The traditional quality culture in the pharmaceutical industry is driven by the regulatory process of marketing authorisation and manufacturing authorisation. These components of the South African regulatory control system are exclusively technically-orientated, with no managerial focus. This study identifies several quality management principles which could find general application in the pharmaceutical industry. The research compares the current regulatory control system with the total quality concept, and highlights the positive contribution which the total quality approach is able to make in terms of its field of reference; the strategic business value of quality; quality policy formulation; the quality organisational structure; enhanced operations management; and management's control over quality costs, in particular / Economic and Management Sciences / M.Com. (Business Economics)

Thesis (MBA)--Stellenbosch University, 2002. / Some digitised pages may appear illegible due to the condition of the original hard copy. / ENGLISH ABSTRACT: A few years ago, pharmaceuticalcompanies were more inclined to look at business from the inside out. The principal focus was on the company's goals, and identifying and selling to customers were the method of achieving those goals. However,today the customer is king and therefore the focus is shifting to accommodatethis change. The road to success - or failure - is now an expressway, and companies must be ready to accelerate,tum, or stop quickly. Flexibilityand manoeuvrabilitymean a great deal in an increasinglycompetitivemarketplace(Gabe & Goldberg, 1999). What makes a sales team effective in today's competitive global market? What are the key drivers of success in pharmaceutical sales team effectiveness? The most prominent trend in the US market is customer focus, and the most prominent issue is the recruitment and retention of top performers. Today's focus on relationship building may have occurred in part because companies found that their relationships were less than ideal. Nearly 60% of US pharmaceutical companies use customersatisfaction results, among other measurements, to determine the effectiveness of their sales force. A sales force that can make the transition from selling the product to selling the solution - which is the essence of customer focus - has a better chance of earning customer confidence and "partnering" (Gabe & Goldberg, 1999). To isolate factors that make a pharmaceutical sales representative effective is not easy. The best pharmaceutical representatives have excellent selling skills and behaviours, exhibit consistent performance, build networks, contribute to their teams, focus on the most profitable accounts, open new accounts, and win customer loyalty. How does one identify top pharmaceutical salespeople? Look for the representatives with the ability to learn continuously from experience, to take full responsibility for professional development, to size up each situation, and to apply the most effective skills for that encounter. Most often, they will be the ones using consultative and adaptive selling dialogue techniques (Snader, 2002). According to the study, it was evident that the following effectiveness criteria or selling task characteristics have a definite impact on sales force effectiveness and in turn should be part of every salesperson's capabilities: territory management, objection handling, business planning, adaptive selling, customer focus, knowledge, service, selling skills and training. / AFRIKAANSE OPSOMMING: In die verlede was farmaseutiese maatskappye geneig om hul besigheid van binne na buite te ontleed. Die belangrikste fokuspunt was die maatskappy se doelwit en die identifisering van, en verkope aan hul kliënte die middel tot die doelom hierdie doelwitte te bereik. Vandag, daarenteen kraai die kliënt koning en die fokuspunt het verskuif om by hierdie verandering aan te pas. Die verskil tussen die sukses en mislukking van 'n maatskappy sal afhang van die buigsaamheid en stuurbaarheid van die maatskappy om gereed te wees vir enige aksie in hierdie toenemend mededingende mark (Gabe & Goldberg, 1999). Wat maak 'n verkoopspan doeltreffend in vandag