This research study analysed the role that experience played in the development of bar managers’ social competencies. Given the social nature of the bar environment, social competencies were perceived to be essential managerial competencies that enable bar managers to manage employees and consumers to ensure that employee and consumer satisfaction is maintained. The literature reviewed discussed the importance of managerial competencies and the composition of social competencies. Experience was conceptualized to develop an understanding of the informal learning method through which competency development occurs. Data was captured through face-to-face interviews, which were based on the Critical Incident Technique (CIT). The data was analysed using the open coding procedures of grounded theory. This research study proposed a process to explain how experience contributed to the development of social competencies. The proposed process, which is called the Social Competency Cache Development Process (SCCD Process), ultimately indicated that experience contributed to bar managers’ social competencies through a reflection process, the residues of experience, and through the familiarity of situations and results. This research study found that experience contributed to the development of bar managers’ social competencies within a process that established an awareness of unfamiliar social competencies or reinforced the effects of familiar effective social competencies. Experience was also found to promote the transition between novel situations and familiar situations, which in turn enabled bar managers to effectively assess social situations and select effective responses to social situations. Consequently, experience improved the probability of bar managers implementing effective social competencies to ensure employee and consumer satisfaction. In essence, experience shaped bar managers’ accumulation of social competencies by promoting the addition of new social competencies or the reinforcement of existing social competencies.

M.Com. (Business Management) / The aim of this research study was to suggest the business sophistication levels of the informal sector hairdressing salons in Cosmo City. This aim was achieved through two research objectives, namely; identifying the characteristics that categorise the hairdressing salons as informal sector enterprises under the umbrella of Small, Micro and Medium Enterprises (SMMEs), and determining the business management practices that are currently implemented by the hairdressing salons. South Africa’s informal sector has the potential to contribute towards poverty alleviation and employment amongst the semi–skilled and unskilled poor. However, businesses in this sector apply less developed business management practices as compared to their formal counterparts. Furthermore, the challenges faced by these enterprises in implementing sound business management practices contribute to a lack of sophistication in their business operations, which in turn reduces their performance and sustainability. The adoption of good business management practices can have a significant impact on the performance of an enterprise, as well as on its productivity and output. This is true for an enterprise of any size. As a business becomes more mature in the implementation of business management practices, the longer that enterprise’s sustainability horizon may become. The research was conducted amongst Cosmo City’s hairdressing salon and the data was collected by means of interviewer–administered questionnaires. A total of 24 out of the 36 hairdressing salons that were identified to participate in the research study completed the questionnaires. The study employed a qualitative research approach during the data collection process; however the data analysis was quantitative in nature. In support of the first research objective, it was confirmed that the hairdressing salons operated within the informal sector, specifically in the lower end Business Sophistication Measures (BSM) categories 1, 2 and 3. With regards to the second research objective, it was confirmed that particularly because the informal sector hairdressing salons had low BSM they lacked good business management practices. Due to the size and nature of their operations, low managerial competence and skills, limited business support, small–scale marketing initiatives, the lack of documentation of policies and procedures and inadequately maintained business information; the informal sector hairdressing salons are too undeveloped to embrace good business management practices and as such have lower to low medium business sophistication levels that may prevent further growth and sustainability.

D.Litt.et Phil. / A conceptual framework for organizational adaptation in independent and self-governing states is developed against the background of problems being experienced by organizations in adapting to a changing environment. organizations functioning in national states usually have historical links with organizations in South Africa. In addition most of the senior and top managers in· these organizations are South African citizens. There is, therefore, a tendency to try and retain familiar structures, strategies, systems and procedures, management styles and criteria against which effectiveness is measured. organizational theory, however, indicates that environmental characteristics have an influence on the development and functioning of organizations. Conditions which favour the development of organizations are general literacy, specialized training, urbanization, a money economy, political freedom, a variety of social and organizational experiences, agricultural sufficiency and geological, geographical or ecological factors. National states lack most of the conditions which are seen as prerequisites for the development of organizations and are dependent on assistance from South Africa.

