D. Litt. et Phil. (Human Resources) / Labour relations in South Africa is characterized by instability and is intensified by the negative influence of the external environment. Against this background the strategic management of labour relations was investigated as a possible means to positively influence labour relations in South Africa. A model for the strategic management of labour relations was developed and it was concluded that it is essential that the mentioned model be followed in South Africa. A detail theoretical and empirical analysis was done to determine the extent of the influence of the economy, politics, the social environment, trade unions, employer organizations, the juridical environment and personnel related aspects and practices on labour relations. The empirical data were gathered by means of a structured questionnaire from respondents working in the personnel field. The main findings of the study indicated that the external environment will have a profound effect on labour relations in near future. Unemployment, population growth, housing, the right and left wing political parties and inflation were identified as the aspects which will probably have the most negative influence on labour relations in the future. Various personnel management aspects and practices were identified which might have a positive influence on labour relations: communication, training, labour relations training, equal opportunities, social responsibility, participative schemes and induction. One of the main conclusions of this study was that the extent of the influence of the external and internal environment continuously be monitored by companies and that a strategic plan for the managing of labour relations be developed.

M.Comm. / HIV/AIDS is no longer merely a threat to the future of South African organisations; it is a current reality. The essential purpose of this study is to serve as a current and future HIV/AIDS management guideline for strategic managers in South African business organisations. This study saves managers time and effort in researching various aspects regarding the impacts of HIV/AIDS on their organisations and provides a consolidated view on current and future realities regarding HIV/AIDS and the business organisation. The primary objective of the research is to enlighten strategic managers on various aspects surrounding the impacts that HIV/AIDS could have on their organisations. In order to provide for a full comprehension of potential impacts, the nature of the pandemic is discussed so that managers can be aware of the physical effects of the disease and the way it influences employees during its various stages. Furthermore, the psychological effects of the disease and related consequences on individual performance and employee morale are examined. It is also important for managers to know about legal implications surrounding HIV/AIDS and the workplace. Employees have certain rights that have been expressly stipulated in South African law that employers must be aware of and understand, that are highlighted in the study. Furthermore, guidelines pertaining to discrimination and unfair dismissal are also discussed. Business organisations exist in order to make a profit. It is extensively discussed in this study, however, that if HIV/AIDS is not correctly managed in an organisation, sustainability of profit will be negatively affected. This is because HIV/AIDS holds numerous direct and indirect costs for business organisations, since it directly impacts labour as an important business resource. In addition, the South African macro-economy has already been affected by HIV/AIDS. For example, disposable income in some households is declining because breadwinners are lost to the pandemic. This affects organisations’ customer and client bases and calls for possible strategic repositioning. In order to combat the potentially devastating impacts of HIV/AIDS on business organisations, guidelines on the planning and implementation of a comprehensive HIV/AIDS policy are provided. Furthermore, some strategic considerations for the management of HIV/AIDS in business organisations are provided as guidelines to assist managers in adjusting current strategies in order to still meet their original goals. The unique opportunities that HIV/AIDS holds for organisations are also examined. A limitation of the study is that the political impacts of HIV/AIDS have not been included due to public controversy and the will of the researcher to provide objective, scientific and factual content only. Furthermore, this study is focused on the most critical future impacts for business organisations based on current and forecasted occurrences. Because HIV/AIDS is a long-term pandemic, current infections are still going to affect businesses in the future. Therefore, this study has been compiled to be as independent of time as possible, providing the foundational aspects for current and future managers to prepare themselves for those impacts. / Prof. N. Lessing

