"This study attempts to review informatively the status of graduates from the School of Business Administration in that period in which students have first been graduates with a major in accounting."--1.

The main aim of the study was to investigate the Career Orientation profiles of first year and second year MBA students at the University of Natal in order to establish what particular profiles were prevalent amongst students with the view of using those as the diagnostic schedule of those that are likely to succeed in their careers. The first aim of the study was to compile the profile of first and second year MBA students. The second aim of the study was to determine MBA students' career orientation profiles. A standardized Schein's Career Orientation Inventory Scale was used in the study in order to achieve the objectives of the second aim. The researcher constructed a biographic questionnaire in order to achieve the objectives of the first aim. The measuring instrument was administered to groups of first and second year students. One hundred questionnaires were analysed, seventy for the first years and thirty for second year students. The sample consisted of 42 first year male students and 28 first year female students, and 18 second year male and 12 second year female students. The findings according to the first aim of the study, i.e., the compiling of the profiles of the first and second year MBA students, revealed that there was no significant difference in terms of age, marital status, level of education, employment sector and salary range between the two groups of MBA students. The findings based on aim two, i.e., determining the career orientation profiles revealed that the most dominant career anchor for both groups of MBA students was the Pure Challenge followed by Autonomy / Independence. / Thesis (MBA)-University of Natal, Durban, 2001.

At present, raw aqueous textile effluent produced by textile mills in Hammarsdale, KwaZulu- Natal is reticulated voluntarily to the Hammarsdale Wastewater Works owned by the eThekwini Municipality and operated by Ethekwini Water and Sanitation. Thereafter the treated effluent is discharged into the Sterkspruit River which flows into the Shongweni impoundment. The cost to these textile mills of treating this effluent is calculated using a trade tariff formula administered by Ethekwini Water and Sanitation. In principle this arrangement is governed as follows; • in the case of the textile mills, by Sewage Disposal Bylaws set by Ethekwini Water and Sanitation, and • in the case of Ethekwini Water and Sanitation by a licence issued by the Department of Water Affairs and Forestry in terms of the National Water Act 36 of 1998. This Act prescribes a General Effluent Standard which specifies the quantity, quality and temperature of treated effluent which may enter a defined water resource such as the Sterkspruit River. In practice however, the Hammarsdale Wastewater Works is not licensed by the Department of Water Affairs and Forestry and operates temporarily according to an Exemption Permit issued to Umgeni Water who owned and operated the Hammarsdale Wastewater Works until 2003. It is thus incumbent upon Ethekwini Water and Sanitation to obtain a licence from the Department of Water Affairs and Forestry in order to comply with the requirements of the National Water Act and be allowed to operate the Hammarsdale Wastewater Works on a permanent basis. However, because of design limitations, the Hammarsdale Wastewater Works cannot remove the visible colour continuously and reliably from incoming raw textile effluent. The consequence of this is that the Sterkspruit River is often contaminated by coloured discharges from the Hammarsdale Wastewater Works. In terms of the National Water Act this situation is illegal and must be remedied. The approach adopted by Ethekwini Water and Sanitation has been to amend the Sewage Disposal Bylaws to oblige the textile mills (by the use of permits), by certain dates, to remove all, or most of the colour (to specified levels according to the test method used) from their effluent before it will be admitted to the Hammarsdale Wastewater Works for disposal. The costs of compliance will have to be borne by the individual textile mills. This business case study explores the impact of this obligation on the business of Textile Mill A and examines solutions to the problem. After a review of the efforts of that company to conform with the concept of Cleaner Production, it was decided to perform an end-of-pipe effluent treatment trial using a skid mounted pilot-plant utilising an adsorption and flocculation mechanism followed by cold soda ash softening, 'polishing' through a column of granular activated carbon and the removal of calcium and magnesium through a cation exchange softening column. The results obtained were; • that the permit requirements of Ethekwini Water and Sanitation could be met, • that a financial 'break-even' point could be achieved at the start of the project in 2005 should 43% of the treated effluent be recovered for reuse, • that a realistic rate of water recovery would be 50% resulting in a positive contribution in present day terms (2004) of R65 000 in 2005 increasing to Rl 377 000 in 2014, • that this rate of recovery could be increased should a demineraliser be introduced into the treatment train, and • that the project could be financed by a vendor on a Build, Own, Operate and Transfer basis with transfer of ownership to Textile Mill A occurring after 5 years. The results of that trial showed that end-of-pipe effluent treatment is a viable option, technically and commercially, for Textile Mill A considering the current inclement trading conditions being experienced by the South African textile industry. It is also a means of assisting Ethekwini Water and Sanitation to comply with the requirements of the National Water Act. / Thesis (M.B.A.)-University of KwaZulu-Natal, Pietermaritzburg, 2004.

Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: The political relationship between "The People's Republic of China (PRC) and South Africa has grown from strength to strength since the end of the apartheid era. As a result of this cooperation, the importing and exporting between the two have grown significantly. With the Chinese markets now open to South Africans, manufactured goods are being imported. The manufacturing capabilities found in the PRC are very far advanced to those found in South Africa. As a result, many South African businesses have found that they can import their product far cheaper than they can buy or manufacture in South Africa, regardless of the challenges of importing between the two countries i.e. language barriers, culture differences, geographical location, etc. The last few years has seen more and more businesses importing from the PRC, which has effectively led to many business owners looking at the option of importing from the PRC in order to be competitive. This research study addresses the reasons and necessity to import manufactured goods from the PRC to South Africa. It also shows how a business actually goes about importing from the PRC. In essence, this study is to help the local entrepreneur become more competitive, by understanding what their competitors mayor may not be doing. If the competitors are importing themselves, then this will help them to be competitive. If they are not importing, then this study will give them the opportunity to get the competitive edge. In conclusion and in summary, importing goods from the PRC to South Africa can have a positive impact on the competitiveness of a business. Even though the concept of importing from the PRC to South Africa is often dismissed due to the apparent complexities of the importing process, it is hoped this study will allay such fears. This study will hopefully help those entrepreneurs to understand that it is not that complicated a task to make one's business competitive via Chinese imports. / AFRIKAANSE OPSOMMING: Die politieke verhouding tussen die People's Republic of China (PRC) en Suid Afrika het sedert die einde van die apartheidsera van krag tot krag gegroei. As gevolg van die samewerking tussen die twee het invoere en uitvoere aansienlik gegroei. Met die Sjinese markte nou oop vir Suid Afrikaners, word vervaardigde goedere ingevoer. Die vervaardigings-aanlegte vaardighede in die PRC is baie meer gevorderd as dit in Suid Afrika. Ongeag die struikelblokke vir invoer tussen die twee lande bv. taal, kultuur verskille, geografiese ligging ens., het baie Suid Afrikaanse besighede gevind dat produkte goedkoper ingevoer kan word as wat hulle dit plaaslik kan koop of vervaardig. In die laaste paar jaar het meer en meer besighede vanaf die PRC ingevoer wat daartoe gelei het dat baie beigheidseienaars die opsie oorweeg om vanaf die PRC in te voer om sodoende meer kompeterend te wees. Die navorsing spreek redes en noodsaaklikheid aan vir die invoer van vervaadigde goedere vanaf die PRC na Suid Afrika. Die prosedure van invoer van die PRC word ook deur die navorsing aangespreek. In geheel is die studie om die plaaslike entrepreneur te help om meer kompeterend te word deur markneigings te verstaan. As die kompeteerders self invoer, sal dit help om hulle meer kompeterend te maak. Indien nie, sal die studie hulle die geleentheid gee om meer kompeterend te wees. Ter afsluiting en om op te som, die invoer van goedere van die PRC na Suid Afrika kan 'n positiewe uitwerking op die kompetisie tussen besighede he. Alhoewel die idee van invoere van die PRC na Suid Afrika reeds baie afgewys is as gevolg van die duidelike ingewikkelde invoerproses, sal die studie hopelik sulke vrese uit die weg ruim. Die studie sal ook hopelik help om vir die entrepreneurs te laat verstaan dat so 'n gekompliseerde taak is om hul besigheid via Sjinese invoere kompeterend te maak nie.

Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: This study shows that a close relationship exists between the South African wine industry and South African financial institutions. Research indicated a need to understand the characteristics and complexity of the wine industry, as well as that of credit assessment. This is important for both industries to further develop and strengthen their relationships. SA WIS provides statistics about various aspects of the South African wine industry. The wine industry is characterised by a fragmented basis. To strategically focus the industry, the South African Wine and Brandy Company (SAWB) was established in 2002. In the application for finance it is important for the applicant to know how credit is evaluated by financial institutions, and which aspects are of importance in the application. One cannot predict the future. The credit assessor therefore bases his credit decision on historical financial data, with the assumption that the trend will continue unless there are indications to the contrary. A specific wine industry credit application and evaluation process is discussed in the study. The final decision is only as good as the analysis, and the analysis is only as good as the information gathered. This study thus provides evidence that with a better understanding of the South African wine industry, financial institutions will be able to assess credit risks better. Similarly, the wine industry will benefit by a better understanding of credit assessment when applying for finance. A detail SWOT analysis was done on this industry. A summary was done of the most important finance needs of the South Afican wine industry, compared to the financial products offered by the South African banking industry and the information required to do the credit assessment. The additional information that the wine industry can supply to help the assessor to assess the application, is also listed. The study closes with proposals to the South African wine and banking industries on what to implement, in an effort to achieve a better relationship. / AFRIKAANSE OPSOMMING: Die studie toon dat 'n verwantskap bestaan tussen die Suid-Afrikaanse wynindustrie en Suid-Afrikaanse finansiele instellings. Navorsing toon aan dat daar 'n behoefte bestaan om die karaktereienskappe en kompleksiteit van die wynindustrie te verstaan, sowel as die van krediet keuring. 'n Beter verstandhouding is nodig om die twee industriee se verwantskap te versterk. SAWIS verskaf statistieke oor 'n verskeidenheid van die wynindustrie se aktiwiteite. Die wynindustrie het 'n gefragmenteerde basis. Die Suid-Afrikaanse Wyn en Brandewyn Maatskappy (SAWB) is in 2002 gestig, juis ten doel om die bedryf strategies te fokus. Dit is belangrik vir 'n aansoeker van krediet om te verstaan hoe die finansiele instelling kredietaansoeke evalueer, asook watter aspekte belangrik is om aan te spreek in 'n kredietaansoek. Die toekoms kan nie met sekerheid bepaal word nie. Die kredietkeurder baseer dus sy kredietkeuring op historiese data, met die aanname dat die tendens sal aanhou, tensy daar aanduidings is van die teendeel. 'n Spesifieke wynindustrie kredietaansoek en evaluasieproses word bespreek in die studie. Die finale krediet besluit is slegs soos goed soos die analise en die analise op sy beurt is weer net so goed soos die inligting wat versamel is. Die studie bewys dus dat met 'n beter begrip van die Suid-Afrikaanse wynindustrie, finansiele instellings 'n beter kredietanalise evaluasie sal kan doen. Terselfdertyd sal die wynindustrie bevoordeel word deur beter te verstaan hoe kredietaansoeke geevalueer word wanneer vir finansiering aansoek gedoen word. 'n Detail SWOT-analise is op die bedryf gedoen. 'n Opsomming word gedoen van die mees algemene finansieringsbehoeftes in die wynbedryf, gemeet teenoor die finansiele produkte aangebied en inligting vereis deur die finansiele instellings. Addisionele inligting wat die wynbedryf kan bied ten einde die kredietkeurder te help om die aansoek beter te kan evalueer, word ook gelys. Die studie sluit af met voorstelle aan die Suid Afrikaanse wyn- en bank industriee wat geimplimenteer kan word teneinde 'n beter verhouding te bewerkstellig.

Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: This research report aims to create a profile of the South African Black Consumer Market through an analysis of past and present social and political factors which have contributed to its evolution. The black African segment of the South African population is by far the largest segment in the market, comprising nearly 80% of the total population. This market was characterised by a history of turmoil and oppression under the Apartheid regime. This report explores the history of the black South African population, and the relationship of the past, to the formation of current characteristics inherent to this segment. Real Statistical data from the 2001 census, as well as relevant market measurement tools, are used to create a figurative representation of the composition and structure of the black South African population. The statistical data is then married to in-depth market analyses with the aim being the creation of an understanding of the key factors which form the construct of this market. / AFRIKAANSE OPSOMMING: Die doel van hierdie studieprojek is om 'n pretiel van die swart Suid-Afrikaanse verbruikersmark te skep deur n analise van historiese en huidige sasiale en politiese faktore wat bygedra het tot die mark se evolusie. Suid-Afrika se swart bevolkingsegment is verreweg die grootste marksegment in die land, bestaande uit meer as 80% van die totale populasie. Die mark is gekenmerk deur n geskiedenis gehul in konflik en oppressie as gevolg van die Apartheidsregering van die verlede. Hierdie projek ondersoek die geskiedenis van die swart Suid-Afrikaanse populasie in terme van die verlede met betrekking tot die formasie van huidige karaktereienskappe wat die segment kenmerk. Statistiese data van die 2001 sensus sowel as relevante mark metingsinstrumente word dan gebruik om n figuratiewe voorstelling van die samestelling van die swart Suid Afrikaanse populasie te maak. Die statistiese data word dan vergelyk met indiepte mark analise met die doel om die kernfaktore wat die mark vorm, te kan begryp.

Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: The change management approach followed during the installation of a new maintenance work management process (termed SAMI Stage1) in Sasol Synfuels is assessed. A framework and a set of change management principles are derived from literature relevant to the topic and are used as a basis to assess the implemented change. The concept of physical asset management is also reviewed and incorporated into the overall framework. The assessment reveals the following positive aspects of the change management process followed: • Excellent executive sponsorship throughout the implementation of SAMI Stage 1. • The use of one team of Sasol Synfuels personnel to develop the strategic plan and another team to perform the design of the new maintenance work management process has resulted in a core group of change advocates within Sasol Synfuels. • Sasol Synfuels business units were declared SAM I Stage 1 competent, which included the achievement of outcome indicators as well as behavioural changes. • The SAMI Stage 1 change is reinforced through further changes such as SAMI Stage 2, SAM PI (production initiative), as well as the creation of a new department, OPEX, to facilitate operational excellence within Sasol Synfuels. • The overall SAMI roadmap, commencing with maintenance work management, is found to be an effective vehicle to achieve the future integrated state of asset management. However, the following negative aspects of the implemented change are also highlighted: • The concept of physical asset management as the ultimate objective of the SAMI process was inadequately explained and coached to the organisation. Although maintenance work management efficiency has improved, the organisation has not made the mental transition from a cost centre mentality to a profit centre mentality. • Production personnel were initially excluded to a large extent, since SAM I Stage 1 was installed as a predominantly maintenance-focussed initiative. However, production personnel are required to play a large role in the maintenance work management process and their initial exclusion required significant stakeholder management during the advanced stages of the change. • There have not been significant changes to the recognition and reward systems in Sasol Synfuels in order to enhance the integration of specifically the maintenance and production functions. The organisation is thus still very much focused on functional excellence as opposed to the integrated concept of asset management. The effectiveness of installing a maintenance work management process first and then addressing equipment failures is also reviewed. It is concluded that this approach of firstly establishing discipline in the execution of maintenance work is indeed a viable approach. However, the overall objective of asset management must be considered from the onset and the organisation must