Thesis (MPA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: The affirmative action process has accelerated dramatically since the democratisation of South Africa. After the 1994 general election equity became entrenched in legislation. The employment equity legislation together with other labour legislation is there to undo long-standing segregation policies. The Employment Equity Act, 1998, holds unique challenges for organisations to reach their employment equity goals. A limited time period has also been set for organisations to apply a temporary intervention to endeavour to correct the imbalances caused by the apartheid regime. The apartheid legislation, which resulted in 45 years of racial separation, had the adverse effect of denying certain South Africans equal employment opportunities. This caused an imbalance in the labour demographics of South Africa. This study focuses on the effects of the implementation of the Employment Equity Act, 1998, and other legislation on human resource planning within Telkom SA. Telkom SA, being the largest communications company in South Africa, has committed itself to employment equity and has already embarked on an affirmative action programme. However, the various pieces of legislation require certain criteria to be met. With the distortion of the labour demographics, Telkom SA finds has difficulty in finding suitably qualified candidates in certain race groups within the Western Cape. Perceptions of affirmative action have also been negative and this has led to resistance to the process. As soon as a commitment to the process occurs, then all human resources can be utilised effectively. / AFRIKAANSE OPSOMMING: Regstellende aksie het dramaties versnel sedert die 1994 algemene verskiesing van Suid Afrika en gelykheid het deel begin vorm van aIle wetgewing. Die wetgewing op gelyke geleentheid, tesame met ander arbeidwetsgewing is daarop gestel om rasse verwydering te beveg. Die Wet op Gelyke Geleenthede, 1998, vereis dat instansies hulle gelyksheid doelwitte bereik binne 'n gegewe tydperk. Die tydelike tussenkoms om die wanbalans te herstel, wat deur die ou regering veroorsaak is, is van kardinale belang. Die apartheids wetgewing het veroorsaak dat daar na 45 jaar steeds 'n negatiewe uitwerking is vir sekere rassegroepe. Dit het ook veroorsaak dat daar 'n wanbalans in die demografie van Suid Afrika is. Hierdie studie is gemik daarop om die uitwerking van die verskeie wetgewing se uitwerking op die beplanning van die menslikehulpbronne van Telkom SA te ondersoek. Telkom SA, is tans die grootste kommunikasie maatskappy in Suid Afrika en hulle is daarop gemik om gelyke geleenthede te bevorder en het die nodige stappe alreeds geneem ten opsigte van die regstellende aksie plan. Die verskeie wetgewing stel sekere vereistes aan Telkom SA weens die feit dat hulle deel vorm van die aangewese maatskappye soos die wetgewing bepaal. Hulle vind dit moeilik om 'n geskoolde persoon uit sekere rassegroepe te kry, weens die feit dat hulle nie gelyke geleentheid gehad het om te ontwikkel nie. Regstellende aksie is ook negatief ontvang deur sekere werknemers en dit kan die proses vertraag. Sodra persone toegewyd word aan die voordele van so 'n proses, sal die dienste van aIle Suid-Afrikaners effektief gebruik kan word.

Purpose: The strategy-to-performance gap is a contemporary problem that causes organisations to perform less than optimal or fail. Leadership, strategy and performance are complex areas of research on the topic with lack of conclusive results, and solutions to the issue remain elusive. This study offered a clearer understanding of the problem. Design: This qualitative study explored leadership style in the context of strategy execution with the objective of offering a better understanding of performance and the strategy-to-performance gap. The study is a case study of selected organisations in the wine industry in South Africa. Data were collected via interviews on leadership figures and employees. Data were analysed qualitatively. Findings: The study confirmed the existence and issues surrounding the strategy-to-performance gap. Some findings concurred with previous studies on the gap and confirmed that it is intertwined with leadership and strategy execution issues. New themes were identified that contributed to the field of study and could prove to be valuable to narrow the strategy-to-performance gap in future. Value: Leadership is linked with performance in literature but there was limited research found on leadership style specifically in the context of the strategy-to-performance gap. This study confirmed issues surrounding the gap and it was found that the issue is a contemporary problem affecting organisational performance in various ways. This contributed to a better understanding of the problem. New themes that emerged could prove valuable to further research. Leadership and specifically leadership styles (as per Lewin) were found to influence and be interwoven with the strategy-to-performance gap. This study is original as it is the first study that explored leadership styles specifically in the context of the other key themes: strategy and the strategy-to-performance gap. The new themes that emerged are leadership style requirements from an employee satisfaction perspective as well as specific skills suggested to improve performance, all highlighted in the findings. Recommendations: Further research could explore leadership styles in more detail with regard to the strategy-to-performance gap. New themes in the context of strategy execution and leadership style could also be valuable. Future studies could also potentially evaluate the key themes with other measurement instruments such as different leadership styles or different performance criteria / Business Management / M. Com. (Business Management)

