Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: If you want peace make ready for war! This was what Sun Tzu believed when conveying his philosophies in his book the Art of War. What is remarkable about the Art of War is that it was written about 2300 years ago and presented a new way of thinking about battle. Sun Tzu did not promote engaging in battle but rather overcoming the enemy without having to do battle. "100 victories in 100 battles is not the most skilful. Subduing without battle is the most skilful" (Denma Translation: 2003: 25 - 26). The Sun Tzu begins with the understanding that conflict is an integral part of human life. It is within us and all around us. Sometimes we can skilfully sidestep it, but at other times we must confront it directly. Many of us have seen the destructive power of aggression, whether on a personal level or in the disasters of armed conflict. We know as well the limitations of most political and personal responses to that aggression. How can we work with it in a more profound and effective way? (Denma Translation: 2003: 2). As in modem day society conflict is ever present and the manner in which we deal with such conflict either resolves the conflict or exacerbates it. One way of dealing with conflict is through negotiations. The negotiation process is an orderly process whereby parties can engage each other in dialogue in order to reach a mutually acceptable agreement. What is evident is that to be successful in a negotiation the necessary planning and preparation needs to be done. Although it is not possible to prepare and plan for all eventualities within the negotiation process most scenarios can be predicted and therefore if the required preparation is done the possibility of reaching one's objective is increased. When preparing for negotiations it is imperative that all environments that can impact on the negotiation are considered. Furthermore the organisational and personal power of the negotiator and the other party needs to be determined. Within the negotiation process the negotiator will display certain behaviours depending what he/she wishes to achieve. Should the negotiator wish to drive the negotiation then behaviours such as providing information or making proposals will be used. On the other hand, if the negotiator wishes to draw the other party into the negotiation then the behaviour of seeking information and summarising would be used. The outcome of a negotiation could be one of four, namely lose -lose, win -lose, win - win or mutual gains. There are different approaches to negotiation, namely soft, hard and principled. It is suggested that the most appropriate approach is the principled approach, although the soft and hard approach could be used under certain circumstances. A negotiation is a systematic process and involves the aspect of planning. Without planning negotiations are sure to fail and the objective set not reached. The types of planning that need to be done are strategic, tactical and administrative. Instead of opposing each other the planning aspects of negotiation complement each other. Sun Tzu proposes ways to settle a conflict without engaging in battle. Although the learned strategist does not promote negotiation directly when reading the 'Art of War' it becomes evident that Sun Tzu preferred to resolve conflicts in a peaceful manner. It was only when no other option was available that he suggests battle. In war most of the planning and preparation involves strategies, which is similar in the negotiation process. It is important that a negotiator knows when to move, when to stand fast and when to engage the other party. This is also true for any military engagement. Sun Tzu sets out philosophies, which can be used to strategise for negotiation. Although a bit of poetic licence exists when interpreting Sun Tzu's philosophy for the negotiation arena, what the learned author contributes to the field of negotiation is to make the negotiator aware of the options available. The Art of War provides insight into creative thinking where Sun Tzu spells out that it is better to conquer the enemy without engaging in battle. Furthermore the less of the enemy's possessions destroyed the more astute the leader and lastly, that one must not engage in battle because of the wrath of the leaders. In other words it should not be retaliation because the leader's ego is bruised. Sun Tzu provides wisdom, which can be utilised in the negotiation process. The interpretation of Sun Tzu's strategies provides a framework for negotiators to strategise when entering into negotiations. / AFRIKAANSE OPSOMMING: As jy Vrede wil hê, maak reg vir 'n oorlog! Dit is wat Sun Tzu geglo het toe hy sy filosofie in die boek Art of War, weergegee het. "100 victories in 100 battles is not the most skilful. Subduing without battle is the most skilful" (Denma vertaling: 2003: 25-26). Sun Tzu gaan van die veronderstelling uit dat konflik 'n integrale deel van die menslike bestaan is. Dit is binne in ons en orals om ons. Somtyds kan ons dit behendig systap maar ander kere moet ons dit direk hanteer. Baie van ons het al die destruktiewe krag van agressie gesien, hetsy op persoonlike vlak of in rampspoedige gewapende konflikte. Ons ken ook die beperkings van die meeste politieke of persoonlik reaksies op die tipe aggressie. Hoe kan ons dit op 'n meer diepgaande en effektiewe manier hanteer? (Denma vertaling: 2003: 25-26) Soos ook in die moderne samelewing is konflik alom teenwoordig en die wyse hoe dit hanteer word kan dit of oplos, of vererger. Een metode om konflik te hanteer is deur onderhandeling. Die proses van onderhandeling is 'n ordelike proses waardeur partye met mekaar in gesprek tree ten einde tot 'n wedersyds aanvaarbare ooreenkoms te bereik. Dit blyk dat ten einde suksesvol