M.Phil. / The purpose of this essay was to identify the components of success from the literature and to test the components in practice to see to what extent each component formed part of the success experience of a financial institution's senior management. The result was evaluated from a Personal and Professional Leadership perspective. Attention was given to the concept 'success' by describing and explaining the concept. Possible Personal and Professional Leadership guidelines to experience success was investigated and recommendations were made to the financial institution in this regard. A quantitative and descriptive research strategy was followed. The primary research methods used in the study included a survey, word and concept analysis. A word and concept analysis of the word 'success' was undertaken, while a literature study was conducted, to investigate current data documented on the subject of success. A questionairre was developed to determine the success experience of the senior managers of a financial institution. The data was analysed, compared and interpreted. The most important findings of the study are as follows: • From the literature study and the empirical results of the investigation it was found that success is not necessary prosperity or money. Although money can be an advantage it does not guarantee sustainable success. • Success is not a single component for example accomplishment or achievement. Success asks for a holistic approach constituted multiple components. From the literature, 31 components of success were identified. To experience true success balance in terms of all the life dimensions is required. • Three success factors were identified in this study. The first factor is about the "inside-out" success experience (intrinsic factor). The second factor is an "outside-in" success experience (extrinsic factor). Both factors must be acknowledged in success aspirations. The third factor is a PPL-factor. Taking action is a result of the "insideout" factor. This component is calculated, well thought through and based on an awareness of who I am; where I'm going, and why I am going there. It also includes viii • knowledge about my purpose in life, understanding my potential and realising my potensial. This action should further be build around the individual's character and principles. • Success is primarily not happiness. Success and happiness is not a goal to be achieved but a byproduct of that which is longed for. • Success is not power or influence. You could achieve success in this regard by reaching a certain position at work ant think that you have arrived. This position does not indemnify you from an empty and unfulfilled feeling. • Success is not achievement and can not only be measured against achievement alone. • Success is a journey. How do I use each day? Do I make the best of each opportunity? Do I see the opportunity around me? Do I take the necessary action? • More than two thirds of the respondents linked success with the realisation of their goals, the reaching of certain milestones, living in balance with their life dimensions. • Respondents that are 37 and older is more inclined to experience success in their emotional life in contrast with those under 37 years. • Very happy people are more inclined to experience success in terms of their social end emotional life than people that are fairly happy. From this study, it can be concluded that one must know what success is in order to achieve it. There is as many definitions of success as there are people thinking about it. Success in one area of your life does not mean overall success. Balance in all the different life dimensions of life is essential. You must know who you are, where you stand with yourself, what you would like to do and take the necessary steps to get there. All these aspects are based on the principles of Personal and Professional Leadership. The conclusion can thus be made that PPL can make an important contribution to experience success in a balanced way.

M. Inf. / Enterprises are becoming more dependent on information than ever before and, in this new millennium, the survival and success of these enterprises will highly depend on the ability to manage information as a resource for competitive advantage. This study is concerned with establishing the extent to which information management is practiced in financial institutions in Botswana. The main problem under investigation is the importance of information management within an enterprise and to ascertain how information can ensure competitive advantage in an enterprise. In the first four chapters, a literature survey is done to get a better understanding of what information management is and how information management can transform business and how information management can be used as a source of sustainable competitive advantage. The second part of the study is the empirical survey where qualitative research was conducted on financial institutions in Botswana, including commercial banks and insurance companies. The aim of the research was to determine the status of information management in these institutions as well as to investigate what people generally understand the concept information management- to mean. It was further investigated if at all information management was an issue in the enterprise culture of Botswana and if the concerned institutions regard information management as a source for competitive advantage. Structured interviews were conducted with top management in ten business institutions. The data obtained from the interviews was analysed and interpreted according to the grounded theory. The findings of the research revealed that information management, as a formalised concept, is fairly new to most business enterprise managers, and that there is no common understanding of the concept. It is however evident that most business managers accept the fact that information management is a necessary condition for ensuring the sustainability of their business enterprises. Most of them acknowledged that information is very critical for the survival of the business and for staying ahead of others. It is recommended that enterprises should adopt a holistic approach towards information management. Business enterprises should employ people with proper information management skills and trained personnel in this area.

