Thesis (MPA)--University of Stellenbosch, 2004. / ENGLISH ABSTRACT: Good governance, improved service delivery and sound fiscal rnanagernent are sorne of the key initiatives of the National Government to create a better life for all South Africans as stated in the preamble of the Constitution of the Republic of South Africa,1996 (Act 108 of 1996). Municipalities, in particular, have a specific reference framework in this regard. In each of these initiatives there is a certain amount of inherent risks which may hamper the Government's overall service delivery programmes. In terms of the Municipal Finance Management Act, 2003 (Act 56 of 2003) for Local Government, councillors and municipal managers are, inter alia, responsible to ensure good corporate governance, ensure effective, efficient and transparent systems of financial - and risk management, internal control as well as the managing and safeguarding of assets and to ensure sustainable service delivery to communities. Rendering services of a high standard, economically and utilising resources efficiently remains a challenge for South Africa as a whole and in particular for local government. The absence of a corporate mechanism or model for the City of Cape Town makes it difficult to ensure that risks are addressed in an integrated manner. The development of a risk management model supporting corporate governance for the City of Cape Town will endeavour to reduce and/or minimise its risks. The question that arises and which this research study seeks to provide an answer to is "How can the City of Cape Town deal with risks relating to corporate governance in order to fulfil its constitutional and legislative obligations to its community in a sustainable manner?" The findings of applicable risk management models and/or approaches implemented at organisations representing semi-private and private sectors were analysed for consideration during the development of a proposed risk management model for the City of Cape Town. Legislative requirements and specific developments on risk management in the public sector have been researched in an attempt to determine what local government is expected to do in addressing their risks. When addressing the issue of corporate governance, Chief Executive Officers should reassess their organisations' corporate culture and set the "tone from the top". In the City of Cape Town's case the City Manager has a critical role in balancing the need to address competitive forces and the need to consistently do the right things. Top Management should constantly evaluate the completeness and appropriateness of corporate governance policies and practices as well as critical processes, internal controls and other risk management practices. Furthermore, the quality and competence of all staff need to be examined to determine if they understand government's challenges with regard to corporate governance. The development of a risk management model for the City of Cape Town will enable the organisation to pro-actively address its risks in this regard to fulfil its constitutional and applicable legislative requirements. / AFRIKAANSE OPSOMMING: Goeie regering, verbeterde dienslewering en gesonde finansiele bestuur is van die vername inisiatiewe van die Nasionale Regering om 'n beter lewe vir aile Suid-Afrikaners te skep soos vervat in die aanhef van die Grondwet van die Republiek van Suid-Afrika, 1996 (Wet 108 van 1996). In hierdie verband het munisipaliteite, in besonder, 'n spesifieke verwysingsraamwerk. In elk van hierdie inisialiewe is daar 'n sekere mate van inherente risiko's teenwoordig wat die Regering se algehele diensleweringsprogramme kan korlwiek. In terme van die Wet op Munisipale Finansiele Bestuur, 2003 (Wet 56 van 2003) vir Plaaslike Regering is, onder andere, raadslede en munisipale bestuurders, veranlwoordelik om goeie korporatiewe bestuur te verseker, doeltreffende, voordelige en deursigtige stelsels vir finansiele - en risikobestuur, interne beheer asook die bestuur en beskerming van bates te verseker en om volhoubare dienslewering aan gemeenskappe te verseker. Die lewering van dienste van 'n hoe standard, ekonomies en die voordeligste gebruik van hulpbronne is 'n uitdaging vir Suid-Afrika in bree en spesifiek oak vir plaaslike regering. Die afwesigheid van 'n korporatiewe meganisme of model maak dit moeilik vir die Stad Kaapstad om te verseker dat risiko's op 'n integrale wyse aangespreek word. Die onlwikkeling van 'n risikobestuursmodel ter ondersteuning van korporatiewe bestuur vir die Stad Kaapstad sal poog om risiko's te verminder en/te beperk. Die vraag wat ontstaan en wat deur hierdie navorsingstudie beanlwoord moet word is "Hoe kan die Stad Kaapstad risiko's ten opsigte van korporaliewe bestuur aanspreek ten einde te voldoen aan die konstitutionele en wetlike verpligtinge aan sy gemeenskap op 'n volhoubare wyse?" Die bevindinge van toepaslike risikobestuursmodelle en/of benaderings wat deur semi-privaat en private ondernemings ge"implementeer word, is ontleed vir oorweging gedurende die onlwikkeling van 'n voorgestelde risikobestuursmodel vir die Stad Kaapstad. Wetlike vereistes en spesifieke onlwikkelinge rondom risikobestuur in die openbare sektor is nagevors in 'n poging om vas te stel wat van plaaslike regerings verwag word lydens die aanspreek van hul risiko's. Wanneer die kwessie van korporatiewe bestuur aangespreek word, behoorl Hoof Uitvoerende Beamptes hul organisasies se korporatiewe kultuur te herevalueer asook die voorbeeld in hierdie opsig te stel. In verband met die Stad Kaapstad het die Stadsbestuurder 'n kritieke rol te speel om 'n balans te handhaaf tussen die behoefte van kompeterende magte en die behoefte om konstant die regte dinge te doen. Topbestuur behoorl die deeglikheid en toepaslikheid van korporatiewe bestuursbeleid en praklyke asook kritieke prosesse, interne beheer en ander risikobestuurspraklyke gereeld te evalueer. Voorls behoorl die gehalte en bevoegdheid van aile personeel nagesien te word om te bepaal of hulle die regering se uitdadings ten opsigte van korporatiewe bestuurs verstaan. Die onlwikkeling van 'n risikomodel vir die Stad Kaapstad sal die organisasie instaat stel om pro-aktief sy risiko's aan te spreek en sodoende aan sy konstitutionele en toepaslike wetlike vereistes te voldoen.

