published_or_final_version / Education / Master / Master of Education

published_or_final_version / Education / Master / Master of Education

published_or_final_version / Public Administration / Master / Master of Public Administration

published_or_final_version / Housing Management / Master / Master of Housing Management

The purpose of this thesis is to assess the characteristics and aspects that make B&Bs, particularly historic B&Bs, successful. This thesis also briefly demonstrates how historic B&Bs can contribute to communities and to the field of historic preservation through public awareness and adaptive reuse projects. Background information on the B&B industry is presented. Sources for the research include B&B owners, professionals in the B&B industry and historic preservation fields, written sources, and studies conducted on B&B owners and their businesses. Six B&Bs and their owners were selected as case studies in Indiana. Four of these six B&Bs were included in a previous Ball State thesis, The Role of Bed and Breakfasts in Heritage Tourism, prepared by Terri Ash in 1996.Additionally, three case studies in Georgia were chosen to increase diversity in the types of B&Bs evaluated. A profile of each B&B is presented; it includes information on the history of the B&B, why the owners decided to open up the B&B, the type of rehabilitation work that was needed, and how, if applicable, the B&B has changed over the last ten years. All of the information gathered from primary and secondary sources is combined to form conclusions regarding the primary aspects and common characteristics that contribute to a successful B&B. Primary conclusions drawn from this study include how the location, the number of rooms, the amenities, and the hospitality of the owners contribute to a successful B&B. Additionally, conclusions are drawn that compare the likelihood of success between historic B&Bs to non-historic B&Bs, and the benefits of locating a B&B in a historic building. / Department of Architecture

The purpose of this study is to explore the manager-subordinate conflicts or disagreements in relation to performance appraisal in the Department of Home Affairs in Tshwane area. An understanding of the reasons for manager-subordinate conflicts pertaining to performance appraisal is essential in order to identify viable solutions for improving workplace relations and morale. In order to achieve the purpose of this study, a qualitative research design was adopted, whereby semi structured interviews were used to collect data. A sample of twenty five research participants was selected from five offices of the Department of Home Affairs in Tshwane area using a purposive sampling strategy. Qualitative content analysis was conducted to analyse data obtained through interviews and observations. The major findings of the study revealed that performance bonuses and biased ratings are the sources of conflicts or disagreements between managers and subordinates in relation to performance appraisals. Therefore, is recommended that the National Department of Home Affairs should expose both managers, supervisors and operational staff members to training and development to ensure an effective performance appraisal process. In addition, managers and supervisors should be equipped with necessary conflict management skills to resolve manager-subordinate conflict in the workplace. / Public Administration / M. Admin. (Public Administration)

Introduction: During the past decade, companies have examined their core business, and anything that was not related to this, or did not add value to their product, was outsourced. One of the functions which fell into this category was the distribution operation, or more commonly known as transportation (in and out bound). In many instances, the distribution function was given up for tender, and specialised transport businesses, called third party logistic providers, whose core business was transport, were given the opportunity of taking over the distribution function. Some progressive companies went a little beyond the traditional approach and created opportunities for their own employees to be involved in the newly created, outsourced distribution network. This was largely an empowerment opportunity, with the aim of creating SME’s (Small-Medium-Enterprises), and providing people from a previously disadvantaged background (black people and other ethnic minorities) the opportunity to go into a business enterprise for themselves. The latter, although, politically the correct thing to do, simultaneously created opportunities and problems. Many of the companies that empowered their own employees, through Owner-Driver schemes, used the driving competency levels as the main criteria for the transition process. The other required skills were often overlooked or ignored. This empowerment process was driven to promote “Black Economic Empowerment”, an important national imperative. Although this process was an honorable gesture on the part of many companies, the process often took place without much foresight The viability and long-term continuity of the business were not taken into account. It is the researchers personal view, based on interviews with O-D’s and companies operating O-D schemes that the O-D’s which were empowered to operate their own business ventures, had limited or insufficient business skills and the very businesses that were given to them to improve their lifestyle were at risk of becoming unviable enterprises. This is clearly evident in some of the schemes being operated by companies such as Autonet and South African Breweries (hereinafter referred to as SAB). Other Eastern Cape companies that operate Owner-Driver schemes include Italtile, Shatterprufe and Ready Mix Materials (hereinafter referred to as RMM), and according to Management consultants spoken to, have obtained mixed levels of success with their schemes. The above schemes were confirmed with the various companies mentioned.

