Thesis (M.Psych.Org.) - University of Queensland, 2004. / Includes bibliography.

Thesis (M. Comm. (Economic and business science))-University of Pretoria, 2004. / Summaries in English and Afrikaans. Includes bibliographical references. Available on the Internet via the World Wide Web.

Thesis (Ph. D.)--University of Oregon, 2005. / Typescript. Includes vita and abstract. Includes bibliographical references (leaves 130-142). Also available for download via the World Wide Web; free to University of Oregon users.

Thesis (Ph. D.)--Miami University, Dept. of Psychology, 2004. / Title from second page of PDF document. Includes bibliographical references (p. 43-54).

Thesis (Ph.D.)--McMaster University, 2005. / Advisor: Harish C. Jain. Includes bibliographical references (leaves 149-171). Also available via World Wide Web.

Thesis (Ph.D.(Psychology))-University of Pretoria, 2006. / Abstract in English and Afrikaans. Includes bibliographical references. Available on the Internet via the World Wide Web.

Thesis (Ph. D.)--Oregon State University, 2007. / Printout. Includes bibliographical references (leaves 160-170). Also available on the World Wide Web.

Thesis (MPhil)--Stellenbosch University, 2013. / ENGLISH ABSTRACT: This thesis poses the premise that diversity influences competitive advantage. Although a direct link may not initially be apparent, by first exploring the impact of decision making on competitive advantage and then establishing the effect of diversity on decision making, it is possible to stimulate a competitive advantage. Competitiveness is investigated by looking at how service providers with the same solution participate in their market. The understanding of competitiveness is focused on complexity caused by intense competition, highly standardised service requests, organisational culture and the relationships between individuals and their organisation. The decision of participants on how to compete in the market is explored. By understanding the definition of customer value and competition it is possible to determine when problem context and participant relationships will impact on the complexity of decision making. Critical heuristics provides further insight into organisational decision making. Examining the origin and reason for decisions at both physical and philosophical levels reveals the readiness potential for action. Philosophically, the age old concepts of free will and pre-determined outcomes are debated in order to provide insight into individual beliefs regarding decision making. The concept of social construct and learning, both individual and organisational, is explored to show the importance of socially determined reality and learning. The ability to interact and to learn from interactions is investigated to highlight the role of risk during the decision making process. The notion that it is possible to make a decision without being aware is investigated. Exploring the contribution of sense making at individual and collective levels highlighting organisational decision making dynamics as one of the steps to achieve indirect decision making. Categories of complexity in the organisational culture help define patterns in decision making that may be utilised to accelerate and strengthen decision. Eleven common issues with collective decision making are subsequently identified and explored within the premise that collective decision making is fraught with problems that may cause the decision making to be ineffective. The concept of diversity is examined at social and abstract level as these deliver benefits to the processes of both understanding the problem and making the decision. The human factor in the understanding process offers mechanisms for diversity and possibilities. In conclusion this thesis shows that it is possible to enhance the competitive advantage of an organisation through decision making by understanding the elements and impact of diversity when diversity is understood correctly. / AFRIKAANSE OPSOMMING: Hierdie tesis ondersoek die moontlikheid om kompeterende voordeel te kan bewerkstellig deur diversiteit. Deur eers die invloed van besluitneming op die kompeterende voordeel te bepaal, en dan die uitwerking van diversiteit op besluitneming te bereken, word die indirekte verband uitgelig. Mededingendheid word ondersoek deur te bepaal hoe diensleweraars met dieselfde oplossings in dieselfde mark deelneem. Mededingendheid word verstaan in term van die kompleksiteit veroorsaak deur intense kompetisie, die vraag na hoë standaard diens, en die impak hiervan op organisasie kultuur en die verwantskap tussen individue en die organisasies waarvoor hulle werk. Die besluite van deelnemers oor hoe om te kompeteer in die mark word verder ondersoek. Deur die definisies van kliënte-waarde en kompetisie te verstaan, word dit moontlik om te bepaal wanneer die probleem konteks en deelnemer verhouding ‘n invloed op die kompleksiteit van besluitneming het. Kritiese heuristiek lewer verdere insig tot organisatoriese besluitneming. Die ondersoek van die oorsprong en redes vir besluitneming op die vlakke van kognitiewe en filosofiese vlakke lê die gereedheids potensiaal vir aksies bloot. Die eeu oue filosofiese beginsels van vrye wil en vooraf bepaalde uitkomste word bespreek om verdere insig in besluitneming oortuigings te verkry. Sosiale konstruksie en leer op die vlakke van persoonlike en organisatoriese leer word ondersoek om die belangrikheid van sosiaal bepaalde realiteite en lesse te bewys. Die vermoë om met ander ‘n wisselwerking te kan bou en dan te kan leer uit die wisselwerking word ondersoek om die rol van risiko gedurende die besluitnemings proses uit te lig. Of dit moontlik is om besluite te kan neem sonder om bewus te wees daarvan word vervolgens ondersoek. Die bydrae van gewaarwording op persoonlike en groeps vlakke tot organisasie besluitneming dinamiek word verder uitgelig. Klasse van kompleksiteit in die organisasie kultuur help om patrone in besluitneming te definieer wat gebruik kan word om besluite te versterk en te versnel. Elf algemene probleme met gesamentlike besluitneming word vervolgens bekend gestel en ondersoek binne die siening dat gesamentlike besluite gelaai is met problem wat besluitneming oneffektief maak. Die beginsel van diversiteit word ondersoek op sosiale en abstrakte vlakke omdat dit voordele vir die proses van beide die verstaan van die probleem en die besluitneming inhou. Die menslike faktor in proses van verstaan bied meganismes vir diversiteit en moontlikhede. Ten slotte word dit aangedui dat dit moontlik is dat die kompeterende voordeel van ‘n organisasie beïnvloed kan word deur besluitneming wanneer diversiteit verstaan word en die invloed daarvan korrek aangewend word.

