Thesis (PhD (Forest and Wood Science))--University of Stellenbosch, 2006. / This study aims at examining technical and institutional capacity in local organisations to manage decentralised forest resources in Uganda. Specifically the study assessed the roles, responsibilities, powers and legal instruments, incentives, facilities and human and fiscal resources of local organisations to undertake decentralised forest governance. Semistructured and key informant interviews were conducted in local organisations and legal and policy documents reviewed to ascertain strategies for implementing decentralised forestry. An inventory of selected forests was conducted to assess effect of decentralisation policy on the condition of forests in Uganda. Chi-square tests were used to show the factors that motivate local organisations to participate in decentralised forest governance. Tree species diversity and richness, density, diameter at breast height and basal area and sings of human disturbance were used to compare the condition of forests under local government and those under private and central government ownership. Similarity between the forests was assessed using a Two Way INdicator SPecies Analysis, while the differences in the composition and structural characteristics of trees among forest ownership categories were compared by oneway analysis of variance. Multiple regression analysis was used to show the influence of household pressure, forest size, the distance of the forest from roads and forest administrative office, and the market demand of the forest produce on the capacity of forest agencies to regulate timber harvesting. The findings reveals that local organisations supported devolved forest management functions such as forest monitoring, tree planting, environmental education, networking, collaborative and integrated planning, resource mobilisation and formulation of byelaws. The role of forestry in the livelihoods of the people, the desire to control forest degradation and access to forest revenue, donor and central government fiscal support were the most important incentives in decentralised forest management. However, limited capacity in terms of qualified staff, funds, facilities and equipment and inadequate decision-making powers over fiscal resources from forestry, inequitable distribution of forest revenue and unclear forest and tree tenure hindered decentralised forest management. The diversity and richness indices, density, diameter at breast height and basal area of trees were significantly higher in central forest reserves, intermediate in private and lower in local forest reserves. The frequency of human disturbances was significantly higher in local forest reserves than in private and central forest reserves. The variation in composition and structure of the local forest reserves is partly attributed to human disturbances. The capacity of the forest agencies to regulate forest resources use in the Mpigi forests was significantly affected by the size of forest, and its location in relation to the well-maintained roads, forest administrative office and the number of households in close proximity and the market demand of the forest produce. Large forests in close proximity to densely populated areas and far a way from roads and the forest administrative office were more affected by timber harvesting. The results demonstrated that local governments are not yet efficient in monitoring and regulating forest use and maintaining the condition of forests in Uganda. Local organisations need to play an increased role in the implementation of the Forest Policy, the National Forestry and Tree Planting and the Local Government Acts for successful decentralisation of forest management and to recruit more technical staff, strengthen internal sources of revenue and develop integrated forestry work plans. There is also a need for the central government to integrate and co-ordinate local and central interests, and facilitate a working relationship with local governments, civil society and the private sector involved in forestry. Forest owners and managers in the Mpigi forests and Ugandaâ s tropical forests in general need to manage human impacts so as to balance utilisation and conservation forest resources. There is need for longterm studies to fully understand the real significance of ownership on the composition and structure of the Mpigi forests and forests in other districts of Uganda.