The study explores pausing in action is, within the ambit of Strategy-as-practice (s-ap) as an emergent school of thought. Pausing is thus discerned during the implementation phase of the strategy of a credit risk system within a South African bank, as strategy is known to take shape during implementation. Different sites of the bank’s systems – change, strategy practitioners, and their times of pausing, form the unit of analysis. Strategy-making and engagement are explored by understanding the influence of pausing on enabling or disenabling the strategic outcome of the risk system. Pausing is situated in an applied and theoretical gap as an intangible under-theorised strategy practice. Practitioners, as champions or non-champions of strategy, pause in various ways, and attribute meaning to this ‘action’. Their account of pausing is recognised for its value-adding or diminishing dimensions to strategy-making. The study follows a comprehensive literature review which shows limited theoretical positions on embodied, latent practices, such as pausing, as strategic practices. The body of knowledge provides a challenge for scholars to consider perceived ‘silences’ or the ‘receding’ of strategists as un-remarked dimensions of strategy, which could nevertheless be instrumental in the nature of the strategic outcome. The contribution of the current study identifies pausing as a strategic practice, especially when considered within the structure of engagement and social learning / Business Management / M. Com. (Business Management)

Local Economic Development has in recent years, gained wide spread acceptance, as a locality-based response to economic challenges. It is now firmly on the agenda of many national and local government and key international agencies. Adopting a desk study approach, reviewing extensive literature on LED, the study sought to establish the impact of LED strategy employed by Buffalo City Municipality, and assess the extent to which it has alleviated poverty. The study shows that the Buffalo City Metropolitan Municipality (BCMM) LED strategy has limited impact on poverty alleviation due to a myriad of factors, which reinforce and interact with each other thereby limiting development and trapping residents in poverty. The thesis argues that there is significant room for a paradigm shift from predominantly pro-growth to pro-poor LED, and the need to adopt a comprehensive LED strategy that seeks to include of both pro-growth and pro-poor strategies. Both cannot operate without the other in the bid to promote development in Buffalo City, mainly with Agriculture, Tourism, and SMME having significant potential to bring about local economic development. Moreover, the promotion of Private-Public Partnerships play an integral role in the socio-economic development of Buffalo City, and more so the participation of local people is even more fundamental, which will give them the opportunity to take charge of their own development. Therefore, the study suggests a new LED agenda, which is pro-poor, holistic, and moves away from ‘piecemeal’ project based LED activities, and adopts comprehensive economic programmes so that LED has significant impact on poverty alleviation.

There are ethical concerns on how competitive intelligence (CI) is practiced. CI is mainly confused with industrial espionage or sometimes smeared with harmful unethical conduct. The assumptions have negative implications for the full recognition of CI as a profession and the reputation of the practice on, industries or firms and performance. In an attempt to address these concerns, the Strategic and Competitive Intelligence Professionals (SCIP) developed a CI code of ethics. However, critics of CI claim that the CI code of ethics has not been adopted by CI professionals, firms and industries. Moreover, there is very little evidence, if any, on how ethical theory influence the adoption of CI. In response to the critics, this study aimed at developing a CI Ethics Adoption Model (CIEAM) that will be the premise for analysing factors that positively or negatively influence the adoption of a CI code of ethics. This study followed interpretive structural modelling to identify core determinants of CI ethics adoption. Based on extracts from literature, a web-based questionnaire was designed, validated by CI experts and empirically/quantitatively tested by 184 South African ICT firms. The results reveal that South African ICT firms have adopted CI ethics to an absolute extent and utilises different CI ethics enforcement methods. The results also reveal that organisational and stakeholders’ factors, business ethics and ethical theories, decision-making factors, CI practice factors, raising CI ethics awareness, and CI ethics challenges are the core determinants for the adoption of CI ethics and are components of the CIEAM. In practice, the CIEAM may minimise unethical conduct by some CI professionals, and the confusion of CI with espionage, whilst improving the credibility and recognition of the CI profession. The model may also serve as a valuable tool for practitioners and scholars who need to measure the adoption of CI ethics across different business sectors. Theoretically, it may serve as input to the development of CI policies and CI ISO standards in the ICT industry and related industries. Recommendations are made towards the application of the model in other industries. / Business Management / D. Com. (Business Management)

