This study investigates the factors influencing survival of micro enterprises funded by the Department of Youth in Botswana. Data drawn from 271 business ventures established between the years 2005 and 2009 was analysed by using the Cox proportional hazards model (CPHM), a survival analysis technique. Results from the analysis suggest that businesses operated by younger owners endure a higher risk of failure in comparison to businesses owned by older entrepreneurs while firm size at start-up was also a significant determinant of survival. As a component of human capital, a personal contribution to the start-up capital and prior employment experience were also found to be significant predictors of business survival. Regarding gender of the business owner, the claim that female operated businesses face a higher probability of failure when compared to businesses run by males was not supported by the study results. The amount of funding from the DOY at start-up was found not to have any influence on the survival or failure outcomes for the business projects. Based on these findings, certain policy implications can be deduced. This study recommends that policy makers focus more on human capital requirements of beneficiaries of government business development initiatives as well as entrepreneur contribution to start-up capital in order to increase the success rate of the business ventures. In addition, the capacity to perform continuous monitoring and mentoring of government funded businesses ventures, particularly SMMEs, should be increased within the relevant departments or alternatively outsourcing of the requisite skills should be considered. Lastly, recommendation to replicate this research, at a larger scale in future is proposed.

The thesis documents findings of a study conducted to develop a project based financial management system (PBFMS) whose role was viewed as a contributor to the successful delivery of projects leading to improved financial performance of small and medium construction enterprise (SMCEs). In particular, the PBFMS was viewed as a facilitator {function) for the efficient and effective conduction of the strategic management, project planning and control processes. Thus an adequate PBFMS was seen as one which, facilitates the efficient and effective delivery of projects with a view to provide enhanced enterprise performance. In pursuit of this aim, theory and practices relating to the development, operation and use of a PBFMS were investigated and analysed from both literature and field work leading to findings being reported in the thesis. In addition, the actual financial management systems of SMCEs were investigated to determine the extent to which their attributes match those of the proposed PBFMS model. The motivation for embarking on the study was brought about by three aspects observed in Botswana. Firstly, was the frequently documented poor delivery of projects, that is, for a sustained period of time, projects were being delivered beyond stipulated times, above agreed cost, and below specified quality. In some worst scenarios, projects were being abandoned at various stages execution but before completion. Secondly, the investigation was also prompted by the frequent financial failures of enterprises that were being recorded in the construction industry. Thirdly, the conduct of the proprietors of the construction enterprises was also frequently circumspect, particularly in matters relating to financial management. Thus in pursuing the study, a number of premises were made. Firstly, the financial management systems of the SMCEs were considered inadequate to fulfil their functions, that is, they were incapable of facilitating the strategic management, project planning and control process. It was also speculated that management of SMCEs were not committed to the PBFMS i.e. they did not participate, get involved and did not comply with the policies regarding the planning, developing, and operation of financial management systems. As a result, PBFMS were unable to play their role of facilitating to the successful delivery of projects for improved contribution to the financial performance of SMCEs. The second premise was that financial models available are either too generic to guide SMCEs in financial management matters or the strategic component is not linked to the operational plans to execute the strategy. For those which are meant for construction enterprises, they normally prescribe practices for project planning and control without including the strategic element and vice versa. In essence there is a gap in each of the models available for use by the SMCEs. It is the closing of this perceived gap in knowledge that the results of the thesis contribute in finding a solution to the mentioned problem. Thus the study aimed at answering two research questions: (i) Do SMCEs have adequate PBFMS that facilitate the effective delivery of projects for enhanced financial performance? and (ii) Is there a relationship between the adequacy PBFMS and poor performance of SMCEs? To facilitate the answering of these two question two hypothesis were formulated namely: Hoi: The PBFMS of SMCEs are adequate to facilitate the delivery of projects; and Ho2: The adequacy of the PBFMS is positively correlated with the performance of SMCEs. To test the two questions a research process was planned and executed in several steps. Firstly, a survey strategy using the questionnaire was selected as the most appropriate method to provide a snap shot of the existence of attributes of PBFMS and to investigate associated practices relating to their development and operation. The method was