Study project (MBA)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: Organizational politics and the political environment of organizations are topics that have been extensively researched and debated in the academic literature. Organizations are not always strategically focused on this area of management and are not always aware of the consequences of the negative impacts of organizational politics on the success of their business. Project management also takes place within this political environment of organizations and is thus subject to its influences. The aim of this study was to provide project managers with some insight into the nature of organizational politics and political behavior and to assist them in understanding how these concepts impact on the project management process. The study takes the form of a literature review on the topics of organizational politics and project management. The study can be divided into five main sections: • Organizational politics is reviewed in terms of the definition of political behavior, dimensions of political behavior and the political environment of organizations. Examples of political behavior are given and the functional roles of politics in organizations are discussed. • The second section deals with the social perspective of project management in terms of the inherent nature of teams, operation within a matrix structure and leadership requirements of the project manager. Project management skills and success criteria are also studied. The third section views project management in terms of organizational politics and readdresses the areas of management of the project manager and the importance of stakeholder analysis. The power base of the project manager is evaluated and the use of influence discussed. The political activities that occur around resource control and decision-making is considered with reference to organizational culture. Guidelines are laid down for project managers regarding the management of political behavior. • The fourth section moves towards putting a framework there for project managers with reference to implications for project management success, the use of constructive political tactics and the adoption of appropriate political skills. • The fifth section tests assumptions made regarding possible problems areas for project managers in the context of organizational politics. Personal interviews were conducted with eight project managers in a development and management company and questions were designed around two themes, namely problems experienced on a more personal level and problems relating to the organizational environment. The current and ideal situations for each theme were discussed. / AFRIKAANSE OPSOMMING: Organisasie politiek en die politiese omgewing van organisasies is onderwerpe wat uitgebreid nagevors en gedebateer is in die akademiese literatuur. Organisasies is nie altyd strategies gefokus op hierdie bestuursarea nie en is derhalwe nie altyd bewus van die negatiewe effek van organisasie politiek op die sukses van hul besigheid nie. Projekbestuur vind plaas binne hierdie politiese omgewing en is dus onderworpe aan die invloed daarvan. Die doel van hierdie studie was om aan projekbestuurders 'n mate van insig te verskaf met betrekking tot die aard van organisasie politiek en politiese gedrag, en om 'n beter begrip van die impak van hierdie konsepte op die projekbestuur proses te kweek. Die navorsing is in die vorm van 'n literatuurstudie rondom organisasie politiek en projekbestuur. Die studie word onderverdeel in vyf afdelings: • Eerstens word 'n oorsig van organisasie politiek verskaf, met spesifieke verwysing na die definisie van politiese gedrag, die dimensies van politiese gedrag en die politiese omgewing van organisasies. Voorbeelde van politiese gedrag word aangebied en die funksionele rol van politiek in organisasies word bespreek. • Die tweede afdeling handeloor die sosiale perspektief van projekbestuur in terme van die inherente aard van projekspanne, die werking van projekbestuur binne 'n matriks struktuur, en die leierskap vereistes van die projekbestuurder. Projekbestuur vaardighede en sukses maatstawwe word bestudeer. • Die derde afdeling fokus op projekbestuur binne die konteks van organisasie politiek: die bestuursareas van die projekbestuurder word weer beskou en die belangrikheid van insethouer-analise (stakeholders) word aangedui. Verder word die magsbasis van die projekbestuurder ge-evalueer en die aanwending van die proses van invloed word bespreek. Die politiese aktiwiteite wat gepaard gaan met hulpbron-beheer asook besluitneming word ondersoek, met verwysing na organisasie kultuur. Etlike riglyne met betrekking tot die bestuur van politiese gedrag word neergelê vir projekbestuurders. • Die vierde afdeling fokus op die daarstelling van 'n raamwerk vir projekbestuurders, wat onder andere verwys na implikasies vir projekbestuur sukses, die gebruik van konstruktiewe politiese tegnieke asook die aanwending van aanvaarbare politiese vaardighede. • Die vyfde afdeling behels die toetsing van etlike aannames wat gemaak word aangaande probleemareas vir projekbestuurders binne die konteks van organisasie politiek. Persoonlike onderhoude is gevoer met agt projekbestuurders, werksaam by 'n ontwikkelings- en bestuursmaatskappy. Die onderhoudsvrae was saamgestel rondom twee temas, naamlik: probleme wat ondervind word op 'n meer persoonlike vlak; en probleme wat verband jou met die organisasie omgewing. Die huidige asook die ideale situasie vir elke tema was ondersoek en weergegee.