<p><p>This thesis describes, analyses and compares changes in the practice of human resource management (HRM), the roles of human resource departments (HRD) and management models in companies in Belgium, France (partially) and Chile by highlighting the similarities and differences. This is therefore an international comparative study.<p><p><p>The study is carried out using a contextualist analytical approach.<p><p><p>It answers the question: <b>what are the changes in HRM practice, the roles of HRD and the management models in social organisations in different contexts?</b><p><p><p>It uses theoretical models (“typical ideals”) to analyse reality, while drawing from writers such as Mintzberg, Pichault and Nizet, Crozier, Crouch, Ulrich, Pettigrew. With regard to management, the study resorts to classical, instrumental and political models. As regards human resource management (HRM), it is based on objective, conventionalist and individualised models. In the human resource department (HRD), the models are those of administrative officer, operational expert and strategic partner.<p><p><p>The changes do not only result from a decision-making process dictated mechanically by contextual factors but more particularly from complex interaction and the balance of power among the actors concerned who use the contextual elements to advance their own interests.<p><p><p>Amongst the most relevant developments which bear <b>similar</b> characteristics, one can cite:<p><p><p>1.- <b>a significant increase in the use of management methods specific to the instrumental or “Californian” model, </b><p><p><p>2.- <b>more extensive use of individual competencies in HRM practices</b>, and<p><p><p>3.- <b>a significant reduction in the size of the HRD and, notably, in the profile of administrative officer of the HRD. </b><p><p><p>As regards the <b>differences</b> found in the various contexts, one can highlight the fact that:<p><p><p>1.- <b>In the Belgian and French models, the dominant managerial model remains political management.</b> On the other hand, <b>in the Chilean model, the Californian management model has become clearly dominant. </b><p><p><p>2.- <b>In Belgium and France, the dominant HRM practices are those of the conventionalist model. On the other hand, in Chile, the dominant HRM practices are those of the individualised model. </b><p><p><p>3.- The evolution of the roles of HRD, <b>in the Belgian model, has been practically non-existent or appeared later since the dominant role has remained that of the administrative officer (AO). On the other hand, in the Chilean model, the dominant role has become that of operational expert (OE). </b> The role of strategic partner (SP) which was so recommended and desired by managers has been long in developing.<p><p><p>The professional relations model and the political system constitute one of the most important factors which explains the differences noted. In Belgium, the neo-corporate and social-democrat model of professional relations at the national level (with a strong trade unionist movement) functions as a socio-economic regulatory mechanism reflecting the forces and the agreements between social partners. In Chile, there exists neither social dialogue nor equivalent institutionalisation at the national level; what prevails here is the confrontational Latin model (with a weak trade unionist movement).<p><p><p>Similarly, in Belgium social legislation is more comprehensive, regulating the market more and protecting people’s interests. Furthermore, it offers greater social security coverage via, in addition, vast public expenditure by the State. In Chile on the other hand, social legislation is more incomplete and more flexible, favouring rather discretionary decisions by managers and allowing the interplay of market forces to regulate the labour market. The right to strike, the allocation of unemployment benefits, the procedures for hiring and firing, etc. testify to these differences.<p><p><p>The characteristics of the “hybrid” Belgo-Latin culture based on the traditional negotiation model increasingly influence, for example, the development of a political management model and conventionalist HRM practices, team work or coaching, etc. On the other hand, the characteristics of Chilean Latin culture, where authoritarianism and paternalism are still very present, stimulate a more classical management model and objective HRM practices.<p><p><p>The differences between the developments are evident. The social aspects (social security, education, workers’ rights, etc.) are better guaranteed in the Belgian model and the productivist logic stronger and damaging in the Chilean model. As long as the actors involved remain as they are, with their ideological, political and cultural particularities and their specific strengths, these models will remain different.