Thesis (MBA (Business Management))--University of Stellenbosch, 2005. / ENGLISH ABSTRACT: The matrix structure has had varying degrees of success over the last 35 years. During this period the major factors, seen as critical to achieving matrix effectiveness, have been identified as: • communication; • strong leader; • culture; • rewards; • skills in teams; • clear and defined goals; • senior management support; • defined responsibility; • accountability; and • procedures and standards. A matrix structure (In the form of Category Management) was introduced into our organisation (USABCO) in 1999 and three years later it was replaced with the previous structure (Hierarchical Structure). In hind light the category management structure, if implemented correctly with the relevant preparation, training, and support,would have improved new product development efficiency. Eleven recent articles related to matrix effectiveness were selected and analysed, and the results used to establish the following for each of the above and other critical factors: • proposed actions that can be taken to improve matrix effectiveness; and • reported benefits of these actions. This is not an exhaustive list but rather a summary of results from current research, empirical studies and surveys. / AFRIKAANSE OPSOMMING: Die matriks struktuur het oor die laaste 35 jaar verskillende suksesse behaal. Gedurende hierdie periode, was die volgende hoof faktore gesien as krities tot die bereiking van matriks doeltreffendheid: • kommunikasie; • sterk leiers; • kultuur; • vergoeding; • vaardighede in spanne; • duidelike doelwitte; • bemagtiging van lede; • senior bestuur ondersteuning; • gedefinieerde verantwoordlikheid; • toerekenbaarheid; en • prosedures en standaarde. Die matriks struktuur (in die vorm van kategoriebestuur) was in 1999 in ons maatskappy bekend gestel en na 3 jaar was dit weer vervang met die vorige struktuur (hierargiese struktuur). Die "kategorie bestuur struktuur" kon nuwe produk ontwikkeling doeltreffendheid verbeter, as dit reg geimplementeer was met die nodige voorbereiding, opleiding en ondersteuning. Elf onlangse artikels, wat verband hou met matriks doeltreffendheid, was geselekteer en geanaliseer en die resultate gebruik om die volgende vas te stel vir elkeen van die bogenoemde hooffaktore: • voorgestelde aksies om matriks doeltreffendheid te verbeter; en • gepubliseerde voordele van die aksies. Dit is nie 'n volledige lys nie, maar eerder 'n opsomming van huidige navorsing, empiriese studies en ondersoeke.

Thesis (MBA (Business Management))--University of Stellenbosch, 1992. / ENGLISH ABSTRACT: The aim of the exercise is to acquire a thorough knowledge of Kromco's business requirements, to create a high level datamodel, a data entity model and to determine the priorities of the different systems which will lead to an effective management information system. To acquire the desired information and strategy within a limited period of time, use was made of questionnaires, focus groups, personal interviews, value chain analysis, critical success achievements and information in use. The desired information requirements and information systems have been evaluated against the information and systems presently available. The present management information system does not fulfil the needs of a successful management information system and therefore it has been suggested that a computer be obtained. The same information is used by different departments. To prevent duplicating transactions, use must be made of a databasis. The designing of the database does not form part of this worksheet and further investigation is necessary. / AFRIKAANSE OPSOMMING: Die doelwit van die werkstuk is om 'n deeglike begrip van Kromco se besigheidsbehoeftes te verkry deur die daarstelling van 'n hoe vlak datamodel, 'n data entiteitmodel en die prioriteitsbepaling van die verskillende stelsels wat sodoende tot 'n effektiewe bestuursinligtingstelsel sal lei. Om die verlangde inligting en strategie binne die kort tydsbestek te kry is daar gebruik gemaak van vraelyste, fokusgroepe, persoonlike onderhoude, waardeketting-ontledings, kritieke suksesbepalings en bestaande inligting in gebruik. Die verlangde inligtingsbehoeftes en -stelsels is geevalueer teenoor die inligting en -stelsels wat tans beskikbaar is. Die bestaande bestuursinligtingstelsel voldoen nie aan die vereistes van 'n suksesvolle bestuursinligtingstelsel nie en die aanbeveling is om n eie rekenaar te kry. Dieselfde inligting word deur verskillende departemente gebruik. Daarom moet daar gebruik gemaak word van n databasis om duplisering van transaksies te vermy. Die databasisontwerp vorm nie deel van hierdie werkstuk nie en verdere navorsing moet daarop gedoen word.

