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Development of a coaching framework for the business manager acting in an informal coaching role in the workplaceBotma, Francois Johannes 03 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2012. / The new world of business requires the growth and development of all staff to ensure a competitive advantage for the organisation by maximising the effective and productive impact of the human resources of the company. It is in this context that the informal coach within the company can make the greatest impact by facilitating the development and growth of aspiring leaders and managers to reach their full potential.
In this context, the informal coach will be an employee of the company and have a regular designation within the organisation. Apart from his or her daily duties, the coach will aspire to provide guidance and facilitate change with fellow employees on an informal and relaxed basis. The coaching will not take place during formal sessions, as is the case for a traditional coaching process, but will be guided by daily interaction between the coach and client within the work environment.
When fulfilling this role the coach needs to be aware of the core principles, skills and values to form the basis of the coaching process. The coach should further have a clear understanding of the independent position that is required within the interaction with the client, where the focus is on the goals, hopes and curiosities of the client as a centre to growth and development.
The coach should consider the perspectives of the client that was formed by the client’s life experiences and that could have a profound impact on the effectiveness of the coaching interaction and the possible hindrances to optimal personal development.
During this process the particular life stage of the client will play a prominent role in the interaction, with the coach to consider the specific needs and desires of the client in context of his or her development stage or managerial level.
The personal and organisational leadership style of the client and the company should be considered when initiating a coaching process, with the client required to be capable of utilising a variety of leadership styles effectively to assure the optimal use of teams. The coach should assist the client to develop the capacity to identify which leadership styles are required under certain conditions and how to use it effectively.
The leadership pipeline and succession planning within the company will play an important role in the way the client will be guided to fulfil a specific management or leadership role. In this case the coach will need to be aware and collaborate with human resource planning within the company to ensure that the identification and development of the client is aligned with company strategies and planning.
Throughout the interaction the coach should provide feedback to the client on the progress made during the coaching process. This feedback should be managed appropriately to act as motivation to the client for further development. Typically a 360° peer review can be used as a source for feedback as long as it is properly managed to yield accurate and appropriate results.
The role of the informal coach should thus not be underestimated in the workplace to facilitate personal growth for individuals and managers to ensure the continued strategic strengthening of the company and the future survival of businesses.
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A definition of project portfolio management based on a multiple perspective analysisMalherbe, Daniel Marthinus Van Zyl 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2011. / Organisations are continuously involved in the process of selection, prioritisation and execution of
projects in order to achieve some stated objective, within the constraints of a finite set of
resources. The problem that many organisations face is how to go about making the decisions to
maximise the value of the investment in these projects.
Project Portfolio Management (PPM) is a management concept that facilitates and support the
decision-making processes to ensure that the optimal mix of projects in a portfolio supporting a
particular organisational objective. However, there is no generally accepted standard definition of
PPM. This absence of an accepted definition can lead to confusion when organisations implement
PPM. A well-defined, accepted standard supported by qualifying criteria will thus enable
organisations to make informed decisions about the application of PPM. It will also lead to a better
understanding of the PPM value proposition.
The purpose of this report is to define exactly PPM entails. It recommends a standard definition
that will enable an organisation to understand the use and benefit of PPM. The author reviewed the
many different definitions of PPM from different perspectives namely: academic literature, industry
bodies, popular press, software vendors and consulting groups. A critical review of the literature
was performed to clearly define the concept.
All of the different definitions were reviewed and compared within, and amongst, the different
perspectives. The final definition of project portfolio management is presented as follows: Project
Portfolio Management is a strategic management concept with the objective of ensuring that the
portfolio of projects is aligned with and support the organisational strategy. This is done through
the integration of strategic and operational management levels within the organisation.
An important insight of the research is that projects, and portfolios of projects, can be considered
as change initiatives and investments the organisation has made, or plans to make in future. Within
this context PPM is positioned on a strategic management level within the organisation to assist in
bringing about the change in the correct manner. PPM involves a dynamic decision-making
process (defined in this report) where the selection and prioritisation of projects to be executed is
done within the constraints of a limited pool of available resources. The selection and prioritisation
of projects is determined by a defined set of criteria discussed in this report.
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Sales forecasting within a cosmetic organisation : a managerial approachPostiglioni, Renato 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2006. / Although most businesses require accurate sales forecasts in order to survive and to
be successful, very little attention has been devoted to examine how sales
forecasting processes should be managed, and the behavioural factors associated
with the management of forecasting.