te wees in onderhandelings die nodige beplanning en voorbereiding gedoen moet word. Alhoewel dit is nie moontlik is om te beplan vir alle gebeurlikhede tydens die onderhandelinge nie, kan die meeste scenario's egter voorspel word. Indien die nodige voorbereiding dus gedoen word kan dit jou kanse om jou eie doelwitte te bereik, verhoog. Wanneer voorberei word vir onderhandelings is dit noodsaaklik dat alle omgewings invloede wat 'n impak kan hê daarop oorweeg word. Verder moet die organisatoriese en persoonlike mag van die onderhandelaar en die ander party bepaal word.Tydens die onderhandelings proses sal die onderhandelaar sekere gedrag toon afhangend van wat hy/sy uit die onderhandelings wil verkry. Indien die onderhandelaar hoop om die onderhandelings te lei, sal gedrag soos om inligting te verskaf en om voorstelle maak, gebruik word. Indien die onderhandelaar andersyds eerder die ander partye wil betrokke kry by die onderhandelings, sal gedrag soos die soeke na inligting en om opsommings te maak, getoon word. Die uitkoms van onderhandelings kan een van vier moontlikhede wees, naamlik: verloor-verloor, wenverloor, wen-wen of beide partye baat. Daar is verskillende benaderings tot onderhandeling naamlik die sagte, die harde en die beginselvaste benadering. Dit word aan die hand gedoen dat die mees toepaslike benadering die beginselvaste benadering is maar dat die sagte of aggressiewe (harde) benadering ook onder sekere omstandighede gebruik kan word.Onderhandelinge is 'n sistematiese proses en behels beplanning. Sonder beplanning is onderhandelings gedoem tot mislukking en is die doelwitte nie haalbaar nie. Die tipe beplanning wat gedoen moet word is strategies, takties en administratief. Die verskillende tipes beplanning komplementeer mekaar eerder as om mekaar te opponeer. Sun Tzu voorsien metodes hoe om konflik te besleg sonder om in oorlog betrokke te raak. Hoewel die geleerde strateeg nie onderhandelings direk promoveer nie blyk dit by die lees van The Art of War dat Sun Tzu verkies on konflik op 'n vreedsame wyse op te los. Dit was slegs wanneer geen ander opsie beskikbaar was nie dat hy oorlog voorstel. Tydens oorlog word beplanning en voorbereiding gewy aan strategie wat baie ooreenkom met die van die onderhandelingsproses. Dit is belangrik dat die onderhandelaar weet wanneer om te beweeg, wanneer om vas te staan en wanneer om die ander party te betrek.Hierdie is ook belangrik vir enige militêre aanval. Sun Tzu se filisofie kan dus ook gebruik word vir strategie beplanning vir onderhandeling. Hoewel 'n mate van poëtiese vaardigheid benodig word vir die intepretering van Sun Tzu se filosofie in die onderhandelings arena word die geleerde outeur se bydrae op die onderhandelings gebied gemaak daardeur dat die onderhandelaar bewus gemaak word van sy beskikbare opsies. The Art of War gee insig in kreatiewe denke waar Sun Tzu dit uitspel dat dit beter is om die vyand te oorwin sonder om in 'n geveg betrokke te raak. Verder word aangedui dat hoe minder van die vyand se besittings vernietig word hoe slimmer die leier en dat daar nie in 'n geveg betrokke geraak moet word vanweë die woede van die leiers nie. Met ander woorde daar moet nie vergelding wees as gevolg van die gekrenkte ego van die leier nie. Sun Tzu verskaf dus wysheid wat gebruik kan word in die onderhandelings proses. Die interpretasie van Sun Tzu se strategieë voorsien 'n raamwerk aan onderhandelaars vir stategiese beplanning wanneer betrokke geraak word in onderhandelings.

Thesis (MBA)--University of Stellenbosch, 2010. / ENGLISH ABSTRACT: The Export Processing Zone (EPZ) regime is not new across the world. The first known form was established in the 13th century in modern day Spain. However, the growth of EPZs only became prominent after the First World War, as first world countries were trying to rebuild their economies through export-oriented manufacturing. By the turn of the century, more than two thirds of the countries in the world had embraced the EPZ regime with more than 3,000 zones established, employing more than 43 million people. China contributed a big number to this as it pushed through its Special Economic Zone (SEZ) regime to experiment with market-driven reforms. EPZs have made a significant contribution towards the growth of countries that have fully embraced the EPZ regime. The majority of these countries are in Asia, the Caribbean and South America. In Africa, Mauritius and Madagascar have benefited from the establishment of zones. On the other hand, other countries have failed to realize benefits from their zones such as Senegal. Zambia was slow to develop policy related to establishment of EPZ. The first attempt to establish EPZ legislature was only made in 2001. However, nothing happened on the ground until 2007, due mostly to concerns around revenue benefits from zones. Since then, two zones have been set up, construction of another is about to start and three more are planned. Despite this ambitious drive, there are still concerns around the realization of benefits from zones compared to the foregone tax, as well as costs associated with establishing infrastructure to support the zones. Other concerns related to the working conditions and wages of people employed by zone enterprises This study explores further such concerns. It is noted in this study that the policy framework for attracting investment in zones is adequate and addresses all concerns. However, the level of infrastructure development is not adequate to support the EPZ regime. The domestic business environment is not well developed to support and benefit from the EPZ regime. Considering its past economic performance, the country has no choice but to embrace the EPZ regime, as a means to develop growth in exports. / AFRIKAANSE OPSOMMING: Die vryhandelsgebiedkonsep