Social Work / (M.A.(Social Work)

This study set out to explore how Official Development Assistance was practised in South Africa. An exploratory narrative design was followed to uncover the ‘strategy in the skin’ of strategy practitioners in the unit of analysis and to respond, therefore, to the research questions. This study has contributed to the body of knowledge in that it has brought together an alternative confluence of three theoretical perspectives of strategy as practice; complex adaptive systems and organisational hypocrisy and has explored the impact of the practice lens on these standpoints. While there has been extensive research on each of the theoretical perspectives, there has not yet been a study that has drawn together the three perspectives in relation to an empirical unit of analysis such as Official Development Assistance practices and practitioners. The study responded to a knowledge gap in relation to how public sector organisations, such as government units and the strategy practitioners of such units, practice strategy beyond the reified, formalised conceptions of strategy and in relation to their inhabiting complex, political organisational systems. The study arrived at two central theoretical findings. Firstly, that strategising represents a calibration of strategic practices towards strategic outcomes through the activities of complex adaptive practitioners v within the more politically inclined organisation. Secondly, that beyond the text of strategy, there is sub-text that is equally part of the micro strategy towards strategic outcomes.The skilful and sometimes delicate balancing act, that strategists perform to legitimise the calibrated combinations of action and politics in organisational strategy, equally needs nuanced, subtle and more complex forms of organisational communication. The study, therefore, makes the claim that complex adaptive systems and the characteristics of political organisations (as not being geared to action) are inherently broadened through the multiple dimensions of the practice turn and strategy as sub-text. The research confirmed that strategy as practice is a useful lens to understand strategy beyond the formally documented scripts and espoused pronouncements of strategy within organisational studies / Business Management / Thesis (D. B. L.)

Submitted in partial fulfilment of the requirements for the degree of Masters in Business Administration (MBA), Business Studies Unit, University of Technology in the Faculty of Commerce, 2007 / Entrepreneurship, business knowledge and skills within micro and small businesses play an important part in the economies of countries across the globe by being the drivers of economic growth, as well as, creating employment. The role of micro and small businesses is matching that of big business and in some countries contributes up to ninety per cent of revenue. The difficulties from supply and demand perspectives are receiving increasing attention from government and academic institutions and researchers, and the purpose of this study is to establish to what degree the presence of entrepreneurship is present in the region concerned, as well as, investigating the extent of knowledge and skills within the sample of micro and small business owners. The study uses descriptive statistics drawn from a questionnaire survey, to achieve its purpose. One hundred and seventy micro and small businesses were drawn using a stratified random sampling method. Businesses surveyed were grouped into the following categories: services, manufacturing, hardware, clothing and food. Entrepreneurial traits were found present in the micro and small business owners, however certain behavioural aspects argued against this presence. In terms of knowledge and skills, the extent was found to be limited in terms of both academic qualifications, and business acumen. Growth rates of the businesses in the survey seem to be low and the presence of real entrepreneurship would need further investigation.

