Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: The competitive situation in all markets is becoming stronger, and intemationalisation, deregulation, shorter innovation cycles, and the increasingly technical similarity of products is further intensifying competition. There is a growing need for companies to find new ways to be able to compete in the market. It is especially true for small and medium-sized enterprises, with little financial and human resources, as it is essential in order to compete with larger organisations. The new hype around customer relationship management (CRM) arose recently with the rapid developments in information technology (IT). Today when spoken about CRM almost always the discussion is about a software application. This work wants to give a broad overview of the concepts of customer relationship management and what it entails, including a definition, objectives and measurements. Other important issues, like privacy, around CRM are looked at as well and the link between CRM and IT is explained. One section of this document comprises a closer look on the software applications that are available. The evaluation of real life examples in the form of case studies led to an implementation framework that is especially suited for small and medium-sized enterprises. There are some important factors regarding the implementation that businesses have to make considerations for. Many things can go wrong, however, the success will compensate for everything. This work is explaining the key factors for a successful implementation and gives reasons why many CRM projects fail. Finally, there is an outlook on future developments in the field of CRM. / AFRIKAANSE OPSOMMING: Die kompeterende situasie in alle markte raak sterker, en internasionalisering, deregulasie, korter innoverings-siklusse en die verhoogde tegniese ooreenkomste van produkte verhoog kompetisie verder. Daar is 'n groeiende behoefte vir maatskappye om nuwe maniere te vind om te kan kompeteer in die mark. Dit is veral waar vir klein en medium-grootte ondernemings, met klein finansiële en menslike hulpbronne, en dit is onontbeerlik om te kan kompeteer met groter organisasies. Die nuwe reklame rondom kliënte verhoudingsbestuur het onlangs onstaan met die vinnige ontwikkelings in inligtingstegnologie. Wanneer daar vandag gepraat word van kliënte verhoudingsbestuur, gaan die bespreking byna altyd oor die sagteware aanwendings/toepassings. Hierdie werke wil 'n wye oorsig bied van die konsep van kliënte verhoudingsbestuur en wat dit behels, insluitende 'n definisie, doelwitte en maatstawwe. Ander belangrike punte, soos privaatheid rondom kliënte verhoudingsbestuur word ook na gekyk, sowel as die skakel tussen kliënte verhoudingsbestuur en inligtingstegnologie word bespreek. Een afdeling van hierdie dokument bestaan uit 'n meer gedetailleerde kykie na die sagteware toepassings wat beskikbaar is. Die evaluasie van werklike voorbeelde in die vorm van gevallestudies het gelei na die implementasie raamwerk wat veral geskik is vir klein en medium-grootte ondernemings. Daar is sommige belangrike faktore aangaande die implimentering, wat besighede in oorweging moet bring. Baie dinge kan verkeerd gaan, alhoewel die sukses sal opmaak vir alles. Hierdie werke verduidelik die sleutelfaktore vir 'n suksesvolle implimentasie, en bied redes waarom baie kliënte verhoudingsbestuursprojekte faal. Laastens, is daar ook die vooruitsig van toekomstige ontwikkelings in die veld van kliënte verhoudingsbestuur.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: Wealth today cannot be merely measured by material acquisition but also by depth of knowledge, wisdom and understanding. This knowledge, wisdom and understanding lie in the human capital of the organisation. The dynamic nature of business today demands a constant renewal in the aspirations of the employee. Therefore, the performance of the employee in any organisation becomes the most important component. If an organisation is to gain competitive advantage, it must understand how people think, feel and act and then utilize that understanding to increase human performance. The study argues that one of the important feelings that must be understood in order to increase people effectiveness in an organisation is career management. Career management is investing in the minds of the people. The minds of the people are the source of wealth. Developing people to improve their knowledge, skills and capabilities is fundamental to the overall performance of an organisation. Career management helps identify specific talents and behaviours an individual must bring to the job. Career management also brings prosperity and job satisfaction to the individual. Career management as a system to capitalize on the employee's talents and potential should begin with a strong emphasis on personal empowerment and the elimination of self-directed negativity. Against this background, the study looks very deeply into the importance of self management. Further, the organisation itself needs to understand that peak performance is not an event but the life of the business. Whenever the results are announced the competitor listens to establish ways of doing the best. To keep up with the spirit of competitive advantage and gaining peak performance all the time, the organisation must constantly devise means to engage the emotional commitment of the employee. Such means must include career management strategies as also an attempt for employee retention. The organisation must position itself to be a facilitator of career