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by Chiang Yuk-shui. / Thesis (M.B.A.)-- Chinese University of Hong Kong, 1991. / Bibliography: 144-149. / ACKNOWLEDGEMENTS --- p.ii / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.v / LIST OF TABLES --- p.ix / LIST OF FIGURE --- p.xi / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Chapter 1.1 --- Background --- p.1 / Chapter 1.2 --- Issue to be Studied --- p.3 / Chapter 1.3 --- Objectives of Study --- p.5 / Chapter 1.4 --- Report Organization --- p.5 / Chapter II. --- LITERATURE REVIEW --- p.7 / Chapter 2.1 --- Introduction --- p.7 / Chapter 2.2 --- Definition of Small Business --- p.9 / Chapter 2.3 --- Discussion on Definition of Small Business --- p.14 / Chapter 2.4 --- Definition of Success --- p.15 / Chapter 2.5 --- Discussion on Definition of Success --- p.19 / Chapter 2.6 --- Causes of Success --- p.21 / Chapter 2.7 --- Discussion on Causes of Success --- p.35 / Chapter 2.8 --- Summary --- p.37 / Chapter III. --- CONCEPTUAL FRAMEWORK --- p.39 / Chapter 3.1 --- Introduction --- p.39 / Chapter 3.2 --- Components of the Conceptual Framework --- p.40 / Chapter 3.2.1 --- Personal Background --- p.41 / Chapter 3.2.2 --- Personality/Psychological Traits --- p.41 / Chapter 3.2.3 --- Behaviour --- p.41 / Chapter 3.2.4 --- Skills --- p.43 / Chapter 3.2.5 --- Environmental Factors --- p.43 / Chapter 3.2.6 --- Accounting and Finance --- p.43 / Chapter 3.2.7 --- Personnel --- p.44 / Chapter 3.2.8 --- Marketing --- p.44 / Chapter 3.2.9 --- Production --- p.44 / Chapter 3.3 --- Discussion --- p.44 / Chapter IV. --- METHODOLOGY OF THE STUDY --- p.47 / Chapter 4.1 --- Definition of Small Business --- p.47 / Chapter 4.2 --- Definition of Success --- p.47 / Chapter 4.3 --- Sample and Data Collection --- p.47 / Chapter 4.4 --- Design of Questionnaire --- p.49 / Chapter 4.5 --- Sources of Reference for the Questionnaire Design --- p.51 / Chapter 4.5.1 --- Definition of Success --- p.51 / Chapter 4.5.2 --- "Factors Relating to Personal Background, Personality/ Psychological Traits, Behaviour, Skills, and Environments" --- p.51 / Chapter 4.5.3 --- "Factors Relating to Accounting and Finance, Personnel, Marketing, and Production" --- p.52 / Chapter 4.5.4 --- Personal Details --- p.53 / Chapter 4.5.5 --- Company Details --- p.53 / Chapter 4.6 --- Data Analysis --- p.53 / Chapter V. --- FINDINGS --- p.55 / Chapter 5.1 --- Profile of Respondents --- p.55 / Chapter 5.2 --- Profile of Responding Companies --- p.58 / Chapter 5.3 --- Relationship Between Personal Characteristics and Business Success --- p.60 / Chapter 5.4 --- Perceived Causes of Success --- p.63 / Chapter 5.4.1 --- Personal Qualities and Environmental Factors --- p.64 / Chapter 5.4.1.1 --- Personal background --- p.65 / Chapter 5.4.1.2 --- Personality/psychological traits --- p.67 / Chapter 5.4.1.3 --- Behaviour --- p.68 / Chapter 5.4.1.4 --- Skills --- p.70 / Chapter 5.4.1.5 --- Environmental factors --- p.71 / Chapter 5.4.1.6 --- Importance of personal qualities and environmental factors --- p.72 / Chapter 5.4.2 --- Functional Factors --- p.73 / Chapter 5.4.2.1 --- Accounting and finance --- p.74 / Chapter 5.4.2.2 --- Personnel --- p.75 / Chapter 5.4.2.3 --- Marketing --- p.76 / Chapter 5.4.2.4 --- Production --- p.78 / Chapter 5.4.2.5 --- Importance of various functional factors --- p.79 / Chapter 5.5 --- Perception Differences Between Successful and Unsuccessful Small Business Owner/ Managers --- p.80 / Chapter 5.5.1 --- Personal Qualities and Environmental Factors --- p.81 / Chapter 5.5.1.1 --- Personal background --- p.81 / Chapter 5.5.1.2 --- Personality/psychological traits --- p.82 / Chapter 5.5.1.3 --- Behaviour --- p.83 / Chapter 5.5.1.4 --- Skills --- p.84 / Chapter 5.5.1.5 --- Environmental factors --- p.85 / Chapter 5.5.1.6 --- Importance of personal qualities and environmental factors --- p.86 / Chapter 5.5.2 --- Functional Factors --- p.88 / Chapter 5.5.2.1 --- Accounting and finance --- p.88 / Chapter 5.5.2.2 --- Personnel --- p.89 / Chapter 5.5.2.3 --- Marketing --- p.90 / Chapter 5.5.2.4 --- Production --- p.91 / Chapter 5.5.2.5 --- Importance of various functional factors --- p.91 / Chapter VI. --- SUMMARY OF FINDINGS --- p.93 / Chapter 6.1 --- Introduction --- p.93 / Chapter 6.2 --- Relationship Between Personal Characteristics and Business Success --- p.94 / Chapter 6.3 --- Perceived Causes of Success --- p.95 / Chapter 6.3.1 --- Personal Qualities and Environmental Factors --- p.95 / Chapter 6.3.2 --- Functional Factors --- p.97 / Chapter 6.4 --- Perception Differences Between Successful and Unsuccessful Small Business Owner/ Managers --- p.98 / Chapter 6.4.1 --- Personal Qualities and Environmental Factors --- p.98 / Chapter 6.4.2 --- Functional Factors --- p.100 / Chapter VII. --- "CONCLUSIONS, LIMITATIONS AND RECOMMENDATIONS" --- p.102 / Chapter 7.1 --- Conclusions --- p.102 / Chapter 7.2 --- Limitations --- p.105 / Chapter 7.3 --- Recommendations for Future Research --- p.107 / APPENDICES / Chapter APPENDIX 1 --- COVER LETTER --- p.110 / Chapter APPENDIX 2 --- QUESTIONNAIRE - CHINESE VERSION --- p.111 / Chapter APPENDIX 3 --- QUESTIONNAIRE - ENGLISH VERSION --- p.119 / Chapter APPENDIX 4 --- ASSOCIATION BETWEEN AGE OF RESPONDENT AND SUCCESS --- p.128 / Chapter APPENDIX 5 --- ASSOCIATION BETWEEN SEX AND SUCCESS --- p.129 / Chapter APPENDIX 6 --- ASSOCIATION BETWEEN MARITAL STATUS AND SUCCESS --- p.130 / Chapter APPENDIX 7 --- ASSOCIATION BETWEEN EDUCATIONAL LEVEL AND SUCCESS --- p.131 / Chapter APPENDIX 8 --- ASSOCIATION BETWEEN PLACE OF BIRTH AND SUCCESS --- p.132 / Chapter APPENDIX 9 --- ASSOCIATION BETWEEN PREVIOUS WORK EXPERIENCE AND SUCCESS --- p.133 / Chapter APPENDIX 10 --- ASSOCIATION BETWEEN HOURS SPENT ON WORK PER WEEK AND SUCCESS --- p.134 / Chapter APPENDIX 11 --- MEAN RATINGS BY SUCCESSFUL AND UNSUCCESSFUL SMALL BUSINESS OWNER/MANAGERS - PERSONAL --- p.135 / Chapter APPENDIX 12 --- MEAN RATINGS BY SUCCESSFUL AND UNSUCCESSFUL SMALL BUSINESS OWNER/MANAGERS - PERSONALITY/ PSYCHOLOGICAL TRAITS --- p.136 / Chapter APPENDIX 13 --- MEAN RATINGS BY SUCCESSFUL AND UNSUCCESSFUL SMALL BUSINESS OWNER/MANAGERS - BEHAVIOUR --- p.137 / Chapter APPENDIX 14 --- MEAN RATINGS BY SUCCESSFUL AND UNSUCCESSFUL SMALL BUSINESS OWNER/MANAGERS - SKILLS --- p.138 / Chapter APPENDIX 15 --- MEAN RATINGS BY SUCCESSFUL AND UNSUCCESSFUL SMALL BUSINESS OWNER/MANAGERS - ENVIRONMENTAL FACTORS --- p.139 / Chapter APPENDIX 16 --- MEAN RATINGS BY SUCCESSFUL AND UNSUCCESSFUL SMALL BUSINESS OWNER/MANAGERS - ACCOUNTING & FINANCE --- p.140 / Chapter APPENDIX 17 --- MEAN RATINGS BY SUCCESSFUL AND UNSUCCESSFUL SMALL BUSINESS OWNER/MANAGERS - PERSONNEL --- p.141 / Chapter APPENDIX 18 --- MEAN RATINGS BY SUCCESSFUL AND UNSUCCESSFUL SMALL BUSINESS OWNER/MANAGERS - MARKETING --- p.142 / Chapter APPENDIX 19 --- MEAN RATINGS BY SUCCESSFUL AND UNSUCCESSFUL SMALL BUSINESS OWNER/MANAGERS - PRODUCTION --- p.143 / BIBLIOGRAPHY --- p.144

Thesis (MComm)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: At present the population in South Africa continues to grow at a higher rate than the rate of job creation. Traditional sources of job creation, such as large enterprises and state departments, are unable to provide enough jobs to combat the increasing rate of unemployment. An important component of the government's effort to address the unemployment problem, should be the emphasis on the development of entrepreneurship. In a study done in Bulgaria by Bartlett and Rangelava the contribution of small business to job creation became clear. Bulgaria, like South Africa, is also plagued by a high rate of unemployment (1997: 330). As the small business is seen as the natural port of entry for the entrepreneur to the business world, it would only be logical if efforts to encourage entrepreneurship are focussed on small business development. In essence entrepreneurial activity can be regarded initially as a local phenomenon which then spreads to the larger economy. In this regard