Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: Workplaces around the world have recently experienced a wide variety of formal and informal changes in the organisation of work. The pace of change appears to have accelerated since the early 1990's with increased organisational restructuring efforts. New forms of work organisation, popularly labeled "high performance work systems' are reported in the academic and business literature. These workplace systems are characterised by more flexible job designs and work arrangements, team/group work, performance related compensation, greater information sharing and employee involvement in decision-making and cooperative labour-management relations to foster a participative enterprise culture. The general objective of the study is to define the work, organisational culture and human resources management processes and practices that will enable an organisation to make it's human capital the differentiating factor compared to it's competitors or similar organisations in the same industry. The research design consists of a literature study and the formulation of a strategy and implementation plan to transform the leadership behaviour and organisational culture of the organisation, based on experience with the implementation of leadership and culture interventions described in the literature. A clinical-descriptive approach was followed with data being collected to enable the researcher to propose a process to implement a high performance culture in the organisation. Recommendations for further research are made. / AFRIKAANSE OPSOMMING: Die werksomgewing het verskeie veranderinge ondergaan in die afgelope jare. Dit wil voorkom asof die tempo van verandering versnel sedert die begin van die 1990's met 'n toenemende aantal organisasie-herstrukturering wat plaasvind. Nuwe vorme van werksplekherstrukturering, onder 'n populere beskrywing van "hoogs presterende werksplekstelsels", word rapporteer in die bestuurs- en akademiese literatuur. Hierdie werksplekstelsels word gekenmerk deur meer buigsame posbeskrywings en samestelling van posinhoud, groter klem op die deel van inligting oor alle vlakke in die organisasie, groter werknemer betrokkenheid in die neem van besigheidsbesluite, asook samewerkende verhoudings tussen georganiseerde arbeid en die bestuur van die organissasie wat lei tot 'n meer deelnemende organisasie kultuur. Die doelstelling met hierdie studie is om die werkspraktyke, organisasie kultuur en mensbestuurpraktyke te definieer wat 'n organisasie in staat kan stel om sy menskapitaal te kan omskep in 'n onderskeidende element, in term van organisasie prestasie, in vergelyking met kompeterende maatskappye in dieselfde industrie. 'n Kwalitatiewe navorsingsontwerp is gebruik om verskeie klimaatstudies wat reeds binne die organisasie gedoen is, te ontleed en aan die hand van die literatuurstudie, is 'n voorstel gemaak van 'n implimenteringsprogram om die leierskap-gedrag en organisasie kultuur in die organisasie te verander. Aanbevelings vir toekomstige navorsing word aan die hand gedoen.

Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: Non-profit organisations play an increasingly important role in our society as they often represent community interests. The ability of the non-profit sector to perform effectively has become more critical. In order to maintain their value and effectiveness they require continuous renewal. The increased demand placed on this sector as it partners with government to deliver basic services to the community has amplified the need for this renewal process. The non-profit sector is constantly required to develop new ways of building its capacity in an attempt to meet its challenges. Despite the emphasis placed on the importance of capacity building, the term itse~ is frequently too expansive to be meaningful to decision makers. This paper attempts to develop a working definition of capacity building and assess the capacity building levels of TB Care Association. TB Care Association, founded in 1929, provides a service to tuberculosis patients and their families. Over the last decade, the organisation has moved from being a welfare organisation to a developmental health promotion organisation. The survey conducted on TB Care Association indicates that the scores obtained by the organisation coincide with the organisation's stage of development according to Korten (Mukasa, 2003). The results further revealed that fund raising, over dependence on government funding, lack of succession planning and human resources strategies are potential issues that could impede organisational growth and development. / AFRIKAANSE OPSOMMING: Nie-vir-wins organisasies speel 'n al hoe meer belangrike rol in ons samelewing deurdat hulle die belang van die gemeenskap op die hart dra. Die vermoe van hierdie sektor om effektief te wees raak dus al hoe belangriker. Om voortdurend die vlak van waarde en effektiwiteit vol te hou vereis voortdurende vernuwing. Die toenemende vereistes wat gestel word aan hierdie organisasies deurdat hulle met die regering saamspan om basiese dienste te lewer aan die gemeenskap, het die nodigheid van hierdie vernuwende proses beklemtoon. Die nie-vir-wins sektor moet gedurig nuwe maniere vind om kapasiteit te bou om hierdie uitdagings die hoof te bied. Ten spyte van die klem wat geplaas word op kapasiteitsbou, is die term self gereeld te wyd om betekenisvol te wees vir besluitnemers. Hierdie verslag poog om 'n prakties-georienteerde definisie van kapasiteitsbou daar te stel en om die kapasiteitsbou vlakke binne die TB Sorg Vereniging te bepaal. Die TB Sorg Vereniging, gestig in 1929, bied 'n diens aan tuberkulose pasiente en hul families. Oor die laaste dekade het die vereniging beweeg van 'n maatskaplike rol tot die van 'n vereniging wat fokus op die bevording van ontwikkelingsgesondheid. Die opname by die TB Sorg Vereniging toon dat die tellings behaal deur die instansie ooreenstem met die fase van ontwikkeling soos voorgestel deur Korten (Mukasa, 2003). Die resultate toon verder dat fonds-insameling, oor-afhanklikheid van regeringsfondse, 'n tekort aan opvolger-beplanning en menslike hulpbron strategiee moontlike knelpunte kan wees wat organisatoriese groei en ontwikkeling kan belemmer.

Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: The main purpose of this paper is to give a theoretical construct of servant-leadership and the understanding thereof based on the life experiences of selected leaders in various organisations, ascertained by means of qualitative research. Servant-leadership as described by Greenleaf (1970) is an emerging value-based leadership style that attempts to enhance personal growth of workers and improve the quality of an organisation. This is achieved through a combination of teamwork and community, personal involvement in decision making and ethical and caring behaviour. The methodology applied, involved qualitative research, where qualitative interviews, as a phenomenological research method in evaluation, were used. The reasons for the choice of the research methodology as well as the procedure that was followed in selecting the participants, the role of the interviewer in relation to the research topic, the participants and the research setting, was also described. The research findings reveal that there are many similarities among various writers regarding qualities· and principles of servant-leaders. In the qualitative study which included one-on-one interviews with eight participants, similar information was revealed. It is recommended that leaders should examine their leadership styles and "grow" the necessary changes to enable a more approachable leadership style where the people's needs are met. In addition servant-leadership should be given greater emphasis at academic level so that the value of the discipline can be understood and applied and lived. / AFRIKAANSE OPSOMMING: Die hoofdoel van hierdie referaat is om 'n teoretiese konstruksie van 'servant-leadership' en die begrip daarvan, gebaseer op die lewenservaringe van 'n geselekteerde groep leiers van verskeie organisasies, te verkry. Dit is gedoen by wyse van kwalitatiewe navorsing. 'Servant-leadership' word deur Greenleaf (1970) as 'n waarde-gebaseerde leierskapstyl gesien wat poog om die persoonlike groei van werkers en die gehalte van organisasies te verbeter. Dit word bereik deur 'n kombinasie van spanwerk, gemeenskap en persoonlike betrokkenheid by besluitneming en etiese en empatiese gedrag. Die metodologie wat toegepas is sluit in kwalitatiewe navorsing waartydens kwalitatiewe onderhoude, as fenomenologiese navorsingsmetode gebruik is. Die redes vir hierdie keuse van navorsingsmetodologie, asook die prosedure. wat gevolg is, met die keuse van die deelnemers, die rol van die onderhoudvoerder in verhouding tot die navorsingsonderwerp, die deelnemers en die navorsings opset, was ook uiteengesit. Die navorsing bewys dat daar baie ooreenkomste is onder die verskillende skrywers se sieninge aangaande die kwaliteite en beginsels van 'servant-leadership.' Uit die kwalitatiewe navorsing wat individuele onderhoude met die deelnemers ingesluit het, is dieselfde inligting voortgebring. Dit word aanbeveel dat leiers hul leierskapstyle ondersoek en die nodige veranderings aanbring on 'n meer benaderingsvolle leierskapstyl te ontwikkel wat die behoeftes van mense vervul. 'Servant-leadership' behoort ook onderrig te word by akademiese instellings sodat die waarde van die dissipline verstaan, toegepas en uitgeleef kan word.

Thesis (MBA)--Stellenbosch University, 2001. / This study represents an evaluation of the outcome of implementing the 20 Keys programme in organisations in Japan, Europe and South Africa. The 20 Keys Programme claims to be an Organisational Development (OD) Programme and the study firstly explores the underlying characteristics of an OD programme. Specific attention is given concerning the underlying values, the features and interventions of OD. Because Learning and Knowledge Management form such a critical role in OD the characteristics and features of a "Learning Organisation" and Knowledge Management are covered. The 20 Keys programme has been developed to deliver on the strategy of an organisation. The characteristics and aims of The Programme are thus presented as well as a critical evaluation of whether The Programme's features and characteristics corresponds with that of OD and whether it has features that indicate that it is develop as such to deliver on the strategy. It is concluded that The Programme's features and characteristics do support that of an OD programme. The 20 Keys Programme is a tool to deliver on the strategy of an organisation as is supported by reports from organisations that implemented The Programme in Japan, Europe and South Africa. The organisations did show some significant results in terms of productivity improvements, reducing defects and reducing work-in-process in line with improvements with their benchmark score.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: The utilisation of human capital and its impact on organisational performance must rank as one of the key managerial concerns III South Africa. The message from international competitive studies is clear: corporations become competitive when people and practices change. The global market has exposed the lack of competitive strength and effectiveness of South African corporations. Against this background, managing complex organisations in the private and public sector remains a daunting, pervasive and urgent task. By focusing on issues of organisational behaviour and global competitiveness, the study aims to contribute to the development of competitive (effective) corporations in South Africa. It is important to keep in mind that the present investigation was an exploratory study attempting to add to the body of knowledge about competitiveness. It aimed to enhance existing studies on global competitiveness