuur waarbinne besighede kan floreer. Hulle moet die ekwilibrium bepaal tussen voldoening en prestasie, deur 'n gees van entrepreneurskap, terwyl daar voldoen word aan beste korporatiewe bestuursbeginsels.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: Kumba Resources is one of the largest South African-domiciled mining groups. After completing an extensive and hard-hitting re-engineering drive Kumba Resources engaged in making its operations more efficient and to create growth opportunities to realise its vision: UT0 outperform the mining and minerals sector in creating value to all stakeholders through exceptional people and superior processes". The vehicle used in Kumba to achieve its vision is the Kumba Way. The Kumba Way is built on foundational values of Integrity, Respect, Accountability, Fairness and Caring. The motivational values, People make it happen,We do it together, Let's do it and We do it better every time create the energy and commitment to continuously improve performance The Kumba Way is a process that aims to achieve world-class performance throughout the organisation. It will create value for all shareholders and a strong competitive advantage by focusing on three areas: • The organisation-wide acceptance and internalisation of a common vision and set of values, creating an open, positive and trusting environment. • The establishment of governance processes, which provide the framework and tools to challenge and measure the performance of all employees. • Operational excellence, which involves identifying best practices across and beyond the organisation and institutionalising them. The People Performance Process, a governance process with target setting, is the driver for performance within Kumba Resources. The process was designed on best practices identified within the organisation as well as those proven in high-performing organisations worldwide. Leading organisations, well aware of the crucial role workers play in their organisations' productivity and, ultimately, in its profitability, make every effort to continually elicit optimum performance, from their employees. They do so by identifying and reinforcing successful behaviours while flagging and correcting unproductive performance. The People performance Process developed by Kumba consists of the following elements: • Inputs to the process are cascaded targets, generic and jobs specific outputs as well as the way the organisation values are lived. • Individual performance contracting was developed to ensure a clear understanding of what level of performance is required as well as what behaviour is expected in achieving the outputs. • Continuous observation and feedback focuses on creating the mindset within Kumba to ensure that feedback on performance is a continuous process and not restricted to only twice a year formal feedback. • Measuring performance implies measuring the objective achievement as set out in the performance contract as well as living the motivational values that will be measured with a 360-degree questionnaire. • Peer comparison is part of the process to ensure equity and fairness by making use of ranking of employees and considering the impact of uncontrollable on performance. • The formal performance feedback affords managers the opportunity to recap on the continual feedback given but most important it facilitates focusing on increasing performance in the future. • Measuring and auditing of the process ensures fair and equitable application and achievement of process objectives. • Consequence management implies that positive and negative consequences are linked to the level of performance as well as the way the motivational values are lived. A blended learning approach was followed consisting of E-Iearning providing "intellectually get it" and workshops support "emotionally get it". Change management was seen as a cornerstone for the implementation of the process. Line management need to take ownership of the process and therefore cooperation and buy-in are essential. A pilot implementation of the process was completed involving all top and senior managers within Kumba and already vast positive movements are evident. Kumba has not yet completed implementation in terms of the execution of the process across the organisation, but the continuous focus on changing mindsets and behaviours together with performance improvements will assist Kumba to become the high-performing organisation it aspires to become. / AFRIKAANSE OPSOMMING: Kumba Resources is een van die grootste Suid-Afrikaans gevestigde mynbou groepe. Na voltooing van 'n omvangryke en kragtige "re-engineering" fokus Kumba Resources op die verhoging van effektiwiteite in hul bestaande bedrywe sowel as op die identifisering van groei geleenthede ten einde hul visie te verwenslik: "Om die mynbou en mineraal sektor te uitprestreer ten einde waarde te ontsluit vir alle belanghebbendes deur uitsonderlike mense en superieur prosesse". Die voertuig wat Kumba gebruik om sy visie te verwenslik is die "Kumba Way". Die "Kumba Way" is gefundeer op die waardes van Integriteit, Respek, Aanspreeklikheid, Billikheid en Omgee. Die motiverende waardes "Mense laat dit gebeur, Ons doen dit saam, Kom ons doen dit saam en Ons doen dit beter elke keer" skep die energie en verbintenis tot deurlopende verbetering. Die "Kumba Way" het ten doelom wêreldklas prestasie reg deur die organisasie te bereik. Dit skep waarde vir alle deelhebbers en 'n sterk mededingende voordeel deur op die volgende drie areas te fokus: • Die organisasie-wye aanvaarding en internalisering van 'n gemene visie en waardes ten einde 'n oop, positiewe en vertrouens-wekkende omgewing te skep. • Die daarstelling van leidende prosesse as raamwerk en gereedskap om prestasie van alle werknemers te daag en te meet. • Die bereiking van bedryfsuitmuntendheid