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Small business development and growth is for no one as important as to the entrepreneur at the helm of a small business. Small business is also by no means not a big priority when the South African government is concerned. Not only does the government talk about small business developments but has in fact within the recent past contributed and established many enabling initiatives towards small business developing. Within the scope of this research report it is empowering to know that the single entrepreneur is not alone in his or her battle to push their individual businesses to higher altitudes. This helping hand is even more extended when a small business adapts the form of a franchise. Within such an environment entrepreneurs can expect business support not only from their local government but also through much more personal and incisive interactions from the franchisor. Although this form of conducting a business might seem like the most logical and safest way to enter into a small business, a few potential pitfalls are highlighted as well as certain alternatives to the franchise concept. Within the franchise business concept, Postnet is introduced firstly on a national basis where after an individual Postnet franchise is exposed to financial growth therapy. This is mainly achieved by conducting a thorough industry and SWOT analysis. Finally it is suggested that cost reducing strategies, combined with brand development, avoiding growth hampering factors, marketing initiatives and the continued strive towards the recognition and early adoption of industry related opportunities can never be substituted for any amount of government or franchisor support in order to establish and maintain sustainable growth within a small business. / AFRIKAANSE OPSOMMING: Die groei en ontwikkeling van 'n klein sake onderneming is vir niemand meer belangrik as vir die individuele entrepeneur wat aan die stuur van so 'n klein sake onderneming sit nie. Die Suid-Afrikaanse regering gee ook veral baie aandag aan die ontwikkeling van klein sake ondernemings. Daar word nie net gepraat van klein sake ontwikkeling in regeringskringe nie, maar daadwerklike aksie is al geneem met verskeie inisiatiewe wat reeds die lig gesien het ter ondersteuning van klein sake ontwikkeling in Suid Afrika. Vanuit die fokus van hierdie verslag is dit bemoedigend om te weet dat die klein sake entrepreneur nie alleen hoef te veg om sy of haar individuele besigheid tot nuwe vlakke te dryf nie. Hierdie helpende hand word nog meer ondersteunend en persoonlik as 'n klein sake onderneming die vorm van 'n konsessie aanneem. Binne so 'n omgewing kan entrepreneurs meer as net ondersteuning van plaaslike owerhede verwag, maar persoonlike en interaktiewe insette vanaf die konsessie houer. Alhoewel hierdie tipe besigheidsformaat na die mees logieste en veiligste vorm van 'n klein sake onderneming mag lyk, word daar wel 'n paar potensiele lokvalle uitgelig sowel as alternatiewe strukture tot die konsessie besigheidsformaat. Binne die konsessie besigheidsformaat word Postnet bekendgestel, eerstens op 'n nasionale basis waarna daarvolgens die moontlikhede van finansiele groei ten opsigte van 'n individuele Postnet konsessie ondersoek word. Dit word hoofsaaklik bereik deur 'n industrie analiese en 'n "SWOT" analiese te doen. Laastens word bevestig dat koste verminderings analiese gekombineer met handelsmerk ontwikkeling, die venmelding van teenwerkende groei faktore, bemarkingsinisiatiewe en die volgehoue strewe na herkenning en vroegtydige aanneming van relevante industrie geleenthede, nooit vervang kan word vir enige hoeveelheid regerings of konsessie houer hulp ten einde volgehoue groei in 'n klein sake onderneming te handhaaf nie.

