A research report submitted to the Faculty of Engineering and the Built Environment, University of the Witwatersrand, Johannesburg, in partial fulfilment of the requirements for the degree of Master of Science in Engineering April 2017 / The construction industry in South Africa has an array of challenges. These challenges make it difficult for emerging contractors to establish and maintain successful companies. The purpose of this report is to establish why there are so few successful emerging contractors in the construction industry. In this study, the success of an emerging contracting company was judged by the survival of that company for a minimum period of five years and an improvement in the company’s CIDB grade by at least three levels during its existence. Structured interviews were conducted with a sample of 10 successful emerging contractors in Gauteng. The study found that technical capacity is one of the components of successful emerging contracting companies. It also found that technical capacity, inconsistent work opportunities and financial constraints are challenges that affect contractors when trying to increase their CIDB grade. The successful emerging contractors in the study utilised various strategies to overcome challenges in the industry, however, these strategies were flexible for changing circumstances and new opportunities. / MT 2017

This research's objective is to find out and analyze the factors that affect level of trust and commitment in supply chain management in Tops Supermarket, Bangkok.

Thesis (MBA)--University of Stellenbosch, 2010. / The world is constantly changing, creating a new environment and challenging businesses, societies and countries with unpredictable and volatile economic currents on a global scale. The new economy is the big second wave of change that will stay with us for the next century. People and organisations that want to participate in the new economy have to adapt to the new rules of the game or become extinct. Speed, agility, reliability, knowledge and networking globally are some of the skills necessary to survive, in this changed world. Values and strategy execution are critical elements in the quest to become a high-performing organisation in the new economy. Strategy in organisations is the creation of a unique and valuable position, involving a different set of activities. Whilst a brilliant strategy can put you on the map, only a solid execution process will keep you on the map and competitive. Most organisations set the vision and strategy, but do not set the operational requirements executing the strategic objectives. The new economy represents a historic shift in values, a new paradigm from which people in organisations cannot separate themselves if they want to stay relevant in the new economy. Transforming organisational values from the old economy to the new economy is a challenge – primarily a leadership challenge. Absa (Amalgamated Banks of South Africa), a leading financial services organisation in South Africa and part of the global financial service group, Barclays, offers life insurance to its customers, through its subsidiary Absa Life. Absa Life is the target audience for this research study. In the group, Absa Life contributes almost six per cent to the total earnings of the Absa Group. The organisation embarked on a strategy, in 2008 to become a top-five life insurer in South Africa by 2012. ‘Big hairy audacious goals’ (BHAG’s) were set and the 230 members of the Absa Life team at the time bought into the vision and strategy. For Absa Life to reach the stretched goals the leadership team has to take note of important elements of a high-performance organisation. This research study assesses the current value profile of Absa Life, the organisation. The researcher utilises an instrument, the Beehive questionnaire, developed by the Village Leadership Consulting for the value profile assessment. A valid sample, including all job levels and divisions in Absa Life formed the target audience for this questionnaire. The questionnaire (electronic survey format) benchmarks the Absa Life value profile against the old and new economy value profiles. The researcher uses the results of the Beehive questionnaire and the Evolution to Excellence framework, to highlight the organisational and leadership challenges and recommend best practices for Absa Life leadership team. The Absa Life leadership team will determine their readiness, embracing these challenges and will be the team that is responsible for the survival of Absa Life in the 21st century or not.