coaching. As a facilitator of career coaching the organisation is able to plan the career success and happiness of the employee. / AFRIKAANSE OPSOMMING: Vandag se rykdom kan nie net slegs deur middel van materiële geskat word nie maar asook deur diepsinningheid van wetenskap, wysheid en begrip. Hierdie kennis, wysheid en verstand rus in die menslike kapitaal van die organisasie. Die dinamiese soort van besighede deesdae verlang 'n gedurige hernuwing in die strewe van die werknemer. Daarom is dit die prestasie van die werknemer in enige organisasie wat die mees belangrikste komponent is. As die organisasie 'n mededingende voordeel wil bereik,moet die organisasie verstaan hoe mense dink, voel en optree,dan daardie verstand aanwend om menslike vermoëte verbeter. Die studie dui aan dat een van die belangrikste gevoelenswaardes wat begryp moet word om mense se vermoë te verbeter in 'n organisasie, is loopbaanbestuur. Loopbaanbestuur belê in die mense se verstandelike vermoë omdat dit 'n bron van rykdom is. Ontwikkeling van mense om hulle kennis, vermoë en bekwaamhede te verbeter is die grondbeginsel tot die totale prestering van die organisasie. Loopbaanbestuur help om spesifieke talente en houdings te identifiseer wat 'n individu aan die werk moet bring. Loopbaanbestuur bring asook voorspoed en werksbevrediging aan die individu. Loopbaanbestuur as 'n stelsel wat kapitaliseer op die werknemers se talent en potensiaal moet begin met 'n sterk klem op selfbestuur en die verwydering van persoonlike negatiewe. Teen hierdie agtergrond, kyk die studie baie diep na die belangrikheid van selfbestuur. Verder, behoort die organisasie te begryp dat topprestasies nie 'n gebeurtenis is nie, maar die siel van die besigheid is. Wanneer die uitslae aangekondig word, luister die mededinge en doen sy beste om aan nuwe maniere te dink om sy beste voor te lê. Om by te bly met die mededingende voordeel en om die hoë prestasie te bereik teen alle tye moet die organisasie aanhoudelik met metodes voorendag kom sodat die werknemer emosioneel verbind is tot die organisasie. Sulke middelweë moet loopbaan beheer strategies insluit asook 'n poging om werknemer te behou. Die organisasie moet homself so plaas dat hy 'n fasiliteerder van loopbaan afrigting is. Deur as fasiliteerder van loopbaan afrigting op te tree word dit moontlik om loopbaansukses en gelukkigheid van die werknemer te bewerkstellig.

Thesis (MBA)--Stellenbosch University, 2003 / ENGLISH ABSTRACT: Organisations have to address the issues of discrimination and bullying in the workplace, issues that have a negative impact on productivity. Organisations also need to address discrimination and bullying, as these phenomena have a large impact on the morale of employees within the organisation; morale that in turn influence productivity. Discrimination and bullying have been addressed by research in the past; however, more research has been done on discrimination than on bullying which is a fairly new field of study. Therefore the purpose of this report is to shed more light on the topic of bullying in the workplace and how to overcome it. It is necessary that discrimination and bullying as phenomena, is thoroughly understood, if one wants to attempt to find remedies for these issues. Therefore this research has been conducted by describing discrimination in the workplace, in order to create a thorough base from which to look at bullying in the workplace (a manifestation of discrimination). After the discussion on discrimination, bullying in the workplace is described by means of defining it, and describing its various aspects; how bullies work, examples of bullying, circumstances leading to bullying and its impact on all parties involved. A phenomenological analysis (research that attempts to describe a phenomena as it happen rather than trying to explain it) of bullying behaviour has been conducted by looking at the role of reinforcement, experience, knowledge and intrinsic values in creating a bullying personality. Childhood bullies has been discussed, bullies described and how they are created, together with their psychology, in order to understand more about the bully as an adult. The research also dealt with the victim and his psychology, in order to understand the bully-victim dyad (the relationship between the bully and the victim). Further, prejudice and power also plays a role in supporting bullying behaviour. Various remedies that can be used to eradicate discrimination and bullying from the workplace have been identified and described. These remedies are: • Legislation and the burden of proof. • Education and training to empower individuals to recognise and act against discrimination and bullying. • Social learning. • Continuous evaluation of the corporate culture of the organisation which will identify problem areas with regards to discrimination and bullying. • The establishment of support networks for minority groups. • Proactive, reasonable accommodation of differences (such as disability, HIV or AIDS, cancer, diabetes and the mental and emotional illnesses, left-handedness). • All parties should be informed about their responsibilities in combating the problem. • Workplace policies to deal with discrimination and bullying. • Establishment of efficient communication within the organisation. • Using mediation as a less expensive and quicker solution. • Emotional intelligence training or coaching. This research has shown that: • Discrimination is still a problem in South Africa and will prevail to be one in future as a result of the changing nature of the