considered more appropriate and effective in gathering large data in a short space of time in line with the doctoral time framework. Construction enterprises registered with Public Procurement and Asset Disposal Board (PPADB) for building and civil work in classes A, B, C and D were surveyed. The internal quantity surveyor, estimator or accountant were requested to respond on matters relating PBFMS on behalf of the SMCEs. The sampling frame from which the SMCEs considered for study were obtained from the two government departments which work closely with PPADB, the Department of Building and Engineering Services (DBES) and Department of Roads (DR). The sample sizes for each group category (small and medium) were determined using Krajcie and Morgan (1970) table. Stratified and systematic random sampling was used to select the identity of the members to form a sample fro study from the sampling frame. The second step was to design the questionnaire to probe the three aspects identified as constituting the PBFMS namely the strategic management; project planning and control; and management commitment. Essentially the questionnaire sought to investigate the knowledge, tools, techniques, practices, opinions and attitudes of those who design, develop, operate and use the PBFMS in the SMCEs. To ensure a high quality design, the questionnaire was given to experts in the subject area to provide some comments on its suitability and was also piloted on four enterprises. Data collected was analysed using mainly the SPSS software and involved application of various statistical techniques including cross-tabs, ratio analysis, ttests and correlational tests. A total of 101 completed questionnaires were received, made up of 55% and 46% small and medium enterprises, respectively. The demographic profile of SMCEs confirmed some of the expected results, for example, majority (59%) of the respondents were owner/managers confirming the dominance of the owner in SMCEs. Majority of SMCEs (59%) were more than 9 years old, with medium enterprises being more mature (60% older than 9 years) than the small sized enterprises (49% older than 9 years). Majority (56%) of SMCEs had 10 or more employees, with medium sized enterprises having more employees (75% with 10 or more) than the small sized enterprises (42% with 10 or more). SMCEs performed more of building work alone (48%) than both building and civil work (48%) or maintenance (11%) and no enterprise performed civil work (0%) alone. Majority of SMCEs (65%) acted as main contractors as opposed to sub-contractors, though as expected sub-contracting was seen more in small (20%) than medium (10%) enterprises. Lastly, the public sector (central and local authorities) provided majority (65%) of the SMCEs jobs. However, if parastatals which are wholly owned by government were added, the public sector job market adds up to 73% (65%+8%). The testing of the major two major hypothesis resulted in the following conclusion. The results indicated that the first hypothesis was supported, that is, in a majority of SMCEs operating in Botswana the PBFMS were found to be adequate in facilitating the delivery of projects. The results were therefore not in agreement with the basic premise made at the commencement of the study. In view of the finding, it suggests that SMCEs in Botswana have adequate systems that support the efficient and effective project planning and control. Secondly, management is committed to the 'welfare' of the PBFMS in terms of complying and supporting their development and operation. However, like any human endeavour, there are weaknesses in the PBFMS, for example, they were found inadequate in facilitating the strategic management process, including lack of linking the process to the operational process in order to execute the strategy. They were also found weak in one of the most crucial process of project management; that of project control. The second major investigation showed a weak link between the adequacy of a PBFMS and performance. Secondly, the results also indicated that the SMCEs which had adequate PBFMS performed better than their counterparts. The first results were not surprising since the cause of poor performance were shown as three pillars (business environment, client/representatives and enterprise factors). However, the second results emphasise that SMCEs with adequate PBFMS posted better performance than their counterparts with inadequate systems. In this way the role of PBFMS in contributing to better performance was illustrated by the results. Some recommendations are proposed resulting from the findings and how to achieve a deeper understanding of the subject. Firstly, SMCEs should pay more attention to matters pertaining to strategic management to ensure a long-term view of their enterprises. Secondly, when a strategic plan is developed, it must be implemented through operational plans as a means of executing the strategy. Thirdly, concerted effort should made in ensuring that the projects are controlled as it is the only way to achieve sustained profitability and satisfied customers. Fourthly, as a way of providing a deeper understanding of the subject, it is suggested a longitudinal study could be undertaken to yield a more encompassing investigation than a cross sectional study which captured only one business cycle of the industry (down turn). Lastly, the study could be replicated in another industry with a similar profile like the construction industry in Botswana, for example, Namibia or/and the study could include large enterprises to provide means of comparing the different profiles of enterprises. / Business Management / D. B. L.