This research is a primary exploration of the relationship amongst culture, ethnicity and practises of leadership development in South African organisations. The need and significance of this research stems from the fact that in a diverse South African workforce a poor leadership style may have undesirable consequences for an organisation. Amongst these consequences could be a loss of market share and competitive advantage. In order to determine the approach South African organisations are taking towards leadership development, the researcher first sought the opinions of potential future leaders (ie. First Year MBA and MBL students) by means of a questionnaire survey and then interviewed a number of persons responsible for the leadership development programmes in a number of organisations regarding their leadership development initiatives. The primary contribution this study makes to the body of knowledge is that the relationship amongst culture, ethnicity and practises of leadership development in South African organisations has not been explored previously in any depth. This study has delved into these relationships. The conclusion of this study is that culture and ethnicity do not play a major role or have a major influence on the approach organisations take to leadership development, nor to the selection of candidates, or in the formulation of leadership development programme content. / Business Management / DBL

Thesis (DTech(Public Management))--Cape Technikon, Cape Town, 2002 / South Africa prides itself on its "rainbow nation" status. The term "rainbow nation" has frequently been used to reflect the diversity of the South African community. In the preamble to our present constitution, it is stated that South Africa belongs to all who live in it, and that diversity epitomises the unity of its people. However, if one takes a glance around many local government offices, particular at our senior and middle level management levels, our rainbow appears less colourful than we would like to think. Whatever its meaning, diversity has become a term used freely by both the previous and present government, neither being able to define its true meaning. In fact, they have used the term diversity in so many ways and in so many contexts that it seems to mean many things. With the diversification of local authorities, a new challenge has arisen for the local government manager when resolving, or at least ameliorating, some of the difficulties arising from the widespread diversity found in the workplace. The transformation of local authorities and the implementation of affirmative action programmes were the way government thought diversity should be effected, but this alone will not ensure the employment equity local government managers are seeking. The awareness of selected local government managers (internal managing of diversity) regarding diversity will provide an insight into their acceptance of diverse groups as being a vital resource for an organisation. In return, this will also reflect the commitment of selected local government managers (external managing of diversity) in serving their diverse local communities In this dissertation, the terms "selected local government manager(s)" will be used interchangeably with the term" public manager (s)". The core problem, which this study addresses, revolves around tile different belief windows and the effect these have on the local government manager's self-concept of diversity in the workplace. A belief window refers to an invisible window through which one views diversity This dissertation will attempt to provide the insights and awareness levels of local government managers in respect of diversity management as expounded in the paragraphs that follow. The theories of diversity management in the workplace are explored The focus is on the definition of terms within the study; what managing diversity is not; why diversity management; the different dimensions of diversity; the differences between managing diversity, valuing of differences and affirmative action; models for managing diversity in the workplace; and the consequences of ignoring diversity in the workplace.