Against the backdrop of the challenges that confront our business organizations today, it seems that the concept of organizational learning has passed the sell-by date. Against the backdrop of entrenched underdevelopment in certain sectors of our communities, the inadequacy of the necessary structures to deal with these challenges, and the lack of required competencies for systemic development, challenges are posed on the Higher Education Sector, in general, and the so-called Historically Disadvantaged Institutions, in particular, for their role to alleviate the prevailing situation. With organization development as a strategy, the study employed the models of impact assessment and sustainable development to reflect and evaluate the Tertiary Education Linkages Project (TELP) programme on Academic Development at the Eastern Cape Technikon. The research study was aimed at assessing the extent to which the Technikon responded to the programme especially on issues of impact and sustainable development. The action research study, designed and conducted parallel to programme management, would also reveal issues of practice-theory both in organization development, the intervention strategy, and in academic development, the field of practice. The study yielded the following 3 major outcomes: The value of ensuring impact and sustainability development in the capacity development efforts that are characterizing HDls. The value of academic development as the mechanism for enhancing organizational learning in the higher education sector. The value of organization development in capacitating the institutions of higher learning to deal with the challenges of transformation. The following constituted the main conclusions: Against the background of structural and historical challenges that confront Historically Disadvantaged Institutions today, intervention strategies should promote the critical and the humanistic issues of awareness, emancipation, action, self-determination, autonomy, and social responsibility. There is an urgent need for demonstrable and visible leadership at all performance levels for sustaining the results of organizational interventions. / Thesis (M.Com.)-University of Natal, Durban, 2002.

NCT Forestry Co-operative Limited has experienced decreased yearly hardwood pulpwood volume sales over the last several years. This indirectly means NCT members have decreased their hardwood pulpwood volume trade to NCT over the last several years. Combined with the general under-supply of hardwood pulpwood from its members, NCT's current systems do not accurately predict the monthly and yearly volumes from its members. This is because many factors play a role and influence the physical volume of hardwood pulpwood supplied during the marketing process from the stump to the mill. Two independent studies have been carried out by NCT, to determine the main factors causing NCT members to under-supply their hardwood pulpwood. Both reports sighted "price" as the major factor and driver in contributing to NCT members making a decision to bank their timber or dispose of it elsewhere. Due to NCT's core business being export orientated, "price" is considered to be "exogenous" by nature or defined as an "uncontrollable variable" as the mill delivered price NCT offers its members is a factor of the macro economic conditions between South Africa, United States of America and Japan. More specifically the "price" NCT offers its members is a factor of the exchange rate between the South African rand and the United States dollar. The second contributing factor which was sighted by NCT members as to why they were under-supplying their hardwood pulpwood was "operational issues". "Operational issues" can be refined to issues pertaining to the stump-to-mill supply chain. "Operational issues" as apposed to "price" can be considered as a "controllable variable" as every component within the stump-to-mill supply chain can be controlled and managed. This paper specifically undertakes to investigate, in more detail, what specific factors within the stump-to-mill supply chain are causing NCT members to under-supply their hardwood pulpwood to NCT. Mitigating research into the stump-to-mill supply chain as an area of concern for NCT is the fact that South Africa is currently and forecasted for the future, to have an under-supply and over-demand of hardwood pulpwood. This factor alone has many knock-on effects within the entire forestry value chain. Combined with the under-supply and over-demand situation for hardwood pulpwood, is the fact that NCT's competitors define the profile of an NCT member, being mainly associated to the medium and small grower category, as the most liquid form of hardwood pulpwood resource available. By understanding the problems the contracting fraternity faces in the value chain, further mitigates the focus on the stump-to-mill supply chain as a problem area for NCT. Research exposes that mainly "second economy" or "informal contractors" work in the environment of medium and small grower categories. For independent contractors, this environment is characterized by failure to reach economies of scale, lack of business skills, poor access to finance and training, difficulties in getting public liability insurance cover and limited help from the large corporate grower organisations. In general, NCT members falling into the medium and small grower categories will invariably experience un-professional service from independent contractors. This causes conflict in the stump-to-mill supply chain and can damage the marketing service NCT provides to its members and markets. The