The Council for Geoscience (CGS) is one of the National Science Councils of South Africa and is the legal successor to the Geological Survey of South Africa. The total staff complements numbered 291 as of March 2006, consisting of four executive managers, 18 unit managers, 124 professionals, 84 technicians, 41 administrative personnel, 17 unskilled labourers 3 skilled workers. The strength of the CGS is manifested in its core of competent geoscience and technical staff. The primary business of the CGS is science; therefore scientists, apart from human resources, finance and procurement, are appointed to senior positions in the organisation. The criteria for scientists to qualify for managerial positions are either a masters or doctorate degree in science. Although a sound knowledge of science is needed for these positions, the necessary managerial and leadership characteristics have never played a significant role in the appointment of unit leaders. Therefore, it is the aim of this study to determine the leadership style of the scientists that were appointed as unit leaders. Theories on leadership provide for a variety of potential explanations regarding effective leadership, including personal attributes, contingencies, and the role of subordinates. By analysing managerial leadership, it becomes important to consider and recognise the complex interplay among the structure of organisational life, patterns of behaviour, varied beliefs, values, interests, and initiatives of the individuals who create and work within this structure. Research on organisational leadership has grown systematically with the advance of industrialisation. Large work organisations are associated with bureaucratic and technological complexity that affects the demand for managers and the need for coordination and leadership roles. Leadership theories have evolved over time, becoming more sophisticated and even more applicable for their “innovation”. Different perspectives have featured throughout history. Theories of leadership are primarily analytical, directed at better understanding of the leadership process and the variations among them. The most up- to- date concept within leadership is the theory of transformational and transactional leadership. Transformational leadership comprises five factors — (1) idealised influence: attributed; (2) idealised influence: behaviour; (3) inspirational motivation; (4) intellectual simulation; and (5) individualised consideration — of which the first two factors refer to the concern, power, personal morality, and sacrifice of the leader, as well as his or her ability to instil collective pride in the group’s mission. The third factor relates to motivating the group to accomplish missions through challenging goals and by indicating certainty in areas of uncertainty, which, in turn, arouse individual and team spirit. The fourth factor refers to the leaders’ ability to relate at an individual level to the follower and the fifth factor to intellectual stimulation. Transactional leadership display behaviours associated with constructive and corrective transactions, and comprises three factors— (1) contingent reward leadership; (2) management-by-exception: active; and (3) management-by-exception: passive — of which relates to leaders who involve themselves only when things go wrong, i.e. the constructive style. Their interventions are associated with failure and punishment. The corrective style is labelled management-by-expectation: active, which refers to the closer involvement in monitoring the subordinates’ actions. Contingent reward leadership relates to rewards for work performance. The Multifactor Leadership Questionnaire (MLQ) has become a standard instrument for assessing a variety of transformational, transactional and non-leadership scales and was used to assess the leadership style of scientists of the Council for Geoscience. The instrument measures a broad range of leadership types: passive leaders, leaders who give contingent rewards to subordinates and leaders who transform their subordinates into leaders themselves. The objectives of the study were to (1) determine the leadership style of scientists in positions of unit leaders; (2) how their supervisors, peers and subordinates perceive their leadership style; and (3) whether scientists as unit leaders, perceive their own leadership style differently than do their supervisors, peers and subordinates. The MLQ instrument contains 45 items that identify and measure key leadership and effectiveness behaviours. A five point rating scale (0: 1: 2: 3: 4) is used for rating the frequency of observed leader behaviour where 0=not at all, and 4=frequently, if not always. The average scores of the MLQ questionnaire for the Council for Geoscience ranged from 2 to 3 on the transformational leadership factors. Participants in general perceive scientists in unit leader positions more as transformational leaders as apposed to transactional leaders. The 2.5 rating on transformational leadership indicates that the unit leaders are often influential in the awareness of what is important. The ratings of scientists as unit leaders were similar to the ratings of their peers and 'others'. Supervisors and subordinates, however, rated them lower. Transactional leadership ratings for the majority of leaders were between 2.0–3.0 on CR, and MBEA and 1.0–2.0 on MBEP. The ratings obtained, indicate that unit leaders would be seen as people wwho prefer to monitor and take action before failures occur. Supervisors, peers and others rated the scientists as unit leaders higher on transactional leadership, except for subordinates who rated them lower. Leaders are rated 0–1 on laissez-faire leadership style. Supervisors, peers and subordinates rated scientists as unit leaders higher on laissez-faire leadership style than the rating they gave themselves (self-rating). The low rating on the laissez-faire leadership style confirms that leaders do get involved in important issues and have a need to be involved in the decision-making process. Scientists as unit leaders, however, perceive themselves to be more involved than do supervisors and subordinates. Attribution ratings (extra-effort, effectiveness and satisfaction) varied from 2.0–3.0. For attribution dimensions, supervisors and subordinates rated the scientists as unit leaders lower on extra-effort, effectiveness and satisfaction, whereas peers rated them higher. The