2024-03-29T14:05:09Zhttps://uir.unisa.ac.za/oai/requestoai:uir.unisa.ac.za:10500/1612022-08-02T07:25:46Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Booysen, Lize
6d1ed096-d0a3-48aa-9d9e-6ebde1b01fe7
600
Botha, Audrey
647c21fb-bc96-4912-9620-e3aa7be8a82d
600
2009-05-08T11:07:33Z
2009-05-08T11:07:33Z
2005-11-30
http://hdl.handle.net/10500/161
Male stereotyping together with perception of women as inferior is hindering
recognition of women in senior managerial positions.
Through pervious studies regarding female leadership, conducted all over the world,
the theme of women being treated differently than males is fundamentally central to
all the conclusions. Not many studies relating to this topic have been conducted in
South Africa and yet we are in the forefront when it comes to identifying the need to
develop women into positions where they can add value on various levels. Some of
the issues have even been captured in legislation.
However, despite government’s intervention, it is crucial that women take ownership
of their own destiny. Unless women can prove that they can add value in the
positions that they are appointed, they will not be seen as leaders.
To be a successful leader an individual must have certain skills and traits. Some of
these can be developed over time, however the individual must first admit that there
is a need and identify the area in which personal growth must take place, before a
plan can be implemented. Once this point has been reached, a self-management
plan can be developed by the individual to align his / her objectives. There are
various components to the self-management plan and such a plan cannot always be
duplicated, but the focus areas can overlap. If an individual can identify a mentor and
enter into a mentoring program, it can give such an individual a huge advantage.
Internal and external factors play a role in the development and implementation of a
self-management plan. The problem is that one does not always have much control
over these elements. Some of these elements include the corporate culture of the
organisation in which females functions and the manner in which a female is able to
balance work-life.
This study determined that males and females agree that female managers add as
much value as male managers. Further to the above, it has become evident that
A Botha 344-123-44
iv
males have different perceptions relating to the issues of how women are
experiencing the work environment and the implementation of policies that relate to
employment equity. The impact of perception must not be excluded since it can have
the effect that people distinguish between leadership skills and traits on different
levels. Unless female leaders can make male leaders realise that they experience
the work environment and the implementation of policies that relate to employment
equity differently than the manner in which males perceive it, they will not be able to
get males to change the situation, since males believe that there are nothing wrong
with the current situation. This brings one back to the change in culture and the issue
that as a result of male dominance in the work place, it is also the males that
determine the current culture.
It is therefore important for females to take responsibility of the situation and where
necessary change the perceptions of males to ensure that as women they are not
hindered from receiving the recognition that they deserve.
Graduate School of Business Leadership
MBL
1 online resource (211 leaves) : color illustrations, color graphs
en
Management
Leadership
Affirmative action
Female leadership
Self-management
338.04082096822
Businesswomen -- South Africa -- Gauteng
Women -- Promotions -- South Africa -- Gauteng
Leadership in women -- South Africa -- Gauteng
Sex discrimination in employment -- South Africa -- Gauteng
Women chief executive officers -- South Africa -- Gauteng
The role of self-management in female leadership
Research Report
ORIGINAL
2005 MBL 3 Research Report A Botha.pdf
2005 MBL 3 Research Report A Botha.pdf
application/pdf
1761713
https://uir.unisa.ac.za/bitstream/10500/161/1/2005%20MBL%203%20Research%20Report%20A%20Botha.pdf
f04aee57817a33862c204204c682abda
MD5
1
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license.txt
license.txt
text/plain
2182
https://uir.unisa.ac.za/bitstream/10500/161/2/license.txt
dd7a1c81307ad4be7db374a3e443ed22
MD5
2
TEXT
2005 MBL 3 Research Report A Botha.pdf.txt
2005 MBL 3 Research Report A Botha.pdf.txt
Extracted text
text/plain
395383
https://uir.unisa.ac.za/bitstream/10500/161/3/2005%20MBL%203%20Research%20Report%20A%20Botha.pdf.txt
7fe00a84a26734dcb2c81ecec1edb13c
MD5
3
10500/161
oai:uir.unisa.ac.za:10500/161
2022-08-02 09:25:46.677
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/532022-03-07T13:15:57Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Ochonogor, Chukunoye Enunuwe
8a018e1c-f63c-4d62-becf-0ae806bf5926
600
Singh, Viloshnee
c2e3871c-5d75-4490-abd0-57d0db122835
600
2009-03-11T08:54:44Z
2009-03-11T08:54:44Z
2007
http://hdl.handle.net/10500/53
The peaceful transition from apartheid to a democratised society is one of South
Africa’s most impressive achievements. The attainment of these achievements
has placed enormous pressure on the country to “shift to a higher gear”, i.e.
increasing the number of players who contribute to the economic development of
the country, thus building on its’ political success (Thomas, 1996). The ability to
become competitive in the global economy will be determined by the capacity to
increase the pool of suitably qualified people and the willingness to accept, value
and empower the human talent of all South Africans.
Graduate School of Business Leadership
M.B.L.
1 online resource (243 leaves) : illustrations (some color) ; graphs (some color)
en
University of South Africa
Human resources
Management for competitiveness
Transformation
Affirmative action
338.76220968
Council for Mineral Technology (South Africa)
Diversity in the workplace -- South Africa -- Case studies
Affirmative action programs -- South Africa -- Case studies
The structuring of diversity programmes at science councils in South Africa-Case Studies-Mintek
Research Report
ORIGINAL
2007 MBL 3 Research Report V Singh.pdf
2007 MBL 3 Research Report V Singh.pdf
application/pdf
1158540
https://uir.unisa.ac.za/bitstream/10500/53/1/2007%20MBL%203%20Research%20Report%20V%20Singh.pdf
24acd56af51d4a9ebb04df50841c9d1f
MD5
1
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license.txt
license.txt
text/plain
2182
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071cb29439c53f1056cd7cc3cc6eae96
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2007 MBL 3 Research Report V Singh.pdf.txt
2007 MBL 3 Research Report V Singh.pdf.txt
Extracted text
text/plain
421393
https://uir.unisa.ac.za/bitstream/10500/53/3/2007%20MBL%203%20Research%20Report%20V%20Singh.pdf.txt
9adb402c821c80b5fd3dd76520bbd279
MD5
3
10500/53
oai:uir.unisa.ac.za:10500/53
2022-03-07 15:15:57.149
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/1532022-05-26T13:24:35Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Dalton, G.W.
b038ee5d-07a0-4401-a9ab-46a68b97659d
600
Strydom, Aletta Sofia Louisa
cd1cdbd1-0e8b-40b0-bf07-d04064bbe728
600
2009-05-08T10:09:55Z
2009-05-08T10:09:55Z
2005
http://hdl.handle.net/10500/153
The research aims to establish a framework whereby performance management systems can be assessed in terms of its effectiveness. The industry in which research is conducted is the call centre industry in South Africa.