Sales forecasting activities and research have by and large concentrated on the
techniques or on the systems used, rather than on the forecasting management
philosophy, which considers the organisational, procedural, and personnel aspects of
the process.
Both forecasting modelling and IT systems form the basis for the forecasting process,
but the third element, namely the organisation, is potentially the most important one.
Researchers have argued that improvements in this area could have a greater impact
on the level of forecasting accuracy than improvements with regard to other aspects.
After developing predetermined forecasting standards and principles, an audit on the
author's organisation was conducted. This revealed that no formal forecasting --- existed, and that a number of business practices were in effect contaminating
procedures and possibly affecting the integrity of the data. Very little forecasting
knowledge existed, sales were predicted very sporadically, and simple averaging
techniques were adopted. Life cycles of products, trends, seasonality or any other
cyclical activity were never modelled.
This obviously resulted in a very poor level of forecast accuracy, affecting a number
of business activities.
A decision was made to research the topic of forecasting management, develop a
best practice model, and apply it to the organisation.
The best practice model was based predominantly on the research work of
Armstrong and Mentzer. This model requires the forecasting process to be developed
in two specific phases, namely a strategic phase, in which the forecast is aligned to
the organisation, the internal processes and the people, and the operational phase,
in which more tangible aspects of the forecasting process are identified and
constructed.
This new forecasting approach and a dedicated forecasting software programme
were successfully implemented, improving the overall accuracy level of the forecast.
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Executive coaching : an investigation into the trends in leadership development programmes and the increasing need for executive coaching as a development toolPitt, Lucian J. 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2001. / The last few decades have been characterised by a high degree of rapid change in the
business, social and political environment. The period we are currently living in has been
referred to by one of the writers on the subject as a period of "hyper-change"
In a period of "hyper-change" the consequences for global businesses is significant.
Organisations constantly face new sets of challenges and before they have worked their
way through one set another presents itself. In the area of skills development this could
have major consequences for the leadership of organisations.
It is said that the only way to succeed in a rapidly changing environment is to ensure that
knowledge growth outpaces that rate of change. This implies rapid skills update as well.
Under traditional leadership development approaches, through structured programmes,
the rate of change in skills growth is not sufficient to ensure that the executive and the
organisation remain ahead of change. Indeed, traditional programmes are not even able
to effectively deliver the kinds of skills that are needed by today's executive. The skills
referred to here are softer skills such as communications skills, diversity awareness,
conflict resolution, listening skills and so forth.
In the last two decades a new trend has developed in the USA. ..coaching, more precisely
executive coaching. Started in 1982 by a financial analyst, Thomas Leonard, the practice
of coaching seems to have grown exponentially over the last two decades. The popularity
of coaching is ascribed mainly to its effectiveness in being able to deliver quick results. It
has also proved to be popular among executives for its flexibility around time and
structure of process allowing the executive to focus on areas of improvement that will the
greatest impact.
Coaching has made its mark as one of the essential development tools that must be found
in the portfolio of options of any people development strategy.
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Published share tips : do they out-perform the JSE?Voigt, Ivan January 2001 (has links)
Study project (MBA) -- University of Stellenbosch, 2001. / University of Stellenbosch Business School / ENGLISH ABSTRACT: This study considers share tips published in a respected publication, and determines whether an investment strategy based on the recommendations of its journalists could allow investors to exceed the stock market average.
Six journalists were selected, and the recommendations that they made over a 30-month period grouped into “buy” and “do not buy” recommendations. The change in price of the recommended shares was measured after periods of one week, one month, three months and six months after the date of publication and after inclusion of dividends paid during those periods, returns were calculated. The returns attained for each share was compared to the return on the JSE-Overall Index during that period, the difference between the two being the excess return of the share. The excess returns of the shares recommended by each journalist were used to calculate portfolio excess returns, on which tests of statistical significance carried out.
The portfolio of one journalist showed statistically significant excess returns in all four periods under review. One other achieved a statistically significant excess return over 1 week. No other portfolios achieved significant excess returns over the market. / AFRIKAANSE OPSOMMING: In hierdie werkstuk word die aandeelwenke wat in ‘n gerespekteerde tydskrif gepubliseer is, ondersoek om vas te stel of ‘n beleggingsstrategie wat op die wenke van die joernaliste gebaseer is, die mark gemiddlede opbrengs kan klop.