research suggested that a mega event in a local context might result in an increase in entrepreneurial activity. The development of the Saldanha Steel project could be seen as an example of such a mega event in the West Coast region. This event inevitably led to an increase in entrepreneurial activity, which manifested in the establishment of many formal and informal businesses. At the completion of the project, however, few businesses survived. This raises the question whether the opportunity perceived by the mega event rather than the market on the long term initiated the decision to start-up. In this study it will be argued that the businesses that survived the so-called mega event were started as a result of long-term market considerations characterized by the critical success factors underlying an entrepreneurial decision. The objective of this research is to prove that the critical factors for entrepreneurial success play a more important role in eventual success and survival of the enterprise than the opportunistic entrepreneurial behavior sparked by a mega event only. Consequently the critical success factors for entrepreneurial success of businesses established in anticipation of the mega event that survived and surviving businesses established in the ten year period prior to the mega event, will be compared in order to test the hypothesis. / AFRIKAANSE OPSOMMING: Tans is die bevolkingsaanwas in Suid-Afrika hoër as wat die toename in die skepping van werksgeleenthede is. Tradisionele bronne vir werkskepping, soos groot sakeondernemings en staatsdepartemente, kan nie voldoende werksgeleenthede skep om die toename in werkloosheid teë te werk nie. 'n Belangrike komponent in die regering se poging om die werkloosheidprobleem aan te spreek, behoort 'n fokus op die ontwikkeling van entrepreneurskap te wees. 'n Studie wat deur Bartlett en Rangelova in Bulgarye gedoen is, toon duidelik dat klein- en mediumsakeondernemings 'n bydrae tot werkverskaffing lewer. Bulgarye, soos Suid-Afrika, is ook die prooi van 'n hoë werkloosheidsyfer (1997: 330). Kleinsakeondernemings word beskou as die natuurlike deurgang vir die entrepreneur tot die sakewêreld en dit sou net logies wees om pogings om entrepreneurskap aan te moedig, op die ontwikkeling van klein sakeondernemings te fokus. In wese kan entrepreneursaktiwiteite beskou word as 'n aanvanklike plaaslike verskynsel wat geleidelik uitbrei na die groter ekonomiese sektor. Navorsing suggereer, derhalwe, dat 'n grootskaalse gebeurtenis binne plaaslike konteks kan lei tot 'n toename in entrepreneursaktiwiteite. Die ontwikkeling van die Saldanha Staal-projek kan beskou word as sodanige gebeurtenis in die Weskusstreek. Hierdie projek het onvermydelik tot 'n toename in entrepreneursaktiwiteite gelei wat in die vestiging van verskeie formele en informele sakeondernemings gemanifesteer het. Na voltooiing van die projek het min van die ondernemings egter bly voortbestaan. Dit laat die vraag ontstaan of dit die potensiële geleentheid van hierdie grootskaalse gebeurtenis, eerder as die langtermyn mark is wat hierdie ondernemingsbesluite geïnisieer het. In hierdie studie sal daar van die standpunt uitgegaan word dat die ondernemings wat die grootskaalse gebeurtenis oorleef het, die is wat die resultaat van langtermyn markoorwegings was en gekenmerk is deur kritiese suksesfaktore onderliggend aan 'n entrepreneursbesluit. Die doel van hierdie navorsing is om te bewys dat die kritiese suksesfaktore vir entrepreneursukses 'n belangriker rol in die uiteindelike sukses en oorlewing van 'n onderneming speel as die opportunistiese entrepreneursgedrag wat slegs deur 'n grootskaalse gebeurtenis aangevuur is. Om die hipotese te toets sal daar 'n vergelyking getref word tussen die kritiese suksesfaktore vir entrepreneursukses van ondernemings wat in afwagting van die grootskaalse gebeurtenis begin is en nog bestaan, en dié van ondernemings wat in die tien jaar periode voor die verwagte gebeurtenis begin is en nog bestaan.