phenomenon. • Bullying is a live phenomenon in the workplace of today and its incidence is on the increase. • Bullies are created. Sufficient evidence to conclude that bullies are born, has not been found. • It is not clear from the literature to what extent human resource practitioners are equipped to deal with discrimination and bullying in the workplace. • Managers have the responsibility to deal with discrimination and bullying in the workplace. / AFRIKAANSE OPSOMMING: Organisasies moet diskriminasie en karnuffelry (gedrag van boelies) in die werkplek aanspreek aangesien dit produktiwiteit en moraal van werknemers negatief beïnvloed. Moraal opsig self beïnvloed produktiwiteit. Diskriminasie en karnuffelry is in die verlede in navorsing aangespreek. Meer navorsing oor diskriminasie bestaan egter as oor karnuffelry, wat 'n nuwer studieveld is. Die doel van hierdie navorsingsverslag is dan juis om meer lig te plaas op die onderwerp van boelies in die werkplek en hoe om die probleem te oorkom. 'n Goeie kennis oor die verskynsels van diskriminasie en karnuffelry is nodig, indien 'n poging aangewend gaan word om die probleem aan te spreek. Om die rede het hierdie navorsing diskriminasie in die eerste plek aangespreek, met die doel om 'n goeie basis daar te stel waarvandaan daar na karnuffelry ('n manifestasie van diskriminasie) gekyk kan word. Karnuffelry word dan vervolgens bespreek deur te kyk na die definisie daarvan, 'n beskrywing van die verskeie aspekte daar rondom, hoe boelies te werk gaan, voorbeelde van karnuffelry, omstandighede wat daartoe aanleiding gee en die impak daarvan op alle betrokke partye. 'n Fenomenologiese ondersoek (navorsing wat 'n fenomeen beskryf soos dit gebeur eerder as om dit te probeer verklaar) oor die gedrag van boelies is onderneem deur te kyk na die rol wat versterkingsteorie, ervaring, kennis en intrinsieke waardes speel in die totstandkoming van boelies. Boelies as kinders is bespreek en boelies beskryf, asook hoe hulle gevorm word, tesame met hulle psigologie met die doel om meer van die boelie as volwassene te verstaan. Die navorsing het ook gekyk na die slagoffer en sy psigologie met die doel om die boelie-slagoffer verhouding te verstaan. Vooroordeel en mag is verdere aspekte wat 'n rol speel in die gedrag van boelies. Hulpmiddels wat aangewend kan word in die stryd teen diskriminasie en karnuffelry, soos vervolgens gelys, is geïdentifiseer en bespreek: • Wetgewing en bewyslas. • Opvoeding en opleiding vir die bemagtiging van individue. • Aanleer van gedrag uit sosiale omstandighede. • Deurlopende evaluering van die kultuur binne die organisasie om probleemareas rondom diskriminasie en karnuffelry uit te wys. • Die daar stel van ondersteuningsnetwerke vir minderheidsgroepe. • Pro-aktiewe en billike tegemoetkoming van verskille (soos gebrek, MIV of VIGS, kanker, diabetes, verstandelike of emosionele siektes, linkshandigheid). • Alle partye moet ingelig word oor die verantwoordelikheid wat hulle dra met betrekking tot die bekamping van die probleem. • Werkplek beleid rakende die verskynsels. • Verseker dat daar effektiewe kommunikasie binne die organisasie plaasvind. • Mediasie moet gebruik word as 'n vinnige en kostebesparende metode van afrekening met die probleem. • Mentorskap en opleiding in emosionele intelligensie. Die navorsing het verder bewys dat: • Diskriminasie steeds 'n probleem is in Suid-Afrika en dat dit een sal bly in die toekoms. • Karnuffelry in die werkplek is 'n lewendige verskynsel en die insidensie daarvan is aan die toeneem. • Boelies word geskep. Daar kon egter nie voldoende bewyse gevind word dat boelies gebore word nie. • Die bestudeerde literatuur kon nie bewys tot watter mate personeelbestuur praktiseerders toegerus is om die probleem te hanteer nie. • Dit is bestuurders se verantwoordelikheid om af te reken met diskriminasie en karnuffelry in hulle organisasies.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: The aim of this study is to develop an effective people management strategy that will enable manufacturing-based organisations to transform into demand-driven leaders. An effective people management strategy enables transforming organisations to position intellectual capital at the heart of organisational strategy in order to create a competitive advantage and long-term sustain ability. This study provides a step-by-step design blueprint for developing a generic people management strategy, while illustrating the contextual application thereof within the transformational journey of an organisation called Tiger Food Brands. This step-by-step approach involves an examination of the case for change within organisations in order to develop a people strategy that drives the desired future state of the organisation around key people factors. A well-designed people strategy then creates the strategic framework for repositioning the role of the Human Resources (HR) function, as well as for developing a comprehensive HR workplan that maps the appropriate HR outputs, drivers, measures and structures required to deliver the people strategy. The design of the people management strategy culminates in the development of HR interventions to support the strategic HR workplan of Tiger Food Brands. The design of an effective people management strategy is a holistic, integrated and sequential process that establishes the strategic role of people in an organisation while enabling the HR function to deliver as a strategic business partner. / AFRIKAANSE OPSOMMING: Die studie projek poog om 'n effektiewe menslike hulpbronne strategie te ontwikkel