Poverty is a major challenge in most developing countries. Key challenges of the government are to alleviate poverty and propel citizens toward wealth creation through development of enterprises across all sectors and to address the problem of unemployment. In Kenya, the SME sector comprises of about 99% of private sector enterprises and is prolific in employment and wealth creation. Despite this critical role played by SMEs in growing the economy, they remain outside the formal banking sector, especially in Africa. Although the number of MFOs since the 1980s has increased, the demand for financial services is largely unmet. However, MFOs are increasingly experiencing competition from new entrants and commercial banks that have developed financial models to target SMEs. MFOs are required to formulate and implement competitive strategies to enable them achieve sustainable growth and compete with commercial banks. However, strategy implementation is generally accepted as a challenge across organisations and it is often easier to formulate strategies than implementing it. Despite the need to address strategy implementation challenges across organisations, there is a greater focus by practitioners and researchers regarding strategy formulation than implementation. Consequently, this study aimed at assessing the level of strategy implementation in MFOs and factors that affect strategy implementation in MFOs. The ultimate objective was to develop a hypothetical model that could be used to improve strategy implementation in microfinance organisations in Kenya. This quantitative study used purposive sampling to select MFOs that are members of the Association of Microfinance Institutions (AMFI) in Kenya, completing a selfadministered structured questionnaire. In total, 135 MFOs were involved in this study and a total sample size of 300 managers was used in this study. This study considered fourteen factors to have an influence on the level of strategy implementation of MFOs in Kenya and hence fourteen null-hypotheses were formulated and tested. The content factors included stakeholder involvement in strategy development and the quality of strategies. The context factors included organisational structure and culture, strategic leadership and alignment of strategy to market conditions. The operational process factors included operational planning, monitoring and review of progress, teamwork, resources allocation, people-strategy fit, effective communication, strategic and management control systems and information resources. It is assumed that if all these critical strategy implementation factors are addressed, MFOs should be able improve their level of strategy implementation, ultimately leading to improved performance. The outcome factors considered were improved financial sustainability and outreach of MFOs. Advanced statistical analyses were used to analyse the data, such as factor analysis, regression and correlation analysis to assess the hypothesised relationship between the dependent and independent variables of this study. The empirical results revealed that the level of strategy implementation in MFOs in Kenya is moderate to high and content, context and operational factors do have an influence on the level of strategy implementation. However, operational factors have a more significant positive linear relationship with level of strategy implementation than the other two factors. There is also a positive relationship between the level of strategy implementation and financial sustainability and outreach by MFOs. This study has contributed to the existing body of knowledge by developing a hypothetical model that can be utilised by MFOs as well as other organisations to improve the level of strategy implementation resulting in better performance. The findings of the study can also inform strategy formulation and implementation of MFOs in Kenya, but also in other developing countries, to become more competitive. This study could also help MFOs and other organisations to put in place structures, systems, people and other resources required to attain a high level of strategy implementation. This study provides useful and practical guidelines in dealing with content, context and operational factors affecting strategy implementation in any organisational setting.

No description available.

Thesis (Ph. D.)--Washington University, 2000. / Includes bibliographical references (leaves 436-453).

