Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: A study was conducted within the Argicultural Research Council Infruitec-Nietvoorbij, by means of a questionnaire, regarding the application of project management. The study was done to investigate and bring forth opinions and reasons why project management is deemed to be unsuccessful within the ARC Infruitec-Nietvoorbij. A comprehensive study of literature regarding the successful application of project management within an organisation, was done. This was used to develop a questionnaire applicable to the ARC Infruitec-Nietvoorbij, to test the above mentioned perceptions. With the analysis of the quantitative and qualitative outcomes of the questionnaire, opinions and perceptions of the respondents were identified, which should be of interest to the ARC Infruitec-Nietvoorbij. These opinions and perceptions undoubtedly influence the dynamics of the working environment and will in future influence the successful application of project management within the ARC Infruitec-Nietvoorbij. Therefore some areas of concern were identified which need attention before the ARC Infruitec- Nietvoorbij can be truly successful in the implementation of project management. With the analysis of the quantitative and qualitative outcomes of the questionnaire, the results also indicated that "conventional" project management, as applied to the engineering, architectural and construction fields, can not without further ado, merely be applied in a research environment and specifically the ARC Infruitec-Nietvoorbij. The ARC Infruitec-Nietvoorbij needs to give specific attention to the development of an own methodology to apply project management in the ARC Infruitec-Nietvoorbij. This methodology needs to be relayed by means of a specific strategy and policy inherent to the ARC Infruitec-Nietvoorbij. / AFRIKAANSE OPSOMMING: 'n Studie is gedoen by die Landbou Navorsingsraad Infruitec-Nietvoorbij aangaande die aanwending van projekbestuur, deur middel van 'n vraelys. Die studie is gedoen om opinies en redes uit te bring waarom projekbestuur onsuksesvol is by die LNR Infruitec- Nietvoorbij. 'n Omvattende literatuurstudie aangaande die suksesvolle aanwending van projekbestuur in 'n organisasie is gedoen. Die bevindinge uit die literatuurstudie is aangewend om 'n vraelys te ontwikkel wat van toepassing is op die Landbou Navorsingsraad Infruitec-Nietvoorbij, om sodoende die bogenoemde persepsies te toets. Met die analise van die kwantitatiewe en kwalitatiewe gedeeltes van die vraelys, is opinies en persepsies van die deelnemers geïdentifiseer wat betekenisvol vir die LNR Infruitec-Nietvoorbij behoort te wees. Die opinies en persepsies beïnvloed beslis die funksionaliteit van die werkomgewing en sal ook in die toekoms die suksesvolle aanwending van projekbestuur in die LNR Infruitec-Nietvoorbij beïnvloed. Daar is 'n aantal areas geïdentifiseer, waaraan aandag geskenk sal moet word, voordat die LNR Infruitec-Nietvoorbij werklik suksesvol met projekbestuur sal wees. Met die analise van die kwantitatiewe en kwalitatiewe gedeeltes van die vraelys het die resultate ook aangedui dat "konvensionele" projekbestuur soos toegepas in die ingenieurs-, argitektoniese-, en konstruksievelde, nie summier by die LNR Infruitec- Nietvoorbij en spesifiek in 'n navorsingsomgewing toegepas kan word nie. Die LNR Infruitec-Nietvoorbij moet spesifiek aandag skenk aan die ontwikkeling van 'n eie metodologie. Dié metodologie moet deur middel van 'n spesifieke strategie en beleid in the LNR Infruitec-Nietvoorbij gepromulgeer word.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Powerful macro-economic forces (of which technology is the main driver) are propelling organisational change. As the rate of technological change accelerates, new threats and opportunities arise more frequently, spurring the need for more rapid organisational change. According to various studies the success rate of major change initiatives is deemed to be very low. The need for accelerated change and the low success rate of the change initiative attempts to date indicate a dire need for practical change leadership competencies. This study project makes a contribution towards that need by providing a practical framework, making it easier for change leaders, sponsors and change agents to apply change leadership in the context of a project. A meta-analytical study of change leadership principles, as described by some of the leading authors on the subject, provides various insights into the high failure rate of change initiatives. The synthesis of their recommendations culminates in the description of ten critical success factors for organisational change. Each critical success factor is expanded into tasks with detail that will aid the execution thereof. Linked to the states of change, the critical success factors and accompanying task detail form a practical framework for change leadership. / AFRIKAANSE OPSOMMING: Makro-ekonomiese kragte (waarvan tegnologie die grootste invloed het) dryf die versnellende tempo waarteen organisatoriese verandering tans moet plaasvind. Die tempo waarteen tegnologie verander skep toenemend nuwe geleenthede en bedreigings vir organisasies, wat die behoefte na vinnige reaksie en snelle verandering verhoog. Verskeie studies bewys dat die meeste veranderingsinisiatiewe egter onsuksesvol is. Die groeiende behoefte aan 'n vermoe om vinnig te kan verander en die lae vlak van sukses dui daarop dat 'n groot behoefte in organisasies bestaan vir praktiese veranderingsbestuur vaardighede. Hierdie werkstuk lewer 'n bydrae tot die bevrediging van die behoefte deur 'n praktiese raamwerk daar te stel wat leiers en agente van verandering sal help om die beginsels van veranderingsbestuur toe te pas in die konteks van 'n projek. 