Thesis (Ph. D.)--University of Wisconsin--Madison, 1965. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

M.Com. / Please refer to full text to view abstract

M.Com. (Industrial Psychology) / The quality of its managers is of great importance to any organisation and therefore it is essential that only suitable persons are appointed in managerial positions. Various techniques have been developed for the identification of managers of which some are very expensive. If managers are characterized by certain biographical traits, this information, which can be obtained cheaply, can be used to identify persons with managerial potential at an early stage. The hypotheses that have been formulated are that persons with managerial potential and persons without managerial potential differ significantly with regard to a number of biographical variables, and that managerial potential can be significantly predicted by means of certain biographical variables. In order to test these hypotheses information was obtained by means of two instruments. Managerial potential scores were obtained by means of an assessment centre whereafter it was transformed and summed. The upper and lower 27% were used as cut-off points in order to identify the managerial potential group and the non-managerial potential group, respectively. Biographical information was obtained by administering a biographical inventory consisting of 40 questions to persons attending the assessment center...

M.Com. / Please refer to full text to view abstract

Globalisation has increased the level of competition in the world economy and for South African organisations to be in a position to compete on a sustainable basis, they need competitive advantage. The art of leadership is required to unlock these advantages by understanding the new reality, new leadership roles and skills requirements. The purpose of this study is to explore the understanding of South African executive leaders in relation to the literature in order to establish whether South African executive leaders are aware of the new reality, the new role they have to play within their organisations and whether they have the skills to do so. The exploratory nature of this topic lends itself to an inductive theory building philosophy and a qualitative research method is followed to explore the topic. Face-to-face semi-structured interviews are conducted with eleven South African executives. The sample is extracted from the population by using non-probability quota, judgemental and convenience sampling techniques. An inductive analysis is performed on the data gathered in order to obtain the required results. A clear understanding of what their competitive advantages are is lacking, which in turn is limiting on the executive’s ability to extract value from these. The new roles of leadership are understood, but not mastered due to the fact that the skills required to master these roles are known to the executives but not internalised. Recommendations are made by the researcher to enable this. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

M.B.A. / Employees are young! 42% of the best company employees are under the age of 35 and only 5% are over 55, while 39% have been on the job for less than 2 years (Sunday Times, 2001: 45). Eli Lilly (Pty) (Ltd) is an international pharmaceutical company which has a strong Sales, Marketing and Research & Development focus. Recently the South African Affiliate has undergone a dramatic change to a performance-based culture, in order to stay on the competitive edge. It has recognised the need to recruit talented individuals and to move them quickly through the organisational divisions and into a position where they can be most productive (effective and efficient) to the company. Lilly's stated objectives are to grow the skills of its employees by maximising their participation in development programmes, to grow new products, to strengthen the company focus on customers and to maximise the growth of its leading products. The Lilly values and its hiring, developing and retaining the best people, will make this a reality. The local Lilly affiliate underwent radical changes under the dynamic and aggressive leadership style of Ralph Hofman. A young American graduate followed in his footsteps. Jack Bailey had a leadership style that encouraged accountability, ownership and individual performance. Being the driver that he was, he took the company to be rated the third top South African company to work for in 2000/1 (Afrikaanse Handelsinstituut, 2000: 87). Jack Bailey, General Manager of the South African Affiliate (1998-2000), joined Lilly in 1993 as a sales representative and then underwent a number of assignments until he arrived in South Africa in November 1998 as General Manager. In December 2000 he left the affiliate for yet another assignment. He is an example of fast-tracking of top talent in the organisation.

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M.Com. / Please refer to full text to view abstract

Thesis (M.A.)--University of Toronto, 2004. / Adviser: Philip Zelazo.