Thesis (PhD)--Stellenbosch University, 2012. / ENGLISH ABSTRACT: The study addresses the question of whether there is a need for an expanded conceptual scanning framework that could benefit present-day business organisations. It addresses this question through the conceptualisation of such a framework, based on findings from the literature review executed during the secondary research phase of the study. Through the primary research phase, an attempt is made to reach conclusions pertaining to the research question. The extent to which businesses perform scanning and related activities as per the findings of the literature review is investigated by means of a Likert scale questionnaire presented to a sample of respondents. The study acknowledges that the imperative of environmental scanning for business organisations also holds true for non-business organisations, but focuses on business organisations that specifically drive sustainable competitiveness and increased business success. The study involves the conceptualisation of an expanded scanning framework through combining aspects and components of the ontological and epistemological dimensions prevalent in scanning and its derived activities. These derived activities include information gathering, scenario planning and strategy selection, and their impact on business performance. Furthermore, the conceptualisation of an expanded framework involves the application of a systems thinking approach in executing business environmental scanning. The inclusion of the ontological and epistemological dimensions are proposed as part of the a-priori design of an expanded conceptual scanning framework, offering the opportunity to present-day scanners to deal with matters of environmental dynamism more effectively through increased levels of understanding of the environment. The study aims to move beyond the empiricist mode of scanning and merely levels of knowledge that scanners have about the environment, to how they should approach, view, understand and manage it. The study expands on current conceptual scanning frameworks, methodologies and approaches applied by business organisations when scanning the business environment. It proposes an expanded conceptual scanning framework, which could increase the depth and width of current conceptual scanning frameworks. The aim is to provide a tool with which business organisations can increase the compound whole of information gleaned from the environment, and its integrity. The expanded framework includes a conceptualisation of the construct content of an emerging newness between two or more systems in the scanned environment. It is based on the analysis of the inter-relatedness, inter-dependence and relation between the co-contributing systems of the emerging newness and the interplay of the co-contributing systems’ aspects, characteristics, dimensions and qualities. This conceptualised inclusion of emergent newness is based on the methodological analysis of system complexities through the application of a systems thinking approach to create the expanded conceptual scanning framework. Strategy, as the juncture between environmental scanning and an organisation’s capacity, has an environment-strategy interface and an organisation-strategy interface. The proposed expanded conceptual scanning framework incorporates both the ontological environment-strategy interface and the epistemological organisation-strategy interface, which concerns a particular worldview. This worldview underpins their approach when business organisations scan the environment. The expanded conceptual scanning framework aims to enhance the understanding of environmental complexity in order to enhance the management thereof. In this regard, it deviates from the notion that enhanced management of the environment would depend on a more accurate prediction of future environmental changes. Rather, it highlights the notion of increasing the understanding of the environment, in order to manage the opportunities and threats embedded in the environment and its future dynamism better. / AFRIKAANSE OPSOMMING: Die studie ondersoek die vraag of daar ‘n behoefte is aan ‘n breër konseptuele skanderingsraamwerk wat hedendaagse besigheidsorganisasies kan bevoordeel. Dit hanteer hierdie vraag deur middel van die konseptualisasie van so ‘n raamwerk, gegrond op die bevindings van die literatuuroorsig wat gedurende die sekondêre navorsingsfase van die studie uitgevoer is. Gedurende die primêre navorsingsfase word gepoog om gevolgtrekkings rakende die navorsingsvraag te maak. Die mate waarin besighede skandering en verwante bedrywighede onderneem, volgens die bevindings uit die literatuuroorsig, word ondersoek by wyse van ‘n Likert-skaal-vraelys wat aan ‘n steekproef van respondente voorgelê is. Die studie aanvaar dat die imperatief van omgewingskandering by besigheidsorganisasies ook vir nie-besigheidsorganisasies belangrik is, maar is spesifiek toegespits op besigheidsorganisasies wat handhaafbare mededingendheid en verhoogde besigheidsukses as dryfkragte het. Die studie behels die konseptualisasie van ‘n verbreede konseptuele skanderingsraamwerk deur die saamvoeging van aspekte en komponente van die ontologiese en epistemologiese dimensies wat by skandering en die daaruit voortvloeiende bedrywighede belangrik is. Hierdie voortspruitende bedrywighede sluit in inligtingsversameling, scenario-beplanning en strategieseleksie; en die impak daarvan op besigheidsprestasie. Verder behels die konseptualisasie van ‘n verbreede konseptuele skanderingsraamwerk dat ‘n stelselsdenke-benadering by die skandering van die besigheidsomgewing toegepas word. Die insluiting van die ontologiese en epistemologiese dimensies word voorgestel as deel van ‘n a-priori-ontwerp van ‘n