satisfaction dimension indicates that unit leaders often work with others in a satisfactory way. For attribution dimensions, supervisors and subordinates rated the scientists as unit leaders lower on extra-effort, effectiveness and satisfaction, whereas peers rated them higher. Supervisors are less satisfied with the leaders than subordinates are. The results obtained from the MLQ questionnaire for the leadership style of scientists in the Council for Geoscience are slightly different from those of United States companies. The Council for Geoscience, compared with United States (US) companies, rated lower on both transformational leadership and attribution dimensions (extra-effort, effectiveness and satisfaction) and higher on both transactional and laissez-faire leadership styles. This seems to indicate that the Council for Geoscience tends to follow a less inspirational and influential leadership style with more objective setting and less satisfying methods of leadership, compared with US companies. Transformational leadership development is recommended for the scientists as unit leaders of the Council for Geoscience. It is important to note that false transformational leaders (seemingly transformational leaders with a self-absorbed tendency) should be distinguished from the genuine ones. Optimism and employee frustration can be used in future surveys by the Council for Geoscience to determine the progress of transformational leadership development in the organisation. The leadership of an organisation influences the organisational culture. Upper management is responsible for the implementation of the necessary changes to promote transformational leadership. The culture of an organisation is a reflection of upper management. If upper management does not realise the importance of transformational leadership, the chances for the rest of the organisation to promote a transformational leadership culture in the organisation are not good. One recommendation to consider is for the Council for Geoscience to employ people with adequate managerial skills in unit leader positions. These skills would include leadership traits, operational skills, financial skills, etc. A decision needs to be taken by the Council for Geoscience that when scientists are employed as unit leaders or as members of the upper management cadre, they must have adequate managerial and leadership skills, and all parties have to agree with the competency and be satisfied with the management styles. / Graduate School of Business Leadership / M.B.L.

The South African government like most governments around the world create public entities to perform functions on its behalf and achieve particular objectives ranging from facilitating investments, delivering services or providing goods and advice. These public entities receive annual funding either whole or in part from the national fiscus and report to parliament through their respective Ministries. In the 2005/6 financial year government funded Umalusi 7, 69 million rands through direct transfer payments from the Department of Education, excluding any indirect payments from other governmental structures. Many public entities, about three hundred and thirty odd or so in South Africa, were promulgated to ensure and improve service delivery to the nation. However, they were not intended to be seen as an extension of their reporting departments. This research work evaluates the effectiveness of Umalusi in the education regulatory system and seeks to find ways to improve public entity effectiveness using the South African Excellence Model (SAEM) as the base tool to measure organisational effectiveness. A brief conclusion to this study is that Umalusi as a public entity, is adequately meeting its intended purpose. This is confirmed through its annual reports having never received a qualified audit since its inception. This research triangulates the results of the South African Excellence Model, the Questionnaire to senior education officials and the Auditors' Reports to confirm that Umalusi is effective as a public entity in the South African regulatory system. / Busniness Management / M.Tech. (Busniness Administration)

The purpose of this study was to determine which specific resources contribute to the strategy-to-performance gap of small businesses trading in the Pietermaritzburg metropolitan area, from a resource-based perspective of strategic management. The research was prompted by a study conducted by Marakon Associates, the purpose of which was to investigate how successfully companies translate their strategies into performance and what steps they take to close the resulting strategy-to-performance gaps. The main reasons advanced for poor strategy-to-performance results are inadequate or unavailable resources. The research design in the study is quantitative and descriptive in nature. The data was collected from a structured questionnaire comprising of 18 questions emailed to the owners using LimeSurvey. The findings of the survey show that the businesses surveyed lack resources, which leads directly to strategy-to-performance gaps. The most important resources they lack are financial and human resources. / Business Management / M. Tech. (Business Administration)

Thesis (MBA)--University of Stellenbosch, 2010. / The world is constantly changing, creating a new environment and challenging businesses, societies and countries with unpredictable and volatile economic currents on a global scale. The new economy is the big second wave of change that will stay with us for the next century. People and organisations that want to participate in the new economy have to adapt to the new rules of the game or become extinct. Speed, agility, reliability, knowledge and networking globally are some of the skills necessary to survive, in this changed world. Values and strategy execution are critical elements in the quest to become a high-performing organisation in the new economy. Strategy in organisations is the creation of a unique and valuable position, involving a different set of activities. Whilst a brilliant strategy can put you on the map, only a solid execution process will keep you on the map and competitive. Most organisations set the vision and strategy, but do not set the operational requirements executing the strategic objectives. The new economy represents a historic shift in values, a new paradigm from which people in organisations cannot