The field of Performance Management is receiving more attention today than ever before. This is due to the
fact that many companies are becoming more and more frustrated by the ‘disconnect’ that exists between
formulating their strategy and successful delivery against it. The aim of this research is to determine how
performance is managed in organisations, but more importantly, how it should be managed. To this end, this
research considers the total endeavour required to manage performance as a system, and wishes to
contribute towards specifying how this system must ‘hang together’. This research is conducted against the
backdrop of the call centre industry in South Africa.
The call centre industry is an area of potential growth in South Africa and in need of evaluating and
improving their performance results to meet or exceed the international benchmarks. This level of global
pressure makes call centres an appropriate subject of analysis on a topic such as Performance
Management.
The nature of this research was mostly exploratory, by firstly reviewing existing theory and literature relevant
to this subject. Subsequent to this, two assessment instruments were used to assess the desired situation
with regards to Performance Management Systems in South African call centres. The one instrument was
developed as a result of the theory and literature reviewed during this research project (the PMSAI). Another,
existing, instrument, the PMA®, (De Waal, 2004) was also used to provide a different view and provides an
opportunity to triangulate this project. It also addresses the current status of Performance Management
Systems in South African call centres to highlight shortcomings as a basis to review and improve these
systems.
The main findings of this research are that a successful Performance Management System should take
cognisance of a number of factors in- and outside of the organisation as well as the interplay between ‘hard’
and ‘soft’ elements in the system. Examples of these factors are the industry and focus of the organisation,
as well as what the Performance Management System must be used for. Examples of ‘hard’ vs ‘soft’
elements are responsibilities for performance targets (hard) and the level of buy-in to achieve the targets
(‘soft’). In the end, a perfect ‘answer’ to Performance Management is elusive and is likely to remain so mainly
due to the inherent complexity and level of variety that this system must cater for.
en
Unisa
Management for competitiveness
Enterprise management
Business systems
Finance
Organisational effectiveness
Performance--Management
On assessing performance management systems in South African call centres
Thesis
ORIGINAL
2005 MBL 3 Research Report ASL Strydom.pdf
2005 MBL 3 Research Report ASL Strydom.pdf
application/pdf
534484
https://uir.unisa.ac.za/bitstream/10500/153/1/2005%20MBL%203%20Research%20Report%20ASL%20Strydom.pdf
88b80833d172a3fff445ee4999090272
MD5
1
LICENSE
license.txt
license.txt
text/plain
2180
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e3c613c15140fbea2cb1741f5b09bdc5
MD5
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TEXT
2005 MBL 3 Research Report ASL Strydom.pdf.txt
2005 MBL 3 Research Report ASL Strydom.pdf.txt
Extracted text
text/plain
188875
https://uir.unisa.ac.za/bitstream/10500/153/3/2005%20MBL%203%20Research%20Report%20ASL%20Strydom.pdf.txt
14565deb114492a6c470d18c00d0f33f
MD5
3
10500/153
oai:uir.unisa.ac.za:10500/153
2022-05-26 15:24:35.673
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/1402022-02-28T12:08:07Zcom_10500_19909com_10500_506com_10500_18562col_10500_19913col_10500_507col_10500_18564
Nkomo, Stella
Kawondera, P. S.
16f0cb2c-88d2-48d1-8cd0-1ab86fcf6120
500
2009-04-06T13:52:11Z
2009-04-06T13:52:11Z
2007-10-30
http://hdl.handle.net/10500/140
The theory of self-leadership is gaining credibility and support in the era of
globalisation and knowledge workers. As with many leadership theories, culture
has been proposed to have a major impact on leadership processes. The
purpose of this study was to determine the extent that self-leadership is
correlated with national culture dimensions. Self-leadership was measured
through the Revised Self-Leadership Questionnaire developed by Houghton and
Neck (2002). The cultural values were measured through the use of Hofstede’s
Value Survey Module 94 (VSM94). Hypotheses were formed regarding
relationships between national culture background and Self-leadership practice.
Pearson r, Chi-square test with cross tabulation and multiple regression were
used to determine the associations. The results from the statistical tests showed
associations between national culture values and self-leadership dimensions.
PDI and UAI showed a positive relationship with visualising successful
performance but a negative relationship with self-talk both aspects of constructive
thought pattern strategies. MAS had a positive relationship with self-talk while
negatively correlated to visualising successful performance. IDV had positive
relationships with behaviour-focussed strategies, natural reward strategies and
constructive thought pattern strategies. Long-term orientation had a strong
negative relationship with behaviour-focussed and natural reward strategies and
a very weak negative association with behaviour focussed strategies.
Graduate School of Business Leadership
M.B.L.
1 online resource (124 unnumbered leaves)
en
National culture
Self-leadership
658.001
Leadership
Self-directed work teams
Creative ability in business
Leadership
Creative ability
Discipline
Culture
The impact of national culture on self-leadership
Research Report
ORIGINAL
2007 MBL 3 Research Report PS Kawondera.pdf
2007 MBL 3 Research Report PS Kawondera.pdf
application/pdf
566983
https://uir.unisa.ac.za/bitstream/10500/140/1/2007%20MBL%203%20Research%20Report%20PS%20Kawondera.pdf
51842a02a5826b0df526fd0d471245a3
MD5
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LICENSE
license.txt
license.txt
text/plain
2193
https://uir.unisa.ac.za/bitstream/10500/140/2/license.txt
bd5082dc12a7bd4c4b455b90f46eae57
MD5
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TEXT
2007 MBL 3 Research Report PS Kawondera.pdf.txt
2007 MBL 3 Research Report PS Kawondera.pdf.txt
Extracted text
text/plain
211764
https://uir.unisa.ac.za/bitstream/10500/140/3/2007%20MBL%203%20Research%20Report%20PS%20Kawondera.pdf.txt
5eb7f0f240adc0422e9b7e884d827ecd
MD5
3
10500/140
oai:uir.unisa.ac.za:10500/140
2022-02-28 14:08:07.989
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/61392022-02-18T12:53:36Zcom_10500_19909com_10500_2734com_10500_37com_10500_25com_10500_506col_10500_19913col_10500_2735col_10500_507
Ahwireng-Obeng, Fred
Tessema, Tibebe Zeleke
7a3c07ab-7582-417f-8d38-da05ea259915
600
2012-08-20T12:32:49Z
2012-08-20T12:32:49Z
2012-08-20
http://hdl.handle.net/10500/6139
The purpose of the study is to analyze whether perceived customer service directly related to customer satisfaction regarding the National Alcohol & Liquor Factory (NALF) customers in Addis Ababa. The findings of the study indicated that five service quality dimensions were positively related to overall service quality and are indeed drivers of service quality which in turn has an impact on customer satisfaction. The study findings also indicated that all the standardized coefficients relating the service quality dimensions to overall service quality and to customer satisfaction have the expected positive sign and are statistically significant.