verbreede konseptuele skanderingsraamwerk, wat die geleentheid bied aan hedendaagse skandeerders om meer doeltreffend te werk met aangeleenthede van omgewingsdinamika deur middel van hoër vlakke van insig in die omgewing. Die studie poog om wyer as slegs die empiriese skanderingsmodus en kennisvlakke, gegrond op wat skandeerders van die omgewing weet, te beweeg, na die wyse waarop hulle dit behoort te benader, te aanskou, te verstaan en te bestuur. Die studie verbreed huidige konseptuele skanderingsraamwerke – metodologieë en benaderings – soos toegepas deur besigheidsorganisasies in hul skandering van die besigheidsomgewing. ‘n Verbreede konseptuele skanderingsraamwerk word voorgestel, wat die diepte en breedte van huidige konseptuele skanderingsraamwerke sou kon verhoog. Sodoende is hierdie studie gerig op die bydrae tot ‘n werktuig waarmee besigheidsorganisasies die saamgestelde geheel van inligting wat uit die omgewing verkry is, en die integriteit daarvan, kan verhoog. Die verbreede konseptuele skanderingsraamwerk sluit in ‘n konseptualisasie van die konstruk-inhoud van ‘n ontluikende nuutheid tussen twee of meer stelsels in die geskandeerde omgewing. Dit is gebaseer op ‘n ontleding van die interverwantheid, interafhanklikheid en verwantskap tussen die mee-bydraende stelsels van hierdie ontluikende nuutheid en die tussenspel van die stelsels se aspekte, kenmerke, dimensies en eienskappe. Hierdie gekonseptualiseerde invoeging van ‘n ontluikende nuutheid is gegrond op die metodologiese ontleding van stelselkompleksiteite deur middel van die gebruik van stelselsdenke by die toepassing van die verbreede konseptuele skanderingsraamwerk. Strategie, as die kruispunt waar omgewingskandering en ‘n organisasie se kapasiteit ontmoet, het ‘n omgewing-strategie-koppelvlak en ‘n organisasie-strategie-koppelvlak. Die voorgestelde verbreede konseptuele skanderingsraamwerk behels beide die ontologiese omgewing-strategie-koppelvlak en die epistemologiese organisasie-strategie-koppelvlak, soos dit ‘n spesifieke wêreldbeskouing mag raak. Dit onderskraag die benadering waarmee besigheidsorganisasies die omgewing skandeer. Die verbreede konseptuele skanderingsraamwerk is gerig op die verstewiging van die begrip van omgewingskompleksiteit met die doel om die bestuur daarvan te verbeter. In hierdie sin verskil dit van die siening dat die verbeterde bestuur van die omgewing afhanklik is van ‘n meer akkurate voorspelling van toekomstige omgewingsveranderings. Dit plaas die kollig op die siening dat ‘n verhoogde begrip van die omgewing dit makliker maak om die geleenthede en bedreigings wat deel is van die omgewing, en die toekomstige dinamika daarvan, beter te bestuur.

Thesis (MBA (Business Management))--University of Stellenbosch, 2004. / ENGLISH ABSTRACT: The purpose of this study project is to investigate how organisations operating in the European Union (EU) can sustain a competitive advantage amidst the changing European business environment. Due to stiff global competition, organisations are searching for new markets to gain access to lower cost or higher quality inputs and pre-empt competitors that may seek similar advantages. No global competitor can afford not to operate in the EU. The EU is the largest trade bloc in the world with 463,7 million inhabitants as opposed to 282 million inhabitants in the United States of America (USA). The strategic management model described by Thompson and Strickland is adapted and used as a framework for the analysis of the external European business environment. A PESTE analysis reveals that European integration has resulted in momentous political, economic, societal, technological and environmental developments. These have in turn dramatically altered the competitive dynamics on the external European environment. In a competitive analysis of the impact of the major driving forces on Porter's Five Forces the profit making attractiveness of the European environment will be identified. Generic key success factors are identified from the PESTE analysis, driving forces and Porter's Five Forces. Operational effectiveness, the ability to innovate and the European management skill in the management of diversity will provide a sustainable competitive advantage in the European environment. The management of international diversity is an essential element of the European management model. The ability of the European manager in the successful management of a diverse range of consumers, business environments, communications and behavioural styles across different states, is considered Europe's strong suit. A sustainable competitive advantage for organisations in the complex European environment lies in the ability to integrate the inherent diversity. Firstly, the ability to integrate diversity inherent in the fragmented operating structures throughout the various countries will maximize the key success factor of operational effectiveness. Secondly, the ability to integrate the workforce diversity by capturing the inherent value of diverse pockets of knowledge and experiences will achieve synergies. It will also improve the ability to innovate. The latter is the second generic key success factor. The standardized USA approach in managing of international diversity appears to be detrimental to the USA MNCs' competitiveness in developing countries with consumer bases of millions of people. They will have to develop a new mindset and adopt new business models to achieve global competitiveness. It would further appear that the lack of experience in management of international diversity in USA organisations has minimized the ability to innovate. Multinational organisations in the USA are therefore starting to outsource components of their innovative value chain to tap ideas from external