separate themselves if they want to stay relevant in the new economy. Transforming organisational values from the old economy to the new economy is a challenge – primarily a leadership challenge. Absa (Amalgamated Banks of South Africa), a leading financial services organisation in South Africa and part of the global financial service group, Barclays, offers life insurance to its customers, through its subsidiary Absa Life. Absa Life is the target audience for this research study. In the group, Absa Life contributes almost six per cent to the total earnings of the Absa Group. The organisation embarked on a strategy, in 2008 to become a top-five life insurer in South Africa by 2012. ‘Big hairy audacious goals’ (BHAG’s) were set and the 230 members of the Absa Life team at the time bought into the vision and strategy. For Absa Life to reach the stretched goals the leadership team has to take note of important elements of a high-performance organisation. This research study assesses the current value profile of Absa Life, the organisation. The researcher utilises an instrument, the Beehive questionnaire, developed by the Village Leadership Consulting for the value profile assessment. A valid sample, including all job levels and divisions in Absa Life formed the target audience for this questionnaire. The questionnaire (electronic survey format) benchmarks the Absa Life value profile against the old and new economy value profiles. The researcher uses the results of the Beehive questionnaire and the Evolution to Excellence framework, to highlight the organisational and leadership challenges and recommend best practices for Absa Life leadership team. The Absa Life leadership team will determine their readiness, embracing these challenges and will be the team that is responsible for the survival of Absa Life in the 21st century or not.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: The current transformation of Sasol Synfuels in enhancing overall business performance and realising organic growth is assessed. The framework for the assessment is based on the ideas expressed by Collins (2001), supplemented by other ideas found in the literature relevant to business performance improvement within manufacturing organisations. Gaps and opportunities are identified within the context of three of the Synfuels strategic elements of operations excellence, worldclass people and leveraging technology. Improvement areas identified are the further development of transformational leadership, reduction in fixed costs to ensure more flexibility and reduction in the current size of Synfuels. The development of transformational leadership needs to be extended to create fanatically driven, sheer workmanlike diligence, as well as determination and tenacity creating a culture of a strong disciplined work and performance ethic. Reducing fixed costs to enhance profitability can be achieved by applying risk-reward agreements and application of value based management principles to enhance the understanding amongst all employees of the value drivers of the Synfuels business model. A reduction in the size of Synfuels to facilitate easier change management and a stronger focus on delivering the same business results through the employment of fewer resources is also recommended. Barriers to achieving operations excellence identified are a lack of management consensus and underestimation of the task required to internalise the change management process. Neglecting the basics in achieving the fundamental manufacturing output elements and resistance to daily discipline are identified as the main focus areas. It is further recommended to establish a culture of discipline where employees are allowed to function effectively within the proposed framework of disciplined people, thought and action in combination with freedom to innovate and achieve growth in the business through constant adaptation as this is fundamental to enhancing the current performance of Synfuels. / AFRIKAANSE OPSOMMING: Die transformasie van Sasol Synfuels om die algehele besigheidsprestasie en realisering van organiese groei te weeg te bring is geevalueer. Die raamwerk vir die evaluasie is gebaseer op idees uitgespreek deur Collins (2001) en aangevul met ander idees soos gevind in literatuur relevant tot besigheidsprestasie verbetering in vervaardigingsorganisasies. Gapings en geleenthede is geidentifiseer om organiese groei teweeg te bring binne die konteks van drie van die Synfuels strategiese oogmerke van bedryfsuitnemendheid, wereld-klas mense en die benutting van tegnologie. Areas wat geidentifiseer is wat tot 'n verbetenng in die prestasie van Synfuels kan lei is die verdere ontwikkeling van transformasionele leierskap, vermindering in die vaste koste om meer buigsaamheid te verleen en om die organisasie se grootte te verminder. Die ontwikkeling van transformasionele leierskap moet uitgebrei word om professionele doelgerigtheid sterker te ontwikkel wat sal lei tot die skep van 'n sterk kultuur van werks-en prestasie-etiek, spesifiek gerig op drie gedragsaspekte om fanaties te dryf vir resulate, toegewyde harde werk en vasberadenheid, asook deursettingsvermoë. Verskillende wyses waarop vaste koste verminder kan word deur die toepassing van risiko-vergoeding beginsels en die toepassing van waarde gebaseerde bestuurstegnieke om die begrip van die ekonomiese beginsels van Synfuels se besigheid by alle werknemers te bevorder. Verder word ook voorgestel dat na maniere gekyk word om die grootte van Synfuels te verminder om makliker veranderingsbestuur en 'n meer doeltreffende fokus te plaas daarop om dieselfde besigheidsresultate met minder hulpbronne te behaal. Hindernisse in die bereiking van bedryfsuitnemendheid wat geidentifiseer is, is 'n potensiele gebrek aan konsensus by bestuur in terme van wat bereik moet word terwyl die taak van veranderingsbestuur onderskat word. Nalaat om aandag aan die basiese aspekte om vervaardigingsuitsette te behaal en weerstand teen daaglikse dissipline is ook aspekte waaraan aandag geskenk moet word. Dit word ook aanbeveel om 'n kultuur van dissipline te skep waarbinne werknemers toegelaat word om effektief te funksioneer binne die voorgestelde raamwerk van gedissiplineerde mense, denke en aksie in kombinasie met innoverende denke en deurlopende verbeteringsprosesse groei teweeg gebring deur deurlopend aan te pas aangesien dit fundamenteel is om die prestasie van Synfuels te verbeter.