M.A. / Triage is an instrument that is intended to assist in the decision-making process regarding managerial personnel. As such, it purports to measure personality traits that underlie managerial performance. Its information output is applied to assist with managerial selection, managerial development, and team building decisions and exercises. Managerial and other work behaviour is highly influenced by cultural factors, and probably also the accompanying measuring instruments. The current research set out to assess whether Triage is a system that may be fairly applied for individuals from different races and genders. Methodologically the instrument presents huge potential since its computerised technology evaluates managerial traits in an effective and simplified fashion. Although it had been previously researched for a British population, -the minimum requirement for it to be applied fairly across South African groups was that it manifested acceptable levels of validity and reliability for the different South African groups to which the test battery is normally applied. Issues of similarities and differences between different racial and gender groups were hypothesised as part of the research design. In line with theory and previous research results, it was expected that score differences would appear between groups, but that acceptable levels of reliability and construct validity would be indicated for all groups. Cronbach alpha coefficients confinned relatively high reliability for all groups. MANOVA and ANDVA analyses confirmed cross-group differences in test scores. Factor analyses and canonical correlation analysis indicated that three factors have high relevance for all current and previous groups, with the Achiever/ Leader showing very high potential as a measure of managerial competence. Comparability of underlying structure was therefore indicated. The ANDVA and factor analyses did indicate, however, that the Alpha Test of Intelligence and the Levene Activities Preferences Questionnaire do not render cross-cultural equivalence regarding test scores and underlying dimensional structure.

No description available.

No description available.

The Council for Geoscience (CGS) is one of the National Science Councils of South Africa and is the legal successor to the Geological Survey of South Africa. The total staff complements numbered 291 as of March 2006, consisting of four executive managers, 18 unit managers, 124 professionals, 84 technicians, 41 administrative personnel, 17 unskilled labourers 3 skilled workers. The strength of the CGS is manifested in its core of competent geoscience and technical staff. The primary business of the CGS is science; therefore scientists, apart from human resources, finance and procurement, are appointed to senior positions in the organisation. The criteria for scientists to qualify for managerial positions are either a masters or doctorate degree in science. Although a sound knowledge of science is needed for these positions, the necessary managerial and leadership characteristics have never played a significant role in the appointment of unit leaders. Therefore, it is the aim of this study to determine the leadership style of the scientists that were appointed as unit leaders. Theories on leadership provide for a variety of potential explanations regarding effective leadership, including personal attributes, contingencies, and the role of subordinates. By analysing managerial leadership, it becomes important to consider and recognise the complex interplay among the structure of organisational life, patterns of behaviour, varied beliefs, values, interests, and initiatives of the individuals who create and work within this structure. Research on organisational leadership has grown systematically with the advance of industrialisation. Large work organisations are associated with bureaucratic and technological complexity that affects the demand for managers and the need for coordination and leadership roles. Leadership theories have evolved over time, becoming more sophisticated and even more applicable for their “innovation”. Different perspectives have featured throughout history. Theories of leadership are primarily analytical, directed at better understanding of the leadership process and the variations among them. The most up- to- date concept within leadership is the theory of transformational and transactional leadership. Transformational leadership comprises five factors — (1) idealised influence: attributed; (2) idealised influence: behaviour; (3) inspirational motivation; (4) intellectual simulation; and (5) individualised consideration — of which the first two factors refer to the concern, power, personal morality, and sacrifice of the leader, as well as his or her ability to instil collective pride in the group’s mission. The third factor relates to motivating the group to accomplish missions through challenging goals and by indicating certainty in areas of uncertainty, which, in turn, arouse individual and team spirit. The fourth factor refers to the leaders’ ability to relate at an individual level to the follower and the fifth factor to intellectual stimulation. Transactional leadership display behaviours associated with constructive and corrective transactions, and comprises three factors— (1) contingent reward leadership; (2) management-by-exception: active; and (3) management-by-exception: passive — of which relates to leaders who involve themselves only when things go wrong, i.e. the constructive style. Their interventions are associated with