sources. European organisations exercise a global strategy approach that reflects the aspirations of a global approach, while the necessity for local adaptations of business activities is at the same time acknowledged. A literature review clearly indicates that the experience of EU organisations in international markets creates a competitive advantage. European integration opens up unexploited opportunities for EU organisations to streamline value chain efficiencies and increase operational effectiveness. The practical research project performed at the Henkel Group in Dusseldorf, Germany, has revealed a strategic fit of the Henkel Group with the changing external environment. Recommendations have been made to align the fragmented Henkel Travel Management processes with the strategic Henkel goal. Increasing operational efficiencies in line with best practices shall contribute significantly to improved operating margins. USA organisations have on average already achieved optimal levels of efficiencies through their global approach in streamlining their value chain activities. They are now focused on increasing innovation to sustain their growth. Organisations in Europe should invest in improving their innovation ability. This major opportunity to obtain a competitive advantage is highly unexploited. Market leadership can be achieved when managers stimulate innovation by accessing diverse pockets of workforce knowledge from different cultural contexts within the EU. / AFRIKAANSE OPSOMMING: Die doel van hierdie werkstuk is om ondersoek in te stel op welke wyse organisasies wat in die Europese Unie opereer 'n kompeterende voordeel kan behou te midde van die veranderende Europese besigheidomgewing. Weens stewige globale kompetisie soek organisasies na nuwe markte vir toegang tot laer koste of hoër kwaliteit insette en die voorspring van kompetisie wat soortgelyke voordele inhou. Geen globale mededinger kan bekostig om nie in die Europese Unie te kompeteer nie. Die Europese Unie is die grootste handelsblok ter wêreld met 463,7 miljoen inwoners teenoor 282 miljoen inwoners in die Verenigde State van Amerika (VSA). Die strategiese bestuursmodel soos beskryf deur Thompson en Strickland is gewysig om as 'n raamwerk vir die analisering van die eksteme Europese besigheidsomgewing te dien. 'n PESTE analise openbaar dat Europese integrasie drastiese politieke, ekonomiese, sosiale, tegnologiese en omgewingsveranderinge teweegbring. Dit het op sy beurt weer gelei tot n dramatiese impak op die kompeterende faktore in die eksteme Europese omgewing. In 'n mededingingsontleding van die impak van die belangrikste dryfkragte op Porter se Vyf Kragte sal die winsgewindheid van die Europese omgewing ook hieruit aangedui word. Generiese sleutelsuksesfaktore word afgelei uit die PESTE analise, dryfkragte en Porter se Vyf Kragte. Operasionele doeltreffendheid, die vermoë om te innoveer en die Europese vaardigheid in die bestuur van internasionale diversiteit sal 'n volgehoue mededingingsvoordeel in die Europese omgewing verseker. Die bestuur van internasionale diversiteit is 'n kern element van die Europese bestuursmodel. Die vermoë van die Europese bestuurder om 'n diverse groep van verbruikers, besigheidsomgewings, kommunikasie en gedragstyle oor verskillende lande heen suksesvol te hanteer, word beskou as Europa se sterkpunt. Die volgehoue kompeterende voordeel van organisasies in die komplekse Europese omgewing is opgesluit in die vermoë om diversiteit inherent daarin te kan integreer. Eerstens sal die vermoë om die diversiteit inherent in die gefragmenteerde operasionele strukture regoor die verskillende lande heen te integreer, lei lot optimisering van operasionele doeltreffendheid as 'n generiese sleutelsuksesfaktor. Tweedens sal die vermoë om die diversiteit van die werkers te integreer deur die inherente waarde van diverse kennis en ondervindinge vas te vang, sinergiee bewerkstellig. Dit sal ook die vermoë om te innoveer bevorder. Laasgenoemde is die tweede sleutelsuksesfaktor. Hul standaard benadering in die hantering van internasionale diversiteit blyk nadelig te wees vir die VSA se multinasionale organisasies wat in ontwikkelende lande meeding om verbruikersmarkte van miljoene. 'n Paradigmaskuif word benodig om 'n wêreldwye mededingingsvoordeel te bereik. Dit blyk voorts dat die gebrek aan ondervinding in die hantering van internasionale diversiteit ook die innoverende vermoë benadeel het. Multinasionale organisasies in die VSA het begin om komponente van die innoverende waardeketting uit te kontrakteer om innovasie van eksterne bronne af te verkry. Europese multinasionale organisasies pas 'n globale benadering toe wat die aspirasies van 'n globale strategie kombineer met die aanpassing van besigheidsaktiwiteite uniek tot die plaaslike omstandighede. 'n Literatuurstudie wys duidelik uit dat die ondervinding van Europese Unie organisasies in internasonale markte tot 'n mededingingsvoordeel lei. Europese integrasie skep geleenthede vir organisasles in die Europese Unie om waardekettings regoor Europa te kannoniseer en om operasionele doeltreffendheid te veseker. Die praktiese navorsingsprojek wat by die Henkel Groep in Dusseldorf, Duitsland afgelê is, het 'n strategiese passing met die eksterne omgewing aangetoon. Aanbevelings is gemaak om die gefragmenteerde prosesse van Henkel Travel Management met die strategiese doelwit van die Henkel Groep te vereenselwig. Verbetering van operasionele doeltreffendheid ooreenkomstig beste standaarde sal bedryfswins aansienlik verbeter. Organisasies in die VSA het gemiddeld reeds optimale doeltreffendheid bereik deur die globale benadering in die rasionalisering van waardeketting aktiwiteite. Hulle fokus nou op die verbetering van innovasie om groei te verseker. Organisasies in Europa behoort te investeer in die verbetering van hul innoverende bevoegdheid. Hierdie kritiese geleentheid om 'n mededingingsvoordeel te verkry is hoogs onbenut. Markleierskap kan verkry word deur stimulasie van innovering met die inkorporering van diverse kundigheid uit die verskillende kulturele agtergronde van werknemers in die Europese omgewing.