se mededingende globale mark? Wat is die sleutel eienskappe wat sukses sal waarborg vir 'n farmaseutiese verkoopspan? Die belangrikste neiging in die Amerikaanse mark is kliënte-fokus en die mees prominente kwessie is die werwing en behoud van die top presteerders. Die fokusverskuiwing na die verhouding tussen die verkoopsverteenwoordiger en die kliënt het plaasgevind nadat maatskappye besef het hulle het nie ideale verhoudings met hulle kliënte nie. Nagenoeg 60% van alle Amerikaanse farmaseutiese maatskappye gebruik onder andere ook resultate van kliënte-tevredenheid vraelyste as 'n maatstaf om die doeltreffendheid van hulle verkoopspan te bepaal. 'n Verkoopspan wat in plaas van 'n produk verkoop eerder aan die kliënt 'n oplossing vir sy spesifieke probleem bied - wat die kern van 'n kliënt-gefokusde benadering is - skep vertroue by die kliënt en lei tot 'n suksesvolle vennootskap tussen die partye (Gabe & Goldberg, 1999). Dit is baie moeilik om eienskappe te identifiseer wat 'n farmaseutiese verteenwoordiger se doeltreffendheid verseker. Die beste farmaseutiese verkoopsverteenwoordigers gebruik uitstekende verkoopstegnieke, bou netwerke, is goeie spanlede, fokus op die mees winsgewendste kliënte, wen nuwe kliënte en die lojaliteit van hulle kliënte. Hoe word top farmaseutiese verkoopspersone dan geïdentifiseer? Kyk uit vir die verteenwoordiger wat die vermoeë het om te leer uit ondervinding, wat volle verantwoordelikheid neem vir sy persoonlike ontwikkeling, wat elke situasie ontleed en dan die toepaslike vaardighede gebruik vir die spesifieke situasie. Meestal sal dit die verteenwoordigers wees wat konsulterende en adaptiewe dialoogtegnieke gebruik (Snader, 2002). Volgens die studie was dit duidelik dat die volgende kriteria vir doeltreffende verkope of verkoopseienskappe 'n defnitiewe impak het op 'n verkoopsspan se doeltreffendheid en dus deel moet uitmaak van elke verkoopspersoon se vermoë: Areabestuur, die hantering van objeksies, besigheidsbeplanning, 'n adaptiewe verkoopstyl, 'n kliënt gefokusde benadering, kennis, diens en opleiding.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: The purpose of this report is to create a better understanding of the new pharmacy initiatives in the South African market, with specific reference to the Nuclicks and Pick 'n Pay groups. In order to understand the respective business concepts better the following abstracts from each chapter of the study is given. Chapter one is basically the introduction to the study and describes the events that lead to the above mentioned corporate retailers to enter the pharmacy market place. An introduction to Hamel's business model theory is also discussed and identified as a possible means of evaluating the corporate retailers' business concepts. In Chapter two the strategic analysis of the South African retail pharmacy industry is performed. This analysis is performed to create an understanding of the different forces at work in the industry. Some of the key findings in this chapter are that changes to the pharmacy act and the way dispensing licences are going to be awarded creates uncertainty. The profit outlook of retail pharmacy, though on the decline, still compares favourably to other retailers. In chapter three the core concepts of Hamel's business model are presented in more detail and applied to the retail pharmacy environment. In his view, a strategy needs to change the industry rules. This chapter ends with the concept of wealth potential based on Hamel's teachings. The wealth potential concept is about creating cash flow and profits. A business model that is able to create customer benefits well below the cost of the competitors is regarded as efficient. By utilising the Hamel way the Nuclicks (chapter four) and Pick 'n Pay (chapter five) business concepts is unpacked. Both Nuclicks and Pick 'n Pay pharmacy business models are presented within the corporate framework of the groups. Nuclicks bought an established pharmacy franchise while Pick 'n Pay launched Healthpharm. Nuclicks creates a possible choke point by buying UPD. The Nuclicks pharmacy strategy is a more comprehensive health strategy, while Pick 'n Pay follows a more cautious