Thesis (M. Tech. (Business Administration)) -- Central University of Technology, Free State, 2014 / This exploratory study seeks to contribute to the theoretical and empirical understanding of the transition of small businesses from the informal to the formal sector. It builds on the role of the informal sector as “engines” for economic and socio-cultural development. Using selected businesses in the Mangaung area of the Free State province as case studies, this study investigates the motives for transition of informal businesses to the formal sector in South Africa, challenges encountered in the process of formalisation and the coping strategies relied upon to deal with challenges encountered in the process of formalisation. Key indicators were identified from the literature and were further developed for investigation. A qualitative approach was used for the collection of data from selected transited businesses in the Bloemfontein area using semi-structured interviews. Findings from the study suggest that the decision by small business owners to formalise is motivated by their desire to grow and expand their businesses; access to proper banking services; and to access government contracts and tenders. The results also reveal that the quest for growth is however hindered by long queues endured by business applicants during the process of formalisation; lack of adequate and relevant information on the process of formalisation; coupled with the lack of government support for informal businesses’ transitioning to the formal sector. Findings further revealed that adequate information on the process of formalisation and self-trust are key coping mechanisms needed by small business owners to successfully progress/ transit to the formal sector. Based on these findings, the study recommends that government both provincial and national play a more proactive role in regulating the informal economy by creating an environment conducive for their growth and development, and facilitating their transition to the formal sector. Informal small business owners also must be provided with information on the process of formalisation and of the existing government structures put in place to support businesses in their transition phase.

Thesis (M. Tech. (Business Admin.)) - Central University of Technology, Free State, 2014 / Research by the Global Entrepreneurship Monitor (GEM) continuously indicate that new venture creation success rate in South Africa is disturbingly low. This situation arises despite numerous support mechanisms in place to encourage citizens to establish their own businesses. This is an indication that current approaches to encourage new venture creation are not working. New approaches must therefore be found. The goal of this study was to combine the processes of project management and entrepreneurship, two seemingly diametrically opposed management philosophies into an integrated process model that will contribute to enhancing the new venture creation process. So, at the heart of this study is the wish to assist prospective entrepreneurs in their new venture creation journey. To achieve this objective, action research design, an emerging approach to qualitative research was adopted. Specifically, the canonical action research was used. Holistically, the study can be described as applied, cross-sectional, descriptive and exploratory in nature. Through a series of iterative canonical action research cycles, a model was developed. The results suggest that despite their seemingly diametrically opposed management philosophies, an integrated project management model for new venture creation is achievable.