The thesis documents findings of a study conducted to develop a project based financial management system (PBFMS) whose role was viewed as a contributor to the successful delivery of projects leading to improved financial performance of small and medium construction enterprise (SMCEs). In particular, the PBFMS was viewed as a facilitator {function) for the efficient and effective conduction of the strategic management, project planning and control processes. Thus an adequate PBFMS was seen as one which, facilitates the efficient and effective delivery of projects with a view to provide enhanced enterprise performance. In pursuit of this aim, theory and practices relating to the development, operation and use of a PBFMS were investigated and analysed from both literature and field work leading to findings being reported in the thesis. In addition, the actual financial management systems of SMCEs were investigated to determine the extent to which their attributes match those of the proposed PBFMS model. The motivation for embarking on the study was brought about by three aspects observed in Botswana. Firstly, was the frequently documented poor delivery of projects, that is, for a sustained period of time, projects were being delivered beyond stipulated times, above agreed cost, and below specified quality. In some worst scenarios, projects were being abandoned at various stages execution but before completion. Secondly, the investigation was also prompted by the frequent financial failures of enterprises that were being recorded in the construction industry. Thirdly, the conduct of the proprietors of the construction enterprises was also frequently circumspect, particularly in matters relating to financial management. Thus in pursuing the study, a number of premises were made. Firstly, the financial management systems of the SMCEs were considered inadequate to fulfil their functions, that is, they were incapable of facilitating the strategic management, project planning and control process. It was also speculated that management of SMCEs were not committed to the PBFMS i.e. they did not participate, get involved and did not comply with the policies regarding the planning, developing, and operation of financial management systems. As a result, PBFMS were unable to play their role of facilitating to the successful delivery of projects for improved contribution to the financial performance of SMCEs. The second premise was that financial models available are either too generic to guide SMCEs in financial management matters or the strategic component is not linked to the operational plans to execute the strategy. For those which are meant for construction enterprises, they normally prescribe practices for project planning and control without including the strategic element and vice versa. In essence there is a gap in each of the models available for use by the SMCEs. It is the closing of this perceived gap in knowledge that the results of the thesis contribute in finding a solution to the mentioned problem. Thus the study aimed at answering two research questions: (i) Do SMCEs have adequate PBFMS that facilitate the effective delivery of projects for enhanced financial performance? and (ii) Is there a relationship between the adequacy PBFMS and poor performance of SMCEs? To facilitate the answering of these two question two hypothesis were formulated namely: Hoi: The PBFMS of SMCEs are adequate to facilitate the delivery of projects; and Ho2: The adequacy of the PBFMS is positively correlated with the performance of SMCEs. To test the two questions a research process was planned and executed in several steps. Firstly, a survey strategy using the questionnaire was selected as the most appropriate method to provide a snap shot of the existence of attributes of PBFMS and to investigate associated practices relating to their development and operation. The method was considered more appropriate and effective in gathering large data in a short space of time in line with the doctoral time framework. Construction enterprises registered with Public Procurement and Asset Disposal Board (PPADB) for building and civil work in classes A, B, C and D were surveyed. The internal quantity surveyor, estimator or accountant were requested to respond on matters relating PBFMS on behalf of the SMCEs. The sampling frame from which the SMCEs considered for study were obtained from the two government departments which work closely with PPADB, the Department of Building and Engineering Services (DBES) and Department of Roads (DR). The sample sizes for each group category (small and medium) were determined using Krajcie and Morgan (1970) table. Stratified and systematic random sampling was used to select the identity of the members to form a sample fro study from the sampling frame. The second step was to design the questionnaire to probe the three aspects identified as constituting the PBFMS namely the strategic management; project planning and control; and management commitment. Essentially the questionnaire sought to investigate the knowledge, tools, techniques, practices, opinions and attitudes of those who design, develop, operate and use the PBFMS in the SMCEs. To ensure a high quality design, the questionnaire was given to