failure and punishment. The corrective style is labelled management-by-expectation: active, which refers to the closer involvement in monitoring the subordinates’ actions. Contingent reward leadership relates to rewards for work performance. The Multifactor Leadership Questionnaire (MLQ) has become a standard instrument for assessing a variety of transformational, transactional and non-leadership scales and was used to assess the leadership style of scientists of the Council for Geoscience. The instrument measures a broad range of leadership types: passive leaders, leaders who give contingent rewards to subordinates and leaders who transform their subordinates into leaders themselves. The objectives of the study were to (1) determine the leadership style of scientists in positions of unit leaders; (2) how their supervisors, peers and subordinates perceive their leadership style; and (3) whether scientists as unit leaders, perceive their own leadership style differently than do their supervisors, peers and subordinates. The MLQ instrument contains 45 items that identify and measure key leadership and effectiveness behaviours. A five point rating scale (0: 1: 2: 3: 4) is used for rating the frequency of observed leader behaviour where 0=not at all, and 4=frequently, if not always. The average scores of the MLQ questionnaire for the Council for Geoscience ranged from 2 to 3 on the transformational leadership factors. Participants in general perceive scientists in unit leader positions more as transformational leaders as apposed to transactional leaders. The 2.5 rating on transformational leadership indicates that the unit leaders are often influential in the awareness of what is important. The ratings of scientists as unit leaders were similar to the ratings of their peers and 'others'. Supervisors and subordinates, however, rated them lower. Transactional leadership ratings for the majority of leaders were between 2.0–3.0 on CR, and MBEA and 1.0–2.0 on MBEP. The ratings obtained, indicate that unit leaders would be seen as people wwho prefer to monitor and take action before failures occur. Supervisors, peers and others rated the scientists as unit leaders higher on transactional leadership, except for subordinates who rated them lower. Leaders are rated 0–1 on laissez-faire leadership style. Supervisors, peers and subordinates rated scientists as unit leaders higher on laissez-faire leadership style than the rating they gave themselves (self-rating). The low rating on the laissez-faire leadership style confirms that leaders do get involved in important issues and have a need to be involved in the decision-making process. Scientists as unit leaders, however, perceive themselves to be more involved than do supervisors and subordinates. Attribution ratings (extra-effort, effectiveness and satisfaction) varied from 2.0–3.0. For attribution dimensions, supervisors and subordinates rated the scientists as unit leaders lower on extra-effort, effectiveness and satisfaction, whereas peers rated them higher. The satisfaction dimension indicates that unit leaders often work with others in a satisfactory way. For attribution dimensions, supervisors and subordinates rated the scientists as unit leaders lower on extra-effort, effectiveness and satisfaction, whereas peers rated them higher. Supervisors are less satisfied with the leaders than subordinates are. The results obtained from the MLQ questionnaire for the leadership style of scientists in the Council for Geoscience are slightly different from those of United States companies. The Council for Geoscience, compared with United States (US) companies, rated lower on both transformational leadership and attribution dimensions (extra-effort, effectiveness and satisfaction) and higher on both transactional and laissez-faire leadership styles. This seems to indicate that the Council for Geoscience tends to follow a less inspirational and influential leadership style with more objective setting and less satisfying methods of leadership, compared with US companies. Transformational leadership development is recommended for the scientists as unit leaders of the Council for Geoscience. It is important to note that false transformational leaders (seemingly transformational leaders with a self-absorbed tendency) should be distinguished from the genuine ones. Optimism and employee frustration can be used in future surveys by the Council for Geoscience to determine the progress of transformational leadership development in the organisation. The leadership of an organisation influences the organisational culture. Upper management is responsible for the implementation of the necessary changes to promote transformational leadership. The culture of an organisation is a reflection of upper management. If upper management does not realise the importance of transformational leadership, the chances for the rest of the organisation to promote a transformational leadership culture in the organisation are not good. One recommendation to consider is for the Council for Geoscience to employ people with adequate managerial skills in unit leader positions. These skills would include leadership traits, operational skills, financial skills, etc. A decision needs to be taken by the Council for Geoscience that when scientists are employed as unit leaders or as members of the upper management cadre, they must have adequate managerial and leadership skills, and all parties have to agree with the competency and be satisfied with the management styles. / Graduate School of Business Leadership / M.B.L.