Dissertation submitted in partial compliance with the requirements for the Master’s Degree in Technology: Homoeopathy, Durban University of Technology, 2011. / Recent homoeopathic graduate studies (Babaletakis, 2006 and Sweidan, 2007) indicate that the majority of qualified Homoeopaths are currently practicing yet are experiencing many difficulties along the way. These setbacks are largely related to financial stresses and the difficulties experienced with regards to maintaining a practice. However, a minority of successful homoeopaths that have managed to overcome these difficulties have been identified. AIM This study aimed to identify a minimum of nine successful homoeopaths, and, through an in-depth interview discover their views on success and how they have managed to build up viable practices. The study aimed to identify the factors contributing to the success of these Homoeopathic practices and establish relationships that may have existed between these factors. METHODOLOGY This research was conducted in a qualitative manner, following an ethnographic approach, which also guided the method of data analysis. It was thus a descriptive, case study research design. Interviewees/subjects were selected through snowball sampling. Semi-structured in-depth interviews were conducted with each subject, in which the researcher followed an interview guideline. These interviews were recorded and analysed conceptually. All the transcribed interviews were then further organised by using the software programme NVivo 8.0. which allowed for the process of coding. iv RESULTS Common themes as related to success emerged from the data that was collected. Further analysis revealed links between certain factors that had been identified within the themes. The results reflected that honesty and the ability to listen and understand people, together with perseverance and determination, were qualities that enabled these homoeopaths to achieve success. It was evident that valuing oneself as a practitioner and thus charging accordingly, as well as minimising overheads where possible, all contributed to the viability of the practice. The use of modalities impacted on financial gain and was found to enhance patient numbers. Availability, success of healing and an interactive practitioner - patient relationship was also found to have an effect on patient base stability and size. Burnout was identified as being related to the balance in a practitioner’s lifestyle. A high self-esteem coupled with a good support structure, were factors that minimised burnout. Continued professional development was important to these practitioners as evidently one’s knowledge was seen to have an impact on confidence, patient numbers and thus overall success as a healer. CONCLUSION Success has been attributed to many factors in this study, many of which are interlinked. These findings have provided valuable insight into a successful homoeopathic career.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: For years academic institutions regarded IQ as the be-all and end-all, leaving many people with lower IQ scores in a state of serious self-doubt. People are slowly starting to admit that there is more to life than straight A's at school. Management gurus sensed that IQ on its own is no guarantee for personal or business success. According to research conducted by Daniel Goleman, author of Working with Emotional Intelligence, emotional intelligence is twice as important as any other factor in predicting outstanding employee performance, accounting for more than 85% of star performance in top leaders. Emotional intelligence has a major impact on organisational performance, doubling and even tripling productivity, and greatly improving bottom-line results. The power of emotional intelligence has been underestimated in the business world. At the root of day-to-day organisational problems such as low productivity, absenteeism, staff turnover, company politics, strikes and stay-aways, there is an inability to optimise our emotional energy and that of our employees. At the root of problems such as drug abuse, alcoholism, workaholism, yuppie flu, divorce and teenage pregnancies, we find exactly the same cause. Emotional intelligence involves the ability to monitor your own and others' emotions, to discriminate between them, and to then be able to use this information to guide your thinking and your actions. Success in life is a result of how well you manage yourself, handle your relationships, and work with others. The mastery of being in control of yourself, your emotions and your interactions with others influences your ability to lead and be seen as a leader. Emotional intelligence by any definition is really a combination of cognitive and emotional abilities. The essence of emotional intelligence is the integration of the emotional centres of the brain (the limbic system) and the cognitive centres (prefrontal cortex). Interactive situations at school, in the community, on the sports field, in work teams, in our social lives and in superior-subordinate relations, all provide opportunities for personal and interpersonal growth. Fortunately scientists now consider emotional intelligence a learnable intelligence, one that can be developed and improved at any time and any age through assessment, training and coaching. Emotions are an integral part of organisational life. We