is by verre nie nuut in die ekonomiese wêreld nie. Die eerste van hierdie tipe markstelsels dateer terug van sover as 13de eeuse Spanje. Dit is egter interessant dat die vryhandelsgebiedmodel eers na die beëindiging van die eerste wêreldoorlog pertinent posgevat het. Die konsep was in hierdie tyd veral vir eerste wêreld lande van groot waarde. Hulle kon toesien dat hul ekonomieë deur uitvoergedrewe vervaardiging in ere herstel word. Dit is ook verder werd om te weet dat teen die draai van die eeu, meer as twee derdes van die wêreld in meer as 3000 vryhandelsooreenkomste belang gehad het. Dit het direk of indirek daartoe bygedra dat meer as 43 miljoen mense op een of ander wyse by die arbeidsmark betrek is. China het 'n groot rol gespeel deur sy “Spesiale” vryhandelsgebiede waarmee hy markgedrewe hervorming kon toets. Vryhandelsgebiede het daadwerklik 'n groot invloed gehad op die groei van ekonomieë van lande wat volwaardig by die konsep ingekoop het. Die oorgrootte meerderheid van die lande is afkomstig uit Asië, die Karibiese Eilande en Suid Amerika. Uit Afrika was dit onder andere Mauritius en Madagaskar wat die meeste voordeel hieruit geput het. Andersyds het lande soos Senegal klaarblyklik geen voordeel uit sy vryhandelsgebiede gekry nie. Zambië was veral stadig om beleid neer te lê rondom die vestiging van 'n eie vryhandelsgebied(e). Sy eerste poging om amptelike wetgewing in die verband neer te lê was in 2001. Daar het egter niks konkreet hieruit voortgevloei voor 2007 nie. Die land was veral besorg oor inkomstevoordele tussen die voorgestelde gebiede. Sedertdien is twee gebiede reeds gevestig, 'n derde in wording en 'n verdere drie in die beplanningsfase. Ten spyte van die nuutgevonde dryfkrag is daar steeds twyfel oor die voordeel tussen die handelsgebiede, opgeweeg teen die uitgemaakte belasting en kostes wat met die daarstelling van die nodige infrastruktuur gepaard gaan. Daar is ook kommer oor die werksomstandighede en besoldiging van mense wat deur Vryhandelsondernemings in diens geneem word. Die doel van hierdie studie is om verdere kwelpunte te identifiseer en dan te analiseer. Daar word in die studie bevestig dat die beleidsraamwerk, wat daarop gemik is om belegging aantreklik te maak, voldoende is. Die infrastruktuur is egter nie huidiglik voldoende om die Vryhandelsgebiede te ondersteun nie. Die plaaslike besigheidsspeelveld is ook nie goed ontwikkel nie en kan derhalwe nie dié besigheidsmodel ondersteun en voordeel daaruit put nie. Gegewe sy ekonomiese prestasies van die verlede kan Zambië nie anders as om die Vryhandelsgebiedkonsep aan te hang, om sodoende daadwerklike groei in sy uitvoermark te bewerkstellig nie.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: This mini study project reviews the experiences of implementing an Enterprise Programme Office (EPD). The reason for the implementation, as well as the alignment of the structure and role of the EPD is reviewed in a literature research as well as an empirical study of eight large listed South African companies. The study attempts to establish whether the value of the EPO exceeds the cost of the EPD and whether the type of EPD implemented impacts on the success of the initiative. Strong . executive support and a formalised change management prógramme are highlighted as important prerequisites for success. An approach to measure the success of the implementation is discussed as part ofthe literature research. The implementation of an EPD is not simple. Understanding this at the conceptual stage will ensure that the business will not underestimate the size, complexity and impact on the business. If this is acknowledged, inclusion of a formal change management process will be readily supported and the level of budget and skills allocated is more likely to be appropriate. The strong correlation between EPD effectiveness and the success of individual projects or projects within a programme, as established in the KPMG Project Management Survey (2002:3) indicates a strong business case for building an effective EPD. The mini study project is able to confirm that the value of having an EPD does exceed the cost of implementing and running the EPD, within the confines of this study. The implementation of an effective EPD provides the business with a vehicle to implement their key initiatives, using a formal process that significantly reduces the risk of failure. / AFRIKAANSE OPSOMMING: Hierdie mini-studieprojek neem die resultate van die implementering van 'n Ondernemingsprojek-kantoor (OPK) in oënskou. Die rede vir die implementering, asook die posisionering van die struktuur en rol van die OPK word ondersoek by wyse van 'n literatuurstudie, sowel as 'n empiriese studie van agt groot gelyste Suid- Afrikaanse maatskappye. Die studie poog om te bepaal of die waarde van die OPK die koste van die OPK oortref en of die tipe OPK wat geïmplementeer word die sukses van die inisiatief beïnvloed. Die volgehoue ondersteuning van die uitvoerende bestuur sowel as 'n formele veranderingsbestuursprogram word vooropgestel as belangrike voorvereistes vir sukses. 'n Benadering wat die sukses van die implementering meet, word as deel van die literatuurstudie bespreek. Die implementering van 'n OPK is nie so eenvoudig nie. Dis belangrik dat dit reeds tydens die koseptualiseringsfase in gedagte gehou word ten einde te verseker dat die omvang, kompleksiteit en impak op die besigheid nie onderskat word nie. Indien dit aanvaar word, sal die insluiting van 'n formele veranderingsbestuursproses geredelik ondersteun word en die standaard van begroting en vaardighede wat toegewys word, neig om meer gepas te wees. Die sterk onderlinge afhanklikheid tussen die effektiwiteit van die OPK en die sukses van individuele projekte binne 'n program, soos vasgestel is met die KPMG Projekbestuur Ondersoek (2002:3), dui op 'n sterk besigheidsaak ten gunste van die daarstelling van 'n effektiewe OPK. Die mini-studieprojek kan, binne die beperkinge van die studie, bevestig dat die waarde van die vestiging van 'n OPK, die koste van implementering en bestuur van die OPK oortref. Die implementering van 'n effektiewe OPK voorsien besigheid van 'n medium om hulle sleutel inisiatiewe te implementeer deur gebruik te maak van 'n formele proses wat die risiko van mislukking aansienlik verminder.