Thesis (MBA)--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: The object of this study was to do a comparative analysis of the competitiveness of the South African apple industry with the competitive ran kings published by Dr Desmond O'Rourke as a guideline. Firstly, the intention was to determine if South Africa's ranking is valid and representative, and secondly, to look at the scope for improvement. South Africa's best competitive performance is in the area of production. Although South Africa is performing well there is still scope for improvement by increasing productivity of orchards and quality of the crop. Input costs, labour and climate change are other big concerns. The biggest area for improvement however lies with the relationship between the South African apple industry and the South African government. Many of the changes in legislation and policy since 1994 have had a negative impact on the competitiveness of the South African apple industry. Government need to play an active role in supporting the apple industry through infrastructure, market access and financial support for industry initiatives like promotion and research. This can only be achieved if there is a partnership between the industry and government. The Department of Agriculture also need to be capacitated to perform their functions professionally and efficiently. In terms of market and demand the main concern is the dependence of the South African apple industry on the markets of Europe and the United Kingdom. These markets also have a decline in per capita consumption of apples. This, associated with increased consumer pressure in terms of food safety, environmental and ethical issues and the power of retailers, creates a need to get market access in new developing markets like India and China. The promotions of consumption of apples in the local market would also have a positive effect on profitability. In a world market where the production volume of South Africa is insignificant, the industry needs to do everything in its control to increase competitiveness. / AFRIKAANSE OPSOMMING: Die doel van hierdie studie was om 'n vergelykende studie van die mededingendheid van die Suid-Afrikaanse appelindustrie te doen met die mededingendheidsranglys van Dr. Desmond O'Rourke as 'n riglyn. Eerstens was die oogmerk om te bepaal of hierdie ranglys verteenwoordigend is van die mededingendheid van Suid-Afrika, en tweedens om die ruimte en area vir verbetering te identifiseer. Suid-Afrika se beste area van kompeterende prestasie is produksie. Alhoewel Suid-Afrika goed vaar op hierdie gebied is daar nog steeds ruimte vir verbetering deur produktiwiteit van boorde en die kwaliteit van die oes te verhoog. Insetkoste, arbeid en klimaatsverandering is ook areas van bekommernis. Die grootste area vir verbetering is egter die verhouding tussen die Suid-Afrikaanse industrie en die regering. Baie van die veranderinge in wetgewing en beleid sedert 1994 het 'n negatiewe impak op die mededingendheid van die Suid-Afrikaanse appelindustrie gehad. Die regering moet 'n aktiewe rol speel om die appelindustrie te ondersteun t.o.v. die infrastruktuur, marktoegang, promosie en navorsing. Dit kan slegs bereik word as daar 'n vennootskap tussen die regering en industrie is. Die Departement van Landbou het ook die kapasiteit nodig om hulle taak professioneel en effektief te kan verrig. In terme van markte en vraag is die grootste bekommernis die afhanklikheid van die Suid-Afrikaanse industrie van die markte van Europa en die Verenigde Koninkryk. Hierdie markte toon 'n afname in per capita verbruik van appels. Dit tesame met die verbruikersdruk in terme van voedselveilighied, omgewing en etiese kwessies en die mag van die supermarkte skep die behoefte om marktoegang tot nuwe ontwikkelende markte soos Indie en China uit te brei. Die promosie van verbruik van appels in die plaaslike mark sal ook 'n positiewe effek op winsgewendheid he. In 'n wereldmark waar die produksievolume van Suid-Afrika nie noemenswaardig is nie, is dit van die uiterste belang dat die industrie alles in hul vermoe doen am mededingendheid te verhoog.

Thesis (MBA (Business Management))--University of Stellenbosch, 2005. / ENGLISH ABSTRACT: The matrix structure has had varying degrees of success over the last 35 years. During this period the major factors, seen as critical to achieving matrix effectiveness, have been identified as: • communication; • strong leader; • culture; • rewards; • skills in teams; • clear and defined goals; • senior management support; • defined responsibility; • accountability; and • procedures and standards. A matrix structure (In the form of Category Management) was introduced into our organisation (USABCO) in 1999 and three years later it was replaced with the previous structure (Hierarchical Structure). In hind light the category management structure, if implemented correctly with the relevant preparation, training, and support,would have improved new product development efficiency. Eleven recent articles related to matrix effectiveness were selected and analysed, and the results used to establish the following for each of the above and other critical factors: • proposed actions that can be taken to improve matrix effectiveness; and • reported benefits of these actions. This is not an exhaustive list but rather a summary of results from current research, empirical studies and surveys. / AFRIKAANSE OPSOMMING: Die matriks struktuur het oor die laaste 35 jaar verskillende suksesse behaal. Gedurende hierdie periode, was die volgende hoof faktore gesien as krities tot die bereiking van matriks doeltreffendheid: • kommunikasie; • sterk leiers; • kultuur; • vergoeding; • vaardighede in spanne; • duidelike doelwitte; • bemagtiging van lede; • senior bestuur ondersteuning; • gedefinieerde verantwoordlikheid; • toerekenbaarheid; en • prosedures en standaarde. Die matriks struktuur (in die vorm van kategoriebestuur) was in 1999 in ons maatskappy bekend gestel en na 3 jaar was dit weer vervang met die vorige struktuur (hierargiese struktuur). Die "kategorie bestuur struktuur" kon nuwe produk ontwikkeling doeltreffendheid verbeter, as dit reg geimplementeer was met die nodige voorbereiding, opleiding en ondersteuning. Elf onlangse artikels, wat verband hou met matriks doeltreffendheid, was geselekteer en geanaliseer en die resultate gebruik om die volgende vas te stel vir elkeen van die bogenoemde hooffaktore: • voorgestelde aksies om matriks doeltreffendheid te verbeter; en • gepubliseerde voordele van die aksies. Dit is nie 'n volledige lys nie, maar eerder 'n opsomming van huidige navorsing, empiriese studies en ondersoeke.

