M.Comm. / The aim of this study was to take a closer look at the modem financial institutions of the world and to determine what adverse conditions these companies face. Banks are some of the strongest organisations in a country, and the banking sector is a major employer. Yet, the risks faced by banks are enormous, and without the prudent and responsible management of these risks banks can find themselves in severe trouble. Recent situations in the South African banking sector underpin this, as several of the small banks in the country went into judicial management or were put out of business because they failed to meet their liquidity requirements. Risk management in banking is one of the most important tasks in the institution. Regardless of the division or type of operation, banks face certain risks. In this study, the researcher looked at the risks described in the literature as the main risks found in the banking environment. Solvency, liquidity, credit, price and operating risks are the risks most commonly discussed in the literature on banking risks. Although the five main risks constitute a serious threat to a bank each in its own right, each risk can be subdivided based on the likelihood of the risk materialising. The researcher therefore subdivided each major risk into subrisks. The question was then posed: Are there any similarities between these risks? The researcher developed a model whereby risks are categorised according to the attributes they have in common. The study classified the risks into the categories of market, credit and other risks. The objective in classifYing known banking risks is to assist the risk management team in a bank to manage similar risks in a similar way. Instead of focussing on each major risk and its multitude of subcategories individually, it is easier to manag~ a set of risks according to their similarities. Furthermore, the researcher wanted to determine which all the banking risks discussed would be universal in the danger they hold to any banking operation or any division operating within a bank. The question was posed: What are the classical risks in banking that would without a doubt lead to bank failure ifleft unmanaged? Liquidity, solvency and credit risks were the risks identified as critical in any banking operation and the risks that history has shown to be most detrimental to the future viability of any bank. Finally, the study looked at the management of these three classical risks from the perspective of determining policy and strategy. The study drew form literature, personal observation and the input of risk and bank management professionals to highlight some ofthe most important elements in credit, solvency and liquidity management.

The aim of the study was to obtain new insight into the phenomenon of knowledge management (KM) in modern-day organisations and the role Human Resources (HR) plays in facilitating access to knowledge via knowledge holders (employees). The study aims to contribute to both theoretical and practical use of KM and HR in the South African context. A qualitative methodological approach, modern qualitative research, and more specifically the grounded theory approach of Strauss and Corbin was used to carry out the research. The study’s unit of analysis was individuals, viz knowledge managers in organisations or individuals knowledgeable about the topic within organisations in South Africa’s Gauteng Province. The particular qualitative selection procedure used was theoretical sampling with snowball or chain sampling employed as sampling method. Although multimethods of data collection were used, the principal method consisted of unstructured in-depth interviews supported by participant observation. Three preliminary interviews were conducted during the feasibility study and followed by seven focussed interviews. The unstructured data was systematically analysed utilising the grounded theory methodology aimed at the development of a substantive theory. Three themes, namely Organisation, Human Resources and Knowledge Management were found to be particularly prominent in influencing the role HR plays in relation to and in support of KM in organisations. Three categories developed from the data analyses were the importance of organisational knowledge, management of knowledge and linking people to share knowledge. This triad formed the cornerstones of the theory. After conclusion of the data analysis a literature review was conducted to establish what the current literature reveals on the topics of KM and HR. To further substantiate the theory, it was compared with prominent concepts from the relevant theoretical and empirical research. From this it became clear that the role of HR in the knowledge organisation had changed and the prime focal point of HR would be the facilitation of knowledge sharing by linking people with one another and creating opportunities during which they could request and discuss specific knowledge. These linking processes may entail structural and paradigm adjustments, and initiating and encouraging informal shared learning opportunities. This resulted in changes in the role of HR and human resource management (HRM) practices, philosophies, and principles. As key holders of knowledge assets, employees have to be approached and managed differently, and at the same time understand their roles and responsibilities in the knowledge organisation. Essentially, optimal knowledge creation and use need to take place in a trusting environment and culture that supports, motivates and acknowledges knowledge sharing amongst employees. This study stresses the importance of the relationship between and the dependence of KM on HR and human resources in knowledge organisations. This would however require changes in the HR field and recommendations in this regard were made. / Dr. Willem Schurink

