Non-profit organisations serve disadvantaged people by fulfilling their social needs, promoting social inclusion and building economies. Non-profit organisations are confronted with a tightening funding environment, growing competition for donors and grants, rising demand for services and increasing calls for accountability. The objective of the study was to investigate the way in which non-profit organisations in the Western Cape province apply fifteen management factors of the Lussier Business Success Versus Failure Model. This model was successfully used in various parts of the world to predict the success or failure of a business. A descriptive research design, using a qualitative case-study research approach was used in this study. A purposive non-probability sampling method was applied, and convenience sampling was used to identify twelve participants from four non-profit organisations. Semi-structured interviews were conducted with founders, managers and staff. Descriptive and thematic analysis techniques were utilised, and a deductive coding approach was used to develop thematic areas. Thematic analysis showed three broad themes, namely people, management, and finance. The research established that the non-profit organisations applied nine success factors of the Lussier Business Success Versus Failure Model. Non-profit organisations keep accurate records and adequate financial controls. They do have staff with management experience, while the staff have limited NPO experience. The non-profit organisations make use of professional advisors and networks. The research also revealed that non-profit organisations experience challenges with income-generating activities. They do not plan for the long term and find it difficult to retain staff. Non-profit organisations also lack critical skills, such as strategic planning, marketing management, and administrative management. Non-profit organisations need to build and maintain relationships with government bodies, support organisations and other non-profit organisations. Enhanced information sharing and relationships will reduce the dependence on government grant funding. Applying management principles will enhance the long term survival of non-profit organisations. / Business Management / M. Com. (Business Management)

The major focus and question emanating from the research is: to what extent do the operational action plans, policies, functions, procedures and activities as well as their implementation within the Directorate: Student Admissions and Registrations correlate with the strategic objectives of the University of South Africa (Unisa)? In alignment with the above, the major challenge of the study was to identify adequate and appropriate approaches to ensure appropriate correlation levels between strategic objectives and their successful implementation relevant to the Directorate: Student Admissions and Registrations. The challenge of every Departmental Head is to turn theory into practice; to make something happen and to translate strategic plans into real business results. This will be accomplished only when there is synergy or connectivity between strategic and operational planning towards effective implementation. Various literature reviews and research topics on strategic management focus either on strategic planning or strategic implementation as separate identities. Few publications address the challenge of connecting the pursuit of strategic objectives with operational plans. Even fewer literature reviews indicate the relationship or correlation levels between strategic objectives and operational plans of an organisation; the desirable or appropriate level thereof, to ensure the effective pursuit of strategic objectives. The outcomes of this study could contribute to the identification of an appropriate approach and measurement criteria to ensure connectivity/alignment between specific strategic objectives and operational plans relevant to the Directorate: Student Admissions and Registrations. By doing this, the strategic objectives are effectively and efficiently promoted to those responsible for carrying out the execution plan. The researcher has adopted a comprehensively-integrated-aligned-strategic-processmanagement- approach as part of the standardised operational plans of the Directorate: Student Admissions and Registrations so as to ensure more effective and efficient (appropriate) correlation levels in respect of specific strategic objectives relevant to the Directorate: Student Admissions and Registrations due to a lack of correlation in some instances. The above approach represents a total view of an organisation‟s strategic management and control systems and consists of the strategic planning, operational plans