and organisational effectiveness and open up possibilities for new management strategies and interventions as well as further research. In particular, it builds on previous work on the impact of organisational behaviour on performance. An extremely important development in the study of corporate culture has been proof that that the normative structure (corporate culture) has a significant impact on the performance of an organisation. Because of this impact, corporate culture has to be regarded as one of the key success factors in any corporation. Corporate culture is however no end in itself, but must be regarded as a hermeneutical key (interpretative) to corporate performance. The success of the corporation takes precedence over all other aspects of the organisation, even over its culture. The framework of corporate culture and competitiveness links patterns of behaviour and management practices with underlying assumptions, beliefs and values. It provides a clear description of the integrative mechanisms and dimensions of corporate culture and the way in which they impact on competitiveness. These behavioural factors are key determinants of organisational performance because of the close link between patterns of behaviour and underlying core values and beliefs. The model also defines the elements (people, change, projects, control) that need to be managed, as well as the traits (adaptability and innovation, mission, involvement, consistency) of the culture which determines the performance of the corporation. In terms of the corporate culture and competitiveness framework, the management activity of developing a set of common or core values is therefore a good starting point for any culture intervention strategy aimed at enhancing competitiveness (performance). A shared system of beliefs, values and symbols widely understood by an organisation's members has a positive impact on their ability to reach consensus and carry out coordinated actions. This impact, as well as the nature of the culture of the corporation has to be understood by everybody in the organisation. It also has to assist them in making sense of corporate life in such a manner that it creates opportunities for everyone to impact on the performance of the corporation. / AFRIKAANSE OPSOMMING: Die bestuur van menslike hulpbronne en die impak daarvan op organisatoriese prestasie is een van die kern bestuursvraagstukke in Suid-Afrika. Die internasionale boodskap oor mededingendheid is duidelik. Organisasies se mededingendheid verander wanneer mense en praktyke verander. Oor die algemeen vaar Suid-Afrikaanse organisasies redelik swak in die internasional mark weens 'n gebrek aan kompeterendheid en effektiwiteit. Dit is duidelik dat in hierdie lig, die bestuur van komplekse organisasies 'n uitdagende ontwykende maar dringende uitdaging aan bestuur is. Deur op organisatoriese gedrag en internasionale kompeterendheid te fokus, poog die studie om 'n bydrae te maak tot die ontwikkeling van kompeterende (effektiewe) organisasies in Suid-Afrika. Dit is belangrik om in gedagte te hou dat die studie van ondersoekende aard was en om daardeur verdere insig in kompeterendheid te verkry. Dit poog om by bestaande studies oor internasionale kompeterendheid en organisatoriese doeltreffendheid aan te sluit ten einde nuwe bestuursintervensies en strategië te ontwikkel en terselfdertyd rigting vir verdere navorsing aan te dui. Dit bou in besonder op vorige studies oor die impak van organisatoriese gedrag op doeltreffendheid. 'n Belangrike ontiwkkeling in die studie van korporatiewe kultuur was die bevinding dat die normatiewe struktuur (korporatiewe kultuur) 'n insiggewende impak op die prestasie van organisasies het. As gevolg van hierdie verhouding, moet korporatiewe kultuur as een van die sleutel sukses faktore in enige organisasie beskou word. Korporatiewe kultuur bly egter altyd slegs 'n middel tot die bereiking van doelwitte en nooit as die doel self nie. Dit moet daarom beskou word as 'n hermeneutiese (verklarende) sleutel tot organisatoriese doeltreffendheid. Die prestasie van enige organisasie moet voorkeur geniet bo all ander aspekte van die organisasie, selfs die korporatiewe kultuur. Die raamwerk van korporatiewe kultuur en doeltreffendheid verklaar die interaksie tussen die onderafdelings van kultuur en die organisasie se doeltreffendheid. Die aannames, oortuigings en waardesisteme van 'n organisasie vorm die basis van 'n stel bestuurspraktyke en gedragspatrone. Hierdie gedragspatrone is sleutelfaktore tot organisasie doeltreffendheid as gevolg van die noue verband tussen die gedrag en die onderliggende waardesisteem. Die raamwerk identifiseer die elemente (mense, verandering, projekte en kontrole) as die elemente wat bestuur moet word, sowel as vier meganismes (betrokkenheid, aanpasbaarheid en vernuwing/innovasie, konsekwentheid en doelgerigtheid/rigtingaanwysing) van kultuur wat die doeltreffendheid van die organisasie bepaal. Korporatiewe kultuurintervensie strategië, gemik op prestasieverbetering, behoort in terme van die korporatiewe kultuur en doeltreffendheidsraamwerk by die ontwikkeling van 'n stel gedeelde of kernwaardes te begin. 'n Gedeelde sisteem van oortuiginge, waardes en simbole wat deur alle lede van die organisasie verstaan en aanvaar word, sal 'n sterk en positiewe uitwerking op die vermoë om konsensus en gekoordineerde optrede te bereik, hê. Hierdie uitwerking asook die aard van die kultuur van die organisasie moet deur almal in die organisasie verstaan word. Dit moet hulle ook in staat stel om die organisasie se keuse van prioriteite te verstaan en daardeur geleenthede vir almal te skep om 'n impak op die doeltreffendheid van die organisasie te hê.