This study set out to explore the strategising practices of middle managers and thereby expand the body of knowledge in terms of middle management practices in strategising in general, and makes an original contribution at the frontiers of middle management practices in a university context in South Africa. Although some research has been done on middle managers and strategy, a knowledge gap still exists, especially regarding strategising in emerging economies, such as South Africa. More specifically, the actions of middle managers at universities are open for exploration. Universities are increasingly exposed to new challenges in a competitive environment due to declining state funding, changing student demographics, new technological developments and increased market pressures. The sustainability of universities is also threatened by changes inside the universities, such as the drive for corporatisation and a changing internal focus. The way universities respond to and pre-empt dealing with these challenges will influence the sustainability and competitiveness of the university and subsequently the nations it serves. However, very little is known about the university managers who are powerful in terms of the administrative systems and decision processes. In order to understand strategy work viii and to know what enables or constrains it, it is necessary to look at middle managers at universities. This research puts forward three main arguments: firstly, strategy is dispersed throughout the entire organisation and includes middle managers’ strategising activities. Secondly, a need exists for practically relevant research founded in the organisational realities. Thirdly, universities present a relevant context within which to study strategising practices. An exploratory qualitative case study was followed to answer the research questions. Findings indicate that university middle managers, who operate within a machine bureaucracy, create systems within systems in order to cope with the organisational demands. Middle managers are mostly responsible for strategy implementation and the support role of university managers is prominent. Findings also indicate that the strategy loses its meaning and in an environment where the strategy textual artefacts and talk are abundant. In such an environment compliance takes precedence over buy-in. Finally, this study identified the enablers of and constraints on the strategy work of university middle managers. This research confirmed that strategy and strategising are human actions and confirmed that knowledge of what people do in relation to the strategies of organisations is required. / Economics / D. Com. (Business Management)

Thesis (MPhil)--University of Stellenbosch, 2005. / ENGLISH ABSTRACT: South Africa requires sustained economic growth in order to alleviate the poverty of its urban population. This study is based on the hypothesis that in order to sustain the existing "good" infrastructure and secure the "high-quality" human resource base of our country, it is necessary to be proactive with regard to the management of commercial/business nodes in order to ensure that they do not deteriorate or become stifled and/or excluded from delivering their full economic potential/contribution towards the urban economy. This study contains a synopsis of the research conducted by the author on behalf of the City of Cape Town - Economic Development and Tourism Directorate during 2003. The purpose was to develop a uniform model to ascertain and monitor the economic health of business areas within the Cape Town metropole. The research was presented to the City of Cape Town in the form of a protocol, which has subsequently been utilised to establish economic profiles for the Athlone Central Business District, Gatesville/Rylands business centre and Airport Industria. The focus and purpose of the protocol was to place tbe City Council in a position whereby the relative economic health of specific business/mixed-use areas within the Cape Metropolitan Area can be properly assessed, selected interventions made where necessary and results monitored. The point of departure that was adopted from the outset was that the assessment need not just relate to negative trends or indications of economic distress, but that there is substantial merit in assessing nodes that are seemingly "getting it right" or "booming". / AFRIKAANSE OPSOMMING: Suid-Afrika benodig volgehoue ekonomiese groei ten einde die armoede van sy stedelike bevolking te verlig. Hierdie navorsing is gebaseer op die hipotese dat ten einde die bestaande "goeie" infrastruktuur te handhaaf en ons land se menslike hulpbronbasis van hoë gehalte te verseker, dit nodig is om proaktief te wees ten opsigte van die bestuur van kommersiële/sakepunte ten einde te verseker dat hulle nie agteruitgaan of doodwurg en/of uitgesluit raak van die lewering van hulle volle ekonomiese potensiaal/bydrae tot die stedelike ekonomie nie. Hierdie tesis bevat 'n sinopsis van die navorsing wat die outeur gedurende 2003 namens die Stad Kaapstad - Direktoraat: Ekonomiese _Ontwikkeling en Toerisme - gedoen het. Die doel was die ontwikkeling van 'n eenvormige model om die ekonomiese welstand van sakegebiede binne die Kaapstadse metropool te bepaal en te monitor. Die navorsing is in die vorm van 'n protokol aan die Stad Kaapstad gelewer. Die protokol is daarna aangewend om ekonomiese profiele vir die Athlone Sentrale Sakegebied, Gatesville/Rylands sakesentrum en Airport Industria op te stel. Die fokus en doel van die protokol was om die Stadsraad in 'n posisie te plaas waardeur die relatiewe ekonomiese welstand van spesifieke sakegebiede of gebiede met verskillende ondernemings in die Kaapse Metropolitaanse Gebied behoorlik geassesseer kan word, geselekteerde intervensies waar nodig gemaak kan word en resultate gemonitor kan word. As uitgangspunt is van die begin aanvaar dat die behoefte aan assessering nie net met negatiewe tendense of aanduidings van ekonomiese nood verband hou nie, maar dat daar ook wesenlike meriete lê in die assessering van gebiede wat op die oog af "dinge regkry" of "floreer".

Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / AFRIKAANSE OPSOMMING: Globalisering, tegnologiese vooruitgang, die Internet en veranderinge in Suid-Afrika vanaf 1994 het bygedra tot die huidige nuwe ekonomie. Indien organisasies wil oorleef in die nuwe ekonomie sal hulle moet aanvaar dat die nuwe ekonomie ‘n aantal nuwe uitdagings te weë gebring het tot die manier waarop besigheid gedoen word in Suid-Afrika en in die res van die wêreld. In die nuwe ekonomie moet organisasies takties te werk gaan om volgehoue sukses te verseker. Besluitnemers moet die impak wat die nuwe ekonomie op hulle besigheid en hul stand in die betrokke mark het analiseer en strategiese beplanning doen oor hoe die organisasie gaan aanpas in die nuwe ekonomie om oorlewing te verseker in ‘n mark wat aanhoudend verander. Verwantskappe met interne en eksterne belangegroepe en deelhebbers is van kardinale belang in die nuwe ekonomie. Organisasies moet hul fokus plaas op verwantskappe met belangegroepe wat deel is van die besigheidsproses en sodoende deelhebbers beïnvloed tot voordeel van die organisasie. ‘n Aantal nuwe toetreders tot die mark (klein tot medium ondernemings en internasionale organisasies wat investeer in Suid-Afrika) het ‘n beduidende toename in mededinging veroorsaak. Die toename in mededinging het op sy beurt gelei tot ‘n groter veskeidenheid aanbiedinge wat beskikbaar gestel word aan verbruikers en ander belangegroepe. Die reputasie van ‘n organisasie, sy produkte en sy werknemers speel ook ‘n baie belangrike rol in die nuwe ekonomie aangesien belangegroepe en deelhebbers verkies om geassosieer te word met geloofwaardige en suksesvolle organisasies, produkte en dienste. Dit is dus belangrik dat indien ‘n organisasie will oorleef in die nuwe ekonomie moet die organisasie homself onderskei van ander en seker maak dat hulle ‘n plek in die gedagtes van hulle belangegroepe en deelhebbers toe eien. Die enigste manier om ‘n mededingende voordeel binne die nuwe ekonomie te bewerkstellig is om die besigheid takties in die gedagtes van alle belangegroepe en deelhebbers te posisioneer. As gevolg van die uitdagings en veranderinge wat die nuwe ekonomie te weeg gebring het kan ‘n organisasie nie langer net staat maak op tradisionele bemarkingsbeginsels om hulle self te posisioneer nie. ‘n Posisionerings- (of plasings-) strategie moet ontwikkel en toegepas word deur ‘n stelsel benadering te volg waar die hele organisasie betrokke is in posisionering. Die navorser het hierdie studie aangepak omrede ‘n handleiding te ontwerp en daar te stel vir besluitnemers in organisasies wat hul betrokke organisasies takties wil posisioneer in die nuwe ekonomie. Om die konsepsionele model vir posisionering (of plasing) van ‘n organisasie in die nuwe ekonomie daar te stel het die navorser kwalitatiewe navorsing gedoen wat ‘n studie van gepaste vak-inhoud, teorieë, beskikbare studiemateriaal, opinies van deskundiges en ‘n inhouds-analise van steekproef onderhoude ingesluit het. Die resultaat van die studie is ‘n goed geformuleerde teoretiesie model vir posisionering van ‘n organisasie in die nuwe ekonomie wat enige organisaie wat dit toepas in sy geheel sal bevoordeel en sy posisionering sal versterk. / ENGLISH ABSTRACT: Globalisation, technological enhancements, the Internet and changes in South Africa from 1994 led to the current new economy. If a company wants to survive in the new economy it will have to realise that the new economy brings a number of challenges to the way that business is conducted in South Africa and abroad. Companies need to work tactically in the new economy business environment to ensure sustainability. Decision-makers are to access the impact that the new economy has on the company and its position in the market and strategise how to adapt to the new economy in order to survive in an ever changing market. In the new economy relationships with internal and external stakeholders have become more important and companies need to focus on the relationships within its value chain in order to influence its stakeholders to the benefit of the company. Competition has increased due to a number of new entrants to the market (small to medium enterprises and international companies investing in South Africa) which led to a vast amount of offerings being available to consumers and other stakeholders. The reputation of a company, its products and its employees also play an important role in the new economy as stakeholders want to be associated with a credible and successful company, product or service. It is thus important that if a company wants to survive in the new economy it needs to differentiate themselves from others and make sure to own an area in the minds of their stakeholders. The only way to create a competitive advantage in the new economy is to position a company