and resultsmanagement plans. The mentioned approach will also consist of a measurement criterion which identifies critical enablers, dependencies and drivers to ensure vertical and horizontal alignment in respect of original planning (the what and why) with the implementation plans (when, how and by whom).The integrated-aligned-strategic-management-process-approach enforces the timely availability of major enablers, dependencies and drivers necessary to support the execution of activities, related to specific strategic objectives. It also identifies the possible lack thereof prior to the implementation of strategic plans. Specific alternatives or workarounds can be identified to ensure continuity in respect of the implementation processes related to specific strategic objectives. In this way, the above approach will enhance the effective and efficient management and coordination of an organisation to drive intended strategic outcomes within a specific process, taking into account project management-driven principles within a specific sequence of activities (grouping together what belongs together). The latter will involve all roleplayers in the work situation accountable for the implementation process (creating ownership). By doing this, duplication and overlapping of activities will be eliminated and connectivity/alignment between specific strategic objectives and their implementation will be enforced. The focus falls on the entire key/core process and cycle, producing outcomes of success in respect of the implementation of objectives (the right people will be doing the right things at the right time).The integrated-aligned-strategic-management-process-approach enforces the timely availability of major enablers, dependencies and drivers necessary to support the execution of activities, related to specific strategic objectives. It also identifies the possible lack thereof prior to the implementation of strategic plans. Specific alternatives or workarounds can be identified to ensure continuity in respect of the implementation processes related to specific strategic objectives. In this way, the above approach will enhance the effective and efficient management and coordination of an organisation to drive intended strategic outcomes within a specific process, taking into account project management-driven principles within a specific sequence of activities (grouping together what belongs together). The latter will involve all roleplayers in the work situation accountable for the implementation process (creating ownership). By doing this, duplication and overlapping of activities will be eliminated and connectivity/alignment between specific strategic objectives and their implementation will be enforced. The focus falls on the entire key/core process and cycle, producing outcomes of success in respect of the implementation of objectives (the right people will be doing the right things at the right time). The integrated-aligned-strategic-management-process-approach enforces the timely availability of major enablers, dependencies and drivers necessary to support the execution of activities, related to specific strategic objectives. It also identifies the possible lack thereof prior to the implementation of strategic plans. Specific alternatives or workarounds can be identified to ensure continuity in respect of the implementation processes related to specific strategic objectives. In this way, the above approach will enhance the effective and efficient management and coordination of an organisation to drive intended strategic outcomes within a specific process, taking into account project management-driven principles within a specific sequence of activities (grouping together what belongs together). The latter will involve all roleplayers in the work situation accountable for the implementation process (creating ownership). By doing this, duplication and overlapping of activities will be eliminated and connectivity/alignment between specific strategic objectives and their implementation will be enforced. The focus falls on the entire key/core process and cycle, producing outcomes of success in respect of the implementation of objectives (the right people will be doing the right things at the right time). The integrated-aligned-strategic-management-process-approach enforces the timely availability of major enablers, dependencies and drivers necessary to support the execution of activities, related to specific strategic objectives. It also identifies the possible lack thereof prior to the implementation of strategic plans. Specific alternatives or workarounds can be identified to ensure continuity in respect of the implementation processes related to specific strategic objectives. In this way, the