Thesis(MBA)--Stellenbosch University, 2001. / The objectives of this research were as follows: • To develop a knowledge management diagnostic tool that can be used to evaluate the status of knowledge management initiatives from both a technology and a people perspective, • To conduct a pilot study using a convenience sample of 35 students from the Afrikaans Modular Masters of Business Administration course at the University of Stellenbosch in order to test this diagnostic tool for measurement reliability and validity, and • To present and discuss the results of the pilot study. A knowledge management diagnostic tool based on Bukowitz and Williams (2000) Knowledge Management Diagnostic was developed. The diagnostic tool consisted of seven section scales, each evaluating a step in Bukowitz and Williams (2000) knowledge management process. Each section scale contained ten items and responses to items were scored using s seven-point Likert scale. Correlation calculations, factor analyses and item analyses were conducted for each scale in order to test for measurement reliability and validity. A comparison of means between respondent group variables was also conducted using the Kruskal-Wallis and Mann-Whitney tests. The Kruskal-Wallis and Mann-Whitney comparison of means revealed no significant differences in total scores on the knowledge management diagnostic tool between groups. However, the fact that a convenience sample rather than a random sample was used, and the sample size was limited (n=35) indicates that these results may not be conclusive. Notwithstanding the small, non-random sample used in this pilot study, the results of the correlation calculations, factor analyses and item analyses indicated that the scales had satisfactory internal consistency reliability and an examination of the items that loaded against each factor indicated that the scales displayed face validity. In the light of these results, recommendations for further research using a larger, random sample were therefore presented. In addition, items were recommended for deletion in order to improve internal consistency reliability

Thesis (PhD (Business Management))--University of Stellenbosch, 2005. / ENGLISH ABSTRACT: Projects inevitably appear on the agenda of organizations, especially those enterprises that are serious about surviving in a competitive and rapidly changing business environment. They have little say in whether they want to do projects, but they have the choice whether to take a project management approach, or whether to leave projects to their functional departments to carry out as part of their routine work. Growing numbers of organizations opt for project management, because they seek specific benefits such as the ability to accomplish targets under conditions of execution uncertainty and the ability to function across specialist disciplines. Too many organizations find their project management performance disappointing and, despite substantial investments in appropriate systems and training, do not attain the benefits claimed by project management advocates. In response, project management researchers have increasingly speculated about the likely influence of organizational culture in the frustrating experiences organizations have with project management. The reasoning behind this supposition appears sound. Most organizations attempting project management still have cultures shaped by a functionally dominated era of organization. Organizational cultures are only gradually breaking out of management traditions that emphasized principles such as high levels of structure and formalization, defined positions of authority, single channels of reporting, and minimal communication other than directions from management downwards. The philosophy of project management differs. Beneath the scientific and methodological facade of project management, there exists a set of attendant leadership and behavioural patterns that have become equally crucial to its performance, for example: high levels of communication; autonomy for project managers; supportive and participative leadership styles; participants that accept reporting to more than one superior; and the emphasis on collective performance. One can add to this list, but these demonstrate the substantial differences that exist between a project management approach and the traditional approaches to managing work and controlling staff. These differences have provoked project management authors to recognize the influence of organizational culture and to offer suggestions about the nature of a project management supportive organizational culture. This study accepts this notion and postulates that organizations, despite mastering the more obvious methodologies of project management, may have negative cultural circumstances that fail to master the underlying management philosophies that support successful project management behaviour. A consolidated definition of organizational culture, which could discriminate between supportive and unsupportive environments for project management, has however remained elusive in the project management literature. The expected relationship between organizational culture and project management has specifically been linked to project management in a matrix organization. In this environment, since there is an ongoing interaction between vertically managed (functional specialization) and horizontally managed (cross-functional) activity, the interdependency between project management and the organizational culture is likely to be strong. The purpose of this study was to: (a) develop, through a comprehensive literature study, a framework of organizational culture dimensions that could be expected to impact on the effectiveness of project management; and (b) to seek, through empirical examination, confirmation about this relationship between organizational culture and project management. The study developed a multi-dimensional and multiple constituent perspective of project management performance as a measure of project management effectiveness in the empirical research. The research found a statistically significant correlation between the hypothesized framework of organizational culture and project management effectiveness. This finding provides strong evidence to deduct that organizational culture and project management are interrelated and that organizational culture is an underlying variable that cannot be ignored when establishing a project management capability. The research further found statistically significant correlations between each of the twelve individual dimensions of organizational culture and project management effectiveness. The study has therefore also substantially progressed towards a framework that can assess the degree of supportiveness of the organizational culture in respect of project management. This should be a valuable tool for organizations struggling with unexplained problems in project management, or for organizations wanting to set up a project management capability. / AFRIKAANSE OPSOMMING: Projekte verskyn onvermydelik op die aksielys van organisasies, veral by die ondernemings wat hul voortbestaan in ‘n mededingende en snel veranderende sake-omgewing ernstig benader. Organisasies se keuse lê nie daarin of hulle projekte wil doen nie, maar tussen die toepassing van die beginsels van projekbestuur, of die toevertrou van projekte aan funksionele departmente om dit binne die bestek van hul bedryfsfunksies uit te voer. Baie organisasies kies projekbestuur omdat hulle spesifieke voordele soos die vermoë om doelwitte onder ‘n hoë mate van taakonsekerheid na te jaag, en om trans-funksionele werk te bestuur, verlang. Te veel organisasies vind hul pogings tot projekbestuur teleurstellend en, ten spyte van ‘n substansiële belegging in stelsels en opleiding, ontwyk die tipiese voordele waarop aanspraak gemaak word, hulle. In antwoord hierop skryf navorsers in projekbestuur toenemend oor die moontlikheid dat sekere tipes organisasie-kultuur verband hou met die frustrasies wat organisasies met projekbestuur ondervind. Die onderliggende redenasies agter so ‘n afleiding blyk gesond te wees. Meeste organisasies wat tans projekbestuur aanpak, handhaaf steeds kulture wat in ‘n funksioneel georiënteerde tydperk van organisasie gevorm is. Organisasie-kulture wikkel hulle tans geleidelik los uit bestuurstradisies wat op beginsels van gestruktureerdheid, geformaliseerdheid, rigiede definisies van rolle en gesag, eenduidige kanale van rapportering, en minimale kommunikasie anders as opdraggewing van bestuur na laer vlakke, klem gelê het. Projekbestuur verskil hiervan. Benede die wetenskaplike en metodologiese fasade van projekbestuur bestaan daar ‘n stel van gepaardgaande leierskaps- en gedragspatrone wat ewe noodsaaklik vir die suksesvolle prestasie van projekbestuur geword het, byvoorbeeld: hoë vlakke van kommunikasie; outonomie vir projekbestuurders; ondersteunende en deelnemende leierskapstyle; spanlede wat meervoudige gesagslyne kan aanvaar; en die belangrikheid van spanprestasie. Die lys kan nog uitgebrei word, maar hierdie illustreer die betekenisvolle verskille wat tussen ‘n projekbestuursaanslag, en tradisionele benaderings tot die bestuur van werk en die beheer van personeel, bestaan. Hierdie verskille dwing outeurs in projekbestuur reeds geruime tyd om begrip vir die invloed van organisasie-kultuur te toon, en ook om bepaalde voorstelle oor die aard van ‘n ondersteunende kultuur vir projekbestuur aan die hand te doen. Die studie gebruik hierdie denke as vertrekpunt en postuleer dat organisasies, ten spyte daarvan dat hulle die ooglopende beginsels van projekbestuur bemeester, negatiewe omstandighede in hul organisasie-kultuur mag koester wat nie met die onderliggende bestuursfilosofieë van suksesvolle projekbestuursgedrag kan vereenselwig nie. Die verwagte verwantskap tussen organisasie-kultuur en projekbestuur word in besonder verbind met organisasies wat op ‘n matriksbasis funksioneer. In so ‘n omgewing is daar, as gevolg van die voortdurende interaksie tussen die vertikaalgerigte (funksioneel gespesialiseerde) en horisontaalgerigte (trans-funksionele) bestuur van werk, ‘n sterk verwagte interafhanklikheid tussen projekbestuur en organisasie-kultuur. Die doel van die studie was om: (a) by wyse van ‘n omvattende literatuurstudie ‘n raamwerk van die dimensies van organisasie-kultuur wat ‘n waarskynlike impak op projekbestuur behoort te hê, te ontwikkel; en om (b) deur empiriese ondersoek, bevestiging vir die verwagte verwantskap tussen organisasie-kultuur en projekbestuur te vind. Die studie het ‘n multi-dimensionele perspektief, wat ook die evaluering van verskillende belanghebbendes insluit, as maatstaf vir die effektiwiteit van projekbestuur