The purpose of this study was to explore how the middle manager implements strategy at a South African government department. This study was conducted in response to the call for more research to be done using the strategy-as-practice perspective to explore the involvement of middle managers in a South African government context with regard to strategy. The current study sought to identify the roles that the middle manager undertakes with regard to strategy implementation, inclusive of the barriers that they face on a daily basis. The study aimed at providing feedback on how the middle managers implement strategy, overcome the barriers they face and some changes that participating middle managers proposed to the current practices in strategy implementation in a government context. A single case study, utilising an exploratory qualitative research design, was undertaken at a government department in South Africa. The data was gathered using semi-structured interviews. The researcher used the interviews to provide rich, detailed descriptions of how strategy is implemented by middle managers. The study portrayed the participating middle managers as playing an integral role as interpreters, communicators and implementers of the strategy within the government context. Findings confirmed that most of the middle managers were not involved in the crafting of the high level strategy of the government department. The participating middle manager fulfilled eight key roles in the implementation of the strategy: leadership role, management role, implementation role, monitoring role, reporting role, supporting role, communication role and information-sharing role. The participating middle managers dealt with many barriers with regard to strategy implementation on a daily basis, such as lack of understanding of government work, monitoring, support, skilled personnel, skill development, funding and information. The participating middle managers were found to be innovative and creative in utilising strategy tools to overcome the barriers they faced. Although these results cannot be generalised but may be transferrable to similar contexts. / Business Management / M. Com (Business Management)

No abstract available / Social Work / M.Diac. (Social Work)

This thesis is a study of a leadership model for the effective management of Further Education and Training (FET) colleges in the Gauteng Province. This research was triggered by the need for quality and sound leadership skills highly needed in FET colleges. The vision of FET colleges lies at the heart of the integration of the country's education and training system. Leadership is the distinguishing factor in bringing about organisational transformation. A key contemporary issue in the development of a high quality education service relates to the new thinking about how best to pursue quality and excellence in FET colleges. Leadership, strategic planning and the need for alternative models of management lead, inevitably, towards a reconsideration of both staff competencies and continuing staff and organisational development. This research seeks to assist those who have the responsibility of leading and managing the further conceptualisation and implementation of further education and training. A qualitative research was conducted, in which a newly merged college in Pretoria was chosen as a case study for this research. The following constituted the broad aims of this study:  To examine the leadership strategies that should be employed for effective management of FET colleges;  To investigate the vision and mission development and implementation and the organisational structures established;  To determine the opportunities and challenges offered by the new large and multi-sited college; and  To investigate a leadership model for the effective management of FET colleges. Semi-structured individual interviews were conducted with the leadership of the college ranging from the senior managers, campus managers, middle managers to educators. Analysis of documents and observation notes was also done to supply more data about FET leadership. Data were analysed and interpreted by identifying themes and categories that would shed more light into the effective leadership of the college. The following recommendations were made:  A new approach to the leadership of the college should be adopted;  The leadership of the college should be more accountable and responsive to community needs;  More financial support should be allocated to FET colleges; and  More focus should be given to learner support. / Educational Studies / D.Ed. (Education Management)