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: The concept of executive coaching has become known over the last 20 years. Executive coaching is a service that is provided to managers and leaders within organisations in order to help them to make changes that will lead to increased personal and organisational performance. Coaching helps leaders to function better in the business world by helping them to see beyond their own mindsets; helping them to learn new skills; and helping them to overcome deeply ingrained habits and behaviours that may be restricting their further success. Coaching is not targeted specifically at executives that are experiencing performance problems, but at any manager or leader that wants to learn or change in some way, or simply wants to further increase their performance. The need for executive coaching has arisen due to the speed at which the world is developing and hence because of constant change. Globalisation, technology, mass production and increased levels of democracy have lead to a highly competitive business world. The leader and manager of today have to be highly efficient and deal with a much broader range of tasks than ever before while being highly advanced in the areas of personal and interpersonal skills. These same changes that have affected the world have lead to changing social norms where people have the need to partiCipate and be heard. The traditional management approaches to business whereby leaders commanded their employees to execute their ideas, is no longer an efficient practise as business is just too complex to centralise decision making. The concept of organisational empowerment which became know in the late 1980's has to do with the top leaders of organisations sharing their power and authority with those lower down in the organisation. Empowerment is seen as the key to sustainable organisational success, however it is complex to implement, takes considerable time and needs dedication, focus and drive from top leaders to be successful. Top leaders however will need to transform their own styles, habits and skills in order to successfully empower their organisations. Executive coaching is seen as the best method to help leaders and managers to empower their organisations by assisting them to change their leadership styles, learn better personal skills and to properly plan and execute changes that need to be made within the organisation. The use of executive coaching will also teach executives how to coach all those within their organisations, which will further help change the organisation from a traditional culture to a culture of collaboration and support. / AFRIKAANSE OPSOMMING: Die konsep van bestuursafrigting het in die afgelope 20 jaar bekend geword. Bestuursafrigting is 'n diens wat gelewer word aan bestuurders en leiers binne 'n organisasie om hulle te help om veranderinge te maak wat sal lei tot verhoogde persoonlike en organisatoriese prestasie. Afrigting help leiers om beter te presteer in die besigheidswereld deur verby hul eie gedagte raamwerk te kyk, nuwe vaardighede aan te leer en om diep ingewortelde gewoontes en gedrag te oorkom wat sukses verhinder. Afrigting is nie net gefokus op uitvoerende amptenare wat prestasie probleme ervaar nie, maar op enige bestuurder of leier wat wil leer of verander, of prestasie wil verbeter. Die behoefte vir bestuursafrigting het ontstaan as gevolg van die tempo waarmee die wereld voortdurend verander. Globalisering, tegnologie, massa produksie en verhoogde vlakke van demokrasie het gelei na 'n hoogs kompeterende besigheidswereld. Die hedendaagse leier en bestuurder moet hoogs effektief wees, meer take kan verrig as ooit tevore en ook nog hoogs gevorderd wees in terme van interpersoonlike vaardighede. Hierdie veranderinge het ook gelei na veranderende sosiale norme waar mense meer betrokke wil wees deur insette te lewer. Die tradisionele benadering tot besigheid, waar leiers opdragte gee aan werknemers om hulle idees uit te voer, is nie meer effektief in die huidige komplekse samelewing nie. Die idee van organisatoriese bemagtiging, wat in die laat 1980's bekend geword het, het te make met die verspreiding van mag van die senior bestuur in die organisasie na laer vlakke. Bemagtiging is die sleutel tot volhoubare organisatoriese sukses maar, dit is moeilik om te implementeer, het baie tyd en toewyding nodig en benodig fokus van die top leiers om suksesvol te wees. Daarom moet top bestuurders hul eie styl, gewoontes en vaardighede transformeer om bemagtiging suksesvol te implementeer in hul organisasies. Bestuursafrigting word gesien as die beste metode om leiers en bestuurders te help om hul werknemers te bemagtig deur hulle te help om hulle leierskapstyle te verander, beter persoonlike vaardighede aan te leer en om beter organisatoriese beplanning en uitvoering te fasiliteer. Die gebruik van bestuursafrigting leer bestuurders hoe om ander te mentor wat die tradisionele kultuur van bestuur vervang met een van samewerking en ondersteuning.