Thesis (MBA (Business Management))--University of Stellenbosch, 2000. / ENGLISH ABSTRACT: The aim of this study was to investigate the term executive (managerial) derailment. Special reference was given to various research done in the USA at the Centre for Creative Leadership (CCL). Managerial derailment was analysed and the persons most likely to derail identified. Typical indicators for derailment were investigated. The cause for derailment, with special focus on six classical flaws and their intercorrelation, were studied. Preventative measures to combat the phenomenon of derailment were investigated on both individual and organisational levels. Some preventative recommendations were suggested. The state of derailment internationally was studied to ascertain if any time movement occurred. Derailment is still present today, while some of the reasons causing derailment is fading, others increases in strength. Cultural differences between European and North American managers were studied, and no differences were found. This were compared with a survey conducted by the author on 47 modular South African MBA students to determine the state of derailment amongst the respondents. The survey respondents positively confirmed the presence of managerial derailment. Derailment results recorded amongst the pilot group were similar to that documented in literature. Further in-depth study needs to be done to validate the existence of managerial derailment amongst South African managers. / AFRIKAANSE OPSOMMING: Die deel van hierdie studie was om die term bestuursontsporing (managerial derailment) te ondersoek. Spesiale aandag is gegee aan verskeie navorsing gedoen by die Centre for Creative Leadership (CCL) in die VSA. Persone met 'n hoe ontsporingspotensiaal is geidentifiseer tydens die ontleding van die term bestuursontsporing. Tipiese aanwysings vir ontsporing is ondersoek. Ses klassieke oorsake vir ontsporing is nagevors met veral verwysing na interkorrolasies tussen hierdie oorsake. Voorkomende ontsporingsmaatreels met betrekking tot die individu en die organisasie is bestudeer. Veranderinge oor tyd in internasionale bestuursontsporingsnavorsing is ondersoek. Resultate dui, ten spyte van 'n verandering in die redes vir ontsporing, aan dat bestuursontsporing steeds plaasvind. Feitlik geen verskille wat aan kultuur toegeskryf kan word, word in die literatuur vermeld nie. In 'n meningspeiling onder 47 Suid-Afrikaanse modulere MBA studente het die outeur soortgelyke resultate verkry. Bestuursontsporing blyk teenwoordig te wees onder die studiegroep. Die oorsake vir bestuursontsporing van die respondente is bykans dieselfde as wat deur internasionale navorsing aangetoon word. Voordat die gevolgtrekking dat bestuursontsporing teenwoordig is onder Suid-Afrikaanse bestuurders gemaak kan word, word verdere in diepte studie vereis.

Thesis (MBA)--Stellenbosch University, 2008. / This study investigated whether the way in which dividends are taxed in South Africa, with the introduction of Secondary Tax on Companies (STC) in 1993, together with the extensive piece of legislation which incorporates dividends, has a negative impact on the total amount of dividends paid by companies listed on the Johannesburg Stock Exchange for the period from 1993 to 2006. The Wilcoxon Signed Ranked test was employed to compare the difference in total dividends declared, effective from 1993 and repeated for 1995. The results of the negative differences in proportion to the positive differences measured were then compared to the size of STC applicable in 1993 and 1995. The results of the comparison were that STC had no negative effect on the total dividends paid on the companies used in the sample and the majority of companies constantly increased dividend payments. The study did not distinguish between the different origins of dividends as research advises that the origins of dividends have changed during the increase and decrease of STC. It does seem that total dividends declared are increasing.

