The Sustainable Restitution Support – South Africa (SRS-SA) program aimed at the development of a post-settlement support model that could be used to support beneficiaries of land reform in South Africa, especially those who received the land through restitution. The two land restitution claims were identified namely Mashishimale in the Limpopo Province and Nkumbuleni in KwaZulu Natal Province in South Africa. The main objective of the study is to determine the essential elements of two post-settlement support models to successfully implement and manage land reform projects in a sustainable manner namely: Mashishimale Farm Management Model (FMM) and Nkumbuleni Strategic Partnership Model (SPM). The data was collected through meetings and interviews with different stakeholders or role players. “Farm management can be described as the rational decision-making to achieve the objectives of the particular farming enterprise” (Van Reenen and Marais, 1992: 2). The Community Property Association (CPA) with the support of the Mashishimale community and the Tribal Authority decided to manage the farm by themselves and appointed a knowledgeable and skillful CEO and managers to manage the farm. The Mashishimale Farm Management Model has a definite management structure that is responsible for various activities on the farm. The management structure consists of a CEO, six (6) managers and two (2) assistant managers. Three steering committees were established to help in the decision-making processes. The Oxford dictionary (1979) defines partner as “person associated with others in business of which he shares risks and profits.” Nkumbuleni Community Trust (CT) has appointed a Strategic Partner and form the Nkumbuleni Strategic Partnership Model. Nkumbileni CT together with the Strategic Partner formed a company consisting of five (5) Directors aimed to manage the farm as a business. The Mashishimale CPA and Nkumbuleni CT were assisted by specialists from the University of Pretoria to develop the Interim Business Plan for the farms. The specialists from the University of Pretoria together with the Strategic Partner, CT and Project facilitator/coordinator developed a Financial Plan for Nkumbuleni CT. The specialists, the CPA and Project facilitator/coordinator further developed a Financial Plan for Mashishimale CPA. No funds were available for the FMM to manage the farm. At the SPM, the Strategic Partner made funds available to manage the farm. Both farming enterprises applied for financial assistance from CASP but didn’t receive anything. FMM and SPM received training that was developed by the SRS-SA specialists and facilitated by Project facilitator/coordinator. The Limpopo Department of Agriculture is not visible at Mashishimale and as such the roles of local municipality and extension officers are non-existence. There is no a single extension officer that the CPA knows at this juncture. The Nkumbuleni CT members are uncertain about the role of the division of Agricultural extension (Provincial Department of Agriculture and Conservation, KwaZulu Natal) can play to support them because they only attend meetings but there is nothing from them or from their Department. Both FMM (CPA) and SPM (CT) are getting advisory and other support from the private sector and other stakeholders. The Transvaal Suiker Beperk (TSB) entered into a partnership with the Trusts of Siphumelele Community and Ingwenyama Community (separately) through its Agricultural services company known as Shubombo Agricultural Services (Chiyoka, 2009). Strategic Partnership Model has a definite management structure. Extension services are rendered in a joint venture whereby the TSB extension officials and the Provincial Department of Agriculture, Rural Development and Land Administration extension officials work together to assist farmers. The South African Sugar Association is providing technical advices on production and other relevant aspects such as market trends, etc. TSB provides training on leadership, conflict resolution management and finance management, while extension managers and production managers provide mentorship to the trustees. The Business Plans, Financial Plans and Work Skills Plans were developed by TSB (TSB, 2009). Training is regarded as part of a developmental program that is aiming at building capacity on trustees and other beneficiaries. There is well developed communication policy which outlines the possible communication strategy. A comparison of the two models discloses several similarities namely according to FMM and SPM structures and their responsibilities to manage, control of farm assets on behalf of the communities; they use the same communication channel systems to communicate with the community and other stakeholders and the appointment of the project facilitator/coordinator to facilitate and coordinate the activities. The most important differences between the two models are: <ul> <li> A scientific company was formed by the SPM to manage the farm as a business while the CPA kept that responsibility to itself in the FMM.</li> <li> The Traditional Authority at the FMM attend all CPA meetings while at the SPM do not attend all the CT meetings.</li> </ul> The study reveals that the following actions are essential for the successful post-settlement to restitution farms: <ul> <li> The execution of baseline study (survey) to determine the socio-economic situation in a community (beneficiaries).</li> <li> The appointment of an independent Project facilitator/coordinator to ensure effective and efficient communication.</li> <li> A well defined management structure and the appointment of a knowledgeable, skilful and experienced farm manager(s) or Strategic Partner.</li> <li> The development of a business plan for the farm with the support of professional agriculturist.</li> <li> The identification of qualified professional extension advisor to provide advice and guidance to the manager(s) or Strategic Partner.</li> <li> Appointment of a mentor to guide, advice and train the manager(s) or Strategic Partner.</li> <li> Financial support to manage the farm (Grants; Comprehensive Agricultural Support Program; financial institutions and specifically the Land Bank)</li></ul>. / Dissertation (MSc (Agric))--University of Pretoria, 2012. / Agricultural Economics, Extension and Rural Development / unrestricted