The relative political stability in Uganda resulted In increased Foreign Direct Investment (FDI) and growth in several national/multi-national organisations. Furthermore, business leadership in Uganda has experienced change as the older generation hand over the reins to the younger generation of business leaders who are relatively more exposed to the Mrican management philosophy and leadership models which are congruent with African culture and contextual issues. This study investigated within a Ugandan context, leadership attributes that are perceived as contributors to or inhibitors of outstanding leadership. It then determine whether, when analysed by ethnicity (i.e. Bantu speaking versus non-Bantu speaking), the researcher could identify meaningful differences in the culturally endorsed leadership profiles; and link societal cultural attlibutes to preferred leadership attributes. A triangulation method was used to conduct this cross-cultural research, which combined archival data, a quantitative survey and personal interviews. The sample comprised of 163 junior, middle and senior managers from over 15 organisations within Uganda. An adapted version of Project GLOBE questionnaire was used for the quantitative survey, and results showed that out of the nine societal cultural dimensions, only Power Distance and Institutional Collectivism cultural dimensions indicate significant differences between Bantu speaking as compared to non-Bantu speaking managers. Furthermore, out of the six leadership dimensions only Humane Orientation and Charismatic / Value Based leadership dimensions, indicated significant differences between the above mentioned. However, these results contrasted some avers of the personal interviews. The study concludes that societal cultural differences do exist between the Bantu speaking and non-Bantu speaking managers and this may require some marginal differences In the leadership attributes that a leader portrays. Nevertheless, irrespective of ethnicity, the most preferred leaders' attributes in Uganda are Decisiveness, Performance Oriented and Charisma 2: Inspirational; whilst the least preferred leaders' attributes were Face-Saver, Self Centred and Malevolent. / Graduate School of Business Leadership / D. Econ. (Business Leadership)

Text in English with abstracts in Zulu and SePedi / Business-oriented studies have revealed that medium-sized enterprises greatly contribute to economic growth and socio-economic development of developed and emerging economies like Uganda. At the same time, these enterprises are faced with copious challenges, and chief among them, is a general lack of prudent talent management model(s) and talented people to propel them forward in order to sustain competitiveness. The aim of the present research undertaking was to develop a model for talent management that could be applied by medium-sized enterprises in Uganda to attract and retain talented people with the view to sustain survival, growth, development and competitiveness. The study evolved on the thesis statement that the characteristics of an enterprise (i.e., main business, number of employees, years of existence, technological advancement, ownership arrangement, location and active website) and managerial characteristics (i.e., level of competition, performance rating of the enterprise, leadership style, owners participation, academic attainment of the General Manager/Chief Executive Officer and academic attainment of Assistant General Manager/Assistant Chief Executive Officer) influence the direction and dynamics of talent management (i.e., talent identification, leadership talent development, talent development for hard to fill positions, higher position talent development, cohort of talent, talent utilization and reward management) in the medium-sized enterprises in Uganda. A mixed research design was adopted. Primary data was obtained through a survey questionnaire and interviews of management experts were conducted, using the theoretical sampling technique. The interviews were meant to obtain the underlying