approach. As franchising will playa major role in both pharmacy concepts, the theory of franchising is presented in chapter six. Telephonic interviews with Link franchisees are conducted and the possible reasons for the ambiguity that crept into the Link business model are discussed. As the Healthpharm franchise is a new concept, it is evaluated based on information gathered from press releases and the Healthpharm web-site. In chapter seven universal conclusions and recommendations, based upon the literature study and this investigation, are presented. One of the key findings are, success in the face of changes requires more than the current way of doing business. It requires an innovative thinking process. New business models have to be formulated that allows retail pharmacists to establish a focused and well-differentiated value proposition. This value proposition needs to be meaningful for consumers and must strengthen a pharmacy outlet's competitive position. / AFRIKAANSE OPSOMMING: Die doel van hierdie verslag is om 'n beter begrip vir die nuwe apteek inisiatiewe in die Suid-Afrikaanse mark te ontwikkel, met spesifieke verwysing na die Nuclicks en Pick 'n Pay groepe. Om die onderskeie besiqheidskonsepte beter te verstaan, word die volgende opsomming van elke hoofstuk van die studie uiteengesit. Hoofstuk een is 'n inleiding tot die studie en beskryf die gebeure wat aanleiding gegee het tot die bogenoemde korporatiewe kleinhandelaars se toetrede tot die apteek mark. 'n Inleiding van Hamel se besigheidsmodel teorie is ook bespreek en is geïdentifiseer as evaluering van die korporatiewe kleinhandelaars se besigheidskonsepte. Hoofstuk twee bied 'n strategiese analise van die Suid-Afrikaanse kleinhandelaars apteek industrie. Hierdie analise is geskep om beter begrip te ontwikkel vir die verskillende kragte wat inwerk in die industrie. Van die bevindinge in die hoofstuk is die veranderinge in die apteek wetgewing en die wyse waarop resepteer lisensies toegeken gaan word, en hoeveel onsekerhede dit tot gevolg het. Die wins vooruitsigte van kleinhandelaars apteke, alhoewel aan die afneem, vergelyk steeds gunstig met ander kleinhandelaars. In Hoofstuk drie is die kern konsepte van Hamel se besigheidsmodel in meer detail uiteengesit en toegepas op die kleinhandelaar apteek omgewing. Uit sy oogpunt, is 'n strategie nodig om veranderinge te weeg te bring in die industrie reëls. Hierdie hoofstuk eindig met die konsep van waarde potensiaal wat gebaseer is op Hamel se teorie. Hierdie waarde potensiaal konsep is gebaseer op die skep van kontantvloei en 'n Besigheidsmodel wat in staat is om die kliënt te begunstig heelwat laer as die koste van die teenstander, word beskou as effektief. Hamel se teorie is gebruik om Nuclicks (hoofstuk vier) en Pick 'n Pay (hoofstuk vyf) se besigheidskonsepte te analiseer. Beide Nuclicks en Pick 'n Pay se besigheidsmodelle word aangebied binne die korporatiewe raakwerke van die groepe. Nuclicks het 'n gevestigde apteek konsessie gekoop terwyl Pick 'n Pay vir Healthpharm begin het. Nuclicks het 'n moontlike 'wurgpunt" geskep deur die aankoop van UPD. Die Nuclicks apteek strategie is 'n meer omvattende gesondheidstrategie, terwyl Pick 'n Pay 'n meer versigtige benadering volg. Aangesien besigheid konsessie 'n belangrike rol speel in beide apteek konsepte, word die teorie van konsessie in hoofstuk ses behandel. Telefoniese onderhoude is gevoer met Link konsessiehouers en die moontlike redes vir die twyfelagtigheid van die Link besigheidsmodel word bespreek. Aangesien die Healthpharm konsessie 'n nuwe konsep is, word dit geëvalueer op grond van inligting wat versamel is uit die media en die Healthpharm webtuiste. In Hoofstuk sewe word universele afleidings en aanbevelings, gebaseer op die literatuurstudie en die ondersoek, uiteengesit. Een van die hoof bevindings was dat sukses benodig meer as die huidige manier van besigheid doen. Nuwe besigheidsmodelle moet geformuleer word, wat dit vir kleinhandelaar apteke moontlik sal maak om 'n gefokusde en goed gedifferensieerde waarde voorstel tot stand te bring. Hierdie voorstel moet betekenisvol wees vir die verbruiker en moet die apteek kompeterende posisie versterk.