in die empiriese ondersoek, ontwikkel. Die navorsing het ‘n statisties beduidende korrelasie tussen die gepostuleerde raamwerk van organisasie-kultuur en projekbestuurs-effektiwiteit bevind. Hierdie bevinding lewer sterk ondersteuning vir die afleiding dat organisasie-kultuur en projekbestuur interverwant is en dat organisasie-kultuur as ‘n onderliggende veranderlike in berekening gebring moet word by die vestiging van ‘n projekbestuursvermoë in ‘n organisasie. Die navorsing het verder bevind dat elkeen van die twaalf dimensies van die kultuurkonstruk individueel statisties beduidend met projekbestuurseffektiwiteit korreleer. Hiermee het die studie dan ook substansieel gevorder na die skep van ‘n raamwerk wat die graad van ondersteuning van ‘n organisasie se kultuur ten opsigte van projekbestuur kan assesseer. Hierdie behoort ‘n belangrike stuk gereedskap te wees vir organisasies wat met probleme in projekbestuur worstel asook vir organisasies wat projekbestuur as ‘n organisasie-vermoë wil vestig.

Thesis (MBA)--Stellenbosch University, 2001. / Some digitised pages may appear illegible due to the condition of the original hard copy. / ENGLISH ABSTRACT: In a world of increased global competition and the need of customer specific product customisation, the management of projects gets more and more important in order to achieve competitive advantages. By shortening the duration of projects and making project controlling tools more accurate (according to reality), the process of management-decision making is supported and companies can achieve higher profit margins as they are able to concentrate on value-adding parts and to plan future steps efficiently. Critical Chain is a new methodology, which applies Eli Goldratt's Theory of Constraints to project management in order to complete projects faster and with higher predictability while simultaneously making more efficient use of related resources. The Critical Chain methodology uses different concepts to reach these goals: • Average task durations • Aggregating buffer at the end of projects • Counteract against unplanned iterations and other delays • De-conflict resources, both within and across projects. The new project management methodology "Critical Chain" is subject of this research paper. The document is a high-level methodology study, which gives indications, whether, where - and if, how - the concept can be implemented in business environments. The argumentation is based on literature reviews and practical experiences of two pilot implementations in a German heavy industry company, which is internationally operating. In addition, the mini thesis explains basic principles of the Critical Chain approach. Furthermore, main strengths, weaknesses and ideas to improve the methodology are part of the study. Finally, experiences of companies using this methodology as well as an introduction to a Microsoft Project™ add-on, named ProChain©, benchmark the usability of Critical Chain. Critical Chain appears to minimize schedule risk while at the same time minimizing project durations, and has the potential to improve both communication and employee moral. Especially cultural .challenges will be explained, because the human-typical 'resistance to change' is a major hurdle in implementing Critical Chain in a company's project management system. Due to these cultural challenges, Critical Chain is not easy to implement in all parts of a heavy industry company. As the concept is based on mathematical formulas, it is highly recommended that in the beginning only smaller projects with highly qualified employees with a mathematical background (e.g. engineers or other studies in the field of natural sciences) use this concept. As the success of the methodology is dependent on the input of the project members, the whole project team has to understand the principles in front. As such, it is very important that a training course for all people involved is part of the implementation process. / AFRIKAANSE OPSOMMING: Geen

Thesis (MBA)--Stellenbosch University, 2002. / Some digitised pages may appear illegible due to the condition of the original hard copy. / ENGLISH ABSTRACT: The recent discussions regarding the relations between the government and industry have highlighted the importance and continuous changes that have been investigated, tried and tested by the tri-part alliance since its inception. A study was conducted of all the current issues and changes in labour legislation and its impact on the labour market. Due to the continuous changes and heated debates, not to mention regular strikes and negotiations by those parties and their representatives, this topic is heated and ever changing. / AFRIKAANSE OPSOMMING: Die onlangse onderhandelinge en besprekings betreffende die verhouding tussen die regering en industrie plaas klem op die belang van en gereelde veranderinge wat ondersoek, geimplimenteer en getoets is deur die drieledige alliansie sedert laasgenoemde se ontstaan. 'n Studie is gedoen van die huidige kwessies en veranderinge in arbeidswetgewing en die impak daarvan op die arbeidsmark. Die gereelde veranderinge in wetgewing en soms hewige debatvoering tussen die betrokke partye, bo en behalwe die gereelde stakings en onderhandelinge deur daardie partye en hul verteenwoordigers, maak hierdie onderwerp baie sensitief en stel dit bloot aan gereelde ondersoek en verandering.