above approach will enhance the effective and efficient management and coordination of an organisation to drive intended strategic outcomes within a specific process, taking into account project management-driven principles within a specific sequence of activities (grouping together what belongs together). The latter will involve all roleplayers in the work situation accountable for the implementation process (creating ownership). By doing this, duplication and overlapping of activities will be eliminated and connectivity/alignment between specific strategic objectives and their implementation will be enforced. The focus falls on the entire key/core process and cycle, producing outcomes of success in respect of the implementation of objectives (the right people will be doing the right things at the right time). / Public Administration and Management / M.A. (Public Administration)

Land under conservation is critical for biodiversity. South Africa has not achieved the Aichi 11 biodiversity target, which is set to allocate 17% of terrestrial land as protected areas by 2020. South Africa has, however, been an example, globally, how private conservation can fill the gap. It is essential to optimise how conservation businesses strategically plan for long-term financial and environmental sustainability taking into account complex environmental, societal, and industry variables to keep conservation areas viable under financial pressure. An inductive qualitatively driven concurrent mixed-method research design is followed and results synthesised using a systems thinking approach. The study investigates contemporary generic strategic planning frameworks such as the Porter’s five forces model but found them to have limited use in the conservation tourism industry. The critical variables conservation area managers need to include in their strategic planning are classed in five significant categories, namely environmental, societal, economic, industrial, and business variables. The research proposes a strategic planning framework which includes a strategic planning and iterative phase, taking into account the interrelatedness of the significant variables. / Grond onder bewaring is van kritieke belang vir biodiversiteit. Suid-Afrika het nie die Aichi 11-biodiversiteitsdoelwit bereik wat daarop gemik is om teen 2020 17% van die terrestriële grond as beskermde gebiede te verklaar nie. Suid-Afrika was egter wêreldwyd ’n voorbeeld van hoe privaat bewaring die leemte kan vul. Dit is noodsaaklik om die wyse waarop bewaringsondernemings strategies beplan vir langtermyn finansiële en omgewingsvolhoubaarheid te optimaliseer, met inagname van ingewikkelde omgewings-, samelewings- en nywerheidsfaktore om bewaringsareas onder finansiële druk lewensvatbaar te hou. ’n Induktiewe kwalitatief-gedrewe gelyktydige gemengde-metode navorsingsontwerp word gevolg en resultate met behulp van 'n sisteem denkebenadering gesintetiseer. Die studie ondersoek eietydse generiese strategiese beplanningsraamwerke soos Porter se vyf-kragte-model, maar het bevind dat hulle beperkte toepassing in die bewaringstoerismebedryf het. Die kritieke veranderlikes wat bewaringsgebiedbestuurders in hulle strategiese beplanning moet insluit, word in vyf belangrike kategorieë, naamlik omgewings-, samelewings-, ekonomiese-, nywerheids- en sakefaktore, ingedeel. Die navorsing stel ’n strategiese beplanningsraamwerk voor wat ’n strategiese beplannings- en iteratiewe fase insluit en van die onderlinge verband tussen die belangrike veranderlikes in ag neem. / Umhlaba ophantsi kwenkqubo yolondolozo-ndalo ufuneka kakhulu ekwandiseni ubukho beendidi-ndidi zendalo. UMzantsi Afrika awukafikeleli kwiThagethi LaseAichi Le-11 leendidi-ndidi zendalo, lokusikwa kweendawo ezifika kwi-17% yomhlaba ongengomanzi zibe ziindawo ezikhuselweyo engadlulanga u-2020. Nakuba kunjalo, uMzantsi Afrika uye wangumzekelo, kumazwe-onke, wendlela esingavalwa ngayo esi sikhewu lulondolozo lwabucala. Kuyafuneka kakhulu ukuba ziqiniswe iindlela zamashishini olondolozo-ndalo zokucwangcisa ngobulumko esenzela ukuba imali kwaneendawo-zendalo zihlale ixesha elide. Oku kuqiniswa makwenziwe ngokuthathela ingqalelo iimeko-meko ezingelula zemo-yendalo, nezentlalo-bantu, nezalo msebenzi wolondolozo, ukuze iindawo zolondolozo-ndalo zigcineke zisebenza nakumaxesha okushokoxeka kwemali. Olu phando lwenziwe ngokohlobo-phando oluyi-inductive qualitative research kunye nomxube weemethodi, zaza iziphumo zaxelwa ngokwendlela eyisystems thinking approach. Olu phando luphicothe izikhokelo zocwangciso olunobulumko eziludidi-lunye zexesha elinye, ezinjenge Porter’s five forces. Kodwa lufumanise ukuba ziyasilela kulo msebenzi wolondolozo nokhenketho. Iimeko-meko ezingundoqo ekufanele ukuba zisetyenziswe ngoomanejala beendawo zolondolozo-ndalo kwizicwangciso ezinobulumko zabo zihlelwe zaba kwizintlu ezibalulekileyo ezintlanu, ezizezi: ezeendawo-zendalo, ezentlalo-bantu, ezoqoqosho, ezalo msebenzi, nezamashishini. Olu phando ke luphakamisa isikhokelo socwangciso olunobulumko esiquka ucwangciso ngobulumko olunesigaba sophinda-phindo, nesikuthathela ingqalelo ukuphinyelana kodlelwano lwezi meko-meko zibalulekileyo. / Environmental Sciences / Ph. D. (Environmental Management)

