Thesis (MBA)--Stellenbosch University, 2001 / Is Management or Leadership ability a prerequisite for a successful project Supervisor/facilitator? Management and Leadership: In traditional thinking managers requires certain competencies to be able to plan, organize, direct and control the allocation of human, material, financial and information resources in the pursuit of organisational goals. Management is therefore a technical discipline of applying and administering authority over others, which is given through a formalised structural arrangement of the organisation. Leadership is about vision and influence, ie. the ability to obtain followers. Leaders are also seen as people who communicate effectively, which leads to recognition, which in turn leads to influence. Leadership is therefore a quality of obtaining results from others through personal influence. The distinction between leadership and management is perhaps in the fact that the former focuses more on setting the vision and relying on softer skills such as interpersonal skills to communicate the vision and generate commitment and enthusiasm to make it happen, while the other concentrate on the harder more functional issues of planning and controlling. Project management: Project management is a structured but flexible process for producing a new end result. Its success depends on the application of a two-step sequence: First plan - then produce. Success from a project management perspective requires being on time, within budget and meeting requirements. However, from a project perspective, a successful project is clearly one in which the 'customer' ends up satisfied. Optimum project management success is therefore obtained when both success dimensions are achieved simultaneously. Project Success is dependent on the nature of the organization (sector, activities, structure), the nature of the project, nature of the project work (complexity, scale, stature), but most importantly the personality of the project manager. Hence, must the project manager be a manager or leader? The various authors generally agree that leadership is important to the success of a project because leadership is essentially about motivating people. Also, what may be characterized, as "managership" is equally important because this is about getting things done. To get a project started off right, the project manager must become a leader. However, the style of leadership does need to change as the project progresses through its life cycle. Indeed, there comes a point in time when "managership" may be more important than "leadership. Failure to match an appropriate style to project circumstances can lead to unsatisfactory project results. Project management style classification: Having stated that the style of leadership needs to change as the project progresses we base our classification on the work done mostly by R. M. Wideman, whose research focused on four project leader profiles, namely: The Explorer: entrepreneur type project leaders have a vision of the future being bold, courageous and imaginative, constantly searching for opportunities and improvements. The Driver: distinctly action-oriented, hard working, hard driving, pragmatic, realistic, resourceful and resolute. The Coordinator: have a more independent and detached view of their surroundings and responsive to the views of project team members. The Administrator: recognizes the need for stability and optimize productivity through maximizing repetition, information assembly and analyzing, scheduling, trade-ofts to resolve conflicts and problems, in advance. Although experienced and skilled project managers often find themselves 'shifting gears' to suit current circumstances during the course of a project, the literature suggest that it is unusual to find all four traits in a single person. The study also discusses research done into the availability of people suited to various roles in project work. The research concluded that the Explorer (entrepreneur) type makes up only about 1-2% of the population, some 5-10%, are of the Driver (marshal) type, some 5-10%, are of the Coordinator (catalyst) type and 25- 30% are of the Administrator (stabilizer) "professional" types. Another 20-25% of the population is probably more suited as "followers". That still leaves about a third of the population who are most likely uncomfortable and unsuited to working on projects at all. If these statistics holds true, then the rate of unsatisfactory projects should come as no surprise considering the scarcity of people naturally suited for project management.