Thesis (PhD)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: The importance of strategy execution to achieve organisational objectives is increasingly recognised. However, successful execution seems to remain problematic, not only in government, but also in the business world today. Because of the gap between strategy planning and execution, the required benefits stated in this planning are seldom realised. The consistent and generally poor execution of strategic plans in the public sector leads to poor service delivery. The objective of the research was to develop, test and further improve a conceptual model that can specifically be applied in public sector organisations (PSOs) to help close their strategy execution gap. According to the research hypothesis, strategy execution will significantly improve by using a simplified, dynamically integrated conceptual model as guide in tailoring strategy execution in each PSO. The qualitative Participative Action Research (PAR) methodology was used based on case studies in Namibia, including ministries, state-owned enterprises and local authorities. The literature gap was found to be the limited number of resources addressing strategy execution in the public sector and the limited number of sources presenting a multi-disciplinary or integrated model involving the whole organisation. Based on previous literature reviews and experience, the researcher developed his first conceptual model in 2006. After the development of four more models, the final MERIL-DE Model was arrived at in 2014 as conceptual model to help close the strategy execution gap in the public sector. Additional literature review and analysis of the public sector context, supported by ten case studies in Namibia over the eight year period (2006–2013), led to the MERIL-DE Model containing and integrating the nine vital strategy execution components. These are as follows: 1) Leadership, 2) Strategic Planning, 3) Project Management, 4) Alignment (with organisational elements), 5) Performance Management (containing the MERIL elements Measure, Evaluate, Report, Improve and Learn), 6) Drive (mostly internal motivation), 7) Engagement (through dialogue), 8) Risk Management and 9) Stakeholder Management. The first seven components were identified through literature review and the last two from considering the unique public sector context. Features of the model include the critical role of leadership, the need to clearly link strategy and projects, the important role of project management, the shorter review periods for both strategic and project plans, the need for an institutionalised quarterly strategy execution cycle and importance of engagement and motivated workforce. The MERIL-DE Model shows the need to build adaptive and sustainable organisations in a complex and challenging public sector. The conventional plan-and-execute processes have to be complemented by sense-and-respond capabilities through a system of Measure, Evaluate, Report, Improve and Learn – linked to Drive and Engagement – in which components are dynamically integrated. Each PSO, however, needs to develop its own unique or tailor-made MERIL-DE model. This tailored model is referred to as the “Stratex Car” to be designed and built by each PSO, considering its own unique conditions. The Strategy Execution Framework (SAF) is presented as tool to assess the strength of each MERIL-DE component with the Total Strategy Execution Capacity (TSEC) to determine the total capacity of the PSO to execute its strategy. It is believed that the use and application of the MERIL-DE Model will significantly contribute to close the strategy execution gap present in the public sector, not only in Southern Africa, but worldwide – to see governments and public organisations deliver real beneficial public service. Monitored application of this model will be valuable for future research towards the ongoing closing of the strategy execution gap. / AFRIKAANSE OPSOMMING: Daar word toenemend ag geslaan op die belangrikheid van strategie-uitoefening om organisatoriese mikpunte te bereik. Suksesvolle uitoefening blyk egter problematies te bly, nié net in die regering nie, maar ook in vandag se besigheidswêreld. Weens die gaping tussen strategie-beplanning en -uitoefening word die voordele wat in die beplanning uiteengesit word selde ’n realiteit. Die konstante en oor die algemeen swak uitoefening van strategiese beplanning in die openbare sektor lei tot swak dienslewering. Die doel met die navorsing was om ’n begripsmodel wat spesifiek in publieke sektororganisasies (PSOs) toegepas kan word, te ontwikkel, te toets en te verbeter om die gaping in strategie-uitoefening te oorbrug. Volgens die navorsingshipotese sal strategie-uitoefening kenmerkend verbeter deur ’n vereenvoudigde, dinamies-geïntegreerde begripsprosesmodel te gebruik wat die strategie-uitoefening in elke staatsonderneming aanpas. Die kwalitatiewe deelnemer-aksie-navorsingsmetodologie (Participative Action Research) is in gevallestudies in Namibië toegepas, insluitende ministeries, staatsondernemings en plaaslike owerhede. Die gaping in die literatuur het geblyk die beperkte hoeveelheid hulpbronne te wees wat strategie-uitoefening in die openbare sektor en die beperkte hoeveelheid bronne wat ’n multidissplinêre of geïntegreerde model wat die hele organisasie betrek, aanspreek. Die navorser het in 2006 sy eerste begripsmodel ontwikkel wat op vorige literatuuroorsigte en ervaring gegrond was. Na die ontwikkeling van nóg vier modelle het die finale MERIL-DE-model in 2014 as begripsprosesmodel onstaan om die gaping in strategie-uitoefening in die openbare sektor die hoof te help bied. Addisionele literatuurstudie en -analise van die openbare sektorkonteks, ondersteun deur die tien gevallestudies in Namibië oor die agtjaarperiode (2006– 2013), het gelei tot die insluiting en integrasie van die nege strategie-uitoefeningskomponente in die MERIL-DE-model. Hierdie komponente is soos volg: 1) Leierskap, 2) Strategiese Beplanning, 3) Projekbestuur, 4) Belyning (met organisatoriese elemente), 5) Prestasiebestuur, 6) Dryfkrag (meestal interne motivering), 7) Betrokkenheid (deur dialoog), 8) Risikobestuur en 9) Belanghebberbestuur. Die eerste sewe komponente is deur literatuurstudie geïdentifiseer en die laaste twee deur die unieke konteks van die openbare sektor in ag te neem. Eienskappe van die model sluit in die kritiese rol van leierskap, die behoefte om strategieë en projekte duidelik te verbind, die belangrike rol van projekbestuur, die korter oorsigperiodes vir beide strategie- en projekplanne, die behoefte aan ’n geïnstitusionaliseerde kwartaallikse strategie-uitoefeningsiklus en die belangrikheid van betrokkenheid en gemotiveerde diensnemers. Die MERIL-DE-model wys die behoefte om aanpasbare en onderhoubare organisasies in ’n komplekse en uitdagende openbare sektor uit. Die konvensionele beplan-enuitoefenprosesse moet deur waarneem-en-reageervermoëns gekomplementeer word deur ’n stelsel van Meet, Evalueer, Rapporteer, Verbeter/ ”Improve” en Leer – verbind met Dryfkrag en Betrokkenheid/ ”Engagement” (MERIL-DE) – waarin komponente dinamies geïntegreer is. Elke PSO moet egter sy eie unieke MERIL-DE-model ontwikkel. Hierdie situasie-aangepaste model staan bekend as die “Stratex Car” wat deur elke PSO ontwerp en gebou moet word deur hul eie unieke toestande in ag te neem. Die Strategie-uitoefeningsraamwerk (sg. SAF) word as hulpmiddel voorgestel om die gehalte van elke ‘MERIL-DE’-komponent na te gaan te bepaal met die Totale Strategie-uitoefeningskapasiteit (sg. TSEC) om die totale kapasiteit van die PSO te bereken vir die uitoefening van sy strategie. Dit word verwag dat die gebruik en toepassing van die MERIL-DE-model kenmerkend kan bydra om die gaping in strategie-uitoefening wat aanwesig is in die openbare sektor die hoof te bied, nié net in Suider-Afrika nie, maar wêreldwyd – om te verseker dat regerings en openbare organisasies ware voordelige publieke diens lewer. Gekontroleerde toepassing van hierdie model sal waardevol wees vir toekomstige navorsing vir die verdere vernouïng van die gaping in strategie-uitoefening.