Thesis (MComm)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: It is well understood that the advancement in information technology and increasing globalization has led our business environment to become much more complex and uncertain. Similarly the appropriateness of a firm's strategy can be defined in terms of its fit, match or congruence with the environment or organizational contingencies facing the firm. Thus at the turn of the 21st century, the concepts of industry and organizational fitness playa significant and predominant role in ensuring survival. The study presumed that, although various models and tools related to measuring and building industry and organizational fitness have been contributed by various authors, there exists an absence of comprehensiveness and coherence between them. Thus it aimed at investigating and analyzing different contemporary strategic management approaches and tools, so as to describe the comprehensive nature of industry and organizational fitness and find all-inclusive areas of measuring and building organizational fitness. According to the analysis done it was found that a significant level of overlap components of industry fitness and bewilderment exists in differentiating the elements and and organizational fitness. Moreover, although no considerable disagreement and deviation was detected between the various contemporary approaches and tools related to measuring and building organizational fitness, there is a high degree of replication and disintegration between them. In addition to this most of the approaches have a partial coverage of the important factors that influence organizational fitness and attempt to deal with problems from limited perspectives. On the bases of the analysis and findings, recommendations are provided for improving the understanding of the concepts and the nature of industry and organizational fitness. Moreover, suggestions for integrating and cohering the various strategic management approaches and tools of measuring and building organizational fitness are given. / AFRIKAANSE OPSOMMING: Dit is welbekend dat ons sake omgewing baie meer kompleks en onseker geraak het weens die vooruitgang in informasietegnologie en toenemende globalisasie. Die geskiktheid van 'n firma se strategie kan gemeet word aan hoever dit pas by die omgewing en die gebeurlikhede wat die firma mee moet deel. Aan die begin van die 21 ste eeu speel konsepte van industrie en van organisoriese fiksheid 'n oorheersende en betekenisvolle rol in die bepaling van oorlewing. Daar is gevind dat, alhoewel daar al baie geskryf is oor verskillende modelle en metodes om industrie en organisoriese fiksheid te meet en te bou, daar tog 'n gebrek is aan volledigheid en samehangendheid. Dus ondersoek en analiseer hierdie studie die eietydse benadering tot strategiese bestuur en die metodes wat gebruik word. Die doel is om die aard van industrie en die fiksheid van 'n organisasie omvattend te beskryf en om metodes te vind om dit te meet en uit te bou. Die analise toon dat daar 'n groot mate van verwarring en oorvleueling bestaan in die uitkenning van die elemente en komponente van die fiksheid van 'n industrie en 'n organisasie. Alhoewel daar nie groot verskille of afwykings tussen die eietydse benaderings en metodes is nie, is daar wel baie herhaling en disintegrasie. Die meeste benaderings dek ook net gedeeltelik die belangrike faktore wat 'n organisasie beïnvloed en benader die probleme vanaf beperkte perspektiewe. Op die basis van die analise en bevindings word aanbevelings gedoen sodat die konsepte en aard van die industrie en organisoriese fiksheid beter verstaan kan word. Ook is daar voorstelle vir die integrering van die verskillende strategiese bestuursbenaderings en die metodes vir die meet en opbou van organisoriese fiksheid.