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: This assignment is a case study for Strategic Management and based on a South African company. The company is SASOL Ltd, one of South Africa's leading companies regarding to technological resourcefulness and diversification. The first chapter of this assignment will give a small introduction and explain why SASOL was chosen for this project, as well as the methodology used. Chapter two covers the development of SASOL from a state owned company in the 1950's, to a global player in the field of fuel and chemicals. Included in this chapter is the industry analysis of the fuel and chemical markets. In this chapter, it becomes apparent that SASOL has built its status on the modified Fisher-Tropsch process. Using the process by-products, SASOL was able to penetrate various chemical markets to form a portfolio of different products. In chapter three, a strategic evaluation was done as part of the requirement for this paper. A model of Thompson and Strickland, the prescribed handbook for Strategic Management students, were used as part of the evaluation. The following chapter contained more information on the different business units and the last five years' financial results. These chapters are included to supply additional information that may not have been covered in the broader view of chapter two. To complete the paper a chapter of questions and answers was included, which contains twenty generalised questions asked specifically around SASOL's strategy and information that is contained in this paper. / AFRIKAANSE OPSOMMING: Die opdrag is 'n saak studie vir die vak Strategiese Bestuur en is gebasseer op 'n Suid Afrikaanse maatskappy. Die maatskappy is SASOL Bpk, en is een van Suid Afrika se mees vooraanstaande maatskappy ten opsigte van tegnologies innovering en diversifisering. Die eerste hoofstuk gee 'n kort verduideliking waarom SASOL gekies is asook die metodiek wat gebruik sal word. Hoofstuk twee handel oor die ontwikkeling van SASOL vanaf 'n Staats besitte maatskappy in die vroeë 1950's tot en met waar die maatskappy 'n wereld speler is op die gebied van brandstof en chemikalië. Ingesluit in die hoofstuk is die industrie analiese van die brandstof en chemikalië markte. Dit word hier duidelik dat SASOL sy huidige posisie bereik het op die Fisher- Tropsch proses en deur die gebruik van die proses se byprodukte was SASOL daartoe in staat om verskeie nuwe markte te penetreer. In hoofstuk drie is 'n strategiese evaluasie gedoen aan die hand van 'n model wat beskryf word in Thompson en Strickland, 'n handboek vir Strategiese Bestuurs studente. Die daarop volgende hoofstukke is daartoe gewy om die student meer inligting te gee van die verskillende besigheidseenhede en het ook die finasieële resultate van die afgelope vyf jaar ingesluit. Om die werksopdrag af te sluit is twintig vrae en antwoorde wat betrekking het op SASOL se strategie en algemene inligting in die laaste hoofstuk.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: Entrepreneurship development is recognized worldwide as an important contributor to competitiveness. After many years of economic and political isolation from the world, South Africa dearly needs to develop her competitiveness. A concerted effort towards widespread entrepreneurship development, across the entire economy, may assist in developing competitiveness. Such an effort however demands a multi-institutional approach by government, the private sector and nongovernmental organisations. A crucial requirement for success is the proper coordination of efforts, including a common premise or paradigm from which to operate. This study attempts to assist in this regard by providing a common framework from which to operate. A multi-dimensional conceptual framework is developed to assist in determining what issues are to be addressed in any situation-specific entrepreneurship development intervention. The framework is intended to be a generic framework, facilitating application across industries, enterprises and on different levels of enterprise development. The study, based on an extensive literature study, firstly reviews important literature, with the intention to isolate the dimensions that explain entrepreneurship. Three such dimensions are isolated: the individual, the process, and the context. Within each of these entrepreneurial dimensions, a dominant element is identified. The elements identified are creativity, the venture life cycle and managerial competencies respectively for each dimension. These elements are conceptually integrated into a three-dimensional construct to form a generic multi-dimensional framework. By applying the framework to any enterprise, individual or situation, the crucial attributes needed to be developed can be identified and assessed. This can then aid in constructing an appropriate entrepreneurship development intervention relevant to the situation, and so contribute to a focused development approach to entrepreneurship. / AFRIKAANSE OPSOMMING: Entrepreneurskap ontwikkeling word wereldwyd erken as 'n bydraende faktor tot kompeterendheid. Na verskeie jare van ekonomiese en politiese isolasie, is dit noodsaaklik vir Suid Afrika om kompeterendheid te verhoog. 