demand competence from leaders and expect them to demonstrate virtually every known attribute of leadership characteristics, including honesty, energy, trust, integrity, intuition, imagination, resilience, purpose, commitment, influence, motivation, sensitivity, empathy, humour, courage, conscience and humility. We expect them to impart these attributes to others. Leadership goes beyond effective management to innovation and change. It means developing a vision, turning the vision into workable programmes in a manner that generates excitement and commitment, creating an environment for problem-solving and learning and making sure that everyone persists until the programme accomplishes what it intended. Managers who are leaders continuously pursue incremental change. The time has come to concentrate on building emotional muscle and developing active emotional awareness, both in ourselves and in others. Companies who hope to survive and prosper in the future, need to invest now in the development of the emotional intelligence of their people. / AFRIKAANSE OPSOMMING: Ouers, akademici en bestuurders het jare lank die standpunt gehuldig dat 'n hoë IK outomaties hoë akademiese prestasie tot gevolg het en werksekuriteit waarborg. Verskeie akademici soos Daniel Goleman, Richard Boyatzis, Reuven Bar-On en John Mayer het relatief onlangs die standpunt ondersteun dat 'n hoë IK alleen nie voldoende is om 'n persoon te laat uitblink op akademiese gebied of in sy werkplek of gesinslewe nie. Volgens navorsing wat gedoen is deur Daniel Goleman, outeur van die baanbrekersboek "Working with Emotional Intelligence", is emosionele intelligensie twee keer belangriker as enige ander faktor wat uitstaande werkprestasie voorspel en verantwoordelik vir meer as 85% van uitmuntende werkprestasie van die korps van uitvoerende leiers van enige organisasie. Emosionele intelligensie speel 'n deurslaggewende rol om organisasiesukses te verseker en om produktiwiteit en winsmarges tweevoudig en selfs drievoudig te verhoog. Die invloed van emosionele intelligensie is onderskat in die besigheidsarena. Die oorsprong van dag-tot-dag organisasieprobleme soos verlaagde produktiwiteit, afwesigheid, personeelomset, maatskappypolitiek, stakings en uitsluitings, is ons onvermoë, om ons eie en ons werknemers se emosionele energie te optimaliseer. Negatiewe sosiale gedrag soos dwelm- en alkoholmisbruik, werkspanning, jappiegriep, egskeidings, ongewenste swangerskappe, geweld en misdaad is die gevolg van 'n gebrek aan langdurige opleidingsprogramme in sosiale en emosionele bevoegdhede wat as deel van 'n skoolkurrikulum aangebied word. Emosionele intelligensie bestaan uit die vermoë om jou eie en 'n ander persoon se emosies te herken, daartussen te onderskei, en die inligting te gebruik om jou handelinge en dade te rig. Sukses in die lewe word bepaal deur hoe goed jy jouself en jou verhoudings kan bestuur en hoe goed jy met medewerknemers oor die weg kom. Die kuns om in beheer van jouself en jou emosies te wees tesame met jou interaksie met medewerknemers beïnvloed jou vermoë om te lei en geïdentifiseer te word as 'n leier. Emosionele intelligensie is volgens baie akademici 'n kombinasie van kognitiewe en emosionele vermoëns. Die kern van emosionele intelligensie is die integrasie van die emosionele sentrums van die brein (die limbiese sisteem) en die kognitiewe sentrums (prefrontale korteks). Navorsing oor neurowetenskap en emosionele intelligensie is betreklik nuut. Min akademici, skoolhoofde, bestuur en beleidmakers is bewus van die rol wat die verwantskap tussen senuweenetwerke in die brein en emosionele bevoegdhede speel om uitstaande werkprestasie en organisasiesukses te verseker. Alle interaktiewe situasies by die skool, in die gemeenskap, op die sportveld, in spanverband in die werkplek, op sosiale gebied en in bestuurder-ondergeskikteverhoudings, verskaf geleenthede vir persoonlike en interpersoonlike groei. Emosionele intelligensie word beskou as 'n intelligensie wat aangeleer kan word en wat ontwikkel en verbeter kan word met verloop van tyd en ouderdom deur evaluering, opleiding en afrigting. Emosies is 'n integrale deel van enige organisasie. Ons vereis bevoegdheid van die leiers van 'n organisasie en verwag van hulle om feitlik alle leierseienskappe te openbaar soos eerlikheid, energie, geloofwaardigheid, integriteit, intuïsie, verbeelding, herstelvermoë, doelgerigtheid, pligsbesef, invloed, motivering, sensitiwiteit, empatie, humor, moed, nougesetheid en nederigheid. Verder word daar van leiers verwag om hierdie leierseienskappe aan werknemers oor te dra. Leierskap is veel meer as bloot effektiewe bestuur en sluit die vermoë in om innoverend te dink en aan te pas by verandering. Leierskap beteken om 'n visie te ontwikkel, om die visie op so 'n wyse in uitvoerbare programme weer te gee dat dit entoesiasme en pligsgetrouheid genereer, om 'n omgewing te skep vir probleemoplossing en opleiding en om te verseker dat alle werknemers volhou totdat die programme voldoen aan hul doelwitte. Uitmuntende leiers is voortdurend besig om stelselmatige verandering na te jaag. Die tyd het aangebreek om emosionele intelligensie doelbewus uit te bou en om 'n aktiewe emosionele bewustheid in onsself en ander persone te ontwikkel. Organisasies wat in die toekoms wil oorleef en winsgewend wil wees, is verplig om in die emosionele intelligensie van hul personeel te belê.