loyalty of NCT hardwood pulpwood owning members will be tested as the sale of hardwood pulpwood moves more and more into a "sellers" market, which will inherently mean an increase in the bargaining power and leverage these members will enjoy. Buyers who position themselves to satisfy these anticipated increased needs of private/independent growers will most likely enjoy competitive advantage. This study has found that competitive advantage partly lies in more control and management of the stump-to-mill supply chain. The study has also recommended that NCT adopt a combined strategy of backward vertical integration with keiretsu (a combined supply chain management strategy that incorporates few suppliers and backward vertical integration in a coalition partnership) in its approach to gain more control of the stump-to-mill supply chain. The study further concluded that the orthodoxy of supply chain management (SCM) emphasises competitive advantage through increased operational control and efficiency combined with market responsiveness from production and distribution processes into the hands of NCT. Further, the paper found that anticipated future competition for NCT would be between the stump-to-mill supply chains rather than between firms. Indirectly this means NCT will have to increase the scope of service to its members and that means increasing its service in the stumpto-mill supply chain. An effective hardwood pulpwood procurement (marketing) strategy rolled out by NCT using a combination of backward vertical integration and keiretsu as supply chain management strategies, in a drive to gain more control and management over the stump-to-mill supply chain was strongly recommended. This strategy will not only increase the control over the volume supplied to NCT but will also increase the sustainability of fibre by creating planned felling schedules. This strategy will also provide a stable environment for the "informal" or "second economy" contractors to work in, while satisfying the increasing needs of NCT members, and in the process creating a competitive advantage by providing a much-needed additional service. By adopting the supply chain management approach of using both backward vertical integration and keiretsu as strategies will allow for benchmarking between the two strategies to take place, while at the same time due to increased planning, economies of scale will be achieved leading to cost savings. Cost savings in the stump-to-mill supply chain will allow NCT more flexibility in defending its mill delivered prices. Hence, the key to unlocking the code to hardwood pulpwood supply from the NCT membership partly lies in the intervention of the stump-to-mill supply chain by adopting a dual supply chain management strategy of both backward vertical integration and keiretsu by NCT in the stump-to-mill supply chain. However, one can capture the hill by using "service" only, but this strategy will not necessary help you hold the hill. A combined strategy of "price" and "increased service" will more than likely allow NCT to capture and hold the hill. / Thesis (M.B.A.) - University of KwaZulu-Natal, Pietermaritzburg, 2006.

While the South African footwear industry is a relatively modest contributor to both GDP and employment in the South African economy, it has historically played a dominant role in the economy of Pietermaritzburg. The opening up of South Africa's markets to the import of cheap shoes from the Far East, particularly China, together with large quantities of shoes smuggled into the country, has had a catastrophic impact upon the South African footwear industry. Due to its relative concentration of footwear manufacturers, the Pietermaritzburg footwear industry has been particularly hard hit by these developments and has suffered a decline in both production and employment. The well-documented success of footwear clusters in Italy, Brazil and Mexico have lead local researchers and policy-makers to conclude that clustering provides a potential solution to the challenges facing the Pietermaritzburg footwear industry. The discussion concerning the future development of the Pietermaritzburg footwear industry has, to date, simply assumed that it is a cluster without any actual research to verify this assumption. In addition, the concept of clustering is often used by these authors without defining what is meant by the term or how the concept of clustering can practically be applied in the context of the Pietermaritzburg footwear industry. This study seeks to address this deficiency by firstly examining the theory pertaining to the clustering concept, particularly what a cluster is, what types of clusters exist and how clusters can be developed, and secondly by conducting exploratory research to evaluate to what extent the Pietermaritzburg footwear industry can be viewed as a cluster, and if so what type of a cluster, and what steps are required to develop it as a cluster. Secondary data analysis was performed on material relating to the South African footwear industry in general and the Pietermaritzburg footwear industry in particular. This analysis was combined with primary data gathered by means of interviews conducted with stakeholders in the Pietermaritzburg footwear industry to assess the industry's conformity to the theoretical definition of a cluster. A sample of thirty-three individuals, including manufacturers, suppliers and trade union representatives, was interviewed using a non-scheduled structured interview technique. The study concluded that the Pietermaritzburg footwear industry exhibits a high degree of geographic concentration and