Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: This study examines the different components of Emotional Intelligence (EQ) based on the classification of the Bar-On Emotional Quotient Inventory evaluation and the importance of Emotional intelligence in the working environment. It also suggests ways of improving one's EO by different exercises. The five main categories are Intrapersonal qualities, Interpersonal Skills, Adaptability, Stress Management and General Mood. The first component consists of Emotional Self-awareness, Assertiveness, Independence, Selfesteem and Self-actualisation; the second component consists of Empathy, Social Responsibility and Interpersonal Relationships; the third component consists of Problem-solving, Reality-testing and Flexibility; the fourth component consists of Stress Tolerance and Impulse Control and the final component consists of Happiness and Optimism. The above-mentioned components of EO are seen as the building blocks of reaching success in life by many people around the world. Many research shows that emotional intelligence is the new yardstick used to evaluate people's potential. People need to know themselves, their inner fears, strenqths, weaknesses and understand why they have these different feelings. Then only can they begin to really understand others and interact in a meaningful relationship, whether social, business or personal. How one feels have a direct impact on how one performs. The good news is that EQ can be learned and improved by anyone who is willing to learn. Some research suggests that it is or can be more powerful than the Intelligence Quotient (IQ). This study can be seen as a guideline to improve one's EQ and helping to understand the relationships with others and how to be successful. / AFRIKAANSE OPSOMMING: Die doelwit van die studie is om die verskillende komponente van Emosionele Intelligensie (EI), of Emosionele Kwosiënt (EK), te ondersoek wat op die Bar-On Emosionele Intelligensie Vraelys gebaseer is, as ook die belang van EI in die werkomgewing. Daar word ook verwys na verskillende oefeninge om EI te ontwikkel. Die vyf hoofafdelings is: Intrapersoonlike vaardighede, Interpersoonlike vaardighede, Aanpasbaarheid, Streshantering en Algemene gemoedstoestand. Intrapersoonlike vaardighede word verder verdeel in Emosionele selfbewustheid, Selfhandhawing, Onafhanklikheid, Selfbeeld en Selfverwesenliking. Interpersoonlike vaardighede bestaan uit Empatie, Sosiale verantwoordelikheid en Interpersoonlike verhoudings. Aanpasbaarheid bestaan uit Probleemoplossing, Werklikheidstoetsing en Aanpasbaarheid. Streshantering word verdeel in Strestoleransie en Impulsbeheer. Die laaste afdeling, Algemene gemoedstoestand, bestaan uit Geluk en Optimisme. Die bogenoemde komponente van EI word algemeen gesien as die boustene vir 'n suksesvolle toekoms. Baie navorsing het getoon dat EI die nuwe maatstaf is om die mens se vermoëns te meet. Elke persoon moet bewus wees van sy eie vrese, sterk en swakpunte en verstaan waarom daardie emosies ervaar word, en slegs dan kan betekenisvolle sosiale, persoonlike of werkverhoudings suksesvol ontwikkel word. 'n Persoon se emosies het 'n direkte impak op sy prestasievermoë. Die goeie nuus is dat EI aangeleer en verbeter kan word. Sekere navorsing dui daarop dat EI belangriker is as die Intellektuele Kwosiënt (IK). Hierdie studie kan gesien word as 'n riglyn om EI te bevorder, om insig te gee in die verhoudings met ander persone, en hoe om beter te presteer.

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: Inflation has many negative effects and for this reason the South African Reserve Bank, like central banks in most countries, is strongly opposed to inflation and uses its monetary policy to combat it. This action is necessary for continued economic growth, prosperity and a fair distribution of income and wealth. Low inflation and a stable financial environment are important prerequisites for the achievement of these objectives on a long-term basis. In order to combat inflation in South Africa it was announced in the Budget Speech on the 23 February 2000, that a policy of inflation targeting would be implemented in South Africa. The objective is to bring inflation within the target band of three to six percent by the year 2002. Inflation targeting has been successful in helping New Zealand, Canada, Israel, the United Kingdom, Sweden, Australia and Spain achieve and maintain low rates of inflation. This does not mean, however, that inflation targeting has been implemented without incurring costs in lost output and employment, but there is no evidence that the adoption of inflation targets has produced harmful effects to the real economy over the long-term. Instead, the low inflation rates achieved in the inflation targeting countries have improved the prospects for sustainable longterm growth. However, inflation targeting is not appropriate for all countries. There are certain developing countries that do not meet the basic requirements for adopting inflation targeting. In this study the viability of implementing inflation targeting as a policy solution to combat inflation in South Africa is examined. In order to determine this, focus is placed on the key characteristics and features of inflation targeting. The reasons why countries have implemented inflation targeting are viewed and the prerequisites that must be met before