Thesis (MComm)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: In light of the rising recognition that strategic management, especially in uncertain fastchanging environments, needs to be robust beyond time and space, this study has the objective to re-conceptualize the term "organizational fitness". Due to the preliminary and isolated nature of existing organizational fitness models, the decision was made to incorporate the considerable knowledge base of "dynamic capabilities" and "complexity thinking". The critical criteria for choosing these strategic management approaches were seen in their appreciation of change as a natural principle of life within the larger context of this currently fast evolving world. The study aims at establishing a sound understanding of the reference point, i.e. organizational fitness, as well as its hypothetical conceptual means, i.e. dynamic capabilities and complexity thinking. Furthermore, the relational aspects of these concepts were elaborated and converged into a synthesis of what could emerge to become a comprehensive and persistent approach towards organizational fitness and strategic management per se. In respect to the complexity of the chosen concepts, a sequential method of incorporation was adopted. In reviewing and analyzing existing literature on organizational fitness, a possible definition and a general anatomy for organizational fitness could be established. Subsequently, the components and rationale of dynamic capabilities were critically delineated. The insights derived were then inserted in a preliminary fitness model. Hereafter, complexity thinking was investigated and related to the dynamic capabilities framework. Motivated by the complementary nature of these concepts, two emerging techniques of complexity thinking were delineated, viz. the co-evolutionary space and fitness landscapes, with the aim of deepening as well as extending the earlier preliminary concept. This logical yet theoretical and normature study presents clear pointers concerning strategic enterprise robustness with which organizational fitness could be approached in the specific realm of this conceptual frame. In respect of its hypothetical and preliminary nature, the conclusions reached should be seen in their proper perspective. Moreover, further basic and applied research is seen as crucial to substantiate the conclusions and recommendations of this study. / AFRIKAANSE OPSOMMING: In lig van die toenemende besef dat strategiese bestuur, veral in toestande van vinnige verandering, dinamies en robuust moet wees onbegrens deur die konsepte van tyd en spasie, het hierdie studie die doelstelling om die begrip van organisatoriese fiksheid te herkonseptualiseer. Op grond van die voorlopige en geïsoleerde aard van huidige organisatoriese fiksheidsmodelle, is besluit om die nuwer strategiese bestuursbenaderinge van 'dinamiese vermoëns' en 'kompleksiteitsdenke' in die omvang van die studie te inkorporeer. Die kriteria vir die keuse van insluiting van die voorgenoemde strategiese benaderinge was hul toenemende potensiaal as onderliggende teorieë vir die verduideliking van verandering in die konteks van die toenemend snelle veranderende wereld. Die studie beoog om 'n deeglik-gefundeerde basis en vertrekpunt daar te stel, d.w.s. dinamiese vermoëns beskou as deel van kompleksiteitsdenke. Die interaktiewe en verhoudingsaspekte van die twee konsepte is intensief ontleed en 'n konvergensie is nagestreef ten einde 'n sintese van benadering daar te stel, wat die konsep van organisatoriese fiksheid en gepaardgaande strategiese bestuursimplikasies aandui. In die uitvoering van die ondersoek van kompleksiteitsteorie is 'n sekwensiële wyse van ondersoek gekies. Omvattende ontleding van bestaande internasionale literatuur het 'n voorlopige definisie en anatomiese dimensies van die konsep van organisatoriese fiksheid opgelewer. Daarna is die komponente en rasionaal van dinamiese vermoëns krities ontleed. Die resulterende insigte is voorts in die konsep van organisatoriese fiksheid geïnkorporeer. 'n Verdere stap was ontleding en relevansie-passing van kompleksiteitsdenke in verband tot dinamiese vermoëns. Twee ontluikende tegnieke van kompleksiteitsdenke is afgebaken, naamlik ko-evoluerende spasie en fiksheidslandskappe, met die doeI om die voorlopige konsep van organisatoriese fiksheid te verdiep en te verbreed. Hierdie logiese, teoretiese en normatiewe studie voorsien duidelike aanduidinge t.o.v. strategiese ondernemings-robuustheid, waarmee die konsep van organisatoriese fiksheid toepaslik benader kan word. In die lig van die hipotetiese en voorlopige aard van die studie, moet die gevolgtrekkings van die studie in sy begrensde konteks beskou word. Verder basiese en toegepaste navorsing word as noodsaaklik geag ten einde die gevolgtrekkings en aanbevelings van die studie te substansieer.

