La mise en parallèle des activités de banquier et de Data protection Officer est particulièrement intéressante du point de vue de l’obligation d’information et de conseil, concept qui fait l’objet d’une importante mutation. Notre thèse est que cette obligation évolue de façon parallèle pour ces deux professionnels, mais prend in fine une option différente. Dans les deux cas, cette obligation tend à devenir une obligation d’assistance, mais elle est de nature différente : si dans sa forme classique avec le banquier, l’obligation d’assistance est passive, dans sa forme actuelle avec le DPO, elle est active. Cette divergence s’explique par les enjeux et les logiques qui ne sont pas identiques. Avec le Banquier, c’est la logique des affaires qui prime et il ne peut s’y ingérer. En revanche, avec le Data Protection Officer (DPO), c’est la logique de protection des personnes, et plus particulièrement de leurs données qui prime, ce qui justifie et même impose son ingérence. Il est donc logique que l’assistance soit passive dans un cas et active dans l’autre. / The parallel between banking and data protection officer activities is particularly interesting regarding the obligation to provide information and advice, a concept which is undergoing a major change. Our thesis is that this obligation evolves concomitantly for these two professionals but, in the end, takes a different way. In both cases, this obligation tends to become an obligation of assistance of a different nature : in its classical form, the banker has the obligation to provide a passive assistance, but in its current form, the assistance provided by the DPO, is active. This divergence is explained by the difference of needs and logic. In the case of the Banker, the business logic prevails and he can’t interfere. On the other hand, in the case of the Data Protection Officer (DPO), the protection prevails, especially the data protection, which justifies and even imposes his action. It is therefore logical that assistance provided should be passive in one case and active in the other.

This thesis examines the idea that police officers have supportive factors in their lives which influence coping mechanisms used to handle occupational stress. This idea comes from police culture literature which suggests that officers are encouraged to use maladaptive coping strategies like drinking and emotional suppression to deal with stress. Additional research on management support and family support are introduced as alternative supportive factors which can promote the use of adaptive coping like agency offered services and programs. This thesis uses data from “Work and Family Services for Law Enforcement Personnel in the United States” (Robert, O’Quin, & Kennedy, 2000). A subset of questionnaire items and officer responses are coded and run through statistical analysis including linear regression and logistic regression. Finally, findings are discussed and future research on the topic is suggested.

Magister Commercii - MCom / CEO’s compensation, as a global management problem, has been a matter of continuing argument in Western economies, over the last two decades. However, the relationship between CEO compensation and firm performance is still weak, resulting in the CEO overpaid problem being more severe, since the financial turmoil experienced in 2008. The purpose of this study was to investigate whether firm performance justifies CEO remuneration, by comparing South African and Chinese stock-holding banks. The motivation for this study was to understand the correlation between CEO remuneration and the value they added to shareholders. It was anticipated that the results would contribute to exploring whether CEOs were overpaid for what they produced, and help companies to adjust their compensation frameworks. The researcher employed a quantitative approach to ascertain compensation alignment with firm performance. The sample for this current research, from which the data were collected consisted of ten (10) banking institutions (5 South African and 5 Chinese). The findings for the South African banks revealed that the CEO’s remuneration was positively and significantly related to the firm performance; however, the strength of the relationship showed a declining tendency. Additionally, the non-apparent relationship between CEO compensation and firm performance for Chinese banks, indicated the weakness of the pay-performance structure in China. This result may help companies and shareholders to adjust the existing management system, and standardize executives’ responsibilities that would reduce, and avoid many enterprise management loopholes, while improving the development of the nation’s economy, and attracting foreign investors.

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Current statistics show an alarming number of children entering the South African children’s court system annually. Yet little to no research has been conducted involving children who actually attend children’s court within the South African context, specifically since the promulgation of the new Children’s Act 38 of 2005. Consequently, very little knowledge regarding these children’s experiences and where the court system may be failing them exists. Statutory intervention with children in the middle-childhood phase is based on the premise that such intervention is in the best interest of the child. The process begins with the assignment of a social worker who is tasked with conducting a comprehensive investigation into the child’s life. Once this investigation has been finalised, the child and all relevant parties will attend children’s court where a final decision will be made regarding the child’s future care. The question arises how children experience children’s court procedures and whether there are areas where improvement would be warranted, especially since heavy caseloads often result in postponements which could exacerbate any negative experiences. With a view to gaining insight into middle-childhood children’s experience of children’s court procedures, the researcher conducted a qualitative, applied study using a collective case study design. Two literature studies form the knowledge base of the study, where the first explores the various areas of development in middle childhood and the second the children’s court process, with specific reference to the relevant legislation and polices underlying this process. In-depth interviews with nine children in the middle-childhood phase who had been exposed to children’s court procedures allowed the researcher to gather data from the children’s perspectives, rather than from the perspective of professionals as is the case in the majority of other studies. This empirical study contributed to the knowledge base by providing evidence that children are not by any means adequately prepared for children’s court and do not meaningfully participate in the process. Furthermore, empirical evidence revealed that children in middle childhood often associate negative emotions – notably fear, sadness and anger – with children’s court procedures. From this empirical study, it was concluded that social workers need to take responsibility for ensuring that children are comprehensively prepared for court procedures. Furthermore, steps need to be taken to enhance children’s level of participation throughout the entire process. / Dissertation (MSW)--University of Pretoria, 2013. / lmchunu2014 / Social Work and Criminology / unrestricted

