Thesis (MBA)--Stellenbosch University, 2001. / Organisations find themselves in a challenging and changing environment. The focus of the study is to use the Marden diagnostic model of change management as a guide to transform organisations in order to meet competitive challenges of changing market conditions. The first half of the study underlines the need for organisations to stay in a mode of constant change. It explains the systems approach to organisational change that is prescribed by the Marden diagnostic model of change. The change process is initiated by focusing the organisation on a new strategy that will be the route map towards future prosperity. Various diagnostic tools are explored to discover the current position of the organisation. Intervention strategies are recommended to mobilize the organisation to move closer to the strategic vision. The latter half of the study deals with skills to manage the change process. These skills include consultation, leadership, teamwork, managing conflict, communication and negotiation. The study concludes with a practical framework that can be used by management to measure the success of the change process, and maintain momentum throughout the organisation.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: "Value adding process design" entails two underlying concepts, namely "business process" and "value adding": Business process: According to Dr Michael Hammer (Hammer, 1999), the recognised father of process thinking, a business process is an "organised group of related activities that together create customer value". The focus in the process is not on individual units of work, which by themselves accomplish nothing for a customer, but rather on an entire group of activities that, when effectively brought together, create a result that customers value. Value adding: The concept of "value adding" can be defined in different ways depending on the receiver of the value (shareholders, customers or employees). From a shareholder perspective, value adding can be measured by using EVA (Economic Value Added). EVA is a measure of economic profit generally meaning that a positive EVA indicates that value has been created, whereas a negative EVA means value has been destroyed. The perspective from which process improvement is addressed is the value that is added for the customer, but always with the constraint of not negatively impacting the EVA of the organisation. Value adding process design: "Value adding process" design entails the design of a business process or interrelated business processes to ensure that employee and customer needs are satisfied, whilst creating value for shareholders. The objective of this study is to develop a methodology and supporting tools to enable a organisation to make the transition from being task focused to becoming a truly process organisation. The approach that is proposed is the Rynmar VAP Diagnostic Tool. The approach consists of 5 phases, best explained by the metaphor of building a house: • Setting the stage (phase 0) is identifying the need for a house, i.e. being unhappy with the current situation to an extent that one has the burning desire to change surrounding, even if it will cost a lot of time, effort and financial resources. • Visioning (phase 1) is drawing an artist impression of the house. It involves thinking what the new house should look like, for example do I want a Cape-Dutch house with thatched roof and white walls, or an Italian design with tiled roof and off-white walls. Visioning is the magnetic force that one holds on to whenever the question is asked: "Is it worth the effort?" • Design Process (phase 2) entails applying different techniques to draw an architectural design of the firstly the current processes, followed by the future process that will meet the different aspects of the vision. • Prototype & Build (phase 3) involves firstly building a small scale model of the house to test and improve the design made in phase 3, followed by building the actual house. • Train & Implement (phase 4) firstly entails training the different people in the skills required by the new process design and then implementing the process under careful guidance of the project team, i.e. moving into the house. • Continuous Improvement (phase 5) involves continuously improving the process to ensure that incremental performance improvement is achieved, which will lead to a dramatic cumulative improvement over time. / AFRIKAANSE OPSOMMING: "Waarde toegevoeging proses ontwerp" behels twee onderliggende konsepte, naamlik "besigheidsproses" en "waarde toevoeging": Besigheidsproses: Volgens Dr Michael Hammer (Hammer, 1999), die erkende vader van prosesdenke, kan 'n besigheidsproses definieer word as 'n georganiseerde groep van aktiwiteite wat gesamentlik waarde skep vir 'n kliënt. Die fokus in die proses is nie op individuele komponente van werk nie, wat individueel niks vir die gebruiker kan vermag nie, maar eerder op 'n geïntegreerde groep van aktiwiteite wat, indien effektief gegroepeer word, waarde skep vir 'n kliënt. Waarde toevoeging: Die konsep "waarde toevoeging" kan op verskillende maniere gedefinieer word afhangende van die ontvanger van die waarde (aandeelhouers, kliënte of werknemers). Vanuit die perspektief van 'n aandeelhouer word waarde toevoeging gemeet deur gebruik te maak van EVA ("Economic Value Added'). EVA is 'n maatstaf van ekonomiese wins, wat daarop neerkom dat 'n positiewe EVA aandui dat waarde geskep (toegevoeg) is, terwyl 'n negatiewe EVA beteken dat waarde verwoes is (waardevermindering). Prosesverbetering word gevolglik daarop gerig om waarde toe te voeg vir 'n kliënt, maar altyd onderhewig daaraan