During the 1990’s many South African companies experienced the need to change and adapt. This was largely because of the environmental changes brought about by a new political regime. One of these changes was the exposure of South African companies to global competition. Because the South African business environment had remained relatively static during the 1980’s, many companies had no idea of how to manage change when it became necessary for economic survival. This inability led to the demise of many organisations. As change as a business concept covers a vast area, the main objective of this study was to isolate one area of change and examine it in a practical context. The chosen area was the relationship, if any, between strategy and organisational structure. The practical context chosen was an organisation, which had recently undergone strategic change. The research methodology for this study included the conducting of an intensive literature study, to determine the academic stance on the strategy/structure relationship. Various academic theories were examined to determine whether there was a relationship between the two concepts, and if so, what the relationship should be. This provided a background for the practical evaluation. Literary opinion showed consensus that there was indeed a relationship between the two; in fact the one was integral to the success of the other. That is, if an organisation chooses to consider adopting a change strategy, it should carefully consider its impact on organisational structure. To summarise, in a situation of change, structure should support strategy to ensure a successful transition. An empirical study was then conducted at Pennypinchers (Pty) Ltd , which had recently undertaken to implement a change strategy. The focus of the empirical study was the relationship between the chosen change strategy and organisational structure. The aim was to determine whether the strategy had an impact on organisational structure, and if so, whether the structure underwent During the 1990’s many South African companies experienced the need to change and adapt. This was largely because of the environmental changes brought about by a new political regime. One of these changes was the exposure of South African companies to global competition. Because the South African business environment had remained relatively static during the 1980’s, many companies had no idea of how to manage change when it became necessary for economic survival. This inability led to the demise of many organisations. As change as a business concept covers a vast area, the main objective of this study was to isolate one area of change and examine it in a practical context. The chosen area was the relationship, if any, between strategy and organisational structure. The practical context chosen was an organisation, which had recently undergone strategic change. The research methodology for this study included the conducting of an intensive literature study, to determine the academic stance on the strategy/structure relationship. Various academic theories were examined to determine whether there was a relationship between the two concepts, and if so, what the relationship should be. This provided a background for the practical evaluation. Literary opinion showed consensus that there was indeed a relationship between the two; in fact the one was integral to the success of the other. That is, if an organisation chooses to consider adopting a change strategy, it should carefully consider its impact on organisational structure. To summarise, in a situation of change, structure should support strategy to ensure a successful transition. An empirical study was then conducted at Pennypinchers (Pty) Ltd , which had recently undertaken to implement a change strategy. The focus of the empirical study was the relationship between the chosen change strategy and organisational structure. The aim was to determine whether the strategy had an impact on organisational structure, and if so, whether the structure underwent.

Strategic planning will reach its full potential once leadership operates effectively within the South African organisation. In this research, theoretical views of strategic planning and the role leadership should perform within South African organisations in the year 2000 are investigated. Firstly, the author conducted a theoretical study into the strategic management model, and the most important factors influencing it. Secondly, the author investigated the leadership theories in relation to strategic planning. Thirdly, an empirical study was conducted to determine to which extent South African managers are successful leaders, and the resulted impact on strategic planning. Lastly, the author evaluated the empirical study, and made recommendations based on the literature and empirical study conducted.

The study aims to identify the strategic considerations of genetically engineered foods on the micro-, market-, and macro-environment of business and to make recommendations to the biotechnology industry on how to strategically manage the issues surrounding genetically engineered foods. Plants and animals have been selectively bred for centuries to create hybrid strains containing favourable traits of both plants and animals. Plant biotechnology is an extension of this traditional plant breeding. Plant biotechnology allows for the transfer of a greater variety of genetic information in a more precise, controlled manner. Genetic engineering allows for the manipulation of gene(s) to include novel and new traits or even to exclude bad or unwanted traits. Genetic cloning, a sub-discipline of genetic engineering creates the ability to clone a single gene, many genes or even complete organisms and live forms to ensure crops or herds of superior value and quality. These evolutionary steps of genetic engineering have created many new skills and abilities that could possibly revolutionise the business environment at all the levels. / Prof. N. Lessing

