Thesis (MA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: The farm Elandsvlei, situated approximately halfway between the towns Ceres and Calvinia in the Ceres-Karoo, was originally the eighteenth-century pioneer farm Elandsdrift. The farm initially had a number of owners in quick succession, after which Barend Lubbe received it as loan farm. His family grew rapidly and his son Frans eventually received Elandsdrift. Frans' daughter Johanna Adriana married Jacobus Petrus Hough, the son of a poor tailor who came to the Cape as a soldier of the DEIC and became a free burgher some years later. This was the first in a series of marriages between Lubbe women and Hough men and the result was that Elandsdrift, later to become Elandsvlei, became Hough property. Elandsvlei became an important centre for the community of the Ceres-Karoo. Among other things, the farm had a school and even a postal agency. The buildings on pioneer farms during the eighteenth century were generally very simple and primitive due to the circumstances under which the farmers were scraping together a living. A century later the situation has changed and the farmers were becoming more settled. Approximately in the period between 1830 and 1890 a number of interesting buildings were erected on Elandsvlei. Some of these were built with gracious Cape Dutch gables from the outset while others had gables added on at a later stage, so that the farm currently boasts a unique collection of buildings in the Cape Dutch style. The most important buildings were documented as part of this study by means of description, architectural drawings and photographs. Some buildings on the farm have already disappeared completely while others are in various stages of decay, mostly due to the fact that they are not utilised any more. It is essential that measures be taken immediately to save these buildings. Complete restoration is not called for seeing that, especially in the current financial climate, it is a problem to secure the necessary finances. The farm is already running a successful tourism business and it will be possible to incorporate the restored buildings into this business in a meaningful way. / AFRIKAANSE OPSOMMING: Die plaas Elandsvlei, geleë halfpad tussen Ceres en Calvinia in die Ceres-Karoo, het sy ontstaan in die middel van die agtiende eeu gehad as die pioniersplaas Elandsdrift. Na 'n aantal eienaars mekaar redelik vinnig opgevolg het, het Barend Lubbe die plaas as leningsplaas ontvang. Sy familie het snel uitgebrei en sy seun Frans het Elandsdrift ontvang. Frans se dogter Johanna Adriana is getroud met Jacobus Petrus Hough, die seun van 'n arm kleremaker wat as soldaat van die vac na die Kaap gekom het en slegs 'n paar jaar later vryburger geword het. Dit was die eerste van 'n reeks huwelike tussen Lubbe-vroue en Hough-mans, en die uiteinde was dat Elandsdrift, later Elandsvlei, in Hough-besit oorgegaan het. Elandsvlei het mettertyd 'n belangrike gemeenskapsentrum in die Ceres-Karoo geword en daar was selfs 'n skool en posagentskap op die plaas. Die geboue op die pioniersplase gedurende die agtiende eeu was oor die algemeen baie eenvoudig en primitief weens die omstandighede waaronder die pionierboere 'n bestaan moes maak. 'n Eeu later het die situasie egter verander en die boere was al meer gevestig. In die periode tussen ongeveer 1830 en 1890 is daar 'n aantal besondere geboue op Elandsvlei opgerig. Sommige geboue is van meet af aan met sierlike Kaaps-Hollandse gewels gebou terwyl ander later gewels bygekry het, sodat daar tans 'n unieke versameling geboue in die Kaaps-Hollandse styl op die plaas staan. Die belangrikste geboue is deur middel van hierdie studie so volledig moontlik gedokumenteer deur beskrywings, argitekstekeninge en foto's. 'n Aantal van die geboue op die plaas het alreeds vergaan en andere is in verskeie stadia van verval, hoofsaaklik as gevolg van die feit dat dit nie meer benut word nie. Dit is noodsaaklik dat opknappingswerk onmiddellik aangepak word om die geboue te red. Volledige restourasie is nie nodig nie aangesien dit veral in die huidige tydsgewrig problematies is om die nodige fmansies te bekom. Daar bestaan alreeds 'n toerismebedryf op die plaas en dit sal moontlik wees om die opgeknapte geboue sinvol by die bestaande bedryf in te sluit.

From preface: This study of the British settlers of 1820 in South Africa uses one party of emigrants as a unit of historical research. In unfolding their story, it attempts to discover how far the standard assumptions about the 1820 settlement are borne out by the historical facts. No systematic set of hypotheses for investigation was established in advance; instead, the structure of the thesis has been determined by the course of the narrative, and the main issues have emerged spontaneously as it has progressed. Although the chronology has been maintained as far as possible, the narrative itself does not follow an entirely straightforward course. The emigrant party of eighty-four men and their families under the leadership of John Bailie which is the subject of the study was officially subdivided five weeks after landing at Algoa Bay, and the dispersal of its members to the established towns of the colony began even sooner. At the end of the three-year period laid down as a residential qualification by Government, less than a third remained to claim land on the party's location in Albany.