experts in the subject area to provide some comments on its suitability and was also piloted on four enterprises. Data collected was analysed using mainly the SPSS software and involved application of various statistical techniques including cross-tabs, ratio analysis, ttests and correlational tests. A total of 101 completed questionnaires were received, made up of 55% and 46% small and medium enterprises, respectively. The demographic profile of SMCEs confirmed some of the expected results, for example, majority (59%) of the respondents were owner/managers confirming the dominance of the owner in SMCEs. Majority of SMCEs (59%) were more than 9 years old, with medium enterprises being more mature (60% older than 9 years) than the small sized enterprises (49% older than 9 years). Majority (56%) of SMCEs had 10 or more employees, with medium sized enterprises having more employees (75% with 10 or more) than the small sized enterprises (42% with 10 or more). SMCEs performed more of building work alone (48%) than both building and civil work (48%) or maintenance (11%) and no enterprise performed civil work (0%) alone. Majority of SMCEs (65%) acted as main contractors as opposed to sub-contractors, though as expected sub-contracting was seen more in small (20%) than medium (10%) enterprises. Lastly, the public sector (central and local authorities) provided majority (65%) of the SMCEs jobs. However, if parastatals which are wholly owned by government were added, the public sector job market adds up to 73% (65%+8%). The testing of the major two major hypothesis resulted in the following conclusion. The results indicated that the first hypothesis was supported, that is, in a majority of SMCEs operating in Botswana the PBFMS were found to be adequate in facilitating the delivery of projects. The results were therefore not in agreement with the basic premise made at the commencement of the study. In view of the finding, it suggests that SMCEs in Botswana have adequate systems that support the efficient and effective project planning and control. Secondly, management is committed to the 'welfare' of the PBFMS in terms of complying and supporting their development and operation. However, like any human endeavour, there are weaknesses in the PBFMS, for example, they were found inadequate in facilitating the strategic management process, including lack of linking the process to the operational process in order to execute the strategy. They were also found weak in one of the most crucial process of project management; that of project control. The second major investigation showed a weak link between the adequacy of a PBFMS and performance. Secondly, the results also indicated that the SMCEs which had adequate PBFMS performed better than their counterparts. The first results were not surprising since the cause of poor performance were shown as three pillars (business environment, client/representatives and enterprise factors). However, the second results emphasise that SMCEs with adequate PBFMS posted better performance than their counterparts with inadequate systems. In this way the role of PBFMS in contributing to better performance was illustrated by the results. Some recommendations are proposed resulting from the findings and how to achieve a deeper understanding of the subject. Firstly, SMCEs should pay more attention to matters pertaining to strategic management to ensure a long-term view of their enterprises. Secondly, when a strategic plan is developed, it must be implemented through operational plans as a means of executing the strategy. Thirdly, concerted effort should made in ensuring that the projects are controlled as it is the only way to achieve sustained profitability and satisfied customers. Fourthly, as a way of providing a deeper understanding of the subject, it is suggested a longitudinal study could be undertaken to yield a more encompassing investigation than a cross sectional study which captured only one business cycle of the industry (down turn). Lastly, the study could be replicated in another industry with a similar profile like the construction industry in Botswana, for example, Namibia or/and the study could include large enterprises to provide means of comparing the different profiles of enterprises. / Business Management / D. B. L.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: Micro and small manufacturing enterprises are linked to the reduction of poverty, unemployment, economic revamping and diversification of economic activities that add value. Previously, government policies totally excluded MSEs, in favour of large industries, which for now, in most countries have not been able to meet economic objectives. Realising the contribution advanced by MSEs, countries have come up with attempts to have well-established small industry sectors. Governments in different countries have started to develop strategies and modalities to develop, strengthen, and sustain the sector. In general terms the MSE manufacturing sector is characterised by a number of constraints, for example lack of capital, lowly educated entrepreneurs, non-availability of skills, and technological know-how. As such countries are faced with a daunting task of addressing these constraints to promote the MSE sector. The