inflation targeting can be implemented are discussed. The advantages and disadvantages of this approach are also highlighted. Furthermore, focus is placed on how inflation targeting has been implemented in some of the advanced economies in order to determine whether it can be successfully implemented in developing countries, and if so, in which developing countries. Finally equipped with an .understanding of the theoretical aspects of inflation targeting and drawing from the lessons of the international experiences, focus is placed on how viable it is to implement inflation targeting in South Africa. / AFRIKAANSE OPSOMMING: Wêreldwyd neem Sentrale Banke van ontwikkelende lande, aktiewe stappe in die bekamping van inflasie. Die Suid Afrikaanse Reserwe Bank, net soos ander Sentrale Banke is ook gekant teen inflasie en maak gebruik van hulle monetêre beleid vir die bekamping van inflasie. Bekamping van inflasie is van kardinale belang om voortgesette ekonomiese groei, welvaart en 'n regverdige verspreiding van inkomste en rykdom te verseker. Lae inflasie en 'n stabiele finansiële omgewing is belangrike voorvereistes om hierdie finansiële doelwitte in die langtermyn te bereik. Ten einde inflasie in Suid Afrika te bekamp, het die Minister van Finansies in sy begrotingsrede van 23 Februarie 2000, aangekondig dat Suid Afrika 'n beleid van inflasie bekamping gaan implementeer. Die doelwit van so beleid sou wees om inflasie binne 'n drie tot ses persent teikenband te beperk teen die jaar 2002. Inflasie bekamping was suksesvol in die bekamping van inflasie in lande soos New Zealand, Kanada, Israel, Die Verenigde Koningkryk, Swede, Australia en Spanje, waar lae inflasie koerse behaal is en gehandhaaf word. Alhoewel 'n beleid van inflasie bekamping met indirekte koste en 'n verlies in produksie en werksgeleenthede gepaard gaan, is daar geen bewyse dat die implementering van inflasie teikens 'n wesenlike effek op die ekonomie in die langtermyn het nie. Inteendeel, lae inflasie in die teikengroep lande het verseker dat voortdurende ekonomiese groei oor die langtermyn gehandhaaf kon word. 'n Beleid van inflasie bekamping is nie wenslik vir alle lande nie. Daar is verskeie ontwikkelende lande wat nie aan die basiese voorvereistes vir die implementering van 'n beleid van inflasie bekamping voldoen nie. In hierdie studie word die wenslikheid, al dan nie vir die implementering van 'n beleid van inflasie bekamping, as 'n beleidsoplossing in die bekamping van inflasie in Suid Afrika ondersoek. Ten einde dit te bereik word die fokus op die hoof karaktertrekke en einskappe van inflasie bekamping geplaas. Die redes waarom lande inflasie bekamping implementeer, asook die voorvereistes waaraan voldoen moet word, alvorens 'n beleid van inflasie bekamping geimplementeer kan word, word bespreek. Die voor- en nadele van hierdie werkswyse word ook uitgelig. Voorts word gefokus op die implementering van inflasie bekamping in ontwikkelde ekonomieë, om te bepaal of dit op die ekonomieë van ontwikkelende lande toegepas kan word, en indien wel, watter ontwikkelende lande? Toegerus met 'n begrip van die teoretiese aspekte van inflasie bekamping, gepaardgaande met die internasionale ervarings, word daar gefokus op die wenslikheid, vir die implementering van 'n beleid van inflasie bekamping in Suid Afrika.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: One of the most difficult and more important decisions taken by a client is the selection of the most appropriate contractor. It requires the assessment of various factors, often conflicting, in order to determine the most appropriate contractor and are therefore classified as a problem that can be resolved by using multiple criteria decision making methods. The act of decision making is never an easy one and requires a sound understanding of the requirement, the alternatives and the model used to assess the alternatives in terms of the requirement in order to instil confidence that the most appropriate alternative is selected. The appropriateness of the methods used in contractor evaluation has a vital impact on the cost of the transaction. The three broad categories, or schools of thought, relating to multiple criteria decision making (MCDM) methods are assessed in terms of their applicability to the contractor selection problem within a quasi-government organisation, namely Armscor. Of the three categories, only the methods of the value measurement category were found to be appropriate within the current legislative framework of the Preferential Procurement Act, which seeks to express the performance of an offer as a unique numerical function. The old contractor selection model of direct point allocation on a qualitative scale is shown to be inappropriate, especially in terms of the additive utility assumption of single dimensional units. The proposed new model makes use of the weighted product model that is not restricted by the additive utility assumption as it results in dimensionless analysis of the criteria. The utility functions associated with the quantitative criteria uses curves which are raised to the power of the confidence variable. The arithmetic mean of these variables represents the group’s confidence level associated with each contractor’s offer in the correctness and/or its ability to maintain the stated level of performance. Furthermore, the analytic hierarchy process is used for the