be continuously aligned to that objective. Based on the above observations, recommendations are made on futu re Sasol implementations of maintenance work management processes. In essence there should be more focus on the concept of physical asset management before and during such an implementation. It is also recommended that a post SAM I Stage 1 project analysis should be performed (using appropriate questionnaires andlor interviews) to assess the positive and negative aspects as encountered by the organisation. These learning pOints should be documented and used for future, similar interventions. It should also be established whether the changes in behaviour and outcome are due to predominantly compliance to the work management process, or whether there is significant commitment to the process. Commitment to the process by the majority of the organisation is required to ensure sustainability there of. / AFRIKAANSE OPSOMMING: Die benadering soos gevolg ten opsigte van veranderingsbestuur gedurende die implementering van 'n nuwe instandhoudingswerk bestuursproses in Sasol Synfuels (genaamd SAM I Fase 1), word ondersoek. 'n Raamwerk en 'n stel beginsels met betrekking tot veranderingsbestuur word uit die relevante nagevorste literatuur ontwikkel en word gebruik as 'n basis waarteen die geimplementeerde verandering geevalueer word. Die beginsel van fisiese batebestuur word ook ondersoek en in die oorhoofse raamwerk geinkorporeer. Die volgende positiewe aspekte van die veranderingsbestuur proses wat gevolg was, word deur die ondersoek openbaar: • Uitstekende borgskap deur uitvoerende bestuur tydens die verloop van die implementering van SAMI Fase 1. • Die gebruik van een span Sasol Synfuels personeel om die strategiese plan te ontwikkel en 'n ander span om die ontwerp van die nuwe instandhoudingswerk bestuursproses te behartig, het gelei tot die ontstaan van 'n kern groep in die organisasie wat die verandering ondersteun. • Besigheidseenhede in Sasol Synfuels is SAM I Fase 1 bedrewe verklaar, wat die behaling van uitkomsindikators, sowel as gedragsveranderinge insluit. • Die SAMI Fase 1 verandering word versterk deur verdere veranderings soos SAMI Fase 2, SAMPI (produksie inisiatief), sowel as die daarstelling van 'n nuwe afdeling, OPEX, om operasionele uitnemendheid in Sasol Synfuels te fasiliteer. • Die algehele SAMI proses, beginnende met die bestuur van instandhoudingswerk, is effektief bevind om die toekomstige, geintegreerde toestand van batebestuur te verwesenlik. Die volgende negatiewe aspekte van die geimplementeerde verandering word egter ook uitgelig: • Die beginsel dat fisiese batebestuur die uiteindelike doelwit van die SAMI proses is, was nie voldoende verduidelik en oorgedra aan die organisasie nie, Alhoewel die effektiwiteit van instandhoudingswerk bestuur verbeter het, het die organisasie nie die paradigma skuif gemaak van 'n kostegesentreerde denkwyse na 'n winsgesentreerde denkwyse nie. • Aanvanklik was produksiepersoneel grootliks uitgesluit uit die proses, aangesien SAMI Fase 1 hoofsaaklik as 'n instandhoudingsinisiatief aangepak is. Produksiepersoneel het egter 'n groot rol om te speel in die instandhoudingswerk bestuursproses en hulle aanvanklike uitsluiting het gelei tot aansienlike bestuur van belanghebbendes gedurende die gevorderde stadiums van die verandering. • Daar is nog nie betekenisvolle veranderinge gemaak aan die vergoedings -en erkenningssisteme in Sasol Synfuels om sodoende die integrasie van spesifiek die instandhouding en produksiefunksies te bevorder nie. Daar is dus nog steeds 'n sterk fokus in die organisasie op funksionele uitnemendheid in teenstelling met die geintegreerde beginsel van batebestuur. Daar word ook gekyk na hoe effektief dit is om eers 'n instandhoudingswerk bestuursproses te installeer voordat toerustingfalings ondersoek word. Die gevolgtrekking word gemaak dat hierdie benadering om eers dissipline in die uitvoering van instandhoudingswerk daar te stel, inderdaad 'n haalbare benadering is. Die oorhoofse doelwit van batebestuur moet egter vanaf die begin oorweeg word en die organisasie moet gedurig op koers gehou word rakende daardie oogmerk. Voorstelle, gegrond op bogenoemde waarnemings, word gemaak vir die toekomstige implementering van instandhoudingswerk bestuursprosesse in Sasol. In wese moet daar meer gefokus word op die beginsel van batebestuur voor en gedurende so 'n implementering. Daar word ook aanbeveel dat 'n nabetragting gehou word rondom die implementering van SAMI Fase 1 (met behulp van gepaste vraelyste en/of onderhoude) om die positiewe en negatiewe aspekte, soos ondervind is deur die organisasie, te evalueer. Hierdie inligting moet dan gedokumenteer word en gebruik word vir toekomstige, soortgelyke intervensies. Daar moet ook bepaal word of die verandering in gedrag en resultate die gevolg is van oorwegend die navolging van die proses of toewyding aan die proses. Die meerderheid van die organisasie moet toegewyd wees aan die proses om volhoubaarheid te verseker.

Thesis (PhD)--Stellenbosch University, 2012. / The focus of the study is the socio-economic impact of systemically corrupt institutions on developing countries. The unit of analysis is systemic corruption. The study seeks to make a contribution towards the understanding of, and insight into, corruption in private and public institutions. Corruption is a subsystem of the social system that is embedded in the economy, politics, science and technology, ethics, and aesthetics. Systemic corruption is not only an impairment of integrity, virtue and moral principle(s), but a departure from the original purpose, processes, structure, governance and context of systems created with the intention to be pure and correct and to enable development. Systemic corruption is destructive for development. Corruption is a social pathology. As a systemic problem situation, corruption does not have root causes, but co-producers. These co-producers are obstructions to first-order-development of an institution and society. If these first-order-co-producers interact, e.g. when marginal groups are powerless and do not have any hope of being accommodated in formal society (that is synonymous with a better life) the impact thereof co-produces second-order-problems, e.g. alienation and polarisation. Alienated people organise themselves and for survival create their own values and culture that contradict those of formal society. For example, organised criminal groups are not accommodated within the formal structures of society; they are labelled, feared and detested. Marginal groups use the negative impact they experience during alienation and polarisation, i.e. absolute, relative, and total deprivation from goods, services, knowledge, influence, norms and identity, to justify their corrupt practices. Corruption cannot be solved with linear solutions, but should be addressed by a systemic approach, e.g. system dynamics, soft - and complex systems. This approach aims to change the „culture of corruption‟ by changing the environment that contributes to corruption, i.e. by eliminating programmes that co-produce corruption, by developing moral and transformational leaders and role models, and by developing innovative, transparent and accountable institutions. This dissertation is primarily a hermeneutic study. Exploratory research provided insight into and comprehension of the co-producers and impacts of corruption. Although a substantial volume of literature on corruption exists, very few employ a systemic framework that provides a holistic understanding of corruption and its relationship with other variables within the context of the developing world. The relationship with these variables is important to gain an understanding of the complexity of corruption. Corruption can be a concept, a condition, a manifestation, and a co-producer that contribute towards poverty and under-development. Corruption can also be a co-impact on poverty and under-development. The multidimensional dynamics of corruption to take on various „masks‟ make it an elusive phenomenon. As a complex subsystem, corruption takes on a life of its own that is self sustaining - corruption strengthens corruption. Corruption‟s co-producers, various manifestations and devastating impacts can at best be understood in terms of contextualising these from a systemic and complex system perspective. The dissertation offers a conceptual framework for identifying systemically corrupt institutions. Strategies were developed for change management to transform such institutions to international best practices. These strategies are based on the principles of good governance, institutional capital and trust, quality personnel, a culture of discipline, and sustainability. The concept of „quality‟ is central to the creation of social/institutional capital, an integrated institution and also in the control and management of these strategies. Strategies and processes were developed for a complete institutional change and transformation, by creating institutions that enhance participation, parity, organisation, adaptation and innovation. These strategies were developed by integration, e.g. developing social capital; differentiation, e.g. application of specialised knowledge and skills about procurement; coordination; and control of systemic corruption. For every level of differentiation, a minimum required level of integration is required. Therefore, all strategies „balance‟ opposing developmental aspirations. A discussion of developing countries‟ corruption problem situations, based on examples of real incidents of corruption, illustrates what can be done if reform of people and transformation of systems are applied systemically. Corrective change management strategies were tailored for suiting a unique context, governance, structure, purpose and processes. The discussion assessed the key drivers and key uncertainties with possible directions of how these alternatives can unfold in terms of the Namibian corruption problem situation. Leverage points describe how to implement the most effective containment strategies with the best outcome in the shortest time. Containing strategies include hard, formal and tactical-operational strategies. Dissolving strategies focus on soft, informal and long-term sustainable transformation.