Botswana government, like other countries, has had policies and initiatives since 1982 to support the sector. This is due to the fact that the country embraces the fact that the sector can be a solution to the growing unemployment and economic diversification, which are the country's long-term objectives. Developing MSEs requires having a more proactive strategy and an enabling environment for the prosperity of the sector despite a number of hurdles associated with their development. All countries have institutions to support their MSEs by advancing financial and non-financial initiatives, embedded in MSE pOlicies or the general industrial policy_ What is important is that any initiative undertaken should be collaborated with the rest of the existing economic system to have a holistic institutional discipline, with the aim of achieving the desired economic objectives. Countries continuously re-shape and re-design their strategies to suit the changing economic environment. It is clear that there is no one and for all strategy universally available to address constraints associated with the MSE manufacturing sector for different countries. Individual countries have got to design their strategies in accordance with their existing economic environment, expected benefits from the sector, and objectives. It is therefore not surprising that the government of Botswana, after several attempts to solely support the MSE manufacturing sector, financially and non- financially for more than twenty years, now acknowledges that it has to collaborate with the private and parastatal organisations to have an effective and efficient support system in place. The government has previously experienced a number of setbacks when solely promoting the sector. In most cases the country's manufacturing MSEs had very short life spans. This resulted in loss of jobs and far much less than expected contribution to the overall economy. The study also highlights strategies that the government of Botswana can consider to avoid having an exodus of MSEs that are not sustainable. / AFRIKAANSE OPSOMMING: Mikro en klein ondernemings (MKOs) in die vervaardigingsektor word deesdae in verband gebring met die vermindering van armoede, werkloosheid, ekonomiese vernuwing en die diversifikasie van ekonomiese aktiwiteite wat waarde toevoeg. In die verlede het regeringsbeleid MKOs heeltemal uitgesluit ten gunste van groot ondernemings wat tot nou toe nog nie in staat was om in die meeste lande ekonomiese doelwitte te bereik nie. Lande het egter mettertyd besef watter bydrae MKOs kan lewer en het pogings aangewend om gesonde kleinsakesektore te vestig. Regerings in verskillende lande het begin om strategiee en modaliteite te ontwikkel om hierdie sektor te ontwikkel, te versterk en in stand te hou. Die MKO-vervaardigingsektor word oor die algemeen gekenmerk deur 'n aantal beperkinge, byvoorbeeld gebrek aan kapitaal, swak opgeleide entrepreneurs, gebrek aan vaardighede en tegnologiese kennis. Hierdie lande staar die taak in die gesig om aandag aan hierdie beperkinge te skenk ten einde die MKO-sektor te bevorder. Die regering van Botswana, soos ook in ander lande, het sedert 1982 beleid en inisiatiewe ontwikkel om hierdie sektor te bevorder. Dit kan toegeskryf word aan die feit dat hierdie land erken dat die MKO-sektor die oplossing kan bied vir groeiende werkloosheid en ekonomiese diversifikasie wat deel uitmaak van die land se langtermyndoelwitte. 'n Meer proaktiewe strategie en 'n bemagtigende omgewing is nodig om MKOs te ontwikkel vir die welvaart van die sektor, ten spyte van 'n aantal struikelblokke wat met hul ontwikkeling verband hou. Die meeste lande het instellings om hul MKO's te ondersteun deur die aanmoediging van finansiele en nie-finansiele inisiatiewe, vasgelê in MKO-beleid of die algemene nywerheidsbeleid. Wat van belang is, is dat enige inisiatief wat onderneem word, in samewerking met die res van die ekonomiese sektor gedoen word ten einde 'n holisties-institusionele dissipline te ontwikkel sodat die verlangde ekonomiese doelwitte bereik kan word. Lande pas gedurig hul strategiee aan en herontwerp dit om by die veranderende ekonomiese omgewing aan te pas. Dit is duidelik dat daar nie 'n universele strategie bestaan om die beperkinge aan te pak wat met die MKO-vervaardigingsektor in verskillende lande verband hou nie. Individuele lande moet hul strategiee ontwerp ooreenkomstig hul bestaande ekonomiese omgewing, die verwagte voordele van die sektor, en hul doelstellings. Dit is dus nie verrassend dat die regering van Botswana, na verskeie pogings oor 'n tydperk van meer as twintig jaar om op hul eie die MKO-vervaardigingsektor finansieel en niefinansieel te ondersteun, nou erken dat hulle met privaat en semistaatsorganisasies moet saamwerk om 'n doeltreffende en doelmatige ondersteuningstelsel daar te stel. Die regering het voorheen 'n paar terugslae beleef toe hulle die sektor op hul eie wou ondersteun. In die meeste gevalle was die lewensduur van die land se MKOs in die vervaardigingsektor van korte duur. Dit het gelei tot werksverlies en geen of min bydrae tot die algehele ekonomie. Hierdie studie beklemtoon ook die strategiee wat die regering van Botswana kan oorweeg ten einde 'n uittog van MKOs wat nie volhoubaar is nie, te verhoed.