'n Doelgerigte poging om entrepreneurskap regoor die totale ekonomie te ontwikkel mag 'n bydrae lewer tot kompeterendheid. So 'n poging sal uiteraard 'n multi-institusionele benadering verg, insluitende die regering, die private sektor, sowel as nie-regerings organisasies. 'n Kritiese vereiste vir sukses is egter die behoorlike koordinering van pogings, insluitende die aanvaarding van 'n gemeenskaplike vertrekpunt of paradigma as basis vir entrepreneurskap ontwikkeling. Hierdie studie poog om 'n bydrae te lewer in hierdie verband deur die ontwikkeling van 'n gemeenskaplike raamwerk. 'n Multi-dimensionele konseptuele raamwerk word ontwikkel om by te dra tot die identifisering van aspekte wat aangespreek behoort te word in situasie-spesifieke entrepreneurskap ontwikkeling intervensies. Hierdie raamwerk is bedoel om 'n generiese raamwerk te wees wat die toepassing daarvan sal vergemaklik oor verskeie industrie heen, asook binne verskeie ondernemings en op verskillende vlakke van ondernemingsontwikkeling. Die studie, wat gebaseer is op 'n omvattende literatuurstudie, verskaf eerstens 'n oorsig oor belangrike literatuur, met die doel om daardie dimensies wat entrepreneurskap verklaar, te isoleer. Drie sulke dimensies word identifiseer: die individu, die proses en die konteks. Binne elk van hierdie entrepreneuriese dimensies word 'n dominante element geidentifiseer. Hierdie elemente is onderskeidelik kreatiwiteit, die lewenssiklus van die onderneming en bestuursbevoegdhede. Hierdie elemente word dan konseptueel geintegreer in 'n driedimensionele konstruk om 'n generiese multi-dimensionele raamwerk te kry. Die toepassing van hierdie raamwerk op 'n onderneming, situasie of persoon het tot gevolg dat daardie spesifieke attribute wat nodig is om entrepreneurskap te bevorder identifiseer kan word. Dit kan 'n bydrae lewer in die ontwikkeling van gepaste entrepreneurskap ontwikkeling intervensies wat relevant is tot die spesifieke situasie onder beskouing. Die resultaat behoort 'n meer gefokusde benadering tot entrepreneurskap te wees.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: The objective of this study was determined and is stated in chapter 1. An overview of the traditional approach to procurement is given through the description of a traditional purchase-to-pay process. A detailed description of the Purchasing Card is given to use as background by readers. The Purchasing Card description includes benefits of the use of the card, and benefits to suppliers when a purchasing card is used. Controls that can be implemented by using the Purchasing Card are indicated. Available Management Information has been established and is indicated in chapter 2. A study of the Visa HM Government Procurement Card of the UK government was done. Established best practices from this card programme forms the foundation of the suggestions on the product offering and suggested implementation plan for the South African Government. It is also supported by experience gained at rollouts at corporate clients of Absa Bank. The South African Government's policy framework for e-Government was studied and is briefly outlined in this study. The link between Purchasing Cards and e- Government is indicated by a discussion on economies of scale that can be obtained. A product description of a South African Government Purchasing Card has been compiled. Certain key aspects to consider, has been discussed. A proposed implementation plan, indicating the short and long-term benefits for the South African Government, has been compiled. Finally, the study is concluded by making recommendations on implementing a South African Government Purchasing Card programme. / AFRIKAANSE OPSOMMING: Die doel van die studie is bepaal en word aangedui in hoofstuk 1. 'n Oorsig van die tradisionele benadering tot aankope word weergegee deur die beskrywing van 'n tradisionele aankoop-tot-betaling proses. 