Thesis (MBA)--Stellenbosch University, 2005. / The business environment is always changing and it is characterised by turbulence and uncertainty. This changing environment will force the businesses to respond in one way or the other and alter their strategies and operations to accordingly to remain competitive. Making some alterations to these strategies and operations means bringing about change to the organisation. As it will be seen in the rest of this study, managing change is a complex, complicated, time consuming and expensive exercise. Managing and leading change requires commitment, patience, passion, dedication, and top leadership support. It involves an insightful analysis of the status quo from which to start building for the envisioned end future state. The change agents must ensure that they keep everybody on board posted about change. Pervasive leadership must be present to corroborate the change process. Because change happens through people, a full comprehension of the human aspect of change especially the human response to change need not be overemphasised. This aspect cuts across the entire change process right from the beginning until the end of change project. The other overarching thing is the fact that change programme must be in place to ensure implementation, hence successful change. This programme outlines the roles and responsibilities of those involved in the change process. This study has looked at the CAPlE model for facilitating change. The model envelopes all the critical elements of the change programme and process, which the change agents should take cognisance of. The model serves as a guide to successful management, facilitation and implementation of change.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Modem economy has been labeled as the "knowledge society". Increasingly, a learning organisation is one that knows how to learn and has a culture of continuous improvement. When organisations consider the task of improving project management, they encounter a wealth of best practices. However, the challenge is to assess the organisation's current condition and to chart a realistic improvement initiative. A framework for the management of projects on an organisational level allows organisations to develop the path ahead. Global competition and the realities of multiple, complex project environments have made it necessary to consider both individual project success metries and the overall organisational context. Sasol Technology provides engineering and project management services to the Sasol group with an annual portfolio of over a hundred capital projects totaling more than R3 000 million. Increasing demands on Sasol Technology, for an improved level of contribution to Sasol's strategic objectives, require a holistic approach to purposely consider the organisational project management capabilities that will significantly increase the consistency and delivery of successful projects. Consequently, in this study the organisational project management (OPM) factors describing such an environment for Sasol Technology is discussed. For this purpose, a database of capability areas was developed from available literature and adapted into a framework with 28 OPM capability areas. Using this OPM framework, an empirical survey was conducted among the engineers and project managers of Sasol Technology to collect data on the importance and evidence of the selected 28 OPM capability areas. The essential OPM capabilities and significant development areas towards a higher level of OPM are identified and discussed. The study concludes with recommendations and proposals on specific capability areas of the OPM framework for Sasol Technology, towards improved levels of project management performance and continuous learning. / AFRIKAANSE OPSOMMING: Die hedendaagse ekonomie word gekenmerk as die tydvak van kennisbestuur. Vandag moet organisasies veral weet hoe om immaterielegoedere kennis uit te brei en hoe om voortdurend te verbeter. Daar bestaan wel 'n oorvloed van bewese kennis en goeie praktyke wat betref projekbestuur, maar 'n raamwerk maak dit moontlik om op 'n organisatoriese vlak die huidige situasie rondom die bestuur van projekte te bepaal. Regstellende stappe kan bepaal en geneem word indien nodig. Weens die toename in kompleksiteit van projekbestuur omgewings asook druk op maatskappye om op wereldwye skaal kompeterend te bly, is dit noodsaaklik om die tradisionele metings van suksesvolle projekbestuur te oorweeg, tesame met die wyer organisasie faktore. Sasol Tegnologie verskaf ingenieurs- en projekbestuur dienste aan die groep van Sasol maatskappye. Sasol Tegnologie is verantwoordelik vir meer as een honderd kapitaal projekte met 'n totale jaarlikse begroting van R3 000 miljoen. Noodgedwonge word daar van Sasol Tegnologie verwag om projekte meer konstant en beter te voltooi. Deur 'n holistiese benadering te volg, wat betref die bestuur van projekte, behoort die bydrae van Sasol Tegnologie tot die strategiese doelwitte van Sasol noemenswaardig te verbeter. Gevolglik is die oogmerk van hierdie studie, die beskrywing en bespreking van tipiese omgewingsfaktore van Sasol Tegnologie wat betrekking het op die bestuur van projekte. Vanuit 'n databasis van bevoegdhede, saamgestel uit beskikbare literatuur, en in oorleg met senior bestuur is 28 bevoegdheidsareas geidentifiseer wat toepaslik is vir Sasol Tegnologie. Hierdie verwysingsraamwerk is aangewend om 'n opname te maak onder 'n monster van Sasol Tegnologie werknemers. Data is ingesamel en verwerk om die waarneembare belangrikheid en klaarblyklikheid van die 28 bevoegdheidsareas te bepaal. Gevolglik was dit moontlik om die relatiewe belangrikste bevoegdheidsareas te identifiseer asook die mees aangewese ontwikkelingsareas. Die studie bied aan sekere aanbevelings ter verbetering van projekbestuur en voortdurende uitbreiding van organisasie-kennis in Sasol Tegnologie. Die studie sluit af met voorstelle vir moontlike ander aanwendings van hierdie studie in die toekoms.