Thesis (PhD)--Stellenbosch University, 1997. / ENGLISH ABSTRACT: Standard financial literature contains various explanations for the unique role of deposit-taking intermediaries in an economy. None of these reasons adequately explains the extensive degree of banking regulation evident in practice. The nature of a deposit, which guarantees capital repayment independent of bank performance, uniquely incentivises banks to be exposed to financial risks. In the absence of appropriate regulation, banks may be tempted to assume an unacceptably high level of risk that could ultimately result in bank failure. Thus, the regulation of banking risks is justified in terms of the public interest theory whereby banking regulation seeks to avoid the market imperfections arising from informational asymmetries and "domino" externalities associated with bank failure. Accordingly, the rationale of banking regulation lies in the protection of consumers and in preserving the stability of the financial system. Direct monetary controls, on the other hand, impact adversely on the risk-management activities of banks. The framework utilised to analyse and compare banking regulation consists of three broad categories namely: preventative regulation, protective regulation and monetary requirements. Preventative or prudential regulation is aimed at managing the levels of risks assumed by banks. This form of regulation relates to entry requirements; limitations on certain business activities; the disclosure of risk-related information; the adequacy of capital resources; portfolio restrictions on risk assets; and the sufficiency of liquidity. Protective regulation is concerned with the immediate protection of depositors and maintenance of overall financial stability once a bank has failed. lt consists of crisis management measures and deposit insurance schemes. Direct, and hence inappropriate, monetary requirements are variations in reserve asset requirements, as well as interest rate and credit controls. The banking systems of South Africa, the United Kingdom and Germany were chosen to perform a comparative analysis of financial regulation. The London financial markets are mature and a large variety of banks are regulated in a flexible manner by the Bank of England. By contrast, the strictly regulated German banks dominate their domestic financial system. South Africa is a hybrid of the former systems with a modern banking industry operating in well developed financial markets and supervised according to advanced risk-management considerations. The analysis of preventative and protective regulation in all three financial systems indicates that banking regulation is indeed concerned with the regulation of banking risks. The efforts of the Bank for International Settlements to harmonise regulation across domestic financial systems has contributed significantly to improved regulatory techniques for the management of these risks. None of the three systems make use of direct monetary requirements which suggest awareness of the costs associated with such regulation. A number of recommendations are made to improve financial regulation in South Africa: extension of regulatory coverage to include other types of financial intermediaries who also engage in risky activities; further relaxation of exchange control regulations which restrict the foreign exchange risk management; the adoption of a formal deposit protection scheme; increased consolidated supervision by a single regulatory authority with executive powers; further deregulatory measures in instances where regulations are not appropriate from a risk-management perspective; and re-regulation to the extent that the risk-management activities can be regulated more efficiently. / AFRIKAANSE OPSOMMING: Die finansiele literatuur bevat verskeie verklarings vir die unieke rol wat depositonemende instellings in 'n ekonomie vervul. Geeneen van die redes verskaf 'n bevredigende verklaring vir die wye omvang van bankregulasies in die praktyk nie. Die aard van 'n deposita is sodanig dat die terugbetaling van die kapitaalsom deur 'n bank gewaarborg word, onafhanklik van die winsprestasie van die bank. Gevolglik het banke die unieke eienskap om hulself aan finansiele risikos bloat te stel. Sander gepaste regulering sou banke moontlik daartoe geneigd wees om oormatige hoe risikovlakke na te streef wat tot bankmislukking kan lei. Die regulering van bankrisikos vind dus bestaansreg in die teorie van openbare belang, d.w.s. dat regulering die potensiele markmislukkings, wat voortspruit uit asimmetriese inligting en "domino" eksternaliteite, kan voorkom. Die rasionaal van bankregulering is die beskerming van verbruikers, asook die handhawing van 'n stabiele finansiele stelsel. Direkte monetere beheermaatreels, daarenteen, het 'n ongunstige uitwerking op die bestuur van risikos deur banke. Die raamwerk waarbinne bankregulering ontleed en vergelyk word, bestaan uit drie kategoriee, naamlik voorkomende regulering, beskermende regulering en monetere vereistes. Voorkomende regulering is daarop gemik om die risikos waaraan banke blootgestel is te bestuur. Sodanige regulering verwys na toelatingsvereistes, beperkings op sekere sake-aktiwiteite, die openbaarmaking van risiko-verwante inligting, die toereikendheid van kapitaalhulpbronne, beperkings ten opsigte van baterisikos en voldoende likiditeit. Beskermende regulering is gemoeid met die beskerming van deposante en bestaan uit krisisbeheermaatreels en depositoversekeringskemas. Direkte (en gevolglik ontoepaslike) monetere vereistes bestaan uit veranderlike reserwebatevereistes, asook rentekoers- en kredietbeheermaatreels. Die bankstelsels van Suid Afrika, die Verenigde Koningkryk en Duitsland is gekies vir 'n vergelykende analise van finansiele regulering. Die finansiele markte in Londen is hoogs ontwikkeld en 'n groat verskeidenheid en aantal banke word op 'n pragmatiese wyse deur die Bank of England gereguleer. In direkte teenstelling daarmee word die Duitse banke, wat hul binnelandse finansiele markte domineer, onderwerp aan 'n streng formele toesighoudingstelsel. Die SuidAfrikaanse finansiele stelsel bevat elemente van beide bogenoemde stelsels, by wyse van 'n moderne banksektor, wat funksioneer in goed ontwikkelde finansiele markte en gereguleer word ooreenkomstig gevorderde risikobestuursbeginsels. Die analise van voorkomende en beskermende regulering in die drie finansiele stelsels, bevestig dat bankregulering inderdaad afgestem is op die regulering van finansiele risikos. Die pogings van die Bank van lnternasiona~e Vereffeninge om die regulasies in finansiele stelsels internasionaal met mekaar in orreenstemming te bring het wesenlik hiertoe bygedra. Die vermyding van direkte monetere vereistes dui verder daarop dat toesighoudende owerhede bewus is van die nadele van sodanige regulering. 'n Aantal aanbevelings word gemaak, naamlik: meer omvattende regulering ten einde ander finansiele instellings wat ook finansiele risikos bestuur, te dek; verdere verslappings van valutabeheermaatreels wat tans die bestuur van wisselkoersrisiko beperk; die totstandkoming van 'n formele depositoversekeringstelsel; 'n groter mate van gekonsolideerde toesighouding; verdere deregulering in gevalle waar regulasies vanuit 'n risikobestuursoogpunt nie wenslik is nie; en her-regulering in die mate waartoe die risikobestuurspraktyke meer effektief gereguleer kan word.