Thesis (MDF)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Small tourism enterprises are a driving force in tourism economies. Support for small tourism enterprises seeks to address the challenges they are facing that hinder their business growth and their input into the tourism economy. This study investigates the available support programmes and interventions that are provided by the government of Botswana to promote Small Tourism Enterprises. The significant contribution of small enterprises to local communities has thus seen the prioritizing of small business support and development by the government as a crucial point. Nevertheless, these small enterprises are often faced with many challenges that hold them back to compete with established businesses. The government of Botswana offers extensive business opportunities that favour small tourism enterprises. However, the salient question we are trying to answer is what factors need to be addressed to enable small tourism enterprises in Tsodilo community to grow and reach their full potential? The following objectives have been identified to establish areas in which small tourism businesses require support: To assess the needs of small tourism enterprises to have access to the things that will enable them to reach their full potential, to evaluate if the support in place is meeting the needs of small tourism enterprises and to examine strategies and interventions that can assist STEs. The population sample comprises small businesses in the Tsodilo community. A questionnaire survey of small tourism businesses was conducted to acquire primary data. In addition, secondary data from the national development plan, tourism plans and tourism statistics was used. In general, the findings reveal that a thorough consultation with small tourism enterprises is necessary when support programmes and interventions are developed. By using t findings, the government can evaluate its own efforts and ensure that support programmes are designed to meet the identified needs of small tourism enterprises. Additional research should aim at examining the sustainability of tourism development in the area as well as examining planning processes for tourism-targeted programmes.

Though Botswana is regarded as one of the richer countries in Africa, it is faced with challenges experienced by other developing countries in Sub-Saharan Africa such as poverty, unemployment and HIV/AIDS. Recession in the mining and agriculture sectors, which have been the pillars of the country's wealth, has caused the economy to decline. The National Development Plan 9 (NDP 9 2003/4-2008/9) is a five year national development plan for Botswana that states that 36.7% of the populace have incomes below the poverty datum line. Entrenched in the nation's Vision 2016 statement are two development goals aimed at poverty reduction; to create sustainable jobs and to develop human resources. The Botswana government has thus earmarked the promotion of small, medium and micro-enterprises as one of the measures to reduce poverty. This shift to self-employment would help create much needed jobs, contribute to the economy and improve the quality of life of the Batswana. The government's efforts alone will not suffice in this predicament. It needs the assistance of all stakeholders including the private sector and the general public. The purpose of the study was to investigate whether the Junior Achievement Botswana Programme is an effective programme for equipping the youth in Botswana with business skills with the hope that they would in turn establish businesses in their communities. The study focused on exploring the perceptions of the trainees/learners in the programme to establish if they felt that the training gave them the necessary knowledge and skills to boost their confidence and motivation to plan, start up and sustain business ventures. The perceptions of teachers and trainers involved in the delivery of the programme were also sought to establish the programme's strengths and challenges and to suggest how the programme could be improved. The study also employed an entrepreneurial test to determine whether the programme attracted teachers and students who have the desired characteristics for business. At the heart of this study was an attempt to articulate the role of education and training in preparing the youth for self-employment. Data was collected using both quantitative and qualitative data collection strategies. The data was analysed descriptively as well deriving themes and meanings. The study found out that the JAB is a good and informative programme that inspires the youth and instils confidence in them to believe that they have gained knowledge and skills required to be engaged in viable business ventures. They felt particularly confident about market research, production and marketing components of running businesses. However, the study also found out that the programme has deficiencies such as insufficient preparation of its trainees to access and manage finances, inability to develop networks for support especially once the students have left schools and are no longer under the comforting guidance of the programme facilitators. In addition, the study realised that the programme seems to overlook the role of monitoring, follow up, evaluation, networking and mentoring in training for entrepreneurship. Issues pertaining to partnerships and public relations also surfaced in the study. On the whole, the respondents in the study found the programme enjoyable and worthwhile and wished it could be extended to many others. The study also found that the desired characteristics for business as identified by the entrepreneurship test administered were possessed by fewer than 20 percent of the students and teachers. This may also have contributed to the low numbers of people who went on to start their own businesses. / Thesis (M.Sc.)-University of KwaZulu-Natal, Pietermaritzburg, 2006.