Thesis (MComm)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: Given the increased uncertainty and unpredictability prevalent in the business environment, there is heightened pressure for organizations to become radically innovative and to constantly reinvent themselves, and ultimately change the rules of the game in their industry. The concept of new business models is relatively new to business literature. However, its significance cannot be underestimated where operating in a turbulent competitive landscape has made the traditional way of doing business ineffective, and consequently has changed the nature of competitive advantage. Despite the obvious importance of creating new business models, there seems to be inadequate understanding and definition of the term "business model", thereby hindering the understanding of the nature of new business models and the approaches needed for creating new business models. This paper initially investigated the concept of "business model" and its core dimensions, which revealed that the term lacks an adequate and comprehensive definition. In response to this, a comprehensive working definition for the concept was formulated after an analysis of the various definitions proposed in the business literature. Since the key elements of a business model are important sources of competitive advantage, this definition has been used to illustrate how organizations can create new business models by manipulating the basic aspects of the business model. Approaches and techniques that enable organizations to create new business models and to become radically innovative have been selected from those put forward by Govindarajan and Gupta (2001) and Amit and Zott (2001). Finally, an analysis was made of the performance measurement tools for new business models. This revealed a lack of such an evaluation tool and this study has proposed a framework from which its dimensions can be used to expand and develop a measurement instrument for proposed business models and/or industries. / AFRIKAANSE OPSOMMING: Gegee die verhoogde onsekerheid en onvoorspelbaarheid wat teenwoordig is in die besigheidsomgewing, is daar meer druk op organisasies om radikaal innoverend te word, om hulself konstant te herontdek en uiteindelik om die reels van die spel in hulle bedryf te verander. Die konsep van nuwe besigheidsmodelle is relatief nuut in die besigheidsliteratuur, maar die belangrikheid van die konsep kan nie onderskat word nie, waar die tradisionele besigheidsbenaderings ondoeltrefferd geword het binne 'n fluktuerende mededingende omgewing. As gevolg hiervan, het die hele wese van mededingende voorsprong verander. Ten spyte van die duidelike behoefte aan die skep van nuwe besigheidsmodelle, blyk daar ook om onvoldoende begrip en definisie van die term "besigheidsmodel" te wees. Dit belemmer die begrip van die oorsprong van nuwe besigheidsmodelle en die benaderings benodig vir die skep van nuwe besigheidsmodelle. Hierdie skripsie het eerstens die konsep "besigheidsmodel" en sy kerndimensies ondersoek, wat aan die lig gebring het dat die term ontbreek aan 'n voldoende en volledige definisie. Nadat die verskeie definisies in die besigheids-literatuur is, is 'n volledige gangbare definiesie vir die konsep geformuleer. Aangesien die sleutelelemente van 'n besigheidsmodel belangrike bronne van mededingende voorsprong bied, is die definisie gebruik om te illustreer hoe organisasies nuwe besigheidsmodelle kan skep deur die basiese aspekte van die besigheidsmodel te manipuleer. Benaderings en tegnieke wat organisasies in staat stel om nuwe besigheidsmodelle te skep en om radikaal innoverend te word, is geselekteer vanuit die voorgestel deur Govindarajan en Gupta (2001) en Amit en Zott (2001). Ten slotte, is 'n ontleding gedoen van die instrumente wat gebruik word om die prestasie van nuwe besigheidsmodelle te meet. Dit het aan die lig gebring dat daar nie so 'n evalueringsinstrument is nie, en hierdie studie het dus 'n raamwerk voorgestel waarvan die dimensies gebruik kan word om 'n meetinstrument vir voorgestelde besigheidsmodelle en/of industrieë uit te brei en ontwikkel.

Thesis (MPA)--University of Stellenbosch, 2004. / ENGLISH ABSTRACT: A major challenge facing the South African government is the acceleration of service delivery improvement to ensure a better life for all South Africans. The White Paper on the Transformation of the Public Service (South Africa, 1995) has as its objective “empowering, challenging and motivating managers at all levels to be leaders, visionaries, initiators and effective communicators and decision-makers, capable of responding pro-actively to the challenges of the change process, rather than acting as the administrators of fixed rules and procedures.” The White Paper also proposes that new and more participative organisational structures, new organisational cultures, learning organisations, and techniques for managing change and diversity be developed. A new Performance Management and Development System (PMDS) for the Senior Management Service (SMS) has been created, which has as its basis performance management and development as an approach. It consists of a standardised set of competencies, to be used as basis for performance appraisal. As it is expected of SMS members to manage and lead their respective institutions to meet the stated objectives, the Core Management Criteria (CMCs) will have to assist the development of competencies in SMS members to capacitate them to meet the stated objectives and to lead their organisations to change that will assist service delivery. The question, therefore, arises whether the CMCs will develop SMS members to lead their organisations to change. The aim of this research will be to determine whether