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The real-life problem in strategy communication is generally defined as that strategic plans are not generally well communicated to the workforce and therefore not executed to their full potential. This leads to subordinate problems such as that the strategic plan is not bought into by the employees, which leads to a lack of commitment and involvement. When not well understood, the strategic plan loses its motivational power because employees do not know what their role is. The strategy thus is not likely to have the desired effect on the market. Isolated cases of successful communication and implementation of company strategic plans do exist, which raises the question of what is required from an internal strategy communication plan, and what makes it successful. The research report attempts to answer this question and hence contribute to this knowledge field to benefit future implementers. The literature was reviewed on current approaches to establish criteria for successfully communicating a strategic plan, and a successful communication strategy used at Sishen Iron Ore Mine was documented as a case study and critically analysed. Recommendations for future implementations as well as further research were made. This report identified five main groups of requirements for a successful implementation communication strategy. These areas include the need to engage in two-way dialogue, the need to repeat the message, the need to plan the communication rollout, the important role of the middle manager and the need to show the bigger picture. The methodology is more important than the medium (visual, auditory) used. It is further concluded that, if the skill levels of the workforce differ significantly. it may be necessary to have two or more different communication strategies. Simply delegating the responsibility of communication to subordinates creates the risk of failure. It is recommended that middle managers be trained for this purpose and that the progress in each department be appropriately monitored. / AFRIKAANSE OPSOMMING: Die praktiese probleem in strategie kommunikasie is dat strategiese planne nie gekommunikeer word nie en dus nie tot die volle potentiaal uitegvoer word nie. Dit lei tot ondergeskikte probleme soos dat daar nie inkoop is in die strategiese plan of intensie nie wat beteken daar is 'n tekort aan toewyding en betrokkendheid. Die strategiese plan word ook nie goed verstaan nie en verloor sy motiverings krag omdat werknemers nie weet wat hulle rol is nie. Die hele strategie het nie die verlangde effek op die mark nie. Geïsoleerde gevalle van suksesvolle kommunikasie en implimentering word gevind, wat die vraag laat ontstaan; wat word verlang van 'n interne strategiese kommuniksie plan en wat maak dit dus suksesvol. Die navorsingsverslag probeer die vraag beantwoord en sodoende bydrae tot die kennis veld om toekomstige implementeerders te bevoordeel. 'n Literatuur studie is voltooi op die huidige benaderings om kriteria vas te stel vir die suksesvolle kommunikasie van 'n strategiese plan. 'n Suksesvolle kommunikasie strategie wat gevolg is by Sishen Ystererts Myn is gedokumenteer as 'n gevalle studie en krities geevalueer. Aanbevelings is gemaak vir sowel toekomstige implementerings as ook verdere navorsing. Die verslag het vyf hoof groepe van vereistes geïdentifiseer vir die suksesvolle implementerings kommunikasie strategie. Hierdie areas bestaan uit die noodsaaklikheid vir twee rigting gesprek, die vereiste om die boodskap te herhaal, die belangrikheid om die kommunikasie strategie goed te beplan, die rol van die middel bestuurder en die noodsaaklikheid om die groter prentjie te wys. Die metodologie is belangriker as die medium (visueel, auditer) wat gebruik word. Dit word verder aanbeveel dat, indien die vaardigheidsvlak van die organisasie baie verskil, dit nodig mag wees om twee verskillende kommunikasie strategieë te ontwikkel. Om eenvoudig die verantwoordelikheid van kommunikasie na ondergeskiktes te delegeer skep die risiko van faaling. Dit word voorgestel dat middel bestuurders opgelei word vir die doel en dat die vordering in elke departement dienooreenkomstig gemonitor word.