Thesis (MBA (Business Management))--University of Stellenbosch, 2010. / ENGLISH ABSTRACT: This study was conducted to investigate the contribution of progressive elaboration on the effectiveness of conducting projects. Effectiveness relates to project success in contrast to efficiency which relates to project management success. This study attempts to determine what the contribution of progressive elaboration of project detail is on the success of conducting projects, by examining three different aspects of project management. First, a historical background study was done of project management, highlighting the origin, paradigms and trends within project management. The underlying finding here is that in spite of the fact that it originated from a hard rules based environment, probably with memes delaying it from progress, project management is changing into a theoretically based hard and soft science, offering exciting opportunities. This was followed by a look into current best practice by means of the Project Management Institute’s (PMI’s) Project Management Body of Knowledge Guide (PMBOK Guide). Each of their nine project management knowledge areas was explored to determine the applicability of applying progressive elaboration within that area. Both scope management and risk management presented excellent opportunities for applying progressive elaboration while cost, quality, human resource and procurement management posed to be problematic. The third comparison area shows that a theoretical foundation exists, and that the theory underwrites progressive elaboration. Progressive elaboration has the potential of improving the effectiveness of projects, and of ensuring greater project success. The practical implementation is not well presented in literature and further research in this area is proposed. / AFRIKAANSE OPSOMMING: Die doelwit van hierdie studie is om te bepaal watter invloed of bydrae progressiewe uitbreiding in projekbestuur het op die effektiwiteit van die uitvoering daarvan. Effektiwiteit hou verband met die sukses van 'n projek, in teenstelling met doelmatigheid wat verband hou met die sukses van die projekbestuur proses. Hierdie studie poog om te bepaal wat die bydrae van die progressiewe uitbouing van projek detail op die sukses van projekte is. Die vraag word beantwoord deur na drie verskillende aspekte van projekbestuur te kyk. Eerstens is ' historiese agtergrondstudie gedoen wat poog om die oorsprong, sekere paradigmas en tendense in projekbestuur te ondersoek. Die slotsom hiervan is dat alhoewel projekbestuur sy oorsprong het in harde, reëlsgebaseerde omgewing, met oorgedraagde gebruike wat verandering strem, dit tog besig is om te migreer na 'n teoreties gefundeerde hard en sag gekombineerde wetenskap wat opwindende geleenthede bied. Vervolgens is gekyk na 'n hedendaagse beste praktyk model soos gevind in die “Project Management Institute (PMI)” se “Project Management Body of Knowledge Guide(PMBOK Guide)”. Elk van die nege projekbestuurkennisareas is ondersoek om te bepaal wat die toepaslikheid van implementering van progressiewe uitbreiding in die spesifieke kennisarea is. Beide werkomvang-bestuur en risikobestuur het uitstekende geleenthede gebied vir die toepassing van progressiewe uitbreiding, terwyl koste, kwaliteit, menslike hulpbron en kontrak-bestuur uitdagings voorgehou het. In die laaste van die vergelykings areas is daar getoon dat 'n teoretiese basis vir projekbestuur bestaan en dat die teorie progressiewe uitbouing onderskryf. Progressiewe uitbreiding beloof om die effektiwiteit van die uitvoering van projekte te verbeter en sodoende die kanse op sukses van projekte te verbeter. Praktiese implementering word nie volledig in die literatuur beskryf nie en verdere navorsing in die verband word aanbeveel.

Thesis (MBA (Business Management))--University of Stellenbosch, 2010.

