Thesis (MSocialWork)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: The aim of this study was the formulation of guidelines for the organising of
developmental partnerships, of which the key components may be seen as:
• the corporate sector;
• the State; and
• the non-profit or non-Governmental sector.
A literature study was completed, focusing on the partnership strategy within the context
of the social developmental approach. In-depth focus was placed on the elements of an
effective developmental partnership, as well as the manner in which such a partnership
should be organised.
An empirical study was completed in order to investigate the nature of the developmental
partnership strategy; the characteristics of an effective strategy; and the nature of the
various and distinctive organisational components. Data was gathered from a study
sample determined by means of purposive selection of developmental partnerships in the
Western Cape. This sample comprised four (4) representatives each of the corporate
sector, the State and the non-Governmental sector.
Three (3) different self-administered questionnaires were used for data-gathering - one
type of questionnaire for each of the sectors mentioned. The questionnaires were
distributed amongst the twelve (12) respondents - thus, in total comprising four (4)
distinctive developmental partnerships.
The findings primarily relate to the following three aspects:
• the nature of the developmental partnership strategy within the current social
developmental context;
• the requisite elements necessary for effective developmental partnerships; and
• the organisation of these partnerships. Of the various findings, the following may be considered to be of primary significance.
A developmental partnership is possible between all the parties, irrespective of the sector
where they are involved. The partnerships are, however, increasingly being regulated by
means of policy and are thus consequently becoming increasingly formal and
institutionalized. All parties are active participants in the developmental partnerships,
and contributions by each of the parties are usually made in the form of service
provisions or service-producing activities. The parties, however, do attach value or
importance to certain specific elements of the partnership - which in tum have a
significant influence on determining the effectiveness of that partnership. It is on these
principles that the organising of the developmental partnership is based.
There are diverse reasons for the concluding of a developmental partnership which
generally differ from one partner to the next. The partners in such a developmental
partnership are selected according to specific criteria. Certain criteria are of greater
significance for certain partners than for others. However, a key element does appear to
be a sufficient degree of "cultural fit" between the partners. Certain mechanisms are
utilized in order to promote this "fit".
Despite the structure of the developmental partnership being adaptable and flexible, there
appears to be a strong indication that the partnership is control-assured. The nature of
this control is facilitative. The control varies amongst the partners, depending on the
current nature of the partnership activities; the competencies of the partners; and the need
for growth within the partnership in order to realise its objectives.
A further finding concerns the need for clarity regarding the division of tasks or functions
and for co-ordination within the partnership in order to ensure its effectiveness.
Resources are contributed by the various partners, and thereby any resources, risks and
benefits inherent to the partnership are shared amongst its members. The principle of
exchange is an integral factor for the success of the partnership. It is this idea of
exchange that provides the general framework within which it is determined what each of the partners contribute to the partnership, and what benefits they derive from the
partnership.
On the basis of these conclusions, as well as the findings made in the literature study,
recommendations have been made focusing on the elements that will give rise to
effective developmental partnerships and how they should be organised in order to
promote the desired success. / AFRIKAANSE OPSOMMING: Die doel van die studie was om riglyne op te stel vir die organisering van
ontwikkelingsvennootskappe. Die korporatiewe sektor, die Staat en die nie-winsgewende
of nie-staatsektor is by hierdie unieke vennootskappe betrokke.
Ten einde hierdie riglyne op te stel is 'n literatuurstudie gedoen oor die
vennootskapstrategie binne die konteks van die maatskaplike ontwikkelingsbenadering.
In die literatuurstudie is elemente van 'n effektiewe vennootskap, asook die wyse om so
'n vennootskap te organiseer, indringend ondersoek.
'n Empiriese ondersoek is ook gedoen om die aard van die vennootskapstrategie, die
kenmerke van 'n effektiewe vennootskap en die aard van organiseringskomponente te
bepaal. Die steekproef vir die ondersoek is bekom deur 'n doelbewuste seleksie van
ontwikkelingsvennootskappe in die Wes-Kaap provinsie. Hiervolgens is vier (4)
verteenwoordigers van die korporatiewe sektor, die Staat en die nie-staatsektor
onderskeidelik by die studie betrek.