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Strategic planning and the successful implementation of strategic plans moulds organisations and make them successful in the long term. Siemens-Information and Communications (IC) has realised the need for strategic planning to remain competitive and successful. The implementation of the strategic planning process at Siemens-IC has created the opportunity to do that, but as many have realised, this can only be achieved when the strategic plans have been successfully implemented. The strategic planning process at Siemens-IC is not dysfunctional, in many instances it has achieved a great deal. The problem is therefore not how to fix the strategic planning process, but rather how to improve the implementation of the strategic plans. The successful implementation of strategic plans is summarised by outlining the process used to derive the strategy, the governing principles for defining the strategy, communication of the strategy and organisational accountabilities. These components are supported by a strategy review process that is embedded in the organisational process and improves the implementation of strategic plans. If all of this occurs in the absence of a culture which promotes innovation, creativity and strategic planning as part of all managers' functions, it is doomed to failure. The strategic plans in Siemens-IC could be implemented better if the formulation of strategy is seen as part of the line managers' functions. This would provide the opportunity to improve communication, understanding and implementation of the strategy throughout the organisation right down to the lowest levels. It is also proposed that the implementation of strategic plans should be improved by linking the formulation with the implementation of the strategy. This would ensure that what has been envisioned will also be implemented. The last overall consideration for Siemens-IC is to create an organisational culture of learning. Managers at all levels should realise that formulating and implementing strategy is an ongoing journey that should be managed, and where failures and successes should be seen as opportunities to learn and improve. Achieving a culture of learning would improve the organisation's overall success with the implementation of strategic plans. / AFRIKAANSE OPSOMMING: Strategiese beplanning en die suksesvolle implementering van strategiese planne vorm organisasies en maak hulle suksesvol oor die lang termyn. Die behoefte vir strategiese beplanning in Siemens-Informasie en Kommunikasie (IK) is erken om die maatskappy meer kompeterend en suksesvol te maak. Die implementering van strategiese beplanning by Siemens-IK het die geleentheid geskep om dié doelwit te bereik. Maar dit het ook die besef laat ontstaan dat dit slegs bereik kan word indien die strategiese planne suksesvol geimplementeer word. Die strategiese beplanningsprosesse by Siemens-IK is nie foutief nie, daar is inteendeel vele gevalle waar dit suksesvol was. Die probleem is dus nie die regstelling van die strategiese beplanningsproses nie, maar eerder hoe om die implementering van die strategiese planne te verbeter. Die suksesvolle implementering van die strategiese planne word saamgevat deur die prosesse wat die strategie bepaal, die beginsels wat die bepaling van die strategie reguleer, kommunikasie van die strategie en die organisatoriese verantwoordelikhede te omskryf. Hierdie elemente word gerugsteun deur 'n strategie hersieningsproses wat deel is van die organisatoriese prosesse, en verbeter die implementering van die strategiese planne. Indien daar nie 'n kultuur wat innovasie, kreatiwiteit en waar strategiese beplanning gesien word as deel van alle bestuurders se funksies bestaan nie, sal implementering gedoem word om te faal. Die implementering van strategiese planne in Siemens-IK kan verbeter word deur strategie formulering deel van die lynbestuurders se funksies te maak. Dit sal die geleentheid skep vir verbeterede kommunikasie, begrip en implementering van strategie en dit na alle vlakke van die organisasie deur te voer tot op die laagste vlakke. Daar word ook aanbeveel dat die formulering en die implementering van strategie gekoppel moet word. Dit sal verseker dat dit wat beoog word, ook geimplementeer sal word. Die laaste oorkoepelende oorweging is om 'n leerkultuur in die organisasie te skep. Bestuurders op alle vlakke moet besef dat strategie formulering 'n voorgesette proses is wat bestuur moet word, en waarin mislukkings en suksesse as geleenthede vir leer en verbetering beskou moet word. Die verwesenliking van 'n leerkultuur sal die implementering van strategiese planne, oor die algemeen, meer suksesvol maak.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Samancor Chrome is an integrated ferrochrome producer with an estimated annual ferrochrome capacity of 1.26 million tons, or approximately twenty-five per cent of total Western world capacity in 1997. A decline in commodity pricing and other factors prompted Samancor to initiate a business process reengineering (BPR) programme facilitated by McKinsey and Company in the Chrome Alloys Division in 1997. The process however, met with considerable resistance from the Unions within Samancor Chrome, although several strategies were employed to promote acceptance of the process. The technical report assesses the effect of strategies utilised to lessen resistance to change during the business process reengineering programme initiated in Samancor Chrome. The assessment reviewed strategies given in relevant literature to lessen resistance to business reengineering processes and considered the applicability of such strategies within the context of Samancor Chrome. Research data was obtained through semi-structured interviews with Samancor Chrome senior management. The research showed that