Hoy en día las instituciones financieras consideran al área de TI como una unidad estratégica, ya no sólo como un área de soporte, sino como la aliada para cumplir los objetivos estratégicos y otorgar beneficios cualitativos y cuantitativos al negocio. Esta contribución se origina, a partir del desarrollo de proyectos que se forman en base a las iniciativas de las diferentes áreas del negocio, los cuales deben formar parte de un Portafolio de Proyectos. A pesar de la importancia que tiene el Portafolio de Proyectos de TI para la institución, ésta no cuenta con un proceso de Gestión de Portafolio de Proyectos que se encuentre correctamente formalizado e impulsado por la Alta Dirección; trayendo como consecuencia el uso de criterios subjetivos para filtrar, priorizar, seleccionar, ejecutar y optimizar los proyectos, dificultando que se incluyan los que generan mayores beneficios y se logren los objetivos organizacionales de forma óptima. Por esta razón, la institución tiene la necesidad de adoptar un Modelo de Gestión de Portafolio de Proyectos de TI basado en una serie de buenas prácticas reconocidas en la industria. El presente trabajo de investigación lleva por título “Propuesta de Modelo de Gestión de portafolio de Proyectos de TI en una Institución Financiera” está desarrollado en 4 capítulos principales. El capítulo 1 muestra el marco teórico, que contiene la situación del sector financiero, así como las bases conceptuales de la Gestión de Portafolio de Proyectos. El capítulo 2 describe el análisis de la situación actual, problemática y la justificación cualitativa y cuantitativa. El capítulo 3 describe la propuesta del modelo, el cual consta de 3 etapas para el ciclo de vida del Portafolio: Formulación del Portafolio, Gestión de la Demanda y, Monitoreo y Control; y de 6 componentes transversales a las etapas del ciclo de vida: Gestión Estratégica, Gobierno del Portafolio, Gestión del Cambio Organizacional, Gestión del Valor, Gestión de la Capacidad y Competencias, y Gestión de Riesgos. Esto conlleva a obtener los factores claves de éxito, así como los beneficios del modelo propuesto. Por último, el capítulo 4 muestra las conclusiones y recomendaciones dadas para dicha propuesta. / Today, financial institutions consider the IT area as a strategic unit, not only as a support area, but also as the ally to fulfill the strategic objectives and grant qualitative and quantitative benefits to the business. This contribution originates, from the development of projects that are formed based on the initiatives of the different business areas, which must be part of a Project Portfolio. Despite the importance of the IT Project Portfolio for the institution, it does not have a Project Portfolio Management process that is correctly formalized and promoted by Senior Management; resulting in the use of subjective criteria to filter, prioritize, select, execute and optimize projects, making it difficult to include those that generate the greatest benefits and achieve organizational objectives in an optimal way. For this reason, the institution has the need to adopt an IT Project Portfolio Management Model based on a series of good practices recognized in the industry. This research work is entitled "Proposal of a Management Model of IT Project Portfolio in a Financial Institution" is developed in 4 main chapters. Chapter 1 shows the theoretical framework, which contains the situation of the financial sector, as well as the conceptual basis of Project Portfolio Management. Chapter 2 describes the analysis of the current, problematic situation and the qualitative and quantitative justification. Chapter 3 describes the proposal of the model, which consists of 3 stages for the Portfolio life cycle: Portfolio Formulation, Demand Management and, Monitoring and Control; and of 6 transversal components to the life cycle stages: Strategic Management, Portfolio Management, Organizational Change Management, Value Management, Capacity and Skills Management, and Risk Management. This leads to obtaining the key success factors, as well as the benefits of the proposed model. Finally, chapter 4 shows the conclusions and recommendations given for that proposal. / Trabajo de investigación