in-depth factors pertaining to emerging issues from the quantitative data analysis. Based on the Business Register for the year 2006, the total population of the medium-sized enterprises in Uganda stood at 58,512 and the targeted sample of 600 medium sized enterprises was statistically arrived at. 570 medium-sized enterprises responded positively to the study. This gave a response rate of 95%, which was classified as excellent. The measuring instrument yielded an overall Cronbach Alpha value of 0.77 which implied that the instrument was reliable to conduct the study. A variable was generated to measure talent management. This was done by the application of STATA Version 13.0. Linear regression analysis was conducted for all the seven research questions for the study. The model fit was good because the probability value (0.000) was less than 0.05 and the conclusions were made at 95 per cent level of confidence. Using the adjusted model, it was established that main business, technological advancement, ownership structure and location of enterprises significantly influence talent management in the medium-sized enterprises in Uganda. In addition, it was revealed that performance rating, leadership style, owners participation and academic attainment of the assistant general managers significantly influence the dynamics and direction of talent management in the medium-sized enterprises in Uganda. These findings formed the developed talent management model for medium-sized enterprises. The fundamental theoretical contribution of this investigation was the development of a talent management model for medium-sized enterprises in Uganda, in the context of developing countries. The practical worth of the model is its application to strengthen talent management in the medium-sized enterprises with the view to sustain survival, growth, development and competitiveness. The recommendations of the study are that: the dependency of medium sized enterprises in Uganda on general management aspects without embracing fundamental ingredients of talent management is a risky business venture; and medium-sized enterprises in Uganda must revisit their talent identification, talent development initiatives, talent retention programs, talent utilization and reward management systems. This will permit them to be aligned with the volatile competitive business environment. Medium-sized enterprises must continuously re-examine leadership talent development initiatives in order to enhance business leaders with the view to attain long term sustainability. / Izingcwaningo eziphathelene nebhizinisi sezikuvezile ukuthi amabhizinisi amaphakathi ngobukhulu anegalelo elikhulukazi ekukhulisweni komnotho kanye nokuthuthukiswa kwenhlalomnotho yamazwe aneminotho esithuthukile kanye nalawo aneminotho esafufusa njenge-Uganda. Kusenjalo, lawa mabhizinisi azithola ebhekene nezinkinga eziningi, futhi enkulu kunazo zonke, wukuntuleka kwemodeli noma amamodeli okuphathwa kwabasebenzi, ngokunjalo nokuntuleka kwabasebenzi abanekhono abazokwazi ukuqhubekisela phambili amabhizinisi lawo ukuze akwazi ukukhula futhi adlondlobale emsebenzini wawo webhizinisi lapho kunesimo sokuncintisana okukhulu phakathi kwamabhizinisi. Inhloso yalolu cwaningo lwamanje kwabe kuwukuthuthukisa imodeli yokuphathwa kwabasebenzi engasetshenziswa emabhizinisini amaphakathi ngobukhulu ase-Uganda, ngenhloso yokuheha nokugcina abantu abanamakhono ukuze kuqinisekiswe ukuthi amabhizinisi ayaqhubeka nokusebenza, ayakhula, ayathuthuka futhi ayakwazi ukuncintisana ngempumelelo emkhakheni wezebhizinisi. Lolu cwaningo kwathuthukiselwa phezu kwesitatimende sethisisi esithi izici-bunjalo zebhizinisi (okusho umsebenzi oyinhloko owenziwa yibhizinisi, inani labasebenzi, iminyaka esiphelile lasungulwa futhi likhona, ukuthuthuka noqhukubekela kwalo phambili kwezobuchwepheshe, isimo sobunikazi, indawo elisebenzela kuyona kanye newebhusayithi esebenzayo) kanye nezici-bunjalo eziphathelene nokuphathwa kwebhizinisi (okusho, izinga lokuncintisana, isilinganiso-kusebenza sebhizinisi, isitayela sobuholi, ukubamba