Kooperasies, as werktuie ter doelwitbereiking vir graanprodusente, het sedert hul totstandkoming onderskeibare ontwikkelingsfases deurgegaan. Die toepassing van kooperasie as mededingingstrategie deur graanprodusente is grootliks bei"nvloed deur die veranderings wat tydens die ontwikkelingsfases voorgekom het. Aksies wat in die loop van hierdie ontwikkellngsfases ingestel was, het mettertyd onduidelikhede oor die bestaansgrondslag van die kooperasies laat ontstaan. Die klJmaat van politieke veranderings wat tans in die land heers, kan ook belangrike veranderings meebring ten opsigte van die grondslag waarop kooperasies funksioneer. Pie uitwerking van die verwagte veranderings kan kooperasies forseer om strategiese aanpassings in hul strukture te maak ten einde steeds suksesvol te kan bly voortbestaan. · Graanprodusente verkeer in 'n posisie wat vereis dat daar besin moet word oor strategiee wat gevolg kan word ten einde steeds suksesvol in die onsekere markomstandighede mee te ding. Die toepassing van kooperasie as mededingingstrategie waarvolgens graanprodusente deur lidmaatskap van die kooperasies in die mark deelgeneem het, kom nou ook onder die loep. Die hoofprobleem waarop daar dus in hierdie studie gefokus word, is om te bepaal of kooperasie as mededingingstrategie geskik is om die individuele en kollektiewe belange van graanprodusente te bevorder. Van die belangrikste bevindings van die studie is: Graanprodusente voorsien dat kooperasie individuele graanprodusente se markoptrede kan versterk. Graanprodusente is van mening dat hulle deur middel van kooperasie wat manifesteer in selfstandige besigheidsondernemings, genaamd ''kooperasies", 'n positiewe invloed vir graanprodusente op die mark kan uitoefen. Daar kcan nie 'n beduidende negatiewe, of positiewe persepsie oor onderlinge mededinging en die invloed wat die vryemarkbedeling daarop uitoefen, by graanprodusente gei"dentifiseer word nie. Dit blyk egter dat sommige graanprodusente die vryemarkbedeling as 'n belangrike markfaktor bejeen. Ander graanprodusente huldig 'n meer buigsame benadering jeens die vryemarkbedeling. Graanprodusente is, met enkele klemverskille, van mening dat die kooperasies nie daarin slaag om die tradisionele kooperasiebeginsels in die wyse waarop kooperasies hul besigheid bedryf, volledig toe te pas nie. Graanprodusente het oor die algemeen gesien duidelike menings oor die noodsaaklikheid daa.rvan dat die staat nie by die graanbedryf meet inmeng nie. Ander tipes ondersteuningstrategiee, soos die oprigting van beslote korporasies of maatskappye, geniet wisselende steun. 'n Beduidende groep graanprodusente is onseker oor moontlikhede om maatskappye met kapitaalgroei as basis te skep, om sodoende in geheel met kooperasies weg te doen. / Co-operatives have experienced distinguishable changes. The application of co-operation as a competitive strategy by g~in producers was largely influenced by the changes. The prevailing political changes can also instigate important changes with regard to co-operatives. Grain producers must revise strategies to maintain successful competition in the market. The study investigates co-operation as a competitive strategy to advance the individual and collective interests of grain producers, Findings are: Grain producers are convinced that co-operation enhances the market related actions of individual grain producers. Grain producers can, through co-operation, exercise a positive influence in the market. No definite negative or positive perception concerning the influence of the free market system upon mutual competition could be identified. Grain producers are convinced that the state should not interfere with the grain industry. / Business Management / M. Admin. (Business Management)