Patent protection grants the patent holder with a market monopoly, free from market competition allowing the patentee to charge any price; therefore medicines are sold at prices much higher than the marginal cost of production and distribution. The connection between international trade and intellectual property has aggravated human rights and public health concerns surrounding the inaccessibility of essential medicines. The World Trade Organisation‘s Trade Related Aspects of Intellectual Property Rights (TRIPS) Agreement is an international instrument which has greatly impacted intellectual property rights protection and access to medicine. It has globalized intellectual property law by obliging all Members to subscribe to the minimum international standards of protection for intellectual property. South Africa is an example of the issues faced whilst attempting to bring their domestic laws into compliance with the Agreement. The government had to attempt to strike a balance between creating an effective intellectual property infrastructure whilst realizing the therapeutic needs of those affected by HIV/AIDS. The South African Patents Act 57 of 1978 did not comply with the Agreement and was subsequently amended in order to bring its patent legislation in full compliance with the Agreement. Currently, South Africa grants patents for new uses or formulations of existing medicines consequently lengthening the period of patent monopoly by allowing pharmaceutical companies to obtain new patents for slight modifications to existing medicines. It is submitted that South Africa‘s patent legislation is more extensive than is necessary under international law, examples of this being disclosure standards and the process for compulsory licensing. In addition, it has not made use of provisions in its existing law to take measures to improve access to essential medicines, nor has it implemented legislative amendments consequent to the flexibilities established in the Doha Declaration. This dissertation seeks to review the steps South Africa has taken in its compliance with the TRIPS Agreement with respect to the relevant intellectual property legislation that has been enacted, including its implications for access to essential medicines. The intention behind this dissertation is to assess the efficacy of the intellectual property legislation in South Africa and its impact on access to medicines. / Thesis (LL.M.)-Univeristy of KwaZulu-Natal, Durban, 2012.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: HIV infection has increased sharply in SA over the past decade, from almost zero to a level where between 4-6 million citizens are estimated to be HIV positive (i.e. around Il percent of the total population). Given the considerable lag and link between the HIV and AIDS epidemic, the mortality consequences of this exponential increase in HIV infection over the 1990s are more or less matter-of-fact over the coming decade; even drastic interventions can do little to avoid this reality, albeit possibly impactingfurther beyond. The health care industry, and more specifically the pharmaceutical industry, is the only industry that can have a direct impact on the outcome of the epidemic in terms of provision of antiretroviral drugs. More importantly, the decision by multinational companies to provide voluntary licensing to local SA pharmaceutical manufacturers for the manufacturing of generic ARVs has gone a long way into achieving the World Health Organisations' objective of providing an ARV cocktail for less than $1,00 per day. The mam aim of the study is to establish and study the micro-economic effect of HIV/AIDS on a South African pharmaceutical manufacturer and to evaluate their HIV/AIDS Policy with the framework of the mV/AIDS & SID Strategie Plan for South Africa 2000-2005. Both qualitative and quantitative methods were used to obtain data from various key informants, manufacturers and market survey companies. The analysis of quantitative data was done using Excel software and a descriptive analysis method was used to interpret the data. The key findings from the study are that Aspen Pharmacare will experience a 20,8 % HIV prevalence rate in 2005, which will progressively increase to a 25,6 % level in 2015. This prevalence level will be severely experienced in the skilled, semi-skilled and unskilled employment of the company during the 2010 period and will start to stabilise in the latter part of 2015. The AIDS prevalence in the company will increase from a 2,0 % level in 2005 to a 4,4 % level in 2015. This increase is largely due to the increase in the prevalence rates in the semi-skilled and unskilled employees. At a senior management level the forecasted number of employees that will have clinical AIDS after 2010 is between 6 and 8. This clearly indicates that mv/AIDS prevalence at this level is independent of race and is lifestyle dependent. If the company were to have the full responsibility for the provision of benefits, based on the current expected employee benefit structures, the direct cost to company would add 10 % to salary and wages by 2005 and around 20 % by 2010. Indirect costs to company, such as recruitment and training, increased labour turnover, lost skills and intellectual property, etc. are estimated