This dissertation explores how middle managers use their micro-strategising practices of agency and sense-making to shape strategic outcomes during and after strategic change implementation within an enabling and/or constraining organisational social structure. The researcher examined this phenomenon through the theoretical lenses of strategy-as-practice perspective and sense-making. The qualitative case-study research design with an interpretivist, social constructionist paradigm captured the lived organisational social reality of the administrative middle managers over time at a for-profit educational brand of a private higher education (PHE) provider. A thematic data analysis approach integrated manual coding with electronic coding to analyse data gathered through an emergent research design of text messages and e-mail journals over a four-month period. Data-driven inductive coding was synthesised with structural deductive coding in response to the research questions. The dissertation concludes that administrative middle managers use micro-level strategising practices of retrospective and prospective cognitive and emotional sense-making and the practical coping of agency, or embodied sense-making, to navigate a complex and contradictory organisational socio-cultural context that is both enabling and constraining. A further contribution of the current study speaks to the embedded practices between the two discrete levels of organisation and individual, which has been interpreted through the contradictions following the equivocal signals that these two main levels demonstrate. The porous inter-dependency between the two levels of organisation and individual creates an inter-woven entity where the strands of individual and organisational action are difficult to pull out and name distinctly, without unravelling the tapestry that is the organisational entity. These contributions affirm the intellectual puzzle which sought to understand and/or restore the balance of the individual within an organisational socio-cultural context to attain organisational security and equilibrium after organisational change. The findings of this current study is not generalisable to the other seven educational brands of the PHE provider. / Boithuto bona bo shebana le tsela eo ka yona baokamedi ba mahareng ba sebedisang ditlwaelo tsa ketso ya meralo e menyane (micro-strategising) ya diejensi le ketso ya moelelo ho bopa diphetho tsa meralo nakong ya le kamora ho kenngwa tshebetsong ha phetolo ya moralo kahare ho sebopeho se dumellang le/kapa se thibelang sa setjhaba. Mofuputsi o hlahlobile mohopolo ona ka leihlo la thiori ya moralo-jwalokaketso le ketso ya moelelo. Sebopeho sa dipatlisiso tsa phuputso ya boleng se nang le saense ya setjhaba le paterone ya kgaho ya setjhaba se hapile mokgatlo wa setjhaba wa sebele o phetsweng wa baokamedi ba mahareng ba tsamaiso nako e telele letshwaong la thuto la phaello ho mofani wa thuto e hodimo ya poraefete (PHE). Katamelo ya manollo ya pokello e amanang le thuto e ikgethang e kopantse tokiso ya tokomane ka letsoho le ka elektoniki ho manolla pokello e bokelletsweng ka sebopeho sa dipatlisiso se qalang sa melaetsa ya mongolo le di-emaili nakong ya dikgwedi tse nne. Mongolo wa qaleho o tsamaiswang ke pokello o ile wa hlahiswa ka elektoniki le mongolo o latelang dikarolo tse itseng tsa molao o akaretsang ho araba dipotso tsa dipatlisiso. Thuto e phethela ka hore baokamedi ba bohareng ba tsamaiso ba sebedisa ditlwaelo tsa mekgwa e boemong bo tlase ba ketsahalo ya moelelo boiphihlelong ka ho kgutlela morao le ho nahanela pele ka kellelo le maikutlo le ho sebetsa ho kgonehang ha mokgatlo, kapa ho fana ka moelelo boiphihlelong ho kopantsweng ho batlisisang maemo a rarahaneng le a hananang a moetlo wa mokgatlo a nolofatsang le a thibelang ka bobedi. Monehelo o eketsehileng wa thuto ya morao-rao o bua ka ditlwaelo tse keneletseng dipakeng tsa maemo a mabedi a fapaneng a mokgatlo le a motho ka mong a tolokuweng ka ho hanyetsana ho latela matshwao a ka tolokehang ka ditsela tse fapaneng tseo maemo ana a mabedi a ka sehloohong a di bontshang. Ho emelana hona ho kenellanang ho dipakeng tsa maemo a mabedi a mokgatlo le motho ka bo mong ho theha mokgatlo wa kgokahano oo ho ona dikgwele tsa motho ka bo mong le kgato ya mokgatlo di bang thata ho hulwa le ho reha ka tsela e hlakileng kantle le ho senya lesela leo e leng mokgatlo. Menehelo ena e netefatsa selotho se neng se batla ho utlwisisa le/kapa ho tsosolosa tekanyo ya motho kahare ho maemo a setso sa setjhaba sa mokgatlo ho fumana tshireletso ya mokgatlo le boikgutso kamora ho fetoha ha mokgatlo. Diphumano tsa thuto ena ya morao-rao ha di akareletswe ho matshwao a mang a thuto a supileng