assessment of the qualitative criteria. The new model, although not perfect, is an improvement over the old model with regards to the understanding of the requirement as well as the assessment of contractors’ proposals. / AFRIKAANSE OPSOMMING: Die keuse van ‘n kontrakteur is een van die moeilikste besluite wat ‘n kliënt moet neem, dit is egter ook een van die belangrikste besluite wat geneem word. Ten einde die mees geskikte kontrakteur te kies, moet daar ‘n waarde geheg word aan verskeie faktore, menigmaal teenstrydig, wat kontrakteur seleksie klassifiseer as ‘n probleem wat deur middel van meervoudige-kriteria-besluitnemingsmetodes opgelos kan word. Die handeling van besluitneming is nooit ‘n maklike een en vereis deeglike kennis van die behoefte, die alternatiewe, asook die model wat gebruik word om die alternatiewe in terme van die behoefte te waardeer in orde om vertroue in die gekose alternatief te hê. Vir die doeleindes van hierdie studie is die drie kategorieë van meervoudige-kriteria-besluitnemingsmetodes vergelyk in terme van hul toepaslikheid op die voorafgenoemde probleem binne ‘n Semi-Staatsinstelling, naamlik Krygkor, met die oogmerk om die beste metode te identifiseer. Slegs die metodes vervat in die waarde-meting kategorie is geskik binne die Wet op die Raamwerk vir Voorkeurverkrygingsbeleid wat die evaluasie van ‘n aanbod uitdruk as ‘n unieke numeriese funksie. Uit die studie blyk dit dat die vorige kontrakteur seleksie model van direkte punt allokasie op ‘n kwalitatiewe skaal onvanpas is, veral in terme van die sommerings-nutfunksie aanname van enkel dimensionele eenhede. Die model wat eerder aanbeveel word, maak gebruik van die geweegde-produk-model wat nie beperk word deur die bogenoemde aanname nie, aangesien dit dimensielose analise tot gevolg het. Nutfunksies wat geassosieër word met kwantitatiewe kriteria, word voorgestel deur kurwes wat tot die mag van die vertrouensvlak-veranderlike gehef word. Die rekenkundige gemiddelde van hierdie veranderlike verteenwoordig die groep se vertrouensvlak met betrekking tot elke kontrakteur se akkuraatheid en vermoeë om die gespesifiseerde vlak van werkverrigting te handhaaf. Die kwalitatiewe kriteria word beoordeel deur gebruik te maak van die analitiese hiërargie proses. Die gevolgtrekking wat uiteindelik gemaak word is dat die nuwe model, alhoewel nie foutloos, tog ‘n verbetering is op die vorige model, veral met betrekking tot die insig wat verkry word deur die ontleding van die kontrakteurs se voorstelle in terme van die bepaalde behoefte wat bevredig moet word, ten einde die beste keuse uit te oefen.

Thesis (MBA)--Stellenbosch University, 2003 / ENGLISH ABSTRACT: Managing firms in today's highly competitive and volatile business environment is an ever increasing challenge. Project Management is an integral part of organisational management and hence project managers need to continuously excel in their careers to keep their organisations ahead of the pack. In order to be an effective project manager, a combination of specific skills/competencies is required. The focus of this mini-thesis was to establish the core competencies and subsequent training requirements of project managers in the Western Cape region. The research into the core competencies required of project managers in the industry was structured into 3 phases. The first phase comprised a research into international studies that was done to establish the core competencies required of project managers. Three researchers were identified, and a shortlist of 9 core competencies was identified from the 3 different models. The next phase comprised the targeting of 54 individuals in the project management profession in the Western Cape with a questionnaire based on the international studies. The last phase was to evaluate the data in order to conclude and make specific recommendations towards the USB management regarding current project management courses which are presented (by the USB) to the industry. Three fundamental conclusions were drawn: Firstly, 10 specific core competencies of project managers were identified. Secondly, some competencies have a much higher relevance to some industry sectors than others. Lastly, the current 5-day training course at the USB does not reflect the desired training which is required by the industry for the core competencies that is required of project managers. / AFRIKAANSE OPSOMMING: Die bestuur van organisasies in vandag se hoogs kompeterende en veranderende besigheidsomgewing is 'n toenemende uitdaging. Projekbestuur vorm 'n integrale deel van organisasie bestuur en daarom moet projek bestuurders voortdurend uitstyg in die uiutvoering van projekte om te verseker dat die organisasie as geheel sterk kompeterend kan bly. Projekbestuurders benodig spesifieke vaardighede om effektief te kan funksioneer in die werksomgewing. Die fokus van hierdie mini-tesis was om die spesifieke vaardighede vas te stel, asook die gevolglike opleiding wat benodig word vir projekbestuurders wat in die Weskaap werksaam is. Die navorsing na die spesifieke vaardighede wat van projek bestuurders in die industrie verlang word, was gestruktureerd in 3 fases. Eerstens was 'n literatuurstudie geloods op internasionale studies om te bepaal watter vaardighede van projek bestuurders verlang word. Drie internasionale navorsers se modelle was gebruik om 'n kortlys van 9 vaardigheids groepe saam te stel. Die