M.B.L.
1 online resource (xiii, 120 leaves) : illustrations (some color)
2011 MBL 3 Research Report;
Service quality
Customer satisfaction
Liquor industry, Ethiopia
658.56209663
National Alcohol & Liquor Factory (NALF)
Service industries -- Ethiopia -- Addis Ababa
Service Industries -- Ethiopia -- Addis Ababa -- Management
Customer satisfaction -- Ethiopia -- Addis Ababa
Customer service -- Ethiopia -- Addis Ababa
Impact of service quality on customer satisfaction at the public owned National Alcohol and Liquor Factory
Research Report
ORIGINAL
2011 MBL3 Research Report TZ Tessema.pdf
2011 MBL3 Research Report TZ Tessema.pdf
application/pdf
1585503
https://uir.unisa.ac.za/bitstream/10500/6139/1/2011%20MBL3%20Research%20Report%20TZ%20Tessema.pdf
86d68e7f422933a9d27559c726471693
MD5
1
LICENSE
license.txt
license.txt
text/plain
1748
https://uir.unisa.ac.za/bitstream/10500/6139/2/license.txt
8a4605be74aa9ea9d79846c1fba20a33
MD5
2
TEXT
2011 MBL3 Research Report TZ Tessema.pdf.txt
2011 MBL3 Research Report TZ Tessema.pdf.txt
Extracted text
text/plain
226793
https://uir.unisa.ac.za/bitstream/10500/6139/3/2011%20MBL3%20Research%20Report%20TZ%20Tessema.pdf.txt
e4bc64f77b026bba4a9105ad2415152b
MD5
3
10500/6139
oai:uir.unisa.ac.za:10500/6139
2022-02-18 14:53:36.733
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/61382022-02-01T10:49:30Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Serumaga-Zake, Philip
8c82ed5b-c9be-4bb1-8794-c9d7e35913b3
500
Tesfaye Misganaw
a22361bc-a7ea-4957-9132-e8c092d6d284
600
2012-08-20T12:32:05Z
2012-08-20T12:32:05Z
2012-08-20
http://hdl.handle.net/10500/6138
This research report assesses the affordability of private residential developments in Addis Ababa and delineates factors that contribute to their affordability. Literatures related to concepts of housing affordability; household income levels; housing prices and mortgage financing, etc are reviewed.
The research studies examined revealed that the combination of high population and high urban growth rates coupled with a high prevalence of urban poverty have placed massive strain on Ethiopian cites. Accordingly, the critical urban issue is: lack of healthy, affordable housing for all sectors of the urban population. This is especially true in Addis Ababa as it has a share of 23% of the country’s urban population.
In Addis Ababa, there is strong housing demand as supply lags behind demand; conditions of existing houses worsen and the population is increasing. To date, the government housing program has only managed to build only about half of the demanded units. It has, therefore, became increasingly imperative that the government should concentrate on reforming and managing the policy and legal framework in such a way as to create an environment for the private sector to provide housing.
Graduate School of Business Leadership
MBL
1 online resource (xiii, 80 leaves; tables, illustrations)
2011 MBL 3 Research Report;
Housing, Ethiopia
Residential development, Ethiopia
Affordable housing, Ethiopia
333.3382209633
Housing -- Ethiopia -- Addis Ababa
Home ownership -- Ethiopia -- Addis Ababa
Mortages -- Ethiopia -- Addis Ababa
Assessment of affordability of private residential developments in Addis Ababa
Research report
ORIGINAL
2011 MBL3 Research Report TM Sisay.pdf
2011 MBL3 Research Report TM Sisay.pdf
application/pdf
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license.txt
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2011 MBL3 Research Report TM Sisay.pdf.txt
2011 MBL3 Research Report TM Sisay.pdf.txt
Extracted text
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144209
https://uir.unisa.ac.za/bitstream/10500/6138/3/2011%20MBL3%20Research%20Report%20TM%20Sisay.pdf.txt
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10500/6138
oai:uir.unisa.ac.za:10500/6138
2022-02-01 12:49:30.989
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/226212022-04-28T09:58:41Zcom_10500_19909col_10500_19913
Rwelamila, Pantaleo
39a1e7d1-9a59-4528-b06c-da5d2c7ed8cc
600
Aychew Adane Sendek
0df1909f-617b-4222-8abb-6d6d87fb91b1
600
2017-05-30T13:24:52Z
2017-05-30T13:24:52Z
2017-03-21
http://hdl.handle.net/10500/22621
Knowledge management and knowledge utilization is becoming one of the competencies of strategic management and strategic leadership. For this reason, there should be well conceptual understanding. Strategic leaders need to use knowledge strategically and wisely. Development aid has significant proportion of resource that being used for the Ethiopia economy poverty reduction and growth effort. The country gets significant amount of development aid technical assistance through development consultants aiming at strengthening the capacity of government/ public organizations. Hence, knowing this can add significant value. The research probed to what extent knowledge is being used from the technical assistance; explored the partnership clarity; and identified strategic challenges and opportunities in the technical assistance knowledge use.
The main aim/goal of this research is to conceptualize and contribute the understanding of knowledge utilization of Ethiopia public organizations that gained from development aid technical assistance through development consultants for the use of strategic planning and strategic leadership practices. The purpose of the study is to explore knowledge utilization of Ethiopia public organizations, gained from development aid technical assistance through development consultants, for the use of strategic planning and strategic leadership practices.
Methodologically, qualitative approach through inductive reasoning, case study method, and non-probability sampling are used. Primary data is collected from 32 individual in-depth interviews, 2 focus group discussions, and observation. Secondary data is collected from 3 five years strategic documents. For data analysis, case, content, and quantitative methods are used.
The research found that though there is development aid technical assistance knowledge use by Ethiopian public organizations for their strategic management and strategic leadership practices; the use is limited, not well utilized, not systemic, not strategic, not being used wisely. The use is not also effective, efficient, and sustainable. The research also found that development partners collaboration, relationships, and understanding towards effective, efficient, and sustainable utilization of technical assistance knowledge is not clear. Development aid technical assistance partnership is not also developing institutional capacity sustainably in long term. Besides, the research found that despite there are strategic opportunities that can facilitate good use of technical assistance knowledge; on the other hand, there are strategic challenges faced by Ethiopian public organizations to utilize technical assistance knowledge properly. These opportunities and challenges are also mainly related to effective, efficient, and sustainable use of development aid technical assistance knowledge.
19 | P a g e
Furthermore, the research found that there is no conceptual understanding of knowledge in the study topic. Knowledge gap is existed on the topic among Ethiopia public organizations, development consultants, development aid agencies, and academicians/specialists.