deur die identifisering van beste praktyke binne en buite die organisasie asook die institusionalisering daarvan. Die mens prestasie proses is tesame met doelwitstelling 'n leidende proses wat prestasie binne Kumba aandryf. Die proses is gefundeer op beste praktyke geidentifiseer binne die organisasie sowel as in hoë presterende organisasies wêreldwyd. Leier organisasies is deeglik bewus van die rol wat werkernemers speel in die produktiwiteit binne hulorganisasie en uiteindelike die winsgewendheid, en doen dus alles moontlik om optimale prestasie van werknemers te bewerkstellig. Ten einde dit te verwesenlik is dit nodig om suksesvolle gedrag en prestasie te versterk en onproduktiewe gedrag en prestasie waar te neem en reg te stel. Die mens prestasie proses wat deur Kumba ontwikkel is bestaan uit die volgende elemente: • Insette tot die proses word verkry van doelwitstelling, generiese en spesifieke posuitsette en organisasie-waardes. • Individuele prestasie kontraktering het ten doelom 'n duidelike begrip van die vlak van prestasie en die besondere gedrag wat vereis word om doelwitbereiking te verseker. • Deurlopende observering en terugvoer het ten doelom 'n ingesteldheid te ontwikkel dat prestasie en gedrag terugvoer deurlopend moet geskied en nie net formeel twee maal per jaar nie. • Meting van prestasie impliseer die meting van doelwitbereiking soos ooreengekom in die prestasiekontrak sowel as die leef van. die motiverende waardes wat deur middel van 'n 360-grade vraelys gemeet word. • Portuur vergelyking is deel van die proses om gelykheid en billikheid in die proses te verseker deur gebruik te maak van rangorde plasing en inagneming van die inpak van onbeheerbare aspekte op prestasie. • Formele prestasie terugvoering gee bestuurders die geleentheid om die deurlopende terugvoer saam te vat, maar die belangrikste is om te fokus op die verbetering van toekomstige prestasie. • Meting en ouditering van die proses is nodig om die billike en eenvormige toepassing van die proses sowel as die bereiking van proses doelwitte te verseker. • Gevolgbestuur impliseer dat positiewe en negatiewe gevolge met die vlak van prestasie verbind word, sowel as die wyse waarop die waardes gelewe word. 'n Gemengde benadering tot opleiding is gevolg bestaande uit elektroniese leer om 'n begrip vir die proses te ontwikkel en werkwinkels om die vaardigheid van toepassing, te ontwikkel. Veranderingsbestuur is gesien as een van die hoekstene vir implementering van die proses. Lynbestuur moet eienaarskap van die proses aanvaar en daarvoor is hulle insette en inkoop essensieel.Die toets-implementering van die proses is gedoen op die top- en seniorbestuursvlak binne Kumba en 'n beduidende positiewe verandering is reeds bewerkstelling. Kumba het egter nog nie bereik wat nodig is om die hoë presterende organisasie te wees wat dit aspireer om te wees nie, en daarom is 'n deurlopende fokus op die verandering van ingesteldheid en gedrag tesame met 'n verhoging in prestasie nodig.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: The objective of this study was to determine whether a number of hedging strategies, based on option and future contracts, can be implemented to hedge a share portfolio in a successful and cost-effective way during periods of market uncertainty. The study consists of two main sections, a review of the literature and an empirical survey. The review of the literature deals with the specifications of option and future contracts that trade on SAFEXand the use of option contracts to develop different hedging strategies. In the empirical survey the different hedging strategies were applied on a share portfolio of Rim over periods of three, six, nine and twelve months. The study yielded the following conclusions: o Call and put options can be combined in various ways to create different hedging strategies such as bear spread, straddle, strip, strangle and zero cost col/ar strateg ies. o By managing the option positions of the zero cost col/arstrategy actively, the portfolio can be hedged fully and cost effectively over any period. o The portfolio can be hedged fully and cost effectively over any period through the active management of future positions. The outcome of any hedging strategy ultimately depends on the assumptions and decisions made by the portfolio manager. / AFRIKAANSE OPSOMMING: Die doel van die studie was om te bepaal of 'n aantal verskansingstrategieë, wat op opsie- en termynkontrakte gebaseer is, suksesvol en kostedoeltreffend toegepas kan word om 'n aandeleportefeulje teen verwagte markdalings te beskerm. Die studie is in twee hoofafdelings verdeel, naamlik 'n teoretiese en empiriese ondersoek. Die teoretiese ondersoek handel oor die spesifikasies van opsie- en termynkontrakte wat op SAFEX verhandel en die gebruik van koop- en verkoopopsies om verskillende opsiestrategieë daar te stel. In die empiriese ondersoek is die verskillende verskansingstrategieë op 'n aandeleportefeulje van R1m oor 'n aantal tydperke van drie, ses, nege en twaalf maande getoets. Die volgende gevolgtrekkings kan uit die studie gemaak word: o Koop- en verkoopopsies kan in verskeie kombinasies gebruik word om verskillende verskansingstrategieë daar te stel. Voorbeelde van sulke strategieë is die bear spread-, straddle-, strip-, strangle- en zero cost collarstrategieë. o Deur die aktiewe bestuur van opsieposisies by die zero cost collar-strategie kan 'n portefeulje te alle tye ten volle verskans word. Die strategie is ook kostedoeltreffend . o Deur die aktiewe bestuur van termynkontrakte kan 'n aandeleportefeulje ook te alle tye ten volle en kostedoeltreffend verskans word. Die uiteindelike resultaat by die gebruik van termynkontrakte om 'n portefeulje te verskans, is soos by opsiekontrakte egter afhanklik van die aannames en besluite wat deur die portefeuljebestuurder geneem word.