volgende fase was om 54 individue in die projek bestuur professie in die Weskaap te nader en deur middel van 'n vraelys wat baseer is op die internasionale studies, vas te stel watter vaardighede deur die industrie verlang word vir projek bestuurders. ln die finale fase is die data geanaliseer ten einde spesifieke aanbevelings aan die bestuur van die USB bestuur te maak aangaande projek bestuur kursusse wat (deur die USB) aan die industrie aangebied word. Drie fundamentele gevolgtrekkings was gemaak: Eerstens was die 10 belangrikste vaardighede vir projek bestuurders vasgestel. Tweedens was vasgestel dat party vaardighede veel belangriker is in party industrie sektore as in ander. Laastens, die huidige 5-dag projek bestuur kursus wat deur die USB aangebied word, bied nie genoegsame opleiding (in die verlangde rigtings) om die regte vaardighede te ontwikkel vir projek bestuurders in die industrie nie.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: The Asset Administration Industry is managed as a back office entity with limited tools to assess operational performance. There is no industry index for performance or platform for collaborative learning. In order to manage the operational efficiency the old cliché of "what gets measured gets managed" applies. Benchmarking is a proven management tool that is used to establish measures of operational performance relative to an industry benchmark. Benchmarking is a systematic and continuous measurement process that assists a company in determining its relative performance and shows up the factors that influence performance. The theory of benchmarking is a dynamic field and various types of benchmarking evolved. In spite of its noted benefits the popularity of benchmarking has lead to sub-standard benchmarking exercise, giving it "management fad" status. It is therefore imperative that any benchmarking study be well planned and focused. The selection of the appropriate benchmarking type is important. A data benchmarking exercise was chosen as a pilot study to introduce the concept to participants in a simplistic non-threatening format that could serve as a platform for future benchmarking studies. A five-step benchmarking process model was followed, consisting of: 1. Determine what to benchmark 2. Form a benchmarking team 3. Identify benchmarking partners 4. Collect and analyse benchmarking information 5. Take action Application of benchmarking theory to the asset Administration Industry led to the development of specific performance indicators from a process and financial perspective as well as a learning and growth perspective. Due to the sensitivity of the information the benchmarking report was customised for each participant, reflecting only industry average measures (the benchmark) and the particular company measurement. In conclusion the pilot study has proven to generate robust measures useful to the management of the Asset Administration function by determining relative performance. The benchmarking exercise has also been successful in introducing the concept of shared learning and a platform for future benchmarking studies. Despite these positive outcomes the real benefits of a process benchmarking exercise has not been explored and could generate tremendous benefit for the effective operation of Asset Administration. / AFRIKAANSE OPSOMMING: Die Administrasie van Batebestuur Industrie word bestuur as 'n agterkantoor funksie met beperkte hulpmiddels om operasionele werkverrigting te bepaal. Daar bestaan geen industrie indeks vir werkverrigting asook geen basis vir samewerking nie. Die ou gesegde dat "wat gemeet word, word bestuur" is hier van toepassing. Hoogtemerking (benchmarking) is 'n bewese bestuursmiddel wat gebruik word om operasionele werkverrigting relatief tot die industrie te bepaal. Hoogtemerking is 'n sistematiese en voortdurende proses van meting wat 'n maatskappy help om hul relatiewe werksverrigting te bepaal sowel as om die faktore wat bydra tot werkverrigting uit te lig. Die teorie van hoogtemerking is dinamies en verskeie tipes hoogtemerking het reeds ontstaan. Ten spyte van bewese voordele het die populariteit van hoogtemerking gelei tot sub-standaard hoogtemerking oefeninge waardeur dit die reputasie van 'n bestuursfoefie gekry het. Dit is daarom belangrik dat enige hoogtemerking studie goed beplan word en gefokus is. Die keuse van die gepaste hoogtemerking tipe is belangrik. Ten einde die konsep van hoogtemerking bekend te stel en 'n basis te skep vir toekomstige hoogtemerking is besluit om 'n eenvoudige proefprojek te loods. Die hoogtemerking proses bestaan uit vyf stappe, nl: 1. Bepaal die basis van die hoogtemerk. 2. Stel 'n hoogtemerking span saam. 3. Identifiseer hoogtemerking vennote. 4. Vesamel en analiseer hoogtemerking informasie. 5. Neem aksie. Die toepassing van hoogtemerking teorie tot die Batebestuur Administrasieindustrie het gelei tot die ontwikkeling van spesifieke werkverrigting aanwysers vanuit 'n proses en finansiële perspektief aan die een kant, en 'n leer en groei perspektief aan die ander kant. As gevolg van die sensitiewe aard van die informasie is die hoogtemerking verslag volgens maat voorberei vir elke deelnemende maatskappy. Hierdie veslag reflekteer net die maatskappy se spesifieke hoogtemerk in verhouding tot die industrie gemiddelde. Ter afsluiting het die proefprojek daarin geslaag om robuuste data oor relatiewe werkverrigting te genereer wat gebruik kan word in die bestuur van Batebestuursadministrasie. Die hoogtemerking oefening het ook daarin geslaag om die konsep van gemeenskaplike leersaamheid oor te dra en 'n basis te skep vir toekomstige hoogtemerking studies. Ten spyte van al die positiewe gevolge is die werklike waarde van proses hoogtemerking nog nie ontgin nie en mag dit geweldige voordele ontsluit vir die effektiewe werking van Batebestuurs-administrasie.