'n Meta-analitiese studie van veranderingsbestuur verskaf insigte deur verskeie outeurs oor die redes waarom die meerderheid van veranderingsinisiatiewe faal. Die sintese van hul aanbevelings lei tot die beskrywing van tien kritiese suksesfaktore vir organisatoriese verandering. Elke kritiese suksesfaktor word uitgebrei in gedetaileerde take wat die uitvoering daarvan ondersteun. Die take en kritiese suksesfaktore, gekoppel aan die onderskeie stadiums van verandering vorm 'n praktiese raamwerk vir veranderingsbestuur.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Family businesses are increasing in the western societies. They will continue to play an important role in most economies. There is a growing interest among young people to get involved in family businesses. It is therefore important that issues and factors influencing the behaviour of family businesses be highlighted and understood by those interested in family businesses. This study investigates the dynamics in family businesses and concludes on the issues of remuneration, conflict and succession. The family business is a composition of two complex systems, family and business, with at its lead an entrepreneur. Entrepreneurs are the "green barets" of our economy, they are the people with guts, who survive on a mixture of unwarranted confidence and blind hope. This study focused on the issues of remuneration, conflict and succession as described in literature. Founders/managers should be sensitive to these issues and the management thereof. The emotions involved in family businesses make them unique compared to other businesses. Businesses that fail to address these issues will experience more problems than businesses which proactively deal with the issues. The results of this research indicate that family business globally experience similar dynamics. It is suggested that founders/managers make an effort to uncover the issues threatening the health of their business and address them. / AFRIKAANSE OPSOMMING: Familie ondememings is aan die toeneem in die westerse gemeenskappe. Dit het in die verlede en sal soveel te meer in die toekoms 'n belangrike rol vertolk in meeste ekonomië. Daar is 'n toenemende belangstelling onder jong entrepreneurs in familie besighede. Dit is dus belangrik dat die realiteite en faktore wat in familie besighede teenwoordig is, onder entrepreneurs se aandag gebring word sodat hulle nie oningelig is nie. Hierdie studie het juis ten doel om die sake rakende konflik, vergoeding en opvolging na te vors. Familie besighede is die samevoeging van twee komplekse sisteme naamlik familie en besigheid, met 'n entrepeneur aan die stuur van hierdie kombinasie. Entrepreneurs word beskou as die baanbrekers van die ekonomie, hulle beskik oor deursettingsvermoë, geloof en hoop. Hierdie tesis beskou vergoeding, konflik en opvolging vanuit 'n literatuur oogpunt. Dit is van kardinale belang dat stigters/bestuurders van familie besighede sensitief is vir hierdie aspekte en dit bestuur. Die uniekheid van familie besighede stem van die emosies daarbinne af. Besighede wat versuim om aandag aan hierdie dinamika binne familie besighede te gee, kan meer algemene probleme verwag as die besighede wat wel proaktief optree. Hierdie studie kom tot die gevolgtrekking dat familie besighede oor die wêreld heen soortgelyke probleme ervaar. Daar word voorgestel dat eienaars/stigters/bestuurders daadwerklik aandag gee aan die faktore en realiteite wat die gesondheid van familie besighede bedreig.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: Organisations have progressed from managing their information system isolated from each department to a fully integrated enterprise resource planning system. This has resulted in transparency of information throughout the organisation. Organisations initially communicated directly with each other via facsimile and electronic data interchange on a oneto- one basis, whereas the business-to-business e-marketplace facilitates a many-to-many relationship and assists in improving efficiencies in the supply chain. In order for these emarketplaces to succeed, it is vital that they focus on achieving the critical success factors such as liquidity, fulfilment and implementation of basic business principles to name a few. The backing of the industry’s “Bricks and Mortar” organisations is important since this gives the buyer or supplier the capability to attract the other members of the e-marketplace. Further to this, these organisations contribute knowledge of the industry and an understanding of the customer’s requirements. The e-marketplace should be seen as a community, where not only the procurement process is facilitated, but where also other value adding services