Botswana is a middle-income economy. It has become dependent on non-renewable resources. Agriculture and manufacturing have failed to develop in a significant way. The small population has not provided adequate demand. The Government has tried a number of strategies in order to diversify the economy. One of these is the promotion of Small and Medium Enterprises (SMEs). Unfortunately, SMEs have failed to thrive, so far. A number of researchers have concluded that SMEs will not thrive due to the fact that Botswana have low entrepreneurial skills. High failure rates are experienced where enterprises are established. The thesis identifies an alternative strategy in the development of enterprises in Botswana. It is generally believed that a franchisee does not need high levels of entrepreneurial skills to succeed. If this is so, Botswana can solve her problem of lack of sufficient enterprises by promoting franchising. The thesis uses the interview technique to assess whether existing franchisees in Botswana have low levels of entrepreneurial skills. Indeed it proves that franchisees have low skill levels compared to non-franchised entrepreneurs. Secondly, the thesis proves that franchisees in Botswana operate as employee-managers. Thirdly, the thesis establishes that franchisees perform better than non-franchised entrepreneurs, even though they have low entrepreneurial skill levels. Lastly, the thesis, using evidence from findings above, and from responses of experts interviewed, establishes that the promotion of franchising is a viable alternative strategy to one that depends solely on non-franchised enterprises.While there are some methodological limitations, like those stemming from a low and unknown franchisee population in Botswana, the use of ordinal data, use of techniques to rate their own skills, and a relatively small sample for franchised and non-franchised entrepreneurs, the statistical techniques used are powerful enough to generate reliable findings. / Graduate School of Business Leadership / D.B.L

Botswana is a middle-income economy. It has become dependent on non-renewable resources. Agriculture and manufacturing have failed to develop in a significant way. The small population has not provided adequate demand. The Government has tried a number of strategies in order to diversify the economy. One of these is the promotion of Small and Medium Enterprises (SMEs). Unfortunately, SMEs have failed to thrive, so far. A number of researchers have concluded that SMEs will not thrive due to the fact that Botswana have low entrepreneurial skills. High failure rates are experienced where enterprises are established. The thesis identifies an alternative strategy in the development of enterprises in Botswana. It is generally believed that a franchisee does not need high levels of entrepreneurial skills to succeed. If this is so, Botswana can solve her problem of lack of sufficient enterprises by promoting franchising. The thesis uses the interview technique to assess whether existing franchisees in Botswana have low levels of entrepreneurial skills. Indeed it proves that franchisees have low skill levels compared to non-franchised entrepreneurs. Secondly, the thesis proves that franchisees in Botswana operate as employee-managers. Thirdly, the thesis establishes that franchisees perform better than non-franchised entrepreneurs, even though they have low entrepreneurial skill levels. Lastly, the thesis, using evidence from findings above, and from responses of experts interviewed, establishes that the promotion of franchising is a viable alternative strategy to one that depends solely on non-franchised enterprises.While there are some methodological limitations, like those stemming from a low and unknown franchisee population in Botswana, the use of ordinal data, use of techniques to rate their own skills, and a relatively small sample for franchised and non-franchised entrepreneurs, the statistical techniques used are powerful enough to generate reliable findings. / Graduate School of Business Leadership / D.B.L

Syfte: Syftet med studien var att skapa förståelse för hur konsultchefers ledarskap blir präglat a trepartsrelationen som uppstår när det är två parter som är ansvariga för en konsult. Vi ville skapa oss en inblick i hur konsultcheferna leder sina konsulter och hur de arbetar för att motivera dem. Vidare ville vi skaffa oss en uppfattning över hur konsulterna upplever situationen. Metodik: Studien har genomförts i form av en fallstudie på två bemanningsföretag med utgångspunkt i en induktiv forskningsansats. Data har samlats in genom en kvalitativ metod där sju semistrukturerade intervjuer med personer på fallföretagen har genomförts. Slutsats och slutdiskussion: Genom studien har det framkommit att trepartsrelationen är ett komplext fenomen där chefen inte ses som den traditionella ledaren utan snarare som en administratör. Genom trepartsrelationen har det framkommit att problem kan uppstå då konsultchefernas roll blir likt medlare istället för chef. Konsulterna reflekterar inte över trepartsrelationen utan anser att gränserna är tydliga, däremot kan de inte alltid urskilja vilket företag de tillhör. Genom studien har det även kommit fram att konsultchefer och konsulter har olika bild över vad motivation är, vilket vi menar tyder på att de har olika förhållningsätt till fenomenet. Studien har även visat att motivation till arbetet inte är något som konsultcheferna lägger någon större vikt vid. Konsulterna beskriver att de strävar efter en heltidsanställning och menar på att de inte nödvändigtvis vill vara anställda som konsulter. Konsultcheferna menar på att en konsult som slutar är något positivt för företaget eftersom det resulterar i gott rykte för verksamheten. / Purpose: The purpose of this study was to create an understanding of how the temporary employee manager is characterized by the triangular relationship that occurs when there are two parties responsible for an employee. We also wanted to create a picture of how temporary employee manager manage to lead their temporary employees and how they work to motivate them. Further, we wanted to get an idea of how the temporary employees experience the situation. Methodology: The study was conducted in the form of a case study on two staffing companies on the basis of an inductive research approach. Data were collected through a qualitative method where seven semi-structured interviews with individuals on the companies that we studied. Conclusion and final discussion: The study has revealed that triangular relationship is a complex phenomenon in where the leader is seen more as an administrator more than a traditional manager. Through the study we have concluded that the triangular relationship have made that managers are seen as a mediator, this is something that temporary employees did not reflect over. But in other hand they have problem to know which company they belong to. The study has proved that the managers and employees have different ways to look at motivation. We can see that they have different approaches to the phenomenon. The study has also shown that motivation to work is not something that a temporary employee manager put any greater emphasis on. The temporary employees describe that they are looking for a full time job, and that they don’t necessary want to be a consultant. The managers see that an employee that quit is something good for the company, because it leads to a good reputation.

Legal status of managers when terminating employment This thesis deals with the topic of the legal status of a manager when terminating employment. The first chapter outlines the gradual evolution of a job position of an employee- manager in between the years 1918 to 2006 and shows conditions under which it was possible to terminate employment with an employee in a managerial position. The next chapter introduces the individual participants to the employment relationships that is an employee, manager and employer. The third chapter describes the two possible ways how to commence employment in case of a manager which is the appointment or the employment contract and defines all the requirements necessary to comply with so the employment is valid. The following chapter concentrates on the rights and obligations of ordinary employees and managers and the obligations of employers. Managers have the same rights and obligations as ordinary employees, but as they also have to fulfil the role of an intermediator between employer and ordinary employees, they enjoy additional rights and obligations. The fifth chapter focuses on the termination of employment of both managers and ordinary employees. The chapter illustrates in detail three ways how to terminate employment. Employment may be terminated by legal...

A good motivation and stimulation system is necessary to induct employees in a specific way towards goals stated by the motivator. This final project deals about the company motivation and stimulation system. The goal {\"\i}s to find out some solutions how to better the system and use motivators more effective. I have chosen a questionnaire method for determining goals and the research has been carried out in the international retail selling company. After evalution of the answers I found out that the employees weren´t satisfied with the motivators used in the company. I suggested some ways how to better the situation in the company and make the emplyees satisfied.