Text in Afrikaans / Hierdie studie kontrasteer die Newtoniaanse denkwyse en die konstruktivisme as vertrekpunt. Die beginsels van reduksionisme, neutraliteit en liniere oorsaaklikheid waarop die Newtoniaanse denke gefundeer is, word gekontrasteer met die sirkulariteit en non-objektiwiteit van interveiwante elemente binne die lewende sisteem. Die verskille in aannames van personeel van 'n welsynsvereniging word ondersoek aan die hand van observasie van prosesse van veranderende denke wat oor 'n periode ontwikkel het. Die proses van verandering word aan die hand van 'n gevallestudie bespreek. Binne die veranderende denke, is erkenning verleen aan die sistemiese orientasie waar die interaktiewe intervetwantskap van die elemente binne die sisteem ter sprake raak. Die lewende sisteem en die kenmerke van outonomie, outopo"ise, organisasie en struktuur word binne die filosofie van konstruktivisme bespreek. Uit hierdie filosofie evolueer 'n proses waar binne realiteite geskep word, konsensus binne die sisteem verkry word, en die organisasie van die lewende sisteem reflekteer word / This study focusses on the contrasting thinking patterns of Newtonian thinking and constructivism. The principles of reductionism, neutrality and linear causality on which Newtonian thinking is grounded are compared with circular processes and non objectivity of interrelated elements that are to be found in living systems. The differences in assumptions of personnel in a welfare organisation are investigated through observation of changing processes of thinking that evolved over a period of time. The process of change is discussed by way of a case study. Recognition is given to the systemic orientation where the interactive interrelatedness of elements within the system evolved within changing patterns of thinking. The living system and characteristics of autonomy, autopoiesis, organisation and structure are discussed from a philosophy of constructivism. From this philosophy evolved a process in which realities were created, consensus was reached within the system, and the organisation of the living system was reflected. / Social Work / M.A. (Sosiale Wetenskappe(Geestesgesondheid))

Hierdie studie is gebaseer op die behoefte wat bestaan aan dienslewering wat regerings-departemente behoort te lewer en meer spesifiek ten opsigte van hierdie studie die diens wat die Suid-Afrikaanse Polisiediens (SAPD) lewer. Gevolglik is die primêre navorsingsdoelstelling egter om 'n evaluasie van strategiese bestuur te doen ten einde te bepaal watter bydrae en waarde dit kan hê vir die Suid-Afrikaanse Polisiediens ten einde dienslewering te optimaliseer. Hierdie studie vervul die volgende navorsingsdoelwitte:  Die waarde en belang van strategiese bestuur is bepaal,  Die waarde en belang van leierskap is bepaal,  Die waarde van organisasiekultuur is bepaal en die rol wat dit vervul ten einde dienslewering te optimaliseer. Die navorser het 'n nie-empiriese (teoretiese) navorsingsontwerp gevolg wat fokus op 'n sistematiese oorsig van nasionale media-artikels as bronne. Die navorser het vir die doeleindes van hierdie studie dokumentêre bronne, in die vorm van nasionale gedrukte media en persoonlike ondervinding gebruik as datainsamelingsmetode. Volgens Punch (2014:158) mag dokumentêre bronne vir data op verkeie maniere in die sosiale wetenskaplike navorsing gebruik word. Somige studies kan en mag moontlik totaal afhanklik wees van dokumentêre data, met hierdie data dan die fokus in eie reg. Hierdie studie het verder aanbevelings gemaak dat strategiese bestuur wel voordele inhou vir die Suid-Afrikaanse Polisiediens. Strategiese bestuur kan in enige organisasie toegepas word. Die waarde daarvan is dat organisasies wat strategies bestuur word, die eksterne invloede van die omgewing proaktief kan bestuur. Die sosio-politieke en ekonomiese omstandighede in Suid-Afrika maak beleidsaanpassings in openbare organisasies noodsaaklik as gevolg van die dinamiese verandering op hierdie terrein. Met die hulp van 'n strategiese plan kan bestuur die organisasie proaktief bestuur na gelang van wat die interne en eksterne omgewing vereis. Die lojale, effektiewe, opgeleide, doeltreffende leiers en polisiebestuurders behoort daardie beamptes te wees wat strategiese bestuur optimaal benut en daadwerklik toepas sodat doeltreffende dienslewering optimal aan die diverse gemeenskappe gelewer kan word. Dit blyk ook verder dat die strategiese bestuur en beplanningstegnieke waardevolle hulpmiddels is vir die professionele polisiebestuurder in terme van die verwesenliking van doelstellings en doelwitte van die Suid-Afrikaanse Polisiediens. Die strategiese plan (2014-2019) van die Suid-Afrikaanse Polisiediens bevat alle fokusareas wat nodig is vir sukses en die uitvoering daarvan op operasionele vlak bly die maatstaf. Daar word opsommend volstaan dat al vier geformuleerde hipoteses wetenskaplik geverifieer kon word in hierdie teoretiese literatuurstudie en dat al vier die geformuleerde hipoteses wat gestel is aan die begin van hierdie navorsing, wel aanvaar kan word vir die suksesvolle implementering van strategiese bestuur in die Suid-Afrikaanse Polisiediens ten einde dienslewering te optimaliseer. Hierdie navorsing lewer ‘n bydrae tot die kennis verwant aan ‘n meer strategiese rol van leiers