The research examines the management of performance appraisal at institutions of higher learning: a case of the University of South Africa (Unisa). Focus is placed on the Unisa, specifically the two administrative departments, DSAR and PGAD in the centre of providing a service to the most important client, the student. The Integrated Performance Management System (IPMS) Policy is a tailor-made system that provides a systematic process for managing the cycle of events associated with ensuring that individual employees achieve their agreed performance outcomes and the university reaches its strategic goals. To enhance and contribute to the effective management of performance, at Unisa, it is necessary to research the performance appraisal system, a process in place to measure the performance of employees, using a performance rating or score to indicate the level of performance. Performance measurement is utilised by organisations to identify the strengths and developmental areas of employee and relations between the employee and the manager a need to facilitate successful operations. Provide feedback to the employees and management respectively, show flaws identified, suggested improvements to the system. To ensure achievement of performance targets and meet the set objectives of the institution, to the benefit of all stakeholders, i.e. the employer, employee and student alike. / Patlisiso e lekola botsamaisi jwa tshekatsheko ya tiragatso kwa ditheong tsa thuto e kgolwane: kgetsi ya Yunibesithi ya Aforikaborwa (Unisa). E totile mafapha a le mabedi a tsamaiso, DSAR le PGAD, a iphitlhelang a le mo bogareng jwa go tlamela tirelo go modirelwa yo o botlhokwa go gaisa, moithuti. Pholisi ya IPMS ke thulaganyo e e diretsweng lebaka le le rileng e e tlamelang ka tirego e e rulaganeng ya go tsamaisa sediko sa ditiragalo tse di amanang le go netefatsa gore badiri ba ba farologaneng ba fitlhelela dipoelo tse go dumelanweng ka tsona tsa tiragatso ya bona, mme yunibesithi e fitlhelela maikaelelo a yona a togamaano. Ka jalo, go tokafatsa le go tshwaela mo bokgoning jwa Unisa, go ne go le botlhokwa go batlisisa thulaganyo ya yona ya tshekatsheko ya tiragatso, gonne go tlhokega thulaganyo e e fetotsweng ya tshekatsheko ya tiragatso go tsweletsa tiragatso e e nonofileng le botsamaisi jo bo bokgoni. Tekanyetso ya tiragatso e dirisiwa ke ditheo jaaka sediriswa se ka sona go ka sekasekwang dikarolo tsa maatla le tse di tlhokang kgodiso tsa badiri, mme go maatlafadiwe kamano magareng ga modiri le motsamaisi. Dipholo tsa patlisiso eno di tlaa dirisediwa go tlamela badiri le botsamaisi ka pego le go bontsha moo go tlhokegang tokafatso ya thulaganyo e e dirisiwang mo tirong le mabaka a seo. Maikemisetso magolo a tshekatsheko ya tiragatso ke go netefatsa gore go fitlhelelwa diphitlhelelo tse di beilweng tsa tiragatso le maitlhomo a setheo, go ungwela baamegi, e leng, mothapi, modiri le baithuti ka go tshwana. / Public Administration and Management / M. Admin. (Public Administration)

Text in English with abstracts and keywords in English and Setswana / Aim: The purpose of the research was to determine the magnitude and factors associated with gestational diabetes mellitus (GDM), and to explore the experiences of gynaecologists/obstetricians and midwives in the monitoring and prevention of GDM- related adverse maternal outcomes in order to propose best practice guidelines which may be implemented to overcome the problem. Methods: A concurrent mixed methods design was used. Participants for the quantitative study were selected using systematic random sampling, with purposive sampling being used for the qualitative part of the study. A total of 2000 medical records were reviewed using a checklist, in addition to which 7 gynaecologists/obstetricians and 12 midwives were interviewed using an in-depth interview