active business channels that do achieve significant synergies in certain areas. However, it was found that the industry does not meet the final characteristic of collective action. As a result it is argued that the Pietermaritzburg footwear industry would appear to show sufficient conformity to the requirements to warrant its description as a cluster but that it probably conforms most closely to the 'latent' or 'underachieving' cluster classification. Finally, the dissertation presents a number of recommendations for policy-makers and other role players for the development of the Pietermaritzburg footwear industry as a cluster. Salient recommendations include the importance of conducting research that can be used to persuade manufacturers of the benefit of clustering together; the need to appoint an experienced broker to actively facilitate the development of the cluster concept; and the importance of addressing gaps in the supply-chain. / Thesis (M.B.A.)-University of Natal, Pietermaritzburg, 2003.

The South African government has set a target of reducing unemployment by fifty percent by the year 2014. In order for government to achieve this target, more attention needs to be given to female entrepreneurs. This is due to the fact that women in South Africa make up half the business force and their contributions have not been adequately nurtured. The South African government is aware of the significance that female entrepreneurship has had on the growing economy of the country. As a result, many initiatives have been undertaken by the South African government, including business start-up training and advice as well as mentoring and coaching programmes. Thus, the aim of this study is to critically evaluate the role of female entrepreneurs and their contribution to economic growth in KwaZulu-Natal. The study will further analyse the role played by the South African government in terms of promoting female entrepreneurship, specifically relating to access to finance and training programmes. A ‘snowball’ sample of fifty female entrepreneurs was selected from the central business region of KwaZulu-Natal to complete the questionaire who were in business for more than three years. Data was collected using a questionnaire developed by the researcher. Statistical analysis was conducted on the data in order to reveal whether there were any significant relationships between training programmes instituted by the government and success of the small to medium owned businesses as well as the access to financial support and start-up costs. Research in this study have shown that there are a number of challenges which hindered the growth of female entrepreneurs including shortage of skills, limited access to start-up capital, lack of mentorship and government assistance as well as insufficient family support. Although the government has assisted organisations to assist female entrepreneurs in terms of mentorship and training programmes, more needs to be done in terms of building awareness of these programmes. The government needs to be more proactively involved in the promotion and advertisement of these programmes as well as sponsoring training programmes for women. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2010.

For eighty-six years up to the year 2000, the South African income tax system was based primarily on the source principle. This meant that only income which was from a source in the Republic or deemed to be from a source in the Republic was taxable in the hands of residents. The election of a new Government in 1994, and the subsequent relaxation in exchange controls, necessitated a change from the source-based system of taxation to a residence-based system of taxation. The residence-based system of taxation in turn necessitated the introduction of new legislation to ensure that South African residents were taxed on their foreign source income, and appropriate anti-avoidance provisions were in place in order to prevent an erosion of the South African tax base. The residence-based system of taxation was phased into South Africa by the introduction of section 9C to the Act. Section 9C was introduced in 1997 as an interim and partial provision which provided for the taxation of foreign passive income on a residence-basis. A possible loophole that the revenue authorities needed to deal with at the time was the fact that residents could establish controlled foreign companies in low tax jurisdictions and divert and accumulate income in such foreign jurisdictions, thereby escaping the South African tax net by avoiding or at least deferring South African tax on such income. Section 9D was introduced simultaneously with section 9C in 1997 as the specific antiavoidance provision in this regard. With the introduction of a residence-based system of taxation effective from years of assessment commencing on or after 1 January 2001, section 9C was repealed. As a result section 9C and the concepts of 'active, and 'passive' income are of historical significance, and the main focus in terms of a residence-based taxation system now remains a decision regarding whether or not a taxpayer is a 'resident' as defined in the Act. This dissertation critically analyses the structure, application, exemptions and shortcomings of section 9D as an anti-avoidance provision consequential upon the introduction of a residence-based system of taxation, and states the law up to and including the Revenue Laws Amendment Act 74 of 2002, which took effect from the commencement of years of assessment ending on or after 1 January 2003. / Thesis (M.Com.)-University of Natal, Pietermaritzburg, 2003.