om dienslewering te optimaliseer. / This study has been based on the need for service delivery by government departments and more specific for this study the service delivery of the South-African Police Service. Consequently, the primary research goal was to evaluate strategic management to establish what contribution and value it could have for the South-African Police Service to optimize service delivery. This study fulfilled the following objectives:  The value and importance of strategic management was ascertained,  The value and importance of leadership was ascertained,  The value and importance of organisational culture was ascertained and the role it fulfills to optimize service delivery. The researcher followed a non-empirical (theoretical) research design that focused on a systematic overview of national media articles as sources. The researcher for the purpose of this study used documented sources, in the form of national printed media and personal experience as data collection method. According to Punch (2014:158), documentary sources of data might be used in various ways in social science research. Some studies might depend entirely on documentary data, with such data the focus in their own right. This study further provided recommendations that strategic management have essential benefits for the South African Police Service. Strategic management can also be implemented in any organisation. The value for organisations using strategic management is actually to be able to manage the influences from the external environment proactively. It is neccessary for public organisations to adjust policy due to the changes in the socio-political and economical circumstances. Management will be able, with the strategic plan, to manage the organisation proactively with regard to the ongoing needs and changes from the external environment. The loyal, efficient, effective, trained leaders and police managers should be those officials to use strategic management optimally and implement the strategic plan so that effective service delivery can be rendered to all diverse communities. Further more strategic management and planning techniques serve as valuable support for professional police managers in terms of reaching the goals and objectives of the South African Police Service. The strategic plan (2014-2019) of the South African Police Service includes all the focus areas that are needed for success, but the executing on operational level will be the measure. Thus, in summary, the researcher accepts that the four formulated hypotheses could be verified scientifically in this theoretical literature research. All four hypotheses are accepted for the successful implementation of strategic management in the South African Police Service to be able to optimise service delivery. This study contributes to the knowledge relating to a more strategic role of leaders to optimise service delivery. / Penology / M.Tech. (Policing)

Energy conservation, efficiency and renewable energy have become a vital part of everyday life and business. The increase in energy cost and the consequences of greenhouse gas emissions necessitates energy management and in particular energy risk management within organisations. Organisations need to manage the possible negative effect that the increased costs will have within the organisation. The present research investigated the introduction of a structured approach to energy risk management within the financial services sector of South Africa. The research followed a quantitative, non-experimental research design by using a structured questionnaire. The questionnaire was sent to managers within the financial services sector. The research investigated the criteria for the implementation of a structured approach to energy risk management such as organisational requirements (culture, corporate social responsibility, management, and finance), governance, energy strategies (energy conservation, efficiency and renewable energy), risk identification, risk management and lastly communication and review. The research found that the structured approach to energy risk management should include the context within the organisation namely organisational requirements, governance and energy strategies. Thereafter the risks within the energy strategies need to be identified, analysed and evaluated, and control measures need to be implemented. It is important to monitor the various energy strategies continuously in order to identify corrections and implement preventative actions. The strategies need to be reviewed and communicated in terms of the various strategies to all stakeholders within the organisation in order to set continual improvement plans. Risk management should form part of the energy management strategies of organisations. The research showed that energy risk management plays an important role in the overall business strategy and that the vast majority of financial services organisations have already implemented some form of energy management. There are however aspects that are still lacking within management strategies that need attention. / D. Phil. (Management Studies) / Business Management