Thesis (MBA (Business Management))--University of Stellenbosch, 1992. / ENGLISH ABSTRACT: The aim of the exercise is to acquire a thorough knowledge of Kromco's business requirements, to create a high level datamodel, a data entity model and to determine the priorities of the different systems which will lead to an effective management information system. To acquire the desired information and strategy within a limited period of time, use was made of questionnaires, focus groups, personal interviews, value chain analysis, critical success achievements and information in use. The desired information requirements and information systems have been evaluated against the information and systems presently available. The present management information system does not fulfil the needs of a successful management information system and therefore it has been suggested that a computer be obtained. The same information is used by different departments. To prevent duplicating transactions, use must be made of a databasis. The designing of the database does not form part of this worksheet and further investigation is necessary. / AFRIKAANSE OPSOMMING: Die doelwit van die werkstuk is om 'n deeglike begrip van Kromco se besigheidsbehoeftes te verkry deur die daarstelling van 'n hoe vlak datamodel, 'n data entiteitmodel en die prioriteitsbepaling van die verskillende stelsels wat sodoende tot 'n effektiewe bestuursinligtingstelsel sal lei. Om die verlangde inligting en strategie binne die kort tydsbestek te kry is daar gebruik gemaak van vraelyste, fokusgroepe, persoonlike onderhoude, waardeketting-ontledings, kritieke suksesbepalings en bestaande inligting in gebruik. Die verlangde inligtingsbehoeftes en -stelsels is geevalueer teenoor die inligting en -stelsels wat tans beskikbaar is. Die bestaande bestuursinligtingstelsel voldoen nie aan die vereistes van 'n suksesvolle bestuursinligtingstelsel nie en die aanbeveling is om n eie rekenaar te kry. Dieselfde inligting word deur verskillende departemente gebruik. Daarom moet daar gebruik gemaak word van n databasis om duplisering van transaksies te vermy. Die databasisontwerp vorm nie deel van hierdie werkstuk nie en verdere navorsing moet daarop gedoen word.