Assignment (MComm)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: The offshore investment industry has shown tremendous growth (R92,7 billion invested in offshore unit trusts and mutual funds) since the Minister of Finance took the bold step (1 July 1997) availing South African (SA) residents the opportunity to invest offshore. Currently, SA residents, subject to certain criteria, are allowed to invest R750 000 offshore. The primary objective of this assignment is to provide a general overview of offshore investments from a SA resident's perspective. Foreign investment policies as they relate to local residents are reviewed. Investment maxims, truisms and theory are introduced to provide a theoretical framework to accommodate future chapters. The question regarding why South Africans should invest offshore is answered by firstly identifying specific risks that are unique to this country, its people and businesses and, secondly, by looking at market risk. Conclusive empirical evidence states that offshore diversification reduces portfolio risks and enhances returns. Offshore investments, their related costs/fees, investment strategies as well as regulations that offshore investors must adhere to, are also discussed. The most important obstacles to investing offshore, namely the home bias phenomenon and currency or exchange rate risk, are placed in perspective. Important tax implications for investing offshore are also briefly mentioned. In the final chapter conclusions and recommendations are made. / AFRIKAANSE OPSOMMING: Die buitelandse beleggingsindustrie het merkwaardig gegroei (R92,7 biljoen is tans in buitelandse effektetrusts en onderlinge fondse belê) sedert die Minister van Finansies die dapper stap geneem het (1 Julie 1997) om Suid-Afrikaanse (SA) burgers die geleentheid te bied om in die buiteland te kan belê. Huidiglik kan SA burgers, onderworpe aan sekere kriteria, tot R750 000 in die buiteland belê. Die primêre doelwit van hierdie werkstuk is om 'n oorsig vanuit die SA burger se perspektief voor te lê. Buitelandse beleggingsbeleide, asook hoe hulle SA burgers beïnvloed is in oënskou geneem. Beleggingsgrondstellings, -waarhede en - teorieë, is bespreek om 'n teoretiese agtergrond te verskaf vir latere hoofstukke. Die vraag waarom Suid-Afrikaners in die buiteland moet belê, word beantwoord deur eerstens, spesifieke risiko's wat uniek is aan ons land, sy mense en besighede, te identifiseer, en tweedens, om na markrisiko's te kyk. Konklusiewe empiriese navorsing bewys dat buitelandse beleggings die risiko's van portefeuljes verlaag en opbrengste verhoog. Buitelandse beleggings, hul verwante koste/fooie, beleggingstrategieë, asook regulasies waaraan buitelandse beleggings moet voldoen, is bespreek. Die belangrikste struikelblokke vir belegging in die buiteland, bekend as die sogenaamde "home bias"-verskynsel en val uta- of wisselkoersrisiko's, is in perspektief gestel. Belangrike belastingsimplikasies vir buitelandse beleggings word ook kortliks genoem. In die finale hoofstuk word gevolgtrekkings en aanbevelings gemaak.