Ses joernaliste is gekies, en hul wenke oor ‘n periode van 30-maande is geklassifiseer in “koop” en “nie koop” wenke. Vir die “koop” wenke is die prys-verandering oor tydperke van een week, een maand, drie maande en ses maande gemeet. Opbrengste met insluiting van dividende is bereken. Die opbrengste is met die JE-algehele indeks se opbrengs vir elk van die periodes vergelyk, en die verskil is as bo-opbrengste gedefinieer. Die bo-opbrengste vir elke aandeel is gebruik om portfolio bo-opbrengste te bereken, weereens vir elk van die periodes. Hierdie bo-opbrengste is vir statistiese betekenisvolheid getoets.
Die portfolio van een joernalis het statisties beteksnisvolle bo-opbrengste vir al vier periodes getoon. Die portfolio van een ander joernalis het statisties betekenisvolle bo-opbrengste vir ‘n hou-periode van een week getoon. Geen ander portfolios het bo-opbrengste getoon nie.
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Analysis of the composition of emerging enterprise risk management practice in the context of managing operational risks in the fast changing business worldMoeti, Phokoile Daniel 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2004. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: The complexity of modern business requires that all managers be, at least, partially
responsible for strategic risk management. Therefore, all managers must have an
awareness of the business direction of the organisation as a whole; that is, the
corporate and business strategy. Companies embark on this journey to ensure their
future existence. In this regard, having a risk management strategy allows a company
to visualise and aim for its future, because such strategy guides decisions on the
allocation of resources throughout the organisation. The risk management strategy
encapsulates both desired goals and beliefs about what are acceptable and, most
critically, unacceptable means of achieving them.
To achieve the above, the ineptitude of traditional risk management strategy rarely
seems to dictate unique structural solutions. Rather, the crucial factors in the
operational risks processes are most often those of execution and continuous
adaptation; of getting things done, and staying flexible. In addition, and to a very large
extent, this means going far beyond strategy, to issues of organising structure, people,
and the like. Given the historical development arising from the academic and insurance
background and its inefficacy in dealing with the array of risks in the fast changing
business environment, it is therefore important that risk management be embedded in
every aspect of the management structure in an organisation for it to deal holistically
with all risks facing it. The major challenge, however, is how to free risk management from the specialist "silos" of academia and insurance that have hindered its growth since
inception. The approach of this research study is motivated by a desire to address this
challenge. To do so, it employs two scientific research methods, first, to provide basic
knowledge of concepts in view of expanding the existing basic knowledge and
contribute to the literature of risk management at large by describing its evolution into a
modern risk management now known as enterprise risk management, and, second, to
use the applied research method in focusing on the specific problem of knowing how to
translate theoretical aspects of risks management into business solutions within the
context of managing operational risks. This is done by illustration using South African
Airways as a Case Study.
In view of the above, the aim of this research study is to show how practically to
liberate risk management from the clutches of academia and insurance and to give risk
management strategic significance at senior management level and tactical significance
at operational level within the aforementioned modern technique of enterprise risk
management. / AFRIKAANSE OPSOMMING: Die ingewikkeldheid van moderne besigheid vereis dat alle bestuurders ten minste
gedeeltelik vir strategiese risikobestuur verantwoordelik is. Daarom moet alle
bestuurders bewus wees van die besigheidsrigting van die organisasie as geheel; dit is,
die korporatiewe en besigheidstrategie. Maatskappye pak dié reis aan om hul bestaan in
die toekoms te verseker. 'n Risikobestuurstrategie stel 'n maatskappy in staat om die
toekoms te visualiseer en daarheen te mik, want dié strategie lei besluite oor die
toekenning van hulpbronne regdeur die maatskappy. Die risikobestuurstrategie behels
die verlangde doelwitte, en die oortuigings van wat aanvaarbaar en wat, uiters
belangrik, onaanvaarbaar is om die doelwitte te bereik.