Department of History / M.A. (History)

Any person studying the history of the Cape Colony in the mid- Victorian years must soon grow aware of the contrast between what the imperial authorities said they intended to do and what they actually did. This is particularly obvious in the treatment of the frontier tribes, who lost their lands (and sometimes their lives) in the name of a policy described by one governor as based on 'morality and religion'. But it is also evident in many other spheres of government, and insistently raises the question of that British intentions really were and how far Ministers managed to achieve them. The evidence available is too vast and amorphous for a gene- ral survey to be attempted. In order to investigate the problem it is necessary to limit its scope. The period from 1846 to 1854 has been chosen because it embraced two frontier wars and a series of major administrative changes, involving prolonged consultation between Government House and Downing Street, and raising matters which affected the vital interests of the colonial population itself. It is also ground covered by other historians, but they have frequently differed as to the aims of the imperial government and the colonial reaction to them. One reason for their differences is plain: they have failed to take a comprehensive view of the sub- ject, such as the imperial government itself might have taken. Frontier policy is described as if it bore no relation to constitutional changes in Cape Town; local politics are discussed as if the British connection had little relevance. Britain's treatment of the Afrikaners led one of their leaders to style the nineteenth century a 'Century of Wrong.‘ But those sympa- thetic to the British approach have seen in it an attempt to infuse the spirit of British tolerance and justice into Cane society. They explain its contradictions by depicting an imperial power those 'high natives and worthy ends were frustrated by the inadequate resources which could be spared for the resolution of Cape problems. The material on which this conclusion rests is predominantly that found in official archives in Cape Town and London. A glance at the bibliographies of works by de Kiewiet, Galbraith, Morrell and Macmillan reveals no systematic attempt to study newspapers or other sources to check the accuracy or discover the undertones of official reporting from the Colony. Furthermore, large collections of private correspondence belonging to prominent politicians have recently been made public in Britain. Although often edited of financial or other sensitive items they still raise similar doubts about the comprehend- siveness of Colonial Office despatches. A new assessment of these sources is therefore required. In 1867 Bagehot differentiated between the 'distinguished' and the 'efficient' parts of the British constitution. The former he described as designed to 'excite and preserve the reverence of the population'; the latter as 'those by which it, in fact, works and rules'. This thesis attempts to show that Colonial Office pronouncements on the Cape likewise fall into two categories. Some were intended (again borrowing Bagehot's words) to 'win the loyalty and confidence of mankind'; others to 'employ that homage in the work of governmental. From this it follows that the statements in despatches are not invariably to be trusted, and that some are of greater significance in the interaction of Cape and British politics than others. The private correspondence helps us to differentiate. It also shows the Colonial Office less as a place where policy was made and more as one where decisions taken by Mini- sters were translated into a form understandable to governors and acceptable to the British public. Continued in thesis ...

Post-graduate students specializing in Community Health, are attached to different health authorities during their training. During these attachments they are exposed to the day-to-day management of health services and experience at first hand, the difficulties as well as the successes that are encountered in tending to the health needs of communities. It is also expected that post-graduate students do research projects during their attachments, usually on topics on which the health services managers need information. The topic discussed in this report was an assignment given to the author at the start of his attachment to the department of Hospital (Health) Services of the Cape Provincial Administration. The period of attachment was from February to May 1987. The whole question of the regionalization of health services is a complex one, and it is necessary that any proposals for a system of regionalization benefit from the inputs of many experts in different fields. However, as has been the experience in the United States of America, such inputs are no guarantee -that a successful system of regionalization will result. (1) In the local front, the Department of Works, at the request of the Director of Hospital Services, began an investigation into the existing system of regionalization of hospital services in 1985. This attempt was aborted, possibly because of the magnitude of the task, among other things. (2). What follows hereafter should therefore be seen as merely a framework for the development of a system of regionalization rather than as a blueprint for such a system. Perhaps a few remarks about the age-old problem of line-staff conflict would not be amiss at this stage. During the development of this framework, it became apparent that line officials might be expecting a quick proposal of regions and/ or sub-regions for the delivery of health services based on a purely management approach. As a staff official, the author naturally had different expectations. The report is an attempt to marry the two sets of expectations and it is left to the reader to judge to what extent, if at all, the author has succeeded in this attempt. Much of the data used in the study are new, and computation was done largely by hand. The generation of the data, was therefore time-consuming and much of the first phase of the study was devoted to the generation of the data and collection of data that were available from other sources. The study has proved to be a fascinating one and it is hoped that permission will be obtained to pursue the study in more detail. This report should therefore be seen as a preliminary report which addresses the question of regionalization of health services in the Cape Province in 'macro' terms. And finally, the author hopes that some of the information in this report may prove of value to those responsible for the delivery of health services to the people of the Cape Province.

No description available.