Thesis (MBA) -- Stellenbosch University, 2010. / Strategy execution is a notorious challenge. Research shows that only two thirds of the employees at the best companies agree that strategic and operational decisions are quickly translated into action. Organisations have to devote as much energy into getting execution right as they spend on crafting the direction for their business. Planning and implementation are inevitably joined at the hip, with the success at both these aspects insuring the success of the business. The sphere in which private companies operate is profit driven by nature, which requires thorough planning and communication throughout the organisation. Middle management plays a central role in these companies and, if this group is the weakest link, failure is likely to occur. In order to be able to study the role of middle management in an organisation susceptible to the challenges mentioned above, a South African consulting engineering firm has been identified as a case study. Findings from this research study can prove helpful to the case study organisation and others in understanding the process of strategic translation and execution at middle management level and identifying possible areas for improvement or refinement. In developing an understanding of middle management’s perception of the strategic process, sense can be made of how they translate it into tasks and responsibilities and ultimately the role they play in unfolding strategic plans in the implementation process. The findings from the study highlight the critical role performed by middle managers within the CEF. Data collected through the interviews indicate that middle management has a broad understanding of the organisation’s strategy and that the roles of middle management within the CEF as connectors, knowledge conveyors and sense-makers in the execution of the organisation’s strategy are vital in successful strategy implementation. Lastly, the utilisation of the experience gained through the strategy implementation process is debatable. The researcher concludes with a request for further research to determine the extent to which organisations utilise the implementation roles of middle managers to provide substance to strategy plans

Thesis (MBA) -- Stellenbosch University, 2007. / The regard for project management as a very effective toolset to handle the rapid changing business environment where organizations have to cope with globalisation, the creation and production of more innovative products in shorter time spans to remain competitive, has grown in popularity. The project management framework offers the organization time, cost, and quality management functions that high lights the project progress reporting to project stakeholders and decision makers. The organization is assured of a higher probability of project successes, and the creation and communication of the perception of project success, as experienced by all project stakeholders through a single point of accountability, and the inclusion of the client in the various stages of the project life cycle. Despite the highly regarded results, the project management paradigm promises its implementers, project management can fail to satisfy the expectations of the project stakeholders. Many authors and researchers alike have identified "leadership" as one of the critical dimensions of a project that can have a great influence on the success of projects. leadership as a concept has been taught by Aristotle many centuries ago to a select few in contrast today leadership is taught by thousands to masses of students at many intuitions. The perception of leadership has evolved over time and this democratisation of leadership has made the concept available to all, at all levels of the organizational structure. The successes of organizations in projects beyond the previously imagined and set boundaries of the past are ample proof of this. Leadership is the key to the creation of human capital through the application of project management.

Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: The purpose of this research report is to fully understand the developing of a new age of wisdom. Society is constantly evolving and changing. Within society, there are different generations interacting with each other. Due to the speed of infonnation flow huge generation gaps have developed. This has led to a state of chaos. The report argues that infonnation and knowledge must change into wisdom, thus restoring stability to society. To make such a change, an understanding must be formulated about the wisdom worker, the type of leader who will lead them, as well as the company. Changes must take place in business, or else, the most talented people will leave. The literature investigation concentrates on the central aspects pertaining to this research, namely the understanding