guide. Descriptive and inferential statistics were used for the quantitative part, while Colaizzi’s manual qualitative data analysis method wasused for the qualitative part of the study. Findings: The magnitude of GDM was found to be 2.2%. Age and family history of diabetes mellitus were found to be factors associated with GDM (at p < 0.001). Other factors such as obesity, previous GDM, previous history of fetal macrosomia and multiple gestations were identified by respondents as factors related with GDM. In addition, the study explored the experiences of health professionals (HPs) in the monitoring and prevention of adverse maternal outcomes related to GDM, with the results showing some differences in screening and diagnostic techniques. It was also shown that lifestyle modification (physical exercise, diet management) and medication were utilised for managing women with GDM. In this regard, all the HPs agreed that creating awareness is the best intervention for preventing GDM as well as its adverse maternal outcomes. Conclusions: The magnitude of GDM is increasing, and much needs to be done to draw attention to the burden that GDM places on the health of pregnant women and the public. Since GDM is not considered a public health problem, little is being done to monitor the condition and its adverse maternal outcomes. It is hoped that the best practice guidelines developed from this research study may assist in reducing the adverse maternal outcomes of GDM in Ethiopia / Maikaelelo: Lebaka la patlisiso e ne e le go tlhotlhomisa go nna teng le mabaka a a golaganeng le bolwetsi jwa sukiri jwa baimana (GDM), le go tlhotlhomisa maitemogelo a dingaka tsa malwetsi a basadi (gynaeologists/ obstetricians) le babelegisi mo go tlhokomeleng le go thibeleng ditlamorago tse di maswe mo baimaneng tse di amanang le GDM gore go tshitshinngwe dintlhakaelo tse di gaisang tse di ka diragadiwang go fenya bothata. Mekgwa: Go dirisitswe thadiso ya mekgwa e e tlhakantsweng. Banni-le-seabe ba thutopatlisiso e e lebelelang dipalopalo ba ne ba tlhophiwa go diriswa go tlhopha sampole ka go se latele thulaganyo, mme go tlhopha sampole ka maikaelelo go ne ga diriswa mo karolong ya thutopatlisiso e e lebelelang mabaka. Go sekasekilwe palogotlhe ya direkoto tsa kalafi tse 2 000 go diriswa lenanetshekatsheko, mme mo godimo ga moo, go ne ga nna le dipotsolotso le dingaka tsa malwetsi a basadi di le supa le babelegisi ba le 12 go diriswa kaedi ya dipotsolotso tse di tseneletseng. Dipalopalo tse di tlhalosang le tse go sweditsweng ka tsona di ne tsa diriswa mo karolong ya dipalopalo ya thutopatlisiso, fa go dirisitswe mokgwa wa ga Colaizi wa tokololo ya data ya mabaka mo karolong e e lebelelang mabaka. Diphitlhelelo: Go nna teng ga GDM go ne ga fitlhelwa e le 2.2%. Dingwaga le hisetori ya bolwetsi jwa sukiri ya baimana mo lelapeng di fitlhetswe e le dintlha tse di golaganeng le GDM (ka p < 0.001). Dintlha dingwe, jaaka go nona phetelela, GDM mo nakong e e fetileng, go nna teng ga macrosomia ya masea mo nakong e e fetileng le boimana jwa masea a feta bongwe di ne tsa supiwa ke batsibogi jaaka dintlha tse di golaganeng le GDM. Go tlaleletsa foo, thuto e ne ya sekaseka maitemogelo a baporofešenale ba boitekanelo (HPs) mo tlhokomelong le thibelo ya ditlamorago tse di sa siamang mo baimaneng tse di golaganeng le GDM, mme dipholo di bontshitse dipharologano dingwe mo dithekeniking tsa go sekirina le go phekola. Go bonagetse gape gore phetolo ya mokgwa wa botshelo (katiso ya mmele, tsamaiso ya mokgwa wa go ja) le kalafi di ne tsa diriswa go laola bolwetsi jwa basadi ba ba nang le GDM. Mo lebakeng le, baporofešenale botlhe ba boitekanelo ba ne ba dumelana gore go dira temoso ke tsereganyo e e gaisang ya go thibela GDM ga mmogo le ditlamorago tsa yona tse di sa siamang mo baimaneng. Ditshwetso: Go nna teng ga GDM go a oketsega, mme go tshwanetse go dirwa go le gontsi go lemosa ka mokgweleo o bolwetse jono bo o bayang mo boitekanelong jwa baimana le setšhaba. Ka ntlha ya gore GDM ga e kaiwe jaaka bothata jwa boitekanelo jwa setšhaba, ga go dirwe go le kalo go tlhokomela bolwetsi le ditlamorago tsa jona tse di sa siamang mo baimaneng. Go solofelwa gore dintlhakaelo tsa tiriso e e gaisang tse di dirilweng mo thutopatlisisong eno di ka thusa go fokotsa ditlamorago tse di sa siamang tsa GDM mo baimaneng kwa Ethiopia. / Health Studies / D. Litt. et Phil. (Public Health)