'n Volledige beskrywing van die aankope kaart word voorsien vir gebruik as agtergrond deur lesers. Die aankope kaart beskrywing sluit voordele met die gebruik van die kaart, asook voordele aan verskaffers indien 'n aankope kaart gebruik word, in. Verder word beheer maatreëls wat geimplementeer kan word indien 'n Aankope kaart gebruik word, aangedui. Beskikbare bestuursinligting is bepaal en word aangedui in hoofstuk 2. 'n Studie is gedoen van die "Visa HM Government Procurement Card" van die regering van die Verenigde Koninkryk (VK). Gevestigde praktyke van hierdie kaart program vorm die grondslag vir die voorstelle van die produk en voorgestelde implemteringsplan vir die Suid-Afrikaanse Regering. Dit word verder ondersteun deur ondervinding opgedoen met die implemetering van aankoop kaart programme by Korporatiewe kliënte van Absa Bank. Die Suid-Afrikaanse Regering se beleidsraamwerk vir e-Regering is bestudeer en word kortliks aangespreek in hierdie studie. Die verband tussen aankope kaarte en e- Regering word aangedui deur 'n bespreking van die ekonomieë van skaal wat verkry kan word. 'n Produk beskrywing van 'n Suid-Afrikaanse Regering aankope kaart is saamgestel. Sekere sleutelelemente wat oorweeg moet word by die implementering van so 'n produk, word bespreek. 'n Voorgestelde implementeringsplan is saamgestel, waar die kort- en langtermyn voordele vir die Suid-Afrikaanse Regering aangedui word. Laastens word die studie afgesluit met sekere aanbevelings vir die implemetering van 'n Suid-Afrikaanse Regerings aankope kaart program.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: Investment Frontiers is a business unit of Old Mutual South Africa, which launches new products. These launches are carried out as projects. A major problem is that it is always difficult to launch new products in the scheduled time and the projects usually go over budget. Investment Frontiers thinks that project management is not being applied successfully in the business. The research was done to provide an answer as to why project management is not being applied successfully. A literature study was done on the different elements of project management. This study led to the construction of a questionnaire to test if employees applied the process correctly or at all. The questionnaire was sent to 23 people being all the employees directly involved in projects. The following three problems or shortcomings were identified from the response to the questionnaire: 1. Scope creep, where the scope of the project changes constantly 2. Lack of project scheduling 3. Lack of training in and knowledge of project management in the business The recommendations made were to pay more attention to the scope document, to develop simplified project scheduling techniques for in-house use, and to implement more project manager training programmes. Although there were some shortcomings in the research, the result of the research was positive in the sense that development areas were identified and constructive actions can be taken to address the problem areas. / AFRIKAANSE OPSOMMING: Investment Frontiers is 'n afdeling van Ou Mutual Suid-Afrika wat nuwe produkte loods in die vorm van projekte. 'n Groot probleem wat ondervind word, is dat dit altyd moeilik is om nuwe produkte binne die geskeduleerde tyd geloods te kry, en dat die projekte gewoonlik die begroting oorskry. Investment Frontiers vermoed dat projekbestuur nie suksesvol toegepas word nie. Hierdie studie is gedoen om antwoorde te verskaf hoekom projekbestuur nie suksesvol toegepas word nie. 'n Literatuurstudie is gedoen met betrekking tot die hoofelemente van projekbestuur. Hierdie literatuurstudie het die basis gevorm vir die opstel van 'n vraelys om te toets tot hoe 'n mate die proses korrek of hoegenaamd toegepas word. Die vraelys is aan 23 persone gestuur. Dit verteenwoordig almal wat direk met projekte, binne die besigheidseenheid, betrokke is. Die volgende 3 probleme of tekortkominge is op grond van die vraelys geïdentiftseer: 1. "Scope creep", waar die werksomvang van die projek gereeld verander 2. Onvoldoende gebruik van projekskedulering 3. Onvoldoende opleiding met betrekking tot projekbestuur in die besigheidseenheid Die voorstelle wat gemaak is, is dat daar meer tyd aan die werkomvangsdokument spandeer moet word, eenvoudige projekskedule-tegnieke ontwikkel moet word vir binnenshuise gebruik en om verdere opleidingsprogramme vir projekbestuursders te implementeer. Alhoewel daar sommige tekortkominge in die navorsing is, is die uitkoms van die navorsing positief in die sin dat ontwikkelingsareas geïdentifiseer is en konstruktiewe aksies geneem kan word om die probleme te hanteer.