such as logistics and finance are offered. In order to ensure the sustainability of the e-marketplace, it is important to define its life cycle. It is envisaged that the life cycle will consist of four phases, namely procurement, value added services, knowledge and customer relations management. The business model should be focused on ensuring that the maximum revenue is achieved during each of these phases. One of biggest benefits of the e-marketplace and also an essential component for its survival, is that all information relating to the procurement process and value added services should be rooted through and stored in the data warehouse. This data warehouse will thus become rich in information that could be sold as knowledge in the long term and create a significant revenue stream in the later life cycle phases of the e-marketplace. A case study of Quadrem illustrates that the e-marketplace is in the early stage of the life cycle and that extensive further development is required before the true value of the businessto- business e-marketplace can be attained. / AFRIKAANSE OPSOMMING: Ondernemings het vordering gemaak vanaf die bestuur van inligtingstelsels, geïsoleerd van mekaar in departemente, na ‘n ten volle geïntegreerde besigheidsbronbeplanningstelsel. Dit het gelei tot deursigtigheid van inligting dwarsdeur die hele onderneming. Ondernemings het aanvanklik direk met mekaar gekommunikeer op ‘n een-tot-een basis met behulp van fakse en EDI, terwyl die besigheid-tot-besigheid e-markomgewing ‘n baie-tot-baie verwantskap fasiliteer en bydra tot die verbetering van effektiwiteit in die toevoerketting. Dit is noodsaaklik dat die e-markomgewing daarop fokus om die kritiese suksesfaktore soos likiditeit, uitvoering en implementering van basiese besigheidsbeginsels, om slegs ‘n paar te noem, te bereik, ten einde suksesvol te wees. Die ondersteuning van die industrie se tradisionele “Bricks and Mortar” ondernemings is belangrik, aangesien dit die koper of verskaffer die vermoë gee om ander lede van die e-markomgewing aan te trek. Buitendien maak dié ondernemings ‘n bydrae tot die kennis van die industrie en insig in die klante se behoeftes. Die e-markomgewing moet as ‘n gemeenskap gesien word, waar nie alleen die verskaffingsproses gefasiliteer word nie, maar waar ook ander waarde toevoegingsdienste soos logistiek en finansier aangebied word. Ten einde die volhoudbaarheid van die emarkomgewing te verseker, is dit belangrik om die lewensiklus te definieer. Dit word voorsien dat die lewensiklus uit vier fases sal bestaan, naamlik verskaffing, waarde toevoegingsdienste, kennis en kliënteverhoudingsbestuur. Die besigheidsmodel moet daarop fokus om te verseker dat die maksimum inkomste gedurende elke fase gegenereer word. Een van die grootste voordele van die e-markomgewing, en ook ‘n noodsaaklike komponent vir oorlewing, is dat al die inligting verwant aan die verskaffingsproses en waarde toevoegingsdienste deur die datastoor gekanaliseer moet word en daar gestoor word. Hierdie datastoor sal dus ryk aan inligting word wat op die langtermyn as kennis verkoop kan word en sodoende ‘n wesenlike inkomstestroom genereer in die latere fases van die lewensiklus van die e-markomgewing. ‘n Gevallestudie van Quadrem illustreer dat die e-markomgewing in die vroeë stadium van die lewensiklus is en dat omvattende verdere ontwikkeling vereis word voordat die ware waarde van die besigheid-tot-besigheid e-markomgewing bereik kan word.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: This study focuses on the development of a research model for the University of Stellenbosch (US), which will facilitate the marketing and implementation of DE programmes for organisations. More leading-edge organisations are utilising distance education (DE) modes to capitalise on advantages such as rapid assimilation of learning material and the reduction in costs in the long term. An organisation in the health sector was chosen for the application of the model. The health sector faces numerous challenges, prospects and opportunities. The research model's framework is therefore utilised to establish the training needs of the Medi-Clinic hospital group's managers. The results of the research conducted in this study indicate that Medi-Clinic's work environment seems to be favourable for management training programmes to be implemented via DE technologies. Their managers in general favour training to be delivered via more dependent modes. Managers identified mainly direct contact and interaction with the lecturer by means of traditional training and face-to-face contact (TV) as their first choice. Interactive video, computer with instructor involvement, and DE via videotapes were predominantly the managers' second choice. The managers' third choice was primarily computer without instructor involvement, CD-ROM and correspondence. From this study it is also clear that Medi-Clinic's different managerial groups prefer different training modes. Independent DE modes are in general more popular among their higher levels of management. This study can serve as the basic model, which can, with further refinement, be used by the University of Stellenboseh's Distance Education Division as a support tool for the development, marketing and implementation of programmes. / AFRIKAANSE OPSOMMING: Hierdie studie fokus op die ontwikkeling van 'n navorsingsmodel vir die Universiteit van Stellenbosch (US). Die oogmerk van die model is om die bemarking en implementering van afstandsonderrigprogramme vir organisasies te fasiliteer. Organisasies maak toenemend gebruik van afstandsonderrigmetodes om voordele soos vinnige assimilasie van opleidingsmateriaal en die vermindering van koste op lang termyn daaruit te put. 