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M.Tech. Business Administration. Business School. / The purpose and scope of the study is defined by the objectives of the study, which are:  To determine the skills level of TUT Programme managers on the financial management system, Integrated Tertiary Software (ITS).  To determine the extent of the use of financial management system (ITS).  To determine to what extend policies and procedures at TUT are complied with by Programme managers.  To determine whether Programme managers understand and can interpret the general ledger content and where and how all the transactions are generated.  To determine the interventions needed to developed and assist Programme managers to improve their management and control of financial activities in their departments and cost centres. A thorough literature study was and quantitative techniques employed. The questionnaire was developed based on the identifying of shortcomings at TUT relating to financial management by programme managers. These areas include the knowledge and ability to use and interpret the financial information system at TUT. Respondents in the survey were programme managers which can be defined as staff members at TUT that has the responsibility to manage and control cost centre (fund allocations) according to the policies and procedures supplied by TUT. All campuses were included in the survey. Respondents in the survey completed the questionnaire where there were several results obtained regarding biographic variables, variable in respect to the ITS General Ledger system, financial training and variables with respect to policies and procedures at TUT. The objectives of the study were attained, and resulted in several recommendations to extend the knowledge, management and control of finances in academic and administrative departments at TUT. Furthermore it was recommended that training sessions on financial management and awareness campaigns regarding policies and procedures should be launched for staff to attend which will enhance reliable financial governance.

The dissertation begins with the explanation of the framework of the dissertation, discusses the background of the study, the motivation and value of the study. The problem statement and study objectives are defined as well as the research methodology. In line with the objectives of the study, various capital structure theories are examined the importance of the weighted average cost of capital is analyzed and the specific components that make up the weighted average cost of capital namely, the cost of equity and cost of debt are explored. Further more the signaling and agency costs theories are also extensively discussed and many other concepts and theories of significance to capital structure management. The corporate profile of Aspen Pharmacare is discussed as well as the industry within which the company operates, the strategic alliances and agreements entered into, in line with the company's growth strategy. The company's financial statements are analysed so as to compute the gearing level. The dissertation concludes by saying that the gearing ratio needs to be looked at in comparison to the company peers in the industry, so as to best establish the norm of the industry, and that, it is only then that a conclusive statement can be made as to whether the company gearing strategy is appropriate or not. / Thesis (MBA)-University of Natal, 2003.

No abstract available. / Thesis (MBA)-University of Natal, Durban, 2001.

by Stewart C. Myers and Gerald A. Pogue. / Bibliography: leaves [1]-2.

Many organisations today are still not making use of Management Accounting tools to assist in providing sustainability information for decision-making and the influence this can have on the financial performance of an organisation. This may have a negative impact on the financial performance of organisations, the result of the number of errors and miscalculations that can occur, including obsolete cost drivers; miscalculated business decisions, inaccurate information and human errors. Without applying Management Accounting tools, managers of organisations may find it difficult to improve the day-to-day operations and to take decisions to enhance the financial performance of their business. In this study, information was collected from interviews to determine whether Management Accounting tools could provide sustainability information for decision-making, and how this would influence the financial performance of an organisation. The research was carried out in organisations listed on the JSE. This study found that Management Accounting tools are important in providing sustainability information for decision-making and in determining how this information influences the financial performance of JSE listed organisations. Furthermore, Management Accounting tools provide strategies that influence decision-making and performance, although decision-making is the responsibility of executives or directors of the organisations. The study also found that Management Accounting tasks are performed by financial managers who focus solely on financial statements and reporting. Hence future research should focus on the importance of devolving Management Accounting roles to financial accountants or managers to enable the organisation to focus on different reports for different outcomes. / Management Accounting / M. Phil. (Management Accounting)