tactically in the minds of all stakeholders. Due to the challenges and changes that the new economy brought about a company can no longer only use traditional marketing principles to position themselves. A positioning strategy needs to be developed and implemented from a systems point of view where the whole company is involved in its positioning. The researcher embarked on this study to create a tool for companies that will assist decision-makers in the tactical positioning of their companies within the new economy. In order to create a conceptual model for positioning of a company in the new economy qualitative research was conducted, that included a study of content, theories, available material, views from experts as well as a content analysis from sample interviews. The outcome of the study was a well formulated theoretical model for positioning of a company in the new economy that will benefit and enhance the positioning of any company that applies it in its entirety.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: The publication of the Value Added Statement should be seen as an attempt to introduce financial results to all the stakeholders of an organisation that aided in its wealth creation process. However, the current practice to present Value Added Statements in a variety of ways is not conducive to financial analysis and users of the information find it difficult to compare company results. The information on the Value Added Statement provides useful knowledge of the contribution of employees and fixed assets, the relative relationship of dependency and control between the organisation and its suppliers and the long-term requirements of the organisation to meet market demands. This study project aims to determine if value added-based ratio analysis could be used to measure company strength and be useful as a tool in corporate strategy formulation. The areas of investigation included productivity of production factors, reinvestment in capital and overall business control. The measures used to determine productivity also provided insight into the capital and labour intensity of companies and sectors. The model that was developed in this section indicates how companies differ in terms of their intensity and how productive their production factors are. It was found that although some companies were able to exert high value added to sales ratios, they did not perform as well when their productivity levels were measured. This is an indication that an imbalance exists between the current production factor proportions and management should try to find the optimal solution for increased productivity. The search for the optimal point between labour and fixed assets could convince management to reduce employee numbers or fixed assets to increase their productivity ratios. This is not a favoured approach as companies are dependent on their production factors for continuous growth and prosperity. The aim is to determine if companies have the means to invest in their production factors to increase their levels of productivity. Reinvestment in capital refers to fixed assets, as well as investment in training and development of current employee skills. The investigation revealed that many companies have the ability to reinvest, while others appear to be in a less favourable position. The last section was an attempt to measure the overall business control of companies when their margins on sales and value added were compared. These ratios provided insight into the ability of companies to add value through their own production skills or by command of lucrative contracts with suppliers. Those companies that are able to show high values on both ratios are said to display a high degree of overall business control. In conclusion it was found that value added-based ratio analysis could be used to identify problem areas in corporate strategy. Management's reaction to those areas and their continuous drive to improve value creation in the organisation would eventually lead to increased national wealth creation. / AFRIKAANSE OPSOMMING: Die publikasie van die Staat van Toegevoegde Waarde moet gesien word as 'n poging om finansiële resultate aan alle belanghebbendes van 'n organisasie, wat bygedra het tot die proses van welvaartskepping, aan te bied. Die huidige praktyk om die Staat van Toegevoegde Waarde op verskeie maniere aan te bied is egter nie bevorderlik vir finansiële analise nie en gebruikers van die inligting vind dit moeilik om maatskappy resultate te vergelyk. Die inligting op die Staat van Toegevoegde Waarde verskaf waardevolle kennis oor die bydrae van werknemers en vaste bates, die relatiewe verhouding van afhanklikheid en beheer tussen die organisasie en sy verskaffers en die langtermyn behoeftes van die organisasie om aan markverwagtinge