'n Organisasie uit die gesondheidsektor is gekies vir die toepassing van die model. Die gesondheidsektor staar vele uitdagings, vooruitsigte en geleenthede in die gesig. Die navorsingsmodel se raamwerk is daarom gebruik om die opleidingsbehoeftes van die Medi- Clinic hospitaalgroep se bestuurders te bepaal. Uit die resultate van hierdie navorsing blyk dit dat Medi-Clinic se werksomgewing gunstig is vir die implementering van bestuursopleidingsprogramme deur middel van afstandsonderrigmetodes. Bestuurders het hoofsaaklik direkte kontak en interaksie met die dosent deur middel van tradisionele opleiding en persoon-tot-persoon- (TV) kontak as hul eerste keuse geïdentifiseer. Interaktiewe video, rekenaar met instrukteurbetrokkenheid en afstandsonderrig deur middel van videokassette was oorwegend bestuurders se tweede keuse. As derde keuse is rekenaar sonder instrukteurbetrokkenheid, CD-ROM en korrespondensie oor die algemeen gekies. Uit hierdie studie is dit ook duidelik dat Medi-Clinic se verskillende bestuursgroepe, verskillende opleidingsmetodes verkies. Onafhanklike afstandsonderrigmetodes is oor die algemeen meer gewild onder hoër vlakke van bestuur. Hierdie studie kan as 'n basiese model dien, wat met verdere verfyning gebruik kan word as 'n ondersteuningsinstrument om afstandsonderrigprogramme vir die Universiteit van Stellenbosch te ontwikkel.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: The objective of this study project is to investigate the scope management process within Nedbank's retail division. The scope definition provides a starting point for all future planning and tasks in a project. It defines all the work required, and only the work required, to successfully complete the set objectives of the project. Although this aspect of project management is crucial, many organisations fail to complete projects on time and within budget, due to bad management of the project's scope. A literature study was undertaken to determine a scope process, reasons why scope management fails, and those aspects that are of importance when defining the scope. These aspects were identified as follows: • Scope definition. • Setting of objectives. • Client relationship. • Stakeholder relationship. • Scope change management. • Risk. • Norms and standards. • Project requirements. Information from the literature study was used to develop a questionnaire to analyse the opinions of project members. These results were used to identify the gap between the perceptions of the project members and the ideal situation. The quantitative analysis identified the following as areas of concern: • Not all tasks needed to complete the project are identified. • Changes in the objective of the project, after the project scope was defined. • There is no process to deal with scope change. • There is a lack of using norms and standards when managing and planning the scope of the project. The study is concluded with recommendations to ensure that all future project plans comply with the identified process. / AFRIKAANSE OPSOMMING: Die doelwit van hierdie studie is om die projek omvangs proses binne Nedbank se kleinhandels divisie te ondersoek. Die definisie van die projek omvang is die begin punt van alle toekomstige beplanning en take van 'n projek. Projek omvang word gedefinieer as al die werk benodig, en slegs die werk benodig, om 'n projek suksesvol te voltooi. Alhoewel hierdie aspek van projekbestuur as van kardinale belang beskou word, is daar vele organisasies wat steeds projekte laat voltooi en begrotings oorskry, weens die swak bestuur van projek omvang. 'n Omvattende literatuurstudie is voltooi om 'n omvang formulerings proses te identifiseer, redes hoekom organisasies faal met die proses, en aspekte te bepaal wat van belang is om te verseker dat organisasies suksesvol is met die definiëring van die projek omvang. Hierdie aspekte is soos volg: • Projekdefinisie. • Projekdoelwit. • Kliëntverhoudings. • Verhoudings met belangegroepe. • Die bestuur van veranderings in die projek omvang en definisie. • Projekrisiko. • Norme en standaarde. • Projekvereistes. 'n Vraelys, gegrond op die literatuurstudie, is opgestel om die persepsies van projeklede te meet teenoor die ideale situasie. Die kwantitatiewe analise het die volgende aspekte geidentifiseer as areas waaraan aandag gegee moet word: • 'n Volledige lys van take om die projek te voltooi word nie geidentifiseer nie. • Te veel verandering in die doelwit van die projek nadat die omvang reeds bepaal is. • Geen proses om enige verandering in die projek se omvang te bestuur nie. • Norme en standaarde word nie gebruik met die beplanning en bestuur van die projek omvang nie. Die studie word afgesluit met aanbevelings om te verseker dat toekomstige projekte aan die geidentifiseerde proses voldoen.