to be 2,5 % by 2005 and 5 % by 2010. With the high HIV/AIDS prevalence rates, especially amongst the unemployed, companies will have to carry the costs of their mv/AIDS patients for longer and register then with Aid for AIDS when it becomes too costly. More importantly employers will have to investigate the cost implication of assisting employee dependents, as this will have a direct impact on the morale of the employees. Aspen Pharmacares' mv/AIDS Policy goes beyond the requirements of the mv/AIDS Strategic Plan for SA in terms of the legal and social requirements. The company also has a Corporate Social Investment division that assists many NGOs, clinics, hospitals and communities. Based on the intellectual property, the pharmaceutical competencies and the continuous dialogue that exists between the pharmaceutical industry and the department of health, the researcher concludes, that pharmaceutical companies have an advantage over nonpharmaceutical companies in dealing with the mv/AIDS issues. The paper concludes by suggesting recommendations that companies can adopt to ensure that their mv/AIDS policy can form a significant component of their skills retention strategy. / AFRIKAANSE OPSOMMING: MIV infeksie het skerp gestyg in SA oor die laaste dekade, vanaf amper geen tot 'n vlak waar tussen 4-6 miljoen inwoners beraam word om MIV positiefte wees (minstens 11% van die totale bevolking). Gegee die aansienlike vertraging en skakel tussen die MIV en VIGS epidemie, word die eksponensiële toename in die sterfte syfer as gevolg van MIV infeksies gedurende die jare negentig as vanselfsprekend aanvaar in die komende dekade. Selfs ingrypende veranderinge kan min doen om hierdie katastrofe te keer. Die gesondheidsorg industrie, en meer spesifiek die farmaseutiese industrie is die enigste industrie wat 'n direkte slag kan slaan om die uitkoms van die epidemie te beinvloed, in terme van voorsiening van antiretrovirale medisyne. Die besluit van die multinasionale maatskappye om vrywillige lisensiëring aan plaaslike farmaseutiese maatskappye te bied, vir die vervaardiging van generiese antiretrovirale medisyne, is een stap vorentoe om by die doelwit van die Wereld Gesondheidsorg Organisasie se doelwit van die voorsiening van 'n daaglikse toediening van antiretrovirale medisyne van minder as $1.00 per dag. Die primêre doelwit van hierdie projek is om te bepaal wat die mikro-ekonomiese effek van MIV/VIGS op 'n Suid Afriakaanse farmaseutiese vervaardiger is en hul MIV/VIGS beleid te evalueer binne die raamwerk van die MIV/VIGS en SOS Strategiese Plan vir SA 2000-2005. Beide kwalitatiewe en kwantitatiewe metodes is gebruik om data te verkry vanaf verskeie bronne, vervaardigers en marknavorsings maatskappye. Die kwantitatiewe inligting was geanaliseer deur gebruik te maak van "Excel" sagteware en 'n beskrywende analitiese metode was gebruik om die data te interpreteer. Die hoof bevindinge van die studie is dat Aspen Pharmacare 'n MIV infeksie vlak van 20.8 % in 2005 sal ondervind, wat progressief sal toeneem tot 25,6 % in 2015. Hierdie infeksie vlak sal in die geskoolde, semi-geskoolde en ongeskoolde arbeid die ergste voorkom gedurende die 2010 periode en sal dan stabiliseer in die latere gedeelte van 2015. Die VIGS infeksie vlak in die maatskappy sal toeneem vanaf 2,0 % in 2005 tot 'n 4,4 % in 2015. Hierdie toename kan toegeskryf word aan die toename in die infeksie vlakke van die semi-geskoolde and ongeskoolde arbeid. Op die senior bestuurs vlak word beraam dat tussen 6 en 8 werknemers VIGS onder lede sal hê na 2010. Hierdie beraming toon duidelik aan dat MIV/VIGS op hierdie vlak onafhankilik van kleurgroup is en direk leefstyl verwant is. Gebaseer op die huidige verwagte werknemer voordele struktuur, en die feit dat die maatskappy volle verantwoordelikheid sou aanvaar vir die voorsiening van voordele, word beraam dat die direkte koste as gevolg van MIV/VIGS 'n toename van 10 % in 2005 en 20 % in 2010 by salarisse en lone sal voeg. 'n Toename van 2,5 % in 2005 en 5 % in 2010 word beraam vir indirekte koste (werwing van personeel, opleiding, ens.)as gevolg van MIV/VIGS. Met die hoë MIV/VIGS infeksievlakke, veral onder werkloses, sal maatskappye die kostes vebonde aan hul MIV/VIGS werknemers vir langer moet verduur en dan later sulke werknemers registreer by "Aid for AIDS" indien dit onbekostigbaar word. Belangriker is die feit dat werknemers die koste implikasie bepaal in die verband, omdat dit 'n direkte invloed sal hê op werknemer selfvertroue. Aspen Pharmacare se MIV/VIGS beleid bied meer as die wettige en sosiale vereistes soos uiteengesit in die MIV/VIGS en SOS Strategiese Plan vir SA 2000-2005. Die maatskappy het ook 'n Korporatiewe Maatskaplike Beleggings afdeling wat 'n bydra lewer by NGOs, klinieke,hospitale en gemeenskappe. Gebaseer op die intelligensie eiendom, die farmaseutiese bekwaamheid en die aanhoudende gesprekvoering wat bestaan tussen die farmaseutiese bedryf en die department van gesondheid, oortuig die navorser dat farmaseutiese maatskappye 'n voordeel het bo nie-farmaseutiese maatskappye in die hantering van die MIV/VIGS strydvraag. Hierdie studie sluit af met aanbevelings wat maatskappye kan toepas om te verseker dat hul MIV/VIGS beleid 'n betekenisvolle komponent van hul bekwaanheids retensie strategie is.