There should be well conceptual understanding of knowledge management and its environment and knowledge utilization for strategic management and strategic leadership. It is important to conceptualize and understand knowledge utilization of Ethiopia public organizations. Public organizations strategic management and strategic leadership activities, interventions, and decisions demands knowledge management and knowledge utilization competencies. These also suggest that public organizations leaders, managers, and employees cannot be effective, efficient, and act sustainably in their strategic management and strategic leadership roles unless and otherwise they have good knowledge management competencies. This makes strategic management and strategic leadership role in TA knowledge use critical.
Ethiopian public organizations have strategic key issue/suggestions for their consideration to improve this situation. These include policies and strategies. Development partners and academicians can play great role in the process. The research has contribution to have conceptual understanding on the study topic and to use development aid technical assistance knowledge effectively, efficiently, and sustainably. It has contribution in understanding technical assistance and sustainable capacity building. It contributes by forwarding recommendations that indicates the need of comprehensive and systemic thinking on sustainable capacity development. Institutional capacity building from technical assistance needs paradigm shift. The research initiates preliminary questions on development aid technical assistance and capacity development. The research would be a base for future studies. The current thinking of development partners on knowledge transfer to build public organizations capacity needs rethinking. It needs rethinking, towards knowledge utilization.
Graduate School of Business Leadership
M.B.L.
1 online resource (360 leaves) : illustrations
en
Knowledge management
Knowledge utilization
Government
Public organization
Public administration
Strategic management
Strategic leadership
Development aid
Technical assistance
Technical cooperation
Development consulting
Development partnership
Development cooperation
Effectiveness
Efficiency
Sustainability
Capacity building
Capacity development
Business management
Business leadership
658.4038
Knowledge management -- Ethiopia -- Case studies
Economic development -- Ethiopia -- Case studies
Strategic planning -- Ethiopia -- Case studies
Organizational change -- Ethiopia -- Case studies
Organizational learning -- Ethiopia -- Case studies
Development aid technical assistance knowledge utilization in the Ethiopian public organizations
Research Report
ORIGINAL
Aychew Adane Sendek.pdf
Aychew Adane Sendek.pdf
Dissertation
application/pdf
2733456
https://uir.unisa.ac.za/bitstream/10500/22621/1/Aychew%20Adane%20Sendek.pdf
c973ffd5169facf4658d0869771b600f
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license.txt
license.txt
text/plain
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d092ffbe1a6c5204ac648c7060f5ae6a
MD5
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Aychew Adane Sendek.pdf.txt
Aychew Adane Sendek.pdf.txt
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886007
https://uir.unisa.ac.za/bitstream/10500/22621/3/Aychew%20Adane%20Sendek.pdf.txt
70ec521b511f03f377b3fd548b4725ac
MD5
3
10500/22621
oai:uir.unisa.ac.za:10500/22621
2022-04-28 11:58:41.183
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/61212022-03-14T07:42:28Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Visser, Hennie
Manaczynski, Michael
7d052f04-676f-450f-80a5-cc0db9a4ef6a
500
2012-08-20T11:49:07Z
2012-08-20T11:49:07Z
2012-08-20
http://hdl.handle.net/10500/6121
Bibliography: leaves: 58-63
The research was conducted to determine what the success factors for new product
development and commercialization were for a selected sample of SMEs in South
Africa. Academic literature on success factors for New Product Development and
commercialization, as well as small and medium businesseswere reviewed. The
review of the literature provided the theoretical framework for 21 success factors
relevant to the study. These success factors were further extrapolated to 36 success
factors and used as a basis for determining South African SME relevance. The
findings were consistent with the literature review and point to several success
factors that South African SMEs deem critical to success of new product
development. In conclusion, South African SMEs confirm the importance of the
success factors as presented in the literature. The ranking by importance of these
success factors highlight the specific value that South African SMEs place on these
success factors. These need further in-depth research.
Graduate School of Business Leadership
MBL
1 online resource (76 leaves: tables, graphs)
2011 MBL 3 Research report
Commercialization
SMEs
New product development
658.0220968
Product design -- South Africa
Small business -- South Africa -- Management
Industries -- Size -- South Africa
New products -- South Africa -- Marketing
Entrepreneurship -- South Africa
Factors affecting commercialization of newly developed products : a study of selected small and medium enterprises in South Africa
Research report
ORIGINAL
2011 MBL3 Research Report MJ Manaczynski.pdf
2011 MBL3 Research Report MJ Manaczynski.pdf
application/pdf
383894
https://uir.unisa.ac.za/bitstream/10500/6121/1/2011%20MBL3%20Research%20Report%20MJ%20Manaczynski.pdf
d399b0756430afa4dcc70567733e8cbc
MD5
1
LICENSE
license.txt
license.txt
text/plain
1748
https://uir.unisa.ac.za/bitstream/10500/6121/2/license.txt
8a4605be74aa9ea9d79846c1fba20a33
MD5
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TEXT
2011 MBL3 Research Report MJ Manaczynski.pdf.txt
2011 MBL3 Research Report MJ Manaczynski.pdf.txt
Extracted text
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140613
https://uir.unisa.ac.za/bitstream/10500/6121/3/2011%20MBL3%20Research%20Report%20MJ%20Manaczynski.pdf.txt
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MD5
3
10500/6121
oai:uir.unisa.ac.za:10500/6121
2022-03-14 09:42:28.304
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/37352022-02-01T09:05:47Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Biewenga, Reiner
72d9c270-7e60-4d69-bea9-5e4a0fd62d8f
600
2010-11-03T09:27:47Z
2010-11-03T09:27:47Z
2009-08-20
http://hdl.handle.net/10500/3735
Research report, presented to the SBL Unisa, Midrand.
The current and future anticipated changes in the earth’s climate are a concern that has captured business’s and governments’ global attention. Climate change and its potential impacts cannot be ignored as there is ample evidence that global warming is indeed the result of anthropogenic greenhouse gas emissions.
The mobile operator in Africa and the Middle East (ME) operates on continents and in parts of the world, predicted by scientists as the most vulnerable to the effects of climate change. The mobile operator in Africa and the Middle East is moreover an emitter of significant amounts of CO2 and this exacerbates the serious environmental climate change problem that humankind faces.
This research paper addresses the Corporate Social Responsibility of African and Middle East (ME) mobile operators, and its Carbon Footprint. The main objectives of the research are to identify strategic risks and opportunities and the implications for the mobile operator and to determine its Greenhouse Gas emissions. The performance against targets and plans to reduce GHG emissions are also reviewed.
The research is based on the questionnaire of the Carbon Disclosure Project (CDP) initiative. A shortened and modified version of the CDP was designed and emailed to two major mobile telecom operators both operating in Africa and the Middle East.
It is postulated that the telecommunications industry is at an inflection point where significant changes must take place in the way energy requirements are managed. This in turn could have a positive effect on reducing its carbon footprint, benefit corporate reputation and at the same time earn “green miles” in the subscriber’s minds.