M.Ing. (Engineering Management) / Risk and uncertainty are very closely linked; they are recognized as threats arising from unclear causes and effects of the project. Risk and uncertainty management has always been acknowledged as a very important aspect of project management and is mostly used to accomplish project objectives. These objectives are; quality, cost, time, safety and environmental sustainability. A majority of researchers have focused on other characteristics of risks and uncertainty management rather than a comprehensive method which encompasses developing risk management plan, identify, and analyze the likelihood of its occurrence and consequence should it happen. The common challenges still experienced in project environment are; use of improper project management methodology, stake holder interference in the decision making process, complexity of the project, and changing requirements and management. This study seeks to look at how risk and uncertainty can be successfully managed within project environment. Through case studies this research will also look at how does improper risk management plan affect the project, and the consequences of stakeholder interference in the decision making process. The report presents project risk management approach of two projects carried out in the same organisation. The project A was executed by a project manager from the Project Management Office (PMO) in accordance with the project management methodology, while the execution of project B was highly influenced by a client/sponsor with no regard of the approved project management methodology. The selected projects both involved equipment replacement in which the main deliverables are supply and delivery of the final product. A description of the project risk management approach and analysis of data collected for each case study are followed by a comparison of two project risk management processes applied in case studies. This study will finally draw the conclusion and make recommendations based on its findings.

M.B.A. / The purpose of this study is to identify and evaluate the levels of supply chain process innovation within medium to large chilled-process meat manufacturing organisations throughout South Africa. As well as to compare their levels of process innovation with data obtained from successful process innovators (as recognised by Supply Chain/Logistics Associations and or Organisations) and finally to map out a method for improving supply chain process innovation for chilled-process meat manufacturing organisations. The research methodology employed in this study was to determine the current levels of warehousing performance within chilled-processed meat manufacturing organisations. The second process in the methodology was to analyse the qualitative data by means of a computer based programme. Thirdly, the researcher had to determine if a relationship exist between the warehousing processes within a company and the use of technology. Finally the researcher had to identify steps which chilled-process meat manufacturers could adopt in order to develop into better warehousing process innovators. The major findings of this research study were that the levels of logistical excellence of the chilled process meat manufacturing organisations are significantly lower than that of successful process innovators. This was based on the fact that the researcher selected six questionnaire items to develop the dependent variables for the purposes of assessing its measures of central tendency and dispersion. The results of a correlation matrix showed that the correlation pattern of the six items and fifteen pairs, five were significant at the 95% confidence level and the same five were significant at the 99% level. On the basis of the analytical tools used, the researcher concludes that the levels of warehousing process innovation and logistical excellence were indeed lower in chilled-process meat manufactures than in world-class organisations.

M.Ing. (Engineering Management) / Most new generation organisations have management models and organisational performance measurement systems in place. All these new kinds of models and systems will not be enough in the race for survival. Organisations needs a clear point of view of where they are going -a vision about tomorrow and what they should do to overcome the gap, from their current situation in order to get there successfully. It is also important for organisations to have a solid foundation to base such a visioning process on. Reengineering, continuous renewal, total quality management, lean production, downsizing - these all have proven vital to survival. But getting better at what we do is just about keeping ourselves in the race - it's not about winning the race. To win, we will have to know what the strategic intent and business priorities of the competition are (where are they going), in order to make sure we get there first. Charles Handy said about the winners of the race, "... it will be those who invent the world, not those who respond to it." Benchmarking is a means to ensure the above, where one basically have to say, "Let's look honestly at ourselves and determine what we do well and what we do badly. And where we do things badly, let's figure out what the world standards are, and then find some way to commit ourselves to reaching those standards." The purpose of this study was therefore to ensure a means for an organisation to get ahead in the race. It is important to note that performance measurement plays an integral role in management and benchmarking, because no process or action can be managed if it can be measured. Organisations are also not solely based on actual detail processes. There are other more strategic as well as "softer" issues of an organisation that will become much more important in the future, than concrete processes. These factors are the visioning processes within an organisation and their impact on change, as well as the creation and mobilisation of certain knowledge for certain purposes. The end-result of the study was therefore a scientific analysis of an engineering business environment, in order to create a means/methodology to do benchmarking, whilst ensuring a balance between the strategic, operational and knowledge aspects.