Thesis(MBA)--Stellenbosch University, 2001. / The objectives of this research were as follows: • To develop a knowledge management diagnostic tool that can be used to evaluate the status of knowledge management initiatives from both a technology and a people perspective, • To conduct a pilot study using a convenience sample of 35 students from the Afrikaans Modular Masters of Business Administration course at the University of Stellenbosch in order to test this diagnostic tool for measurement reliability and validity, and • To present and discuss the results of the pilot study. A knowledge management diagnostic tool based on Bukowitz and Williams (2000) Knowledge Management Diagnostic was developed. The diagnostic tool consisted of seven section scales, each evaluating a step in Bukowitz and Williams (2000) knowledge management process. Each section scale contained ten items and responses to items were scored using s seven-point Likert scale. Correlation calculations, factor analyses and item analyses were conducted for each scale in order to test for measurement reliability and validity. A comparison of means between respondent group variables was also conducted using the Kruskal-Wallis and Mann-Whitney tests. The Kruskal-Wallis and Mann-Whitney comparison of means revealed no significant differences in total scores on the knowledge management diagnostic tool between groups. However, the fact that a convenience sample rather than a random sample was used, and the sample size was limited (n=35) indicates that these results may not be conclusive. Notwithstanding the small, non-random sample used in this pilot study, the results of the correlation calculations, factor analyses and item analyses indicated that the scales had satisfactory internal consistency reliability and an examination of the items that loaded against each factor indicated that the scales displayed face validity. In the light of these results, recommendations for further research using a larger, random sample were therefore presented. In addition, items were recommended for deletion in order to improve internal consistency reliability

Thesis (PhD (Business Management))--University of Stellenbosch, 2005. / ENGLISH ABSTRACT: Projects inevitably appear on the agenda of organizations, especially those enterprises that are serious about surviving in a competitive and rapidly changing business environment. They have little say in whether they want to do projects, but they have the choice whether to take a project management approach, or whether to leave projects to their functional departments to carry out as part of their routine work. Growing numbers of organizations opt for project management, because they seek specific benefits such as the ability to accomplish targets under conditions of execution uncertainty and the ability to function across specialist disciplines. Too many organizations find their project management performance disappointing and, despite substantial investments in appropriate systems and training, do not attain the benefits claimed by project management advocates. In response, project management researchers have increasingly speculated about the likely influence of organizational culture in the frustrating experiences organizations have with project management. The reasoning behind this supposition appears sound. Most organizations attempting project management still have cultures shaped by a functionally dominated era of organization. Organizational cultures are only gradually breaking out of management traditions that emphasized principles such as high levels of structure and formalization, defined positions of authority, single channels of reporting, and minimal communication other than directions from management downwards. The philosophy of project management differs. Beneath the scientific and methodological facade of project management, there exists a set of attendant leadership and behavioural patterns that have become equally crucial to its performance, for example: high levels of communication; autonomy for project managers; supportive and participative leadership styles; participants that accept reporting to more than one superior; and the emphasis on collective performance. One can add to this list, but these demonstrate the substantial differences that exist between a project management approach and the traditional approaches to managing work and controlling staff. These differences have provoked project management authors to recognize the influence of organizational culture and to offer suggestions about the nature of a project management supportive organizational culture. This study accepts this notion and postulates that organizations, despite mastering the more obvious methodologies of project management, may have negative cultural circumstances that fail to master the underlying management philosophies that support successful project management behaviour. A consolidated definition of organizational culture, which could discriminate between supportive and unsupportive environments for project management, has however remained elusive in the project management literature. The expected relationship between organizational culture and project management has specifically been linked to project management in a matrix organization. In this environment, since there is an ongoing interaction between vertically managed (functional specialization) and horizontally managed (cross-functional) activity, the interdependency between project management and the organizational culture is likely to be strong. The purpose of this study was to: (a) develop, through a comprehensive literature study, a framework of organizational culture dimensions that could be expected to impact on the effectiveness of project management; and (b) to seek, through empirical examination, confirmation about this relationship between organizational