department of BKB Ltd. The research aimed at addressing the team balance, the environment and culture in which the team operates and teamwork competencies of the value chain. Thus, creating a high performance value chain team will add to the success of the team, and hence the company as a whole. Research to establish the degree of teamwork within the value chain was undertaken. A survey which included a structured self-administered questionnaire was used to elicit information from all eight value chain team members (four section heads and their four supervisors), who represented the entire cross-section of the value chain team. The research revealed the following important points pertaining to the value chain team: • The team’s balance needs to be addressed; and • The culture and environment in which the team operates needs to be reviewed. Points of interest pertaining to teamwork competencies include the following: • The degree of teamwork is average; • The level of individual competencies is high; • The extent that team members are team players is average; • That team communication is below average; • A high perception of hidden agendas exists; • Dysfunctional team conflict exists; • A high level of empowerment and autonomy exists; • Team leadership - team linker is absent; • Co-operation and collaboration is below average; • Team attitude is high; • Team motivation is high; • Team strategies exist, but need more attention; • Team set goals are set; • Free-wheelers exist in the team; • Job satisfaction is above average; • Team recognition is high; and • Team synergy is average. Teamwork needs to be analyzed holistically, to ensure that the complex dynamics of teamwork is acknowledged and understood. A greater knowledge and understanding of the characteristics and measurement criteria of teamwork will equip team enthusiasts in building high performance teams, to the benefit of all role players. High performance team based organisations will add to the current and future success of the business. As the term “synergy” implies, the result is greater than the sum of the individual effects and capabilities. This emphasises why team-based organisations are fast becoming the modern trend of doing business.

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The aim of the study was to evaluate the leadership team at the Mmabana Arts, Culture and Sport Foundation (MACSF). The study focused on leadership and creating an understanding of their own strengths and developmental areas, in order to understand the role they can play within a leadership team, how other members of a team can compliment them with their strengths and for them to get greater awareness of their impact on their subordinates, the rest of the management team and the organisation as a whole. The aim was also to inform personal development. in so far as the leaders now understand what their development areas are. The overall approach used in the stud) was quantitative in nature and involved survey research using the Occupational Personality Questionnaire (SHL). The target population consisted of identified employees who ere fulfilling leadership role in MACSF. The study was also conducted organisation wide at ever) Mmabana Cultural Center (Mmabatho, Head Office, Lehurutse, Taung and Tlhabane). Non-probability sampling was used; more specifically, availability sampling was utilised in which the researcher made use of all the available subjects due to MACSF's small size. The effective sample size was a small 39. The findings of this study revealed that a comprehensive investigation into the effective leadership and management competencies within the MACSF confirmed the descriptive hypothesis that certain elements within MACSF's leadership structure is underdeveloped and that specific remedial actions would be required to rectify the situation. This descriptive research found that many employees in managerial positions indicated no real concern or preference for leading other employees as they are indeed artists who would like to continue specialising in their specific art form. It was also found that personality preferences needed to be amazing artists, are in stark contrast to what is needed to be an effective administrator/manager. This, coupled with no formal training in financial management or management, leads to ineffective administration/management. It was also found that the past hardships which the Mmabana Foundation has been through, has taken its toll on the employees. Low levels of caring, trusting and optimism, coupled with high levels of stress and an inability to switch off after work, were found. The researcher recommends personal and professional development interventions, focused on business relation skills, which includes amongst others Strategic Planning, General Business Management, Project Management. Communications techniques, Monitoring & Evaluation, Financial Management for non-financial managers and Human Resource Management with the focus on Performance Management Development Systems and Asset Management at the beginning. It is also further proposed that the leadership team does team building activities where MACSF's strategy is defined, action plans are drawn up and a focus towards external competition (rather than departments/units competing against each) is created. Finally, better communication channels between management and staff, as well as between the Head Office and all the centres, should be used , as this can also assist in creating a unified Foundation. / Thesis (MBA) North-West University, Mafikeng Campus, 2010

Published Article / Freedom of religion is a constitutional right of every employee. It is the duty of the employer to respect and honour this freedom of religion of the employee. The question arises what the employer must do if there is conflict between the right to religion and the interests of the business. The current approach in the South African law is that the courts are of the opinion that employers are not very sensitive regarding the aspects of religion. Case law also favours the employee in case of judgements regarding the absence at the workplace due to religious reasons. The proposal is made that each case be investigated on its own merits. The approach should still be sensitive, but not so much that the legislation is boycotted. It is also recommended that no specific religion should get preference and that religion and science should work together. All religions must be given the same treatment, but the legislation should still be the determining factor.

published_or_final_version / Clinical Psychology / Doctoral / Doctor of Psychology

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Organizations are downsizing, challenging their employees to "do more with less." Projects teams and work groups being formed to accomplish this goal are being supported with a new type of technology called Group Support Systems (GSS). This research was concerned with determining the major factors that affect the diffusion of GSS in organizations. GroupSystems (GS) is the GSS that was researched. A survey methodology was used to collect data. The model for this research was developed from existing models in diffusion research, from prior MIS research on GroupSystems, and from prior MIS implementation research. The following independent variables were analyzed: the role of the internal champion, the role of the facilitator, average size of the work groups and the percentage of work that was handled by each work group, hourly charge for using GS, total amount of money invested in the technology, and the role of communication channels within the organization. The data were analyzed through four different regressions, with the same results being obtained each time. Significant relationships were found for the size of work groups, the hourly charge rate, and the amount spent on the technology; findings for the role of the facilitator were partially significant. The final regression was significant at the p<.001 level and accounted for over 58% of the model.

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