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: Suspicion has long existed that the performance of unit trusts is artificially inflated at quarter-ends, as those are the periods focussed on in the press. Studies investigating this have been done in the USA, but to date no similar study has been done in South Africa. This study examines the daily net asset value (NAV) performances of South Africa's domestic equity funds for the period from 1996 to 2002, as obtained from the MoneyMate database. Specifically, returns in excess of the benchmark index at quarterends are compared to excess returns at other month ends. The benchmark index performance is subtracted to correct for movement in the market. Domestic equity funds are divided into nine sectors and in much of this study, the funds in a sector are examined collectively. Results show that unit trust performance does peak at year-ends and quarter-ends, with a subsequent drop at the start of years and quarters. Furthermore, more funds beat the JSE All Share Index at year-ends and quarter-ends, than is normally the case. In contrast, this pattern was not repeated in the percentage of funds beating zero. Following these results, tests were done to establish whether a relationship exists between an end-of-quarter positive return and a subsequent beginning-of-quarter negative return. The suspected relationship was confirmed specifically in the funds from the period from 2000 to 2002. From this study, it would appear that inflating unit trust performances at quarter-ends is not yet extinct in South Africa. Advice to potential investors would therefore be to invest at the beginning of a quarter and to sell at the end. / AFRIKAANSE OPSOMMING: Daar bestaan lank reeds die vermoede dat die opbrengste van effektetrusts op kwartaaleindes opwaarts bestuur word, siende dat dit die opbrengste is wat dekking in die media geniet. Daar is al in die VSA studies gedoen wat hierdie vermoede ondersoek, maar tot op hede was daar nog geen soortgelyke studie in Suid-Afrika nie. Hierdie studie ondersoek die daaglikse opbrengste van die netto batewaarde van Suid- Afrika se binnelandse effektetrusts vir die tydperk 1996 tot 2002, soos verkry van die databasis MoneyMate. Die verskil tussen opbrengste van die effektetrusts en die indeks op kwartaaleindes is vergelyk met die verskil op ander maandeindes (die verskil tussen opbrengste is geneem om bewegings in die mark in ag te neem). Plaaslike effektetrusts word in nege sektore verdeel, en in die grootste deel van hierdie studie word die effektetrusts in 'n sektor as 'n geheel ondersoek. Resultate toon dat effektetrusts opbrengste wel pieke toon op jaareindes en kwartaaleindes, en dan weer val in die begin van jare en kwartale. Verder is daar ook meer effektetrusts wat beter vaar as die JSE Alle Aandele Indeks op jaareindes en kwartaaleindes as wat normaalweg die geval is. In kontras word hierdie patroon nie herhaal as gekyk word na die persentasie van effektetrusts wat nul klop nie. Na aanleiding van hierdie resultate is toetse gedoen om vas te stel of daar 'n verband bestaan tussen positiewe opbrengste op kwartaaleindes en die daaropvolgende negatiewe opbrengste aan die begin van kwartale. Hierdie verband is veral gevind vir die tydperk 2000 tot 2002. Uit hierdie studie wil dit blyk dat, in Suid-Afrika, die opbrengste van effektetrusts op kwartaaleindes wel kunsmatig verhoog word. Raad aan voornemende beleggers sou dus wees om aan die begin van 'n kwartaal te koop, en aan die einde te verkoop.

Thesis (MBA)--Stellenbosch University, 2003. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: Change management is a field of study that is becoming increasingly more important as the rate of change in organisations increases and technology develops. The number of change initiatives within organisations is increasing daily, but unfortunately the success rate is decreasing. There are various reasons for this, but two significant reasons are organisations looking for quick fixes, and change not being properly planned. Organisation development is a field within change management that addresses both these problems. The field is anchored in the action research methodology, ensuring that chanqe is properly planned. The other strength of organisation development lies in the systems approach that is followed. A systems approach ensures that a proper understanding of the organisation is developed before corrective interventions are proposed. This study project makes use of the Burke-Litwin model as part of an organisation development process to identify problem areas in the Sasol Technology Process Engineering functional department. After the identification of the problem areas, interventions are planned to address these issues. A literature study on the field of organisation development is presented in Chapter 2. This study begins with a review of the origins and development of organisation development, including