culture and project management. The study developed a multi-dimensional and multiple constituent perspective of project management performance as a measure of project management effectiveness in the empirical research. The research found a statistically significant correlation between the hypothesized framework of organizational culture and project management effectiveness. This finding provides strong evidence to deduct that organizational culture and project management are interrelated and that organizational culture is an underlying variable that cannot be ignored when establishing a project management capability. The research further found statistically significant correlations between each of the twelve individual dimensions of organizational culture and project management effectiveness. The study has therefore also substantially progressed towards a framework that can assess the degree of supportiveness of the organizational culture in respect of project management. This should be a valuable tool for organizations struggling with unexplained problems in project management, or for organizations wanting to set up a project management capability. / AFRIKAANSE OPSOMMING: Projekte verskyn onvermydelik op die aksielys van organisasies, veral by die ondernemings wat hul voortbestaan in ‘n mededingende en snel veranderende sake-omgewing ernstig benader. Organisasies se keuse lê nie daarin of hulle projekte wil doen nie, maar tussen die toepassing van die beginsels van projekbestuur, of die toevertrou van projekte aan funksionele departmente om dit binne die bestek van hul bedryfsfunksies uit te voer. Baie organisasies kies projekbestuur omdat hulle spesifieke voordele soos die vermoë om doelwitte onder ‘n hoë mate van taakonsekerheid na te jaag, en om trans-funksionele werk te bestuur, verlang. Te veel organisasies vind hul pogings tot projekbestuur teleurstellend en, ten spyte van ‘n substansiële belegging in stelsels en opleiding, ontwyk die tipiese voordele waarop aanspraak gemaak word, hulle. In antwoord hierop skryf navorsers in projekbestuur toenemend oor die moontlikheid dat sekere tipes organisasie-kultuur verband hou met die frustrasies wat organisasies met projekbestuur ondervind. Die onderliggende redenasies agter so ‘n afleiding blyk gesond te wees. Meeste organisasies wat tans projekbestuur aanpak, handhaaf steeds kulture wat in ‘n funksioneel georiënteerde tydperk van organisasie gevorm is. Organisasie-kulture wikkel hulle tans geleidelik los uit bestuurstradisies wat op beginsels van gestruktureerdheid, geformaliseerdheid, rigiede definisies van rolle en gesag, eenduidige kanale van rapportering, en minimale kommunikasie anders as opdraggewing van bestuur na laer vlakke, klem gelê het. Projekbestuur verskil hiervan. Benede die wetenskaplike en metodologiese fasade van projekbestuur bestaan daar ‘n stel van gepaardgaande leierskaps- en gedragspatrone wat ewe noodsaaklik vir die suksesvolle prestasie van projekbestuur geword het, byvoorbeeld: hoë vlakke van kommunikasie; outonomie vir projekbestuurders; ondersteunende en deelnemende leierskapstyle; spanlede wat meervoudige gesagslyne kan aanvaar; en die belangrikheid van spanprestasie. Die lys kan nog uitgebrei word, maar hierdie illustreer die betekenisvolle verskille wat tussen ‘n projekbestuursaanslag, en tradisionele benaderings tot die bestuur van werk en die beheer van personeel, bestaan. Hierdie verskille dwing outeurs in projekbestuur reeds geruime tyd om begrip vir die invloed van organisasie-kultuur te toon, en ook om bepaalde voorstelle oor die aard van ‘n ondersteunende kultuur vir projekbestuur aan die hand te doen. Die studie gebruik hierdie denke as vertrekpunt en postuleer dat organisasies, ten spyte daarvan dat hulle die ooglopende beginsels van projekbestuur bemeester, negatiewe omstandighede in hul organisasie-kultuur mag koester wat nie met die onderliggende bestuursfilosofieë van suksesvolle projekbestuursgedrag kan vereenselwig nie. Die verwagte verwantskap tussen organisasie-kultuur en projekbestuur word in besonder verbind met organisasies wat op ‘n matriksbasis funksioneer. In so ‘n omgewing is daar, as gevolg van die voortdurende interaksie tussen die vertikaalgerigte (funksioneel gespesialiseerde) en horisontaalgerigte (trans-funksionele) bestuur van werk, ‘n sterk verwagte interafhanklikheid tussen projekbestuur en organisasie-kultuur. Die doel van die studie was om: (a) by wyse van ‘n omvattende literatuurstudie ‘n raamwerk van die dimensies van organisasie-kultuur wat ‘n waarskynlike impak op projekbestuur behoort te hê, te ontwikkel; en om (b) deur empiriese ondersoek, bevestiging vir die verwagte verwantskap tussen organisasie-kultuur en projekbestuur te vind. Die studie het ‘n multi-dimensionele perspektief, wat ook die evaluering van verskillende belanghebbendes insluit, as maatstaf vir die effektiwiteit van projekbestuur in die empiriese ondersoek, ontwikkel. Die navorsing het ‘n statisties beduidende korrelasie tussen die gepostuleerde raamwerk van organisasie-kultuur en projekbestuurs-effektiwiteit bevind. Hierdie bevinding lewer sterk ondersteuning vir die afleiding dat organisasie-kultuur en projekbestuur interverwant is en dat organisasie-kultuur as ‘n onderliggende veranderlike in berekening gebring moet word by die vestiging van ‘n projekbestuursvermoë in ‘n organisasie. Die navorsing het verder bevind dat elkeen van die twaalf dimensies van die kultuurkonstruk individueel statisties beduidend met projekbestuurseffektiwiteit korreleer. Hiermee het die studie dan ook substansieel gevorder na die skep van ‘n raamwerk wat die graad van ondersteuning van ‘n organisasie se kultuur ten opsigte van projekbestuur kan assesseer. Hierdie behoort ‘n belangrike stuk gereedskap te wees vir organisasies wat met probleme in projekbestuur worstel asook vir organisasies wat projekbestuur as ‘n organisasie-vermoë wil vestig.