Text in English with abstracts and keywords in English, Afrikaans and Sesotho / This was a practice-led study, in which I critically engaged with my own video artwork alongside the video works of three other artists. Selected works of Penny Siopis, Anders Weberg, Maja Zack and mine deal with the notions of memory and trauma. I investigated which visual strategies and techniques derived from film theory are employed in video art to simulate traumatic memories from war conflicts. This research analysed specific theories of Gilles Deleuze and Sergei Eisenstein to identify how certain film strategies are used in video art to simulate grievous historical events. I explored the way that these events shape postmemory, as theorised by Marianne Hirsch and Cathy Caruth. The theories of Susan Sontag and Jean Baudrillard describe how memory relies on imaginative investment and interpretation, creating a simulation of the past, in which affect takes precedence over accurate and factual portrayal of traumatic events. / Hierdie studie was ’n praktykgeleide studie waartydens ek my eie videokunswerk tesame met diè van drie ander kunstenaars krities ondersoek het. Gekose werke uit my eie stal, diè van Penny Siopis, Anders Weberg en Maja Zack handel oor die begrippe herinnering en trauma. Ek het ondersoek ingestel na die visuele strategieë en tegnieke voortspruitend uit filmteorie wat in videokuns aangewend word om traumatiese herinneringe van oorlogkonflikte te simuleer. Hierdie navorsing het die spesifieke teorieë van Gilles Deleuze en Sergei Eisenstein ontleed ten einde te identifiseer hoe bepaalde filmstrategieë in videokuns gebruik word om smartlike historiese gebeure te simuleer. Ek het die wyse nagevors waarop hierdie gebeure post-herinneringe modelleer, soos deur Marianne Hirsch en Cathy Caruth geteoretiseer. Die teorieë van Susan Sontag en Jean Baudrillard beskryf hoedat herinneringe op verbeeldingryke belegging en interpretasie steun om ’n simulasie van die verlede te skep waarin affek voorkeur kry bo die akkurate en feitelike voorstelling van traumatiese gebeure. / Seno e ne e le thutopatlisiso e e eteletsweng pele ke tiragatso, moo ke dirisaneng ka tshekatsheko le tiro ya me ya botsweretshi jwa bidio ke e bapisitse le ditiro tsa bidio tsa batsweretshi ba bangwe ba le bararo. Ditiro tse di tlhophilweng tsa ga Penny Siopis, Anders Weberg, Maja Zack le tsa me di samagana le dintlha tsa kgopolo le manokonoko. Ke sekasekile gore go dirisitswe ditogamaano le dithekenini dife tsa pono tse di tswang mo tioring ya difilimi mo botsweretshing jwa bidio go etsisa dikgopolo tsa manokonoko a dikgotlhang tsa ntwa. Patlisiso eno e lokolotse ditiori tse di rileng tsa ga Gilles Deleuze le Sergei Eisenstein go supa ka moo ditogamaano dingwe tsa filimi di dirisiwang ka gona mo botsweretshing jwa bidio go etsisa ditiragalo tse di botlhoko tsa hisetori. Ke tlhotlhomisitse ka moo ditiragalo tseno di bopang segopotso sa morago go ya ka tiori ya Marianne Hirsch le Cathy Caruth. Ditiori tsa ga Susan Sontag le Jean Baudrillard di tlhalosa ka moo kgopolo e ikaegang ka peeletso ya ikakanyetso le thanolo ka gona, e etsisa dilo tsa maloba, moo e leng gore ditlamorago e nna tsona ditlapele go feta pontsho e e nepagetseng le ya nnete ya ditiragalo tse di bakileng manokonoko. / Art and Music / M.V.A.