Submitted by Filipe dos Santos (fsantos@pucsp.br) on 2017-05-22T14:09:50Z No. of bitstreams: 1 Mark William Datysgeld.pdf: 1027199 bytes, checksum: 4d8c376d962f5d02896bdfc47ed368af (MD5) / Made available in DSpace on 2017-05-22T14:09:50Z (GMT). No. of bitstreams: 1 Mark William Datysgeld.pdf: 1027199 bytes, checksum: 4d8c376d962f5d02896bdfc47ed368af (MD5) Previous issue date: 2017-05-10 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPES / The term global governance has taken a new form in Internet Governance, where most institutions use the multistakeholder model, forming spaces for dialogue and decision-making processes with various actors, including states, companies, civil society or academia. An analysis of the ICANN case study, the institution responsible for administering contracts related to the regulation of the use of Names and Numbers, the DNS, is then proposed. The research was done through academic reading, journalism, field research, participation in conferences and interviews with people relevant to the area. With the material from these various sources, it was elaborated a panorama of the technological revolution contextualization that led to the Internet as it is today, as well as to global governance. Subsequently, we moved on to the Internet Governance ecosystem as a concept and practice. Thus, the case study is embedded in a larger context, so that one can understand it in its intricate details. Unlike most transnational institutions, which are deliberation bodies, ICANN decisions are actually carried out. Although the multistakeholder model proposes equality among the actors, some have greater influence. Prior to the IANA Transition, the United States had a much greater weight, now largely occupied by the private sector. Internet Governance is unique within global governance. It owes its distinction to some possible reasons, such as the technical drawing of the Internet. Therefore, there is a great possibility that this is not a reproducible model in other areas. The multistakeholder model presents a divergent way of assessing the relations between actors in the International System and the limit of state power. Even if there is no continuity in the current model, the field of study is extensive and still far from reaching maturity / O termo governança global tomou nova forma na Governança da Internet, onde a maior parte das instituições utiliza-se do modelo multistakeholder, formando espaços de diálogo e processos decisórios com diversos atores, sejam estes estatais, privados, civis ou acadêmicos. Propõe-se então a análise do estudo de caso da ICANN, instituição responsável pela administração dos contratos relacionados à regulação do uso dos Nomes e Números, o DNS. Por meio de leitura acadêmica, jornalística, pesquisa de campo, participação em conferências e entrevistas com pessoas relevantes à área. Procedeu-se a elaboração, utilizando-se do material dessas diversas fontes, de um panorama da contextualização da revolução tecnológica que levou à Internet atual, e também da governança global. Posteriormente, passou-se para o ecossistema de Governança da Internet como conceito e prática. Assim, o estudo de caso está inserido em um contexto maior, de modo que se possa compreendê-lo em seus intrincados pormenores. Ao contrário da maioria das instituições transnacionais, que acabam por ter caráter recomendativo, na ICANN as decisões são realmente efetuadas. Apesar de o modelo multistakeholder propor igualdade entre os atores, alguns possuem maior influência. Antes da Transição IANA, os Estados Unidos tinham um peso muito maior, agora largamente ocupado pelo setor privado. A Governança da Internet é única dentro da governança global. Esta deve sua distinção a algumas possíveis razões, como o desenho técnico da Internet. Portanto, há grande possibilidade de este não ser um modelo reprodutível em outras áreas. O modelo multistakeholder apresenta um modo divergente de avaliar-se as relações entre atores no Sistema Internacional e o limite do poder do Estado. Mesmo que não haja continuidade no modelo atual, o campo de estudos é extenso e ainda longe de alcançar sua maturidade

In the era of globalisation, organisations around the world have increasingly become stages of global diversity where multi-cultural workforces interact in teams on a daily basis. International organisations, in particular, are a characteristic display of cross-cultural interaction. The study of organisational culture in a multi-cultural organisational environment is receiving growing attention due to a pressing need to understand and manage the consequences of cross-cultural interaction and achieve better organisational outcomes. However, so far, studies in the area have focused on multinational for-profit organisations and neglected other industry and governance, missing opportunities for broader and richer understanding in the field. The present study covered a case of an internationally federated complex non-profit organisation and captured new insights, thereby contributing to theory and enriching the empirical evidence in the field of study. The results shed light on the importance of industry and governance, and provoked critical questions for further research. The unique features of non-profit and federated governance culture depicted the opportunities for cross-learning with other industries. The study highlighted the distinct formation of conventional cultural dimensions contributing to cultural cohesion and cushioning the federation against excessive fragmentation. The dimensions of institutional collectivism, in-group collectivism, power distance and uncertainty avoidance depicted interesting behaviours in the study context. These dimensions dominated behaviour and have rendered other dimensions subservient. Cultural behaviours, such as cultural-anchoring and power grouping, transpired as unique findings to the industry and governance, where consensus and fragmentation have played integrative and accommodative roles. Dominant dimensions determined direction and intensity in subservient dimensions irrespective of values espoused by leadership in the subservient dimensions. The line between organisational politics and the ingroup collectivism dimension was blurred, calling for further research in the field of organisational behaviour. Further research in the field could focus on shaping organisational cultural dimensions fit for diverse industry and governance contexts, identifying areas of cross-fertilisation of learning, investigating the significance of dominant versus subservient dimensions in the process of organisational cultural change, and broadening the knowledge base in the field by studying diverse organisational typologies. / Graduate School of Business Leadership (SBL) / D. B. L.