<p><p><p><p><p>Cette thèse décrit, analyse et compare les changements des pratiques de la gestion des ressources humaines (GRH), les rôles des directions des ressources humaines (DRH) et les modèles de management, dans des entreprises situées en Belgique, en France (partiellement) et au Chili, en relevant les similitudes et les différences. Il s’agit donc d’une recherche internationale comparative.<p><p><p>La recherche s’inscrit dans une approche d’analyse contextualiste.<p><p><p>Elle répond à la question :<b>quels sont les changements des pratiques de GRH, des rôles des DRH et des modèles de management dans des organisations sociales situées dans des contextes différents ?</b><p>Elle utilise des modèles théoriques (des “ideaux types”) pour analyser la réalité, en s’inspirant des auteurs tels que Mintzberg, Pichault et Nizet, Crozier, Crouch, Ulrich, Pettigrew. Au niveau du management, l’étude a recourt aux modèles: classique, instrumental et politique. Au niveau de la gestion des ressources humaines (GRH), elle se base sur les modèles: objectivant, conventionnaliste et individualisant. Tandis qu’au niveau de la direction des ressources humaines (DRH), les modèles sont ceux d’agent administratif, d’expert opérationnel et de partenaire stratégique.<p><p><p>On constate que les changements ne résultent pas seulement d’un processus décisionnel dicté mécaniquement par les éléments du contexte mais surtout d’un jeu complexe d’interactions, d’un jeu de pouvoir des acteurs concernés, qui mobilisent les éléments du contexte pour faire prévaloir leurs intérêts.<p><p><p>Parmi les évolutions <b>similaires</b> les plus relevantes, on peut citer:<p><p><p>1.- <b>l’accroissement important de l’usage des méthodes de management propres au modèle instrumental ou « californien » ;</b><p><p><p>2.- <b>l’utilisation plus extensive des pratiques de GRH individualisantes</b> et, <p><p><p>3.- <b>la diminution importante de la taille de la DRH et, notamment, du profil d’agent administratif de la DRH. </b><p><p><p>Quant aux <b>différences</b> retrouvées dans ces contextes différents, on peut relever :<p><p><p>1.- <b>Dans les cas belge et français le modèle managérial dominant reste le management politique. </b> Par contre, <b>dans le cas chilien, le modèle de management « californien » est devenu clairement dominant. </b><p><p><p> 2.- <b>Les pratiques dominantes de GRH, en Belgique et en France, restent celles du modèle conventionnaliste. Par contre, au Chili, les pratiques dominantes de GRH sont celles du modèle individualisant. </b><p><p><p>3.- L’évolution des rôles de la DRH, <b>dans le cas belge, a été pratiquement nulle ou plus tardive puisque le rôle dominant est resté d’agent administratif (AA). </b> Par contre, <b>dans le cas chilien, le rôle dominant est devenu celui d’expert opérationnel (EO). </b> Le rôle du partenaire stratégique (PS), tant prôné et souhaité par les managers, tarde lourdement à se développer.<p><p><p>Le modèle de relations professionnelles et le système politique, constituent un des facteurs parmi les plus importants qui expliquent les différences constatées. En Belgique, le modèle de relations professionnelles néo-corporatiste et social-démocrate au niveau national (avec un syndicalisme fort) fonctionne comme un mécanisme de régulation socio-économique reflétant les forces et les accords entre les partenaires sociaux. Tandis qu’au Chili, il n’existe ni de concertation sociale ni d’institutionnalisation équivalente au niveau national ;il prévaut ici le modèle confrontationnel et latin (avec un syndicalisme faible).<p><p><p>De même, tandis qu’en Belgique il existe une législation sociale plus complète régulant davantage le marché et protégeant les intérêts des personnes, en offrant une sécurité sociale plus large avec, en plus, une forte participation de l’Etat dans les dépenses publiques, au Chili la une législation sociale est plus incomplète et plus souple, favorisant davantage les décisions discrétionnaires des managers amenant principalement une régulation par le libre jeu du marché du travail. Le droit de grève, l’assignation de chômage, les procédures de licenciements ou d’embauche, etc. témoignent de ces différences.<p><p><p>Les traits de la culture latine « hybride » belge, traditionnellement négociatrice, influencent davantage, par exemple, le développement d’un modèle de management politique et des pratiques de GRH conventionnalistes, un travail en équipe ou le coaching, etc. Par contre, les traits de la culture latine chilienne, où l’autoritarisme et le paternalisme sont encore forts présents, stimulent un modèle de management plutôt classique et des pratiques de GRH objectivantes.<p><p><p>La différence des évolutions est évidente. Les aspects sociaux (sécurité sociale, éducation, droits des travailleurs, etc.) sont mieux garantis dans le cas belge et la logique productiviste est plus forte et nuisible dans le cas chilien. Tant que les acteurs indiqués demeurent, avec leurs particularités idéologiques, politiques, culturelles et leurs forces spécifiques, ces modèles resteront différents. <p><p> / Doctorat en sciences politiques / info:eu-repo/semantics/nonPublished

