The impact of economic globalisation and the ensuing growth of world trade is presently the most important factor reshaping transport networks and port systems. As globalisation further develops, world trade and in particular sea borne trade will continue to grow. To cope with such an ever-growing world trade, ports will play a critical and indispensable role. Expanding trade volumes and shifting markets continue to challenge all elements of the logistics chain necessary for a seamless flow of goods from producer to consumer and pose particular challenges to seaports. The role of the transport sector in any modem economy is to generate a broad infrastructure and set of associated services that integrates diverse social and economic actors within and beyond the nation. Globalisation encompasses four particular phenomena, among others, that are especially relevant to South Africa's transport sector, given the role of transport as the key facilitator of international trade: • Falling tariff barriers to international trade. • Diminishing non-tariff barriers to trade. • Reintegration into the global economy. • Changes in the South African economy. These factors create very new and challenging circumstances for the transport sector and in particular the port systems. The functions of ports has evolved over the past few decades to be regarded as logistical platforms, by taking on the additional roles of facilitating value adding activities and the ranshipment of goods. Ports have thus become less of a compulsory point of change over from maritime transport to some other mode of transport and a strategic point in the organisation of foreign trade, a principle link in the integrated transport and economic chain. Essentially the theme underlying this study is a focus on the importance of ports as energisers of the economy and facilitating trade. The objective being to identify the different roles of ports and their structures in a changing world economy. / Thesis (MBA)-University of Natal, Durban, 2003.

This study investigates the implications of the introduction of Capital Gains Tax that came into effect on the 1st October 2001 through the Income Tax Act. The study poses two questions, the first being, whether to elect the actual value of an asset at 1 October 2001 for base cost purposes, or to accept the 'default' time apportionment method? The second question posed raises the subject of whether an asset owner should delay doing a valuation exercise on the assets they presently own or proceed with a valuation exercise now? A number of actual examples were obtained from accounting firms and analysed to see what values the different methods of determining the base cost gave and hence the amount of tax payable. The results clearly show that the longer the asset has been owned by the business or individual prior to the implementation date, the bigger the impact the Time Apportionment Formula has on the answer. The reason for this is the Time Apportionment Formula that states the following "the effect of the formula is to multiply the actual pre-valuation economic expense by a factor, which increases it in the ratio of the pre-valuation period to the whole period of ownership. When this amount is deducted from the actual proceeds, it gives the effect of the gain having arisen at an equal amount per annum over the whole period of ownership". The Market Value Method comes into play when the assets are less than two years old. The results obtained also answer the second part of the question posed of whether to wait or do the valuation exercise now. A quote from the tax planning journal answers the question in the best possible way 'to delay is to pay'. In some of the cases presented the difference between the two methods is substantial and the taxpayer would have had to pay the amount given by the Time Apportionment Formula due to the fact that the Market Value Method has a time restriction placed on it. The Act is quite explicit in the use of the Market Value Method and it's cut off date. The conclusion drawn from the study indicates that it is in the best interest of businesses and individuals to do a valuation exercise on all capital assets owned without delay. These valuation exercises will then help those businesses and individuals determine which base cost calculation method will be in their best interest. / Thesis (MBA)-University of Natal, 2002.

South African Breweries-Beer Division referred to as SAB, is a subsidiary of SABMiller plc. SAB manufacture, market and distribute alcoholic beverages and alcoholic fruit beverages (AFB's) throughout Southern Africa. Their strategy is to drive volume and productivity in major markets, optimise and expand market positions, seek value-adding opportunities to enhance their position as a global brewer and grow their brands in the international premium segment (http://www.SABMiller.com/pdfs/SABMiller%20Factsheet%20Update%20Feb%202004.pdf). However, the current Liquor Act (Liquor Act No. 27 of 1989) is being revised and is under going many changes. It makes provisions for shebeens, retail chain stores, petrol stations and supermarkets to become licensed to trade in alcoholic products. The imminent changes are meant to promote the development of a responsible and sustainable liquor industry in a manner that facilitates the entry of new participants (http://www.saccct.org.za/liguorpres.html). "One of the key issues for discussion as the provinces' drafted legislation for the retail licenses was how to encourage the normalisation of illegal retailers, or shebeens. An estimated 200 000 shebeens are currently outside the regulatory net," said Deputy director-general Astrid Ludin (http://business.iafrica.com/news/260060.htm). Given the above, it is estimated that the customer database of SAB will increase substantially. This study concentrates solely on shebeens as "the entry of new participants". Will SAB be adequately prepared to meet and satisfy their customer demands and operational obligations? Will they be adequately resourced or do they start planning now? Do they have anything to worry about? This study investigates SAB's readiness to service a substantially increased customer base. / Thesis (MBA)-University of KwaZulu-Natal, 2004.