Although higher educational institutions the world over are beginning to recognize the importance of knowledge management, such institutions are still on the “very first steps of the long ladder” in addressing, evaluating and implementing the benefits of knowledge management with particular reference to the human resource management sector. Knowledge management is a viable means through which higher educational institutions could gainfully capitalize on its intellectual and social capital. Implementing knowledge management principles could bring about improved human resource efficiency and effectiveness and a resultant improved performance at higher educational institutions fostering a culture of excellence. Institutions of higher learning should therefore embrace knowledge management principles and practices in order to adequately address the challenges in a society that is becoming increasingly knowledge based. Relevant knowledge for human resource managers could be located at three different places. Individual knowledge is acquired through personal work experiences. Secondary knowledge could be attained through others insights, experiences and perceptions. Finally, much valued codified knowledge could be found in knowledge repositories. The realistic value of knowledge could be derived through the combination of all three approaches. Against this backdrop, this study explores knowledge management as a strategic tool for human resource management in higher educational institutions. Specifically, the dimensions such as organizational culture, organizational performance, technology, management support, and the institutions mission and vision will be evaluated to understand knowledge management within higher educational institutions. A questionnaire/survey was administered to a sample representing senior, middle and junior human resource managers at selected higher educational institutions in South Africa, Mauritius and India. In addition, a semi-structured interview was conducted with executive managers responsible for the human resource function in the higher educational institutions. The study investigated the impact of policies, systems and processes that the higher educational institutions implemented in support of knowledge management and knowledge sharing. A triangulated research approach was adopted through the administration of survey questionnaires amongst human resource managers, conducting semistructured interviews with executive managers, and a comprehensive literature review backed up with a review of the findings of similar studies. The outcomes of the study demonstrate that significant benefits could be derived by HEI’s in adopting an integrative approach between the human resource and knowledge management functions. The research results provide convincing arguments to support the integration of human resource management and knowledge management initiatives in HEI’s and affirms the assumption that these two disciplines are mutually inclusive. Whilst the HRM function at HEI’s have demonstrated that they have the capability and resources to implement knowledge management initiatives, the results reflect that much ground needs to be covered to realize the full benefits of this endeavour. The research culminates in providing important recommendations and guidelines, as well as the development of an integrated normative model on how human resource departments at higher educational institutions could embrace knowledge management as a strategic human resource management tool. The study confirms that an effective knowledge management strategy for human resource management that is aligned to the organizations’ strategic objectives is imperative in the 21st century organizational era, and more specifically for higher educational institutions in South Africa. / Thesis (Ph.D.)-University of KwaZulu-Natal, Westville,

This research has been conducted in an attempt to aid the University of Natal, Pietermaritzburg, in being more market oriented in a market that, until recently, saw little need to market its institutions in the past. Traditionally tertiary educational institutions have relied on their reputation to attract students. Fortunately tertiary institutions have recognised the need for marketing and positioning themselves in the market. Scholars highlighted what they considered to be the most important attributes when choosing a tertiary institution. Using this information, marketers at the University of Natal, Pietermaritzburg (UNP), can tailor its marketing strategies around these attributes and the scholars that view them as important. The top 5 attributes that the scholars indicated were the most important are as follows: 1. Highly Qualified Lecturers 2. Academic Standards 3. International Recognition 4. Reputation 5. Affordable Fees The scholar's perceptions of institutions based on the most important attributes showed that the University of Cape Town (UCT) is perceived as being the top university - the market leader and can therefore be considered as the benchmark. UNP has been perceived as "average", between institutions such as UCT, Rhodes, Stellenbosch and Wits on one side and Damelin, Varsity College, University of South Africa (UNISA) on the other side. Generally the scholars perceived UNP in a positive light. The University of Natal, Pietermaritzburg is perceived positively with regards to up-to-date facilities (in