Samancor Chrome had formulated a communication and a participation strategy in preparation of the BPR programme. The strategies were the only acceptance strategies suggested by McKinsey and Company in their role as the BPR consultants. The context provided by the literature research showed that the participation strategy and the formulation of the communication strategy were inappropriate within the organisational context of Samancor Chrome. Conclusions regarding the situational validity of the strategies were supported by the failure of the strategies to reduce resistance against the BPR programme. A negotiation strategy was ultimately used as an acceptance strategy during the BPR programme, and contextual analysis showed the strategy to be appropriate although only partially effective as implementation was still delayed. Interpretative analysis of the research data indicated that a change management strategy for future BPR initiatives should rather contain elements of education, communication, retrenchment avoidance measures and consultation or negotiation within a management led, top-down approach. Management should drive the BPR process in an emphatic manner, with the programme execution and implementation being completed within a four to six month short time frame. / AFRIKAANSE OPSOMMING: Samancor Chroom is 'n ge-integreerde ferrochroom produsent met 'n geskatte kapasiteit van 1.26 miljoen ton per annum, of ongeveer vyf en twintig persent van die totale Westerse wêreld kapasiteit in 1997. 'n Reële verlaging in kommoditeits pryse sowel as ander faktore het daartoe gelei dat Samancor Chroom in 1997 'n besigheids proses herontwerp oefening onder leiding van McKinsey and Company in die Chroom Allooi Divisie geinisieer het. Die proses is egter deur die Unies binne Samancor weerstaan, alhoewel verskeie strategieë gebruik was om aanvaarding van die proses te bewerkstellig. Die tegniese verslag evalueer die effektiwiteit van die strategieë wat toegepas was om weerstand teen verandering tydens die besigheids proses herontwerp (BPH) in Samancor Chroom te verminder. Die evaluasie neem ook strategieë vanuit toepaslike literatuur om weerstand tydens besigheids proses herontwerp programme te verminder in ag, en oorweeg die toepaslikheid van die strategieë in die konteks van Samancor Chroom. Navorsings inligting is ingesamel deur semi-gestruktureerde onderhoude met Samancor senior bestuurs personeel. Die navorsing dui daarop dat Samancor Chroom kommunikasie en deelnemenings strategieë in voorbereiding vir die BPH program ontwikkel het. Die strategieë was ook die enigste strategieë wat deur McKinsey and Company in hul rol as BPH konsultante voorgestel was. Die konteks deur die literatuur studie geskep, het aangedui dat die deelnemings strategie sowel as die formulering van die kommunikasie strategie onvanpas was binne die organisatoriese konteks van Samancor Chroom. Gevolgtrekkings aangaande die situasionele validiteit van die strategieë was ondersteun deur die faling van die strategieë om weerstand teen die BPH program te verminder. 'n Onderhandelings strategie is uiteindelik as 'n aanvaardings strategie tydens die BPH program toegepas, en konteks analise dui die strategie as toepaslik aan alhoewel slegs gedeeltelik suksesvol, aangesien die program implementasie vertraag was. Interpretiewe analise van die navorsings inligting dui aan dat 'n veranderings strategie vir toekomstige BPH initiatiewe elemente van opleiding, kommunikasie, inkorting vermyding maatreëls en konsultasie of onderhandeling binne 'n bestuurs gedrewe program benadering moet bevat. Die program moet sonder vertraging gedryf word, met program voltooing en implementering tussen vier tot ses maande.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: As modern business environment continues to be uncertain and risky due to rapid changes in technology, consumer tastes and international trade that exposes smaller economies to larger and stronger economies of the world, smaller organisations to larger multinationals, conventional management approach becomes inadequate. Better methods of managing business and projects have to be found in order to deal with tough competition. Before 1970's, very few people ever talked about project management. This could be attributed to relatively stable environment in which the rate of change was either bearable or easily predicted. It was relatively easy to use established management rules, tools and procedures to deal with such changes. However, since the 1980's, the scenario has changed, organisations are struggling to cope with the pace of change and the pressure is on for organisations either to adapt or die. Consequently, project management has become the sought after management alternative to deal with this unprecedented rate of change and for survival. Project management attractions are mainly its emphasis on teamwork and multidisciplinary approach. It holistic approach makes it very useful in unfamiliar and risky projects in which information is either scanty or overwhelming. The need for project management in such situations cannot be overemphasized. As the business environment continues to become more chaotic, project management will continue to be the management tool of the 21st Century. Organisations that fail to learn the new technique of project managing their business will soon find themselves unable to compete or even survive. This study project examines through a review of relevant literature and by means of a questionnaire the critical factors that constitute project management failure. Questions like what impact can project management failure have on an organisation? What managerial and environmental factors can lead to project management failure? These and other similar questions on this subject are