the competencies used in the PMDS are also focused on leadership and organisational development issues needed in a developmental situation to enable SMS members to lead their organisations, rather than merely acting as the administrators of fixed rules and procedures. The research is divided into distinct phases. The first entails exploring the meaning of competence and the conceptual structure of competencies to be able to analyse the CMCs. This is followed by an analysis of managerial versus leadership competencies in general to provide a theoretical context for an analysis of the CMCs in terms of management or leadership focus. In the next phase the CMCs as competencies used in the PMDS are also analysed and discussed, after which a comparative analysis is undertaken, with competencies used in notable international examples to provide context. In the final phase the CMCs as competencies are analysed in terms of management or leadership focus and focus on organisation development. The research showed that the appraisal system used for the SMS members in terms of the PMDS could lead to a manipulation of the appraisal system whereby SMS members could “influence” the system to their own benefit. The research also showed that there are definite personally oriented competencies absent from the PMDS, whereas they are present in the international examples. The research also showed that certain competencies supporting leadership roles are strengthened by the international systems, whereas these are absent from the PMDS and therefore not strengthened. The research further showed that these leadership roles that are not strengthened by the PMDS, but are included in the international systems, also coincide with the leadership roles that are not strengthened from a theoretical perspective. The research concludes that the CMCs used in the PMDS would probably not support SMS members to develop competencies that are oriented towards leadership and organisation development to enable them to really change their organisation to adapt. / AFRIKAANSE OPSOMMING: Die groot uitdaging wat die Suid-Afrikaanse regering tans in die gesig staar, is versnelde verbetering van dienslewering om ‘n beter lewe vir alle Suid Afrikaners te verseker. Een van die doelwitte van die Witskrif op die Transformasie van die Staatsdiens (1995), is die bemagtiging, uitdaging en motivering van bestuurders op alle vlakke om versiende leiers, inisieerders en effektiewe kommunikeerders en besluitnemers te wees, instaat om pro-aktief te reageer op die uitdagings van die proses van verandering, eerder as om bloot die administrators van reëls en voorskrifte te wees. Die Witskrif stel ook voor dat nuwe en meer deelnemende organisatoriese strukture ontwikkel word, ‘n nuwe organisasie-kultuur geskep word en dat organisasies voortdurend by verandering en diversiteit sal aanpas. ‘n Nuwe prestasiebestuur en –onwikkelingstelsel is gevolglik vir die Senior Bestuurskader ontwikkel. Die stelsel bestaan uit ‘n gestandaardiseerde stel Kern Besuurskriteria wat as basis vir prestasie-evaluering gebruik word. Aangesien dit van Bestuurders verwag word om hul onderskeie komponente te bestuur en die leiding te neem om gestelde doelwitte te bereik, moet die stelsel vaardighede in die Bestuurders ontwikkel wat hulle instaat sal stel om wel die doelwitte te bereik en om leiding te neem om hul organisasies te transformeer om verbeterde dienslewering te bewerkstellig. Die vraag ontstaan egter of die gestelde Kern Bestuurskriteria wel leierskapsvaardighede sal ontwikkel, wat Bestuurders sal benodig om die leiding te neem ten opsigte van verandering. Die doel van die navorsing is om vas te stel of die Bestuurskriteria wat in die prestasiebestuur en – onwikkelingstelsel gebruik word, ook gefokus is op leierskap- en organisasie-ontwikkelingsvaardighede, wat bestuurders sal benodig om leiding te neem, teenoor bestuurders wat slegs optree as administrateurs van reëls en voorskrifte. Die eerste gedeelte van die navorsing analiseer die betekenis van vaardigheid en die konsepsuele struktuur van vaardighede, ten einde die Kern Bestuurskriteria te ontleed. Hierna volg ‘n ontleding van bestuurs- en leierskapsvaardighede in die algemeen, om die teoretiese konteks vir die ontleding van die Kern Bestuurskriteria in terme van fokus op bestuur en leierskap te verleen. In die volgende fase, word die Kern Bestuurskriteria wat as vaardighede in die Suid-Afrikaanse bestuurstelsel gebruik word, ontleed en bespreek. Hierna word ‘n vergelykende analise gedoen met vaardighede wat in geseleketeerde internasionale stelsels gebruik word, om verdere konteks te verleen. Die Kern Bestuurskriteria word daarna ontleed in terme van fokus op bestuur of leierskap, en ook organisasie-ontwikkeling. Die navorsing het bevind dat die evalueringstelsel vir die bestuurskader moontlik deur bestuurders gemanipuleer kan word om hulself te bevoordeel. Die navorsing het verder getoon dat definitiewe vaardighede wat op die persoon self gemik is, ontbreek, terwyl dit wel in die internasionale voorbeelde teenwoordig is. Die navorsing het verder bevind dat die internasionale voorbeelde wel sekere vaardighede leierskapsrolle ontwikkel en versterk, terwyl dit afwesig is in die Suid Afrikaanse stelsel. Die navorsing het verder bevind dat die leierskapsrolle wat nie deur die Suid Afrikaanse stelsel versterk word nie, maar wel deel vorm van die internasionale voorbeelde, ooreenstem met die leierskapsrolle uit ‘n teroretiese oogpunt, wat nie deur die Suid Afrikaanse stelsel versterk word nie. Die navorsing bevind finaal dat die Kern Bestuurskriteria waarskynlik nie die nodige leierskaps- en organisasie-ontwikkelingsvaardighede in bestuurders sal ontwikkel nie, wat wel nodig sal wees om organisasies te verander.