Chow Mee-Yee, May, Lau Chun Fung, Richard. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1987. / Bibliography: leaves 87-89.

Thesis (Ph. D.)--University of Exeter, 1989. / Includes bibliographical references (leaves 442-468).

Islamic banking emerged rapidly to fulfil the financial needs of Muslim consumers, by using different viable modes of Islamic financing. These tools of financing were designed to avoid risk-free return, unjustified increase of money on money (ribii.) and uncertainty (gharar). To offer Islamic finance products and services, the number of full-fledged Islamic bank branches has increased since 1985. The industry then further expanded with the entrance of local and international conventional banks, which advertised their Islamic banking products heavily. At the present time of heightened competition, it has become more difficult for Islamic banks to differentiate themselves in terms of providing products and services. By understanding customers' attitudes, it might be possible to differentiate their banking products and services. Therefore this research investigated the level of satisfaction and overall attitudes of respondents, both Islamic and conventional bank users, of different nationalities and aged between 30-40, living in Pakistan, UK, UAE, Saudi Arabia and Malaysia. Through an online survey regarding Islamic banking objectives, products, services, staff, Shari 'ah board and marketing, 385 responses were collected and analysed using the techniques of means and percentages. SPSS and Excel were used to produce bar charts and tables. Another distinctive aspect of this research was that it analysed product advertisements of Islamic banks (full-fledged and local/international banks) on websites based in Pakistan, UK, UAE, Saudi Arabia and Malaysia, in order to understand the differences and similarities with regard to website structures, content information, colour, marketed web products and targeted audiences. By investigating these factors, this research provided practical suggestions to design effective webpages or promotional messages to educate and inform customers of the distinction between the Islamic banking products and services that have emerged as a result of increasing competition in this market. Based on both quantitative and qualitative methods, the result of this research suggested Islamic banks should focus on the components of Customer Relationship Management (CRM) to achieve strategic competitive advantages. The research findings-suggested that Islamic banks should gather sufficient customer related information from all banking channels and utilise it accurately to reconnect with customers by offering innovative products, re- establish lost connections with existing customers, build relationships with new customers, reconstruct a trustworthy image and revise marketing approaches. Most importantly, these banks should refocus on incorporating the Islamic elements of gharar- (uncertainty) and r ib d- (usury) free operational processes. This research strongly asserted that verbal authenticity by Islamic banks and a reliance on highly-camouflaged conventional banking products alone cannot build customer trust. To regain trust, and to acquire a greater market share in the competitive financial sector, Islamic banks' staff and Shari 'ah scholars need to imply sincere motivation, truthful intention, and dynamic, personalised and practical CRM approaches to uplift the Islamic financial brand and to fulfil its promises.

