Between 1970 and 1975 Natal Parks Board hel .icopter counts of waterbuck ( Kobus ellipsiprymnus) in the Umfolozi Game Reserve (UGR) declined from 1 098 to 494. The purpose of this project was to study the ecology of waterbuck with an emphasis on population regulating mechanisms, so that the reality and significance of this decline could be assessed. Density estimates for 1976-1977 were over twice the 1976 helicopter count of 319, but the population was confirmed to be declining. The ecological density of waterbuck represented 11,9 per cent of the metabolic biomass of grazers, which compared well with data from other areas. However, the other species' proportionate contributions to biomass were far from optimal, with an excess of short grass feeders. High juvenile mortality (80,7 per cent), attributable mainly to severe tick (Rhipicephalus appendiculatus) infestations, was the principal cause of the present decline. These severe infestations were probably symptomatic of poor condition of the whole waterbuck population, which meant that the ultimate cause of juvenile mortality lay elsewhere. The hypothesis that the waterbuck population was in a stressed condition was supported by their habitat utilization patterns, their feeding ecology and aspects of their behaviour. The dynamics of interspecific associations suggested that the primary habitat of Waterbuck was that now occupied by nyala (Tragelaphus angasi) and what had been recorded were the results of competition pushing waterbuck into an unfavourable habitat. Feeding studies indicated that nutritious food for herbivores represented a limited resource in UGR during winter, for which waterbuck may be largely outcompeted and that nyala and impala ( Aepyceros melampus) were the rnain competitors . Interspecific competition was the probable ultimate cause of the decline of waterbuck in UGR. It was recommended that the numbers of nyala and impala be reduced and that this action be integrated into a more precise management plan for UGR than exists at present. / Thesis (DSc)--University of Pretoria, 1978. / gm2014 / Zoology and Entomology / unrestricted

The objective of this study was to examine the role that customer loyalty and employee enthusiasm can play as a strategic objective to increase sales at MB Silicon Systems. In order to address these two factors from a strategic perspective, elements from various concepts have been used to gain a new understanding of customer loyalty, employee enthusiasm and strategy. The final goal of the study was to use the knowledge gained throughout the report to propose a management framework which can be implemented to give MB Silicon Systems a competitive advantage in its competitive industry.The literature review suggested that a strategy of customer loyalty and employee enthusiasm will result in above average financial performance. Customer loyalty and employee enthusiasm cannot be separated from each other and they are linked by leadership, the vision and core values of the organisation. It is not possible to achieve customer loyalty and employee enthusiasm without the proper formulation and execution of a strategy. Such a strategy needs to utilize core management tools like the Balanced Scorecard which will bridge the vision of the organisation with goal setting mechanisms of motivation. The Balanced Scorecard will ensure that strategic objectives of the organisation will be mapped into the Balanced Scorecard while employees will be rewarded according to achieved targets of these objectives.Surveys which were conducted with customers and employees have shown that MB Silicon Systems performs below international standards with respect to customer loyalty and that the organisation is failing with its existing strategy. The surveys have also shown that employees are demotivated. This state of demotivation results in a lack of teamwork and mistrust between employees. The lack of teamwork and mistrust is only the symptoms of organisational problems which need to be resolved by organisational redesign, implementation of management principles and healthy corporate governance. The low base of loyal customers and the demotivated state of employees is resulting in below average financial performance.A management framework was recommended that will transform a strategy of customer loyalty and employee enthusiasm by using proven management tools. Implementation of the framework will ensure a competitive advantage to MB Silicon Systems which will result in above average financial performance.