dat dit 'n positiewe impak op die EVA van die organisasie sal hê. Waarde toegevoegde proses ontwerp: "Waarde toegevoegde proses ontwerp" behels die ontwerp van 'n besigheidsproses of verwante besigheidprosesse wat sal verseker dat daar aan die behoeftes van werknemers en kliënte voldoen word en terselftertyd dat waarde geskep word vir aandeelhouers. Die doelwit van hierdie studie is om 'n metodologie en ondersteunende gereedskap te ontwikkel wat 'n organisasie in staat stel om die transformasie te maak van 'n taak-georiënteerde na 'n ten volle proses-georiënteerde organisasie. Die benadering wat voorgestel word is die Rynmar VAP model. Die benadering bestaan uit vyf fases en kan verduidelik word aan die hand van die metafoor om 'n huis te bou: • Definieer 'n platform vir verandering (fase 0) is om die behoefte te identifiseer om 'n huis te bou, naamlik om ontevrede te wees met die huidige situasie tot so 'n mate dat 'n brandende begeerte bestaan om iets daaraan te doen, selfs al kos dit tyd, moeite en finansies. • Skep van 'n prosesvisie (fase 1) is om 'n kunstenaarsvoorstelling te maak van die huis. Dit sluit in hoe die nuwe huis moet lyk, byvoorbeeld 'n Kaaps-Hollandse huis met 'n grasdak en wit mure. 'n Visie is die magnetiese aantrekkingskrag wat 'n organisasie aan vasklou wanneer die vraag gevra word: "Is dit die moeite werd?" • Proses ontwerp (fase 2) behels die toepassing van verskillende tegnieke om 'n argitekstekening van eerstens die bestaande prosesse te maak, gevolg deur die ontwerp van toekomstige prosesse wat die visie sal verwesenlik. • Prototipering & bou (fase 3) behels die bou van 'n klein skaalmodel van die huis om die ontwerp te toets en verbetering aan te bring, gevolg deur die werklike bou van die huis. • Opleiding & implementering (fase 4) behels eerstens die opleiding van die betrokke partye, gefokus op die vaardighede wat benodig word om die nuwe proses te implementer. Vervolgens word die proses implementeer onder die waaksame oog van die projekspan, naamlik om in die huis in te trek. • Kontinue verbetering (fase 5) behels die kontinue verbetering van die proses wat sal verseker dat inkrementele verbetering behaal word, wat lei tot dramatiese verbetering opgebou oor tyd.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: Users of Cash Flow Statements expect the information provided as cash flow from operating and investing activities to serve as a possible indicator that the company is facing bankruptcy. Traditionally, companies disclose depreciation as an operating activity and replacement of fixed assets as an investing activity. Companies that direct cash payments toward dividend and future expansion without addressing replacement of fixed assets are creating an unrealistic picture of their operating and investing activities. Generally accepted accounting practices (GAAP) have limited its disclosure requirements and has not addressed the issue of separating the expansion of fixed assets from replacement. This mini-study project researches the impact of disclosing depreciation as an investing activity and the replacement of fixed assets as an operating activity. Based on the findings, it is recommended that GAAP make it a requirement that the replacement and expansion of fixed assets be disclosed separately. It is further recommended that either depreciation be disclosed as an investing activity, or that replacement of fixed assets be disclosed as an operating activity on the Cash Flow Statement. The methods of disclosure investigated in the study will lead to an improvement in the ability of the two activities to serve as possible early indicators of bankruptcy. / AFRIKAANSE OPSOMMING: Gebruikers van kontantvloeistate verwag dat die inligting wat verskaf word van die bedryfs- en investeringsaktiwiteite as 'n moontlike indikator van die ondergang van die onderneming moet kan dien. Waardevermindering word tradisioneel as 'n bedryfsaktiwiteit openbaar, terwyl die vervanging van vaste bates as 'n investeringsaktiwiteit openbaar word. Ondernemings wat direkte kontantbetalings as dividende en toekomstige uitbreiding openbaar sonder dat die vervanging van vaste bates aangespreek word, skep 'n onrealistiese beeld van hul bedryfs- en investeringsaktiwiteite. Algemeen aanvaarde rekeningkundige beginsels het die openbaarmakingsvereistes beperk en spreek nie die skeiding tussen uitbreiding van bates en die vervanging daarvan aan nie. Hierdie mini-werkstuk ondersoek die impak van die openbaarmaking van waardevermindering as 'n investeringsaktiwiteit en vervanging van vaste bates as 'n bedryfsaktiwiteit. Gebaseer op die bevindinge word daar aanbeveel dat die algemeen aanvaarde rekeningkundige beginsels dit 'n vereiste maak dat die vervanging en uitbreiding van vaste bates apart openbaar word. Verder word aanbeveel dat waardevermindering as 'n investeringsaktiwiteit of vervanging van vaste bates as 'n bedryfsaktiwiteit in die kontantvloeistaat openbaar word.