A teaching portfolio allows lecturers to track their own growth and development in teaching and learning, as it helps to document their career’s journey. This study gained insight into this experience from the lecturers’ perspectives. The research paradigm was qualitative and the study used a sample of lecturers from an independent tertiary institution in Johannesburg. Personal interviews provided rich data and themes were developed from the data to answer the research questions concerning the value of doing a teaching portfolio. Lecturers’ perceptions provided clear evidence of the value of doing a teaching portfolio, because it developed their personal competence, knowledge, skills and higher-order thinking. However, the findings showed that the success of a teaching portfolio remained dependent on individual motivation and how the process was implemented. Any challenges experienced tended to negatively affect motivation, thereby decreasing the perceived value of a teaching portfolio. This study recommended that a teaching portfolio might offer a solution to some of the current education issues within the South Africa context, especially with regard to the lack of content knowledge and the disempowerment of teachers. / ʼn Onderrigportefeulje maak dit vir dosente moontlik om hul eie groei en ontwikkeling ten opsigte van onderrig en leer te monitor, omdat dit hulle help om hul loopbaan te dokumenteer. Hierdie studie gee insig in hierdie ervaring vanuit dosente se oogpunt. Die navorsingsparadigma was kwalitatief en die studie het ʼn steekproef van dosente van ʼn onafhanklike tersiêre instelling in Johannesburg behels. Persoonlike onderhoude het ryk data opgelewer en temas is op grond van die data ontwikkel om die navorsingsvrae oor die waarde van ʼn onderrigportefeulje te beantwoord. Dosente se persepsies was ʼn duidelike bewys van die waarde van ʼn onderrigportefeulje, omdat dit hul persoonlike bevoegdheid, kennis, vaardighede en hoërorde-denke ontwikkel. Die bevindinge het egter getoon dat die sukses van ʼn onderrigportefeulje steeds onderhewig is aan individuele motivering en hoe die proses geïmplementeer is. Enige uitdagings was geneig om ʼn negatiewe invloed op motivering te hê en sodoende die vermeende waarde van ʼn onderrigportefeulje te verlaag. Hierdie studie beveel aan dat ʼn onderrigportefeulje ʼn oplossing kan bied vir sommige van die opvoedingskwessies in die Suid-Afrikaanse konteks, veral met betrekking tot die gebrek aan inhoudkennis en die ontneming van onderwysers se mag. / Photefolio ya go ruta e kgontša bafahloši go latišiša kgolo le tšwetšopele tše e lego tša bona ka go goruta le go ithuta, ka ge e thuša go rekhota leeto la mošomo wa bona. Thutelo ye e hweditše tshedimošo maitemogelong a go tšwa tebelelong ya bafahloši. Dikgopolo ka ga nyakišišo e bile tša go hwetša tshedimošo ka go kwešiša le go lemoga mabaka a bothata gomme thutelo ye e dirišitše sampolo ya bafahloši go tšwa institušeneng ye e ikemetšeng ya morago ga marematlou go la Johannesburg. Ditherišano tša motho ka botee di tšweleditše datha ye bohlokwa gomme merero e hlagišitšwe go tšwa datheng go fa karabo ya dipotšišo tša dinyakišišo tše di lebanego bohlokwa bja go dira photefolio ya go ruta. Dikgopolo tša bafahloši di file bohlatse bjo bo kwešišegago bja bohlokwa bja go dira photefolio ya go ruta, ka gobane e godišitše, botsebi, tsebo, mabokgoni tša bona le mokgwa wa go nagana wa maemo a godimo. Le ge go le bjalo, dikhwetšo di bontšhitše gore katlego ya photefolio ya go ruta e dutše e ithekgile go tutuetšo ya motho le ka moo tshepedišo e phethagaditšwego. Ditlhohlo dife goba dife tšeo di itemogetšwego di bile le go huetša tutuetšo, ka gorealo tša fokotša boleng bjo bo lebeletšwego bja photefolio ya go ruta. Thutelo ye e šišintše gore photefolio ya go ruta e ka fa tharollo go tše dingwe tša ditlhagišo tša bjale tša thuto kemong ya Afrika Borwa, gagolo malebana le tlhokego ya dintlhatsebo, dikgopolo le melaotshepetšo tšeo di rutwago le go ithuta ka tšona gammogo le go se be le maatla ga barutiši. / Psychology of Education / M. Ed. (Psychology of Education)