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: The project manager plays a vital role in determining the success of any project. In multi-functional projects the project manager mostly has a technical background covering only one of the participant functional areas and functional specialists are more knowledgeable than the project leader in their area of technical expertise. Further more both human resources and time are often scarce on projects. The project manager thus needs very specific personal and managerial skills to enable him to operate effectively in such a high pressure environment. The study indicates a strong correlation between project manager characteristics deemed important by South African project functionaries and those deemed important by project functionaries on a global scale. The relative importance of a number of project manager characteristics are however rated exceptionally high or low by South African project functionaries. The most important "undervalued" characteristics (thus posing a threat to project management) are; administrative skills, dealing with people and vision/seeing the big picture. A clear distinction exists between the relative importance of project manager characteristics amongst different subgroups of project functionaries in South Africa. Subgroups are inter alia formed by functional sectors within the economy, the managerial level of the functionary within the organisation (project manager- project personnel/ senior manager), and the average project duration. / AFRIKAANSE OPSOMMING: Die projekbestuurder speel 'n baie belangrike rol in die bepaling van die sukses van enige projek. In multi-funksionele projekte dek die tegniese agtergrond van die projekbestuurder meestal slegs een van die deelnemende funksionele areas en beskik funksionele spesialiste oor meerdere kennis in hul areas van tegniese kundigheid as die projekbestuurder. Verder is menslike hulpbronne en tyd dikwels skaars op projekte. Die projekbestuurder benodig dus baie spesifieke persoonlike- en bestuursvaardighede om hom in staat te stel om effektief in so 'n hoë-druk omgewing te kan funksioneer. Die studie dui op 'n sterk korrelasie tussen projekbestuurder eienskappe wat as belangrik beskou word deur Suid-Afrikaanse projekfunsionarisse en dié wat as belangrik beskou word deur projekfunsionarisse op 'n globale skaal. Die relatiewe belangrikheid van 'n aantal projekbestuurdereienskappe word egter uitsonderlik hoog of laag beskou deur Suid-Afrikaanse projekfunsionarisse. Die mees belangrike "ondergewaardeerde" (wat dus 'n bedreiging vir projekbestuur inhou) eienskappe is: Administratiewe vaardighede, interteraksie met mense, en visie/'n geheelbeeld. 'n Duidelike onderskeid bestaan tussen die relatiewe belangrikheid van projekbestuurder eienskappe van verskillende subgroepe van projekfunksionarisse in Suid-Afrika. Subgroepe word onder andere gevorm deur: funksionele sektore in die ekonomie, die bestuursvlak van die funksionaris binne die organisasie (projekbestuurder- projekpersoneel/senior bestuurder) en gemiddelde projekduurtes.

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: This Study Project is entitled: "An Investigation Into The Industry Attractiveness Of The. Management Consulting Industry In South Africa". The management consulting industry is by no means a new or fledgling industry, with its roots dating back to the early 1900's where it had a strong engineering orientation. The global consulting industry experienced a massive growth phase during the late 1980's and during the 1990's, and was not only enormously lucrative, but also a highly attractive industry. It now appears that the management consulting industry has been negatively affected by global economic factors (such as recession, globalisation, technology, terrorism) over the last few years, particularly in 2000 to 2002, where is has now reached a stage of maturity and is in a period of major consolidation. This global industry trend has been increasingly evident in South Africa (SA), and judging from the way consulting firms have been restructuring, consolidating and revising their recruitment policies (on a global scale) in the last few years, it appears that the industry could be becoming less attractive than it has been in the past. An important objective of this Study Project was to investigate the key issues and problems facing the consulting industry, largely from the perspective of the clients who ultimately make the decision to bring in a consultant. By conducting a strategic assessment of the management consulting industry in South Africa, the ultimate objective was to determine the fundamental attractiveness of the consulting industry at present. To achieve the above objectives, it was determined that qualitative, investigative research would be conducted, rather than a quantitative, numerative approach to data gathering. The research methodology used in this Study Project was a combination of secondary and primary - research. Firstly, secondary research, in the form of an in-depth, global literature review was conducted on the topic. Having established the key themes and issues facing the consulting industry, primary research could then be conducted. This was achieved by conducting indepth, personal interviews with key decision makers across client industries in South Africa, to determine the current industry attractiveness of the management consulting industry. The current down phase in both global and South African general economic business cycles, has dictated that cost and value-added issues are top of mind in organisations where clients are no longer content to pay high fees, and not see meaningful results. And so, whilst management consulting plays a definite role in a client organisation, a large gap has been created for the small to medium specialist firms to