te voldoen. Hierdie studieprojek poog om vas te stel of toegevoegde waarde gebaseerde verhoudingsanalise gebruik kan word om maatskappyvermoë te bepaal en of dit 'n nuttige instrument in korporatiewe strategieformulering kan wees. Die areas van ondersoek het die produktiwiteit van produksiefaktore, herinvestering in kapitaal en algehele besigheidsbeheer ingesluit. Die maatstawwe wat gebruik is om produktiwiteit te bepaal het ook insig gegee oor die kapitaal- en arbeidsintensiteit van maatskappye en sektore. Die model wat ontwikkel is in hierdie afdeling wys hoe maatskappye verskil in terme van hul intensiteit en hoe produktief hul produksiefaktore is. Dit is gevind dat, alhoewel sommige maatskappye in staat was om hoë waardes vir die toegevoegde waarde tot verkope verhouding te openbaar, hulle nie so goed gevaar het toe hul produksie vlakke gemeet is nie. Dit is 'n aanduiding dat 'n wanbalans bestaan tussen die huidige produksiefaktor verhouding en bestuur moet probeer om 'n optimale oplossing te vind vir verhoogde produktiwiteit. Die soeke na die optimale punt tussen arbeid en vaste bates kan bestuur oortuig om werknemer getalle of vaste bates te verminder ten einde hul produktiwiteitsverhouding te verbeter. Dit is nie die aangewese benadering nie aangesien maatskappye afhanklik is van hul produksiefaktore vir volgehoue groei en welvaart. Die doel is om te bepaal of maatskappye die middele het om te investeer in hul produksiefaktore ten einde hul vlakke van produksie te verhoog. Herinvestering in kapitaal verwys na vaste bates, sowel as investering in opleiding en ontwikkeling van bestaande werknemer vaardighede. Die ondersoek het openbaar dat baie maatskappye wel oor die vermoë beskik om te herinvesteer, terwyl ander blyk om in 'n minder gunstige posisie te wees. Die laaste afdeling was 'n poging om die algehele besigheidsbeheer van maatskappye te bepaal wanneer die marge op verkope en toegevoegde waarde vergelyk word. Hierdie verhoudings bied insig oor die vermoë van maatskappye om waarde toe te voeg deur hul eie produksievaardighede of deur middel van winsgewende kontrakte met hul verskaffers. Maatskappye wat in staat is om hoë waardes vir beide verhoudingsgetalle te openbaar word beskou as maatskappye met 'n hoë algehele besigheidsbeheer.

M.Tech in Business Administration (MBA) / The literature shows that most of these entities are run by their founders or by a small management team and very few such operators have proper succession planning in place. The lack of proper succession planning can have the direct effect of causing the collapse of these businesses especially when key players leave the business upon retirement or in pursuit of other options. The loss of knowledge and experience, and the consequences thereof for business is well-documented. The exit or exodus of key stakeholders can make a business vulnerable and diminish its worth as investors will not invest in a business that is unsustainable. Succession planning was identified as one of the most pressing issues for small, micro and medium enterprises in the corporate governance sphere.

Submitted in partial fulfilment of the requirements for the degree of Masters in Business Administration (MBA), Business Studies Unit, University of Technology in the Faculty of Commerce, 2007 / Entrepreneurship, business knowledge and skills within micro and small businesses play an important part in the economies of countries across the globe by being the drivers of economic growth, as well as, creating employment. The role of micro and small businesses is matching that of big business and in some countries contributes up to ninety per cent of revenue. The difficulties from supply and demand perspectives are receiving increasing attention from government and academic institutions and researchers, and the purpose of this study is to establish to what degree the presence of entrepreneurship is present in the region concerned, as well as, investigating the extent of knowledge and skills within the sample of micro and small business owners. The study uses descriptive statistics drawn from a questionnaire survey, to achieve its purpose. One hundred and seventy micro and small businesses were drawn using a stratified random sampling method. Businesses surveyed were grouped into the following categories: services, manufacturing, hardware, clothing and food. Entrepreneurial traits were found present in the micro and small business owners, however certain behavioural aspects argued against this presence. In terms of knowledge and skills, the extent was found to be limited in terms of both academic qualifications, and business acumen. Growth rates of the businesses in the survey seem to be low and the presence of real entrepreneurship would need further investigation.

Social Work / (M.A.(Social Work)