the role of the change process and systems thinking. The study further evaluates various organisation development models and uses the information to evaluate the Burke-Litwin model. Finally the study presents the organisation development process that is followed in the Sasol Technology Process Engineering department and how it impacts on this study project. Chapter 3 supplies information on the organisation that is studied and places the organisation in context with its environment. This chapter also presents the results of the diagnostic phase and draws conclusions from these results. The results are interpreted for the overall organisation, but also for different categories within the organisation. The conclusions from this chapter form the identified problem areas that are one of the objectives of the study project. Interventions to address the problem areas identified in Chapter 3 are planned and developed in Chapter 4. To place the interventions in context, a short literature review on intervention theory is presented. The results of the development process is a plan of interventions that can be implemented for the overall organisation, as well as for the two geographic environments that the organisation functions in. Chapter 5 of the study project presents a summary of the study, as well as conclusions that are made by the author, and recommendations on the completion of the organisation development process. / AFRIKAANSE OPSOMMING: Veranderingsbestuur is 'n veld wat al hoe meer relevant raak soos die pas van verandering toeneem en tegnologie ontwikkel. Die aantal veranderingsbestuur initiatiewe binne organisasies neem daagliks toe, maar die suksessyfer is ongelukkig aanhoudend besig om te daal. Daar is veskeie redes vir die veskynsel, maar twee beduidende redes is gekoppel aan die feit dat organisasies kitsoplossings soek, en dat die verandering nie deeglik beplan word nie. Organisasieontwikkeling is 'n veld binne veranderingsbestuur wat beide die probleme aanspreek. Die veld is stewig geanker in die aksie-navorsingsmetodologie wat verseker dat die verandering deeglik beplan word. Organisasieontwikkeling se ander sterk punt is dat dit die sisteembenadering volg. 'n Sisteembenadering verseker dat 'n deeglike begrip van die organisasie ontwikkel word voordat intervensies voorgestel word. Hierdie studieprojek maak gebruik van die Burke-Litwin model as deel van 'n organisasieontwikkelingsproses om probleemareas in die Sasol Tegnologie Prosesingenieurs funksionele departement te identifiseer. Nadat die probleemareas geïdentifiseer is word intervensies beplan om die probleme aan te spreek. 'n Literatuurstudie oor die veld van organisasieontwikkeling word in Hoofstuk 2 aangebied. Die studie begin met 'n oorsig oor die ontstaan en ontwikkeling van organisasieontwikkeling, wat die rol van veranderingsproses en sisteemdenke insluit. Die studie gaan verder deur verskeie organisasieontwikkelingsmodelle te evalueer en die inligting te gebruik om die Burke-Litwin model te evalueer. Die studie sluit af met 'n oorsig oor die organisasieontwikkelingsproses wat gevolg word en hoe dit die studieprojek raak. Hoofstuk 3 verskaf inligting oor die organisasie wat bestudeer word en plaas die organisasie in konteks met die omgewing waarbinne dit bedryf. Die hoofstuk sluit ook die resultate van die diagnostiese fase in en bied die gevolgtrekkings wat gemaak word aan. Die resultate word vir die organisasie in geheel aangebied, maar ook vir verskillende kategorieë binne die organisasie. Die gevolgtrekkings wat bereik word vorm die geïdentifiseerde probleemareas wat een van die oogmerke van die studieprojek is. Hoofstuk 4 bied die intervensies aan wat ontwikkel en beplan is om die probleemareas van Hoofstuk 3 aan te spreek. 'n Kort literatuurstudie oor die teorie van intervensies word aangebied om die intervensies in konteks te plaas. Die resultaat van die ontwikkelingsproses is 'n plan vir intervensies wat geïmplimenteer kan word vir die algehele organisasie, maar ook vir die twee geografiese omgewings waarbinne die organisasie funksioneer. Hoofstuk 5 veskaf 'n opsomming van die studieprojek, asook die gevolgtrekkings van die skrywer aangaande die studieprojek en aanbevelings oor die voltooiing van die organisasieontwikkelingsproses.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: Change is unavoidable for organisations seeking corporate survival and success due to macroeconomic forces. These forces are placing increased pressure on organisations to improve internal performance. Technical and functional skills are important for the change leader to establish credibility, but at the centre of the change process are the people. In the changing workplace environment the fundamental key to successful change lies with astute leadership. There is no ideal type of leader for transformation. The leadership style will depend on the nature of the organisation and the phase it currently finds itself. Leadership style alone will not ensure success. Emotional intelligence competencies play a significant role in change leadership. The importance of emotional competence is not limited to the change leader. The competencies extend from individual to team and organisational level during change. Therefore the development of the emotional competency of the entire organisation can promote a successful change program. / AFRIKAANSE OPSOMMING: Verandering