answered. Management, especially top management, would do well to address these factors as proposed in this study findings if they hope to remain operational in this century. The onus is on the leaders of organisations to ensure that their organisations are able to compete, grow and deliver to the satisfaction of shareholders and their customers. / AFRIKAANSE OPSOMMING: Soos die moderne besigheidsomgewing onseker en vol risikos bly, as gevolg van drastiese veranderinge in tegnologie, verbruikersondervinding en internasionale handel wat die kleiner ekonomie blootstel aan die groter ekonomie van die wereld, kleiner organisasies aan groter organisasies, word konvensionele bestuursbenadering onvoldoende. Beter metodes van besigheidsbestuur en projekte sal gevind moet word, om te kan kompeteer met gevestigde kompetisie. Voor die 1970's het bitter min mense oor Projekbestuur gepraat. Dit kan toegeskryf word aan 'n taamlik stabiele omgewing waarin die spoed van verandering aanvaarbaar of maklik voorspelbaar was. Dit was betreklik maklik om die bestaande bestuursreëls, werksmetode en prosedures te gebruik om by te hou by sulke veranderinge. Vanaf die 1980's het hierdie prentjie egter verander. Organisasies sukkel om by te hou by die pas van verandering en die druk is op dié organisasies om aan te pas of onder te gaan. Gevolglik het dit'n alternatief geword om by hierdie veranderinge aan te pas en te oorleef. Projekbestuur se aantrekkingskrag lê daarin dat dit die klem plaas op spanwerk en veelsydige dissipline. Die holistiese benadering maak dit baie nuttig in onbekende en gevaarlike projekte waarin inligting skaars of oorweldigend is. Die behoefte aan Projekbestuur in sulke situasies kan nie genoeg beklemtoon word nie. Soos die besigheidsomgewing chaoties word, so sal die bestuur aanhou om die besigheidstyl van die 21ste eeu te wees. Organisasies wat nalaat om die nuwe tegnieke aan te leer, sal gou agterkom dat hulle nie kan kompeteer of miskien oorleef nie. Hierdie studieprojek ondersoek deur middel van toepaslike literatuur en vraelyste die kritieke faktore wat die mislukking van Projekbestuur konstitueer. Vrae soos, watter inpak kan die mislukking van die bestuur op 'n organisasie hê; watter bestuurs- en omgewingsfaktore kan lei tot die mislukking van Produkbestuur? Hierdie en soortgelyke vrae ten opsigte van hierdie onderwerp word beantwoord. Bestuur, en veral seniorbestuur, sal goed doen om hierdie bevindinge te bestudeer as hulle hoop om operasioneel te bly in hierdie eeu. Die verantwoordelikheid lê by die leiers van organisasies om seker te maak dat hulle kan kompeteer, groei en 'n diens lewer na die satisfaksie van die aandeelhouers en hulle kliënte.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Safety Transport Mirrors is a vehicle component manufacturer. The company is situated in Atlantis on the West Coast of South Africa. It manufactures rear view mirrors for the seven vehicle manufacturers in South Africa. The effect of the weakening Rand, low productivity ratios, the lowering of import duties and active union activities are some of the factors and causes, which decreases the profit margins and in some instances resulted in Safety Transport Mirrors not being competitive in the local market. The company has a vague vision and mission, and the personnel are not always aware of the internal problems that could have been prevented. There is no structured strategic plan that can be followed to ensure that requirements are adhered to. Therefore, crisis management is part of daily management. The opportunity existed to change and improve on the existing ideas and plans, which could improve the effectiveness of the company. This study project is aimed at using analytical tools to analyse the external and internal environment of the industry as well as the company. Using a situation analysis and the information gathered, a strategic plan will be developed, which will indicate the steps to be used to enable Safety Transport Mirrors to become a competitive and effective organisation. Furthermore, an attempt will be made to make a paradigm shift to management to enable them to look into the future with a new vision for Safety Transport Mirrors. / AFRIKAANSE OPSOMMING: Safety Transport Mirrors is 'n motorvoertuigkomponent vervaardigingsmaatskappy wat geleë is in Atlantis aan die Weskus van Suid Afrika. Die maatskappy vervaardig tru-spieëls vir die sewe motorvervaardigingsmaatskappye in Suid Afrika. Lae produktiwiteitsverhoudings, die verswakking van die Rand, die verslapping van invoertariewe en aktiewe unies in die industrie is van die oorsake en faktore wat aanleiding gee tot laer winsmarges en in sommige gevalle is Safety Transport Mirrors nie meer kompeterend in die plaaslike markte nie. Die maatskappy het ook nie 'n duidelike visie en missie nie en personeel is nie altyd op hoogte van die inherente probleme wat verhoed kon word nie. Daar is ook nie 'n gestruktureerde strategiese plan wat gevolg kan word om die maatskappy doeltreffend te bestuur nie, en sodoende word daar daagliks krisis bestuur toegepas. Daar was dus geleentheid vir verbetering en implimentering van nuwe idees en planne, wat die maatskappy weer in die regte rigting kan stuur. Hierdie studie projek sal gebruik maak van verskeie analitiese metodes om die eksterne en interne omgewing van die industrie asook die maatskappy te ontleed. Situasie analise sal toegepas word en gepaardgaande met hierdie inligting sal 'n strategiese plan ontwikkel word, wat die stappe sal aandui wat gevolg moet word om Safety Transport Mirrors in 'n kompeterende en effektiewe onderneming te verander. Daar sal ook gepoog word om 'n paradigma verandering onder die bestuur te bewerkstellig, om sodoende te verseker dat hulle met 'n nuwe visie die toekoms van Safety Transport Mirrors sal ingaan.