wat vervaardigings gebasseerde organisasies in staat stelom hulself te herposisioneer as mark gedrewe leiers. Die daarstel van 'n effektiewe menslike hulpbronne strategie posisioneer intelektuele kapitaal midde die organisasie strategie en skep sodoende 'n kompeterende voordeel wat langtermyn volhoubaarheid bevorder. Die studie projek verskaf 'n metodologie vir die ontwikkelling van 'n generiese menslike hulpbronne strategie. Die praktiese toepassing daarvan word geillustreer binne die grootskaalse veranderingsproses wat plaasvind in Tiger Food Brands. Die metodologie ondersoek die rede vir verandering binne organisasies en poog om die kritiese menslike hulpbron faktore te identifiseer wat die organisasie in staat sal te stelom sy toekomstige veranderde staat te bereik. Die menslike hulpbronne strategie skep die strategiese raamwerk om die rol van die menslike hulpbron funksie te herposisioneer. Dit stel die menslike hulpbronne funksie in staat om 'n omvattende werkplan op te stel wat die relevante prestasie uitsette, metings en strukture identifiseer wat benodig word om die gekose strategie uit te voer. Verder word die relevante intervensies geidentifiseer en ontwikkel om die Tiger Food Brands strategiese menslike hulbronne werkplan tot uitvoer te bring. Die ontwikkeling van 'n effektiewe menslike hulpbronne strategie is 'n holistiese en geintegeerde proses wat die strategiese rol van menslike kapitaal in die organisasie beklemtoon. Dit stel die menslike hulpbronne funksie in staat om sy rol as strategiese besigheidsvernoot te vervul.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: After the deregulation of the South African deciduous fruit industry in 1997 an unregulated grape marketing environment replaced the single channel marketing system. Many new South African grape exporters were now involved in an uncoordinated and uncooperative marketing environment. Each marketing organisation implemented their own marketing plans resulting in an increase in competition among South African suppliers. The South African grape supplies originate from various production areas, each with their unique characteristics and qualities, making it a very competitive environment. South African grapes also share the various markets with other competing Southern Hemisphere grape suppliers. This level of competition makes it very important for the South African grape industry to have a uniform marketing strategy. To achieve a uniform industry marketing strategy the industry has to develop a common vision - to be the preferred table grape supplier in our target markets - that forms the basis of developing a generic South African table grape marketing strategy. A single vision gives the competitive export companies a common marketing objective. This study includes recommendations to industry stakeholders that will enable them to formulate their own marketing strategy, all within the guidelines of the common vision that is adjusted to the specific needs of their respective target markets. / AFRIKAANSE OPSOMMING: Na die deregulering van die Suid-Afrikaanse sagtevrugtebedryf in 1997 het 'n ongereguleerde bemarkingsomgewing die enkelkanaalbemarking vervang. Verskeie nuwe Suid-Afrikaanse tafeldruifuitvoerders was nou betrokke by 'n ongekoërdineerde bemarkingsomgewing waar daar geen samewerking tussen uitvoerders was nie. Elke bemarkingsagent het sy eie bemarkingsplan gevolg wat gelei het tot 'n toename in kompetisie tussen Suid-Afrikaanse produsente. Die Suid-Afrikaanse tafeldruiwe word in verskillende produksieareas geoes, elk met hul unieke eienskappe en kwaliteite. Dit maak dit 'n baie kompeterende omgewing. Die Suid-Afrikaanse druiwe kompeteer ook in die mark met ander Suidelike Halfrond druiwe produsente. Met so 'n hoë vlak van kompetisie, is dit belangrik dat die Suid- Afrikaanse industrie 'n eenvormige bemarkingstrategie het. Om 'n eenvormige bemarkingstrategie vir die industrie te formuleer, moet die industrie visie - om die voorkeurverskaffer van tafeldruiwe in ons teikenmarkte te wees - die basis vorm vir die formulering van 'n generiese bemarkingstrategie vir Suid-Afrikaanse tafeldruiwe. 'n Eenvormige visie bied vir die kompeterende bemarkingsagente 'n gemene doelwit. Hierdie werkstuk sluit aanbevelings in wat vir rolspelers leiding sal gee om hul eie bemarkingstrategie te formuleer wat die doelwitte van 'n eenvormige visie onderskryf, maar nog steeds die behoeftes van die onderskeie teikenmarkte aanspreek.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: The South African tobacco industry forms an integral part of the South African economy and has developed over the years to an industry that contributed a lot to the wealth of this country. This is evident from the industries' contribution to exports,job creation, state income, the upliftment of people, advertising, sponsorship, and the representation of capital investment in South Africa as a developing country. With the 1994 elections democracy as well as a new government was established in South Africa. Prior to this event, tobacco control was just a fantasy. The Apartheid government prior to 1994 was too involved and dependant on the tobacco industry that it avoids doing anything that may influence state income or the lost of job opportunities. In developed countries like the USA, Canada and Australia, anti-tobacco activities to reduce smoking existed a long time already and had a major influence on the different countries' tobacco industries. This anti-tobacco activities are the result of health studies published during the 1960's to show the