Daar is gebruik gemaak van drie verskillende selfgeadministreerde vraelyste, een vir elke
sektor onderskeidelik. Hierdie vraelyste is versprei na die twaalf respondente. Die twaalf
respondente het bestaan uit vier verteenwoordigers van elk van die drie partye betrokke
en het dus vier (4) verskillende ontwikkelingsvennootskappe behels.
Die bevindings wat gemaak is, hou hoofsaaklik verband met die volgende drie aspekte:
• die aard van die vennootskapstrategie binne die huidige maatskaplike
ontwikkelingskonteks;
• elemente noodsaaklik vir 'n effektiewe vennootskap; en
• die organisering van 'n vennootskap.
Die belangrikste bevindings was die volgende. 'n Vennootskap is moontlik tussen al die
partye, ongeag die sektor waarby hulle betrokke is. Hierdie vennootskappe word
toenemend deur beleid gerig, en gevolglik is dit toenemend formeel en
geïnstitusionaliseerd. Al die partye is aktief betrokke by die vennootskappe. Bydraes
word deur die vennote gelewer in die vorm van diensvoorsienings- of
diensproduseringsaktiwiteite. Die vennote heg waarde aan sekere spesifieke elemente in
die vennootskap. Hierdie elemente het 'n beduidende invloed op die bevordering van
effektiwiteit. Die organisering van die vennootskap wentel om hierdie beginsels.
Daar is verskillende redes vir die aangaan van die vennootskap. Hierdie redes kan verskil
van vennoot tot vennoot. Vennote vir die vennootskap word volgens spesifieke kriteria
geselekteer. Sekere kriteria is meer belangrik vir sommige vennote as vir ander. Wat
veral belangrik is, is 'n bevredigende kulturele passing ("cultural fit") tussen die vennote.
Sekere meganismes word benut om hierdie passing of verenigbaarheid te bevorder.
Alhoewel die struktuur van die vennootskap aanpasbaar en buigsaam is, is daar egter 'n
sterk aanduiding dat die vennootskapsbeheer verseker is. Die aard van die vennootskapsbeheer is fasiliterend. Die beheer wissel van vennoot tot vennoot,
afhangende van die aard van die aktiwiteite, die bevoeghede van die vennote en die
behoefte binne die vennootskap om te groei en sy doelwitte te bereik.
'n Verdere bevinding wat gemaak is, is dat duidelike werkverdeling en -koördinering in
die vennootskap noodsaaklik is vir effektiewe samewerking. Die hulpbronne word
bygedra deur die onderskeie vennote. Sodoende word hulpbronne, risiko's en voordele
wat verbonde is aan die vennootskap tussen die vennote verdeel. Die beginsel van
uitruiling is 'n sleutelfaktor vir die sukses van 'n vennootskap. Die idee van uitruiling
verskaf die algehele raamwerk vir die analisering van wat partye bydra en voordele wat
die vennote uit die vennootskap kry.
Op grond van hierdie afleidings en gevolgtrekkings asook die bevindings gemaak in die
literatuurondersoek is sekere aanbevelings gemaak. Die aanbevelings fokus op die
elemente wat aanleiding sal gee tot 'n effektiewe vennootskap en hoe hierdie
ontwikkelingsvennootskappe georganiseer moet word om effektief te wees.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/52922 |
| Date | 03 1900 |
| Creators | Pretorius, Rene |
| Contributors | Weekes, M. S., Stellenbosch University. Faculty of Arts & Social Sciences. Dept. of Social Work. |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | af_ZA |
| Detected Language | Unknown |
| Type | Thesis |
| Format | 215 p. |
| Rights | Stellenbosch University |
Page generated in 0.0029 seconds