This thesis argues that corporations qua corporations are moral agents sui generis and hence capable of being held morally responsible. I argue that corporations qua corporations are responsible for the actual and foreseen consequences of their actions. I analyse normative theories and the different proscriptive responsibilities they place on moral agents and hence corporations. I examine Kantianism, utilitarianism and virtue ethics. I argue for a unique normative ethical theory that incorporates reasoning from all three of the normative theories. I argue for a broad range of reasons to factor into deciding whether an act is ethical or not. One of the claims of this thesis is that ethical theories must incorporate an agent’s motivation, intention and character traits as relevant to deciding on whether an action is ethical or not. My thesis argues for an indispensable role for the virtues while at the same time incorporating impartial beneficence and universal rationality from utilitarianism and Kantianism. This position I, following the literature, refer to as moderate virtue theory. Having established corporate qua corporate responsibility I question the pharmaceutical corporation’s practice of patenting life saving medication during a state of pandemic in poor countries. The moderate virtue theory position prioritises contexts and the actual human condition and criticises normative theories that attempt to give universal, abstracted answers to ethical problems. It is for this reason and the current (2003) HIV/AIDS pandemic that I focus on a particular context. I examine the practice of patenting life saving medication within South Africa and argue, applying moderate virtue theory, that this act cannot be justified. I argue that a pharmaceutical corporation that patents life saving medication in South Africa cannot justify that action and thus is morally responsible for that action. I also argue that corporations patenting HIV/AIDS medication in South Africa have unethical motivations and intentions.

This study offers insight into the perceived leadership behaviour of sales managers in a pharmaceutical organisation in South Africa. The study specifically investigated the extent of the relationship between leadership behaviour of sales managers and motivation of sales teams during the implementation of strategic alliances. The study followed a mixed methods approach and had a correlational research design. The population in this study was the fifty four (54) sales representatives and their respective sales managers of the six sales teams identified, who are directly responsible for implementing strategic alliances. The population was demarcated into six (6) sales teams with each team reporting to a separate sales manager. Inferential and descriptive statistics were used to analyse the data. The quantitative data were analysed using Pearson’s correlation coefficient (r). The qualitative component was analysed using a content analysis. The findings of the correlation analysis suggest that an overall positive and moderate relationship exist between autocratic leadership behaviour of sales managers and the motivation of sales teams. A similar relationship exists between team leadership and extrinsic motivation. A positive and weak relationship exists between directive and supportive leadership and motivation. Similarly, a positive and weak relationship exists between team leadership and intrinsic motivation. However, the extent to which these relationships exist varies between the sales teams. The findings of the content analysis indicate that task-oriented leadership behaviour may exert the strongest motivator for sales teams when implementing strategic alliances. / Business Management / M. Com. (Business Management)

The South African health care environment is a two-tier health care delivery system consisting of the public sector and the private sector. The focus of this study is on the private health care sector. Private health care is funded by medical schemes through employer and employee contributions. The private sector is also the most profitable sector for multinational pharmaceutical organisations to market and sell their products within the South African health care environment. The major cost saving initiative by employers and medical schemes in the private health care sector has also been the introduction of managed health care initiatives. The goal of managed health care is to establish a system which delivers value by giving people access to quality and cost-effective healthcare. The new reality of managed health care initiatives are changing the boundaries of the South African pharmaceutical industry. The managed health care wake is overturning the business processes which made the pharmaceutical industry so successful and are rendering obsolete the industry's conventional models of corporate strategy and management systems. In the context of these turbulent changes, pharmaceutical companies are being forced simultaneously to develop new strategic approaches for the future, design new business processes which will link them more firmly to their new customers, and implement the cultural changes neccessary to accomplish the transformation from yesterday's successful pharmaceutical company to tomorrow's customer-led, integrated health care supplier. The way forward lies in three organising concepts. The first is cutomer alignment. The effort of transformation must start with an understanding of how the customer defines the value of the services and/or products offered by the organisation. Everything that follows involves aligning internal processes with external contingencies. The second is sequencing. It is vital to understand not just what needs to happen first in the transformation process, but also what the subsequent steps is and in what order the steps need to be undertaken. The third organising concept is learning. The sequence of interventions that lead to organisational transformation must occur in such a way as to maximize the ability of the organisation to learn: from customers and the marketplace, and from itself. / Business Management / D.B.L.