Thesis (MBA (Business Management))--University of Stellenbosch, 2000. / ENGLISH ABSTRACT: The aim of this study was to investigate the term executive (managerial) derailment. Special reference was given to various research done in the USA at the Centre for Creative Leadership (CCL). Managerial derailment was analysed and the persons most likely to derail identified. Typical indicators for derailment were investigated. The cause for derailment, with special focus on six classical flaws and their intercorrelation, were studied. Preventative measures to combat the phenomenon of derailment were investigated on both individual and organisational levels. Some preventative recommendations were suggested. The state of derailment internationally was studied to ascertain if any time movement occurred. Derailment is still present today, while some of the reasons causing derailment is fading, others increases in strength. Cultural differences between European and North American managers were studied, and no differences were found. This were compared with a survey conducted by the author on 47 modular South African MBA students to determine the state of derailment amongst the respondents. The survey respondents positively confirmed the presence of managerial derailment. Derailment results recorded amongst the pilot group were similar to that documented in literature. Further in-depth study needs to be done to validate the existence of managerial derailment amongst South African managers. / AFRIKAANSE OPSOMMING: Die deel van hierdie studie was om die term bestuursontsporing (managerial derailment) te ondersoek. Spesiale aandag is gegee aan verskeie navorsing gedoen by die Centre for Creative Leadership (CCL) in die VSA. Persone met 'n hoe ontsporingspotensiaal is geidentifiseer tydens die ontleding van die term bestuursontsporing. Tipiese aanwysings vir ontsporing is ondersoek. Ses klassieke oorsake vir ontsporing is nagevors met veral verwysing na interkorrolasies tussen hierdie oorsake. Voorkomende ontsporingsmaatreels met betrekking tot die individu en die organisasie is bestudeer. Veranderinge oor tyd in internasionale bestuursontsporingsnavorsing is ondersoek. Resultate dui, ten spyte van 'n verandering in die redes vir ontsporing, aan dat bestuursontsporing steeds plaasvind. Feitlik geen verskille wat aan kultuur toegeskryf kan word, word in die literatuur vermeld nie. In 'n meningspeiling onder 47 Suid-Afrikaanse modulere MBA studente het die outeur soortgelyke resultate verkry. Bestuursontsporing blyk teenwoordig te wees onder die studiegroep. Die oorsake vir bestuursontsporing van die respondente is bykans dieselfde as wat deur internasionale navorsing aangetoon word. Voordat die gevolgtrekking dat bestuursontsporing teenwoordig is onder Suid-Afrikaanse bestuurders gemaak kan word, word verdere in diepte studie vereis.

Thesis (MBA)--Stellenbosch University, 2008. / This study investigated whether the way in which dividends are taxed in South Africa, with the introduction of Secondary Tax on Companies (STC) in 1993, together with the extensive piece of legislation which incorporates dividends, has a negative impact on the total amount of dividends paid by companies listed on the Johannesburg Stock Exchange for the period from 1993 to 2006. The Wilcoxon Signed Ranked test was employed to compare the difference in total dividends declared, effective from 1993 and repeated for 1995. The results of the negative differences in proportion to the positive differences measured were then compared to the size of STC applicable in 1993 and 1995. The results of the comparison were that STC had no negative effect on the total dividends paid on the companies used in the sample and the majority of companies constantly increased dividend payments. The study did not distinguish between the different origins of dividends as research advises that the origins of dividends have changed during the increase and decrease of STC. It does seem that total dividends declared are increasing.

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The real-life problem in strategy communication is generally defined as that strategic plans are not generally well communicated to the workforce and therefore not executed to their full potential. This leads to subordinate problems such as that the strategic plan is not bought into by the employees, which leads to a lack of commitment and involvement. When not well understood, the strategic plan loses its motivational power because employees do not know what their role is. The strategy thus is not likely to have the desired effect on the market. Isolated cases of successful communication and implementation of company strategic plans do exist, which raises the question of what is required from an internal strategy communication plan, and what makes it successful. The research report attempts to answer this question and hence contribute to this knowledge field to benefit future implementers. The literature was reviewed on current approaches to establish criteria for successfully communicating a strategic plan, and a successful communication strategy used at Sishen Iron Ore Mine was documented as a case study and critically analysed. Recommendations for future implementations as well as further research were made. This report identified five main groups of requirements for a successful implementation communication strategy. These areas include the need to engage in two-way dialogue, the need to repeat the message, the need to plan the communication rollout, the important role of the middle manager and the need to show the bigger picture. The methodology is more important than the medium (visual, auditory) used. It is further concluded that, if the skill levels of the workforce differ significantly. it may be necessary to have two or more different communication strategies. Simply delegating the responsibility of communication to subordinates creates the risk of failure. It is recommended that middle managers be trained for this purpose and that the progress in each department be appropriately monitored. / AFRIKAANSE OPSOMMING: Die praktiese probleem in strategie kommunikasie is dat strategiese planne nie gekommunikeer word nie en dus nie tot die volle potentiaal uitegvoer word nie. Dit lei tot ondergeskikte probleme soos dat daar nie inkoop is in die strategiese plan of intensie nie wat beteken daar is 'n tekort aan toewyding en betrokkendheid. Die strategiese plan word ook nie goed verstaan nie en verloor sy motiverings krag omdat werknemers nie weet wat hulle rol is nie. Die hele strategie het nie die verlangde effek op die mark nie. Geïsoleerde gevalle van suksesvolle kommunikasie en implimentering word gevind, wat die vraag laat ontstaan; wat word verlang van 'n interne strategiese kommuniksie plan en wat maak dit dus suksesvol. Die navorsingsverslag probeer die vraag beantwoord en sodoende bydrae tot die kennis veld om toekomstige implementeerders te bevoordeel. 