Thesis (MBA)--Stellenbosch University, 2001. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: Cape of Good Hope Bank limited is a subsidiary company of Nedcor Limited. The Bank was established in 1831, making it the oldest Financial Institution in South Africa. As a competitor within the financial services sector, the Bank has increasingly been faced with issues that include changing client needs, increased competition, and an ever increasing operating cost structure. The Treasury and Investments Division of the Bank, which is responsible for the funding side of the business, is primarily focussed on the receiving of deposits from the corporate and retail markets. The emphasis within this mini thesis, is within the retail sector, that of the investments received from 27000 individual clients serviced from 12 "Investment centers" geographically found within the Cape Peninsula. The activities within the Division are dynamic and require continuous change in order to remain competitive. The need to integrate activities and decision making across functional areas in order to gain synergy, has resulted in the use of matrix type teams that operate across functional units, using knowledge and expertise found therein. This approach has necessitated the introduction of the principles of project management as a methodology to implement the desired changes. The projects to date have had mediocre implementation, indifferent emphasis, no real ownership or vested interest, and a lack of follow through. The effect is compounded into a lack of delivery on expectations, and allows for wasted effort, time and at greater cost. In order to understand why the above issues are occurring, this mini thesis attempts to offer that there is an ideal "culture" within which project management operates successfully, and that the current culture of the division is different to the "ideal". The role of the leader, in shifting the culture closer to the ideal, is of paramount importance. It has been suggested that the style of the leaders need to be modified in order to become more effective as divisional change agents within the sphere of successful project management methodology. / AFRIKAANSE OPSOMMING: Kaap die Goeie Hoop Bank is 'n filiaalmaatskappy van Nedkor Beperk. Die Bank is gestig in 1831 en is die langste-bestaande Bank in die land omdat dit in die kompiterende finansiële dienstesektor moet oorleef, is dit blootgestel aan veranderende kliëntbehoeftes, koste druk en 'n groeiende mededinging. Tesourie en Beleggings divisie van die Bank, wat veranwoorderlik is vir die befondsings funksie, fokus primêr op die aantrekking van deposito's uit die korporatiewe en persoonlike markte. Hierdie werkstuk lê klem op laasgenoemde waar beleggings van 27000 individuele kliente bedien word vanaf 12 beleggingsentra versprei oor die Kaapse Skiereiland. Die aktiviteite van die divisie is dinamies en vereis voortdurende verandering om tred te hou met markveranderinge. Die behoefte om besluitneming en aktiwiteite oor 'n aantal funksionele areas sinergisties te integreer, het daartoe gelei dat matriks struktuur oor funksionele grense opereer en gebruik maak van kennis en kundigheid. Hierdie benadering noodsaak die aanwending van gesonde projekbestuurbeginsels om die nodige veranderinge metodies aan te bring. Tot dusver het implementering middelmatige sukses gehad as gevolg van geen werklike eienaarskap of gevestige belange, onvoldoende en wisselende prioriteite. Die gevolg was onvoldoende lewering teenoor verwagtinge en vermorsing aan tyd en koste. Om 'n beter begrip te kry van hierdie "onvoldoende lewering teenoor verwagtinge", poog hierdie minitesis om te soek na die ideale "kultuur" waar binne projekbestuur suksesvol kan plaasvind deur die huidige kultuur van die divisie te konstrasteer met die "ideale". Die rol van die leier is van hoogste belang om die kultuurverskuiwing te laat plaasvind. Dit word voorgestel dat die bestuurstyl van die leierskap aangepas word om meer effektiefte word as divisie "veranderings agente" sodat projekbestuur metodologie in die proses sukses kan behaal.

Thesis (DLitt)--Stellenbosch University, 1957. / Please refer to full text for abstract.

Thesis (DPhil (History))--University of Stellenbosch, 1946. / 409 leaves printed on single pages, preliminary pages i- ix and numbered pages 1-445. Includes bibliography. / Digitized at 330 dpi black and white PDF format (OCR), using KODAK i 1220 PLUS scanner. / No abstract available

This thesis aims to explain how British naval power was sustained in the Indian Ocean during the French Revolutionary and Napoleonic Wars. To improve efficiency and economy, the Admiralty had to reorganise the management of shore support services, as well as to rationalise the bases available to the navy to meet the enemy it faced. The basic proposal of this thesis is that British naval power was projected overseas by the Admiralty's effective reconciliation of two competing demands, the naval demand for strategic deployment and the domestic demand for reform. The thesis argues that British naval power in the Indian Ocean was increased by the acquisition of the Cape of Good Hope and Trincomalee and the naval bases built at these locations. The removal of the navy from complete dependence on the East India Company for support services was part of a long term policy of increasing Admiralty control of facilities in the east. In 1793 Bombay was the main naval base but Madras quickly became another hub supporting naval activities in the east. Other locations were considered. Calcutta was used and investigations were made into developing Penang as a navy base before Trincomalee became part of Britain’s long-term naval infrastructure. At the Cape a separate naval command was given responsibility for part of the Indian Ocean. Following the capture of Mauritius in 1810 this island was used temporarily as a forward support base. Admiralty control of the naval support services delivered to the squadrons at the Cape and in the East Indies was dramatically improved by the appointment overseas of resident commissioners from 1809. This resulted from the implementation of the recommendations of the Commission of Naval Revision, first suggested by the Commissioners on Fees in 1788. Resident commissioners ensured Admiralty instructions and policies were implemented and executed, resulting in improved efficiency and reduced costs.