The research reached the main conclusion that the mobile operators’ investigated do not yet have strategies, systems and reporting in place to be counted as “good corporate citizens” concerning their environmental responsibility. The research further concluded that a proactive strategic intent is a necessity to achieve this goal. In short: The Corporate Social Responsibility of African and Middle East mobile operators indeed has a positive effect on its Carbon Footprint.
Graduate School of Business Leadership
M.B.L.
1 online resource (x, 119 leaves) : color illustrations
en
Corporate social responsibilty
Mobile operators
Climate change
Carbon footprint
Greenhouse gas emissions
Carbon disclosure project
658.4083
Social responsibility of business -- Middle East
Social responsibility of business -- Africa
Climatic changes -- Risk management -- Middle East
Climatic changes -- Risk management -- Africa
Cell phone services industry -- Risk management -- Middle East
Cell phone services industry -- Risk management -- Africa
Carbon offsetting -- Middle East
Carbon offsetting -- Africa
Corporate social responsibility of African and Middle East mobile operators towards climate change and the potential impact of its carbon footprint
Research Report
TEXT
2009 MBL3 Research Report R Biewenga.pdf.txt
2009 MBL3 Research Report R Biewenga.pdf.txt
Extracted text
text/plain
219056
https://uir.unisa.ac.za/bitstream/10500/3735/3/2009%20MBL3%20Research%20Report%20R%20Biewenga.pdf.txt
7a61cb4ac1ff8b7a0e9fb5964c6e29a2
MD5
3
ORIGINAL
2009 MBL3 Research Report R Biewenga.pdf
2009 MBL3 Research Report R Biewenga.pdf
application/pdf
2198373
https://uir.unisa.ac.za/bitstream/10500/3735/1/2009%20MBL3%20Research%20Report%20R%20Biewenga.pdf
d19670dbbcaf2ac12593143a50b00284
MD5
1
LICENSE
license.txt
license.txt
text/plain
2328
https://uir.unisa.ac.za/bitstream/10500/3735/2/license.txt
201601102e12941b902d5ea542844d9a
MD5
2
10500/3735
oai:uir.unisa.ac.za:10500/3735
2022-02-01 11:05:47.299
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/1062022-06-29T13:10:08Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Ochonogor, Chukunoye Enunuwe
8a018e1c-f63c-4d62-becf-0ae806bf5926
600
Naude, Dirk
70e35fb1-9b78-4f69-a70b-9648bd11ccf5
600
2009-03-12T09:24:16Z
2009-03-12T09:24:16Z
2007
http://hdl.handle.net/10500/106
The research was conducted to determine the degree of organisational performance
measurement in SMEs in the ICT sector within the Limpopo Province of South Africa.
Literature on performance measurement and SMEs was reviewed and provided the
theoretical foundation for the research. A qualitative approach to research was
followed using case research based on semi-structured interviews to determine the
knowledge and perceived value of performance measurement in SMEs. The study
also investigated the prominent performance measures used by SMEs and difficulties
around the implementation of these measures. The findings were related to the
literature regarding the attributes of measures, the dimensions of performance and
the characteristics of performance measurement frameworks. In conclusion, a
method for SMEs to use performance information to their advantage was proposed.
Graduate School of Business Leadership
M.B.L.
1 online resource (ix, 107 leaves) : illustrations, tables, graphs, map
en
University of South Africa
Management of the enterprise
Management of competitiveness
338.470046
Industrial productivity -- South Africa -- Limpopo -- Measurement
Information technology -- South Africa -- Limpopo
Small business -- South Africa -- Limpopo -- Personnel management
Organizational effectiveness -- Measurement
Performance -- Management
The degree of organisational performance measurement in SME's : a focus on ICT enterprises
Research Report
ORIGINAL
2007 MBL 3 Research Report D Naude.pdf
2007 MBL 3 Research Report D Naude.pdf
application/pdf
1590518
https://uir.unisa.ac.za/bitstream/10500/106/1/2007%20MBL%203%20Research%20Report%20D%20Naude.pdf
0090c4232a8839d78978e9c81e72d4f8
MD5
1
LICENSE
license.txt
license.txt
text/plain
2187
https://uir.unisa.ac.za/bitstream/10500/106/2/license.txt
f154bc91eaf1847646fef2fd5875ea4a
MD5
2
TEXT
2007 MBL 3 Research Report D Naude.pdf.txt
2007 MBL 3 Research Report D Naude.pdf.txt
Extracted text
text/plain
197016
https://uir.unisa.ac.za/bitstream/10500/106/3/2007%20MBL%203%20Research%20Report%20D%20Naude.pdf.txt
6232da3ffe75af7081757477004dba6f
MD5
3
10500/106
oai:uir.unisa.ac.za:10500/106
2022-06-29 15:10:08.423
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/652022-07-14T14:07:10Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Ochonogor, Chukunoye Enunuwe
8a018e1c-f63c-4d62-becf-0ae806bf5926
600
Van Niekerk, Elizabeth
e1bc04be-03eb-4259-9f64-1678a448f678
600
2009-03-11T09:34:29Z
2009-03-11T09:34:29Z
2007
http://hdl.handle.net/10500/65
Decades after the idea of not-for-profit marketing was first introduced the uptake has
not been universal. This study investigates the application of commercial marketing
principles in a sector where objectives other than profit are pursued. In particular, it
seeks to establish the effectiveness of not-for-profit marketing in encouraging the
public to “pay” the required “price”; to investigate the influence of charity brands on
stakeholder choices; the influence of a charity’s reputation on donor behaviour; and
whether smaller charities are aware of and use their brands. A questionnaire tested
donor perceptions and through a focus group insight was gained into the marketing
practices of smaller charities. The results indicate that not-for-profit marketing is
effective and that smaller organisations can compete through less expensive
marketing techniques, that charity brands are extremely valuable but underutilised,
and that an organisation’s reputation is its most valuable asset. Recommendations
are made to improve the performance of smaller charities by addressing marketing
and wider management practices.
Graduate School of Business Leadership
M.B.L.
1 online resource (xi, 119 leaves) : illustrations (some color), graphs (chiefly color)
en
University of South Africa
Non-profit marketing
Marketing
Small charities
Brand development
Enterprise management
658.827
Nonprofit organizations -- Marketing
Branding (Marketing)
Brand choice
Not-for-profit marketing :branding, brand equity and marketing of smaller charities
Research Report
ORIGINAL
2007 MBL 3 Research Report E Van Niekerk.pdf
2007 MBL 3 Research Report E Van Niekerk.pdf
application/pdf
725024
https://uir.unisa.ac.za/bitstream/10500/65/1/2007%20MBL%203%20Research%20Report%20E%20Van%20Niekerk.pdf
38c28d6092b3dd200c6290ca1fe53328
MD5
1
LICENSE
license.txt
license.txt
text/plain
2180
https://uir.unisa.ac.za/bitstream/10500/65/2/license.txt
950c56816479d8aeca97170d4ea99f31
MD5
2
TEXT
2007 MBL 3 Research Report E Van Niekerk.pdf.txt
2007 MBL 3 Research Report E Van Niekerk.pdf.txt
Extracted text
text/plain
228293
https://uir.unisa.ac.za/bitstream/10500/65/3/2007%20MBL%203%20Research%20Report%20E%20Van%20Niekerk.pdf.txt
fbb19b197d90d3a4749074bed3b1445f
MD5
3
10500/65
oai:uir.unisa.ac.za:10500/65
2022-07-14 16:07:10.741
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/37482022-03-14T07:50:54Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Boateng, Douglas
Moopanar, C.