Om die bogenoemde te bereik wil dit voorkom of die ongepastheid van tradisionele
risikobestuurstrategieë selde unieke strukturele oplossings voorskryf. Die beslissende
faktore in bedryfsrisiko-prosesse is gewoonlik uitvoering en voortdurende aanpassing;
om dinge te laat gebeur en buigsaam te bly. Daarmee saam, en tot 'n baie groot mate,
beteken dit om verby die strategie te beweeg na aangeleenthede van struktuur, mense
en dies meer. Gegewe die historiese ontwikkeling van die akademiese en
versekeringsagtergrond en die onvermoë om 'n verskeidenheid risiko's in 'n vinnig
veranderende sake-omgewing te hanteer, is dit belangrik dat riskobestuur in elke aspek
van die bestuurstruktuur van 'n organisasie vervat word. Dit sal verseker dat die
organisasie dreigende risiko's holisties benader. Die grootste uitdaging is egter hoe om risikobestuur los te maak van die "spesialissilas" van die akademie en versekering, wat
die groei daarvan sedert sy ontstaan belemmer het. Die benadering van dié
navorsingstudie word gemotiveer deur 'n behoefte om dié uitdaging aan te pak. Om dit
te doen, word twee wetenskaplike navorsingsmetodes gebruik. Eerstens, om basiese
kennis te verskaf oor konsepte om die bestaande basiese kennis uit te brei en by te dra
tot die literatuur van risikobestuur. Dit word gedoen deur die evolusie hiervan tot
moderne risikobestuur, nou bekend as ondernemingsrisikobestuur, te beskryf.
Tweedens, om die toegepaste navorsingsmetode te gebruik om te fokus op die
spesifieke probleem van hoe om teoretiese aspekte van risikobestuur oor te skakel na
besigheidsoplossings in die konteks van die bestuur van bedryfsrisiko's. Dit word gedoen
deur die Suid-Afrikaanse Lugdiens as gevallestudie te gebruik.
In die lig van die bogenoemde, is die doelwit van dié navorsingstudie tweeledig.
Eerstens, om aan te toon hoe om risikobestuur te bevry van die kloue van die akademie
en versekering. Tweedens, om die belangrikheid van strategiese risikobestuur op senior
bestuursvlak en taktiese risikobestuur op bedryfsvlak uit te lig binne die voorgenoemde
moderne tegniek van ondernemingsrisikobestuur.
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Progressive people management in achieving organisational effectiveness : a consolidated analysis of studies done in a variety of organisations by MBA students using the Marglen diagnostic modelAdams, Abubakar 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: This study project has as its objectives the analysis and evaluation of people
management practices within a broad spectrum of organisations in South Africa, using the
Marglen diagnostic model. It also serves to assess the usage and utility of this model
during this process.
The Marglen model provides a conceptual framework consisting of twenty key issues
which organisations can use to assess its people management practices. The model
promotes a holistic, integrated and strategic approach to people management, with
people management practitioners being considered as strategic partners within the
core business activities of the organisation.
In the current and foreseeable global economic order where rapid change and
turbulence tend to be the only certainties, successful organisations are those who are
creative, innovative, highly adaptable and who invent the future. In other words,
organisations who leverage their only appreciating assets, namely their people, their
human capital.
In order to achieve this organisations need to move from traditional human resource
management to progressive people management: from controlling and circumscribing
staff to managing performance and leading and realising people's potential effectively
and efficiently. Our studies show that the majority of organisations in South Africa, especially the
bigger and older ones, tend to be reactive when it comes to people management. They
largely still use the traditional human resources approach, changing only when forced
to, for example, because of competition or legal pressures such as the Employment
Equity Act.
A small but growing number of organisations, which includes mainly the smaller and
newer organisations operating especially in young or volatile industries (e.g. information
technology sector) tend to be more proactive and tend to lean toward a more
integrated people management system, with flatter structures and lots of positive
energies. This is especially true when the leadership are still young/fresh and are
hands- on. Because of their flexibility, responsiveness to markets and sensitivity to
globalisation these "new generation" organisations most probably will adopt new (and
hopefully more progressive) people management practices much quicker than the
older, bigger ones.
The Marglen model itself proved its worth with the wealth of empirical information
generated and the encouragement of a systems approach to the solution of problems.
With the necessary adjustments the model can become an even more potent tool for all
managers, whether they are formal HR practitioners or not. / AFRIKAANSE OPSOMMING: Hierdie werkstuk is onderneem om die praktyk van mensebestuur in 'n wyd verspreide
spektrum van Suid Afrikaanse organisasies te ondersoek met behulp van the Marglen
diagnostiese model. Dit dien ook as 'n evaluasie van die bruikbaarheid van die model self.