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: This research report consists of an analysis of the impact of talent or human capital in ensuring business success and giving organisations a competitive advantage. It examines the literature, particularly recent literature and evaluates the most current thinking and practices in the area of talent management. Talent management is analysed from four perspectives, namely conventional aspects of talent management including sourcing and succession planning; leadership; and the development of talent and organisational culture. All four aspects need to be examined if we are to develop a holistic understanding of the field of talent management. Organisations that can implement advanced organisational practices in these four areas are reaping the rewards from a business profitability perspective. The report also includes the examination of a ground-breaking survey on the importance of talent for competitive advantage to companies in the late 1990s. This survey would later lead to the well-known concept of the 'war for talent'. The pertinent issue of succession planning is also covered because it is acknowledged that a failure to adequately plan for future talent requirements is the equivalent of leaving an organisation open to an enormous risk. There are clear findings that the most successful succession planning programmes are based on developing internal candidates. The latest research thinking and insights on how to manage the most productive employees or rather high-fliers in a company are also explored. There is a clear understanding that people make a definitive contribution to business success and the most talented individuals, who have the potential to contribute extensively, must not only be understood but should also be appropriately led. The availability of quality leadership is a key challenge facing organisations presently and into the future. The critical importance of leadership in modern organisations cannot be overstated. No talent management strategy is complete without paying special attention to the leadership talent within an organisation. This report therefore deals with new areas from which to source leaders in the context of a global shortage of leadership skills. It also looks at the creation of leadership brands and the benefits to a company of establishing a leadership brand. Particular attention is paid to the issue of succession planning and the leader's responsibility in this arena. The thorny and perpetual dearth and consequences of inadequate representation of women in the leadership ranks are also explored. The report also explores concepts around the development of talent. It is not sufficient for organisations to hire the best talent. Skills need to be kept sharp and relevant for companies to have sustainable success. An under-investment in the development of talent has enormous consequences for the future of an organisation. Toyota, one of the most successful companies in the world, is also analysed to evaluate the techniques that they use to create a culture of continuous learning which leads to a virtuous cycle of continuous improvement. Google is explored as a case study of the success that can be achieved when an entire organisation is designed around the concept of development and learning. The often-misunderstood and under-valued (by business leaders anyway) yet highly relevant topic of managing the organisational culture is also analysed. One critical aspect about building a winning culture is whether businesses have a culture that supports the ongoing changes facing the modern enterprise. Modern businesses need to be able to adapt faster and better to new challenges. A culture that manages change well is therefore a prerequisite to success. The most successful organisations in the world have demonstrated that there is a link between the culture that is followed by their employees and business success. We therefore examine and discuss the key components of a high performance culture. A number of case studies from businesses that have built impressive organisational cultures are also discussed. / AFRIKAANSE OPSOMMING: Hierdie navorsingsverslag bestaan uit 'n ontleding van die impak van talent of menslike kapitaal om sakesukses te verseker en organisasies 'n mededingende voordeel te gee. Dit ondersoek die literatuur, in besonder onlangse literatuur, en evalueer die jongste gedagterigtings en praktyk op die gebied van talentbestuur. Talentbestuur word uit vier perspektiewe ontleed, naamlik konvensionele aspekte van talentbestuur met insluiting van verkryging en opvolgbeplanning; leierskap; die ontwikkeling van talent en organisasiekultuur. Al vier aspekte moet ondersoek word as ons 'n holistiese begrip wil ontwikkel van die veld van talentbestuur. Organisasies wat gevorderde organisasiepraktyke op hierdie vier gebiede kan implementeer, pluk die vrugte uit die oogpunt van winsgewendheid vir hulle besigheid. Die verslag omvat ook die ontleding van 'n vernuwende oorsig oor die belangrikheid van talent vir 'n mededingende voordeel vir maatskappye in die laat 1990's. Hierdie oorsig sou later lei tot die welbekende konsep van die 'oorlog vir talent'. Die pertinente vraagstuk van opvolgbeplanning word ook gedek omdat daar aanvaar word dat 'n gebrek aan voldoende beplanning vir toekomstige talentvereistes dieselfde is as om 'n organisasie bloot te stel aan enorme risiko. Daar is