The aim of this study was to investigate the relationship between burnout and work engagement among employees in the pharmaceutical distribution industry. The research conducted on these concepts was geared towards adding to the knowledge base in the field of industrial and organisational psychology, to enable the current organisation from which the sample was chosen and other organisations in South Africa to focus on the effect that burnout has on employees, which directly affects the company. A quantitative survey using primary data was conducted on a convenience sample (N = 204) of full-time employees in a South African pharmaceutical distribution company. The Maslach Burnout Inventory – General Survey model (MBI-GS) and the Utrecht Work Engagement Scale (UWES) model were used to gather data. The work engagement-burnout continuum has received a great deal of research attention (Maslach, Schaufeli, & Leiter, 2001; Schaufeli & Bakker, 2003; Schutte, Toppinen, Kalimo, & Schaufeli, 2000) that has produced contradicting results. One viewpoint regards the core constructs of work engagement and burnout as opposite poles of two continua (vigour-exhaustion and dedication-cynicism), labelled energy and identification, respectively (González-Romá, Schaufeli, Bakker, & Lloret, 2006). Work engagement is ”characterized by a high level of energy and strong identification with one’s work”, while burnout is ”characterized by the opposite: A low level of energy combined with poor identification with one’s work” (Schaufeli & Bakker, 2003, p. 5; Bakker, Schaufeli, Leiter, & Taris, 2008). Hence work engagement and burnout can be recognised as inseparable and co-dependent constructs that share more or less 10 to 25% of their variance and are moderately negatively related (Schaufeli & Bakker, 2004; Schaufeli, Salanova, González-Romá, & Bakker, 2002). The second viewpoint regards work engagement and burnout as being strongly related, but fundamentally different in their separation in the work experience. They are therefore not opposite poles of a continuum (Denton, Newton, & Bower, 2008; Huhtala & Parzefall, 2007; Rothmann & Joubert, 2007; Schaufeli & Bakker, 2004; Schaufeli et al., 2002). Work engagement is defined as a ”positive, fulfilling, work-related state of mind that is characterised by vigour, dedication, and absorption” (Schaufeli & Bakker, 2004, p. 295). Burnout, however, is defined by Maslach and Jackson (1981, p. 99) as a ”syndrome of emotional exhaustion and cynicism that occurs frequently amongst individuals who do ‘people-work’ of some kind”. The statistical results of this study confirmed the hypothesis. It was found that there is a significant relationship between burnout and work engagement. Burnout is indeed negatively related to work engagement in the contact centre. However, a definitive relationship between burnout and work engagement in the distribution centre was not established. / Industrial & Organisational Psychology / M. Comm. (Industrial Psychology)

The South African health care environment is a two-tier health care delivery system consisting of the public sector and the private sector. The focus of this study is on the private health care sector. Private health care is funded by medical schemes through employer and employee contributions. The private sector is also the most profitable sector for multinational pharmaceutical organisations to market and sell their products within the South African health care environment. The major cost saving initiative by employers and medical schemes in the private health care sector has also been the introduction of managed health care initiatives. The goal of managed health care is to establish a system which delivers value by giving people access to quality and cost-effective healthcare. The new reality of managed health care initiatives are changing the boundaries of the South African pharmaceutical industry. The managed health care wake is overturning the business processes which made the pharmaceutical industry so successful and are rendering obsolete the industry's conventional models of corporate strategy and management systems. In the context of these turbulent changes, pharmaceutical companies are being forced simultaneously to develop new strategic approaches for the future, design new business processes which will link them more firmly to their new customers, and implement the cultural changes neccessary to accomplish the transformation from yesterday's successful pharmaceutical company to tomorrow's customer-led, integrated health care supplier. The way forward lies in three organising concepts. The first is cutomer alignment. The effort of transformation must start with an understanding of how the customer defines the value of the services and/or products offered by the organisation. Everything that follows involves aligning internal processes with external contingencies. The second is sequencing. It is vital to understand not just what needs to happen first in the transformation process, but also what the subsequent steps is and in what order the steps need to be undertaken. The third organising concept is learning. The sequence of interventions that lead to organisational transformation must occur in such a way as to maximize the ability of the organisation to learn: from customers and the marketplace, and from itself. / Business Management / D.B.L.