41446e39-2d0f-4817-a834-18ade7618914
600
2010-11-04T08:14:47Z
2010-11-04T08:14:47Z
2009-12-01
http://hdl.handle.net/10500/3748
Research report presented to SBL, Unisa, Midrand.
Lean manufacturing is a very good and effective concept of managing a
company. The philosophy of reducing wastes found in a manufacturing
business is a sound idea. When these wastes are minimized, the quality of
the products or services is improved, the production time and the cost of
manufacturing the goods is reduced. With this in mind, many companies go
through lean manufacturing training to get the most out of their systems.
But this is only achieved if there is a proper implementation lean
manufacturing plan. However, despite the training and plans, some
companies have trouble in implementing lean manufacturing systems. There
are different reasons in the failure of implementing lean manufacturing
principles in projects. One of them is the difficulty in grasping the true nature
of lean manufacturing from a human capital perspective.
Graduate School of Business Leadership
M. B. L.
1 online resource (x, 141 pages) : illustrations (mostly color)
en
Human capital scorecard
Transnet
658.40120968
Transnet (Firm : South Africa) -- Case studies
Organizational effectiveness -- Management
Personnel management -- South Africa -- Case studies
Developing a human capital scorecard for lean implementation within an engineering environment : the case of Transnet Coach business unit
Research Report
LICENSE
license.txt
license.txt
text/plain
2328
https://uir.unisa.ac.za/bitstream/10500/3748/2/license.txt
8d5cf9f2816390580b2296ab79730697
MD5
2
ORIGINAL
2009 MBL3 Research Report C Moopanar.pdf
2009 MBL3 Research Report C Moopanar.pdf
application/pdf
1581695
https://uir.unisa.ac.za/bitstream/10500/3748/1/2009%20MBL3%20Research%20Report%20C%20Moopanar.pdf
9ba2cca083e6e26aaf0a336d59becdb7
MD5
1
TEXT
2009 MBL3 Research Report C Moopanar.pdf.txt
2009 MBL3 Research Report C Moopanar.pdf.txt
Extracted text
text/plain
196972
https://uir.unisa.ac.za/bitstream/10500/3748/3/2009%20MBL3%20Research%20Report%20C%20Moopanar.pdf.txt
bf5e65f6e3cec10af479a72d61fa4827
MD5
3
10500/3748
oai:uir.unisa.ac.za:10500/3748
2022-03-14 09:50:54.836
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/41492022-04-14T08:47:05Zcom_10500_19909col_10500_19913
Boateng, Douglas
Admaw Anley Endalew
e547004e-a0e1-4146-bb0d-234169a04eb4
600
2011-05-05T08:34:00Z
2011-05-05T08:34:00Z
2011-05-05
2010 December
http://hdl.handle.net/10500/4149
MBL Research Report
The textile sector in Ethiopia has many supply chain problems. According to Rahel
(2007), the major problems are absence of well developed supplier-customer
relationship, lack of access to international market information and technology,
outdated processing facilities, lack of raw material and accessories, lack of paved
roads, communication infrastructure, and internet services. These challenges impact
on a sector’s competitiveness in the global market. In 2008, out of 129 textile
exporting countries, Ethiopia ranked 112th in market share (ITC, 2010). The main
reason for these problems could be the lack of conceptual framework and basic
knowledge of SCM among textile firms.
Aware of these problems, this study was conducted mainly to create awareness
about the concept, principle and practices of supply chain management in Ethiopian
textile firms so as to make them more competitive in the global textile marketplace.
The study focuses on analyzing the extent of supply chain management practices
and their impact on competitive positioning of Ethiopian textile firms. A descriptive
survey design was used. A total of 25 structured questions were developed to find
possible responses to the research questions that were used to test 8 research
hypotheses. Thirty medium and large Ethiopian textile firms were selected randomly
out of 64 textile firms and the questionnaire was mailed through e-mail, distributed in
person, through fax and postal service to 90 top management members. Fifty three
(58.9%) respondents completed and returned the questionnaire. The data was coded
and analyzed using SPSS V-15 statistical tools including descriptive statistics, chisquare,
Spearman’s rank order correlation, Kruskal-Wallis and One-way ANOVA.
The findings showed that supply chain management practices in Ethiopian textile
firms are weak and the firms do not use SCM as competitive weapon. In terms of
relationship between SCM practices and competitive positioning, it was found that
internal operation flexibility practice positively impacts on the competitive positioning
in most of the textile firms. Strategic supplier partnership, customer relationship and
information sharing were not influential in increasing competitive positioning of firms.
The research was conducted solely using quantitative method, descriptive survey. It had not made use of secondary data and interview to substantiate respondents’
response. So, generalization of these results is limited. Despite this limitation, the
study is believed to create awareness about the concept, principle and practices of
SCM in Ethiopian textile firms.
Thus, the Government of Ethiopia, academicians and other concerned organizations
which assist Ethiopia in its effort to reduce poverty and foster development should
assist the sector by providing/sponsoring effective SCM training for business leaders
and investors so that the firms will increase their competitiveness in global
marketplace and contribute to the economic development of the country.
Graduate School of Business Leadership
M. B. L.
1 online resource (xi, 121 leaves) : illustrations (some color)
en
Ethiopia
Supply chain management (SCM)
Textile industry
Supplier partnerships
Competitive positioning
Ethiopia
Textile firms
Strategic supplier partnership
Customer relationship
Information sharing
Internal operation flexibility
Supply chain partners
338.4767700963
Business logistics -- Ethiopia
Textile industry -- Ethiopia
Impact of supply chain management practices on competitive positioning of Ethiopian textile firms
Research Report
LICENSE
license.txt
license.txt
text/plain
2086
https://uir.unisa.ac.za/bitstream/10500/4149/2/license.txt
5a8380f43fc3bfc009bcc52e209f8255
MD5
2
ORIGINAL
2010 MBL3 Research Report Admaw Anley Endalew.pdf
2010 MBL3 Research Report Admaw Anley Endalew.pdf
application/pdf
1675294
https://uir.unisa.ac.za/bitstream/10500/4149/1/2010%20MBL3%20Research%20Report%20Admaw%20Anley%20Endalew.pdf
ede9530dbe07f34d4955cd6d946824e1
MD5
1
TEXT
2010 MBL3 Research Report Admaw Anley Endalew.pdf.txt
2010 MBL3 Research Report Admaw Anley Endalew.pdf.txt
Extracted text
text/plain
240664
https://uir.unisa.ac.za/bitstream/10500/4149/3/2010%20MBL3%20Research%20Report%20Admaw%20Anley%20Endalew.pdf.txt
65cb2ef4d7d9e976326225549ad6f051
MD5
3
10500/4149
oai:uir.unisa.ac.za:10500/4149
2022-04-14 10:47:05.54
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/31582022-02-16T08:37:51Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Visser, J. H.