is onvermydelik om korporatiewe oorlewing en sukses te verseker a.g.v. makro-ekonomiese kragte. Die kragte plaas konstante druk op organisasies om inter-huis prestasies te bereik. Die belangrikste aspek van verandering, is die mens self. Om kredietwaardigheid, tegniese en funksionele wyshede ter verseker, is egter uiters noodsaaklik vir die veranderingsleier. Selfversekerde leierskap is die fundamentele bousteen vir suksesvolle verandering in die hedendaagse werksatmosfeer. Daar is egter geen ideale tipe leier om suksesvolle transformasie te verseker. Die samestelling van die moderne organisasie vereis die regte tipe leierskapstyl om verandering suksesvol te implementeer. Leierskap alleen is egter onvoldoende om sukses te verseker. Emosionele intelligensie speel 'n belangrike rol in veranderingsleierskap. Gedurende verandering, strek doeltreffendhede vanaf die individu tot die werkspan, asook op die organisasievlak. Die ontwikkeling van emosionele doetreffendhede van die organisasie as 'n geheel, is noodsaaklik om 'n suksesvolle program van verandering te implementeer.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: Corporate governance can be defined as the system by which corporations are directed and controlled. It looks at the institutional and policy framework for corporations - from their very beginnings, in entrepreneurship, through their governance structures, company law, privatisation, to market exit and insolvency. King II places the board of directors at the heart of a company's business and holds them responsible for everything the business did or failed to do. Ultimately corporate governance is about leadership with integrity. A company directorship should not be viewed as belonging to the right club, knowing the right people and collecting a nice cheque every year. Their duties and responsibilities require them to act with the utmost integrity and morality at all times. Failure to do so can result in the demise of a company, a bank or even ... a country. The main objective of this short dissertation is to describe the importance of the role of Corporate Governance within the South African framework, with a focused look at the principles of King I and II. Specific focus is placed on the strength of the fiduciary responsibilities of the board of directors (King II) within the banking environment based on three case studies namely Unifer, Regal and Saambou. / AFRIKAANSE OPSOMMING: Korporatiewe bestuur kan gedefinieer word as die sisteem waarmee organisasies beheer, bestuur en gekontroleer word. Daar word gekyk na die institutionele en beleids raamwerk van organisasies - van die begin, in entrepreneurskap, deur hul korporatiewe strukture, korporatiewe reg, privatisering, tot mark ontrekking en bankrotskap. King 2002 beskou die raad van direkteure as die hartklop van enige organisasie en hou hulle kollektief verantwoordelik vir alles wat die besigheid doen of nie doen nie. Korporatiewe bestuur gaan in beginsel oor leierskap met integriteit. Om die regte mense te ken, aan die regte klub te behoort en elke maand 'n lekker tjekkie te ontvang is nie waaroor direkteurskap gaan nie. As gevolg van hul verantwoordelikhede en verpligtinge word daar verwag dat hulle altyd met integriteit en moraliteit optree. As dit nie gedoen word nie kan dit lei tot die verval van die organisasie, 'n bank of selfs .... 'n land. Die doel van hierdie kort mini-werkstuk is om te verduidelik hoekom korporatiewe bestuur belangrik is in die konteks van Suid Afrika. Daar sal verwys word na die beginsels van King 1994 en King 2002. Spesifieke fokus sal geplaas word op die trustee rol van direkteure in die bank omgewing en word geevalueer aan die hand van drie gevallestudies naamlik Unifer, Regal en Saambou.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: South Africa has a huge challenge to improve its world competitiveness status in order to ensure a better economic life for all. One of the more practical strategic approaches is investment in human capital and more specific people development. A more specific strategy might be to ensure that each and every supervisor is an effective counsellor/coach/mentor. From the research done its seems that this is not the case - probably due to the fact that these tools are not utilised or not well integrated in the larger human resource development strategy. It is quite clear that counsellors, coaches and mentors can and should utilise the different motivational and learning theories coherently in accordance with the applicability of the situation and the specific preferences of the individual protégé. This will ensure maximum efficiency of education, training and development interventions. But human resource systems do not seem to be integrated to the extent that the proverbial golden thread can be followed from work design to the termination of an employee. From the literature it is clear that all the necessary functions in human resources can be included in an integrative system to allow optimum efficient employees. The vagueness however (supported by the absence of work design and management information systems in some models) just aggravates the current researcher's concern about clear, exact guidelines to ensure proper counselling, coaching and mentoring. The human resource system and the function human resource development as well as performance management definitely allow for