M.Tech. (Operations Management) / In the banking sector, the delivery of impeccable service is one of the main and focal drivers to maintain and increase the customer-based. Therefore, the banks cannot afford to overlook examining their internal structures and processes. Incremental upgrade of a management information system or alignment of processes may prove in the long-term to have a minimal impact upon customer value. Organisations may need to employ business process reengineering (BPR) for the radical redesign of processes to improve performance dramatically in terms of cost, quality, service, flexibility and speed. Process reengineering is about reinvention, rather than incremental improvement. The purpose of this research is the study the role of BPR within the banking environment. To determine the gaps that restricts performance and the address these through process reengineering. The key elements would be to adopt a continuous improvement process, a team-learning culture and the need for strong leadership influence to support the changes. This would place the area of focus on a competitive platform within the industry. Based on the key success factors of process management in terms of process challenges, regulatory compliance was dominate (29.4%), while customer experience was the lowest (3.8%). Participants lacked knowledge of the technical and behavioural aspects of business process reengineering. The leadership style that management has adopted, contradict the staff’s view. Likewise, with communication management has rated their communication with staff much higher compared to how staff receives the message from management. The positive finding is the good level of team effectiveness within the bank. 88.5% of participants agreed to a need to change and/or improve. This reflects that a greater part of the workforce wants to achieve more. Services of a reputable consultant may be employed to educate and guide the bank through the change effort to foster solution-based thinking and client-centric approach. The implementation of a change management process and a communication process is recommended. Through a continuous improvement approach, cross-functional and high performing teams are created that leverage off talents and skills from experience staff. The efforts of BPR would place the bank on a more competitive platform with a sustainable competitive edge.

Abstract In an increasingly complex economic and social environment, high technology companies are facing accelerating technological development and global technology-based competition. Due to the critical role of technology in a competitive environment, strategic technology management is important for enterprises. For the long-term success, companies must develop and sustain their technological capabilities to create internal and external impacts within an ambiguous socio-economic context. In the absence of commonly agreed frameworks, elements of strategic technology management are discovered in this dissertation. The research is conducted in the context of high technology product companies, to develop a framework based on literature findings, and by obtaining qualitative information on enterprise practices. For the framework development, integrated management theory is applied to consider technology management in strategic dimension. The framework consists of structures, objectives and impacts categories, each having six main elements which contain several sub-classes. In the research, perceptions of enterprise practitioners indicated that the entire field of strategic technology management is confusing and diversely practiced. The contribution of this dissertation is benefiting practitioners by providing an outline to assist in defining and developing the practices. For the main theoretical contribution, the framework unites strategic management, organizational management, and technology management concepts in enterprise context. As a practical implication, it is suggested that companies should consider establishing and integrating strategic technology management as a distinguishing managerial discipline amongst other organizational functions. Enterprises should consider defining and developing the necessary structures and objectives for strategic technology management, to proactively manage impacts of technology for competitiveness of the enterprise, and for sustainable development of its socio-economic environment. In conclusion, the framework provides for scholars and practitioners a logical structure to elements of strategic technology management.