terms of the laboratory, computers and the library), as well as a good social life, multi-racial mix, sports facilities, approachability of lecturers, security upgrades, and that it is an excellent academic institution. These represent the strengths of the University of Natal, Pietermaritzburg and must be stressed and communicated to potential customers as well as present students who will in turn act as marketers themselves when with friends. The negative perceptions towards the UNP were related to: • Safety on campus at night, • The idea that the social life at UNP is what university is all about, • The lack of personal attention, and • Students being treated as nothing more than a student number to staff. These negative and poor perceptions must be dealt with through effective communication that will highlight the strengths of the University of Natal, Pietermaritzburg. The result of the findings relating to the University's position in the market (based on the important attributes) is reflected in the positioning maps. From these maps it can be seen that the University of Natal, Pietermaritzburg does not occupy a distinct position in the market. The mere fact that UNP was rated as average on the most important attributes reflects the poor positioning in the minds of the customers. It is a distinctive nature of positioning that must be sought after. As a result of the poor position the University of Natal, Pietermaritzburg holds in the minds of the customer, steps to successful positioning were revisited and recommendations were made to the University. In communicating the position of UNP it must be remembered that the marketing mix needs to be aligned with the intended position of the business. The University's use of the lP's, a vital component of the positioning strategy, was evaluated and recommendations made to the University. / Thesis (M.Comm. ; School of Business) - University of Natal, Pietermaritzburg, 2003.

Many women have taken up higher positions in their companies in recent times both in South Africa and all over the world. Many more women are taking professional courses and will definitely find a place in the leadership position in the big companies (Sekaran, et al. 1992). As a result there is big change and there will be more changes in the demography of labour force. These changes make it essential that leaders understand how to capture the synergy for the emerging diverse group of employees. The best and brightest workers, whom we all seek, are coming out of a labour pool that is increasingly made of women. The aspirations of women have been changing dramatically as a result of civil rights movement and women movements and South Africa is a good example of the countries in the world where women have better opportunities of leading big organisations (Watson, et al. 2004). The inclusion of women in the leadership position of many companies has aroused the interest to investigate if there is a difference in the way women and men lead. This is important because the role of leadership and the style of leadership have been identified as the primary factors in determining organisational performance and competitiveness (Rechardson, et al. 2008). A major part of this study discussed and analysed the leadership style differences of men and women leaders. The study also took into cognisance of the importance of agents of socialisation such as the family (husband and wife), the media, religion and education on gender role in the society. We discussed the gender role ascribed to male and female in the society and how this has influenced the perception of their leadership styles. Males and females received different orientation from the media, religion, schools and colleges on how men and women suppose to behave. And how these orientations influence perception, interaction, and ultimately the leadership styles is an interesting area of study and somewhat more difficult to define (Rechardson, et al. 2008). A review of such differences serves as a starting point in the study of gender differences in behaviour and in the leadership styles; and why women may offer unique strengths essential to healthy growth and operation in an organization. The results of this study did not show much difference in the leadership styles of men and women leaders but there are a few differences in the leadership dimensions of the transformational and transactional leadership style. The Asian female leaders score higher in charisma than their male counterpart. Within positions female frontline (supervisors) scored higher on motivation (idealised influence), while the male middle managers scored higher on task oriented leadership behaviour. However insignificant the differences may be, it is wise to mention that women scored slightly higher than men in the leadership styles traditionally ascribed to women. For example, the results of table 26 show women leaders scored slightly higher than men in the participative/democratic and transformational leadership styles and they equally scored slightly higher in some dimensions of transformational leadership, intellectually stimulating, charisma, and motivation. Men scored slightly higher in autocratic, transactional and delegate leadership styles. Men also scored slightly higher in other dimensions like management by exemption and task oriented behaviours. / Thesis (M.Com.)-University of KwaZulu-Natal, 2010.