Assignment (MComm)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: The offshore investment industry has shown tremendous growth (R92,7 billion invested in offshore unit trusts and mutual funds) since the Minister of Finance took the bold step (1 July 1997) availing South African (SA) residents the opportunity to invest offshore. Currently, SA residents, subject to certain criteria, are allowed to invest R750 000 offshore. The primary objective of this assignment is to provide a general overview of offshore investments from a SA resident's perspective. Foreign investment policies as they relate to local residents are reviewed. Investment maxims, truisms and theory are introduced to provide a theoretical framework to accommodate future chapters. The question regarding why South Africans should invest offshore is answered by firstly identifying specific risks that are unique to this country, its people and businesses and, secondly, by looking at market risk. Conclusive empirical evidence states that offshore diversification reduces portfolio risks and enhances returns. Offshore investments, their related costs/fees, investment strategies as well as regulations that offshore investors must adhere to, are also discussed. The most important obstacles to investing offshore, namely the home bias phenomenon and currency or exchange rate risk, are placed in perspective. Important tax implications for investing offshore are also briefly mentioned. In the final chapter conclusions and recommendations are made. / AFRIKAANSE OPSOMMING: Die buitelandse beleggingsindustrie het merkwaardig gegroei (R92,7 biljoen is tans in buitelandse effektetrusts en onderlinge fondse belê) sedert die Minister van Finansies die dapper stap geneem het (1 Julie 1997) om Suid-Afrikaanse (SA) burgers die geleentheid te bied om in die buiteland te kan belê. Huidiglik kan SA burgers, onderworpe aan sekere kriteria, tot R750 000 in die buiteland belê. Die primêre doelwit van hierdie werkstuk is om 'n oorsig vanuit die SA burger se perspektief voor te lê. Buitelandse beleggingsbeleide, asook hoe hulle SA burgers beïnvloed is in oënskou geneem. Beleggingsgrondstellings, -waarhede en - teorieë, is bespreek om 'n teoretiese agtergrond te verskaf vir latere hoofstukke. Die vraag waarom Suid-Afrikaners in die buiteland moet belê, word beantwoord deur eerstens, spesifieke risiko's wat uniek is aan ons land, sy mense en besighede, te identifiseer, en tweedens, om na markrisiko's te kyk. Konklusiewe empiriese navorsing bewys dat buitelandse beleggings die risiko's van portefeuljes verlaag en opbrengste verhoog. Buitelandse beleggings, hul verwante koste/fooie, beleggingstrategieë, asook regulasies waaraan buitelandse beleggings moet voldoen, is bespreek. Die belangrikste struikelblokke vir belegging in die buiteland, bekend as die sogenaamde "home bias"-verskynsel en val uta- of wisselkoersrisiko's, is in perspektief gestel. Belangrike belastingsimplikasies vir buitelandse beleggings word ook kortliks genoem. In die finale hoofstuk word gevolgtrekkings en aanbevelings gemaak.