Micro and small businesses have become a contributor to both reduction of unemployment and to national development. The informal small scale clothing producers in Botswana have been supported by government through policies directed towards poverty alleviation and employment creation. Despite the government's efforts of availing financial assistance, technical expertise, promotional and marketing support, the informal small scale clothing producers do not seem to be utilising these for full benefit. Participation of the informal small scale clothing producers at Botswana International Trade Fair was expected to provide them with avenues for long term benefits through marketing their products and learning. The purpose of this study was to establish the impact of Botswana International Trade Fair on the informal small scale clothing producers. The informal small scale clothing producers have had assistance and access to promoting their products for a considerable time, with not much change in the market share and quantities of production. The challenges facing these informal small scale clothing producers has been to utilise BITF for competing with local and regional producers in providing quality products; to increase production for meeting the demands of the market; to increase profits, and expand businesses to reduce unemployment. Purposive sampling was used to select participating informal small scale clothing producers and council Home Economists while the· independent small scale exhibitors were conveniently sampled during the 2006 trade fair. Seventeen informal small scale clothing producers from the eastern part of Botswana were interviewed to establish impacts from participating at the trade fair. One producer who h-ad won most prizes at the trade fair was interviewed for a different perspective in production strategies employed. Fifteen council Home Economists, acting as liaison and change agents for the informal small scale clothing pmducers, also participated in the survey and focus group discussions. Two case studies were developed fmm in-depth interviews with independent small scale exhibitors to ascertain impact brought about by BITF on these producers. Both qualitative and quantitative approaches were used in collecting data. The results were analysed in terms of frequencies and chi-square relationships. Great similarities were found to exist between the three samples. The results revealed that there was adequate knowledge about BITF on the informal small scale clothing producers, as weil as with council Home Economists and the independent small scale exhibitors. The three groups understood the objectives of BITF to be mostly educational and followed by promotion. All the groups reported noticeable impact to be growth in the number of customers, increase in production, increase in assets, improvement in quality of products and addition of newly developed products. Perceptions of the three groups on the benefits from BITF matched what they experienced as result of participation at the trade fair. The producers on the other hand experienced a decline in the number of employees while the independent small scale exhibitors had an increase. For utmost benefit of BITF, the producers have to. strengthen their marketing strategies, during and outside the trade fair. There is need for the producers to take initiatives to secure their own stalls for participation during the trade fair as individuals or jointly with other producers. Producers could benefit more from using funding from government for promotion of products. Home Economists should support self representation by the producers so that they directly learn from participation and eventually wean off continued support from government. For monitoring and planning purposes, a national data base for micro and informal small scale clothing producers should be kept by the Department of Social Services. Benchmarking on involving micro and small scale businesses in training is essential, and establishment of local markets for continued contact with customers could expand producers' knowledge in production. / Thesis (M.Sc.)-University of KwaZulu-Natal, Pietermaritzburg, 2007.

Family businesses have become a topic of growing interest among scholars and policy makers at both international and local levels, particularly given the sector’s contribution to the world economies. The increasingly volatile employment climate that prevails in many African settings today has increased the focus on small and medium enterprises as engines of economic growth and employment creation, and Botswana is no exception. The majority of family businesses are small to medium enterprises. The main objective of this study was to investigate the effects of governance structures and systems on the sustainability and continuity of family-owned and controlled businesses in Botswana. A study of this nature was important in view that some key sectors of the Botswana economy are dominated by small and medium family businesses. Of concern is the lack of continuity from one generation to the other among family businesses. Therefore, an understanding of the family dynamics and family business governance systems is important for managing the success and survival of the family business. Studies on small and medium enterprises have been carried out in Botswana mostly focusing on their problems, but not on their governance and sustainability. This was done using a cross-sectional research survey design. The target population for the study comprised small and medium family-owned businesses drawn from the manufacturing and professional services sectors and registered with the Business Botswana and Local Enterprises Authority in 2017. A sample of 144 familyowned businesses based in Gaborone and Francistown was polled. Quantitative data for the research was collected using a questionnaire. The quantitative research methodology adopted applied correlation and regression analysis, utilised Pearson correlation tests and Levene’s independent sample tests were performed to measure the relationships between five independent variables and the sustainability and continuity of family businesses in Botswana. This research empirically tested five hypotheses relating to governance factors that affect the sustainability and continuity of family businesses in Botswana. The research findings support the notion that the presence of governance structures, effective communication, decision-making, succession planning, and a vision, mission and strategy have a positive effect on the sustainability and continuity of family businesses. This research also established that small and medium family businesses face the same challenges as any other formation by ownership of non-family small and medium enterprises. Evidence is also provided that the challenges faced by family businesses in Botswana do not differ significantly with challenges faced by small and medium family businesses, with most respondents citing a lack of funding as the major challenge. For small and medium enterprises to continue playing their critical role in the economic development of Botswana, they need to formalise and adopt systematic approaches to strategy formulation and implementation, succession planning, governance structures and compliance. It is recommended that future studies focus on developing systematic generic models and assist small and medium familyowned businesses to implement and improve on their sustainability and continuity of businesses in Botswana. / Business Management / D. Admin.