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: The disposal of state assets is proceeding at a very slow pace in South Africa, mainly due to conflicting interests. On the one hand the business community supports privatisation and perceives the hesitance of government as a lack of commitment. On the other hand labour is opposed to privatisation, as to them it is synonymous with an increase in unemployment, will lead to price increases and the discontinuation of the extension of basic services to the poor. Government approaches each privatisation on a case-by-case basis and no definite decision on what should be done with the proceeds from privatisation has been reached. South Africa is currently in a position where it can learn from the models used in other developing countries. This study seeks to explore the unique method of privatisation used in Bolivia, namely capitalisation, and to determine which aspects can be applied in the South African context. Government did not receive the proceeds from the sale of the SOEs; it was reinvested in the enterprise to be used for development and expansion. Government relinquished control as the investor received 50% of the equity and full management control, while the remaining 50% of the equity was distributed to the general population through a private pension fund. In South Africa the state-owned enterprises are in dire need of recapitalisation to meet expansion targets and to remain competitive in the global environment. Even though the government is reluctant to relinquish control it is obvious that this will be inevitable to attract quality foreign investors. It is imperative that the necessary legal and regulatory structures be in place before embarking on the process. Effective regulation is especially important when exclusivity rights are granted to prevent public monopolies from being perpetuated as private monopolies. Involvement of the unions is important in the South African environment and has been formalised through the National Framework Agreement. South Africa is in a position to improve on the method used to distribute benefits to the general population in Bolivia. As in Bolivia, it would be senseless to let the population only benefit on retirement, considering the low life expectancy. The National Empowerment Fund was created to provide the previously disadvantaged access to shares of the privatised state-owned enterprises at a reduced price. The government should consider allocating 50% of the equity instead of the traditional 5 to 15%, to be held in individual portfolio accounts at no cost to individuals. Considering the importance of development in South Africa it is suggested that part of the revenue received from privatisation should be allocated to a fund, which can be used to expand services to the poorer communities and subsidise consumers who are unable to pay for these services. The Bolivian model is no panacea, but contains valuable lessons, which cannot be / AFRIKAANSE OPSOMMING: Die verkoop van staatsbates verloop teen 'n baie stadige tempo in Suid-Afrika, hoofsaaklik as gevolg van botsende belange. Aan die een kant ondersteun die sakegemeenskap privatisering en word die weifeling aan regeringskant beskou as 'n gebrek aan verbondenheid aan die proses. Aan die ander kant is die vakbonde gekant teen privatisering, aangesien dit vir hul 'n toename in werkloosheid simboliseer. Volgens hulle sal dit ook lei tot prysstygings en tot die onderbreking van die uitbreiding van basiese dienste na die behoeftiges. Die regering evalueer elke privatiseringsgeval op 'n individuele grondslag en geen definitiewe besluit is al geneem oor hoe die opbrengste uit privatisering aangewend gaan word nie. Suid-Afrika is tans in 'n posisie om te leer uit die modelle wat in ander ontwikkelende lande toegepas is. Hierdie studie ondersoek die unieke metode van privatisering wat in Bolivia gebruik is, naamlik kapitalisering en probeer vasstel watter aspekte in die Suid-Afrikaanse konteks van toepassing is. Die opbrengste van privatisering het nie na die staatskoffers gegaan nie, maar is herinvesteer in die betrokke staatsondernemings om gebruik te word vir ontwikkeling en uitbreiding. Die regering het beheer opgesê en die belegger het 50% van die aandele ontvang sowel as volle bestuursbeheer, en die oorblywende 50% is aan die algemene bevolking deur middel van 'n private pensioenfonds versprei. In Suid-Afrikaanse staatsondernemings is daar 'n dringende behoefte aan herkapitalisering om ontwikkelingsdoelwitte te bereik en om kompeterend in die globale omgewing te bly. Ten spyte daarvan dat die regering teësinnig is om beheer op te sê, is dit duidelik dat dit onvermydelik sal wees om kwaliteit buitelandse beleggers te lok. Dit is ook noodsaaklik dat die relevante regs- en reguleringstrukture in plek moet wees voordat die proses geïnisieer word. Effektiewe regulering is veral van belang as eksklusiwiteitsregte aan beleggers toegesê word om te verhoed dat staatsmonopolieë in private monopolieë omskep word. Betrokkenheid van die vakbonde is baie belangrik in die Suid-Afrikaanse konteks en is reeds deur die Nasionale Raamwerkooreenkoms geformaliseer. Suid-Afrika is in die posisie om te verbeter op die Boliviaanse metode om voordele na die algemene bevolking te versprei. Soos in Bolivia sal dit sinneloos wees om die bevolking eers by aftrede te laat baatvind as die lae lewensverwagting in ag geneem word. Die National Empowerment Fund is gestig om aan die agtergeblewenes toegang tot aandele in die geprivatiseerde staatsondernemings teen "n verlaagde prys te bied. Die regering kan gerus oorweeg om 50% van die aandele, in plaas van die tradisionele vyf tot 15%, in afsonderlike portefeuljes teen geen koste te plaas. Om die proses van ontwikkeling in Suid-Afrika te steun, word daar voorgestel dat "n gedeelte van die inkomste van privatisering aan "n fonds toegesê word wat gebruik kan word om basiese dienste uit te brei na minderbevoorregtes, en om subsidies te verskaf aan verbruikers wat nie in staat is om vir hierdie dienste te betaal nie. Die Boliviaanse model is geen wonderkuur nie, maar bevat waardevolle lesse wat Suid- Afrika kwalik kan bekostig om te ignoreer.

Thesis (MBA) --Stellenbosch University, 2001. / ENGLISH ABSTRACT: Africa's stock markets are considered by many emerging market specialists to have great potential for investors. Developing models which track share/financial indices provide a means of disseminating information about market performance. With the active move towards regional stock markets, regional indices will provide an important tool for performance of the region. Stock market indices provide information to investors and portfolio managers about the performance of various markets or groups of stocks. Investors can use the movement of indices as a way of assessing market trends and opportunities for investment. As economic integration increases in Africa, it will become increasingly important to have markers of regional market performance. This study project collected weekly market capitalisation data from the markets in the various regions, which were utilised to construct regional all-share indices for the year 2000. Regional indices for three of the four regions within Africa were constructed. The three indices are the EASDEX (for East Africa), the NADEX (for North Africa) and the WADEX (for West Africa). The weekly market capitalisation data were further utilised to construct an All-Africa index. The Johannesburg Stock Exchange (JSE) dominates the Southern African Development Community (SADC) regional market's total market capitalisation. Similarly the SAOG region dominates the total market capitalisation for Africa. The JSE contributes 59% to the total market capitalisation of Africa (January 2000). The All-Africa index moves together with the SADIX (SAOG regional index) confirming the high weighting of South Africa in the total market capitalisation of Africa. Encouraging economic growth throughout Africa and not just in Southern Africa will assist the continent as a whole to attract market capital. In the long term this should increase market growth in the other regions of Africa and enable investors to diversify into Africa. There are certainly opportunities for investors in Africa. The low correlation between Egypt and the other two North African markets allows for diversification within the North African Region. Nigeria has been the market that had the highest returns during 2000, one that outperformed many international markets. SADIX has low or negative correlation coefficients with the rest of the African individual as well as the regional market indices. Historically emerging markets are volatile and risky. The case for diversification into emerging markets originates from the high economic growth potential of emerging markets, together with low correlation with other developed markets. The development of All-Share indices, which track market performance on the African continent, will assist both potential institutional as well as individual investors. / AFRIKAANSE OPSOMMING: Afrika se effektemarkte word deur baie opkomende markspesialiste beskou as potensieel gunstig vir beleggers. Deur modelle wat aandele/finansiële indekse volg te ontwikkel, word 'n middel voorsien om informasie oor markprestasie te ontleed. Met die aktiewe beweging na streeksaandelemarkte, sal streeksindekse 'n belangrike maatstaf vir die prestasie van 'n area voorsien. Aandelemarkindekse voorsien informasie aan beleggers en portefeulje bestuurders oor die prestasie van verskeie markte of aandelegroepe. Beleggers kan die beweging van die indekse gebruik om marktendense te ontleed asook om geleenthede vir investering te identifiseer. Dit sal belangriker raak om maatstawwe van streeksmarkprestasie te hê soos ekonomiese integrasie in Afrika toeneem. Hierdie studieprojek het weeklikse markkapitalisasie data van die markte in die verskeie areas versamel, wat gebruik is om 'n streeksindeks van alle aandele vir die jaar 2000 saam te stel. Streeksindekse vir drie van die vier streke binne Afrika is saamgestel. Die drie indekse is die EASDEX (Oos Afrika), die NADEX (Noord Afrika) en die WADEX (Wes Afrika). Die weeklikse markkapitalisasie data is verder aangewend om 'n Alle- Afrika indeks saam te stel. Die Johannesburgse Effektebeurs (JEB) domineer die totale markkapitalisasie van die Suidelike Afrika Ontwikkelingsgemeenskap (SAOG) se streeksmark. Insgelyk domineer die SAOG streek die totale markkapitalisasie vir Afrika. Die JES dra 59% by tot die totale markkapitalisasie van Afrika (Januarie 2000). Die Alle-Afrika indeks beweeg saam met die SADIX (SAOG streeksindeks) wat die gewigtigheid van Suid Afrika in die totale markkapitalisasie van Afrika bevestig. Deur ekonomiese groei regdeur Afrika en nie bloot in Suider Afrika nie, aan te spoor, sal dit die vasteland as 'n geheel steun om markkapitaal aan te trek. Op die lange duur behoort dit groei te bevorder in die ander streke van Afrika en beleggers in staat te stel om binne Afrika te diversifiseer. Daar is ongetwyfeld geleenthede vir beleggers in Afrika. Die lae onderlinge afhanklikheid tussen Egipte en die ander twee Noord Afrika markte laat diversifikasie binne die Noord Afrika streek toe. Nigerië is die mark met die hoogste opbrengste tydens 2000 en het selfs baie internasionale markte oortref. SADIX het lae of negatiewe korrelasiekoeffisiënte met die res van die Afrika individuele-, sowel as die streeksmarkindekse. Histories is opkomende markte onstabiel en riskant. Partydigheid vir diversifikasie in opkomende markte ontstaan vanuit die hoë ekonomiese groeipotensiaal van hierdie markte tesame met lae onderlinge afhanklikheid met ander ontwikkelde lande. Deur indekse van alle aandele wat markprestasie op die Afrika-vasteland volg saam te stel, sal beide potensiële institusionele, sowel as individuele beleggers se besluite/ontledings ondersteun word.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: Many organisations are in search of the most effective and efficient way to ensure strategic advantage over other organisations. Various management researchers and practicing managers agree that project management, with the holistic and systems approach thereof is an answer to above-mentioned problem. Introducing integrated project management practices and the related formalization of the project management function usually requires significant adjustments in attitudes, understanding, responsibilities, methods, and reporting relationships throughout the organisation. This necessitates a study of the implementation of project management. Strategy formulation and implementation is the responsibility of top management. Thus top management has to ensure that this process of strategy formulation is done with the utmost care and includes the elements that will promote successful strategy implementation. Strategy implementation is the means of putting the strategy to work. It involves the accomplishment of administrative tasks, allocation of necessary resources, and the development of appropriate organisational systems and competencies to support strategic plans. It is the task then of top management to determine the best organisational structure, leadership style, organisational culture and reward systems that will allow the organisation to implement and execute project management. Management needs to ask themselves what they can do to improve the environment for project management. It is the objective of this study to enlighten management by means of a literature study on the basics and best practices with regard to project management strategy implementation. / AFRIKAANSE OPSOMMING: Menige organisasies is op soek na meer effektiewe en doeltreffende metodes om 'n strategiese voordeel bo ander te bekom. Menige bestuursnavorsers en praktiserende bestuurders is van mening dat projekbestuur met die hollistiese en stelselsbenadering daarvan, die antwoord bied op bogenoemde kwessie. Die bekendstelling van geïntegreerde projekbestuurpraktyke en die verwante formalisering van die projekbestuurfunksie vereis wesenlike veranderings in houdings, begrip, verantwoordelikheid, metodes en rapporteringsverhoudings reg deur die organisasie. Dit noodsaak 'n studie van die implementering van projekbestuur. Strategieformulering en implementering is die taak van topbestuur. Topbestuur moet dus die proses van strategie formulering na behore aanpak en voorsiening maak vir verskeie elemente wat kan bydra tot die suksesvolle implementering van die strategie. Strategie implementering behels die toepassing van 'n strategie, asook die voltooiing van die administratiewe take, die toedeling van die noodsaaklike hulpbronne en die ontwikkeling van gepaste organisatoriese stelsels en vermoëns om die strategiese planne te steun. Dit is dus die taak van topbestuur om vas te stel watter organisasiestruktuur, vorm van leierskap, organisasiekultuur en vergoedingstelsels die beste daartoe gaan bydra om projekbestuur suksesvol te implementeer en uit te voer. Topbestuur behoort dus te vra wat gedoen kan word om 'n omgewing te skep wat voordelig is tot projekbestuur. Dit is dan die doel van hierdie studie om met behulp van 'n literatuurstudie topbestuur te kan inlig ten opsigte van die basiese en beste gebruike van projekbestuurstrategie implementering.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: Team effectiveness will be crucial to the success of managers and their organisations in the twenty first century. Managers will have to determine the effectiveness of their teams with the help of valid and reliable measurement instruments. This study project was undertaken to design and develop a team effectiveness assessment instrument that has been proven to be internally valid and reliable, for use by managers in order to identify and develop team effectiveness in their work teams. The construction of the Team Effectiveness Measure (TEM) depended largely on the identification of the elements that are needed for a team to be effective. This was achieved by researching existing literature and extracting a list of elements that was common to effective teams. The resultant Team Effectiveness Criterion Instrument, used in conjunction with practical experience, was then used to construct the Preliminary TEM. The methodology used in constructing and validating the TEM consisted of five steps. The concept of team effectiveness was specified, by using the results of the literature study, which identified eight discernible dimensions of team effectiveness. These dimensions are: balanced composition, clear objectives and focus, positive climate, dynamic culture, effective relationships, open communication, sound procedures and effective leadership. The next step was to create a pool of items by using the findings of the literature study. This resulted in a total pool of one hundred items, which were included in the Preliminary TEM. The format of the TEM was then constructed, consisting of demographic information and a Semantic Differential Scale, with a seven point bipolar rating scale. The next step was to determine the construct validity of the TEM. Applying the Preliminary TEM to a sample group of one hundred and ninety six people, and subjecting the results to statistical analysis achieved this. The Item Total Correlation and Coefficient Alpha was determined, followed by a Factor Analysis, which led to the refinement of the Preliminary TEM. The end result was the final TEM, which consisted of three main factors and a total of thirty elements. The results of the analysis of the final TEM, being an extremely high Cronbach Coefficient -Alpha of 0.94, and a consistently high Item Total Correlation, is evidence of the internal consistency of the TEM. The results of the factor analysis, a loading of more than 