Mini study project (MBA)--University of Stellenbosch, 2002. / ENGLISH ABSTRACT: The modern business environment is volatile, fast moving and complex, bringing new challenges for leadership. Many new theories on leadership were therefore developed, including emotional intelligence theory. The study focused on the question whether emotional intelligence theory has influenced the other contemporary leadership theories or not. Emotional intelligence theory propagates that there is a wide spectrum of intelligences that include emotional intelligence, which is defined as the person's capacity to recognise his own feelings and those of others, for motivating himself and for managing emotions in himself and in his relationships. Emotional intelligence falls within four domains, namely self-awareness, self-management, social awareness and relationship management. Each of these domains can be broken down into specific emotional intelligence competencies needed for superior performance. Most traditional leadership research can be classified into one of four approaches, namely the trait approach, behavioural approach, power-influence approach and situational/contingency approach. Some traditional theories fall outside of this classification, while others cut across two or more approaches. Contemporary leadership theories tend to have a more human approach and a stronger focus on soft skills. A comparison was done to establish whether there were any notions similar to the emotional intelligence competences in the traditional or contemporary leadership theories and whether these notions have become more important in contemporary theories than they were in traditional theories. It was found that the competencies of self-assessment, service orientation and change catalyst are new concepts that were not found in traditional leadership theories, while competencies such as emotional self-awareness, self-control, trustworthiness, adaptability, initiative, empathy, visionary leadership, communication, building bonds and teamwork have gained popularity to some extend in modern leadership theories. The other competencies either carried the same weight in traditional theories than in contemporary ones or no specific conclusion could be reached. Although there are definite differences between the importance of certain competences in traditional and contemporary leadership theory, it is not possible to conclude that these changes are due to the influence of emotional intelligence. It should rather be hypothesised that these modern theories developed side-by-side due to the changes in the modern business environment, which provided new challenges to organisations and leaders, necessitating the development of new theories. The theories might even have cross-pollinated each other, but it is not possible to stipulate a direct influence of one on the other. / AFRIKAANSE OPSOMMING: Die moderne besigheidsomgewing is wispelturig, vinnig-bewegend en kompleks met talle nuwe uitdagings vir leiers. Baie nuwe leierskapsteorieë is dus ontwikkel, onder andere die teorie van emosionele intelligensie. Hierdie studie het gefokus op die vraag of emosionele intelligensie teorie die ander kontemporêre leierskapsteorieë beïnvloed het, al dan nie. Emosionele intelligensie teorie propageer 'n wye spektrum intelligensies wat emosionele intelligensie insluit. Emosionele intelligensie word gedefinieer as die persoon se kapasiteit om sy eie en ander mense se gevoelens to herken, om homself te motiveer en om sy eie emosies en die emosies betrokke in sy verhoudings te bestuur. Emosionele intelligensie kan verdeel word in vier domeine, naamlik self-bewustheid, self-bestuur, sosiale bewustheid en verhoudingsbestuur. Elkeen van hierdie domeine kan verder verdeel word in spesifieke emosionele intelligensie vaardighede wat nodig is vir voortreflike prestasie. Meeste tradisionele leierskapsteorieë kan geklassifiseer word onder een van vier benaderings, naamlik die eienskap benadering, gedrags benadering, mag-invloed benadering en die situasie I gebeurtenis benadering. Sommige tradisionele teorieë val buite hierdie klassifikasie, terwyl ander weer oor twee of meer benaderings strek. 'n Vergelyking is gedoen om vas te stelof daar enige neigings soos die emosionele intelligensie vaardighede in die tradisionele of kontemporêre leierskapsteorieë voorkom en of the neigings meer belangrik geword het in kontemporêre teorieë as wat hulle in tradisionele teorieë was. Dit is bevind dat vaardighede soos self-waardasie, diensorïentasie en veranderingskatalisator nuwe konsepte is wat nie in die tradisionele leierskapsteorieë gevind is nie, terwyl vaardighede soos emosionele self-bewustheid, self-beheersing, betroubaarheid, aanpasbaarheid, inisiatief, empatie, verbeeldingryke leierskap, kommunikasie, die bou van bande en spanwerk 'n mate van populariteit gewen het in moderne leierskapsteorieë. Die ander vaardighede het óf dieselfde gewig gedra in tradisionele teorieë as in kontemporêre teorieë, óf daar kon tot geen spesifieke gevolgtrekking gekom word nie. Alhoewel daar definitiewe verskille is tussen die belangrikheid van sekere vaardighede in tradisionele en kontemporêre leierskapsteorieë, is dit nie moontlik om tot die gevolgtrekking te kom dat die veranderinge as gevolg van die invloed van emosionele intelligensie teorie is nie. Daar kan eerder gepostuleer word dat hierdie moderne teorieë sy-aan-sy ontwikkel het as gevolg van die veranderings in the moderne besigheidsomgewing wat nuwe uitdagings vir organisasies en leiers gestel het en dus die ontwikkeling van nuwe teorieë genoodsaak het. Die teorieë kon mekaar selfs gekruiskontamineer het, maar dit is nie moontlik om In direkte invloed van een op die ander te stipuleer nie.