a mofani wa PHE / Lolu cwaningo lucubungula udaba lokuthi izimenenja ezisezikhundleni ezimaphakathi zizisebenzisa kanjani izinkambiso zazo zokwenza amaqhinga namasu emazingeni aphansi okusebenzisa ikhono lazo lokuzikhethela nokuthatha izinyathelo ngokuzimela (agency) nokwenza kuzwakale futhi kuqondakale lokho ezikwenzayo nezikushoyo (sense-making) ngenhloso yokubumba imiphumela enobuqhinga ngaphambi kokuba kuqaliswe uguquko olunobuqhinga futhi nangenkathi sekuqaliswa uguquko olunjalo olwenzeka ngaphakathi ohlakeni lwesakhiwo senhlalo esivumelayo kanye/noma esivimbelayo. Umcwaningi wakuhlaziya futhi wakuhlolisisa lokhu esebenzisa indlela yokubheka izinto ngokwethiyori yokusebenzisa iqhingasu njengenkambiso (strategyas- practice perspective) kanye nokwenza kuzwakale futhi kuqondakale lokho okwenziwayo nokushiwoyo. Idizayini yocwaningo lwesigameko olukhwalithethivu olugxile ekutheni izimenenja zibheke izinto njengoba zinjalo ngokweso lezigameko ezidlule kuzona izimenenja, ngokuqhubeka kwesikhathi, ekuxhumaneni nasekusebenzeni kwazo nabanye abantu esikhungweni semfundo ephakeme esithile esizimele esiqhuba umsebenzi wokuqeqesha ngenhloso yokungenisa imali nokwenza inzuzo, phecelezi umhlinzeki we-private higher education (PHE). Ucwaningo lwasebenzisa indlela yokuhlaziya idatha ngokucubungula nokuqopha amaphethini, okuyindlela eyadidiyela ukuhlelwa nokuhlungwa kwedatha ngesandla nangobuchwepheshe bekhompyutha ngenhloso yokuhlaziya idatha eqoqwe kusetshenziswa i-emergent research design yemiqhafazo (text messages) kanye namajenali ama-imeyili esikhathini esiyizinyanga ezine. Ukuze kuhlinzekwe ngezimpendulo emibuzweni yocwaningo kwahlanganiswa indlela yokuhlela nokuhlunga idatha esuselwa kuhlobo lwedatha eqoqiwe (inductive) kanye nendlela yokuhlunga ngokusebenzisa uhlelo olwenziwe ngaphambi kokuqoqwa kwedatha (deductive). Ucwaningo luphetha ngokukhipha umbono wokuthi izimenenja ezisezikhundleni ezimaphakathi zisebenzisa izinkambiso zazo zokuqhamuka namaqhinga namasu emazingeni aphansi okwenza izinto ziqondakale ngokusebenzisa ingqondo nemizwa mayelana nezigameko ezenzeke esikhathini esedlule, nalezo ezingahle zenzeke esikhathini esizayo kanye nokubonela kwikhono lomunye umuntu, njengoba linjalo, lokuthatha izinyathelo nokwenza izinto ngokuzimela noma ukwenza izinto ziqondakale, okuyingxenye yalokho, ngenhloso yokuchusha nokuthubeleza esimweni senhlalo-masiko esiyinkimbinkimbi futhi esiziphikisayo, esikwenza kokubili ukuvumela kanye nokuvimbela. Elinye futhi igalelo lalolu cwaningo lwamanje liphathelene nezinkambiso ezifakwe zagxila emazingeni amabili ahlukene ngokucacile phakathi kwenhlangano kanye nomuntu ngamunye, ahunyushwe ngokuphikisana okulandela izimpawu eziyindida futhi ezingaqondakali kahle eziboniswa yilawa mazinga amabili amakhulu. Ukuncikana nokuxhasana okuntekenteke phakathi kwalawa mazinga, okuyinhlangano kanye nomuntu ngamunye, kwakha uhlaka oluxhumene lapho kunzima ukutomula nokugagula ngokucacile izingxenye ezakhe izenzo nezinyathelo zenhlangano ezingxenyeni ezakhe izenzo zomuntu ngamunye, ngaphandle kokuqaqa nokuhlukanisa ingxenye ngayinye eyakhe inhlangano ebumbene. Lawa magalelo ocwaningo aqininisekisa futhi asekele indida-mqondo (intellectual puzzle) ebihlose ukuqonda kanye/noma ukubuyisa ukuzimelela komuntu ngamunye esimweni senhlalo-masiko yenhlangano ukuze kuzuzwe ukuvikeleka kwenhlangano nozinzo-kulingana (equilibrium) emva koguquko olwenzekile enhlanganweni. Imiphumelangqangi etholakale kulolu cwaningo lwamanje ayinakuthathwa njengemiphumela engaphinde isetshenziswe futhi iqondaniswe nezimo ezitholakala kwezinye izikhungo eziyisikhombisa zomhlinzeki we-PHE. / Business Management / M. Com. (Business Management)

The researcher undertook exploratory research to see whether characteristics of visionary organizations, as discovered in research undertaken by Collins and Porras (2000), are present and applicable to non-profit organizations in Gauteng, South Africa. The characteristics are: - a core ideology (core purpose and core values) - big hairy audacious goals - a cult-like culture - purposeful evolution and continuous self improvement - management continuity - alignment. A schedule was used to interview directors of ten non-profit organizations. Some staff in each organization were given a questionnaire to see whether their answers correlated with the director responses. The research indicated that most characteristics are present, to some degree, in the non-profit organizations. These characteristics could however be explored more thoroughly in further research. The research includes recommendations for management of non-profit organizations to implement, to become visionary organizations. / Social work / M.A. (Social Work)