Con el presente trabajo, se ha elaborado un “DIAGNÓSTICO DEL MODELO DE GESTIÓN EN UNA EMPRESA DE TRANSPORTE DE CARGA PESADA POR CARRETERA”; al respecto, hemos tenido limitantes como el acceso a determinada información de la compañía debido a sus políticas de seguridad así como la limitación de traslado y comunicación generada por la pandemia COVID-19 que ha afectado sustancialmente a todo el país; con todo ello, hemos culminado con éxito, logrando el objetivo de tener un diagnóstico de calidad que permita mejorar la gestión de la compañía quedando solo en su decisión el implementarla. Luego del análisis realizado, proponemos implementar un modelo de gestión EFQM que es acorde a la realidad actual de la compañía. De que asegurarán obtener resultados rentables y sostenibles para la organización. Asimismo, con el compromiso de los colaboradores, se logrará una cultura organizacional orientada a una visión estratégica que contribuya al desarrollo de la empresa y de la sociedad. / This work is about a "DIAGNOSIS OF THE MANAGEMENT MODEL IN A HEAVY LOAD TRANSPORTATION COMPANY". It has been prepared although, we have had limitations such as access to certain company information due to its security policies as well as the limitation communication visits due to the COVID-19 pandemic that has substantially affected the entire country. Despite of all this, we have successfully achieved the objective of having a quality diagnosis that could allow to make some improvements on the management of the company. The implementation of the improvements is now up to the company. After the analysis carried out, our proposal is to implement an EFQM management model that is consistent with the current reality of the company. Some improvements have been proposed in order to ensure profitable and sustainable results for the organization. Likewise, with the commitment of all employees, an organizational culture oriented towards a strategic vision that contributes to the development of the company and society will be achieved. / Trabajo de investigación

Thesis (Master of Retail Business Management)--Cape Peninsula University of Technology, 2020 / Like many other suppliers, South African fashion-clothing designers have dealt with a very competitive environment within the retail industry. Thus, this research study explored the most suitable supply-chain-management model for South African fashion designers to achieve efficiency and economic sustainability within the retail environment. In today’s complex markets, the susceptibility of the supply chain is viewed as an ongoing issue for several industries and it is no different for fashion designers. As a result, in the past, the visibility of South African fashion designers in the retail environment appeared to be minimal. Matching the appropriate supplychain-management model with South African fashion designers in retail was the purpose and core focus of this research study, as the “one size fits all” approach appeared questionable and perhaps unrelatable to SMMEs. This research study explored the relationships between fashion designers and clothing retailers, together with supporting stakeholders such as government institutions, fashion councils, educational institutions, and the different consultants or agents. This was done to establish how the different parts could potentially function individually or collaboratively in order to develop an effective and sustainable supply-chain-management model for South African fashion designers in the retail environment. The primary focus and aim of the study was to assess the different functions within the supply-chain-management model and propose a more relevant model for South African fashion designers supplying the retail clothing environment. To reach the objectives of this research study, the empirical information was collected through the qualitative approach, by making use of in-depth semi-structured interviews, as that allowed the participants to answer the questions unreservedly based on their own personal and professional experience. The problem this research study identified was that a significant number of South African fashion-designer brands struggled to maintain longevity and success within the retail environment, due to the supply-chain changes South African fashion designers experienced when supplying retail. Through empirical research, it was identified that the supply-chain-management models available for retail clothing suppliers were designed for larger businesses and not specifically for fashiondesigner businesses which were classified as small, medium and micro-sized enterprises (SMMEs). The findings revealed that, for the fashion and retail clothing industry to realise an effective and sustainable supply-chain-management model for South African designers, the supply chain required good communication and support. The study recommended the establishment of close-proximity hubs, with fashion clothing supply chain functions, in major South African metropolitan cities, which could possibly be achieved through specialised and regulated education and the formation of a national fashion council.

La investigación inicia con el estado de arte, desarrollado a partir de la recopilación de diversos artículos de expertos en el tema, lo cual sirve como sustento científico y calificado para el proyecto. En el mismo punto, como parte del marco teórico, se define los temas asociados a la investigación, tales como MYPES, Gestión por procesos, Gestión de calidad, entre otros. Ahora bien, el segundo capítulo corresponde al diagnóstico, es decir, se explica el problema que se suscita en el sector de estudio, qué aspectos influyen y cómo se podría solucionar a partir de la implementación de un proceso de calidad. En primer lugar, se describe el sector y su importancia, y a su vez se detallan los hallazgos identificados en las entrevistas. Siendo así, se relaciona cada hallazgo a las actividades del proceso de producción de la pecana y se establecen cuáles serán los parámetros, acorde a las buenas prácticas agrícolas, que servirán como guía para que los agricultores puedan realizar sus actividades eficientemente. En relación al diagnóstico realizado, se plantea un modelo de gestión de calidad, el cual a partir de sus subprocesos permitirá mejorar la problemática de la baja productividad en el sector de estudio. Cabe resaltar que cada subproceso consta de un flujograma, una ficha de procedimientos, un diagrama SIPOC y fichas de indicadores. Finalmente, el modelo ha sido validado por expertos en los temas de gestión por procesos y gestión de calidad, a fin de adaptar el proceso a la realidad según sus recomendaciones. / The research begins with the state of the art, developed from the compilation of various articles by experts in the field, which serves as scientific and qualified support for the project. At the same point, as part of the theoretical framework, the topics associated with research are defined, such as MSEs, Process Management, Quality Management, among others. However, the second chapter corresponds to the diagnosis, that is to say, it explains the problem that arises in the study sector, what aspects influence and how it could be solved from the implementation of a quality process. The sector and its importance are described, and in turn the findings identified in the interviews are detailed. Thus, each finding is related to the activities of the pecan production process and the parameters are established, according to best agricultural practices, which will serve as a guide for farmers to carry out their activities efficiently. In relation to the diagnosis made, a quality management model is proposed, which, based on its subprocesses, will improve the problem of low productivity in the study sector. It should be noted that each subprocess consists of a flowchart, a procedure sheet, a SIPOC diagram and indicator sheets. Finally, the model has been validated by experts in the areas of process management and quality management, in order to adapt the process to reality according to their recommendations. / Tesis