a57897de-e1b3-4c57-b118-5f0b52e57eb9
600
Sebona, Obakeng Obed
0982cb9a-2c04-47e7-9b39-651eaae09c64
600
2010-03-10T10:16:46Z
2010-03-10T10:16:46Z
2008-11
http://hdl.handle.net/10500/3158
Productivity is one of the strategic areas in which
organisations seek to achieve long-term prosperity. It has
been argued that firms that can improve the input-output
relationship would improve their profitability (Pearce and
Robinson, 2003). According to the Organisation for
Economic Co-Operation and Development –OECD (2001),
there is not a single exhaustive definition of productivity.
Their objectives of productivity measurement include
technology, efficiency, real cost savings, benchmarking
production processes, and living standards. The focus of
this research project was not on how to generate growth in
labour productivity but rather the factors that influence
labour productivity. Therefore, the research project
addressed the following objectives:
• Identifying the distinct set of labour productivity
drivers for an organisation.
• Determining the order of importance of the
identified labour productivity drivers for the
organisation.
• Identifying if there were any interdependencies
among the identified drivers of labour productivity.
The literature review was based on research done on Total
Factor productivity (that is overall labour productivity),
Leadership, Performance Management, Training and
Development, Market Competition, Continuous
Improvement, and Socio –Economic conditions. Based on
the assertions that were been formulated in the literature
review, and in conjunction with the research project
objectives, the following research hypothesis was derived:
There are factors that influence labour
productivity, in addition to inputs and outputs of an
organisation.
Quantitative research was done through a questionnaire.
The population for the research project were the
employees of Astrapak. A balance among variability,
precision, and confidence level was considered in
determining the sample size (Diamontopoulos and
Schlegelmilch, 2006). Using stratified sampling, surveys
were sent to Astrapak employees within the three
operating divisions (Rigids, Films, and Flexibles) and
across the geographical regions of (Gauteng , KwazuluNatal , Western, and Eastern Cape. 143 surveys
questionnaires were sent out. 59 questionnaires were
completed and sent back, representing 41% of the total
surveys sent out. Based on a population size of 3000 and
the 143 questionnaires sent, and the success rate of 41%,
the sampling error was approximated as 7.8%.
Based on the substantive significance of the labour
productivity drivers results, it was concluded that the
factors of labour productivity, on which the research project
was based, were substantially significant (at a 95%
confidence level) to overall labour productivity. The
statistical analysis results were that there were no
significant relationships between overall labour productivity
and the respective productivity factors. Substantive
significance takes precedence over statistical significance,
since the substance of the results has implications for
theory, practice or policy (Diamantopoulos and
Schlegelmilch, 2005).
The top three labour productivity factors were motivation
(Leadership category), continuous improvement
(Continuous improvement category), and employee
performance (Performance Management category).
The results of the analysis of the Pearson correlations
among the productivity factors was that only 98 (24%) of
the Pearson correlation coefficients were statistically
significant. Even though the type and quantity of labour
productivity factors may be different, the survey results
indicated that there might be interactions among the labour
productivity drivers. Therefore, the interactions among the
labour productivity drivers may not be ignored in evaluating
the effect of labour productivity drivers on overall labour
productivity.
The research project on labour productivity drivers was not
exhaustive of all labour productivity drivers. Therefore, the
opinions of the respondents on other factors that they
considered important were also captured in the survey.
The top three factors that respondents considered
important but which were not explicitly covered in the
questionnaire were teamwork, communication, and
company strategy and objectives respectively.
It was recommended that the research study be done on a
project basis within the Astrapak group of companies. The
project would be focused on implementing the research
findings of the study. One company would be used as an
experiment group and the other companies would be the
control group. Doing the survey, at both the experimental
and control groups would guide the evaluation of the
change in labour productivity.
Graduate School of Business Leadership
M.B.L.
1 online resource (4, iii, 149 leaves) : color graphs
en
Productivity
Labour
Productivity drivers
331.1180968
Labor productivity -- South Africa
Plastics industry and trade -- Labor productivity -- South Africa
Perceived drivers of labour productivity in organisations
Research Report
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2008 MBL 3 Research Reports O O Sebona.pdf.txt
2008 MBL 3 Research Reports O O Sebona.pdf.txt
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ORIGINAL
2008 MBL 3 Research Reports O O Sebona.pdf
2008 MBL 3 Research Reports O O Sebona.pdf
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https://uir.unisa.ac.za/bitstream/10500/3158/1/2008%20MBL%203%20Research%20Reports%20O%20O%20Sebona.pdf
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oai:uir.unisa.ac.za:10500/3158
2022-02-16 10:37:51.895
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/512022-03-15T05:54:42Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Ochonogor, Chukunoye Enunuwe
8a018e1c-f63c-4d62-becf-0ae806bf5926
600
Mtotywa, Matolwandile Mzuvukile
6f85cbd6-271f-4f1f-9dbb-c79687b92ca3
600
2009-03-11T08:54:43Z
2009-03-11T08:54:43Z
2007
http://hdl.handle.net/10500/51
The aim of this study was to investigate a productivity measurement at the South
African Minting Company and evaluate the relationship between productivity and
quality.
Special emphasis was given to profit-linked total factor model as the tool for
measurement. This was encouraged by their ability to separate productivity,
profitability and price recovery. Three models were selected and evaluated. These
models American Productivity Center (APC) Model, “Profitability = productivity +
price recovery” (PPP) model and multi-factor productivity measurement model
(MFPMM). APC model was selected as the suitable model because of its simplicity,
easy to set up, its ability to produce both financial and non financial data, and allow
for route cause analysis with expert system, and more insight for the manager with
Microsoft Excels’ What if analysis “Goal seek”.
APC model was set up for four periods, from 1 April 2004 to 30 September 2007.
The overall profitability results of the circulation coins profit center show an overall
positive contribution. There was a break-even of the price recovery for 2006 financial
year (period 2). In 2007 financial year (period 3), there was a negative contribution,
and this improved to almost break-even in the six month period during this 2008
financial year (period 4). This means there was much more inflation on input
resources and the recovery was not fully realised in the price of goods sold.
Individual input costs show that the negative price recovery is culminating from
material, labour and energy costs contributions. There is a plausible explanation for
material and labour, but not for energy. The metal volatility is the underlying cause of
the price variation. Labour variation was a company strategy to adjust employee to
higher percentiles.