correlation between smoking and health care. The main driving force behind these anti-tobacco activities are international anti-tobacco organisations, the World Health Organisation and the World Bank. The Wold Health Organisation and the World Bank have put a lot of pressure on the South African government to introduce restrictive measures to reduce tobacco consumption, which raised the question of what impact it will have on the tobacco industry of South Africa. This study attempts to analyse the impact of restrictive measurements on the South African tobacco industry and it's strategy. This study starts off with investigating the development of the opposition against smoking by focussing on case studies of the USA, Canada and Australia. The impact of tobacco control on the different countries tobacco consumption is analysed, which is followed by an investigation into the income of the different countries tobacco companies and their strategies that they followed to be still successful. The development of anti-smoking in South Africa and the effect of tobacco control on the tobacco industry has been analysed by focussing on agricultural, the advertising industry, the hospitality industry and the manufacturing sector. The conclusion has been reached that the effect of governments maintaining of its tobacco control policy has resulted in a considerable decline in tobacco consumption in South Africa. This made tobacco companies realise that, in order to survive, it is important to either join forces. Some industries were severally affected by the enforcement of the new tobacco laws, especially in the field of income and job opportunities. Tobacco farmers were less affected, but it does not imply that they have stop farming. Job opportunity in the manufacturing sector has improved, but its future trends will be determined by the effectiveness of tobacco control on the reduction of tobacco consumption. The researcher's recommendation is that, there must be a closer co-operation between the government and the tobacco industry of South Africa. The tobacco industries have to focus more on the immerging markets abroad. / AFRIKAANSE OPSOMMING: Die Suid-Afrikaanse tabakindustrie is integraal 'n deel van die Suid-Afrikaanse ekonomie en het oor die jare ontwikkel tot 'n industrie wat baie tot welvaart van hierdie land bygedra het. Dit word weerspieël in die industrie se aandeel in uitvoere, werkverskaffing, staatsinkomste, ophef van mense, reklame, borgskappe en verteenwoordiging van kapitaalbeleggings in Suid-Afrika as ontwikkelende land. Met die 1994-verkiesing is demokrasie tesame met 'n nuwe regering in Suid-Afrika gevestig. Tot voor hierdie gebeurtenis was tabakbeheer net 'n verbeeldingsvlug. Die Apartheidsregering van voor 1994 was te betrokke by en afhanklik van die tabakindustrie dat dit enigiets wou doen wat moontlik staatsinkomste kon beinvloed of wat tot die verlies aan werksgeleenthede kon lei. In ontwikkelde lande soos die VSA, Kanada en Australië is anti-rookaktiwiteite en maatreëls om rook te beperk, allankreeds 'n bekende verskynsel wattaamlike invloed op die verskillende lande se tabakindustrieë het. Hierdie anti-rookaktiwiteite is die gevolg van gepubliseerde gesondheidstudies wat gedurende die sestigerjare oor die korrelasie tussen rook en gesondheidsorg gedoen is. Die hoof dryfvere van hierdie maatreëls is internasionale anti-tabakgroepe, die Wêreld Gesondheid Organisasie en die Wêreldbank. Die Wêreld Gesondheid Organisasie en die Wêreldbank het druk op die Suid- Afrikaanse regering geplaas om beperkende wetgewing ter verlaging van tabakverbruik in te voer, wat die vraag laat ontstaan het, in welke mate die Suid- Afrikaanse tabakindustrie daardeur geraak sou word. Hierdie studie poog om die impak van beperkende wetgewing op die Suid-Afrikaanse tabakindustrie en hul strategie te ontleed. Die studie neem aanvang deur eers ondersoek in te stel na die ontwikkeling van teenkanting teen rook deur op gevallestudies van die VSA, Kanada en Australië te fokus. Die impak van tabakbeheer op die verskillende lande se tabakverbruik is ontleed, waarna ondersoek in gestel is na die inkomste van die verskillende lande se tabakmaatskappye en die strategieë wat hulle gevolg het om nogtans suksesvol te wees. Die ontwikkeling van teenkanting in Suid-Afrika en die rol wat tabakbeheer op tabakverbruik en die tabakindustrie speel is ontleed deur op vier sektore, naamlik die landbou; die advertensiewese en borgskappe; die gasvryheidindustrie en die vervaardigingsektor te fokus. Die gevolgtrekking wat gemaak word is dat die Regering se volgehoue tabakbeheerbeleid 'n duidelike afname in die verbruik van tabakprodukte in Suid- Afrika tot gevolg het. Dit het tabakmaatskappye laat besef dat, ten einde te oorleef, dit belangrik is om eerder kragte saam te snoer. Sommige sektore is erg geraak deur die toepassing van die nuwe tabakmaatreëls, veral met betrekking tot werksgeleenthede en inkomste. Tabakboere is minder geraak, maar dit beteken nie hulle het noodwendig ophou boer nie. Werksgeleenthede in die vervaardigingsektor het verbeter, maar die toekomstige tendens op die terrein is afhanklik van die effektiwiteit van tabakbeheer op die vermindering van tabakverbruik. Die navorser beveel aan dat daar 'n nouer samewerking tussen die regering en die tabakindustrie moet wees en dat die tabakindustrie meer op die ontluikende buitelandsemarkte moet fokus.