M.Comm. / The South African hotel industry is a labour intensive industry, with high staff turnover and a shortage of skilled labour. The introduction of the national grading system and an increase in tourists, both local and foreign, placed more pressure on hotels to improve the quality of their services. Improvement of quality service is linked to well qualified personnel. The question : "Does the country have the required labour force" thus arises. The answer is obviously In order to solve the above mentioned labour problem, management training and management development programmes are of cardinal importance. Top management in hotels must show more interest in and commitment towards management training and development. Training at colleges, technikons and universities is placed under the microscope to ascertain whether it meets the requirements of the industry. Most students have the necessary theoretical training, but practical training (in-service training) has to be improved. ix Affirmative action is implemented to satisfy the needs of the majority in the work force. The necessity of affirmative action and its implementation is investigated with the aim of affording the majority of the labour force the opportunity to be trained. The main aim of this study is to highlight the necessity of management training in a changing environment. It is important that hotel management identify these changes and take action accordingly in order to remain competitive.

A dissertation submitted to the Faoulty of Arts, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Arts (Industrial Psyohology). / stress management training is costly, yet widely used in industry with high expectations of the immediate and long-term benefits to both individual employees and the organisation (Monat & Lazarus( 1991). It has become apparent that, in spite of the banality of such stress management training, there is a significant lag in evaluative research to support these techniques (Cullen & Sandberg, 1987). The aim of the study was thus to appraise the effectiveness of a stress management programme in terms of individual psychological benefits (reduced stress; increased coping capacity; perceived control) and work attitudes (job satisfaction; propensity to leave the organisation). A second aim of the study was to determine whether, over the course of the intervention, there would be any significant differences in the outcome of the programme, for those demonstrating negative or positive affective predispositions. Data was collected using a self-report strategy in a field setting, using a short-term longitudinal research design. The sample consisted of 27 employees participating in a stress management programme. Matched-pair t-tests were generated to evaluate the extent of the impact of participation in the stress management progamme on subjects, from pretest to posttest. The main findings of the study were that the stress management programme intervention yielded only small changes in stress, coping, perceived control, job satisfaction and propensity to leave. Theoretical and practical implications of the findings are discussed and future directions for research considered. / AC 2018

Graduation date: 1993

This report reflects the results of and conclusions and recommendations arising from an investigation into the demand for, composition of and financial viability of a new, specialized, or niche MBA in Nature Conservation Management, to be offered by the Pietermaritzburg section of the University of KwaZulu-Natal Graduate School of Business. The report finds that nature conservation, whilst almost universally recognized as a highly desirable, if not crucial element of government responsibility, is increasingly being expected to pay its own way. This dichotomy is forcing nature conservation and protected area managers into a dual role encompassing both the science and practice of nature conservation and protected area management on the one hand and business management on the other, at least at the very highest levels of management. It is submitted that the report provides clear evidence of the need for such a programme aimed at providing senior nature conservation and protected area managers with a suite of relevant business skills including financial management; resource economics; human resource management; project management; ecotourism development, marketing and management and the like. Whilst the report ultimately recommends the implementation of the niche programme, it recognizes two concerns. • Given the very small pool of nature conservation professionals in the region and the chronic underfunding of nature conservation agencies, it is not certain that programme would, on its own, be financially viable. • The reaccreditaion process undertaken by the Department of Education has set back the university's MBA programme by several years and now is clearly not the time to attempt to launch a new offering. / Thesis (M.Bus.Ad.)-University of KwaZulu-Natal, 2004.

This report reflects the results of and conclusions and recommendations arising from an investigation into the demand for, composition of and financial viability of a new, specialized, or niche MBA in Nature Conservation Management, to be offered by the Pietermaritzburg section of the University of KwaZulu-Natal Graduate School of Business. The report finds that nature conservation, whilst almost universally recognized as a highly desirable, if not crucial element of government responsibility, is increasingly being expected to pay its own way. This dichotomy is forcing nature conservation and protected area managers into a dual role encompassing both the science and practice of nature conservation and protected area management on the one hand and business management on the other, at least at thevery highest levels of management. It is submitted that the report provides clear evidence of the need for such a programme aimed at providing senior nature conservation and protected area managers with a suite of relevant business skills including financial management; resource economics; human resource management; project management; ecotourism development, marketing and management and the like. Whilst the report ultimately recommends the implementation of the niche programme, it recognizes two concerns. • Given the very small pool of nature conservation professionals in the region and the chronic underfunding of nature conservation agencies, it is not certain that programme would, on its own, be financially viable. • The reaccreditaion process undertaken by the Department of Education has set back the university's MBA programme by several years and now is clearly not the time to attempt to launch a new offering. / Thesis (M.Bus.Ad.) - University of KwaZulu-Natal, 2004