Die Marglen model veskaf 'n konseptuele raamwerk bestaande uit twintig sleutels wat
organisasies kan gebruik om hul mensebestuur praktyke te kan ondersoek. Die model
bevorder 'n geintegreerde en strategiese nadering van mensebestuur, waar
mensebestuur praktisyne beskou word as strategiese vennote deur alle ander
bestuurders.
In die huidige globale ekonomiese orde waar blitsige veranderinge en onstuimigheid die
enigste sekerheid bied is suksesvolle organisasies die' wat kreatief, vernuwend en
soepel is: diegene wat die toekoms skep. Met ander woorde, organisasies wat die beste
gebruik maak van hul grootste en enigste groeiende bate, hul mense.
Om suskesvol to wees en so te bly moet daar 'n wesenlike verandering van
mensebestuur filosofie and praktyk wees, van die tradisionele metode van kontrole en
verbiedinge na progressiewe metodes waar die persoon se potensiaal gerealiseer word
ten bate van beide die persoon self en die organisasie.
Ons ondersoek toon dat die meerderheid van organisasies, veral die groter en ouer
garde, reagerend is wat mensebestuur betref. Hulle gebruik grootliks die tradisionele
personeelbestuur filosofie en praktyke en verander net as hulle gedwing word deur
eksterne faktore soos byvoorbeeld erg mededinging (veral van oorsee) en wetgewing.
'n Groeiende minderheid van organisasies wat insluit meesal die kleiner en jonger
garde en wat veral in die nuwer en meer onstuimige sektors soos informasie tegnologie gevind word, neig om meer proaktief te wees. Hulle neig ook om 'n meer geintegreerde
mensebestuur stelsel te hê met minder vlakke en met volop energie. Dit is veral
opvallend wanneer die leierskap nog jonk is en heelhartiglik deelneem in die
organisasie. As gevolg van hul soepelheid en hul reponsiewiteit en vatbaarheid vir die
globale ekonomiese orde sal hulle heel moontlik die voortou neem met nuwe en
hopelik progressiewe mensebestuur praktyke.
Die Marglen model het sy self bewys met die inligting wat ontgun was en met die
bevordering van 'n stelselmatige nadering van problem oplossing. Met die nodige
aanpassings sal die model 'n selfs meer kragtige middel vir alle bestuurders wees, nie
net vir personeel bestuurders nie.
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Project management : is management or leadership ability a prerequisite for a successful project supervisor/facilitator?Essop, Hoosain January 2001 (has links)
Thesis (MBA)--Stellenbosch University, 2001 / Is Management or Leadership ability a prerequisite for a successful project
Supervisor/facilitator?
Management and Leadership:
In traditional thinking managers requires certain competencies to be able to plan,
organize, direct and control the allocation of human, material, financial and
information resources in the pursuit of organisational goals. Management is therefore
a technical discipline of applying and administering authority over others, which is
given through a formalised structural arrangement of the organisation.
Leadership is about vision and influence, ie. the ability to obtain followers. Leaders
are also seen as people who communicate effectively, which leads to recognition,
which in turn leads to influence. Leadership is therefore a quality of obtaining results
from others through personal influence.
The distinction between leadership and management is perhaps in the fact that the
former focuses more on setting the vision and relying on softer skills such as
interpersonal skills to communicate the vision and generate commitment and
enthusiasm to make it happen, while the other concentrate on the harder more
functional issues of planning and controlling.
Project management:
Project management is a structured but flexible process for producing a new end
result. Its success depends on the application of a two-step sequence: First plan -
then produce.
Success from a project management perspective requires being on time, within
budget and meeting requirements. However, from a project perspective, a successful
project is clearly one in which the 'customer' ends up satisfied. Optimum project
management success is therefore obtained when both success dimensions are
achieved simultaneously. Project Success is dependent on the nature of the organization (sector, activities,
structure), the nature of the project, nature of the project work (complexity, scale,
stature), but most importantly the personality of the project manager. Hence, must
the project manager be a manager or leader?
The various authors generally agree that leadership is important to the success of a
project because leadership is essentially about motivating people. Also, what may be
characterized, as "managership" is equally important because this is about getting
things done. To get a project started off right, the project manager must become a
leader. However, the style of leadership does need to change as the project
progresses through its life cycle. Indeed, there comes a point in time when
"managership" may be more important than "leadership. Failure to match an
appropriate style to project circumstances can lead to unsatisfactory project results.