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: This study is focussed on the all-important issue of estimation and forecasting in project management. Most project managers relate the kind of difficulties they have to go through in dealing with superiors that come up with a targeted deadline for a project with a given budget but with little or no regard to due process of arriving at both duration and cost. Many projects are doomed to overrun both schedule and cost from the word go because either the project manager is not equipped to give accurate estimates or is too timid to upset the boss by saying they do not believe the project would be completed within the said duration and the given cost without compromising quality. It is well said in literature that the three pillars of any project completion are time, cost and performance. Two of the three can be predetermined and the third will normally be dependent on those two. Where there is generous time and a large budget, chances are that a good quality well considered and executed project will result. The opposite is also true. This study investigates literature on the subject and also seeks to look at the trends in estimating in practice, by way of questionnaire and physical inspections. The questions that it seeks to answer are: a) Are project managers in most companies formally qualified? b) What is their disposition to using computerised/statistical methods in estimating? c) Does the level of education affect the disposition of project managers to using computerised/statistical methods of estimation? And finally, d) What methods are project managers using to estimate duration, cost and schedule? The results of this survey show that most projects managers do not have formal training in project management. At best they have attended short courses in project management. The survey also shows that even the formally educated project managers do not think much of strictly scientific (computerised/statistical) methods of project estimation. They rather feel that getting input from experienced functional people on the separate parts of the project tends to produce more accurate estimates. There is a leaning therefore towards using past experience on similar projects to generate norms and expert advice from the relevant functions on the expected costs and durations of accomplishing the parts of the project on which they have experience. All the project managers that responded to the survey said they had formal documentation for their projects and that they kept copies of the documentation in a central place that was easily accessible. Physical checks of this fact revealed that 29% of the interviewees did not have central or well-kept databases of previous projects' information. / AFRIKAANSE OPSOMMING: Die studie plaas klem op die belangrike kwessie van skatting en voorspelling in projekbestuur. Die meeste projekbestuurders ondervind die tipiese probleem waar senior persone projekteikendatums en -begrotings neerlê, sonder behoorlike oorweging van die faktore wat tyd en koste beïnvloed. Baie projekte is dus, van die staanspoor, bestem om beide koste en tyd te oorskry. Die projekbestuurder is dalk nie behoorlik toegerus om akkurate skattings te maak nie, of andersinds ontbreek die moed om die senior persoon daarop te wys dat tydskaal- en koste-teikens slegs teen 'n verlaging in kwaliteitstandaarde bereik kan word. Die literatuur gee wye erkenning aan wat die die drie pilare van projekvoltooing is: tyd, koste, en prestasie. Twee hiervan kan vooraf vasgepen word, terwyl die oorblywende een dan 'n funksie van die ander twee word. Indien daar ruim tyd en fondse beskikbaar is, is daar 'n beter kans om goeie kwaliteit en 'n gunstige projekuitkoms te verseker. Die teenoorgestelde is ook waar. Hierdie studie ondersoek die literatuur in die vakgebied, en gee bepaalde aandag aan die tendense in vooruitskattingspraktyke deur van 'n vraeboog en fisiese ondersoeke gebruik te maak. Die vrae wat deur hierdie navorsing gestel word, is die volgende: a) Is projekbestuurders, in die meeste organisasies, formeelopgelei? b) Wat is hulle houding teenoor die gebruik van rekenaargebaseerde statistiese metodes vir vooruitskatting? c) Beïnvloed die vlak van opleiding hierdie houding teenoor die gebruik rekenaargebaseerde statistiese metodes? d) Watter metodes gebruik projekbestuurders om kostes, tyd, en skedules te bepaal? Die ondersoek bevind dat die meerderheid projekbestuurders nie formele opleiding in projekbestuur het nie. Ten beste het hulle slegs kort kursusse in projekbestuur bygewoon. Die studie bevind ook verder dat selfs formeel opgeleide projekbestuurders nie ten gunste van streng wetenskaplike (rekenaargebaseerde statistiese) skattingstegnieke is nie. Hulle voel dat die insette van ervare funksionele personeel wat op verskillende elemente van die projek werk, meer akkuraat is. Daar is dus 'n neiging om eerder vorige ondervinding op soortgelyke projekte te gebruik om norme vas te stel, en om kundige spesialiste se raad te gebruik by die skatting van koste en tydsduur met betrekking tot die gedeeltes van die projek waarin hulle spesialiseer. AI die projekbestuurders wat aan die vraeboog-opname deelgeneem het, het bevestig dat hulle formele dokumentasie rakende hulle projekte byhou, en dat kopieë op In toeganklike plek sentraal beskikbaar gehou word. Die fisiese ondersoek bevind dat 29% van die persone waarmee onderhoude gevoer is, nie projekrekords van vorige projekte op In sentrale databasis bewaar nie.