This study entitled, "Effective Management Development Program Evaluation and Review Technique," examined Purdue University Engineering/Management Program for 1995. The purpose of the program was to offer management training to a population of ninety-eight engineering managers. From a quality assurance perspective the study attempted to measure those changes that occurred in the knowledge, skills and behaviors of the participants, from before to after the program, in four levels of program effect e.g., reaction, learning, behavior and results.Responses were gathered using qualitative interviews. Evidence was gathered using Learning Skills Inventory. Behavior was gathered using Leadership Effectiveness and Adaptability Description Questionnaire. Results were gathered using Managerial Skills Questionnaire of Importance and Competence over pretest, posttest and a three-month posttest on the job.Forty-two management skills criteria were collapsed to identify seven main leadership skills for reliable evidence on the hypotheses tested: Leadership/ Organization, Human Resource Management, Financial Management, Decision Making, Strategic Planning, Negotiation and Conflict Resolution, and Managerial Communication. Important findings are summarized below. No significant differences were found in the Importance of each leadership skills:(a) by the type of company's business, (b) by the number of years of employment with the current employer, (c) by the number of years in the industry, and (d) by the type ofdegrees held by the manager (BS, MS, MBA).Significant Differences were found in the Importance of each leadership skills:by a broad range of titles, (b) by the size of company, and (c) by the number of years in current position.No significant differences were found in the Competence of each leadership skills:by the type of company's business, (b) by the size of company, (c) by the number of years in current position, (d) by the type of degrees held by the manager (BS, MS, MBA), and (e) by the number of years in the industry.Significant Differences were found in the Competence of each leadership skills:(a) by a broad range of titles and (b) by the number of years of employment with the current employer. / Department of Educational Leadership

Typescript (photocopy). / Digitized by Kansas Correctional Industries

The practice of training evaluation has not kept pace with prescription, and evaluations being being done are frequently negligent of appropriate controls needed to draw valid conclusions. A comparison was made of training outcomes contrasting results obtained using carefully controlled scientific approaches with those from a more popular less scientific approach. The research design involved the collection and analysis of data from a single organizations managerial training program. , Three different methods of training evaluation were studied: an "immediate reaction" rating sheet, a self-report participant survey, and a similar survey completed by t he participants' subordinates. Bo th surv ey r e sul t s showed no signif icant c hang es in on-the-job behavior six weeks after training. In contrast the "immediate reaction" ratings were positive, implying the training program was a "success." Conclusions w ere drawn concerning the validity of methods compared.

M.Ed. (Educational Management) / Please refer to full text to view abstract

by Terpstra Tong Jane Lai-Yee. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1996. / Includes bibliographical references (leaves 99-100). / EXECUTIVE SUMMARY --- p.i / TABLE OF CONTENTS --- p.ii / LIST OF TABLES AND FIGURES --- p.v / ACKNOWLEGEMENT --- p.vi / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Methodology of Studies --- p.3 / Terminology --- p.3 / Approach --- p.3 / Data Collection --- p.4 / Chapter II. --- METHODOLOGY --- p.6 / Five Competitive Forces --- p.6 / Advantages of Industry Analysis --- p.13 / Establishing Competitive Advantage --- p.14 / Putting Strategy to Work --- p.16 / Data Collection --- p.17 / Rationale and Objectives of the Questionnaire --- p.18 / Chapter III. --- AN ANALYSIS OF THE CONTINUING BUSINESS EDUCATION INDUSTRY --- p.20 / Bargaining Power of Customers --- p.20 / Bargaining Power of Supplier --- p.23 / Threat of New Entrants --- p.24 / Threat of Substitutes --- p.26 / Rivalry Among Existing Competitors --- p.28 / Is the Continuing Business Education an Attractive Industry to Get in? --- p.30 / Chapter IV. --- "THE PRODUCT, THE CUSTOMERS, AND THE CURRENT OPERATIONS" --- p.32 / The Product: Diploma Course in Management Communication --- p.32 / Customer Profile --- p.35 / The Current Operations --- p.36 / Structure of APIB --- p.36 / Structure of DMC --- p.37 / Chapter V. --- COMPETITORS OF DMC --- p.39 / Competitors for Customers that View DMC as an English Program --- p.39 / Competitors for Customers who Take DMC as a Management Program --- p.43 / Diploma Programs of APIB --- p.43 / Professional Diploma of Hong Kong Management Association --- p.44 / Other Suppliers of Diploma Programs --- p.45 / A Warning of Quality --- p.47 / Competitors that Offer Management Skills Training --- p.48 / Who to Compete With? --- p.49 / Chapter VI. --- COMPETITIVE STRATEGY FOR DMC --- p.50 / Cost is Not Manageable and Low Cost Strategy is Not Possible --- p.50 / Broad Differentiation or Focus Differentiation? --- p.52 / Proper Strategy: Focus Differentiation --- p.52 / Position as Management Skills Program --- p.53 / Putting Strategy into Action --- p.54 / Focus Differentiation Strategy: Implications and Related Issues for DMC's Operations --- p.54 / What Do the Customers Value? --- p.55 / Target Customers - Who Should DMC Focus on? --- p.55 / Market Size --- p.58 / Chapter VII. --- MARKETING COMMUNICATIONS PROGRAM / Previous Marketing Plan --- p.60 / Core Program --- p.61 / Program Brochure --- p.62 / Press Release --- p.63 / Advertising --- p.64 / Direct Mailing --- p.65 / Option One: Sales Calls to Selected Corporations --- p.67 / Option Two: Whole Day Walk-in Registration Session --- p.68 / Budget --- p.69 / Chapter VIII. --- CONCLUSION --- p.70 / APPENDIX 1 QUESTIONNAIRE --- p.71 / Chapter 2 --- RESULTS OF SURVEY ON PART-TIME STUDIES OF WORKING EXECUTIVES --- p.77 / Chapter 3 --- STUDENT PROFILE --- p.89 / Chapter 4 --- SAMPLE OF PRESS RELEASE --- p.96 / Chapter 5 --- SAMPLE ADVERTISEMENT --- p.98 / BIBLIOGRAPHY --- p.99