Project management style classification:
Having stated that the style of leadership needs to change as the project progresses
we base our classification on the work done mostly by R. M. Wideman, whose
research focused on four project leader profiles, namely:
The Explorer: entrepreneur type project leaders have a vision of the future being
bold, courageous and imaginative, constantly searching for opportunities and
improvements.
The Driver: distinctly action-oriented, hard working, hard driving, pragmatic, realistic,
resourceful and resolute.
The Coordinator: have a more independent and detached view of their
surroundings and responsive to the views of project team members.
The Administrator: recognizes the need for stability and optimize productivity
through maximizing repetition, information assembly and analyzing, scheduling,
trade-ofts to resolve conflicts and problems, in advance. Although experienced and skilled project managers often find themselves 'shifting
gears' to suit current circumstances during the course of a project, the literature
suggest that it is unusual to find all four traits in a single person.
The study also discusses research done into the availability of people suited to
various roles in project work. The research concluded that the Explorer
(entrepreneur) type makes up only about 1-2% of the population, some 5-10%, are of
the Driver (marshal) type, some 5-10%, are of the Coordinator (catalyst) type and 25-
30% are of the Administrator (stabilizer) "professional" types. Another 20-25% of the
population is probably more suited as "followers". That still leaves about a third of the
population who are most likely uncomfortable and unsuited to working on projects at
all.
If these statistics holds true, then the rate of unsatisfactory projects should come as
no surprise considering the scarcity of people naturally suited for project
management.
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SASOL : a case study in strategic managementTwine, Marcus 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: This assignment is a case study for Strategic Management and based on a South
African company. The company is SASOL Ltd, one of South Africa's leading
companies regarding to technological resourcefulness and diversification. The first
chapter of this assignment will give a small introduction and explain why SASOL was
chosen for this project, as well as the methodology used.
Chapter two covers the development of SASOL from a state owned company in the
1950's, to a global player in the field of fuel and chemicals. Included in this chapter
is the industry analysis of the fuel and chemical markets. In this chapter, it becomes
apparent that SASOL has built its status on the modified Fisher-Tropsch process.
Using the process by-products, SASOL was able to penetrate various chemical
markets to form a portfolio of different products.
In chapter three, a strategic evaluation was done as part of the requirement for this
paper. A model of Thompson and Strickland, the prescribed handbook for Strategic
Management students, were used as part of the evaluation.
The following chapter contained more information on the different business units and
the last five years' financial results. These chapters are included to supply additional
information that may not have been covered in the broader view of chapter two.
To complete the paper a chapter of questions and answers was included, which
contains twenty generalised questions asked specifically around SASOL's strategy
and information that is contained in this paper. / AFRIKAANSE OPSOMMING: Die opdrag is 'n saak studie vir die vak Strategiese Bestuur en is gebasseer op 'n
Suid Afrikaanse maatskappy. Die maatskappy is SASOL Bpk, en is een van Suid
Afrika se mees vooraanstaande maatskappy ten opsigte van tegnologies innovering
en diversifisering. Die eerste hoofstuk gee 'n kort verduideliking waarom SASOL
gekies is asook die metodiek wat gebruik sal word.
Hoofstuk twee handel oor die ontwikkeling van SASOL vanaf 'n Staats besitte
maatskappy in die vroeë 1950's tot en met waar die maatskappy 'n wereld speler is
op die gebied van brandstof en chemikalië. Ingesluit in die hoofstuk is die industrie
analiese van die brandstof en chemikalië markte. Dit word hier duidelik dat SASOL
sy huidige posisie bereik het op die Fisher- Tropsch proses en deur die gebruik van
die proses se byprodukte was SASOL daartoe in staat om verskeie nuwe markte te
penetreer.
In hoofstuk drie is 'n strategiese evaluasie gedoen aan die hand van 'n model wat
beskryf word in Thompson en Strickland, 'n handboek vir Strategiese Bestuurs
studente.
Die daarop volgende hoofstukke is daartoe gewy om die student meer inligting te
gee van die verskillende besigheidseenhede en het ook die finasieële resultate van
die afgelope vyf jaar ingesluit.
