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.

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.

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.

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.

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.

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.

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.

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.

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.

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.