As a CEO assumes an important role in an organization, his or her personality, with emphasis on arrogance, may affect a multitude of board members’ attitudes. This study gauges the effect of CEO arrogance on board members’ attitudes, which includes the engagement; cohesiveness; collaboration; job satisfaction; consensual decision making and desirability of the CEO. This investigation drew from existing literature that personality traits affect a leaders’ effectiveness in terms of group performance and followers’ satisfaction (Avolio, Gardner, Walumbwa, Luthans&May, 2004). Through experimental design, actual board meetings were simulated and CEO arrogance was manipulated, mainly by adapting the indicators from the Arrogance Scale in the Workplace developed by Johnson et al. (2010). Experiments were conducted in samples of MBA students and senior management consultants of roughly similar demographics. The findings confirmed that CEO arrogance has a detrimental effect on all the board members’ attitude. Arrogance accounted for almost 60 per cent of the board members’ attitudes ratings. This study is confirms that an arrogant CEO negatively affects the board member dynamics which are essential in maintaining an effective board. This urges the organizations to acquire non-arrogant CEOs to improve the organisation’s productivity. Alternatively, an organization can consider alternatives to dilute a CEO’s arrogance. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

The crucial decisions that impact the performance of an organisation are usually taken by the Chief Executive Officer (CEO). However, little is known about the impact that a CEO's risk appetite has on the decision making processes and its ultimate impact on company performance. A greater understanding of the relationship between CEO risk appetite and organisational performance will facilitate the improvement of strategy formulation for the purpose of managing risk appetite at an executive level.A qualitative exploration into the factors that have been acknowledged as contributory aspects in the development of executive risk appetites highlighted the aspects which had the greatest association to the formation of CEO risk appetite. These aspects were utilised in the formation of an interview schedule that evaluated the perceptions of seven CEOs regarding their risk appetite preferences.Using the findings of the CEO interviews, a model was formulated to quantify CEO risk appetite and test its relationship with company performance, which had been calculated via a quantitative analysis of company financial records.The findings of the analysis into the relationship between CEO risk appetite and company performance indicated a positive linear relationship between the two variables. The research findings regarding the factors contributing to CEO risk appetite also proved consistent with the majority of the literature on the subject.The implication of the findings for South African organisations will be an improved understanding of the relationship between CEO risk appetite and organisational performance and the ability to develop strategy around managing this relationship. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

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No description available.

Försvarsmaktens organisation har ett behov av ständig förändring för att kunna hantera de yttre och inre påverkansfaktorer som följer av det säkerhetspolitiska läget, samhällsutvecklingen och den teknologiska utvecklingen. Vi har genom en hermeneutisk kvalitativ studie undersökt hur organisationen förändrats genom implementeringen av ett flerbefälssystem. Vi har försökt att identifiera de drivkrafter som har legat bakom förändringarna och förstå de beslut som har fattats. Våra primärkällor har utgjorts av människor i organisationen; befattningshavare med olika roller, på olika nivåer och med olika bakgrund. Våra sekundärkällor har framförallt bestått av officiella dokument och skrivelser som organisationen nyttjat under implementeringen.Vi har analyserat inhämtad data mot flera olika organisationsteorier och kommit fram till att den långa sekventiella implementeringen haft olika fokus i olika sekvenser. Utmaningen för Försvarsmakten har varit att skapa balans mellan organisationens strukturella och individens mänskliga behov samt att kommunicera argument och incitament för organisations-förändringen. Maktpersoner i organisationen har löpande påverkat processen och systemdesignen har självmuterat från initial konfiguration till den beskrivning som finns idag.Försvarsmaktens strukturella slutinförande av Trebefälssystemet har orsakat suboptimering av implementeringen i dess sista sekvens, och motverkat möjligheterna för främst specialist-officersskrået att utvecklas mot en egen profession; skrået är fortsatt styvmoderligt behandlat av organisationen, och det finns en risk för en utveckling mot segregation och oönskade kulturer. Ytterst har detta haft en negativ effekt på den operativa förmågan.Överbefälhavarens beslut om slutligt införande var ett nödvändigt beslut för att forma den struktur som borde ha intagits för många år sedan, dock hade organisationens behov bättre kunnat omhändertas om även individens behov hade tillgodosetts.Försvarsmakten har nu ett enda system där samtligt befäl är inordnade, men arbetet är inte slutfört. Det finns fortfarande en del problemområden att ta tag i, men samtidigt också gyllene chanser att fortsätta utvecklingen av systemet för att nå än större effekt än det har idag. / The Swedish Armed Forces has a need for constant change in order to be able to handle the external and internal influencing factors that result from the changing security policy situation, societal development and technological development. Through a hermeneutic qualitative study, we have investigated how the organization has changed through the implementation of a multi-command system. We have tried to identify the driving forces behind the changes and understand the decisions made. Our primary sources have been people in the organization; personnel with different roles, at different levels and with different backgrounds. Our secondary sources have mainly consisted of official documents that the organization used during the implementation.We have analysed the collected data against several different organizational theories and concluded that the long sequential implementation had different focuses in different sequences. The challenge for the Armed Forces has been to create a balance between the organizations structural and the individual's human needs, and to communicate reasons and incentives for organizational change. People with power in the organization have continuously influenced the process, and the system design has self-mutated from the initial configuration to the description that exists today.The Armed Forces' structural finalization of the multi-command system has caused sub-optimization of the implementation in its final sequence, and thwarted the opportunities for mainly the specialist officer corps to develop towards a profession of its own; the category is still treated step motherly by the organization, and there is a risk of a development towards segregation and unwanted cultures. Ultimately, this has had a negative effect on The Armed Forces operational capability.The Chief of Defence decision on final implementation was necessary to shape the structure that should have been in place many years ago. However, the needs of the organization would have been better served if also the needs of the individual had been met.The Armed Forces today have a single system including all commanders on all levels, but the work is not complete. There are still some problem areas to tackle, but there are also excellent opportunities to continue the development of the system to reach an even greater effect than it has today.