Indiana University-Purdue University Indianapolis (IUPUI) / The purpose of this research is to explore if policy makers and implementers shift and/or change their understandings of the portfolio management model (PMM) when engaged in equity-oriented transformative professional learning. The portfolio approach to urban education, at present, is being implemented or considered by over one third of the US. There are 20 states, 40 cities, and the District of Columbia that are pursuing and/or implementing the portfolio management model (PMM). This research study examines how systemic, socio-political, socio-historical, and interconnected policy networks have resulted in inequity. Furthermore, this study focuses on how policy makers and implementers engage with one another and their context(s) while learning about educational equity. This occurred via facilitating transformative professional learning opportunities aimed to illicit critical self-awareness, reflection, and examination of perhaps the more pernicious underpinnings of authentic decision and choice making in US education reform. The study also explores the ways in which institutional context and the research design itself may have impacted and/or impeded shifts in learning. The study’s theoretical frameworks guided the decision to use critical qualitative inquiry and narrative inquiry to investigate the raced, gendered, sexed, and classed experiences of policy makers and implementers, and further, implications for policy implementation regarding other forms of othering such as ableism, linguicism, ageism, etc. Thematic analysis of the data, analyzed using critical frameworks, were articulated as interspliced data vignettes. Findings suggest that learning is social and that designed experiences around educational equity can provide ways in which policy makers and implementers can formally intervene in their own practices of developing and/or cultivating critical consciousness, as well as decision-making toward PMM adoption and implementation in their respective contexts. Participant’s narratives both challenge and perpetuate dominant, historical approaches of urban education reform adoption and implementation, and exposes how US urban education policy arenas have not systemically centered critical consciousness, resulting in equity-oriented policies being interpreted and implemented in inequitable ways. Findings from this study guide future research and practice that focuses on urban education policy creation, adoption, and implementation.

<p>The dissertation research was conducted to examine articles, research, and studies that have been collected in recent years to understand energy management for general aviation airplane pilots. The experiment was broken down into four phases with control and treatment groups which have evaluated the real-world problem of energy management in aviation. The four phases were to fly a flight profile, evaluate the energy state of the airplane within the flight by video, fly the same flight profile again, and a post-flight interview with the pilots. The idea of this experiment was to recognize the lack of understanding in energy management in pilots, build a conceptual model, and lastly verify and validate Phase II of the model by utilizing previous studies and research. Additionally, the three main goals were to assess the ability to interpret energy management, assess the ability to control the aircraft, and lastly, to interview for perception of energy management. The data was collected on the flight training device’s G1000, and the researcher analyzed the data using R, Minitab, Excel, and NVivo. The research provided ideas for creating a future model to evaluate energy management, validated by testing Phase II of the model to understand assessing energy management in real time, and interviewed pilots on their experiences with energy management, identified gaps in general aviation research, and suggested methods of how to facilitate understanding of energy management.</p>

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<p>Due to the profound restructuring and erosion of social services and social programs, health and social services have been reorganized using business models that prize efficiency and cost saving rather than client centered service. Literature on social work practice in this context highlights the pressure on practitioners to standardize their work in order to manage higher workloads and to give primacy to employing organizations’ budgetary interests, rather than the interests of clients, patients and communities. Within this regulation of practice lies the regulation of time, yet in the literature there is relatively little explicit focus on the temporal control of social workers, or on how social workers manage and negotiate institutional time controls.</p> <p>This study sought to explore the intricacies of social workers’ negotiation of time pressures in health care settings. It aimed to examine how social workers perceived these time pressures, the strategies they employ to accommodate multiple demands on their time and how, in the end these time pressures influence social work practice.</p> <p>A small qualitative study was employed, using personal interviews to explore the experience of social workers employed in the health care industry. Participants were chosen according to their unique experiences within the health care system. An analysis of participants’ accounts suggests that, in the face of continuous and ever present time pressures, social work in health care is changing. As case loads increase and become more complex, social workers often find themselves negotiating time in order to manage the unavoidable collision between clock time and process time.</p> / Master of Social Work (MSW)