A research report submitted to the Faculty of Business Administration University of the Witwatersrand, Johannesburg, In partial fulfilment of the requirements for the degree of Master of Management. / The development of black managers is one of the most important challenges facing South African companies as the society undergoes a transition to a non-racial order. (Abbreviation abstract) / Andrew Chakane 2019

This research proposes to identify and evaluate intercultural perceptions and the promotion of black managers within the South African context from a qualitative perspective. A literature review is presented, which covers aspects of perception, culture, the self, and promotion. Cultural categories are analysed to identify relationships not considered in the literature. An interview questionnaire based on Osherson (1980) is constructed, which leads respondents through five areas: demographic characteristics, work identity, value system, cultural identity, and intercultural perceptions and promotion. Three case studies are analysed, the themes for each interview being integrated. Conclusions regarding possible new analytical categories, and recommendations in the form of a possible outline for future research, are presented . / Industrial and Organisational Psychology / M.Com (Industrial Psychology)

Thesis (MBA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Coloured males in top and senior managerial positions are not advancing at the same rate as males from other races in South Africa. In reality the Commission of Employment Equity is showing a decline for Coloured males in top and senior management positions. The purpose of this study was to understand what interventions organisations can implement to increase the number of Coloured males in leadership roles as well as ensuring their loyalty at an early stage in their careers. The aim of the study was to explore the experiences of Coloured males in senior managerial roles via the use of semi structured interviews. The study highlights the earlier influences that assisted with the advancement of Coloured males, the barriers they encountered and what success factors played a role in their career ascent. A qualitative approach was employed for the collection of primary data and involved interviews with fourteen Coloured males who are in senior management roles in the corporate sphere. The study together with literature reviewed, highlights the interventions that organisations can implement to ensure that Coloured males advance at the same pace as their White counterparts. In particular these interventions if done at an early stage of the careers of Coloured males it could lead to loyalty that will ensure that this constituency stays with the organisation.

A research report submitted to the Faculty of Business Administration, University of the Witwatersrand, Johannesburg, in partial fulfillment of the requirements for the degree of Master of Management (Human Resources) 1994. / The aim of this research was to investigate the perceived qualities of African Business leaders and develop a tentative model of African leadership. In-depth interviews were conducted with a sample of branch regional and senior managers of The African Bank Limited. The results of the data analysis indicated that there are significant diferences in the approaches to management and leadership that exist between adherents to conventional western management paradigisms, and those that adopt a more traditional Afrocentric approach. In addition, the themes and construents that emerged were cross-referenced with those that emerged from the literature study. [Abbreviated Abstract. Open document to view full version] / AC2017

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Management specialising in Entrepreneurship and New Venture Creation Johannesburg, 2017 / In South Africa, very little research has been conducted to test the entrepreneurial intentions of highly educated and skilled black professionals. A significant portion of entrepreneurial intention research is primarily focused on students. Very little is known about the entrepreneurial intentions of mid-career individuals who are in highly specialised industries. More specifically, no research has looked at testing the entrepreneurial intentions among managers within the banking sector. Specifically, the study is aimed at determining whether self-efficacy, family background and the role of government influences entrepreneurship intentions among black managers within the banking sector. The study was done within the major banks in the Gauteng province of South Africa. 220 questionnaires were sent to bank employees who are managers and specialists in their role. The testing for hypothesis involved the relationship between dependent variable, entrepreneurship intention and the independent variables; desirability of self-efficacy, family background, government support. The analysis was done using SPSS version 23 using descriptive statistics and hierarchical multiple regression analysis. ANOVA was carried out where there was a need to compare groups of cases for differences in their means along particular variables. The analysis concludes that the independent variables, such as self- efficacy, family background and government support have a significantly positive relationship to entrepreneurship intention. The regression analysis also verified that there is a significant influence between independent variable and attitudes toward entrepreneurship among black bank managers. The findings suggest that there are high levels of self-efficacy among black managers in the banking sector. The results revealed that entrepreneurial self-efficacy has the most significant and positive impact on their intention to become an entrepreneur. It is also worth noting that government support plays an integral part in influencing the entrepreneurial intentions of the respondents. Although this study focused on the antecedents of intentions to start a business, future research must also explore relationships between intentions and behaviour. / MT2017