M.Comm. / The Financial Sector Charter is a transformation charter in terms of the Broad-based Black Economic Empowerment (BBBEE) Act (Act 53 of 2003). The Charter is a voluntary initiative by the financial sector to address racially based income and social inequalities in South Africa. It aims to encourage black economic participation through its six pillars. The Charter came into effect in January 2004 as a result of the Financial Sector Summit hosted by the National Economic Development and Labour Council (NEDLAC), the multilateral social dialogue forum on social, economic and labour policy. The Nedlac partners – government, business, labour and community constituencies – negotiated the Financial Sector Summit Agreements on transforming the financial sector and signed the Summit declaration on 20 August 2002. The Charter commits its participants to 'actively promoting a transformed, vibrant, and globally competitive financial sector that reflects the demographics of South Africa, and contributes to the establishment of an equitable society by effectively providing accessible financial services to black people and by directing investment into targeted sectors of the economy. Financial institutions affected by the Charter include banks, long-term insurers, shortterm insurers, re-insurers, collective investment schemes, investment managers, retirement funds, and licensed exchanges. Any other institution in the financial sector may opt to participate in the Charter. The objectives of the Charter are to: • constitute a framework and establish the principles upon which BEE will be implemented in the financial sector; • provide the basis for the sector’s engagement with other stakeholders; • establish targets and unquantified responsibilities in respect of each principle; • outline processes for implementing the charter and mechanisms to monitor and report on progress. Progress on the Financial Sector Charter Scorecard in the South African Banking Sector In pursuit of these objectives, the Charter commits financial institutions in the sector to transforming in the areas of: • Human resource development; • Procurement of goods and services; • Access to financial services; • Empowerment financing; • Ownership and control; • Corporate social investment. The study provides an overview on the above objectives of the Charter and seeks to measure and assesses in detail the progress of the banking sector regarding the six key areas of the FSC as outlined in the FSC Scorecard against the set targets of 2008. The scorecards analysed would be those that have been submitted to the Council as at the 31 December 2006. • Amalgamated Banks of South Africa (Absa Group); • FirstRand Group (including First National Bank); • Nedbank Group; • Standard Bank Group. The study will assess the performance of each bank, highlighting the positives and providing recommendations where there are shortfalls. The results will be consolidated to give an overall performance overview of the banking sector in South Africa in meeting transformational challenges faced by the country. According to the South African Reserve Bank (2008:106) the financial services sector including insurance, real estate and business services added 22% to the Gross Domestic Product (GDP) in 2007 making it the biggest contributor. It is therefore imperative for this study to be undertaken to assess and ensure that the sector commits to the process of transformation in addressing the past imbalances with regard to inclusive participation by all in the South African economy.