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Organisations are under constant pressure to perform and meet shareholders' demands and expectations, Whether it is a global, national, regional or entrepreneurial enterprise, the management team need to ensure that the operations are run effectively and efficiently. People or human resource related risks are being recognised more often as having a potentially high impact on meeting company objectives. Leaders have realised that human resources remain one of the most important assets, if not the most important, of the company. Employees on the other hand have realised that companies are willing to reward them according to value added, and are often using this to their advantage. Employers need to be aware of the risks associated with their workforce and manage it in order to mitigate the risks and limit the consequences. Various types of people risks have been identified by academics and professionals, often classified into different categories. People risks which are not managed effectively may pose a moral, social, legal and/or environmental burden on the business, shareholders as well as leadership. This study involves a literature study as well as a survey to determine the impact which these risks may have on different types of businesses, and their ability to meet organisational objectives. The literature study focuses on 30 different people related risks, categorised into physical risks as well as non-physical risks. Each risk has been explored in the study, reflecting different opinions as well as potential consequences if not managed effectively. The survey conducted amongst risk management practitioners and consultants reflects personal opinions regarding the level of impact which a risk may have on meeting organisational objectives. Each respondent had the opportunity to rank a risk as having either a high, medium or low impact on meeting objectives. The survey concluded that certain non-physical risks featured very prominently as being high risks, while the physical risks were regarded as medium to low risk. HIV/AIDS and occupational injuries were the only two physical risks which featured in the top ten risks according to the survey results. Conclusions drawn from the survey conducted as well as previous research are that three of the top five risks are similar. There is also the possibility that organisational leaders and professional advisors may not always be aware of the people risks associated with business. The potential for further surveys and research is vast, and potential for organisations to become more effective and efficient largely depend on the ability to identify, assess, evaluate and manage risks according to risk management principles. A basic risk management process is explained in the recommendations section, together with a variety of mitigating strategies and suggestions. / AFRIKAANSE OPSOMMING: Organisasies is deesdae onder voortdurende druk om te presteer en aan aandeelhouers se eise en verwagtinge te voldoen. Dit maak nie saak of dit 'n globale, nasionale, streek- of entrepreneursaak is nie, die bestuurspan moet verseker dat die bedrywighede effektief en doeltreffend bestuur word. Menslikehulpbron-verwante risiko's word al meer geag 'n potensieel hoë impak te hê op maatskappye se vermeë om doelwitte te bereik. Leiers het besef dat menslike hulpbronne een van die belangrikste bates van die maatskappy bly, indien nie die belangrikste nie. Werknemers het weer besef dat maatskappye bereid is om hulle te vergoed ooreenkomstig waarde toegevoeg, en gebruik dit dikwels tot hul voordeel. Werkgewers behoort bewus te wees van die risiko's verbonde aan hul arbeidsmag en dit so te bestuur dat die risiko's verminder en die gevolge beperk word. Verskillende tipes menslike risiko's is al deur akademici en professionele persone geïdentifiseer en hulle word dikwels in verskillende kategorieë geklassifiseer. Menslike risiko's wat nie effektief bestuur word nie, kan morele, sosiale, wetlike en/of omgewingstremmings plaas op die besigheid, aandeelhouers sowel as die bestuur. Die studie behels 'n omvattende literatuurstudie sowel as 'n opname om die moontlike impak te bepaal van hierdie risiko's op verskillende tipes besighede en hul vermoë om sakedoelwitte te bereik. Die literatuurstudie fokus op 30 verskillende menslike risiko's wat as fisiese en nie-fisiese risiko's gekategoriseer word. Elke risiko is in die studie ontleed, en verskillende sienings en potensiële gevolge indien die risiko nie bestuur word nie, word verduidelik. Die opname wat onder risikobestuurpraktisyns en -konsultante gedoen is, weerspiëel persoonlike menings aangaande die graad van die impak wat 'n risiko op die bereiking van organisasiedoelwitte kan hê. Elke respondent het die geleentheid gehad om die risiko's te evalueer en aan te dui of dit 'n hoë, medium of lae impak het op die bereiking van doelwitte. Die opname het bevind dat sommige nie-fisiese fisiko's baie prominent uitgestaan het as hoë risiko's, terwyl die fisiese risiko's meestal as medium tot lae risiko's beskou is. MIV/VIGS en beroepsbeserings is die enigste twee fisiese risiko's wat onder die top tien risiko's verskyn het volgens die resultate van die opname. Gevolgtrekkings uit die opname sowel as vorige navorsing dui aan dat drie van die top vyf risiko's soortgelyk is. Die moontlikheid bestaan ook dat besigheidsleiers en professionele adviseurs nie altyd vertroud is met menslike risiko's ten opsigte van die besigheid nie. Die potensiaal vir toekomstige opnames en navorsing is enorm, en die potensiaal van organisasies om meer effektief en doeltreffend te word, hang grootliks af van die vermoë om risiko's volgens risikobestuurbeginsels te identifiseer, te bereken, te evalueer en te bestuur. 'n Basiese risikobestuursproses word in die afdeling met aanbevelings verduidelik, tesame met 'n verskeidenheid van voorkomingstrategieë en -voorstelle.