0.6 on all items, reflect positively on the construct validity of the TEM. Only the items with the highest level of reliability were retained. The final conclusion, based on the results, was that the contents of the TEM were sufficiently validated and was usable as an instrument for assessing team effectiveness. This means that the results obtained from the use of the instrument can be trusted and used for making recommendations on the development of a team. It must however, be noted that the TEM needs to be subjected to further reliability and construct validity testing. This does not however, detract from the fact that the TEM can be used effectively as a measure for managers for team effectiveness, team functioning, identifying symptoms of poor team work that prohibits performance and for measuring the "temperature" of the team. / AFRIKAANSE OPSOMMING: Die sukses van bestuurders en organisasies in die een-en-twintigste eeu is deels afhanklik van die sukses en die effektiwiteit van hul werkspanne. Bestuurders sal geldige en betroubare meetinstrumente nodig hê om te bepaal op watter vlak van effektiewe werking hulle spanne is. Die doel van hierdie studie projek was om 'n meetsinstrument vir spaneffektiwiteit te ontwerp en ontwikkel, wat getoets is vir interne geldigheid en betroubaarheid. Die meetinstrument moet gebruik kan word deur bestuurders om spaneffektiwiteit te indentifiseer en ontwikkel. Dit was belangrik om eers die elemente wat nodig is vir spanne om effektief te funksioneer, te identifiseer, deur gebruik te maak van 'n literatuurstudie oor spaneffektiwiteit. Die bestaande literatuur is gebruik om 'n lys van elemente te identifiseer wat algemeen in effektiewe spanne voorkom. Hierdie lys van elemente, sowel as praktiese ervaring, is gebruik om die Voorlopige Spaneffektiwiteits Meetinstrument (TEM) op te stel. Die metedologie wat gebruik is, is om 'n vyf stap benadering te volg in die ontwikkeling van die TEM. Eerstens is die konsep van spaneffektiwiteit gespesifiseer, deur gebruik te maak van die resultate van die literatuur studie. Agt dimensies is as volg geidentifiseer: Gebalanseerde samestelling, duidelike doelwitte en fokus, positiewe klimaat, dinamiese kultuur, effektiewe verhoudinge, oop kommunikasie, gevestigde prosedure, en goeie leierskap. In die volgende stap is 'n poel van items saamgestel deur gebruik te maak van die bevindinge van die literatuurstudie. In totaal is 100 items ingesluit in die Voorlopige TEM. Volgende aan die beurt was die opstel van die formaat van die TEM, wat bestaan het uit demografiese inligting, sowel as 'n Semanties Differensiële Skaal met 'n sewe punt bipolêre skaal. Dit is gevolg deur die vastelling van die konstruk geldigheid van die TEM, deur die toepassing van die vraelys op 196 mense en die statistese verwerking van die resultate. Die Item Totaal Korrelasie en die Koëffisient Alfa is bepaal en dit is gevolg deur 'n Faktor Analise. Hierdie resultate is gebruik om die TEM te verfyn tot 'n instrument met drie hoof faktore en 'n totaal van dertig items. Bewyse vir die interne konsekentheid van die TEM is verkry deur die hoë Cronbach Koëffisient van 0.94, en 'n deurlopende hoë Item Totaal Korrelasie. Die resultate van die Faktor Analise was 'n deurlopende hoë telling van meer as 0.6, wat positief reflekteer op die konstruk geldigheid van die TEM. Slegs die items met die hoogste vlak van betroubaarheid is gekies vir insluiting in die finale TEM. Dit alles dui daarop dat die resultate wat vekry gaan word deur die toepassing van die TEM op spanne, vertrou kan word en gebruik kan word om aanbevelings te maak vir die ontwikkeling van die span. Daar moet egter genoem word dat verdere betroubaarheid en konstruk geldigheid studies nodig sal wees op die TEM, aangesien die TEM slegs vir interne geldigheid getoets is. Die resultate van die analise is egter bevredigend genoeg dat die TEM met vertroue gebruik kan word deur bestuurders om die vlak van ontwikkeling en effektiwiteit van hul spanne te kan bepaal.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: Today, Foreign Direct Investment (FDI) has become the principle source of foreign capital in many developing countries and has been used to stimulate the local economy - thereby creating economic growth and employment. Although vast amounts of FDI into Africa have been limited to investments in highly profitable natural resources' like petroleum and mining, many African countries now actively seek FDI as a means of obtaining capital, creating export opportunities and generating management skills and technology. These African countries are encouraging foreign investment into their economies by providing policy and business facilitation frameworks and economic determinants that should attract foreign investors. These frameworks and determinants (or criteria) include access to natural resources, markets and domestic efficiencies; as well as tax and other incentives; reduced trade regulation and policies; agreements with respect to FDI; foreign equity ownership and relaxed exchange controls; political stability and sound economic policies; a good quality of life for the local population; improved technological capabilities and environmental conservation. By addressing the above criteria, host countries hope to attract foreign investors and thereby "spur development - within a national context." This study project aims to show, how foreign direct investment friendly Botswana and Tunisia are, in terms of the above criteria. While both countries are highly rated as progressive, democratic, stable and competitive African nations, an investigation of their foreign investment friendliness will show what these two countries