Bibliography: p. 165-171. / South African Airways, the National Airline of the Republic of South Africa, is but one of the five transport services owned by the State, and operated and controlled by the South African Railways and Harbours Administration, a division of the Ministry of Transport. This thesis, traces the administrative and organizational development of the Railways and Harbours Administration, and particularly the establishment of South African Airways, as a departmental undertaking within the Railways and Harbours Administration; examines other airline ownership possibilities, and submits that the government department as an administrative unit is unsuitable for the entrepreneurial activities of an airline organisation; that consequently, South African Airways should extricate itself from the Railways and Harbours Administration, which is primarily concerned with surface modes of transportation within the Republic; and that ownership and control thereof, vest rather in a public corporation, an organizational device of some importance in South Africa, even for major public enterprises, and enjoying significant advantages.

Thesis (M.A.(Research Psychology))--University of Pretoria, 2001. / Includes bibliographical references.

Many organisations are continuously searching for methods which can be used to improve performance. The balanced scorecard is a management system that enables organisations to clarify their vision and strategy and translate them into action. When fully deployed, the balanced scorecard transforms strategic planning from an academic exercise into the nerve centre of an enterprise. A prerequisite for implementing a balanced scorecard is a clear understanding of the organisations vision and strategy. The basis for the vision and the strategy should be the holistic view and the information management receives during systematic strategy work. The research study addresses the integration of South African Airways (SAA) strategy with the performance management system. A comprehensive literature study was performed on performance management and the balanced scorecard. Questionnaires, developed from the literature study, were distributed amongst randomly selected respondents, in order to establish the extent to which South African Airways manages performance. The opinions of the various respondents were compared with the guidelines provided by the literature study in order to identify the best approach of performance measurement to be implemented at South African Airways. The final step of this study entailed the formulation of recommendations. These recommendations are regarded as critical to ensure the successful implementation of a performance management system at South African Airways. The following main recommendations were made: Although the empirical study revealed that South African Airways shares its strategic objectives with its management, it is highly recommended that a balanced scorecard should be used as a measuring approach for performance at South African Airways; Before any organisation can start implementing a balanced scorecard it needs a clear understanding of its vision and strategy. It is the management’s responsibility to define a vision, formulate a strategy and set strategic goals regardless of a balanced scorecard being implemented; The implementation of a balanced scorecard should always be organised as a separate project. Several different procedures describing the building process of a balanced scorecard have been presented. The research shows that, to increase the chance of a successful scorecard implementation, regular feedback must be provided to all employees and managers must hold people accountable for using the system.

M.Com. (Transport Economics) / It has been noticed that business class travel on South African Airways domestic services is continuously declining. In contrast to this, promotional! travel, that is leisure travel, is becoming more important and significant It is also suspected that the current domestic fares structure of South African Airways ignores certain market factors. The aim of this study is to ascertain whether or not the current domestic fares policy followed by South African Airways, which is reflected in the domestic fares structure, should be changed to the greater benefit of both the air transport user and South African Airways. The objective of establishing guidelines for a long-term fares policy, has been kept in mind throughout the study ....

D.Com. (Transport Economics) / The international scheduled airfreight industry is showing a major discrepancy when compared to other public transport services namely that the demand and need for it is growing at a lower rate compared to that of passenger transport. Various factors are contributing to this phenomenon ...

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Please read the abstract in the section 00front of this document / Dissertation (MA (Research Psychology))--University of Pretoria, 2005. / Psychology / unrestricted

Thesis (M.M. (Finance & Investment))--University of the Witwatersrand, Faculty of Commerce, Law and Management, Graduate School of Business Administration, 2014. / Corporate Risk management has become very important for firms who are exposed to markets risks. A firm that manages the market risks it is exposed to efficiently can ensure it remains solvent in times of extreme market volatility. This paper looks at the hedging activities of South African Airways over a 10 year period where the airline experienced significant losses due to volatility in the Rand Exchange Rate and Crude Oil prices.

Thesis (LLM. (Development and Management Law)) -- University of Limpopo, 2020 / Corporate Governance refers to the manner in which companies are directed and controlled. It is concerned with striking a balance between economic and social goals and between individuals and communal goals. The South African Airways (SAA) has recently become one of the worst underperformers amongst the existing State-Owned Companies (SOCs). It has become evident that there was an extensive meddling in SAA’s day to day operations by its chairlady, who has been placing orders and making contractual commitments on the SAA’s behalf, as well as involving herself in managerial decisions in quite inappropriate ways. The Chief Executive Officers (CEOs) of the SAA were changed within a period of four years. It had at some stage developed eight strategies within six years but implemented none of those strategies. The SAA also experienced board infightings which led to the firing of the entire board by the shareholders. The cause of these challenges, as argued in this paper, is poor interpretation and application of corporate governance principles in the SAA. This paper is intended to interpret the principles regulating corporate governance and the application thereof within the context of the SAA. In addition, the paper discusses the comparative analysis with reference to the corporate governance of South Africa and the United Kingdom (UK).