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: Early in 2001, Thabazimbi Iron Ore mine embarked upon a Leadership and Culture Change strategy. This program was one of the five strategic goals decided upon as part of the strategic drive to improve the performance of the business. A formal, structured implementation plan was crafted in house to approach the initiative. The plan was based on the literature of a number of prominent authors in the fields of leadership, competence theory and change management. The plan is built around a model known as the "Thabazimbi Thumbprint" which is primarily based on the work of Bernard Bass and Bruce Avolio in the field of Transfomational Leadership, and Dr Jay Hall's research and literature on the Competence Process. The primary aims of the implementation of this strategy at the mine were to: • Address the damage done to morale and commitment levels by repeated downsizing and the threat of mine closure. • Establish a high performance team culture. • Remove blockages to performance and the development of human potential. The strategy and implementation plan of the mine is compared against current literature within the fields of leadership and change management and significant similarities are observed. Even though the implementation of this initiative has only been running for some 2 years and is far from complete, a number of significant improvements have been made in terms of collaboration, commitment, trust in management and the reduction of conflict. In addition the performance of the mine in the field of safety and health has vastly improved, the production process is currently stable and targets are met, operating costs have reduced by 4% year on year and the current life of mine has been extended to 10 years. The writer has been the Engineering Manager at the mine from December 2001 and has been responsible for the implementation of this strategy within the Engineering department of the mine. The strategy and implementation plan serves as an example of a fully integrated and comprehensive approach to implementing such an initiative, while remaining simple and practical. The author identifies a number of deficiencies within the strategy used by the mine and makes some recommendations to improve the process that should be considered with respect to the future implementations of this type of initiative. / AFRIKAANSE OPSOMMING: Thabazmbi Ysterertsmyn met 'n Leierskap en Kultuur veranderingstrategie aan die begin van 2001 begin. Die program was deel van vyf strategiese besigheidsdoelwitte wat daarop gemik was om die kern te vorm van die strewe na 'n verbeterde prestasie van die besigheid. 'n Formele, gestruktureerde implementeringsplan is deur die myn ontwikkel vir die daarstelling van die inisiatief. Die plan was op die literatuur van prominente skrywers in die leierskap, bevoegtheidsteorie en veranderingsbestuur rigtings gebaseer. Die plan is gebou op 'n model bekend as die "Thabazimbi Thumbprint" en is gebaseer op die werk van Bernard Bass en Bruce Avolio in die veld van Transformasie Leierskap, en op Dr Jay Hall se navorsing en literatuur oor die "Competence Process". Die primere mikpunte van die implementeering van die strategie op die myn was die volgende: • Om die skade wat herhaalde afskalings en dreigemente van toemaak aan die moraal en toegewydheid van die werksmag gedoen het, aan te spreek. • Om 'n hoe presterende spankultuur te vestig. • Om die blokasies wat onderprestasie veroorsaak en die onderontwikkeling van menslike potensiaal uit die weg te ruim. Die strategie en implementeringsplan is met huidige literatuur in die leierskap- en kultuurveranderingsrigtings vergelyk. Daar is 'n groot mate van ooreenstemming waargeneem. Hoewel hierdie inisiatief maar slegs twee jaar aan die gang is en nog ver van klaar is, is daar al reeds 'n merkwaardige verbetering te bespeur in terme van samewerking, toewyding, die vertroue in bestuur en die vermindering van konflik. Bo en behalwe eersgenoemde pluspunte is daar ook 'n groot verbetering wat betref die gesondheid- en veiligheidsfaktore op die myn. Die produksieproses is stabiel en doelwitte word behaal. Die operasionele kostes is met 4% per jaar besnoei en die huidige lewe van die myn is verleng tot 10 jaar. Die skrywer is die Ingenieursbestuurder van die myn vanal Desember 2001 en was verantwoordelik vir die implementering van die strategie binne die ingenieursafdeling van die myn. Die strategie en implementeringsplan dien as 'n voorbeeld van 'n volledig geintegreerde benadering tot implimentering van so 'n inisiatief, terwyl dit prakties en eenvoudig bly. Die skrywer identifiseer 'n aantal leemtes binne die strategie soos deur die myn gebruik en maak aanbevelings vir die verhetering van die proses wat in die toekoms in ag geneem behoort te word in die implimentering van hierdie tipe inisiatiewe.

Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: The Kyoto protocol was signed early in 2005 whereby Annexure 1 industrialised countries committed to reducing their greenhouse gas (GHG) emissions. South Africa signed the Protocol. however being a developing country it has no GHG emissions reduction target for the first commitment period until 2012. Primary aluminium is a GHG intensive global commodity to which Southem Africa contributes significantly. This dissertation aims to investigate how the profitability of the Southern African primary aluminium sector may be affected by Kyoto Protocol GHG restrictions even though the smelters are situated in non-Annexure 1 countries. A Delphi-type survey is conducted to gather opinions on identified pressures and drivers that could affect the industry. The survey respondents indicate that the greatest impact will occur from internal pressures from holding companies. Further pressure will originate from external sources namely government, Non Governmental Organisations, shareholders and investors. Direct manufacturing costs are not expected to increase as a result of the Protocol. Rather. industry changes are expected to be the result of internal and external pressures. Opportunities for Clean Development Mechanism (COM) projects are rated as highly importance and are strongly recommended. Various strategies are identified and presented in a matrix to compare the effect of each on the various identified pressures and drivers. From the matrix it is observed that the majority of the selected strategies have a profound impact on the internal and external pressures. From this research report it is recommended that a cooperative proactive strategy be followed . focusing initially on low cost GHG emissions reduction projects and rigorously pursuing COM projects. / AFRIKAANSE OPSOMMING: Die Kyoto Protokol, waardeur Anneks 1 geindustraliseerde lande hul daartoe verbind het om hul kweekhuis gas (GHG) emissies te verminder, is vroeg in 2005 onderteken. Suidelike Afrika het die Protokol onderteken, maar weens sy status as ontwikkelende land, het dit geen GHG emissieverminderingsdoelwit vir die eerste verpligtingsfase tot en met 2012 nie. Primere aluminium is 'n GHG intensiewe globale kommoditeit waartoe Suidelike Afrika 'n groot bydrae lewer. Hierdie tesis poog om ondersoek in te stel na die impak van Protokol GHG beperkings op die winsgewendheid van die Suidelike Afrika primere aluminium sektor, ten spyle daarvan dat die smelters in nie-Annex 1 lande gelee is. 'n Delphi-tipe opname was geloods om opinies in te win oor geidentifiseerde drukpunte en drywers wat 'n impak kon he op die industrie. Die respondente het aangedui dat die grootste impak sal kom van interne druk van beheermaatskappye. Addisionele druk sal afkomstig wees van eksteme bronne soos die regering, Nie-regerings organisasies (NGO's), aandeelhouers en beleggers. Daar word nie verwag dat die direkte vervaardigingskoste sal eskaleer as gevolg van die Protokol nie. Daar word eerder verwag dat veranderinge in die industrie die gevolg sal wees van interne en eksterne druk. Geleenthede vir skoon-ontwikkelings meganisme (COM) projekte is geweldig belangrik en word sterk aanbeveel. Verskeie strategiee word geidentifiseer en voorgele in 'n matriks om sodoende 'n vergelyking te tref tussen die effek wat elk het op die onderskeie drukpunte en drywers. Uit die matriks kan afgelei word dat die meerderheid strategiee 'n diepgaande invloed het op die inteme en eksterne drukpunte. Hierdie navorsingsverslag beveel aan dat 'n samewerkende proaktiewe strategie gevolg word, wat aanvanklik sal fokus op lae-koste GHG emissieverminderingsprojekte, asook die nougesette najaag van CDM projekte.