duidelike bevindings dat die suksesvolste opvolgbeplanningsprogramme gebaseer is op die ontwikkeling van interne kandidate. Die nuutste navorsingsmenings en -insigte oor die bestuur van die produktiefste werknemers oftewel hoogvlieers in 'n maatskappy word ook ondersoek. Daar word duidelik begryp dat mense 'n bepalende bydrae maak tot sakesukses en dat die talentvolste individue, wat die potensiaal het om omvattende bydraes te maak, nie net met begrip behandel moet word nie maar ook toepaslike leiding moet ontvang. Die beskikbaarheid van goeie gehalte leierskap is 'n sleuteluitdaging waarvoor organisasies tans en in die toekoms te staan gaan kom. Die kritieke belangrikheid van leierskap in moderne organisasies kan nie oorbeklemtoon word nie. Geen talentbestuurstrategie is volledig sonder dat spesiale aandag gegee word aan die leierskapstalent binne 'n organisasie nie. Hierdie verslag behandel dus nuwe areas vir die verkryging van leiers in die konteks van 'n wereldwye tekort aan leierskapsvaardighede. Dit kyk ook na die skepping van leierskapshandelsmerke en die voordele wat die daarstelling van 'n leierskapshandelsmerk vir 'n maatskappy inhou. Daar word veral aandag gegee aan die kwessie van opvolgbeplanning en die leier se verantwoordelikheid in hierdie arena. Die moeilike en voortdurende tekort aan vroue in leierskapsgeledere en die gevolge van hierdie ontoereikende verteenwoordiging word ook ondersoek. Die verslag ondersoek ook begrippe rondom die ontwikkeling van talent. Dit is nie voldoende vir organisasies om die beste talent aan te stel nie. Vaardighede moet opgeskerp word en toepaslik bly vir maatskappye om volhoubare sukses te behaal. 'n Onderbelegging in die ontwikkeling van talent het enorme gevolge vir die toekoms van 'n organisasie. Toyota, een van die suksesvolste maatskappye ter wereld, word ook ontleed om die tegnieke te evalueer wat hulle gebruik om 'n kultuur van volgehoue leer te skep, wat lei tot 'n voortreflike siklus van deurlopende verbetering. Google word ondersoek as 'n gevalstudie van die sukses wat behaal kan word wanneer 'n totale organisasie ontwerp word rondom die konsep van ontwikkeling en leer. Die hoogs relevante onderwerp van die bestuur van organisasiekultuur word ook ontleed. Dit word dikwels misverstaan en onderwaardeer - deur sakeleiers in elk geval. Een kritieke aspek van die opbou van 'n wenkultuur is of besighede 'n kultuur het wat ondersteuning bied aan die voortgesette veranderinge waarvoor die moderne onderneming te staan kom. Moderne besighede moet vinniger en beter by nuwe uitdagings kan aanpas. 'n Kultuur wat verandering goed bestuur, is dus 'n voorwaarde vir sukses. Die suksesvolste organisasies in die wereld het aangetoon dat daar 'n skakel is tussen die kultuur wat deur hulle werknemers gevolg word en sakesukses. Ons ondersoek en bespreek dus die sleutelkomponente van 'n hoeprestasiekultuur. 'n Aantal gevalstudies van besighede wat indrukwekkende organisasiekulture opgebou het, word ook bespreek.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: The mass production economy of the major part of the twentieth century has undergone a fundamental change to a global, knowledge-based and entrepreneurial-driven economy, where products and services are now fuelled by innovation, technology and knowledge. Over the last few decades, globalisation has transformed the commercial and political world, and globalisation itself is now entering a more complex phase. Centers of economic activities have shifted profoundly, not only globally, but also regionally. Along with this shift, new rules have been established. Faced with the challenges of the new economy, organisations are forced to adapt to the changes with which they are confronted as customers, markets, societies, employees, competition and technology are all impacted. The new economy requires a different type of leader. Achieving high performance in an increasingly interdependent world will become a challenge facing organisations in both developed and emerging economies. The degree of connectivity between economies, business and individuals worldwide is probably the most important element of the new economy. Highly improbable, but also highly consequential types of events will become more frequent as turbulence increases. Implausible events become possible. Leaders with the ability to anticipate the probability of such occurrences will be the ones who will reap benefits by applying the dynamics pertaining to the new economy. Interest in leadership and the theories thereof gained momentum during the twentieth century. Even though many leadership theories developed over the last decades, the core of these theories changed little. However, the new economy brings new challenges and leaders must also adapt to the changing environment. Without effective leaders companies cannot succeed. It is therefore imperative that leaders understand the qualities of the environment as well as the attributes they need to be successful. Leaders who have the foresight to take advantage of the opportunities which the new economy offers them and who have mastered the ability to react with agility to these opportunities will have the competitive advantage needed for the future. / AFRIKAANSE OPSOMMING: Die massa produksie ekonomie van die groter deel van die twintigste eeu het ‘n fundamentele verandering ondergaan na ‘n globale, kennis gebaseerde en entrepreneur gedrewe ekonomie, waar produkte en dienste nou deur innovasie, tegnologie en kennis aangevuur word. Globalisering het die kommersiële en politiese wêreld gedurende die laaste paar dekades getransformeer en globalisering is self besig om ’n meer komplekse fase binne te tree. Sentra van ekonomiese aktiwiteit het drasties geskuif, beide globaal en streeksgewys. Tesame