M.Comm. / The South African economy is currently in a dynamic phase of change. In seeking a solution to rebuilding the economy and attaining a growth rate which is capable of creating jobs and sustaining economic development, it is widely recognized that a competitive platform needs to be created for a powerful expansion by the tradable goods sector. Many South African products cannot compete in international markets because of high unit costs and the consequential high prices offered to consumers. One of the primary reasons for product uncompetitiveness can be described as supply chain inefficiencies.q The supply chain is defined as the network of organisations that are involved in the various processes and activities that produce value in the form of products and services in the hands of the ultimate consumer. This study analyzes a single stand-alone component of the supply chain organisation, namely the public warehouse. The study recognizes that warehousing plays a vital role in enhancing end-user value by providing time and space utility and suggests that in order for the warehouse to fulfil a valueadding role, it must adjust its functioning to meet the supply chain's requirements. The study shows that conventional techniques are incorrectly focused and are thus inappropriate in an organisation aiming to achieve competitiveness and profitability, optimise the logistics trade-off between cost and quality and simultaneously supply the customer with a high level of service performance. The use of conventional costing and management techniques are shown to lead to the incorrect calculation and misallocation of costs which in turn result in inaccurate product (service) costing. This has made the public warehouse analyzed uncompetitive in the market and as a result unable to add any additional value to the customer. It is suggested that a completely new and differently focused system needs to be implemented if supply chain objectives are to be realised. It is suggested that activity-based management is capable of achieving supply chain goals. Activity-based management (ABM) is a system or discipline which focuses on the management of activities as the route to improving the value received by the customer and the profit achieved by providing this value. The study shows that ABM, as applied to the public warehouse, was able to achieve cost reductions, better and more effective management, enhanced strategic positioning, and, most importantly, competitiveness in the market place, a prerequisite for adding value to the supply chain. The study recognizes that supply chain management and activity-based management are relatively new fields of expertise, and that these are not yet recognized as a fully fledged profession in South Africa. Supply chain management needs to be established and promoted as a formal profession. Finally it is recognized that more research is necessary before ABM and supply chain management can become the standard in South African organisations. Information needs to be obtained regarding key South African performance indicators and information needs to be recognized as a strategic asset. Once this recognition is achieved strategic information plans can be designed and used to enhance the competitiveness of South African products.

The banking industry in South Africa is facing three main challenges, namely: continuous change, foreign competition, and increasing levels of risk. These problems flow mainly from cultural diversity, globalisation, and rapid technological development in systems and communication. Decreasing predictability stems to a great extent from a lack of foreknowledge of how globalisation will develop, and how it can influence the South African banking industry in general and holistic risk management (HRM) in particular. Management of the South African banking industry therefore need to rely on crucial intelligence and foreknowledge concerning events, trends and development of (HRM) that affect the profitability and future strategic viability of the whole South African banking industry. At the onset various concepts and processes were emphasised in this study, namely operational risk management, strategic risk management, the risk management culture in the banking industry, the role of risk management in the banking industry, the role of risk management process in the banking industry, corporate governance in the banking industry in South Africa. However, the main purpose of this study was to explore the need and the dynamics of managing risk in the banking industry in a holistic manner. To this end the development of, and trends in (HRM) as part of good corporate governance in the banking industry were researched and documented. The practical aspect of the study was firstly based on the definition and analysis of different categories of risk in the banking industry. The definition and analysis was done in order to cover a broader range of risks the banking industry is facing. Secondly the risk management culture in the banking industry was investigated. Thirdly the role of risk management in the banking industry was explored in detail. Fourthly the risk management process in the banking industry was investigated and explained. Fifthly the link between risk management and corporate governance was explored. Sixthly models developed by Kloman (2000), Lam (2003) and Regester and Larkin (2005) were used as a benchmark to develop a framework for the management of holistic risk in the banking industry. It was concluded that in view of the need in the South African banking industry for a structured means of managing risk holistically, and in view of HRM constituting such a process, there is relevance for the implementation of HRM in the four big banks of the South African banking industry. However, small and unlisted banks do not manage HRM as suggested by the HRM framework. In this regard a number of recommendations were made with respect to managing HRM proactively. A framework based on empirical research and earlier work by Kloman (2000), Lam (2003) and Regester and Larkin (2005) was furthermore suggested for the implementation of HRM in the South African banking industry in the belief that this framework, and the overall research reported in this study could be of theoretical as well as practical value for risk managers in the South African banking industry. / Dr. D. J. Theron (UJ) Dr. T. P. v/d Walt (ABSA)

M.Com. (Industrial Psychology) / The aim of this study was to analyse the relationship that might exist between conflict manifestation and conflict potential. A secondary aim was to determine whether conflict potential can be determined by the mere measurement of conflict manifestation. A comparative literature study of conflict manifestation is presented in order to facilitate the understanding of conflict potential and the relationship that might exist between the two dimensions. Eight companies and 2 091 workers in the Pretoria, Johannesburg and East Rand geographic areas were used as a test sample. The conflict catastrophe theory was used to determine the conflict potential in the various companies that were included in the test sample. A questionnaire, the conflict manifestation questionnaire, was developed to measure conflict behaviour in the sampled companies.