grow, particularly in the local marketplace. Clients feel that the small specialist firms are able to offer better value for money, more personalised service, lower fees (as a result of lower overheads) and build a more sustainable long-term relationship with them. Clients are also relying less on consultants to solve all their problems, and are realising the excellence of their own internal resources. Overall, the management consulting industry, both globally and particularly in South Africa, is only averagely attractive at this present moment. It has definite attractions and uses to clients, whilst simultaneously drawing serious concerns from the client firms who require their services. Being in a mature phase of its life cycle, and given the current down phase in the global economic cycle, the consulting industry is poised to either go into decline or experience a resurgence of growth. Thus, it is how the consulting firms respond to the new economic challenges placed upon them and how they respond to the criticisms which have been brought to light, that will dictate which firms survive and which will not. Finally, it is recommended that the relative attractiveness of the management consulting industry (as conducted in this Study Project) be re-evaluated on a fairly regular basis in order to understand the next stage in the life cycle of the industry, to provide clients and industry players with insight into the factors influencing the consulting industry. And to provide an independent resource to the consulting industry, to guide them in shaping their future strategies for survival. / AFRIKAANSE OPSOMMING: Hierdie Studieprojek is getiteld: "'n Ondersoek Na Die Aantreklikheid Van Die Bestuurskonsultasie-industrie In Suid-Afrika". Die bestuurskonsultasie-industrie is geensins 'n jong, nuwe industrie nie. Sy wortels dateer terug na die vroeë 1900's waar dit 'n sterk ingenieurs-oriëntasie gehad het. Die internasionale konsultasie-industrie het in die laat 1980's en gedurende die 1990's 'n enorme groeifase beleef en was nie net geweldig winsgewend nie, maar ook uiters aantreklik. Dit blyk egter nou dat die bestuurskonsultasie-industrie oor die laaste paar jaar negatief beïnvloed word deur internasionale ekonomiese faktore (soos resessie, globalisering, tegnologie, terrorisme). Dit is veral die geval in die tydperk 2000- 2002, waar dit nou 'n fase van volwassenheid bereik het en 'n tyd van konsolidasie beleef. Hierdie internasionale industrie tendens word al meer in Suid-Afrika gemerk. Dit blyk, veral uit die wyse waarop konsultasie firmas die afgelope paar jaar herstruktureer, konsolideer en hul aanstellingsbeleid (op 'n internasionale skaal) in heroorweging neem, dat die industrie minder aantreklik is as in die verlede. 'n Belangrike doelwit van hierdie Studieprojek was om die sleutelfaktore en probleme wat die konsultasie-industrie in die gesig staar, te ondersoek - grootliks vanuit die perspektief van die klant wat uiteindelik die besluit neem om 'n konsultant te raadpleeg. Deur 'n strategiese ondersoek na die bestuurskonsultasie-industrie in Suid-Afrika te doen, was die hoofdoelwit om die huidige fundamentele aantreklikheid van die konsultasie-industrie te ondersoek. Om bogenoemde doelwitte te bereik, is kwalitatiewe, ondersoekende navorsing gedoen in plaas van 'n kwantitatiewe, numeriese benadering van dataversameling. Die navorsingsmetodologie wat in hierdie Studieprojek gevolg is, is 'n kombinasie van sekondêre en primêre navorsing. Eerstens is sekondêre navorsing in die vorm van 'n indiepte, internasionale literatuurstudie oor die onderwerp gedoen. Na bepaling van die sleuteltemas wat die industrie in die gesig staar kon primêre navorsing aangepak word. Dit is gedoen deur indiepte, persoonlike onderhoude met sleutelbesluitnemers in die Suid-Afrikaanse klantesektor om sodoende die huidige aantreklikheid van die bestuurskonsultasie-industrie te bepaal. Die huidige afwaartse neiging in beide die internasionale en Suid-Afrikaanse algemene ekonomie en sakesektor, het dikteer dat koste en waardetoevoeging prioriteit het in organisasies waar klante nie meer geneë is om hoë fooie te betaal terwyl hulle nie betekenisvolle resultate sien nie. En dus, terwyl bestuurskonsultasie 'n besliste rol speel in klante-organisasies, is daar 'n groot gaping vir klein tot medium spesialiste om te groei, veral in die plaaslike mark. Klante voel dat die klein spesialis-firmas beter waarde vir geld bied, 'n meer persoonlike diens lewer, laer fooie (weens laer lopende koste) het en 'n langtermyn-verhouding met hulle bou. Klante steun ook al minder op konsultante om al hul probleme op te los en besef die uitnemendheid van hulle eie interne bronne. In die algemeen kan gesê word dat die aantreklikheid van die bestuurskonsultasie-industrie, beide internasionaal en veral Suid-Afrika, net gemiddeld is. Dit het besliste waarde en gebruik vir klante, terwyl dit gelyktydig bekommernis bring vir die firmas wat die dienste benodig. Die konsultasie-industrie, gegewe die volwasse fase van sy lewensiklus en die huidige afwaartse fase van die internasionale ekonomiese siklus, kan óf 'n afname beleef óf 'n oplewing wat kan lei tot groei. Dus, dit is hoe konsultasie-firmas reageer op die nuwe ekonomiese uitdagings wat aan hulle gestel word en hoe hulle reageer op die kritiek wat tans uitgewys word, wat sal bepaal watter firmas sal oorleef en watter nie. Dit word aanbeveel dat die relatiewe aantreklikheid van die bestuurskonsultasie-industrie (soos in hierdie Studieprojek gemeet) gereeld herevalueer word om die volgende fase in die lewensiklus van die industrie te verstaan. Sodoende sal klante en rolspelers in die industrie se aandag gevestig kan word op faktore wat die konsultasie-industrie beïnvloed. Dit sal ook 'n onafhanklike bron bied om die industrie te lei in die bepaling van 'n toekomsstrategie om oorlewing te verseker.