This study looks at designing strategy-supportive reward systems and the benefits that an organisation can obtain from such a system. Aligning the reward system to the company's strategy is one way that an organisation can gain a competitive advantage. In the literature review section of the study, the author looks at strategy formulation and its link to human resources activities. The implementation process of a selected strategy is crucial as it relies upon the human resources skills base. Therefore, employee retention and motivation is important in ensuring correct strategy implementation. Theories of motivation are highlighted s it is important to understand what motivates your workers and managers, and ensure that the reward system is congruent with the employees' motivational needs. Different performance management systems are highlighted to show how important it is to measure performance if you are to reward that performance. A case study of Chemplex Corporation shows that the company needs to improve on its communication of the chosen strategy through the hierarchy down to shop floor workers. Furthermore, Chemplex Corporation does not have a performance management system resulting in a reward system that is not aligned t the company's strategy. Recommendations are made using a model of strategy formulation and implementation that ensures participation at all levels of the organisation. The Balance Scorecard concept designed by Norton and Kaplan is recommended for performance management and ensuring that the reward system is in line with the company's strategy. Finally, guidelines on implementing a strategy-supportive reward system are given so that management knows what pitfalls to avoid. / Thesis (MBA)-University of Natal, 2003.

This study endeavoured to critically appraise the current models that have been designed to evaluate the HIVI AIDS epidemic. The flaw with the models is that they are not based on adequate data. Subsequently, the incorporation of the epidemic variables into Corporate Management has been lethargic especially with respect to small and medium business enterprises in South Africa. Nevertheless, larger corporations have evaluated the impact of the HIVI AIDS epidemic in their individual companies that provide results on the magnitude of the epidemic on the corporate sector. A careful analysis of these results taking into account the nature of the business will allow for more realistic inferences of the skill demographic magnitude of the epidemic from which smaller companies that have not embarked on studies can have a platform to assess the potential magnitude of the disease and this forms the backbone of the disease. Once this is recognised and incorporated into the mindset of companies, then strategic decisions have to be taken to minimise the impact of the epidemic on the business functions to ensure firstly sustainability and then profitability. Recommendations are outlined in the study based on the experiences of the larger corporate players that have performed the appropriate analysis for this and the actions that have been instituted. Thereafter the thesis substantiates the need for implementing strategies to deal with HIVI AIDS and the goals that companies should aspire. Lastly, based on workplace programs that have already been successfully incorporated into companies, the analysis and the program implementation is outlined. / Thesis (MBA)-University of Natal, 2003.

The popularity and application of competencies to human resource processes has grown over the last 20 years since Richard Boyatzis fIrst described a competency in his book 'The Competent Manager' in 1982. With this dissertation a study of the origins of the competency movement, its various applications and in particular, its application to human resource processes in the area of graduate recruitment, selection and development, is undertaken. A study of the application of an existing competency framework to the graduate recruitment process in a local subsidiary of a Durban-based multi-national was undertaken. The objective of the study was to investigate whether specifIc competency clusters, as defIned in the competency framework, were better at predicting early career success than were others. The study used the cumulative appraisal increases of fIfty-four graduate recruits over a twenty-one month period, together with the competency scores that were awarded the graduate during their actual recruitment and selection for employment. Using a backward elimination multiple regression technique the merit ratings were included with scores for each of the four competency clusters in the equation. Results suggest that higher scores on two of the four competency clusters 'Determines Direction' (DD) and 'Delivers through People' (P) are better predictors of early career success. It was concluded that while certain competency clusters seem better indicators of early career success than others, factors such as interviewer skill in identifying competency evidence, interviewer bias and appropriateness of ii competencies to graduate recruitment, may account for the weak relationship between the indicator variables in the study. / Thesis (MBA)-University of Natal, 2002

The Liquefied Petroleum Gas (LPG) cylinder market consist of a group of consumers with similar yet differentiated needs, namely commercial customers (small industries, restaurants, wholesalers and nature reserves), low-income customers (such as the rural and township households with a monthly income of R748 - R2288) and high-income customers (such as the urban households with a monthly income above R9743). LPG is mainly used for cooking, lighting, heating, leisure and as a preferred form of energy in the commercial segment. The key issues currently facing the industry are: minimum growth, high capital requirement, rising cost of product and squeezing profitability. / Thesis (MBA)-University of Natal, 2002.