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: Facilitation is considered one of the core leadership skills needed for young managers today. In order to master the principles of facilitation, it is necessary for potential facilitators to have a thorough understanding of the four main elements of facilitation namely, The Task at hand, the personal characteristics, skills and techniques required of facilitators, the group dynamics that come into play in the facilitation process and the facilitation process itself. In the continuously changing environment of business, it is important that managers lead their organisations and teams through change with a facilitation management style. In order to cope with change, it is necessary to understand what change is and how it will affect the organisation and the people working for the organisation. This study intends to give young, talented managers the skills to be effective facilitators in their organisations. It is intended to give talented managers a working document to help them manage in a constantly changing environment where much is expected of them regarding management styles and social interaction. / AFRIKAANSE OPSOMMING: Fasilitering word beskou as een van die kern leierskapsvaardighede wat van vandag se jong bestuurders verwag word. Ten einde die beginsels van fasilitering baas te raak, is dit belangrik dat voornemende fasiliteerders 'n deeglike begrip moet hê van die vier basiese beginsels van fasilitering naamlik, Die Taak wat afgehandel moet word, die eienskappe waaroor fasiliteerders moet beskik, die groepsdinamika betrokke in fasilitering en die proses van fasilitering self. In die voortdurend veranderende besigheidsomgewing is dit belangrik dat bestuurders hul organisasies en spanne lei aan die hand van 'n fasiliterende bestuurstyl. Ten einde verandering te kan hanteer, is dit nodig om te verstaan wat verandering behels en hoe dit die organisasie en die mense wat vir die organisasie werk beïnvloed. Dit is die doelwit van hierdie studie om jong, talentvolle fasiliteerders die vaardigheid te gee om effektiewe fasiliteerders in hul organisasies te wees. Dit is die bedoeling om talentvolle bestuurders 'n werksdokument te gee om hulle te help om te bestuur in 'n konstante veranderende omgewing waar baie van hulle verwag word rakende bestuurstyle en die interaksie met mense.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: Customer Relationship Management (CRM) has been referred to as the new "mantra" of marketing management (Winer, 2001: 89), however CRM is a business strategy that calls for the establishment, development, maintenance and optimisation of long-term profitable and mutually beneficial relationships between organisations and their customers. It is a journey of strategic, structural, process, organisational and technological change through which an organisation can manage its enterprise better around customer behaviour. CRM as a business strategy was thought necessary due to stronger and rapidly changing forces that influence business. Forces include globalisation, mature markets, emerging markets, deregulation, convergence of industries and continuous changes in customer behaviour. These changes forced business to realise that customers are an organisation's only sure revenue source and that building relationships with its customers is the best source of profitable and sustainable revenue growth (Brown, 2000: xii). Organisations worldwide spent almost US$44bn in 2000 on CRM initiatives and it is estimated to grow to US$125bn by 2004. The promise of CRM is enchanting, however many organisations will quickly point out that in practise it can be extremely costly to implement and it can be disastrous for building relationships with customers. One of the biggest mistakes that were made when organisations implemented CRM programmes is that CRM was regarded as a technology intervention or solution that would enable any organisation to build long-lasting and profitable relationships with its customers. Not all CRM programmes succeed or achieve the strategic objectives organisations want it to achieve. It is therefore necessary to develop a framework that can assist organisations in their efforts to develop and implement a CRM programme. This thesis provides a system approach and assessment toolkit to guide and assist service organisations to develop and implement CRM programmes and through this to become a CRM enterprise. A CRM enterprise holds the customer-driven vision necessary to succeed in the ever changing environment of the global economy. A system approach was chosen as the preferred method to develop and implement a CRM programme for two reasons. First, CRM programmes are extremely complex as it is a business strategy that impact organisation wide when it is developed and implemented. And secondly, a system approach requires a person to think systemic about systems like CRM. It forces the developer and implementer of a CRM programme to consider the whole impact of the changes across an organisation. / AFRIKAANSE OPSOMMING: Kliënte verhouding bestuur is beskryf as die nuwe deuntjie bemarking bestuur (Winer, 2001: 89), maar kliënte verhouding bestuur is veel meer 'n besigheids strategie was vrae oor die vestiging, ontwikkeling, onderhoud en optimaliseering van lang termyn winsgewende en wedersydse begunstigde verhoudings tussen organisasies en hul kliënte. Dit is 'n reis van strategiese, strukturele, proses, organisatoriese en tegnologiese verandering waardeer 'n organisasie sy besigheid beter kan bestuur rondom kliënte gedrag. Kliënte verhouding bestuur is nodig as 'n besigheid strategie as gevolg van sterker en vinniger kragte wat besigheid beinvloed. Kragte sluit in globalisering, ontwikkelde markete, ontwikkelende markte, deregulering, samesmelting