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: During my studies for the degree of Master in Business Administration (MBA) at the University of Stellenbosch, my lecturer, Mr. Mario Denton, introduced me to the concept of emotional intelligence. A study of literature on this concept increased my awareness that leaders should have certain abilities that will make them perform better in the workplace. Ultimately, these abilities should lead to better departmental and organisational performance and could therefore be vital for the survival of an organisation. The concept itself is fairly new and not too many leaders in the workplace are familiar with it. The term emotional intelligence is based on people and organisational issues that have been around for many years, but it has only recently been established as a separate field of study. It has now also been incorporated in the MBA curriculum at the University of Stellenbosch. As a new concept in its development phase, extensive marketing is required to establish the term emotional intelligence among the leading organisations in South Africa. Emotional intelligence can only add value if leaders in the business world understand the concept and truly believe that it can create added value within an organisation and among its people. Especially managers and human resources departments within these organisations should have a good understanding of how emotional intelligence can be incorporated in their organisations. A lack of awareness and knowledge of emotional intelligence was the motivation behind this study project. It is hoped that this research will create awareness among business leaders in South Africa and result in emotional intelligence ultimately being incorporated in organisations in order for them to create a sustainable and competitive advantage. / AFRIKAANSE OPSOMMING: Gedurende my studie (Meestersgraad in Besigheidsadministrasie) aan die Universiteit van Stellenbosch het my dosent, mnr. Mario Denton, my blootgestel aan die konsep emosionele intelligensie. 'n Literatuurstudie oor die onderwerp het getoon dat leiers spesifieke eienskappe moet besit om hul sukses in die werkplek te verbeter. Hierdie eienskappe kan uiteindelik tot beter departementele en organisasieprestasie lei. Emosionele intelligensie is dus noodsaaklik vir die voortbestaan van organisasies in hierdie uiters mededingende korporatiewe omgewing. Die konsep as sodanig is redelik nuut en min leiers verstaan dit en die voordele daarvan. Emosionele intelligensie is gebaseer op mense- en organisasiekwessies wat reeds jare lank bestaan, maar dit is eers onlangs as 'n aparte studierigting aanvaar. Emosionele intelligensie is ook onlangs by die MBA-kurrikulum van die Universiteit van Stellenbosch ingesluit. Die konsep is tans in sy ontwikkelingsfase en aktiewe bemarking is nodig om dit in Suid-Afrika se sakewereld te vestig. Emosionele intelligense kan slegs waarde toevoeg indien sakeleiers die konsep verstaan en werklik glo dat dit op 'n individuele, departementele en organisasievlak waarde kan toevoeg. Veral bestuurders en menslikehulpbronafdelings moet verstaan hoe om die konsep in hul organisasies te inkorporeer. 'n Gebrek aan 'n bewustheid en kennis van emosionele intelligensie was die hoofrede vir hierdie werkstuk. Die doel van die werkstuk is om die konsep onder Suid-Afrika se sakeleiers te bemark, wat hopelik daartoe sal lei dat emosionele intelligensie in organisasies geïnkorporeer word ten einde 'n volhoubare en kompeterende voordeel te skep.