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: This research report is a qualitative study of the effectiveness of executive coaching for the development of emotional intelligence competencies. Eleven executives from a private organisation were interviewed regarding recent coaching they had received. This coaching was offered as part of a development program that was grounded in action learning. Through these interviews, the executives shared their perspectives of the coaching process and the degrees to which they were able to benefit. They described the different styles of their coaches and the rapport each had with their own team‘s coach. The executives reported that as a result of coaching they demonstrated increased awareness of their emotional intelligence competencies. The data collected through this study suggested that executive coaching is an effective tool in the enhancement of emotional intelligence competencies in executives. Certain factors add to the likelihood that a benefit will be achieved through the coaching process, including the participants‘ openness to learning, the relationship between the coach and the participants, tools and frameworks used in the coaching process and the relevance of the coaching to the work of the executives. Organisational culture and environment also surfaced as important factors in predicting success in the coaching process. This study will be of value to researchers or organisational leaders exploring the benefits of executive coaching. / AFRIKAANSE OPSOMMING: Hierdie navorsingsverslag is 'n kwalitatiewe studie van die effektiwiteit van bestuursopleiding vir die ontwikkeling van emosionele intelligensie vaardighede. Elf bestuurslede van 'n privaat organisasie is onderhoude mee gevoer in verband met onlangse opleiding in die verband. Die opleiding is verskaf as deel van 'n ontwikkelingsprogram wat gegrond is in aksie opleiding. Deur middel van die onderhoude, het die bestuurslede hul perspektief van die opleidings proses gedeel asook tot watter mate hulle daaruit voordeel getrek het. Hulle het die verskillende style van hulle opleiers beskryf en die rapport wat elkeen met sy span gehad het. Die bestuurslede het verslag gedoen van hulle toenemende bewuswording van hulle emosionele intelligensie vaardighede. Die data byeengebring deur hierdie studie suggereer dat bestuursopleiding 'n effektiewe instrument is vir die toename van emosionele intelligensie vaardighede van bestuurslui. Suksesfaktore dra by tot waarskynlikheid van voordele bereik deur die opleiding, wat ook insluit, die deelnemer se ontvanklikheid vir lering, die verhouding tussen die opleier en die deelnemers, instrumente en raamwerke wat gebruik word in die opleidingsproses en die relevansie van die opleiding het ook opgeduik as belangrike faktore in die voorspelling van sukses in die opleidingsproses. Hierdie studie sal waardevol wees vir navorsers of organisatoriese leiers wat die voordele van bestuursopleiding wil ondersoek.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: The mass production economy of the major part of the twentieth century has undergone a fundamental change to a global, knowledge-based and entrepreneurial-driven economy, where products and services are now fuelled by innovation, technology and knowledge. Over the last few decades, globalisation has transformed the commercial and political world, and globalisation itself is now entering a more complex phase. Centers of economic activities have shifted profoundly, not only globally, but also regionally. Along with this shift, new rules have been established. Faced with the challenges of the new economy, organisations are forced to adapt to the changes with which they are confronted as customers, markets, societies, employees, competition