iqhaza komnikazi, izinga lemfundo eliphakeme afinyelele kulona uMphathi-jikelele/uMphathi Omkhulu kanye nezinga lemfundo eliphakeme elifinyelele kulona iPhini loMphathi-jikelele/iPhini loMphathi Omkhulu) kunomthelela emgudwini kanye nezinqubo-kusebenza zokuphathwa kwabasebenzi (okusho, ukuhlonzwa kwabasebenzi abanekhono, ukuthuthukiswa kwabasebenzi abanekhono lobuholi, ukuthuthukiswa kwabasebenzi abanekhono lokugcwalisa izikhala okunzima kakhulu ukuzigcwalisa, ukuthuthukiswa kwabasebenzi abazongena ezikhundleni eziphakeme, iqembulabasebenzi abanekhono, ukusetshenziswa kwabasebenzi abanekhono kanye nokuphathwa kwemivuzo) emabhizinisini amaphakathi ngobukhulu kwelase-Uganda.ngobukhulu abamba iqhaza ngenkuthalo kulolu cwaningo. Lokhu kwahlinzeka ngezinga lokusabela elingama-95%, okuyizinga elithathwa njengelihle kakhulu. Ithuluzi lokukala lakhiqiza inani-bungakho eliphelele le-Cronbach Alpha elingu 0.77 okusho ukuthi leli thuluzi labe liyithuluzi elithembakele futhi elifanelekile ukwenza ucwaningo. Kwenziwa isikali esiguquguqukayo sokukala ukuphathwa kwabasebenzi abanekhono. Lokhu kwenziwa nokusebenzisa i-STATA Version 13.0. Kwenziwa uhlaziyo lwe-linear regression maqondana nayo yonke imibuzo yocwaningo eyisikhombisa. Ukufaneleka kwemodeli kwabe kukuhle kakhulu ngoba i-probability value (0.000) yabe ingaphansi kuka-0.05 futhi imibono yokuphothula yenziwa yafinyelele ezingeni lokuthembakala elingama-95%. Ngokusebenzisa imodeli ehlelwe kabusha, kwatholakala ukuthi umsebenzi oyinhloko owenziwa yibhizinisi, ukuthuthuka nokuqhubekela kwalo phambili kwezobuchwepheshe, isimo sobunikazi kanye nendawo asebenzela kuyona amabhizinisi kunomthethela omkhulu ekuphathweni kwabasebenzi emabhizinisini amaphakathi ngobukhulu ezweni lase-Uganda. Ngaphezu kwalokho, ucwaningo lwakuveza ukuthi isilinganiso-kusebenza, isitayela sobuholi, ukubamba iqhaza komnikazi kanye nezinga lemfundo eliphakeme elifinyelele kulona iphini lomphathi, kunomthelela kwizinqubo-kusebenza kanye nasemgudwini wokuphathwa kwabasebenzi emabhizinisini amaphakathi ngobukhulu kwelase-Uganda. Le miphumela etholakele ocwaningweni yakha imodeli yokuphathwa kwabasebenzi ethuthukisiwe, eqondiswe emabhizinisini amaphakathi ngobukhulu. Igalelo eliyisisekelo, eliphathelene nethiyori, elenziwe yilolu cwaningo wukuthuthukiswa kwemodeli yabasebenzi eyenzelwe amabhizinisi amaphakathi ngobukhulu kwelase-Uganda, ngokwesimo esiqondene namazwe asathuthuka. Ukusebenziseka nokubaluleka okuphathekayo kwale modeli wukusetshenziswa kwayo ekuqiniseni ukuphathwa kwabasebenzi abanekhono emabhizinisini amaphakathi ngobukhulu ukuze kuqinisekiswe ukuthi amabhizinisi ayaqhubeka nokusebenza, ayakhula, ayathuthuka futhi ayakwazi ukuncintisana ngempumelelo emkhakheni wezebhizinisi. Izincomo zocwaningo wukuthi: ukuthembela kwamabhizinisi aphakathi ngobukhulu ase-Uganda ezinqubweni zokuphatha ezijwayelekile ngaphandle kokuqinisekisa ukubhekelelwa kwezinto ezisemqoka kakhulu futhi eziyisisekelo sokuphathwa kwabasebenzi abanekhono kuyinto eyingozi kakhulu ebhizinisini; futhi amabhizinisi amaphakathi ase-Uganda kumele abuyekeze noma abhekisise izindlela nezinqubo zazo eziphathelene nokuhlonza abasebenzi abanekhono, izinhlelo zazo zokuthuthukisa abasebenzi abanekhono, izinhlelo zokugcina abasebenzi abanekhono, izinhlelo zokusebenzisa abasebenzi abanekhono kanye nezinhlelo zokuphathwa kwemivuzo. Lokhu kuzokwenza ukuthi lawa mabhizinisi akwazi ukuhambisana nesimo sebhizinisi esinokuncintisana okunzima impela. Amabhizinisi amaphakathi ngobukhulu kumele aqhubeke nokuhlola nokubhekisisa kabusha izinhlelo zokuthuthukiswa kobuholi bebhizinisi ukuze kuthuthukiswe abaholi bebhizinisi ngenhloso yokuqinisekisa ukusimama kwesikhathi eside. / Dithuto tša go šetša kgwebo di utullotše gore dikgwebo ya bogolo bja magareng bo dira seabe se segolo go kgolo ya ikonomi le tlhabollo ya ikonomi le leago ya diikonomi tšeo ditšwelelago go swana le Uganda. Ka nako e tee, dikgwebo di lebane le mathata a magolo, bjo bogolo go fetiša ke hlokego ya kakaretšo motlolo wa taolo ya talente le batho ba go ba le talente ba kgoromeletša go re