<p>The HIV and AIDS epidemic is deemed the single greatest threat to South Africa's future and its growth in one of the most rapid in the world. The South African government has marked 2006 as the year of accelerated HIV and AIDS prevention. It was against this background that the leadership role of principals was articulated as the focus of this research. This study was aimed at gaining an understanding of the challenges facing school principals and of the unique role they could play in addressing the HIV and AIDS epidemic.</p>

Assignment (MPhil)--University of Stellenbosch, 2005. / Bibliography. Also available via the Internet.

Please read the abstract in the section 00front of this document / Dissertation (MSc(Botany))--University of Pretoria, 2005. / Plant Science / unrestricted

Please read the abstract in the 00front part of this document / Thesis (M Inst Agrar (Land-Use Planning))--University of Pretoria, 2006. / Agricultural Economics, Extension and Rural Development / unrestricted

Global competition is forcing all organisations, both manufacturing and service or ientated, to review their facil ities and processes from a productivity and quality standpoint. The concept of lean manufacturing has evolved from mass production methodologies developed by Henry Ford. Lean methodology, as developed by the Toyota Motor Company of Japan, yields consistent product quality at a lower cost , while delivering greater variety to the customer. The purpose of this research was to identify lean methodology application to the service industr y and to evaluate its application to UTi South Africa (PTY) LTD. The research presented an empirical study of how a lean tool can be a ppl ied at UTi South Africa (PTY) LTD service operations and possible lean models for UTi Port Elizabeth. The research study found that lean methodology can be applied to the freight forwarding industry and that opportunities exist for lean to improve productivity.

Please read the abstract in the section 00front of this document / Dissertation (MA (Archaeology))--University of Pretoria, 2006. / Anthropology and Archaeology / unrestricted

The new world of work requires managers to be performance coaches. Traditionally, coaching was viewed as one of the lesser responsibilities of a manager. With more emphasis being placed on the leadership role of managers, there has been a shift in the role of managers from controller to coach. On-the-job performance coaching remains a neglected management function in many organisations in South Africa. Coaching is imperative for the future success of an organisation because it helps employees build their competence and results in improved performance. The purpose of this study is to identify a core set of coaching values, knowledge and skills that underpin management practices amongst a sample of Eastern Cape managers. The literature review highlights the need for managers to become coaching managers. Five values (building trust, collaborating, learning, helping and empathy) and six knowledge/skills competencies (effective questioning, active listening, problem solving, giving feedback, motivating and reflecting) were identified as being used in best coaching practices. The research design used is predominantly quantitative. A survey questionnaire was designed around the eleven core coaching competencies identified in the literature review. A total of 72 questionnaires were distributed and 40 questionnaires were returned. The response data was analysed using descriptive statistics. The main value of the study is that it proposes a tentative coaching model that can be used by managers to help them function effectively in their new role of coaching manager. The research study has highlighted three broad competency areas (values, problem solving and facilitating) and their related competencies. At the core of the coaching model are five values (building trust, collaborating, learning, helping and empathy) that promote rapport and a coaching friendly environment. iii The model advocates a systematic problem solving process. When coaching opportunities arise on-the-job, the coaching manager uses facilitation skills (effective questioning, active listening, giving feedback, motivating and reflecting) to engage the employee in the problem solving process. / Human Resources / M.Tech. (Human Resources Development)

The new world of work requires managers to be performance coaches. Traditionally, coaching was viewed as one of the lesser responsibilities of a manager. With more emphasis being placed on the leadership role of managers, there has been a shift in the role of managers from controller to coach. On-the-job performance coaching remains a neglected management function in many organisations in South Africa. Coaching is imperative for the future success of an organisation because it helps employees build their competence and results in improved performance. The purpose of this study is to identify a core set of coaching values, knowledge and skills that underpin management practices amongst a sample of Eastern Cape managers. The literature review highlights the need for managers to become coaching managers. Five values (building trust, collaborating, learning, helping and empathy) and six knowledge/skills competencies (effective questioning, active listening, problem solving, giving feedback, motivating and reflecting) were identified as being used in best coaching practices. The research design used is predominantly quantitative. A survey questionnaire was designed around the eleven core coaching competencies identified in the literature review. A total of 72 questionnaires were distributed and 40 questionnaires were returned. The response data was analysed using descriptive statistics. The main value of the study is that it proposes a tentative coaching model that can be used by managers to help them function effectively in their new role of coaching manager. The research study has highlighted three broad competency areas (values, problem solving and facilitating) and their related competencies. At the core of the coaching model are five values (building trust, collaborating, learning, helping and empathy) that promote rapport and a coaching friendly environment. iii The model advocates a systematic problem solving process. When coaching opportunities arise on-the-job, the coaching manager uses facilitation skills (effective questioning, active listening, giving feedback, motivating and reflecting) to engage the employee in the problem solving process. / Human Resources / M.Tech. (Human Resources Development)

The government of South Africa has seen many financial reforms in the finance industry since the attainment of freedom in 1994. Many microfinance institutions (MFIs) have emerged in the name of poverty reduction, however the impact of MFIs on poverty reduction in rural areas has not been significantly high. Poverty has been reduced but still the inequality gap has even widened (HSRC, 2004). The study is concerned with analysing the impact of MFIs in poverty reduction among the rural poor. Empirical evidence from many developing nations around the world has shown that microfinance is a tool that is relevant in reducing poverty within rural areas. This study investigates the impact of microfinance institutions on household income levels, education and business skills. The study followed a qualitative approach in terms of the research methodology and a survey research design. Data was collected using questionnaires, scheduled interviews, focus group discussions and key informants. Two sample techniques were used for the selection of the MFIs and the household respondents, that is purposive sampling and cluster sampling. In total, 150 households, 15 MFIs and five key informants were interviewed. Descriptive analysis methods were employed and the study showed that only 10 percent of the total households have been able to access microfinance. The number of people who gained business skills was also low (10 percent). The MFIs who provide financial services excluding the other services like business training programmes were 80 percent of the total number of MFIs interviewed. This data showed that only a few (20 percent) MFIs are willing to go an extra mile rendering business skills to their clients. Overally the major finding of the study was that although, MFIs are reaching out to the rural communities, their levels of outreach is still very low within the rural areas. However this does not mean that the impact of MFIs funding is not felt among the rural poor. The levels of income and educational benefits have been increased and felt by the 10 percent of the rural poor clients. This study advocates for an entrepreneurship development pathway to poverty reduction. Microfinance should be used as a source of finance to initiate entrepreneurial activities among the poor in order to generate income. In this study, the use of microfinance finance for consumption by the poor is discouraged because it depletes the funds that can be channeled for selfhelp projects within the rural communities. The study findings motivated the recommendations that encourage an inclusive financial system that is capable of reaching out to the rural poor.

Thesis (M.A.)--University of South Africa, 2001.