Om die werksopdrag af te sluit is twintig vrae en antwoorde wat betrekking het op
SASOL se strategie en algemene inligting in die laaste hoofstuk.
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The development of a multi-dimensional conceptual framework as an aid to assist in entrepreneurship developmentJordaan, Johan 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: Entrepreneurship development is recognized worldwide as an important contributor
to competitiveness. After many years of economic and political isolation from the
world, South Africa dearly needs to develop her competitiveness. A concerted effort
towards widespread entrepreneurship development, across the entire economy,
may assist in developing competitiveness. Such an effort however demands a
multi-institutional approach by government, the private sector and nongovernmental
organisations. A crucial requirement for success is the proper
coordination of efforts, including a common premise or paradigm from which to
operate.
This study attempts to assist in this regard by providing a common framework from
which to operate. A multi-dimensional conceptual framework is developed to assist
in determining what issues are to be addressed in any situation-specific
entrepreneurship development intervention. The framework is intended to be a
generic framework, facilitating application across industries, enterprises and on
different levels of enterprise development. The study, based on an extensive
literature study, firstly reviews important literature, with the intention to isolate the
dimensions that explain entrepreneurship. Three such dimensions are isolated: the
individual, the process, and the context.
Within each of these entrepreneurial dimensions, a dominant element is identified.
The elements identified are creativity, the venture life cycle and managerial
competencies respectively for each dimension. These elements are conceptually
integrated into a three-dimensional construct to form a generic multi-dimensional
framework. By applying the framework to any enterprise, individual or situation, the
crucial attributes needed to be developed can be identified and assessed. This can
then aid in constructing an appropriate entrepreneurship development intervention
relevant to the situation, and so contribute to a focused development approach to
entrepreneurship. / AFRIKAANSE OPSOMMING: Entrepreneurskap ontwikkeling word wereldwyd erken as 'n bydraende faktor tot
kompeterendheid. Na verskeie jare van ekonomiese en politiese isolasie, is dit
noodsaaklik vir Suid Afrika om kompeterendheid te verhoog. 'n Doelgerigte poging
om entrepreneurskap regoor die totale ekonomie te ontwikkel mag 'n bydrae lewer
tot kompeterendheid. So 'n poging sal uiteraard 'n multi-institusionele benadering
verg, insluitende die regering, die private sektor, sowel as nie-regerings
organisasies. 'n Kritiese vereiste vir sukses is egter die behoorlike koordinering van
pogings, insluitende die aanvaarding van 'n gemeenskaplike vertrekpunt of
paradigma as basis vir entrepreneurskap ontwikkeling.
Hierdie studie poog om 'n bydrae te lewer in hierdie verband deur die ontwikkeling
van 'n gemeenskaplike raamwerk. 'n Multi-dimensionele konseptuele raamwerk
word ontwikkel om by te dra tot die identifisering van aspekte wat aangespreek
behoort te word in situasie-spesifieke entrepreneurskap ontwikkeling intervensies.
Hierdie raamwerk is bedoel om 'n generiese raamwerk te wees wat die toepassing
daarvan sal vergemaklik oor verskeie industrie heen, asook binne verskeie
ondernemings en op verskillende vlakke van ondernemingsontwikkeling. Die
studie, wat gebaseer is op 'n omvattende literatuurstudie, verskaf eerstens 'n oorsig
oor belangrike literatuur, met die doel om daardie dimensies wat entrepreneurskap
verklaar, te isoleer. Drie sulke dimensies word identifiseer: die individu, die proses
en die konteks. Binne elk van hierdie entrepreneuriese dimensies word 'n
dominante element geidentifiseer. Hierdie elemente is onderskeidelik kreatiwiteit,
die lewenssiklus van die onderneming en bestuursbevoegdhede. Hierdie elemente
word dan konseptueel geintegreer in 'n driedimensionele konstruk om 'n generiese
multi-dimensionele raamwerk te kry. Die toepassing van hierdie raamwerk op 'n
onderneming, situasie of persoon het tot gevolg dat daardie spesifieke attribute wat
nodig is om entrepreneurskap te bevorder identifiseer kan word. Dit kan 'n bydrae
lewer in die ontwikkeling van gepaste entrepreneurskap ontwikkeling intervensies
wat relevant is tot die spesifieke situasie onder beskouing. Die resultaat behoort 'n
meer gefokusde benadering tot entrepreneurskap te wees.
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