counselling, coaching and mentoring, but the support and reinforcement is not obvious. From literature surveys it is clear that that counselling, coaching and mentoring can be utilised effectively in human resource development. Insufficient evidence is however available to show appropriate application of these tools. It is thus clear that counsellors/coaches/mentors and protégés in South Africa do not have a complete, practical and integrated human resource system and programme that can facilitate maximum growth of the protégés. This is proven by the quiet period since the middle eighties till the middle nineties; where - after affirmative action and later the skills development act and employment equity act forced employers to relook their development programmes as well as our poor performance in supplying the number of managers needed for global competitiveness. Due to the lack of empirical research, but from published material one can derive that: Counsellors/coaches/mentors and or protégés in South Africa are not aware what competencies each should possess; culturally diverse groups hamper growing relationships in particular with coaches and protégés and that principles and guidelines governing the coach/mentor/protégé relationship seems not to be researched and shared in South Africa. More - over, inadequate processes exist to link and integrate counselling/coaching/mentoring closely with competencies, people development and human resource processes. However there are sufficient guidelines in overseas publications to ensure that one can compile well integrated coaching/mentoring programmes that will ensure that counselling, coaching and mentoring gain its legitimate place in people development. / AFRIKAANSE OPSOMMING: Suid-Afrika staan voor 'n geweldige uitdaging om sy mededingendheidsmag te versterk ten einde beter ekonomiese vooruitsigte aan sy burgers te skep. Een van die mees praktiese strategieë is belegging in menslike kapitaal, meer spesifiek deur die ontwikkeling van sy menslike hulpbronne. 'n Meer spesifieke strategie mag wees om sorg te dra dat elke toesighouer 'n effektiewe voorligter/afrigter/mentor is. Vanuit die skrywer se navorsing blyk dit nie die geval te wees nie, moontlik as gevolg van die feit dat hierdie toerusting nie deel is van die omvattende menslike hulpbron ontwikkelings strategieë nie. Dit is duidelik dat voorligters/afrigters/mentors die beskikbare motiverings- en leer teorieë geintegreerd, in samehang met die geskiktheid van die situasie en die spesifieke vooroordele van die individuele leerder moet aanwend ten einde maksimum effektiwiteit vanuit opvoedings-, opleidings- en ontwikkelings intervensies te verkry. Maar menslike hulpbron sisteme blyk minder geïntegreerd te wees. Die navorser kon nie die spreekwoordelike goue draad opspoor en volg vanaf werksontwerp tot en met diensverlating nie. Vanuit die literatuur is dit duidelik dat al die noodsaaklike funksies in menslike hulpbronbestuur in geïntegreerde sisteme ingesluit kan word ten einde meer effektiewe werknemers te hê. Die vaagheid van hierdie integrasie (soos gesien in die afwesigheid van byvoorbeeld werksontwerp en bestuurs-informasie in sommige modelle) vererger die huidige navorser se bekommernis rakende duidelike, definitiewe riglyne om kwaliteit voorligting, afrigting en mentorskap te voorsien. Voorligting, afrigting en mentorskap het definitief 'n plek in die menslike hulpbronsisteme en menslike hulpbronontwikkeling en veral prestasiebestuur, maar die ondersteuning en versterking is nie ooglopend nie. Dit is ook duidelik uit die literatuur dat voorligting, afrigting en mentorskap effektief aangewend kan word in menslike hulpbronontwikkeling, maar nie genoegsame bewyse is beskikbaar om die toepaslike gebruik van die hulpmiddele aan te dui nie. Dit is dus duidelik dat voorligters, afrigters, mentors en leerders in Suid Afrika nie volledige, praktiese geïntegreerde menslike hulpbronsisteme en programme het om maksimale ontwikkeling van die leerder te bewerkstellig nie. Dit word bewys deur die min gepubliseerde materiaal - vanaf die middel tagtigs tot die middel negentigs, waarna regstellende aksie, die vaardigheidsontwikkelings- en werknemergelykheids - wetgewing, werkgewers geforseer het om hernude ywer ten opsigte van ontwikkelingsprogramme te toon. Verder ook deur die land se swak vertonings ten opsigte van die voorsiening van genoegsame kwaliteit bestuurders nodig vir globale mededinging. Weens die gebrek van empiriese navorsing, maar uit gepubliseerde material, kan die navorser aflei dat: Voorligters, afrigters, mentors en leerders in Suid-Afrika nie besef oor watter vaardighede hul behoort te beskik nie; verskille in kulturele groepe die ontwikkeling belemmer van goeie verhoudinge spesifiek tussen afrigters en leerders en dat beginsels en riglyne wat die verhoudinge tussen voorligters, afrigters, mentors en leerders rig nie nagevors en versprei word in Suid-Afrika nie. Verder is daar onvoldoende prosesse om voorligting, afrigting en mentorskap duidelik met vaardighede, menslike hulpbronontwikkeling en menslikehulpbron prosesse te verbind en te integreer. Daar is egter genoegsame riglyne in oorsese publikasies om te verseker dat goed geïntegreerde voorligting-, afrigting- en mentorskapsprogramme opgestel kan word wat sal verseker dat voorligting, afrigting en mentorskap hul regmatige plek inneem in menslike hulpbronontwikkeling.