offer, on a comparative basis. Botswana, in Southern Africa, has had a stable democratic existence since independence in 1966. Botswana has successfully utilised its mineral wealth, in particular the income generated from diamond mining, not only to grow the economy (at an average annual GNP growth rate of over 6% for the last decade), but also to improve social and physical infrastructure. Although highly rated by some investors, Botswana still faces the challenge of broadening its narrow economic basis, namely mining! In contrast to Botswana, Tunisia in North Africa, followed a socialist economic system until the 1980's. Since then, Tunisia has opened up with a programme of gradual economic liberalisation. Although Tunisia has a high external debt and the Tunisian government still plays an active role in the domestic economy, Tunisia has successfully diversified its economy into important agricultural, mining, energy, tourism and manufacturing sectors. While both Botswana and Tunisia have created FDI friendly environments with several similarities, the investment decision will generally depend on what the investment and investor requires. This includes the determination of: required and available natural resources, available markets, labour skills requirements and it is these differences between Botswana and Tunisia (as well as other differences in their FDI friendliness) that will determine if they succeed in attracting Foreign Direct Investment. / AFRIKAANSE OPSOMMING: Direkte buitelandse beleggings is vandag 'n belangrike bron van buitelandse kapitaal in baie ontwikkelende lande en speel ook 'n belangrike rol om die plaaslike ekonomie te stimuleer, ekonomiese groei te bevorder en werksgeleenthede te skep. Alhoewel baie buitelandse beleggings in Afrika beperk is tot winsgewende natuurlike hulpbronne soos olie en mynwese, is baie Afrika lande aktief besig om direkte buitelandse beleggings te bekom wat daartoe kan bydra om nuwe uitvoer markte te skep en nuwe bestuursvaardighede en tegnologie te genereer. Afrika lande moedig buitelandse beleggings aan deur beleid te formuleer en besigheidsraamwerke en ekonomiese determinante te aanvaar wat buitelandse beleggings lok. Dié raamwerk en determinante (of kriteria) sluit in: die beskikbaarheid van natuurlike hulpbronne, plaaslike en buitelandse markte, plaaslike kundigheid, belasting- en beleggingsaansporings, stroombelynde handelsregulasies en - beleide, ooreenkomste met betrekking tot buitelandse direkte beleggings en buitelandse kapitale eiendom, verslapping van valutabeheer, politieke bestendigheid, stabiele ekonomiese beleide, verbeterde lewenskwaliteit vir die plaaslike bevolking, verbeterde tegnologiese vermoëns en omgewingsbewaring. Deur die bogenoemde kriteria te aanvaar hoop gaslande om buitelandse beleggers te lok wat ontwikkeling binne 'n nasionale konteks kan bevorder. Die studie projek ondersoek die mate waarin Botswana en Tunisië 'beleggingsvriendelik' is vir buitelandse beleggers in terme van die bogenoemde kriteria. Alhoewel hierdie twee lande beskryf word as vooruitstrewende, demokratiese, stabiele en mededingende Afrika lande; sal 'n ondersoek na hul buitelandse beleggingsbeleide dui hoe hierdie lande vaar op 'n vergelykende grondslag. Botswana, in suidelike Afrika, het 'n stabiele demokrasie wat sedert sy onafhanklikheid in 1966·bestaan. Dié land het sy minerale rykdom baie goed benut, veral inkomste uit diamante. Dit het nie net ekonomiese groei bevorder nie (met 'n jaar-op-jaar Bruto Nasionale Produk (BNP) per kapita groei van meer as 6% vir die laaste dekade), maar ook tot die bevordering van sosiale en fisiese infrastrukture gelei. Alhoewel Botswana hoog aangeskrewe is by beleggers, staan die land steeds voor die uitdaging om hulle beperkte ekonomiese basis uit te brei. In vergelyking met Botswana het Tunisië, in noord Afrika, 'n sosialistiese ekonomiese stelsel gevolg tot laat in die 1980's. Sedertdien het Tunisië 'n program van geleidelike ekonomiese liberalisering gevolg. Alhoewel Tunisië redelike mate van buitelandse skuld het, speel die regering steeds 'n sentrale rol in die plaaslike ekonomie. Tunisië het verder daarin geslaag om sy ekonomie te diversifiseer in sektore soos landbou, mynbou, energie, toerisme en produksie. Beide Botswana en Tunisië het 'n beleggingsvriendelike omgewing geskep. Die besluit om te belê sal egter tot 'n groot mate afhang van die tipe belegging en die belegger se vereistes. Dit sluit in die beskikbaarheid van natuurlike hulpbronne, beskikbare markte, aarbeidsvaardigheid, ens. Die verskille tussen Botswana en Tunisië se buitelandse direkte beleggingsvriendelikheid in vergelyking met die bogenoemde kriteria sal bepaal of hierdie twee lande buitelandse beleggings sal lok.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: Organizations are changing rapidly and within organizations, teamwork is increasing and interpersonal relationships are becoming more important. The role of leaders is also changing and emotional and interpersonal competencies are becoming the skills needed for leaders to fulfill the demands of the current workplace. Emotional intelligence is one of the few remaining areas in an organization that can be developed to make a significant impact on the bottom line. In this work, the concept of emotional intelligence as defined in the literature is explored. There is also an overview of the vast body of literature available on leadership, and what is very clear, is the sparse research available on the role that emotional competence plays as being an essential tool in the kit of the effective leader. The question about the impact that emotional intelligence and competence can have on the enhancement