This thesis comprises three empirical studies that investigate the effects of director networks and corporate governance mechanisms on firm performance and CEO compensation. The first empirical study (chapter three) describes the extent of board networks among non-financial FTSE 350 firms listed on the London Stock Exchange during 2007-2010. We use the concept of the “centrality” from social network analysis to examine whether board networks are related to firm performance. We find that firms whose directors are more central in a network are associated with better financial performance. Consistent with the “Reputation Hypothesis” (Fama and Jensen, 1983), the number of director connections may proxy for director reputation. Directors are motivated to improve their reputation since they can use their directorships to signal to the market that they are good at decision-making, and at providing advice and monitoring management. The second empirical study (chapter four) investigates the effects of director networks on CEO compensation among non-financial FTSE 350 firms listed on the London Stock Exchange between 2007 and 2010, while controlling for CEO characteristics, corporate governance characteristics and firm characteristics. We first examine the impact of CEO networks (individual level) and second board networks (firm level) comprising all board members. We examine not only the total remuneration of the CEO but also two important components of the remuneration package, i.e. basic salary, and long term incentive plans (LTIPs). At the individual level, we find that a well-connected CEO measured by “centrality” receives higher total compensation. Although we find a positive relationship between basic salary and CEO networks, we do not find evidence of a relationship between LTIP compensation and CEO networks. The relationship between board networks and CEO compensation is also examined at the firm level. The results show that board networks have a positive and significant effect on total compensation and LTIP compensation but not on basic salary compensation. The third empirical study (chapter five) examines the effects of directors’ business networks, directors’ social networks and corporate governance mechanisms on firm performance. Previous studies have considered only business networks (directorships), while this study explores both business networks and social networks, such as current and past employment, education background, and other types of social activities (membership of golf clubs, membership of charity organizations, universities alumni, etc). We find that well-connected directors seem to use their networks to improve firm performance and in line with the interest of their shareholders. We further split the effects of board networks into business and social networks. We find that social networks play a more important role than business networks in improving firm performance, consistent with social capital theory (Coleman, 1990) which argues that networks of social connections can provide firms with valuable resources and information. Overall, this thesis provides empirical evidence that director networks and corporate governance mechanisms play an important role in affecting CEO remuneration and firm financial performance. The findings of this thesis suggest that regulators, firms and individuals should not only pay attention to business networks but also to social networks.

Thesis (PhD)--University of Stellenbosch, 2000. / ENGLISH ABSTRACT: Although terms such as input, output, outcomes, productivity, quality, efficiency and effectiveness represent measures of performance, they also measure different aspects of performance. The question of the relevance of the measurement of performance for the South African Police Service (SAPS) invariably arises. The following three questions have, therefore, been formulated: • What is the relevance of performance measurement for the SAPS? • Which performance measurement determinants must be addressed and integrated into the process of performance measurement in the SAPS? • How could performance measurement improve the rendering of service? The purpose of the exploratory study was to provide a conceptual framework for performance measurement by developing a systematic and comprehensive performance measurement system (model) for the SAPS which will have longterm advantages for both the SAPS and the customers and/or communities they serve. The key aims were, "therefore, threefold: • To ensure that the SAPS is fulfilling its mission and accomplishing targeted results. • To measure police performance (successes) in respect of input, output, outcomes, effectiveness and efficiency which will have a direct impact on the combating of crime and is of value to customers and/or communi ties served by the police. • To compare a newly developed and pilot-tested model with the present performance measurement initiative used by the SAPS to prove that the new model has promise. Face-to-face and focus group interviews were conducted with 16 English and Welsh individuals. In addition, face-to-face and focus group interviews were also conducted with 12 police officials of the SAPS in order to determine the current state of affairs regarding police performance measurement. As part of the inductive study and to focus on the formulated questions and purpose, as well as to account for the data, three hypotheses were formulated for this study. The newly developed model will, therefore, enable the establishment of the extent to which: • Resources (human and physical) could be used effectively and efficiently by focussing on performance measurement. • Police operations and activities could be improved on an ongoing basis by focussing on targeted results. • Police operations and activities will have a positive impact on the combating of crime. A conceptual performance measurement framework was developed which reflects the fulfilment of the SAPS's mission and the accomplishment of targeted results. This model also measures the performance (successes) of the SAPS in respect of input, output, outcomes, effectiveness, and efficiency. Twenty police stations of one police area in the Western Cape were selected for the pilot-testing of the newly developed performance measurement system for the SAPS. After the model had been successfully piloted, it was compared with the performance measurement system used by the SAPS at present. The proposed model achieved a substantial higher mark in comparison with the present process/system used in the SAPS. Finally, the new performance measurement system for the SAPS that consists of the following performance measurement determinants namely, strategic direction, performance framework, performance measures, strategy-institutionalizing and performance assessment provides an important building block in the process of analysing the quality of service. In conclusion, according to this exploratory study the newly developed performance measurement system for the SAPS shows that the SAPS can apply the model, in its current format, fully and optimally. However, some shortcomings connected to the model, have been identified. / AFRIKAANSE OPSOMMING: Alhoewel terme soos insette, produksie (uitsette), gevolge (resultate), produktiwiteit, 'kwaliteit, doelmatigheid en doeltreffendheid maatstawwe van werkverrigting verteenwoordig, meet dit ook verskillende aspekte van werkverrigting. Die vraag na die toepaslikheid van die meet van werkverrigting vir die Suid-Afrikaanse Polisiediens (SAPD) tree telkens na vore. Die volgende drie vrae is derhalwe geformuleer: • In watter mate is die meet van werkverrigting op die SAPD van toepassing? • Aan watter beslissende faktore vir die meet van werkverrigting moet aandag geskenk word en watter van hierdie faktore moet in die proses van die meet van werkverrigting in die SAPD geïntegreer word? • Hoe kan die meet van werkverrigting dienslewering verbeter? Die doel met die verkenningstudie was om 'n voorstellingsraamwerk vir die meet van werkverrigting te verskaf deur 'n stelselmatige en omvattende stelsel (model) vir die meet van werkverrigting vir die SAPD te ontwikkel wat langtermynvoordele sal inhou vir die SAPD, sowel as die kliënte en/of gemeenskappe wat dit bedien. Die sleuteldoelwitte is daarom drievoudig: • Om te verseker dat die SAPD sy missie ten uitvoer bring en die beoogde resultate bereik. • Om die werkverrigting (suksesse) van die Polisie met betrekking tot insette, produksie, resultate, doelmatigheid en doeltreffendheid te meet wat 'n direkte invloed op die bekamping van misdaad sal hê en ook van waarde is vir kliënte en/of gemeenskappe wat die Polisie bedien. • Om die nuutontwikkelde en voorafgetoetse model te vergelyk met die metode wat die SAPD tans gebruik om werkverrigting te meet om te bewys dat die nuwe model belofte inhou. Persoonlike onderhoude is met 16 Engelse en Walliese persone gevoer en fokusgroepsbesprel<.ings is gehou. Persoonlike onderhoude is ook met 12 polisiebeamptes van die SAPD gevoer en fokusgroepsbesprekings is gehou om die huidige stand van sake oor die meet van werkverrigting in die Polisie te bepaal. As deel van die verkenningstudie en om op die gestelde vrae en doel te fokus, asook om 'n verldaringvir die data te gee, is drie hipoteses vir hierdie studie geformuleer. Die nuut ontwikkelde model sal dus die mate van die volgende kan bepaal: • Hulpbronne (menslik en fisies) doeltreffend en doelmatig benut word deur op werkverrigting te fokus. • Polisie-operasies en -aktiwiteite op 'n deurlopende grondslag verbeter kan word deur op die beoogde resultate te fokus. • Polisie-operasies en -aktiwiteite 'n positiewe invloed op die bekamping van misdaad sal hê. 'n Voorstellingsraamwerk vir die meet van werkverrigting is ontwikkel wat die uitvoeringvan die missie van die SAPD en die bereikingvan beoogde resultate weerspieël. Hierdie model meet ook die werkverrigting (suksesse) van die SAPD met betrekking tot insette, produksie, gevolge, doeltreffendheid en doelmatigheid. Twintig polisiestasies van een polisie-area in die Wes-Kaap is gekies vir die vooraftoetsing van die nuutontwikkelde stelsel vir die meet van die werkverrigting vir die SAPD. Nadat die model suksesvol getoets is, is dit vergelyk met die stelsel wat tans deur die SAPD gebruik word om werkverrigting te meet. Die voorgestelde model het 'n aansienlike hoër punt behaal in vergelyking met die stelsel wat tans in die SAPD gebruik word. Laastens bied die nuwe stelsel wat werkverrigting in die SAPD meet en wat bestaan uit die volgende bepalings vir die meet van werkverrigting, naamlik strategiese rigting, raamwerk vir werkverrigting, maatstawvve vir werkverrigting, strategiese institusionalisering en waardebepaling van werkverrigting 'n belangrike bousteen in die ontledingsproses van kwaliteit diens. Sammevattend toon die nuutontwikkelde stelsel VIr die meet van werkverrigting in die SAPD volgens hierdie verkenningstudie dat die SAPD die model in sy huidige formaat ten volle en optimaal kan toepas. 'n Paar tekortkomings met betrekking tot die model is egter geïdentifiseer.