Thesis (MBA)--Stellenbosch University, 2002. / Traditionally project management has been found mainly in the construction industry and the project manager was a technical specialist. There was a tendency to select people solely for their technical expertise and to emphasize the hard skills (scheduling, statistical analysis, etc.) In general there was a failure to distinguish between project leadership and project management. Managing organisations through projects or through project portfolios (programmes) is gaining popularity since it is a management approach that integrates and co-ordinates current strategic business and operational dimensions. Organisations also become customer driven, which resulted in an increased demand for project managers with a new style of project management. The "new style" project managers have to cope with the traditional criteria of cost, time and specification to be met as well as more ambiguous goals in an environment of organisational politics, external environmental and marketing pressures together with the needs of the stakeholders inside and outside the organisation. Do these "new-style" projects require a project manager with leadership skills? Do we need a project manager or a project leader or both? Are both management and leadership skills essential for a project manager? What is the difference between project management and project leadership?

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: Mission and vision statements are concepts that are often discussed at meetings where companies discuss and debate whether or not to implement them to ensure sustained profitability or increase the motivation of employees. This, however, is a misconception in the business world since mission and vision statements do not lead to instantaneous success. Mission and vision statements are strategic tools to help organisations to focus on what they are good at and what they stand for. Mission statements help an organisation to identify which current direction the organisation should be taking, whereas a vision statement helps an organisation to identify where it wants to be in the future. A mission and vision statement provides a goal towards which the people of the company can work so that it can be profitable and endure lasting success. This goal binds the workers of an organisation, resulting in people that are happy since they know what the organisation's core purpose is. They key importance of these statements is that they provide guidance of strategic and day-ta-day operational decision-making. Companies that enjoy enduring success have core values and a core purpose that remain fixed, while their business strategies and practices endlessly adapt to a changing world. The dynamics of preserving the core while stimulating progress is the reason that companies such as Hewlett Packard, 3M, Merck, Sony and Nordstrom became elite institutions able to renew themselves. It is important to realise is that there is no documented proof that organisations that do not have these mission and vision statements are less successful than those that do have them. The dynamic of the concepts developed in Built to Last, i.e. preserving the core/stimulate the progress should be kept in mind. Neither vision nor mission statements are the primary engines of enduring great companies, and bear in mind that visions simply provide the guiding context for bringing the this dynamic to life. / AFRIKAANSE OPSOMMING: Missie en visie stellings word dikwels by maatskappy vergaderings bespreek. Die implementering hiervan word beredeneer ten einde voortgesette maatskappy winsgewendheid te verseker en verhoogde werknemer motivering te bewerkstellig. Die sakewêreld het egter 'n wanbegrip van missie en visie stellings aangesien dit nie opsigself lei tot onmiddellike sukses nie. Dit is bloot strategiese middele wat 'n organisasie help fokus op dit waarin hulle goed is en waarna hulle streef. Missie stellings help 'n organisasie om onmiddelik rigting te kry terwyl visie stellings help om toekomstige posisie te identifiseer. Die missie en visie stellings stel 'n doelwit waarna die mense in 'n maatskappy kan werk sodat winsgewendheid en volhoubare sukses behaal kan word. Werknemers in 'n maatskappy word verbind tot hierdie doelwit en dit het werkstevredenheid tot gevolg omdat die kern doel van die organisasie verstaan word. Die belangrikste aspek van hierdie stellings is dat dit 'n riglyn stel vir strategiese en daaglikse operasionele besluitneming. Maatskappye wat volhoubare sukses bewerkstellig, het 'n vaste doel en kern waardes terwyl hul sakestrategie en praktyk gedurig aanpas tot die veranderende wêreld. Die dinamiek van kernbehouding en die stimulasie van vooruitgang is die rede tot maatskappye soos Hewlett Packard, 3M, Merck, Sony en Nordstrom se posisie as elite instansies wat hulself kan hernu. Dit is belangrik om kennis te neem dat geen gedokumenteerde bewys bestaan dat maatskappye wat nie 'n missie en visie stelling het nie, minder suksesvol is as dié wat wel 'n missie en visie stelling het nie. Die dinamiek van die konsep ontwikkel in "Built to Last", naamlik behoud van die kern en stimulasie van vooruitgang, moet in gedagte gehou word. Visie en missie stellings is nie die primêre dryfkrag van blywende maatskappye nie, maar skep bloot die rigtinggewende konteks om hierdie dinamika lewe te gee.