and technology are all impacted. The new economy requires a different type of leader. Achieving high performance in an increasingly interdependent world will become a challenge facing organisations in both developed and emerging economies. The degree of connectivity between economies, business and individuals worldwide is probably the most important element of the new economy. Highly improbable, but also highly consequential types of events will become more frequent as turbulence increases. Implausible events become possible. Leaders with the ability to anticipate the probability of such occurrences will be the ones who will reap benefits by applying the dynamics pertaining to the new economy. Interest in leadership and the theories thereof gained momentum during the twentieth century. Even though many leadership theories developed over the last decades, the core of these theories changed little. However, the new economy brings new challenges and leaders must also adapt to the changing environment. Without effective leaders companies cannot succeed. It is therefore imperative that leaders understand the qualities of the environment as well as the attributes they need to be successful. Leaders who have the foresight to take advantage of the opportunities which the new economy offers them and who have mastered the ability to react with agility to these opportunities will have the competitive advantage needed for the future. / AFRIKAANSE OPSOMMING: Die massa produksie ekonomie van die groter deel van die twintigste eeu het ‘n fundamentele verandering ondergaan na ‘n globale, kennis gebaseerde en entrepreneur gedrewe ekonomie, waar produkte en dienste nou deur innovasie, tegnologie en kennis aangevuur word. Globalisering het die kommersiële en politiese wêreld gedurende die laaste paar dekades getransformeer en globalisering is self besig om ’n meer komplekse fase binne te tree. Sentra van ekonomiese aktiwiteit het drasties geskuif, beide globaal en streeksgewys. Tesame met hierdie skuif het nuwe reëls ontstaan. Organisasies word gekonfronteer met die uitdagings van die nuwe ekonomie en is geforseer om aan te pas by die uitdagings wat voor hul lê, aangesien kliënte, markte, gemeenskappe, werknemers, kompetisie en tegnologie almal geïmpakteer word. Die nuwe ekonomie vereis ‘n nuwe tipe leier. Om hoë prestasie in ’n toenemend interafhanklike wêreld te bereik is ’n uitdaging wat organisasies in beide die ontwikkelde en ontwikkelende lande in die gesig staar. Die hoë vlak van skakeling tussen ekonomieë, besighede en individue wêreldwyd is waarskynlik die belangrikste element van die nuwe ekonomie. Soos wat turbulensie toeneem, sal hoogs onwaarskynlike, maar ook hoogs konsekwensiële tipes gebeurtenisse ook meer dikwels voorkom. Onverstaanbare gebeurtenisse het moontlik geword. Leiers met die vermoë om die waarskynlikheid van sulke gebeurtenisse te voorspel sal diegene wees wat die vrugte van die nuwe ekonomie sal pluk deur die regte dinamika toe te pas. Belangstelling in leierskap en leierskap teorieë het momentum bygekry gedurende die twintigste eeu. Alhoewel baie leierskap teorieë ontwikkel het gedurende die laaste paar dekades, het die kern daarvan weinig verander. Die leierskap model van die nuwe ekonomie verskil egter heelwat van die huidige. Maatskappye kan nie oorleef sonder effektiewe leiers nie. Om daardie rede is dit noodsaaklik dat leiers die eienskappe van die omgewing verstaan, sowel as die eienskappe wat hulle nodig het om suksesvol te wees. Leiers met die nodige insig om voordeel te trek uit die geleenthede wat die nuwe ekonomie aan hulle bied, en wie die vermoë bemeester het om met gereedheid te reageer op hierdie geleenthede, sal die kompeterende voordeel in die toekoms hê.