Banks play a pivotal role in the economic growth and development of countries, primarily through the diversification of risk for both themselves and other economic agents. Interest rate risk is regarded as one of the most prominent financial risks faced by a bank. A large portion of private banks’ revenue stems from net interest income that is generated from the difference between various assets and liabilities that are held on the balance sheet. Fluctuations in the interest rate can alter a bank’s interest income and value, making interest rate risk management vital to its success. The asset and liability committee of a bank is the internal committee charged with the duty of managing the bank’s interest rate risk exposure through the use of various hedging strategies and instruments. This thesis uses a case study methodology to analyse GBS Mutual Bank interest rate risk management. Its specific business circumstances, balance sheet structure and the market conditions over a specified period are used to comment on the practicality of a variety of balance sheet positioning strategies and derivative hedging instruments. The thesis also provides recommendations for the bank’s asset and liability committee in terms of its functions and organisation. It is elucidated that the most practical balance sheet hedging strategies are a volume strategy and immunisation, while the most practical derivative hedging instruments are interest rate futures and interest rate collars. It is found that the bank has a well functioning asset and liability committee whose only encumbrance to its functionality is the inadequacy of the informational technology used to measure, control and manage its interest rate risk position. This thesis concludes by summarising the practicality of the various interest rate risk hedging alternatives available to the GBS Mutual Bank. Implementing a particular strategy or instrument depends, of course, on its asset and liability committee’s decision.

Zambian copper mines have embraced the use of information technologies for strategic operations and competitive advantage. This dependence on these technologies has not only been seen in the physical aspects of business operations but also in the use of information systems such as Enterprise Resource Planning Systems (ERPs) for strategic decision making and increased usage of Industrial Control Systems (ICS’) that are meant to enhance operational efficiency in production areas. A survey was conducted to explore leadership perceptions on information security practices in Zambian copper mines and an ISO/IEC 27002 Audit Tool was administered to middle management in a particular mine for an in-depth analysis of their information security practices. Results revealed that although information security controls may have been put in place in these organisations, there are still areas that require attention. Senior management and middle management have different perceptions as to the extent to which information security practices are conducted in these copper mines. This implies that management may not be fully involved in certain aspects of these organisations’ information security practices. The results concluded that management needs to be fully involved and provide support for information security programs. Furthermore, these information security programs should be standardised so as to effectively protect these organisations’ information assets. This should also include the involvement of personnel as key players in the information security process.