This study looks at what Sasol must do to retain senior black managers. The findings of this study are based on the perspectives of a group of black professionals who went through a two year program referred to as Sasol's Accelerated Leadership Development Program (ALDP). Given the fact that the company has acknowledged the problem of having senior black managers in its ranks, the objective is to use their own perspectives on what Sasol must do to retain them. The question of retaining employees is critical given the stiff competition that Sasol operate in and also taking into account the fact that Sasol is expanding outside the borders of South Africa. The respondents pointed out that there are a number of issues which Sasol's management must look at in order for them to stay in the company. The issues raised relate to Sasol's corporate culture which is perceived not to be accommodative of a diverse work force, the management style which is seen as conservative and bureaucratic. Over and above that, the predominant use of Afrikaans, whilst English is the official business language is seen as an obstacle for non-Afrikaans employees to stay in the company. Other issues raised are the Senior Mannekrag Beplanning Kamer (SMBK), a process used for the promotion of senior managers which is seen as not representative. The respondents felt that they need to be given challenging work assignments and be given opportunities for career growth and development. Equally important is the question of the work environment in general which is not seen as embracing diversity and remuneration and benefits which are seen to be fair and competitive. The findings are indicative of the importance of informing retention strategies with the views of the very employees that must be retained. These results further suggest that a planned approach which is inclusive of stakeholders is appropriate rather than an imposed plan. / Thesis (MBA)-University of Natal, Durban, 2003.

This research proposes to identify and evaluate intercultural perceptions and the promotion of black managers within the South African context from a qualitative perspective. A literature review is presented, which covers aspects of perception, culture, the self, and promotion. Cultural categories are analysed to identify relationships not considered in the literature. An interview questionnaire based on Osherson (1980) is constructed, which leads respondents through five areas: demographic characteristics, work identity, value system, cultural identity, and intercultural perceptions and promotion. Three case studies are analysed, the themes for each interview being integrated. Conclusions regarding possible new analytical categories, and recommendations in the form of a possible outline for future research, are presented . / Industrial and Organisational Psychology / M.Com (Industrial Psychology)

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Management in Business and Executive Coaching Johannesburg, 2017 / This qualitative study explored the leadership journeys of black women executives (BWEs), to understand those elements they perceived to enable and those they perceived to inhibit their career progression, as well as to establish implications for coaching. Eighteen participants were interviewed. The sample included BWEs who had been coached, those who had not, human resources managers, and line managers to create some triangulation. The BWEs were all in the top two organisational levels, as defined by the Employment Equity Act. A semi-structured interview guide was utilised for the BWEs and another for HR and line managers. Interviews were recorded, transcribed, and uploaded into ATLAS.ti analysis software. Coding was conducted inductively to identify themes that emerged. The study highlighted the importance of ensuring that all parties to the coaching intervention are fully briefed, aligned, and coaching-ready before implementation. If readiness is not ensured, the process can be negatively affected. A key finding was that a minimum of a bachelor’s degree, but preferably a postgraduate degree, enabled the career progression of BWEs. Once in the workplace BWEs need to continue with self-development. Elements that were found to enable career progression for BWEs were hard work, networking, self-development, and access to mentors. Resilience was found to be important in managing the challenges the BWEs’ experience in the workplace. Elements that inhibit BWEs’ career progression were found to be lack of implementation of employment equity (EE) or transformation in the workplace. It was also found that BWEs operate in challenging work environments where they experience marginalisation, stereotyping, and racism. Work-life integration is an issue as they are the homemakers. Another key finding was that coaching could contribute to BWEs’ career progression. It is important that all parties in the process are coaching-ready. It was also found that coaching heightened resilience for BWEs. Coaching was shown to be utilised for leadership development, including improving communication skills. Line managers were unsure of the objectives for which their BWE charges were being coached. This highlighted the importance of aligning all parties and ensuring coaching readiness before coaching implementation. This point is also important because to be successful, coaching needs the support of organisational leadership. It was encouraging to realise that the line managers viewed coaching as confidential between coach and coachee; however, they appeared to have had no input into development needs identification. This could point to a missed opportunity to align coaching with business needs. The intrapersonal skills of self-confidence and self-awareness were shown to have been developed through coaching. These skills are vital to effective leadership. The BWEs’ experiences of coaching were found to be challenging, and uncomfortable, and BWEs found that the coach did not understand or trivialised the coachee’s issues. Coaching conversations are meant to be challenging, however too much challenge can derail the process. BWEs experienced coaching as uncomfortable because the conversation delved directly into deep personal issues without preparing the coachee or building rapport and a trusting relationship. Two BWEs felt that their coaches had trivialised or misunderstood their issues. The finding that line managers were unaware of the development needs being addressed in their BWEs’ coaching, the BWEs’ experiences of discomfort in the coaching process, and coachees feeling that the coach had trivialised the coachee’s issues, highlights the important matter of coaching readiness. Coaching readiness is important to the success of any coaching engagement. Without participants being fully ready for coaching, the process might be compromised. Coaching was found to be an appropriate tool for leadership development and improving the career progression prospects of BWEs. It was also found that it is important to ensure that every party to the coaching is coaching ready. / MT2017

No abstract available. / Thesis (M.A.)-University of Natal, Durban, 1991.