Thesis (MBA (Business Management))--University of Stellenbosch, 1999. / ENGLISH ABSTRACT: Sasol Technology Engineering Division (SED) is part of the Sasol Group of Companies and was formally established in 1983. The organisation's immediate focus was to render technical and project management support to the operating petrochemical units of Sasol 2 and Sasol 3. During the late 1980's and early 1990's various external drivers appeared that necessitated a review and adjustment to Sasol's strategic direction. Sasol decided to unlock the value in raw materials and embarked on an investment program in major chemical production facilities. With this new drive towards implementing large, multi-million Rand, projects, SED had to re-assess its competencies and focus in order to support this new strategic drive of Sasol. During 1995 an extensive management buy-out (MBO) exercise was concluded whereby most of the technical discipline departments were outsourced. The idea was that all modification and operations support projects be handled by the MBO's. This enabled SED to focus on large projects. With the new strategic direction in place SED launched a Balanced Scorecard (BSG) exercise to convert this strategy into specific goals and communicating the strategy to all employees. This exercise led to the development of a document called the SED Strategic Roadmap. This document explained the goals and interventions required for success until 2003. The review and re-visiting of the SED Strategic Roadmap formed the main focus of this study project. A serious concern identified from the outset was that no realised strategy was drafted before the strategic intent was formalised. Therefore, in order to review the SED Strategic Roadmap a study was done on the realised organisational situation of SED by means of the results of various organisational studies done by consultants. With a realised situation formalised the development and contents of the SED Strategic Roadmap were explained. Following this explanation a broad literature review was conducted to grasp the latest thinking around the management science of strategy. With the realised strategy and theory as background the mere reason for SED's existence was unravelled. A very important finding was that SED should rather focus on improving its operational effectiveness instead of formalising a strategy. SED remains a supporting division that should underline and align itself with the strategic needs of Sasol. For reviewing purposes a "new" set of goals was identified that is closer linked with the purpose of SED. An intervention was allocated to each "new" goal to ensure focused implementation of every "new" goal. A proposal was tabled to conduct and implement the interventions in terms of project-based management, meaning that all interventions are handled as projects with budgets, time spans and specified outcomes. The listed "new" goals serve as an alternative to those in the SED Strategic Roadmap. The "new" goals support the vision of SED and provide the opportunity to excel in improving its operational effectiveness. / AFRIKAANSE OPSOMMING: Sasol Tegnologie Ingenieursdivisie (SED) is deel van die Sasol Groep van Maatskappye en het formeel tot stand gekom in 1983. Die organisasie se onmiddelike fokus was om tegniese- en projekbestuursondersteuning te gee aan die petrochemiese bedryfseenhede van Sasol 2 en Sasol 3. Gedurende die laat 1980's en vroeë 1990's het verskeie eksterne besigheidsdrywers na vore getree wat Sasol genoodsaak het om sy strategiese rigting te hersien en aan te pas. Dit het Sasol tot die besluit gebring om die waarde in rou materiaal te onsluit deur 'n investeringsprogram te loods vir die oprigting van verskeie groot chemiese produksie fasiliteite. Met hierdie nuwe dryf na die implementering van groot, multi-miljoen Rand projekte was SED genoodsaak om bevoegdhede en fokus te hersien om daardeur ondersteuning te gee aan die nuwe strategiese rigting van Sasol. Gedurende 1995 is 'n uitgebreide bestuursuitkoop (MBO) aksie geloods waartydens meeste van die tegniese dissipline departemente uitgekontrakteur is. Die gedagte was dat alle klein modifiserings- en bedryfsondersteuningsprojekte deur die MBOs hanteer moes word. Hierdeur kon SED fokus op groot projekte. Met die nuwe strategiese rigting uitgestippel het SED voortgegaan en 'n "balanced scorecard" (BSG) oefening geloods waardeer die strategiese oogmerke omgesit is in spesifieke doelwitte en na die res van die werknemers gekommunikeer is. Hierdie oefening het gelei tot die ontwikkeling van die SED Strategiese Padkaart dokument. Die dokument beskryf die doelwitte en intervensies benodig vir operasionele sukses tot en met die jaar 2003. Die hersiening en heroorweging van die SED Strategiese Padkaart vorm die fokus van hierdie studieprojek. Vanuit die staanspoor is 'n ernstige bekommernis uitgelig deurdat geen analise gedoen is van die gerealiseerde strategie voordat die strategiese intensie geformaliseer is nie. Derhalwe was dit nodig om eers 'n studie te doen waardeer die huidige, gerealiseerde strategie beskryf kon word. Hierdie studie was gedoen na gelang van die resultate van verskeie organisasiestudies wat deur konsultante uitgevoer is. Met 'n gerealiseerde situasie geformuleer is die inhoud van die SED Strategiese Padkaart verduidelik. Die verduideliking is gevolg met 'n bree literatuuroorsig rakende die wetenskap van strategiese bestuur en die nuutste denke rondom die onderwerp. Met die gerealiseerde strategie en literatuurstudie as agtergrond is die werklike rede vir die bestaan van SED opnuut ondersoek. 'n Belangrike gevolgtrekking wat gemaak kon word is dat SED liewers moet fokus op die verbetering van die organisasie se operasionele effektiwiteit in plaas van die formalisering van 'n strategie. SED bly 'n ondersteuningsdivisie en behoort gerig te wees tot die strategiese behoeftes van Sasol. Vir hersienings doeleindes is 'n "nuwe" stel doelwitte geidentifiseer wat nouer bande het met die rede vir SED se bestaan. 'n Intervensie was toegedeel aan elke "nuwe" doelwit om sodoende gefokusde implementering van elke "nuwe" doelwit te verseker. 'n Voorstel is gemaak om alle intervensies te implementeer in terme van projek-gebaseerde-bestuur. Hierdeur word verwys na die hantering van intervensies as projekte met begrotings, tydskedules en spesifieke verwagte resultate. Die gelyste "nuwe" doelwitte dien as alternatief tot die doelwitte soos beskryf in die SED Strategiese Padkaart. Die "nuwe" doelwitte ondersteun die visie van SED en verskaf die geleentheid om die verbetering van die operasionele effektiwiteit te versnel.