go kgone go kgotleletšwa phadišano. Nepo ya matsapa a diphatišišo tša bjalo e be e le go tlhabolla motlolo wa taolo ya talente yeo e bego e ka šomišwa ke dikgwebo tša magareng mo Uganda go gokagoketša le go rua batho ba go ba le talente ka maikemišetšo a go tšwetša pele go phomelela, kgolo, tlhabollo le go kgona go phadišana. Thuto ye e gatetše pele ka go setatamente sa thesise ya go re dimelo tša kgwebo (ke go re., kgwebo ya motheo, palo ya bašomi, mengwaga ya go ba gona, kgatelopele ya thekenolotši, peakanyo ya bong, lefelo le weposaete ya go šoma) le dimelo tša bolaodi (ke go re., maemo a phadišano, kelo ya mašomelo a kgwebo, mokgwa wa boetapele, botšeakarolo bja mong, phihlelelo ya dithuto tša Molaodikakaretšo/Molaodiphethiši le phihlelelo ya dithuto ya 14 Motlatšamolaodikakaretšo/Motlatšamolaodiphethiši) do huetša tsela le mathaithai a taolo ya talente (ke go re., tlhaolo ya talente, tlhabollo ya talente ya boetapele, tlhabollo ya talente ya diposo tšeo go lego boima go di tlatša, tlhabollo ya talente ya diposo tša godingwana, yuniti ya talente, tšhomišo ya talente le taolo ya difoka) ka go dikgwebo tša magareng kwa Uganda. Tlhamo ya hlakahlakano ya diphatišišo e kgethilwe. Datha ya motheo e hweditšwe ka letlakalapotšišo la dinyakišišo le ditsebi tša taolo ya dipoledišano tša mošomo di dirilwe, go šomiša mokgwa wa go dira sampole ya teori. Dipoledišano tša mošomo di be di diretšwe go hwetša dintlha tša motheo tša go tsenelela mabapi le ditaba tšeo di tšwelelago go tšwa go tekolo ya datha ya dipalopalo. Ge go lebeletšwe Retšisetara ya Kgwebo ya ngwaga wa 2006, palomoka ya setšhaba sa dikgwebo tša magareng kwa Uganda e be e eme go 58,512 le sampole yeo e nepilwego ya dikgwebo tša magareng tše 600 di fihlile go ya ka dipalopalo go dikgwebo tše 570 tša magareng tšeo di ikarabetšego ka tshwanelo go thuto ye. Se se file kelo ya dikarabo ya diperesente tše 95 tše di hlophilwego bjalo ka tša maemo a godimo. Sedirišwa sa go ela se fihleletše palomoka ya boleng bja Cronbach Alpha ya 0.77 yeo e laeditšwego go re sedirišwa se se tshepegile go diragatša thuto ye. Sefapantšhi se hlamilwe go ela taolo ya talente. Se se dirilwe ka tšhomišo ya STATA Version 13.0. Poelomorago ya kelo ya tatelano e dirilwe go dipotšišo ka moka tše šupa tša diphatišišo tša thuto. Mohuta wo wa motlolo o be o le botse ka gobane boleng bja kgonagalo e be e le (0.000) ka fase ga 0.05 le dithumo di dirilwe ka diperesente tše 95 tša maemo a boitshepo. Go šomišwa motlolo wo o beakantšwego, go hwetšagetše go re kgwebo ye kgolo, kgatelopele ya thekenolotši, sebopego sa bong le lefelo la dikgwebo di huetša kudu taolo ya talente ka go dikgwebo tša magareng tša Uganda. Go tlaleletša, go tšweleditše go re kelo ya mašomelo, mokgwa wa boetapele, botšeakarolo bja mong le phihlelelo ya dithuto tša batlatšabalaodikakaretšo di huetša kudu mathaithai le khuetšo le tsela ya taolo ya talente ka go kgwebo ya magareng mo Uganda. Dipoelo tše di hlamilwe motlolo wa taolo ya talente wa dikgwebo tša magareng. Seabe sa teori ya motheo sa dinyakišišo tše ke tlhabollo ya motlolo wa taolo ya talente wa dikgwebo tša magareng tša Uganda ka go lefapha la dinaga tšeo di hlabologago. Boleng bja nnete bja motlolo wo ke tšhomišo ya wona go matlafatša taolo ya talente ka go dikgwebo tša magareng ka tebelelo ya go tšwetšapele go phela, kgolo, tlhabollo le go kgona go phadišana. 15 Ditigelo tša thuto ke go re: go ithekga ga dikgwebo tša magareng kwa Uganda go merero ya kakaretšo ntle le go amogela ditswakwa tša motheo tša taolo ya talente ke kgwebo ye kotsi; le dikgwebo tša magareng tša Uganda di swanetše go boela go tlhaolo ya bona ya talente, matsapa a tlhabollo ya talente, mananeo a go swarelela talente, tšhomišo ya talente le tshepedišo ya taolo ya difoka. Se se tla ba dumelela go sepelelana le tikologo yeo e tekatekago ya kgwebo. Dikgwebo tša magareng di swanetše go tšwela pele go lekolaleswa matsapa a tlhabollo ya talente ya boetapele go re go kgontšhwe baetapele ba kgwebo ka maikemišetšo a go fihlelela kgatelopele ya go ya go ile. / Graduate School of Business Leadership / D.B.L.