met hierdie skuif het nuwe reëls ontstaan. Organisasies word gekonfronteer met die uitdagings van die nuwe ekonomie en is geforseer om aan te pas by die uitdagings wat voor hul lê, aangesien kliënte, markte, gemeenskappe, werknemers, kompetisie en tegnologie almal geïmpakteer word. Die nuwe ekonomie vereis ‘n nuwe tipe leier. Om hoë prestasie in ’n toenemend interafhanklike wêreld te bereik is ’n uitdaging wat organisasies in beide die ontwikkelde en ontwikkelende lande in die gesig staar. Die hoë vlak van skakeling tussen ekonomieë, besighede en individue wêreldwyd is waarskynlik die belangrikste element van die nuwe ekonomie. Soos wat turbulensie toeneem, sal hoogs onwaarskynlike, maar ook hoogs konsekwensiële tipes gebeurtenisse ook meer dikwels voorkom. Onverstaanbare gebeurtenisse het moontlik geword. Leiers met die vermoë om die waarskynlikheid van sulke gebeurtenisse te voorspel sal diegene wees wat die vrugte van die nuwe ekonomie sal pluk deur die regte dinamika toe te pas. Belangstelling in leierskap en leierskap teorieë het momentum bygekry gedurende die twintigste eeu. Alhoewel baie leierskap teorieë ontwikkel het gedurende die laaste paar dekades, het die kern daarvan weinig verander. Die leierskap model van die nuwe ekonomie verskil egter heelwat van die huidige. Maatskappye kan nie oorleef sonder effektiewe leiers nie. Om daardie rede is dit noodsaaklik dat leiers die eienskappe van die omgewing verstaan, sowel as die eienskappe wat hulle nodig het om suksesvol te wees. Leiers met die nodige insig om voordeel te trek uit die geleenthede wat die nuwe ekonomie aan hulle bied, en wie die vermoë bemeester het om met gereedheid te reageer op hierdie geleenthede, sal die kompeterende voordeel in die toekoms hê.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: To compete in today’s ”new” economy, Centocor R&D SCH has to attain and maintain a competitive advantage within the global Pharma/biotech industry. With their drive to become a centre of excellence in the fields of fill-finish of biologics and particle characterization, it is important that an analysis of the status quo be done, and that efficient systems and structures are implemented to achieve world class performance. In this project, the approach to business excellence is discussed. Business excellence is more than a simple accumulation of a range of best practices. It can only be achieved by implementing a structured approach towards business performance. This begins with an internal self-assessment; as well as an assessment of the customer/partner needs: these of which are incorporated into the organization’s policies and strategies. Their perceptions are evaluated since these “quality chains” are what ultimately drive a business. The organization must align its culture, processes, inputs, and capabilities with the vision, goals and strategy; and promote and display a mind-set for innovation, and continuous improvement. In this way, the desired business results may be achieved. This is all driven by leadership; and a quality and performance culture; and provides an opportunity to view the organization holistically. The developed model for Centocor R&D SCH is a framework for measuring their business excellence towards achieving performance excellence, and from there a well-paved route for developing the centre of excellence. It is developed on the basis of the European Foundation for Quality Management Model as well as that of the global J&J Process Excellence Competitive Assessment Model; and is supported by the criteria that support those. Strengths are identified, and areas of improvement are viewed as opportunities where the teams can improve on to ensure leadership and excellence in those arenas. / AFRIKAANSE OPSOMMING: Om in vandag se “nuwe” ekonomie mededinge te kan wees, moet Centocor R&D SCH ‘n mededingende voordeel in die globale farmakologiese/biotegnologie industrieë bereik en handhaaf. Met die dryfveer om ‘n sentrum van uitnemendheid in die velde van lyofilisasie and partikel karakterisasie te word, is dit belangrik dat ‘n ontleding oor die status quo gedoen word, en dat doeltreffende stelsels en strukture geïmplementeer word om wereldklas prestasies te behaal. In hierdie projek word die benadering om tot sake-uitnemendheid te vorder, bespreek. Sake-uitnemendheid is meer as net ‘n eenvoudige akkumulaise van ‘n reeks beste praktyke. Dit kan slegs bereik word deur die implementering van ‘n gestruktureerde benadering tot sake resultate. Hierdie proses begin met ‘n interne self-ondersoek, asook ‘n beoordeling van die behoeftes van kliënte en vennote: dit wat in die organisasie se se beleide en strategieë geïnkorporeer is. Hulle persepsies word ge-evalueer want dit is juis hierdie waardekettings wat uiteindelik die sake-onderneming voortstu. Die organisasie moet sy kultuur, prosesse, insette en vermoeëns met die visie, doelwitte en strategie belyn; en ‘n ingesteldheid op innovasie en deurlopende verbetering toon en uitbou. Op so ‘n manier kan die gewensde sake resultate behaal word. Dit word alles beheers deur leierskap en ‘n kultuur van kwaliteit en prestasie, en skep die geleentheid om die organisasie holistoes te benader. Die model wat vir Centocor R&D SCH ontwikkel is, is ‘n raamwerk waarmee hulle hul sake-uitnemendheid kan meet, met die oog om uitmuntende prestasie te lewer, en om van daar af tot ‘n sentrum van uitnemendheid te ontwikkel. Die model is gebasser op die European Foundation for Quality Management Model asook die globale J&J Process Excellence Competitive Assessment Model, en word gedar deur die criteria van daardie modelle. Sterkpunte word geïdentifiseer, en areas vir ontwikkeling word gesien as geleenthede vir die spanne om te verbeter en na leierskap en uitnemendheid in daardie gebied te streef.