Kooperasies, as werktuie ter doelwitbereiking vir graanprodusente, het sedert hul totstandkoming onderskeibare ontwikkelingsfases deurgegaan. Die toepassing van kooperasie as mededingingstrategie deur graanprodusente is grootliks bei"nvloed deur die veranderings wat tydens die ontwikkelingsfases voorgekom het. Aksies wat in die loop van hierdie ontwikkellngsfases ingestel was, het mettertyd onduidelikhede oor die bestaansgrondslag van die kooperasies laat ontstaan. Die klJmaat van politieke veranderings wat tans in die land heers, kan ook belangrike veranderings meebring ten opsigte van die grondslag waarop kooperasies funksioneer. Pie uitwerking van die verwagte veranderings kan kooperasies forseer om strategiese aanpassings in hul strukture te maak ten einde steeds suksesvol te kan bly voortbestaan. · Graanprodusente verkeer in 'n posisie wat vereis dat daar besin moet word oor strategiee wat gevolg kan word ten einde steeds suksesvol in die onsekere markomstandighede mee te ding. Die toepassing van kooperasie as mededingingstrategie waarvolgens graanprodusente deur lidmaatskap van die kooperasies in die mark deelgeneem het, kom nou ook onder die loep. Die hoofprobleem waarop daar dus in hierdie studie gefokus word, is om te bepaal of kooperasie as mededingingstrategie geskik is om die individuele en kollektiewe belange van graanprodusente te bevorder. Van die belangrikste bevindings van die studie is: Graanprodusente voorsien dat kooperasie individuele graanprodusente se markoptrede kan versterk. Graanprodusente is van mening dat hulle deur middel van kooperasie wat manifesteer in selfstandige besigheidsondernemings, genaamd ''kooperasies", 'n positiewe invloed vir graanprodusente op die mark kan uitoefen. Daar kcan nie 'n beduidende negatiewe, of positiewe persepsie oor onderlinge mededinging en die invloed wat die vryemarkbedeling daarop uitoefen, by graanprodusente gei"dentifiseer word nie. Dit blyk egter dat sommige graanprodusente die vryemarkbedeling as 'n belangrike markfaktor bejeen. Ander graanprodusente huldig 'n meer buigsame benadering jeens die vryemarkbedeling. Graanprodusente is, met enkele klemverskille, van mening dat die kooperasies nie daarin slaag om die tradisionele kooperasiebeginsels in die wyse waarop kooperasies hul besigheid bedryf, volledig toe te pas nie. Graanprodusente het oor die algemeen gesien duidelike menings oor die noodsaaklikheid daa.rvan dat die staat nie by die graanbedryf meet inmeng nie. Ander tipes ondersteuningstrategiee, soos die oprigting van beslote korporasies of maatskappye, geniet wisselende steun. 'n Beduidende groep graanprodusente is onseker oor moontlikhede om maatskappye met kapitaalgroei as basis te skep, om sodoende in geheel met kooperasies weg te doen. / Co-operatives have experienced distinguishable changes. The application of co-operation as a competitive strategy by g~in producers was largely influenced by the changes. The prevailing political changes can also instigate important changes with regard to co-operatives. Grain producers must revise strategies to maintain successful competition in the market. The study investigates co-operation as a competitive strategy to advance the individual and collective interests of grain producers, Findings are: Grain producers are convinced that co-operation enhances the market related actions of individual grain producers. Grain producers can, through co-operation, exercise a positive influence in the market. No definite negative or positive perception concerning the influence of the free market system upon mutual competition could be identified. Grain producers are convinced that the state should not interfere with the grain industry. / Business Management / M. Admin. (Business Management)