This thesis, entitled “An analysis of bank risk management and its relevance for the non-bank corporate sector”, investigates the extent to which financial risk management by the banking sector can be applied to the non-bank corporate sector. As banks’ risk management techniques are more sophisticated than those of the non-bank corporate sector we have endeavoured to ascertain the applicability of these established risk management methods to the non-bank corporate sector. The main objectives of this study were to analyse the banking sectors’ risks and management thereof, and compare them to the risks faced by the nonbank corporate sector. This analysis was then used to present a theoretical financial risk management model for the corporate sector. This analysis was conducted using qualitative research. The thesis engaged in an in-depth investigation of financial risk management through a documentary, literature and media analysis. It was elucidated that not all companies face the same financial risks and therefore each company requires its own unique financial risk management model. Furthermore, it was established that there are several risks that both banks and non-bank corporates are subjected to. However, the management of these risks is not necessarily the same for these two types of institutes. This thesis concludes by putting forward a financial risk management model which presents all the possible financial risks that non-bank corporates may face.

This paper will discuss the role that corporate governance can play in promoting sustainable development. Sustainable development is discussed in relation to three things: • Current development which does not result in the damage and destruction of the environment to the detriment of future inhabitants of this planet. This paper will discuss the role that corporate governance can play in promoting sustainable development. Sustainable development is discussed in relation to three things: • Current development which does not result in the damage and destruction of the environment to the detriment of future inhabitants of this planet.

The reason for the existence of any company is to make a profit, which means increasing turnover and keeping costs as low as possible. Optimisation of the Value Chain and Procurement were identified as the two largest contributors when one needs to improve the bottom line of any company. The purpose of this research was to develop an integrated Value Chain and Procurement cost reduction methodology and system specifications for a software solution which captures, tracks and accurately reports the impact of the improvement initiatives. The main research question was structured as follows: What should the specifications of a software solution be that will integrate the cost reduction processes of the Value Chain and of Procurement, in a manner that will ensure maximum sustainable bottom-line savings for companies in the manufacturing or service industries? The objective was to define the key phases in the Value Chain and Procurement cost reduction process and to determine how and where they integrate. It is important to note that according the literature review and the survey, both the Value Chain and Procurement cost reduction processes consist of seven phases. The phases of the Value Chain cost reduction process were: Phase 1: Budget/ABC costing and data analysis; Phase 2: Generate ideas; Phase 3: Evaluate and approve ideas; Phase 4: Implementation planning and approval; Phase 5: Development of project (idea) specific KPI's; Phase 6: Implementation of ideas; Phase 7: Track and report savings. The phases of the Procurement (Strategic Sourcing) cost reduction process were: Phase 1: Team selection/data collection/spend analysis/work plan development Phase 2: Access requirements/internal and external analysis; Phase 3: Develop strategy/shape value proposition; Phase 4: Screen suppliers, issue RFI/P/Q, implementation planning; Phase 5: Conduct commercial event/negotiate/finalise contract; Phase 6: Implement contract; Phase 7: Contract management/track and reporting. The above two cost reduction processes integrate at each phase of the respective processes and should thus be implemented at the same time due to their interdependencies. Based on the findings of the research it was clear that an integrated Value Chain and Procurement cost reduction process alone is not going to solve the cost reduction problems of companies. It is essential for the successful implementation of the integrated cost reduction process to develop skills and knowledgeable resources to implement the integrated cost reduction process, improve collaboration between the Value Chain and Procurement, and to implement a system to track and report performance during implementation. Further research should include how to adapt the current company processes, structures, procedures and systems in order to gain maximum benefit from the implementation of an integrated cost reduction process. The integrated Value Chain and Procurement cost reduction process, supported by a software system, should improve the success of cost reduction projects in companies. It is, however, important to note that the application of the methodology will vary between industries and that service-related industries might put more emphasis on Procurement cost reduction, while the manufacturing industries might place a bigger emphasis on cost reduction in operations. In conclusion, irrespective of the industries, it is evident that this methodology will enhance the cost reduction results previously obtained from similar efforts.