Thesis (PhD)--University of Stellenbosch, 2002. / ENGLISH ABSTRACT: This study focuses on corporate entrepreneurship or intrapreneurship. Current research on the subject focuses on traditional theory of intrapreneurship in which the creation, structure and focus of business ventures feature prominently. Central to an intrapreneurship inquiry however, are the people who make up the organisation and their interaction within the organisation through structures and processes. Many members in an organisation can initiate and be involved in entrepreneurial activities, but the lack of autonomy and access to resources can restrict them from doing so. This study proposes a solution to these problems by focusing inwards into organisations and examining ways to foster intrapreneurship. It also emphasises the influence of executive leadership on organisational outcomes. In addition it proposes an answer to the question of how internal structures and processes can facilitate intrapreneurship and how management's relationship with staff can promote intrapreneurship. Through this the study adds to the current understanding of intrapreneurship. The study examines the relationship of a proposed intrapreneurship model to organisational performance, particularly financial performance. Lastly it examines intrapreneurship in context. Once an organisation behaves intrapreneurially, positive results could follow, therefore the relationship between one of the possible results, that of improved financial performance and intrapreneurship is researched in this study. Financial data form the basis of the calculation of many measures of performance. Organisations, however, are generally not willing to supply researchers with hard financial data. A possible way to overcome this problem is to measure financial outcomes through the interpreted views of management, for example that sales increased or decreased, rather than stating the absolute value. However, this is a subjective measure and the researcher decided to overcome this problem by concentrating the study on a sector of the Johannesburg Stock Exchange for which published financial data is available. The published financial data forms the basis for the calculation of an index that is used to discriminate between better and weaker financial performance of organisations. The study identifies nine dimensions of the construct Intrapreneurship, which were factorised into three key factors. Two of the key factors focus externally and one internally. The final intrapreneurship model that emerges from the study represents the organisation's innovativeness, proactiveness, and management's influence on organisational structures, processes and internal relations. This model represents product lines and changes, research and development leadership, new techniques employed in the organisation, the organisation's competitive posture and its risktaking propensity, its environmental boldness and the decision-making style of management in terms of external opportunities. The model also addresses internal structures and processes, as well as relations in terms of intrapreneurial goal setting - a system that promotes, facilitates and manages creativity and innovation. It addresses an intracapital system for supplying resources and it facilitates communication. The model allows for staff input to management, a degree of intrapreneurial freedom, a problem-solving culture and empowered staff. Finally, it provides for the championing of intrapreneurs hip by management. In the study, hypotheses are set to establish if a relationship exists between intrapreneurship and financial performance and to examine intrapreneurship in context. The influence of organisational age, organisational size and the organisation's share Beta on intrapreneurship, is examined. The conclusions of the study can be summarised as follows: There is a relationship between financial performance and intrapreneurship as represented by the key factor management. The key factor management is a significant predictor of financial success. Organisations with higher levels of intrapreneurship are therefore more likely to be financially successful than those organisations with lower levels of intrapreneurship. The key factors that represent the proposed model each correlates moderately with the financial index. The key factor added by this study to the traditional model of intrapreneurship, improve the correlation and enrich the model. The study confirms the view that organisations can be intrapreneurial, regardless of size, which is measured by both employee count and annual turnover. This finding dispenses with the popular view that only small organisations can be entrepreneurial. The study furthermore confirms the view that older organisations could be less intrapreneurial. The study finds that younger organisations tend to be more proactive in their approach in the areas of new techniques, competitive posture, risk-taking propensity and environmental boldness, as well as in respect of decisions to exploit opportunity. The study also indicates significant correlation between organisations' share Beta coefficient and two of the three key factors that comprise intrapreneurship. This confirms the notion that intrapreneurial organisations could be more prone than their counterparts, to volatile market movements of their shares. The study does not propose a definitive model, but presents a practical model that can be implemented - a model that could improve organisations' results, specifically in the area of financial performance. / AFRIKAANSE OPSOMMING: Hierdie studie fokus op korporatiewe entrepreneurskap of intrapreneurskap. Huidige navorsing oor die onderwerp konsentreer op tradisionele teorieë waarin die skep, strukturering en fokus van besigheidsondernemings prominent is. Die werklike fokus van intrapreneurskap behoort egter die mense waaruit die organisasie bestaan, asook hulle interaksie deur middel van strukture en prosesse in te sluit. Baie individue in organisasies kan moontlik entrepreneuriese aktiwiteite inisieër of kan betrokke raak daarin, maar kan aan bande gelê word deur die gebrek aan bemagtiging en deur gebrekkige toegang tot hulpbronne. Hierdie studie het 'n oplossing vir die probleem ten doel deur organisatories na binne te fokus, asook deur voorstelle gerig daarop om intrapreneurskap te bevorder. Die studie poog voorts om die vraag te beantwoord hoe interne strukture en prosesse intrapreneurskap kan fasiliteer en hoe intrapreneurskap bevorder kan word deur te fokus op die verhouding tussen bestuur en personeel. Hierdeur word 'n bydrae gelewer ten opsigte van intrapeneurskapsnavorsing. Die studie ondersoek ook die verwantskap tussen 'n voorgestelde model vir intrapreneurskap en finansiële prestasie. Die studie ondersoek verder kontekstuele intrapreneurskap. Intrapreneurskap in 'n organisasie behoort positiewe resultate tot gevolg te hê. Die verwantskap tussen een van die positiewe resultate, naamlik finansiële prestasie en intrapreneurskap word daarom in die studie ondersoek. Finansiële data vorm die basis van baie metings van organisatoriese prestasie. Dit is egter baie moeilik om spesifieke finansiële inligting van maatskappye te bekom en daarom maak navorsers soms gebruik van uitvoerende personeel se siening van finansiële inligting, byvoorbeeld ten opsigte van die vermeerdering of vermindering van verkope. Dit is egter 'n subjektiewe oordeel en gevolglik fokus hierdie studie eerder op 'n sektor van die Johannesburgse Effektebeurs, omdat gepubliseerde inligting aangaande genoteerde maatskappye geredelik beskikbaar is. Hierdie inligting word gebruik as basis vir die berekening van 'n indeks sodat organisasies wat swakker en beter finansieel presteer, onderskei kan word. Die studie identifiseer nege dimensies van die konstruk Intrapreneurskap. Hierdie dimensies is deur middel van faktoranalise gereduseer tot drie dimensies, waarvan een na binne en twee na buite projekteer. Die finale model vir intrapreneurskap behels proaktiwiteit, innovasie, en bestuur se invloed op stelsels, procedures en verhoudinge. Die model verteenwoordig die uitgangspunt ten opsigte van 'n aantal produkte en die veranderinge aan produkte, navorsing en ontwikkelingsleierskap, die organisasie se mededingende posisionering, risiko neming, die omgewingsdurf en bestuur se besluitnemingsprofiel ten opsigte van benutbare geleenthede. Die model verteenwoordig verder bestuur se invloed op interne strukture en prosesse asook verhoudinge wat betrekking het op die insluiting van intrapreneurskap in die daarstel van doelwitte en 'n stelsel wat kreatiwiteit bevorder, fasiliteer en bestuur. Dit skep 'n sisteem van intrakapitaal wat hulpbronne verskaf, en verteenwoordig oop en nie-territoriale kommunikasie. Die model maak voorsiening vir personeel se insette en laat intrapreneuriese vryheid toe. Dit stel 'n oplossingskultuur ten opsigte van probleme, asook personeelbemagtiging, voor. Laastens stel dit voor dat bestuur die voorstanders van intrapreneurskap moet wees. In die studie word twee hipoteses daargestelom die verwantskap tussen finansiële prestasie en intrapreneurskap, asook kontekstuele intrapreneurskap te ondersoek,. Die resultate van die hipoteses kan as volg opgesom word: Daar is 'n verwantskap tussen finansiële prestasie en intrapreneurskap soos voorgestel deur die sleutelfaktor bestuur. Die sleutelfaktor bestuur is dus 'n betekenisvolle voorspeller van finansiële prestasie. Organisasies met hoër vlakke van intrapreneurskap kan daarom moontlik beter presteer as hulle eweknieë met laer vlakke van intrapreneurskap. Die drie sleutelfaktore van die voorgestelde model toon elk ook 'n positiewe korrelasie met die finansiële indeks. Die faktor wat by die tradisionele intrapreneurskapmodel gevoeg is, verbeter die korrelasie met die indeks. Die studie bevestig die standpunt dat die grootte van 'n organisasie, soos gemeet deur omset en aantal werknemers, nie 'n invloed op intrapreneurskap het nie. Hierdie bevinding is in teenstelling met die wanvoorstelling dat slegs klein organisasies intrapreneuries kan wees. Die studie bevestig ook dat ouer organisasies waarskynlik minder intrapreneuries sal wees. Jonger organisasies sal waarskynlik meer proaktief wees deur gebruik te maak van nuwe tegnieke, deur mededinging, riskoneming en deur omgewingsdurf. Die studie wys ook op die betekenisvolle korrelasie tussen organisasies se Beta (B) waarde van hul aandele en twee van die drie sleutelfaktore waaruit intrapreneurskap bestaan. Die gevolgtrekking is dus dat organisasies wat meer volatile relatief tot die mark is, 'n groter skommelingstendens het wanneer hulle met die totale mark vergelyk word. Die studie probeer nie om 'n allesomvattende model vir intrapreneurskap voor te stel nie, maar probeer eerder om 'n prakties implimenteerbare model daar te stel wat moontlik positiewe resultate kan lewer, veral in die area van finansiële prestasie.

Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2007. / Efficiency is an important measure to determine to what extent government achieved its goals. In this thesis various definitions of efficiency are discussed, the relationship between efficiency and performance, as well as performance measurement techniques. The objective of this document is to analyse the following four subject matters:- 􀁸 What is meant by “efficiency” in the public sector. For the purpose of this discussion the definition of Gershon in his report for the British Treasury (2004: 6) is accepted and adapted. 􀁸 To learn about the different techniques in performance measurement available to measure efficiency or performance. The measurement of performance is mostly used to determine the level of efficiency. Techniques available to measure performance are discussed, namely benchmarking analysis, which is subdivided into parametric or regression based estimators and non-parametric or mathematically programming estimators, as well as economic analysis...

Thesis (MPA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: The new management model for the Government places the responsibility for the execution of the human resources function within the management domain of the executive authority, department heads and line managers. Other than in the past, the human resources function has been decentralised at all provincial departments within the Western Cape. Departments subsequently went ahead and established their own human resources components. However, the creation and structuring of the said function within the different departments were completed, to a great extent, in isolation with each other. Although all departmental components had to perform the same functions within the same regulatory framework, there was little consistency in the way it was structured. The purpose of the research is to create a generic organisational structure to serve as a guideline whereby departmental human resources components could be organised. In order to design a model a literature study has been undertaken with the emphasis on structuring of organisations and a functional analysis of the human resources function has been done. The focus was on literature that deals with the structuring of human resources components. An analysis was also done on the regulatory framework in which the human resource function should function, within the Government. In view of the preceding discussions and due to specific principles, a generic organisational structure has been developed and is recommended that it serve as a guide to be applied within the Western Cape Provincial Administration. / AFRIKAANSE OPSOMMING: Die nuwe bestuursmodel vir die staatsdiens plaas die verantwoordelikheid vir die uitvoering van die menslike hulpbronbestuursfunksie binne die bestuursdomein van die uitvoeringsgesagte, departementshoofde en lynbestuurders. Waar die menslike hulpbronbestuursfunksie ten opsigte van bepaalde departemente binne die Wes-Kaapse Provinsiale Administrasie voorheen vanuit 'n gesentraliseerde komponent gelewer is, is die funksie gedesentraliseer en het departemente gevolglik begin om hul eie menslike hulpbronbestuur komponente te vestig. Die vestiging en strukturering van hierdie komponente het in isolasie tot mekaar plaasgevind, en was daar weinig sprake van patroonmatigheid in die wyse waarop dit gestruktureer is, alhoewel almal dieselfde funksies ingevolge dieselfde regulatoriese raamwerk moet verrig. Die doel van die navorsingstudie is om 'n generiese organisasiestruktuur te ontwerp om as riglyn te dien waarvolgens hierdie departementele menslike hulpbronbestuur komponente gestruktureer kan word. Ten einde die model te ontwerp is 'n literatuurstudie ten opsigte van organisasie-teorie met die klem opdie strukturering van organisasies onderneem, en is 'n funksionele analise van die menslike hulpbronbestuur funksie gemaak. Aandag is geskenk aan literatuur ten opsigte van die strukturering van menslike hulpbronbestuur komponente en is daar ook 'n ontleding van die regulatoriese raamwerk waarbinne die menslike hulpbronbestuur funksie binne die staatsdiens verrig staan te word, gedoen. Op grond van die voormelde en aan die hand van bepaalde beginsels is 'n generiese organisasiestruktuur ontwerp, en word aanbeveel dat dit dien as riglyn vir toepassing binne die Wes-Kaapse Provinsiale Administrasie.