Mini study project (MBA)--University of Stellenbosch, 2002. / ENGLISH ABSTRACT: The modern business environment is volatile, fast moving and complex, bringing new challenges for leadership. Many new theories on leadership were therefore developed, including emotional intelligence theory. The study focused on the question whether emotional intelligence theory has influenced the other contemporary leadership theories or not. Emotional intelligence theory propagates that there is a wide spectrum of intelligences that include emotional intelligence, which is defined as the person's capacity to recognise his own feelings and those of others, for motivating himself and for managing emotions in himself and in his relationships. Emotional intelligence falls within four domains, namely self-awareness, self-management, social awareness and relationship management. Each of these domains can be broken down into specific emotional intelligence competencies needed for superior performance. Most traditional leadership research can be classified into one of four approaches, namely the trait approach, behavioural approach, power-influence approach and situational/contingency approach. Some traditional theories fall outside of this classification, while others cut across two or more approaches. Contemporary leadership theories tend to have a more human approach and a stronger focus on soft skills. A comparison was done to establish whether there were any notions similar to the emotional intelligence competences in the traditional or contemporary leadership theories and whether these notions have become more important in contemporary theories than they were in traditional theories. It was found that the competencies of self-assessment, service orientation and change catalyst are new concepts that were not found in traditional leadership theories, while competencies such as emotional self-awareness, self-control, trustworthiness, adaptability, initiative, empathy, visionary leadership, communication, building bonds and teamwork have gained popularity to some extend in modern leadership theories. The other competencies either carried the same weight in traditional theories than in contemporary ones or no specific conclusion could be reached. Although there are definite differences between the importance of certain competences in traditional and contemporary leadership theory, it is not possible to conclude that these changes are due to the influence of emotional intelligence. It should rather be hypothesised that these modern theories developed side-by-side due to the changes in the modern business environment, which provided new challenges to organisations and leaders, necessitating the development of new theories. The theories might even have cross-pollinated each other, but it is not possible to stipulate a direct influence of one on the other. / AFRIKAANSE OPSOMMING: Die moderne besigheidsomgewing is wispelturig, vinnig-bewegend en kompleks met talle nuwe uitdagings vir leiers. Baie nuwe leierskapsteorieë is dus ontwikkel, onder andere die teorie van emosionele intelligensie. Hierdie studie het gefokus op die vraag of emosionele intelligensie teorie die ander kontemporêre leierskapsteorieë beïnvloed het, al dan nie. Emosionele intelligensie teorie propageer 'n wye spektrum intelligensies wat emosionele intelligensie insluit. Emosionele intelligensie word gedefinieer as die persoon se kapasiteit om sy eie en ander mense se gevoelens to herken, om homself te motiveer en om sy eie emosies en die emosies betrokke in sy verhoudings te bestuur. Emosionele intelligensie kan verdeel word in vier domeine, naamlik self-bewustheid, self-bestuur, sosiale bewustheid en verhoudingsbestuur. Elkeen van hierdie domeine kan verder verdeel word in spesifieke emosionele intelligensie vaardighede wat nodig is vir voortreflike prestasie. Meeste tradisionele leierskapsteorieë kan geklassifiseer word onder een van vier benaderings, naamlik die eienskap benadering, gedrags benadering, mag-invloed benadering en die situasie I gebeurtenis benadering. Sommige tradisionele teorieë val buite hierdie klassifikasie, terwyl ander weer oor twee of meer benaderings strek. 'n Vergelyking is gedoen om vas te stelof daar enige neigings soos die emosionele intelligensie vaardighede in die tradisionele of kontemporêre leierskapsteorieë voorkom en of the neigings meer belangrik geword het in kontemporêre teorieë as wat hulle in tradisionele teorieë was. Dit is bevind dat vaardighede soos self-waardasie, diensorïentasie en veranderingskatalisator nuwe konsepte is wat nie in die tradisionele leierskapsteorieë gevind is nie, terwyl vaardighede soos emosionele self-bewustheid, self-beheersing, betroubaarheid, aanpasbaarheid, inisiatief, empatie, verbeeldingryke leierskap, kommunikasie, die bou van bande en spanwerk 'n mate van populariteit gewen het in moderne leierskapsteorieë. Die ander vaardighede het óf dieselfde gewig gedra in tradisionele teorieë as in kontemporêre teorieë, óf daar kon tot geen spesifieke gevolgtrekking gekom word nie. Alhoewel daar definitiewe verskille is tussen die belangrikheid van sekere vaardighede in tradisionele en kontemporêre leierskapsteorieë, is dit nie moontlik om tot die gevolgtrekking te kom dat die veranderinge as gevolg van die invloed van emosionele intelligensie teorie is nie. Daar kan eerder gepostuleer word dat hierdie moderne teorieë sy-aan-sy ontwikkel het as gevolg van die veranderings in the moderne besigheidsomgewing wat nuwe uitdagings vir organisasies en leiers gestel het en dus die ontwikkeling van nuwe teorieë genoodsaak het. Die teorieë kon mekaar selfs gekruiskontamineer het, maar dit is nie moontlik om In direkte invloed van een op die ander te stipuleer nie.

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.