Abstract in English, Afrikaans and Tswana / The study responds to calls for research within wider contexts. In particular, it is positioned within the South African non-profitable sector – non-profitable organisations (NPO) – in social care. The non-profitable sector is also called the Third Sector, and this research adopted the strategy-as-practice perspective to explore the strategy in this sector. The study investigates how managers and leaders of these NPOs strategise to sustain their organisations and services in a changing and demanding environment. The survival of NPOs is affected by a range of constraints linked to personnel, finances, resources, volunteering, and continuous increase in demand for social care. These constraints require managers and leaders of non-profitable organisations to devise strategies and practices to ensure success and sustainability. The findings of this study confirm the need for resilience to survive over the long term. The findings indicate that NPOs need to adapt to the external and internal environments constantly. Leadership drives resilience through governance and maintains services that are fit-for-purpose for the ever-changing needs of the society they serve. Adapting practices should react to changes through training and retraining, meticulous reporting to partners and other financiers, and complying with their governing entities by applicable legal statures and strict financial control. Adapting is amongst the most important practices identified through this study. A leadership style that enables sustainability was specifically highlighted. Through semi-structured interviews, the researcher uncovered strategic practices of longstanding NPOs to identify the strategies that contribute to long-term survival. Leaders in different management positions shared detailed descriptions of their practices, which served as the data for this research. The data provided the opportunity to research the strategy from a practical perspective, and were confirmed by secondary documents. Using the strategy as practice paradigm, the researcher identified strategic practices within drivers of value and found them to be contributing toward sustainability. The strategic practices were then organised in themes and assertions toward the theory of sustainability regarding these service organisations. The practices influence the stages of the organisational life cycle in a collective system of practices, leading to identifying a phase within the life cycle that contributes to resilience and renewal to aid survival and sustainability. Implementation strategies in the organisations provide good governance inclusive of reporting adequately. They also provide good leadership to ensure stable personnel committed to working together as a team and establish a culture of fit-for-purpose in service delivery. Most important is adapting towards resilience in the short term and developing resources to provide financial stability. / Hierdie studie is in reaksie op die oproep om navorsing in breë kontekste onderneem. Dit is in die Suid-Afrikaanse sektor sonder winsoogmerk – organisasies sonder winsoogmerk (OSW’s) – in maatskaplike sorg onderneem. Die sektor sonder winsoogmerk word ook die Derde Sektor genoem. In hierdie navorsing word die strategie-as-praktykperspektief gevolg om strategieë in die sektor te verken. Die strategieë wat bestuurders en leiers van OSW’s formuleer om in ʼn veranderende en veeleisende omgewing hulle organisasies volhoubaar te bedryf en dienste te lewer, word ondersoek. OSW’s het met allerlei beperkings te kampe waaronder ʼn gebrek aan personeel, finansies, hulpbronne en vrywilligers benewens die immergroeiende vraag na maatskaplike sorg. Weens hierdie beperkings moet bestuurders van organisasies sonder winsoogmerk strategieë bedink en bepaalde praktyke toepas sodat hulle organisasies suksesvol en volhoubaar bedryf word. Die bevindings van hierdie studie bevestig die noodsaak van veerkrag om op die duur te oorlewe. Die bevindings laat blyk dat OSW’s hulle voortdurend by die eksterne en interne omgewing moet aanpas. Bestuurders openbaar veerkrag in die wyse waarop hulle hul organisasies bestuur en doelgemaakte dienste volgens die immerveranderende behoeftes van die samelewing lewer. Praktyke moet deur opleiding en heropleiding volgens veranderings aangepas word. Voorts moet noukeurig verslag gedoen word aan vennote en finansiers, en bestuurders moet aan die wet voldoen en streng finansiële bestuur toepas. Aanpasbaarheid is een van die belangrikste praktyke wat in hierdie studie aangetoon word, en nadruk word gelê op ʼn leierskapstyl wat volhoubaarheid vooropstel. Die navorser het halfgestruktureerde onderhoude oor die strategiese praktyke waaraan organisasies hul oorlewing te danke het, met gevestigde OSW’s gevoer. Leiers in verskillende bestuursposte het hulle praktyke uitvoerig beskrywe. Hulle beskrywings was die data vir hierdie studie. Die geldigheid