of the current society and the different generations. Through literature review, a better understanding is developed about the current chaotic business environment, as well as the evolving of the knowledge worker into the wisdom worker. Different authors' views are combined to develop the characteristics of the wisdom leader and the new structure of the wisdom economic organisation. Themes emerged from the investigation. The general principles of new society was centered out, the coming of the next generation, finding balance in life through five different intelligences, the new generation leader and wisdom workings within the visionary company structure. From the research report it is clear that employees experience a growing need to make work more meaningful and attractive. Due to increasing productivity pressure, employees are starting to look at alternatives. For the wisdom worker, financial well ness is subjective to a life filled with principles and values. They want work to be part of their lives, not the only life they know. / AFRIKAANSE OPSOMMING: Die doel van die navorsingsverslag is om die ontwikkeling van 'n era van Wysheid te verstaan. Die gemeenskap is voortdurend besig om te verander en te ontwikkel. Binne die gemeenskap is daar verskiHende aktiewe generasies. Groot gapings is besig om te ontstaan tussen die generasies, as gevolg van die toenemende spoed waarteen inligting vloeL Die verslag argumenteer dat inligting en kennis verander moet word in wysheid wat sodoende stabiliteit sal gee aan die gemeenskap. Om so 'n verandering Ie maak, is dil nodig om die Wysheidswerker te verstaan , die tipe leier wat nodig is om hulle te lei, sowel as die tipe maatskappy waarin Wysheids-werkers wit werk. Die literatuurondersoek fokus op die sentrale aspekte van die navorsing naamlik om 'n onderliggende begrip teo vorm ten opsigte van die gemeenskap en die verskillende generasies. Daarmee saam word 'n meer volledige beg rip gevorm van die chaotiese besigheidsomgewing en die evolusie van die Kundigheidswerker na 'n Wysheidswerker. Verskillende skrywers se opinies word gekombineer om die karakter·eienskappe van die wysheids-Ieier en - maalskappy Ie onlwikkel. Uit die ondersoek ontvou die algemene beginsels van 'n nuwe gemeenskap en die koms van die volgende generasie. Balans kan gevind word deur te fokus op vyf verskillende intelligensies. Die beginsels van die nuwe generasie leier word bespreek en die wysheidswerking binne die raamwerk van 'n visie-gerigte maatskappy slrukluur. Oil blyk duidelik uil die studie dat daar 'n groeiende behoefte is by werknemers am werk meer betekenisvol en aantreklik te ervaar. As gevolg van toenemende produkliwileilsdruk, begin werknemers na allernaliewe kyk. Vir die wysheidswerker is finansi~le welvaart subjektief ten opsigte van 'n lewe wat gevul is met beginsels en waardes. Hulle wil werk he wat deel is van hulle lewens. nie die enigsle lewe wal hulie ken nie.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: Share repurchase activity (or buybacks), as a corporate finance decision-making tool, has increased steadily over the years, both in the USA and in other markets around the world. This research report investigates share repurchase (of ordinary shares) activity in South Africa between July 1999 (when buybacks were legalised) and December 2006. Consistent with empirical evidence elsewhere in the world, the results show that South African companies have increased their share repurchase activity in absolute terms (volume and value). Corporate South Africa is estimated to be sitting on a huge cash pile of approximately R600 billion (or 38% of GOP) - a significant prerequisite for share repurchases. In the absence of potential projects and acquisitions that meet the firms' weighted average cost of capital, it is reasonable to expect that the level and value of buyback activity will increase in the foreseeable future. / AFRIKAANSE OPSOMMING: Die aandeleterugkoop-bedrywigheid (of aandeleterugkope), as 'n korporatiewe finansiele besluitnemingshulpmiddel, het geleidelik toegeneem oor die jare, beide in die VSA en in ander markte wereldwyd. Hierdie navorsingsverslag ondersoek die aandeleterugkoop-bedrywigheid in Suid-Afrika tussen Julie 1999 (toe terugkope wetlig geword het) en Desember 2006. In Iyn met empiriese bewyse elders in die wereld, toon die resultate dal Suid-Afrikaanse maatskappye hul aandeelterugkoop-bedrywighede in absolute terme (volume en waarde) verhoog het. Oit word beraam dat korporatiewe Suid-Afrika 'n groat kontantreserwe van bykans R600 biljoen (of 38% BBP) het - 'n noemenswaardige voorvereiste vir aandeleterugkoop. In die afwesigheid van potensiele projekte en aankope wat die firmas se geweegde gemiddelde koste van kapitaal behaal, is dit aanvaarbaar om te verwag dat die vlak en waarde van terugkoopbedrywigheid in die afsienbare toekoms sal verhoog.

Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: The last decade has seen a continuing erosion of trust in business. Companies inability to realise trust in practice has created public cynicism and mistrust. This eruption of mistrust compelled business to ask why trust has become as issue of concern and how one can re-establish trust in commerce. The study will investigate the functioning of the concept of trust in business. Our hypothesis is that a move from mistrust to trust in the current business environment is only possible through a change in our understanding of ethics. A mere change in business processes or a tightening of corporate governance and compliance will not help us to move away from the culture of suspicion that is negatively influencing our business environment. We will propose the work of Emmanuel Levinas as an ethical alternative to the de-ontological and teleological approaches that are currently dominating our understanding of business ethics. Using some of his key concepts we construct what we call an 'embodied trust'. This form of trust is grounded in responsibility towards the other, and not in the rational sentiments of the egotistical subject. We complement this more philosophical approach to trust by building a business case for it by looking at the way it functions in various business instances. We acknowledge that a lot of what we have discussed is already an implicit part of what is happing in the business community. By looking at issues such as integrity, transparency I leadership, corporate culture, stakeholders, corporate social responsibility, branding and corporate governance, we highlight the existing forms of trust that already adhere to the discussed ethical requirements, and indicate the direction that business needs to take to cultivate this kind of trust in all its business processes. We conclude our study by giving two examples that will serve as illustration of our argument. The first being Regal Bank as an example of 'embodied mistrust' and the second being Allan Gray as an illustration of 'embodied trust'. / AFRIKAANSE OPSOMMING: Die laaste dekade is gekenmerk deur 'n voortdurende erosie van vertroue in die sakewereld. Maatskappye se onvermoe om in die praktyk vertroue te skep, het verder bygedra tot openbare sinisme en wantroue in sakepraktyke. Hierdie ontploffing van wantroue het organisasies genoop om te besin oor waarom vertroue so 'n belangrike kwessie is, en oor hoe om dit te herstel. Hierdie studie . ondersoek die wyse waarop die konsep van vertroue in besigheid funksioneer. Dns hipotese is dat die verskuiwing van wantroue na vertroue in die heersende besigheidsomgewing aileen moontlik is deur 'n veranderde begrip van etiek. Die blote verandering in besigheidsprosesse of 'n verskerping van korporatiewe beheer en nakoming van reels sal cns nie help om weg te beweeg van 'n kultuur van agterdog wat besig is om cns besigheidsmilieu negatief te be"(nvloed nie. Ons stel die werk van Emmanuel Levinas as 'n etiese alternatief voar om die de-ontologiese en teleologie5e benaderings te vervang wat tans cns beg rip van besigheidsetiek oorheers. Deur van sy sleutelbegrippe te gebruik, konstrueer ons wat ons noem 'n 'beliggaamde vertroue'. Hierdie vorm van vertroue is gegrond in verantwoordelikheid teenoor die ander en nie in die rasionele trekke van die egotisiese subjek nie. Ons komplementeer ons filosofiese benadering tot vertroue met 'n praktiese kyk op hoe dit funksioneer in verskillende besigheidsprosesse. Baie van dit wat ons bespreek, is reeds implisiet deel van dit wat gebeur in die bre;; besigheidsgemeenskap. Deur te kyk na sake soos integriteit, deursigtigheid, leierskap, korporatiewe kultuur, belanghebbendes, korporatiewe sosiale verantwoordelikheid, handelsmerke en korporatiewe beheer, wys ons uit hoe bestaande vorme van vertroue reeds voldoen aan ons voorgestelde etiese voorwaardes. Hiermee saam gee ons ook die rigting aan waarin besigheid moet ontwikkel om die tipe vertroue deel te maak van al sy besigheidsprosesse. Ons sluit die studie af deur twee voorbeelde te gee ter illustrasie van ons argument. Die eerste is die van Regal Bank as 'n voorbeeld van ' beliggaamde wantroue' en die tweede is die van Allan Gray as 'n illustrasie van 'beliggaamde vertroue'.