Degree allta.rded with distinction on l June 199;. A research report submitted to the Faculty of Business . Administrat!on, Unfvet'sity of the ~1fitweJtersrand,Johannesburg in partial ffJffffinent of the requirements for the degree of Master of Management. 1992 / Trust is considered by some managementE!:xperts to be a -":'1 'ii critical element· in organisational ;relat,iori!ships. This factor is especially important in South A~rica where organisational rela·tionships are often mistrust * There has ,.;~~~(ill~;lelirtytle empirical rese\t~=Chcord'ired ~~ this topic. /[lhe literature reviewed p1\\pposed'!th) flt the '0 'v. ? ~\\ managerial benaviours .and a;ttitudes that. b~.ild subdic~tinate II. ,!': \ __ _ _,', _\'" _ _ __ -. ·'~\.F ,.',.: t,rus.t are those that relate 't\') the. managers.' ownleyt~l"of •.•. I' ~\ integri ty. 'l'he~e was almost no l~t~~rature ~railable '\hat }\ • . l' Ii,. ~ examinedthe .behaviours and attitu:~e, tihat; destroy trl.l~~. .. II·· 1 Ii -. The aim of the st.udy , t}'lerefore, ~~s to develop guidelines for managex:sby explo:ring the element of trust in the :-~\~" ma,nager-subordinate relationship •. It endeavoured to ident.ify Which managerial behaviours and att.itudes build \'.. t:, ,_~.) and which ones destroy subordinate trttst. It also distingu.ished differences in ,the perception and experience of subordinate 'trust between four identified jc;-h grade levels and three Sites. The ::esearch was conducted within three diverse manUfacturing sites of one company. The dana,was collected by means of the NominalGroupTechnique, which elicited a .. \~ broad set:. of v\?-e,'lS f~om employees within ~, disciplined '\1\ \J :'_;,\~ '. \'~ ;; , ~\" -, n \' /. ,_," . ,\ \i r: \i The" +e'search ~in~.fl!gs differed significantly from the \ Hte),,,ture reV:L!"i.\ The ll\anageria~ "peha,fiours th"t b~Ud \ sUbor<:\inate tru~t ",,",'those t)¥l.tJJempower the ,subordinate to ~.\ develop a.nCt grow. as ,~fell .,as reduce their dependency upon;;,\ _~" lj ')' ' \~" , ,,'\, (j t toanagers. i' WhereasI \'the :manage:es'·OlM lack of personal \ ,~il1tegl;'ity destroys sU~!.)ordinatet:rust.. Thus, managemenil •r\'1\tYle .. 'has .more. 0impa,c.~•o~~ destroying S.Ubordina~e trust than I\W. has on bUilcling',;it\:e,n WaS i~"ntU~ed that, tp,st ·1 \P~.ildin9 and :trust d~S.'·.tr~.;_ ..ng behaViou~sf. are not. rJ..arised. \ ~\\. .' '5; " t\ ',".... '\. .> \ \ " f! \ .' '\ ' \ ~.\ '\1 ',' . \\ . •r. ..~.I'. \, '\., • ' , ;i A\"raralJ_<\l'. be~we"n trus~\ buHd!.ng \~d';oUv~tion was ,'i id\~~tified., in th~t both ~f~)rOaCheSqsat\;Lsfy suborclinates t " \1 ne~p:s.. Tru7t IN'as\~iscovel1e~ ,to )lave a r~\c;:iprocq;.l i'lspe,ct t'b 1/1 :Lt.'\ ~rti's" cit" b~ bllilt \!\,:.~OU,g-che:rtao~n.'~t.ru~~ bU. il.d.tng 'I' \,." \\ !\ " \\ ~': ", " !. ,:\ '\ P'i] J.p .••e. h~~:iours.l ho'(Vevet;"the~e ~.;•lrlaviou:cs Wi~~ ,~o:wbJ: ef:Ee¢.clve \" \\ . \ \: II ...• i " III Mt"'!l" tru$t i~,,\ al'\7,:aclYp,;"'ie~t in the r!l>lationsl)j,'_', . " JI c IThe scope (If th~~stttdy t'las J~~ploratO:CYtand 'as such II ,// opened up many areas for fur:ther research. ili. 11i\ structure~ , \) nas o c o " ;_,)