The macro-environmental factors of an organization are external environmental factors, which are largely uncontrollable by an organization. This study analyses the macro-environment in which Chinese enterprises in KwaZulu-Natal (KZN) operate in order to identify the factors that have influenced the development of these enterprises in the past ten years. Today’s companies are evolving in turbulent and equivocal environments. Although most of the Chinese enterprises cannot control these macro- environment factors, they need to be aware of them and identify those factors that could constrain their future development. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2010.

Total Quality Management (TQM) is an industrial or manufacturing theory that has greatly assisted business to transform to become more competitive in the global market. The South African public education system is currently facing various challenges and obstacles that must be overcome in order to cater for the demands of the 21 51 century. Much of the focus thus far has been on addressing the imbalances and inequities of the past. Now that the battle for equality is slowly being won, the focus is changing to quality in education provision. Total Quality Management offers an opportunity to attain quality in the education sector. Many writers abroad have adapted the principles of TQM to the education environment. Case studies in the United States of America and United Kingdom in particular, point to the success of TQM. Given the South African education scenario, this study explores the scope and applicability of Total Quality Management to the South African public schooling system. In February 2000, President Thabo Mbeki expressed the need to pay special attention to the improvement of the quality of management of our schools. The practice of TQM offers an opportunity to improve the quality of management in our schools. In addition, there has been much discussion and debate around whether schools are preparing learners for the real world. It is the express desire of the Minister of Education, Professor Kader Asmal, to create an education system for the 21 51 century. One of the cardinal principles of TQM is giving the customer what the customer needs- the customer in this case being the learner, the parent, tertiary institutions, commerce and industry and society at large. Currently there is ample evidence to suggest that there is a huge gap between what society expects and what schools and tertiary institutions are providing. Today, it is becoming increasingly evident that customer choice and customer perception of quality is of paramount importance. Therefore, schools that can offer quality in terms of product and customer service will survive and prosper. TQM is about meeting and exceeding customer expectations of service. There is ample evidence to suggest that TQM has carried the burden of being responsible in many cases for improving quality and productivity. Schools are constantly faced with rising costs. Parents are being called upon to pay increasingly more for the education of their children. Schools are constantly searching for innovative ways of cutting costs without compromising quality. TQM helps to systematically identify sources of error, and eradicate costly waste. This study explores whether TQM can do for the public schooling system what it has done for business. The scope and applicability of TQM to the public schooling system is investigated through carefully structured questionnaires administered to school-based personnel at different ranks, working in rural and urban schools, as well as ' advantaged' and 'disadvantaged' schools. In addition, chairpersons of school governing bodies/members and departmental officials are interviewed. The research carefully examines the many concerns around implementing TQM in public schools. There is concern that the principles of industry would not find favour in an education environment. A business-like approach to education may result in many meaningful aspects of schools and schooling being compromised or lost. The study ascertains whether some of the basic ingredients for quality management are present in our schools. Despite certain concerns, the majority were optimistic that TQM can be implemented. The conclusions arrived at and the recommendations made indicate that the theory, principles and practices of TQM can be adapted and applied to the South African schooling system. The argument that the vast backlogs in education do not favour the application of quality management in education is challenged. It is concluded that TQM offers the best possible opportunity to address inferior quality learning in certain quarters. Based on the success stories, a carefully structured implementation plan for TQM is suggested. Applying TQM will ensure a high quality public education. / Thesis (Ph.D.)-University of Durban-Westville, 2003.