van die data word in verskeie sekondêre dokumente gestaaf. Die bestuurspraktyke is uit ʼn praktiese oogpunt ondersoek. Volgens ʼn praktykparadigma is strategiese praktyke in waardedrywers aangetoon wat op grond van die bevindings tot volhoubaarheid bydra. Daarna is die strategiese praktyke volgens tema en stellings oor die volhoubaarheidsteorie rakende hierdie diensorganisasies gerangskik. Die praktyke beïnvloed die stadia van ʼn organisasie se lewensiklus in ʼn kollektiewe praktykstelsel. Gevolglik kan ʼn stadium in die lewensiklus geïdentifiseer word wat tot veerkrag en vernuwing bydra met die oog op oorlewing en volhoubaarheid. Die strategieë van die organisasies in hierdie studie kom neer op goeie bestuur en behoorlike verslagdoening. Bestuurders openbaar goeie leierskap, die bestendige personeel werk as ʼn span saam, en ʼn kultuur van doelgemaakte dienslewering heers in hierdie organisasies. Afgesien van aanpassing met die oog op veerkrag in die kort termyn, is die aanpassing en ontwikkeling van hulpbronne vir finansiële stabiliteit van die allergrootste belang. / Thutopatlisiso e tsibogela boikuelo jwa gore go nne le dipatlisiso tsa bokao jo bo anameng. Tota tota, thutopatlisiso e theilwe mo lephateng le le sa direng lotseno la Aforikaborwa – ditheo tse di sa direng lotseno (NPO) – mo tlhokomelong ya loago. Lephata le le sa direng lotseno le bidiwa gape Lephata la Boraro, mme patlisiso eno e tsere molemo wa togamaano-jaaka-tiragatso go tlhotlhomisa togamaano mo lephateng leno. Thutopatlisiso e batlisisa ka moo batsamaisi le baeteledipele ba diNPO tseno ba logang maano ka gona go tsweletsa ditheo le ditirelo tsa bona mo tikologong e e fetogang le e e lopang go le gontsi. Go tswelela go nna teng ga diNPO go amiwa ke ditlhaelo di le mmalwa tse di amanang le badiri, ditšhelete, ditlamelo, boithaopo, le go koketsego e e tswelelang pele ya topo ya tlhokomelo ya loago. Ditlhaelo tseno di tlhoka gore batsamaisi le baeteledipele ba ditheo tse di sa direng lotseng ba dire ditogamaano le ditiragatso go netefatsa katlego le go nnela ruri. Diphitlhelelo tsa thutopatlisiso di tlhomamisa botlhokwa jwa kgotlhelelo go tswelela go nna teng mo pakeng e e telele. Diphitlhelelo di supa gore diNPO di tlhoka go nna di itlwaetsa seemo sa kwa ntle le sa ka fa gare. Boeteledipele bo bona kgotlhelelo ka taolo le go tsweletsa ditirelo tse di maleba tsa ditlhokego tse di nnang di fetoga tsa setšhaba se bo se direlang. Ditiragatso di tshwanetse go tsibogela diphetogo ka katiso le katisosešwa, dipegelo tse di matsetseleko go balekane le batlamedi ba bangwe ba ditšhelete, le go obamela ditheo tsa taolo ka melao e e maleba le taolo e e tsepameng ya ditšhelete. Go itlwaetsa seemo go magareng ga ditiragatso tsa botlhokwatlhokwa tse di supilweng mo thutopatlisisong eno. Go sedimositswe thata boeteledipele jo bo kgontshang go nnela leruri. Ka dipotsolotso tse di batlileng di rulagane, mmatlisisi o upolotse ditiragatso tsa togamaano tsa diNPO tse di sa bolong go nna gona go supa ditogamaano tse di tshwaelang mo go tsweleleng go nna teng mo pakeng e e telele. Baeteledipele ba ba mo maemong a a farologaneng a boeteledipele ba neetse ditlhaloso ka botlalo malebana le ditiragatso tsa bona, tseo di dirileng jaaka data ya patlisiso eno. Data e tlametse ka tšhono ya go batlisisa togamaano ka mogopolo wa tiragatso mme e tlhomamisitswe ke dikwalo tse dingwe. Ka tiriso ya togamaano ya molebo wa tiragatso, go supilwe di tiragatso tsa togamaano mo ditsamaising tsa boleng mme go fitlhetswe di tshwaela mo go nneleng leruri. Morago go ne ga rulaganngwa ditiragatso tsa togamaano ka meono le dipolelo go ya kwa tioring ya go tswelela go nna teng malebana le ditheo tseno tsa tirelo. Ditiragatso di tlhotlheletsa magato a sediko sa botshelo jwa setheo mo thulaganyong e e kokoantsweng ya ditiragatso, mme di lebisa kwa goreng go supiwe mo sedikong sa botshelo, legato le le tshwaelang mo kgotlhelelong le ntshwafatsong go thusa go tswelela go nna teng leruri. Go diragadiwa ga ditogamaano tse di fitlhetsweng mo ditheong tsa thutopatlisiso eno di tlamela ka bolaodi jo bo siameng jo bo akaretsang go dira dipegelo ka tolamo. Gape go tlamela ka boeteledipele jo bo siameng go netefatsa gore go nna le badiri ba ba tsepameng e bile ba itlamile go dira mmogo jaaka setlhopha go tlhama setso se se siametseng tlamelo ya ditirelo. Sa botlhokwatlhokwa ke go itlwaetsa kgotlhelelo mo pakeng e e khutshwane le go itlwaetsa le go dira gore go nne le ditlamelo tsa tsepamo ya ditšhelete. / Business Management / Ph. D. (Management Studies)