'n Literatuur studie is voltooi op die huidige benaderings om kriteria vas te stel vir die suksesvolle kommunikasie van 'n strategiese plan. 'n Suksesvolle kommunikasie strategie wat gevolg is by Sishen Ystererts Myn is gedokumenteer as 'n gevalle studie en krities geevalueer. Aanbevelings is gemaak vir sowel toekomstige implementerings as ook verdere navorsing. Die verslag het vyf hoof groepe van vereistes geïdentifiseer vir die suksesvolle implementerings kommunikasie strategie. Hierdie areas bestaan uit die noodsaaklikheid vir twee rigting gesprek, die vereiste om die boodskap te herhaal, die belangrikheid om die kommunikasie strategie goed te beplan, die rol van die middel bestuurder en die noodsaaklikheid om die groter prentjie te wys. Die metodologie is belangriker as die medium (visueel, auditer) wat gebruik word. Dit word verder aanbeveel dat, indien die vaardigheidsvlak van die organisasie baie verskil, dit nodig mag wees om twee verskillende kommunikasie strategieë te ontwikkel. Om eenvoudig die verantwoordelikheid van kommunikasie na ondergeskiktes te delegeer skep die risiko van faaling. Dit word voorgestel dat middel bestuurders opgelei word vir die doel en dat die vordering in elke departement dienooreenkomstig gemonitor word.

Thesis (MBA) -- Stellenbosch University, 2010. / Strategy execution is a notorious challenge. Research shows that only two thirds of the employees at the best companies agree that strategic and operational decisions are quickly translated into action. Organisations have to devote as much energy into getting execution right as they spend on crafting the direction for their business. Planning and implementation are inevitably joined at the hip, with the success at both these aspects insuring the success of the business. The sphere in which private companies operate is profit driven by nature, which requires thorough planning and communication throughout the organisation. Middle management plays a central role in these companies and, if this group is the weakest link, failure is likely to occur. In order to be able to study the role of middle management in an organisation susceptible to the challenges mentioned above, a South African consulting engineering firm has been identified as a case study. Findings from this research study can prove helpful to the case study organisation and others in understanding the process of strategic translation and execution at middle management level and identifying possible areas for improvement or refinement. In developing an understanding of middle management’s perception of the strategic process, sense can be made of how they translate it into tasks and responsibilities and ultimately the role they play in unfolding strategic plans in the implementation process. The findings from the study highlight the critical role performed by middle managers within the CEF. Data collected through the interviews indicate that middle management has a broad understanding of the organisation’s strategy and that the roles of middle management within the CEF as connectors, knowledge conveyors and sense-makers in the execution of the organisation’s strategy are vital in successful strategy implementation. Lastly, the utilisation of the experience gained through the strategy implementation process is debatable. The researcher concludes with a request for further research to determine the extent to which organisations utilise the implementation roles of middle managers to provide substance to strategy plans

Thesis (MBA) -- Stellenbosch University, 2007. / The regard for project management as a very effective toolset to handle the rapid changing business environment where organizations have to cope with globalisation, the creation and production of more innovative products in shorter time spans to remain competitive, has grown in popularity. The project management framework offers the organization time, cost, and quality management functions that high lights the project progress reporting to project stakeholders and decision makers. The organization is assured of a higher probability of project successes, and the creation and communication of the perception of project success, as experienced by all project stakeholders through a single point of accountability, and the inclusion of the client in the various stages of the project life cycle. Despite the highly regarded results, the project management paradigm promises its implementers, project management can fail to satisfy the expectations of the project stakeholders. Many authors and researchers alike have identified "leadership" as one of the critical dimensions of a project that can have a great influence on the success of projects. leadership as a concept has been taught by Aristotle many centuries ago to a select few in contrast today leadership is taught by thousands to masses of students at many intuitions. The perception of leadership has evolved over time and this democratisation of leadership has made the concept available to all, at all levels of the organizational structure. The successes of organizations in projects beyond the previously imagined and set boundaries of the past are ample proof of this. Leadership is the key to the creation of human capital through the application of project management.