van industrieë, en die alewige verandering in kliënte behoeftes. Hierdie kragte forseer besigheid om te besef dat kliënte 'n organisasie se sekerste bron van inkomste is en dat 'n organisasie verhoudinge moet bou met hul kliënte om 'n bron van volhoubare inkomste te verseker (Brown, 2000: xii). Organisasies wêreldwyd het ongeveer US$44bn in 2000 spandeer op kliënte verhouding bestuur initiatiewe en dit is vooruit geskat dat dit kan groei tot US$125bn teen 2004. Die belofte van kliënte verhouding bestuur is betowerend, maar verskeie organisasies sal dit vinnig uitwys dat kliënte verhouding bestuur in die praktyk baie duur wees om in werking te stel en dat dit rampsoedig kan wees vir die bou van verhoudings met kliënte. Een van die groostste foute wat organisasies gemaak het met die implementering van 'n kliënte verhouding bestuur program was om dit te beskou as 'n tegnologiese intervensie wat die organisasie in staat sou stelom lang termyn winsgewende verhoudinge te bou met hul kliënte. Nie alle kliënte verhouding bestuur programme is suksesvol nie. Dit is daarvoor nodig om 'n raamwerk te ontwikkel wat organisasies sal help on 'n kliënte verhouding bestuur program te ontwikkel en te implementeer. Hierdie tesis verskaf 'n sisteembenadering en 'n evalueringprogram wat organisasies kan help om 'n kliënte verhouding bestuur program te ontwikkel en te implementeer en deur middel hiervan In kliënte-organisasie te word. In Kliënte-organisasie het die kliënte-aangedrewe visie wat nodig is om in vandag se al veranderde omgewing volhoubaar en suksesvol te wees. In Sisteem benadering was gekies as die voorkeur metode om In kliënte verhouding bestuur program te ontwikkel en te implementeer vir twee redes. Die eerste rede is dat In kliënte verhouding bestuur program baie kompleks is aangesien dit In organisasie wyd impak het wanneer dit ontwikkel word en geïmplementeer word. Die tweede rede is dat In sisteem benadering die beplanner en implementeerder forseer om die hele impak van verandering in ag te neem oor die hele organisasie.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: The fundamental purpose of this study is to establish the extent to which theory and practice relate in the context of community participation. The point of departure is to understand what participation entails and the methodologies available to the development practitioner. As illustrated by the case study, there is a meaningful relationship between theory and the practicing of Participatory Rural Appraisal (PRA), which is the methodology of choice for the project. Although the PRA techniques were utilized in gathering data for the project, many of the key decisions were made independently of the community. This brings to light the controversy between technical expertise on the one hand and to what extent the community should be included in any decisions made at this technical level, especially since they may only end up rubber-stamping the professional's opinions anyway. The question arises whether or not the whole concept of empowerment is simply a utopian concept. This is by no means an easy question to answer. However, the case study does illustrate that participation can be harnessed to achieve a successful project. It is important to note that even in difficult circumstances where 'dependency' has taken root, there exists hope that the people can actively participate in the project. It also reinforces the urgency of the need to actively encourage social change that will inspire people towards participation. This has been viewed for too long by the local people as the domain of the educated only. It is therefore important that development agencies create awareness of participation since it cuts across all their projects. / AFRIKAANSE OPSOMMING: Die doel van hierdie studie is om vas te stel tot watter mate teorie en praktyk met mekaar verband hou binne die konteks van gemeenskapsdeelname in die bestuur van gemeenskapsprojekte. Die vertrekpunt van die studie is die verstaan van wat deelname behels, en watter metodologieë beskikbaar is vir ontwikkelingspraktisyns. Soos deur die gevallestudie geïllustreer, is daar 'n verband tussen die teorie en die praktiese gebruik van "Participatory Rural Appraisal" (PRA), die tegniek wat deur die spesifieke projek gebruik word. Alhoewel die PRA tegniek aangewend is, word baie van die belangrike besluite onafhanklik van die gemeenskap gemaak. Dit plaas 'n fokus op die kontroversiële posisie wat bestaan tussen tegniese insette aan die een kant en die mate waartoe gemeenskappe op hierdie tegniese vlak aan besluite moet deelneem, veral aangesien hierdie tipe deelname slegs op die roetine-goedkeuring van professionele sienswyses mag uitloop. Dit vra die pertinente vraag of deelname nie slegs 'n utopiese konsep is nie. Hierdie is nie 'n maklike vraag om te antwoord nie, maar, die gevallestudieondersoek ondersteun wel die idee dat deelname ingespan kan word om positiewe resultate vir 'n projek te verseker. Dit is belangrik om daarop te let dat selfs waar 'n sindroom van afhanklikheid ontwikkel het, die hoop bestaan om gemeenskappe aktief in projekte te laat deelneem. Hierdie beklemtoon die belangrikheid daarvan om sosiale verandering aan te moedig ten einde 'n positiewe ingesteldheid teenoor deelname te inspireer. Vir te lank reeds sien plaaslike gemeenskappe hierdie as die terrein slegs van opgeleide persone. Dit is dus belangrik dat ontwikkelingsagente aandag skenk daaraan om gemeenskappe te sensiteer rakende deelname, aangesien dit die suksesvolle uitvoering van al hulle projekte raak.