Text in Afrikaans / Hierdie studie kontrasteer die Newtoniaanse denkwyse en die konstruktivisme as vertrekpunt. Die beginsels van reduksionisme, neutraliteit en liniere oorsaaklikheid waarop die Newtoniaanse denke gefundeer is, word gekontrasteer met die sirkulariteit en non-objektiwiteit van interveiwante elemente binne die lewende sisteem. Die verskille in aannames van personeel van 'n welsynsvereniging word ondersoek aan die hand van observasie van prosesse van veranderende denke wat oor 'n periode ontwikkel het. Die proses van verandering word aan die hand van 'n gevallestudie bespreek. Binne die veranderende denke, is erkenning verleen aan die sistemiese orientasie waar die interaktiewe intervetwantskap van die elemente binne die sisteem ter sprake raak. Die lewende sisteem en die kenmerke van outonomie, outopo"ise, organisasie en struktuur word binne die filosofie van konstruktivisme bespreek. Uit hierdie filosofie evolueer 'n proses waar binne realiteite geskep word, konsensus binne die sisteem verkry word, en die organisasie van die lewende sisteem reflekteer word / This study focusses on the contrasting thinking patterns of Newtonian thinking and constructivism. The principles of reductionism, neutrality and linear causality on which Newtonian thinking is grounded are compared with circular processes and non objectivity of interrelated elements that are to be found in living systems. The differences in assumptions of personnel in a welfare organisation are investigated through observation of changing processes of thinking that evolved over a period of time. The process of change is discussed by way of a case study. Recognition is given to the systemic orientation where the interactive interrelatedness of elements within the system evolved within changing patterns of thinking. The living system and characteristics of autonomy, autopoiesis, organisation and structure are discussed from a philosophy of constructivism. From this philosophy evolved a process in which realities were created, consensus was reached within the system, and the organisation of the living system was reflected. / Social Work / M.A. (Sosiale Wetenskappe(Geestesgesondheid))

Abstracts in English and Southern Ndebele / “We tend to think of the mind of an organisation residing in the … top management …but… [strategic] intelligence is not organised in a centralised structure but much more like a beehive of small simple components… ” Kevin Kelly, (1994: 166283). From the quote above, it is implied that the strategising practices of, among others, top managers, are the ‘small simple components’ that build towards the overall strategy of an organisation. The overall strategy of any organisation directly influences the performance thereof. As strategists, top managers use their thinking styles to influence the new strategic practices they endorse and those that are discarded, thereby impacting the competitive strategy employed by the organisation and ultimately organisational performance. This study investigated the rapport between the strategising practices used by top managers and their thinking styles. Based on a single illustrative case, this study utilised mixed data obtained from of 33 interviews and 79 questionnaires to describe the possible relationship between thinking styles and strategising practises. The results show that at the case organisation, thinking styles of top managers differ depending on the situation in which they find themselves. A possible relationship between thinking styles and strategising practises, at the case organisation, is further implied. / “Se taele go nagana ge monagano we mokhadlo lo o hlala e tulu, mara lehlelo le go hlaganepha le ga bekwa ge Ndlela le ngore esekhathi, mara kgulu go fana ne lekhaya le tenosi le le le gase bodese le lengane.” Kevin Kelly, (1994:166283). Go leso setsopolwe e tulu, era gore tedlela te go hlela, go leto te khona, baphathi ba se tulu, geto tedo te tengane leto te gase bodese le to te akha lehlelo gemoga le mokhadlo. Lehlelo gemoga le mokhadlo o monye na o monye le dlolela e go etene ge tedo. Jene ge bahleli, baphathi ba setulu ba beregesa tedlela tabo te go nagana, go tshwaetja tedlela te tetsha leto ba te vumelago na leto ba te kganago. Ge go eta jalo te thella lehlelo lelo le phalesanago lelo lele beregeswe mokhadlo, e maphellweni na leso mokhadlo o se yetago. Go bala lokhu, go ete gore go be ne go vesesana e khathe ge tedlela te go hlela leto te beregeswa mbaphathi ba setulu ne Ndlela leyo ba nagana gayo. Go beka nnye ye tedlela leto ba te beregeselego, go beregeswe tedaba leto te phoma go 33 ye bado labo be ba butiswa go kereya leso be ba fona go seva ne mebotiso e 79 leyo e hlalosa nkgonagalo ye go talana e khathe ge mehuda ye go nagana ne ndlela leyo go hlelwa gayo. Mephomela e bonesa gore lapho e mekhadlweni, Ndlela ye go nagana ge baphathi ba setulu e ya phabana go ya ge gore ba te kereya ba se sejamweni se se jane. Nkgonagalo ye bodlelwano e khathe ge Ndlela ye go nagana ne lenaneo le le le ladelwago e tedweni te nhlagano, te beregeselwe. Mave e bohlogwa: Bophathi ba setulu, bakgoni be go hlela, baberegi be go hlela, tedlela leto go hlelwa gato, Ndlela leyo go naganwa gayo; go khetha, mekgwa ye go nagana ge botalo, tedlela te go suga endabeni ennye goya go ennye. / Business Management / M. Com. (Business Management)