Thesis (MBA)--Stellenbosch University, 2012. / ENGLISH ABSTRACT: Entrepreneurship is important to the growth of economies across the world. The businesses surveyed in this report are affiliated to the Western Cape Business Opportunities Forum and were winners and finalists in the Businessperson of the Year Competition. The Western Cape Business Opportunities Forum (WECBOF) was created to facilitate business opportunities and exposure for black and coloured people in the Western Cape. The Cape Flats have played an important role in the economy of the Western Cape in part as a result of an abnormal internal migration over the last 50 years. This population movement was the result of coloured people being affected by specific policies passed by the government of the time, in particular the Group Areas Act (Republic of south Africa, 1950). Through an analysis of empirical data this research project endeavours to facilitate a better understanding of the way in which entrepreneurs operating in small and medium business enterprises affiliated to the Western Cape Business Opportunities Forum (WECBOF) achieved success or ended in failure. This analysis hopes to contribute to the body of knowledge relating to entrepreneurship development in South Africa and in particular within the Western Cape. This research project adopts a statistical analysis approach by means of a questionnaire to examine the issues that relate to the success factors of entrepreneurs affiliated to the Western Cape Business Opportunities Forum. The results are presented in tabular format.

Thesis (MBA)--Stellenbosch University, 2014. / Family businesses struggle to be sustainable over multiple generations. In fact, most family businesses do not survive past the second generation. With this study the goal of the researcher was to provide family businesses with a conceptual model which could assist them to become multi-generational financially sustainable. This goal was achieved by answering the main research question, namely: What are the critical elements that a family business should consider continuously in order to ensure multi-generational financial sustainability? Those critical elements that a family business should consider were firstly explored through a literature review process. From this literature review a preliminary conceptual model was developed. Secondly, seven family business experts, with a total of 176 years of family business experience among them, were selected in order to gain their perspectives on the critical elements that family businesses should consider to be sustainable over multiple generations. They were also requested to evaluate the preliminary conceptual model and were invited to make suggestions for the improvement thereof. This exercise provided the researcher with ample information in order to create a valid final conceptual model, which in this study is referred to as: The Family Business Success Map. During the final part of this research study, the Family Business Success Map was applied to an existing multi-generational family business in order to evaluate the processes which it followed during two situations of succession, and some recommendations were made. This study can contribute towards the field of family business management through the development of a conceptual model, the Family Business Success Map. This can be used by owners and advisors to help family businesses to implement those critical practices that successful multi-generational family businesses have followed. The study found that family businesses needed to become more structured and professional. It further found that there were five critical practices which successful family businesses followed in order to be sustainable over the long term. Those five critical practices were conceptualised in the Family Business Success Map. The basis for all five practices is good governance, transparent communication and an entrepreneurial orientation. The challenge for family businesses is to grow their businesses faster than their families. In order to accomplish this, family businesses need to invest continuously in the entrepreneurial development of their management. This study found that the first practice which successful family businesses followed was that they formally planned for succession. This plan should clearly state what the ground rules of succession are and should be revisited and adjusted continuously. The plan should provide for both ownership and management succession. The second practice which successful family businesses followed was that they were governed by Advisory Boards. These boards should meet regularly and should preferably include some independent members. Continuous development of board members is important. This forms part of the critical element: the practice of leadership. Furthermore, it was found that the third practice which successful family businesses followed was that they had a formal strategic plan in place. They also recommended that the trusted advisors of the family businesses should be involved in the process of formulating the strategic plan. Family harmony, the fourth critical practice, could be accomplished through transparent and comprehensive communication from the businesses to the families. Through the establishment of formal family meetings, family matters that were not business-related, could be dealt with. The last of the five critical practices which successful family businesses followed was the use of cost accounting management practices, not only in their normal business decisions, but in strategic decision-making as well.