The objective of this study is to determine whether businesses In Mooi River are exhibiting symptoms of small business failure. Based upon the literature addressing small business failures, three general internal factors are identified: finance, management, and marketing. Within each of these three problematic areas, numerous specific difficulties are identified and examined. The external reasons for small business failures that are outside the owners control have been identified as inflation, economic conditions and union problems. The economic structure within which a firm must exist acts as a cause of failure that originates outside the business itself and is not a result of acts of management. A company cannot change the environment; it must be able to use it to its benefit. Due to time and cost limitations only 30 small businesses were surveyed using a systematic sampling method. The data was collected via a self-administered questionnaire, with closed ended questions. Data analysis was conducted using SPSS software and data analysed using frequency counts and statistical methods such as tests of significance and goodness of fit tests. From this study it can be concluded that the major symptoms of failure being demonstrated by the small businesses in Mooi River are external and marketing causes of failure. However, the small businesses are also demonstrating certain symptoms of money and management causes of failure. Due to the high turnover of small businesses in South Africa it is recommended that this study be extended to other areas or regions in Kwa-Zulu Natal and in South Africa to determine the factors impacting adversely on small businesses, as small businesses are vital components to our economy. / Thesis (MBA)- University of Natal, 2003.

Water is life. In South Africa it is a crucial element in the battle against poverty, the cornerstone of prosperity and a limiting factor to growth. As a fundamental and indispensable natural resource, no regional or national development plan can take shape without giving primary consideration to water. Due to water being an essential component to human and ecological life the scarcity has focused the Department of Water Affairs and Forestry (DW AF) to converge into the protection, use development, conservation, management and control of water resources. The Water Act (Act No. 54 of 1956) encompassed various shortcomings and therefore was replaced with the National Water Act (Act No. 36 of 1998) (NW A). The promulgation of the NW A gave effect to Section 24 of the Constitution, which entitles "everyone to an environment that is not harmful to their health or well-being". Therefore the government has an obligation to protect the water resources. In order to address this problem, government introduced the Licensing System. Therefore the "polluter pays" concept was introduced, a waste discharge fee is charged to the user. This was introduced to deter users from wasting the resources and to promote sustainable development. The information was presented in the form of a case study between the Department of Water Affairs and Forestry and Mhlathuze Water. An evaluation and assessment was conducted of the current licensing procedure for Mhlathuze Water and recommendations were made for the process to occur efficiently. The License is a legal document between the government and the water user and it stipulates conditions that should be complied with all the time. It is valid for forty years, however will be reviewed every five years by the relevant authority. Monitoring and auditing will be conducted on a regular basis. In the conditions stipulated are not complied with, the license will be revoked. / Thesis (MBA)-University of Natal, 2003.

It has come to the attention of the researcher while being involved in the tertiary education industry, that the current performance management system for academics is considered ineffective because it: • Does not provide meaningful, timely feedback • Is impossible to administer in an equitable manner • Is driven by numbers • Is focused too closely on rewards The impact of this performance management system is as follows: • It generates low moral • It discourages teamwork • It does not foster trust • It generates avoidance of assessment • It has an adverse effect on productivity • It discourages risk taking • It encourages quest for higher visibility • It produces feelings of being judged rather than being appreciated The study focussed on the question of: • How the performance management system at TSA affects employee attitudes? • How employee attitudes towards the performance management system affects their performance? The objectives of the study are to: • Determine the attitudes of the academics at TSA towards the performance management system • Determine how service delivery might be transformed by implementing an effective PMS • Determine the supporting/preventing factors of the existing PMS at TSA • Identify areas for improvement and produce recommendations for future performance management practice at TSA. / Thesis (MBA)-University of Natal, 2003.