This study is on the concept of knowledge management and how it can be applied in the organisation as a management tool. Although various organisations are implementing the concept, many managers are very uncertain what the concept entails. The research problem is the misconception that exists about the term knowledge management and how knowledge management can be used as a management tool in the organisation. The research problem is further divided into three sub-problems: what does the concept knowledge management entail, various misconceptions that exist between the concepts information management and knowledge management and what is the contribution of knowledge management to managing a business. The overall research objective that forms the basis of the study is whether knowledge management is a beneficial tool for management in an organisation. The research objective is divided into four objectives. The first objective is to distinguish between related concepts, namely data, information, knowledge and wisdom. The second research objective is to explore the essence of knowledge management. The third research objective is to examine the role, essential character traits and skills of a chief knowledge officer. The fourth research objective is to evaluate knowledge management. The research methodology that was utilised for this research was literature from books and academic journals. The Internet was utilised as major source to obtain papers written by researchers and theorists on the subject of knowledge and knowledge management. Interviews were obtained online from consultants who interviewed managers from around the world on knowledge management and their view were incorporated into the research. The research was able to meet the overall objective that knowledge management can be a beneficial tool for management. However, it has to be utilised following a certain strategy to be successful in an organisation. This strategy will vary for each organisation as each organisation has different goals and objectives and a different manner in which it utilises knowledge. / Prof. N. Lessing

This study has been undertaken with the specific objective of acquiring an insight into the concept “organisational culture” within a business strategic management context, as well as the role played by the organisation in the formulation and implementation of organisational strategy and culture. In this study an integrated approach is followed in order to describe and analyse the concepts within the context of business strategic management. The study confirms the importance of organisational culture as a key component of the business strategy and cultural management process. Traditionally the influence of organisational culture has largely been ignored by both researchers and practitioners. Managers, therefore, need to develop an awareness of the cultures of their organisations, and acquire a thorough understanding of the concept of culture and its influence on the formulation and implementation of business strategy and culture. Researchers from various disciplines, such as anthropology, industrial psychology and strategic management, have analysed various aspects of the concept of organisational culture. It is noted in particular that few researchers view the concept as a component of an integrated organisational system. With reference to research findings and statements by management practitioners, it appears that different perceptions have been formed with regard to what is meant by the concept of organisational culture, as well as its specific influence on the organisation and the realisation of the organisation’s mission. The different perceptions may be attributed to the fact that individual components of the concept have been studied within the context of various distinct disciplines. This has resulted in the concept of organisational culture not being clearly distinguished from the related concept of organisational climate within the context of strategic management. However, there appears to be general consensus that organisational culture exerts a substantial influence on the formulation and implementation of organisational strategy. / Prof. N. Lessing

M.Com. (Business Management) / Please refer to full text to view abstract

Research has shown that firms within the fast-moving consumer goods (FMCG) sector are innovating and launching new products to sustain and enhance market share. For innovation to be successfully launched and supported, however, resources – especially financial resources – are required. This research aimed to establish the relationship between market share and new product launches. Do firms achieve higher market share through new product launches, or is it those firms with an already strong market share that are best positioned to undertake and leverage from innovation? The research was designed as a causal study. Data from four sub-categories within the Personal Care sector in South Africa over a period of five years were obtained from Datamonitor. The unit of analysis was firm per market, and descriptive statistics were used to analyse patterns of market share and new product launches as variables per firm. The results indicated that market share precedes new product launches. In all categories, it was the three existing market leaders that were launching new products, and the market share of each was increasing or at least holding stable. Market leaders are driving innovation within FMCG. However the findings also underlined new product development as a key factor in a firm‟s ability to hold or improve market share. The findings of this research contribute to the literature by enhancing understanding of the practice of innovation as a competitive advantage for businesses within FMCG in survival, sector leadership and attainment of strategic goals. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

The decision to expand the operational base of the company into developing markets is but one of the many decisions that executives of multinational companies should be considering in today’s age of increased globalisation. As foreign direct investment can provide excellent alternatives to formal development capital, developing economies are increasingly leveraging this option to develop their home economy and industries within it. This research paper investigates the determinants of foreign direct investment by multinational United States based chemical companies into the chemical industries of the world. This offers a potential solution as to what the strategic reasons for this investment may be, as well as determines what the local country can do better to improve its position. The research clusters 26 variables into five cluster groupings that include the value of human capital, level of country infrastructure, industry performance factors, governance indicators and environmental compliance indicators. The variables within the cluster groupings are subjected to a regression analysis with the investment of US multinational companies into worldwide chemical industries as the constant variable. The results yield a model with a R² value for the regression of over 0.8 with six variables considered significant contributors to the model. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted