Inaug.-diss.--Freiburg i.B. / "Literatur-verzeichnis": p. 300-307.

Issued also as Thesis (Ph. D.)--Columbia University. / "Bibliography on Reconstruction finance corporation loans to railroads and the problem of railway finance in the depression": p. 167-173.

Thesis (M.A.)--University of Wisconsin--Madison, 1969. / eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (PhD (Organisational Behaviour))-University of Pretoria, 2006. / Abstract in English. Includes bibliographical references. Available on the Internet via the World Wide Web.

Depuis sa création en 1927, l’Assemblée permanente des chambres d’agriculture a changé plusieurs fois de rôle et de composition sociale. Son histoire commence alors que les unions de syndicats agricoles sont sur le point de fêter leur cinquantième anniversaire et l’APCA débute donc une longue quête pour devenir un rouage entre les organisations professionnelles agricoles et l’État. Institution exclusivement consultative dans les années 1930, l’assemblée devient progressivement une pièce de la politique de développement agricole, autour des années 1960 et 1970, en mettant à disposition des chambres départementales d’agriculture un support technique et administratif, et en développant des compétences en matière d’expertise, ainsi qu’une politique éditoriale. Les méthodes prosopographique et micro-historique permettent de démontrer que ce processus est l’œuvre de longue haleine de certains dirigeants syndicaux agricoles et de leurs directeurs, nés au début du 20e siècle, comme il est le produit d’adaptations lentes de tous les acteurs impliqués : un système de bases de données relationnelles rend possible le suivi des 8000 membres et des 500 présidents de chambre d’agriculture tout au long de leurs trajectoires ainsi que leur localisation dans la nébuleuse des réseaux professionnels et politiques. De la Troisième République à la Corporation paysanne de Vichy, de la Libération aux « Trente glorieuses », cette histoire peut également être lue comme le biais par lequel l’agrarisme a continué d’exister tandis que le paradigme productiviste s’impose. / Since its founding in 1927, the Permanent Assembly of Chambers of Agriculture (Assemblée permanente des chambres d’agriculture, APCA) changed several times its role and social profile. Its history begins while the farmers unions are almost celebrating their fiftieth anniversary. The APCA then starts a long quest to set itself as an intermediary between the agricultural professional organizations and State structures. Although this institution is exclusively a consultative one in the 1930’s, it progressively tends to become a protagonist of the agricultural development policy in the 1960’s-1970’s, offering technical and administrative support to the local chambers of agriculture, and developing a public advisory capacity as well as its own publishing policy. Prosopographical and micro-historical methods allow us to demonstrate that this process of institutionalization has been the long-term task of some farmers leaders and their managers, men born at the beginning of the twentieth century, and that its success is the result of slow adapations of all the players involved. A relational database system allows us to follow the social trajectories and to localize in the nebula of professional and political networks some 8.000 members of the chambers of agriculture of this period, as well as their 500 presidents. From the Third Republic to the Peasant corporation of the Vichy régime, and then from the Liberation in 1944-1945 to the agricultural modernization of the “Trente glorieuses”, this history is also a way to enlight how agrarism as a pattern of control could endure while productivism as a new paradigm was asserting itself.

A merger occurs when two or more organisations integrate for a specific reason and become one entity in order to ensure success. Careful consideration and thorough planning must be done and several steps need to be followed to avoid a merger being unsuccessful. Good leadership and communication strategies are the key to a successful merger. This study deals with the strategies for value-creation in a post-merged organisation and the main problem that this research study addressed was: What strategies could an organisation use to ensure that desired values are created in a post-merged organisation? To answer the above question it was necessary to address the preferred organisational values and outcomes of a successful merger and leadership strategies that organisations can utilise to ensure that the preferred values and outcomes of a merger are achieved. Thereafter, various models were outlined and evaluated and a proposed integrated model for the implementation of desired values in a merged institution element was developed to ensure that the members of the organisation internalise the desired values and that these values are reflected in all organisational functions and behaviour. Lastly, based on the theoretical findings of the literature survey, a questionnaire was developed and distributed amongst employees of the Nelson Mandela Metropolitan University (NMMU). As a result of this study it was clear that it is imperative that the decision to implement the leadership and communication strategies proposed in the integrated model remains with the senior management. The organisation will only experience success while coordinating these strategies if senior management is totally committed to the process.

This thesis is concerned with one of the most significant features of the evolution of company law in continental Europe - the emergence of a new management structure. The first part of the thesis contains a historical background to the evolution of company law in the countries where this new structure originated, namely, Germany and France. This background provides the basic framework for the second part of the paper, in which the new management structure is examined. In particular, the main features of the two bodies constituting this structure -the managing board, which manageg the company, and the supervisory board, which in turn supervises management -are discussed in some detail. Following this examination, the role of this new managerial structure in the context of European Community law is traced. The thesis concludes with a short analysis of workers' and employees' rights and their possible participation in the management of the company. / Law, Peter A. Allard School of / Graduate

The General Laws of Agency do not supply a full answer in circumstances where the principal is a company. These laws have undergone certain changes and extentions to suit the company which, as principal, cannot perform any act, by reason of the fact that it is a fictious entity. These changes were brought about by the English Doctrine of Constructive Notice and the Turquand Rule, as well as Section 36 of the Companies Act (Changes); and the Doctrine of Estoppel (Extention). Abolition of the Doctrine of Constructive Notice and the Ultra Vires Doctrine is pleaded on the one hand and the retention of the Turquand Rule, which must be kept distinct from Estoppel, on the other. Contracting with companies will hereby be simplified and become more practical. This will bring our company law on par with modern company law developments, especially those of England.

One of the chief principles of company law is that a company is a separate legal personality and that the liability of a member in a company, limited by shares, is limited to the amount, if any, unpaid on his shares. A problem down the years has been to prevent these principles being exploited by the controllers of the company, largely its directors and thereby to protect creditors of the company. Although judges have at times regarded certain companies whose misdemeanours have come under the_ spotlight as a 'cloak' and a 'sham', 1 the fact remains that a company as a separate legal personality comes into existence on the date of incorporation and that no recourse can be f6unded on the proposition that a company's misdemeanours cause it ipso facto to forfeit its existence. The most important statutory incursion into the principle of the separate personality of a company is contained in what are commonly known as the fraudulent or reckless trading provisions of the Companies Act 61 of 1973, namely s 424. This provision replaces s 185 bis (1) of the Companies Act 46 of 1926 which was derived from what is presently s 630 of the Companies Act (1985) of the United Kingdom (s 332 of the Companies Act 1948) which is still limited to fraudulent trading only.

Submitted in partial fulfilment of the requirement for the degree of Master of Laws by Coursework and research report at the University of the Witwatersrand, Johannesburg, 2018 / This research report seeks to interrogate whether some of the notable limitations which led to the dismal failure of the Judicial Management as a corporate rescue mechanism effectively remain subversive to the business rescue procedure which is intended to prevent the same experiences of the past. The research will thus be limited to the consideration of only those limitations which were problematic under Judicial Management and yet appear not to have been sufficiently addressed by Chapter six of the Companies Act 71 of 2008. It will be acknowledged that the business rescue procedure stands to be largely progressive. However, the bulk of this research is intended to show that the complicated nature of the business rescue provisions coupled with some drafting oversights on the part of the Legislature leaves the procedure vulnerable to the same issues which affected its predecessor. Specifically, the imprecise and complicated nature of sections 131(4) and 133(1) of the 2008 Companies Act makes the procedure vulnerable to judicial conservatism, the same challenge which was most contributory to the failure of Judicial Management. This has in turn resulted in several inconsistent decisions in the interpretation of these provisions which causes unnecessary uncertainties deleterious to the intended purpose for which the business rescue mechanism was enacted. / XL2019