and development of leadership and organizational processes is then explored. The conclusion drawn is that emotional intelligence will in actual fact enhance leadership and interpersonal skills which will enable a leader to build an emotionally enhanced organization. Suggestions for future research is that empirical research is indicated to explore the assumptions made and conclusions drawn based on this literature review regarding the role that emotional intelligence plays in leadership development and effectiveness. / AFRIKAANSE OPSOMMING: Organisasies gaan huidiglik deur snelle verandering. Spanwerk is besig om toe te neem en interpersoonlike verhoudings raak meer en meer belangrik binne organisasies. Die rol van leiers is ook besig om te verander en emosionele en interpersoonlike vaardighede raak toenemend die vaardighede wat deur leiers benodig word om aan die eise van die huidige werkplek te voldoen. Emosionele intelligensie is een van die min areas wat oorbly binne organisasies wat nog ontgin en ontwikkel kan word ten einde 'n beduidende impak te maak op winsgewendheid. Die konsep van emosionele intelligensie soos gedefinieer in die literatuur, is in die werk ekploreer. 'n Oorsig van die magdom literatuur beskikbaar oor leierskap is ook gedoen. Wat duidelik blyk uit die literatuur oorsig, is die geringe literatuur beskikbaar oor die rol wat emosionele vaardighede speel as een van essensiële vaardighede van leierskap. Die vraag oor die impak van emosionele intelligensie en vaardighede op leierskap en die mate waartoe dit leierskap en die effek daarvan op organisatoriese prosesse kan verbeter, is ondersoek. Die gevolgtrekking waartoe gekom is, is dat emosionele intelligensie inderdaad leierskap en interpersoonlike vaardighede sal verbeter wat die leier sal toerus om 'n emosioneel gevorderde organisasie te bou. Voorstelle vir toekomstige navorsing is om empiriese navorsing te doen ten einde die aannames gemaak en gevolgtrekkings waartoe gekom is in hierdie literatuuroorsig ten opsigte van die rol wat emosionele intelligensie speel by leierskapsontwikkeling en - effektiwiteit te toets.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: This project examines the implications of a merger of two companies, Alexander Forbes Limited and Meridian Brokers (Pty) Ltd. The emphasis of the study is the identification of the differences in corporate culture between the two organisations, and having done this identification, the selection of the change process required to facilitate the smoothest possible integration of the two companies. In the first instance the project research methodology is explained. The method of information gathering is done by means of questionnaires. Three major models which have been specifically designed to extract the necessary information are used in the project, namely the Beehive model, the Growth Curve model and the VISA model. Furthermore, the models to be used to drive the change process are also described in this initial stage. These models are the ESP of change and the ROP. During the next stage of the project the analyses of the data is done. The data is then compared in order to show certain differences between the cultures and management styles of the two organisations. The major differences between the two companies are then highlighted in graphic form to show where the emphasis must be laid during the change process, in order to create a new culture going forward. The final stages of this study project refer to the recommended change process for the integration. The emphasis here is to highlight what specific actions need to take place so that the new Alexander Forbes group can be an even stronger force to be reckoned with by becoming a globally competitive insurer. In conclusion the study project examines whether it has fulfilled its objective as set out initially, and whether there is cause for any other further study in this regard in the future. / AFRIKAANSE OPSOMMING: Die projek ondersoek die implikasies van 'n samesmelting van twee maatskappy, Alexander Forbes Beperk en Meridian Brokers (Edms) Bpk. Die doel van die studie is die identifikasie van die verskille in korporatiewe kultuur tussen die twee oorspronklike en deur die identifikasie te doen, die seleksie van die veranderingsproses vereis om die beste moontlike integrasie tussen die twee maatskappye to bewerkstellig. In die eerste plek word die projeknavorsingsmetode verduidelik. Die metode om inligting te versamel word gedoen deur vraelyste. Drie hoofmodelle, naamlik die Beehive model, die Growth Curve model en die VISA model, wat spesifiek ontwerp is om die nodige inligting te trek, word in die projek gebruik. Verder, modelle wat ook gebruik word om die veranderingsproses te dryf, word hier beskryf. Hierdie modelle is die ESP en die ROP. Gedurende die volgende fase van die projek word die analise van die data gedoen. Die data word dan vergelyk om sekere verskille tussen kulture en bestuursstyle van die twee maatskappye te wys. Die hoof verskille tussen die twee maatskappye word dan uitgewys in grafiese vorm om te wys waar die beklemtoning gelê moet word gedurende die veranderingsproses, om 'n nuwe kulturele vooruitgang te skep. Die finale stappe van die studie projek verwys na die aanbevele veranderings proses vir die integrasie. Die doel hier is om te beklemtoon watter spesifieke aksies nodig is om plaas te vind sodat die nuwe Alexander Forbes groep selfs 'n sterker mag kan wees, deur 'n globale mededingende versekeraar te word. In samevatting ondersoek die studieprojek of dit voldoen het aan sy doel soos eerstens uitgestip, en of daar enige rede is om 'n verdere studie in die verband in die toekoms te doen.