Productivity was always positive with the highest contribution in the current financial
year (period 4). This means that the profitability at SA Mint has been driven by
productivity in the past two financial years.
iv
Survey of the questionnaire shows average scores for productivity and quality. It is
noteworthy, that the lowest mean score for productivity is for the statement “Products
are produced in error-free process”. This is a productivity quality measure. In
addition, the same variable shows r2 value of 0.42. A conclusion is that even though
productivity and quality are highly correlated and show a highly positive relationship,
there is a concern on quality in the company. A link can be made that low price
recovery becomes more difficult when the quality is not always good. Defective
product is a cost, because the product does not reach the customer and if the
product is reworked it is still a cost, though low, but more importantly it decreases the
available capacity.
This study was successful in setting up APC model and producing data that is worthy
to the company and academic world. Finally, this study was successful in its quest to
establish the relationship between productivity and quality.
Graduate School of Business Leadership
M.B.L.
1 online resource (xii, 87 leaves) : illustrations (chiefly color), graphs (chiefly color)
en
University of South Africa
Measurement
Productivity
Quality
SA Mint
APC model
Correlation
658.3140968
Organizational commitment -- South Africa
Labor productivity -- South Africa
Money -- South Africa
Productivity measurement and its relationship to quality in a South African Minting Company
Research Report
ORIGINAL
2007 MBL 3 Research Report MM Mtotywa.pdf
2007 MBL 3 Research Report MM Mtotywa.pdf
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2007 MBL 3 Research Report MM Mtotywa.pdf.txt
2007 MBL 3 Research Report MM Mtotywa.pdf.txt
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10500/51
oai:uir.unisa.ac.za:10500/51
2022-03-15 07:54:42.27
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/2102022-03-03T07:12:34Zcom_10500_19909com_10500_506com_10500_18562col_10500_19913col_10500_507col_10500_18564
Fourie, Sarel Jakobus
b3702897-11e1-4188-882a-469fcc5148ce
600
2009-05-27T09:45:11Z
2009-05-27T09:45:11Z
2006-11
http://hdl.handle.net/10500/210
This research project evaluates the dynamics of stakeholder interaction, the
development and change of culture and its effects on strategic drift within Skynet, a
South African courier company under investigation. The problem statement is: An
evaluation of value creation in a South African managed courier company and
the objectives are:
To evaluate the dynamics of stakeholder interaction and its affects on value
creation activities.
To investigate how the development and change of culture and how it affects
value creation.
To determine the extent and effect of strategic drift and how this affects the
value creation activities of the company.
Graduate School for Business Leadership
M.B.L.
1 online resource (147 leaves) : illustrations, graphs (chiefly color)
en
Supply chain
Express services
Relationship management
Service industry
388.04406568
Express service -- South Africa -- Management
Value investing -- South Africa -- Management
Express service -- South Africa -- Quality control
Express service -- South Africa -- Employees
Stakeholder management -- South Africa
An evaluation of value creation in a South African managed courier company
Research Report
ORIGINAL
2006 MBL 3 Research Report SJ Fourie Full Report.pdf
2006 MBL 3 Research Report SJ Fourie Full Report.pdf
application/pdf
1410273
https://uir.unisa.ac.za/bitstream/10500/210/1/2006%20MBL%203%20Research%20Report%20SJ%20Fourie%20Full%20Report.pdf
52bc14cd79c3094ba3c4b0e902ce4935
MD5
1
LICENSE
license.txt
license.txt
text/plain
2182
https://uir.unisa.ac.za/bitstream/10500/210/2/license.txt
177468bc7e0bdde403703ef2a75c99b7
MD5
2
TEXT
2006 MBL 3 Research Report SJ Fourie Full Report.pdf.txt
2006 MBL 3 Research Report SJ Fourie Full Report.pdf.txt
Extracted text
text/plain
260884
https://uir.unisa.ac.za/bitstream/10500/210/3/2006%20MBL%203%20Research%20Report%20SJ%20Fourie%20Full%20Report.pdf.txt
58b0d258d380804b2bcbdc079410521a
MD5
3
10500/210
oai:uir.unisa.ac.za:10500/210
2022-03-03 09:12:34.942
UnisaIR
uir@unisa.ac.za
TGljZW5zZSBncmFudGVkIGJ5IE1ha2FiYSBNYWNhbmRhIChtYWNhbm1iQHVuaXNhLmFjLnphKSBvbiAyMDA5LTA1LTI3VDA3OjQwOjA1WiAoR01UKToKCk5vbi1FeGNsdXNpdmUgRGlzdHJpYnV0aW9uIExpY2Vuc2UgQWdyZWVtZW50CgpJbiBvcmRlciBmb3IgdGhlIFVuaXZlcnNpdHkgb2YgU291dGggQWZyaWNhIChVTklTQSkgSW5zdGl0dXRpb25hbCBSZXBvc2l0b3J5IHRvIHJlcHJvZHVjZSwgdHJhbnNsYXRlIGFuZCBkaXN0cmlidXRlIHlvdXIgc3VibWlzc2lvbiB3b3JsZHdpZGUsIHlvdXIgYWNrbm93bGVkZ2VtZW50IG9mIHRoZSB0ZXJtcyBiZWxvdyBpcyByZXF1aXJlZC4KCkJ5IGFncmVlaW5nIHRvIHRoaXMgbGljZW5zZSwgeW91ICh0aGUgb3duZXIgb2YgdGhlIHJpZ2h0cykgZ3JhbnQgdG8gVU5JU0EgdGhlIG5vbi1leGNsdXNpdmUgcmlnaHQgdG8gcmVwcm9kdWNlLCB0cmFuc2xhdGUgKGFzIGRlZmluZWQgYmVsb3cpLCBhbmQvb3IgZGlzdHJpYnV0ZSB5b3VyIHN1Ym1pc3Npb24gKGluY2x1ZGluZyB0aGUgYWJzdHJhY3QpIHdvcmxkd2lkZSwgaW4gcHJpbnQgYW5kIGVsZWN0cm9uaWMgZm9ybWF0IGFuZCBpbiBhbnkgbWVkaXVtLCBpbmNsdWRpbmcgYnV0IG5vdCBsaW1pdGVkIHRvIGF1ZGlvIG9yIHZpZGVvLiBZb3UgYWdyZWUgdGhhdCBVTklTQSBtYXksIHdpdGhvdXQgY2hhbmdpbmcgdGhlIGNvbnRlbnQsIHRyYW5zZmVyIHRoZSBzdWJtaXNzaW9uIHRvIGFueSBtZWRpdW0gb3IgZm9ybWF0IGZvciB0aGUgcHVycG9zZXMgb2YgcHJlc2VydmF0aW9uLiBZb3UgYWxzbyBhZ3JlZSB0aGF0IFVOSVNBIG1heSBrZWVwIG1vcmUgdGhhbiBvbmUgY29weSBvZiB0aGlzIHN1Ym1pc3Npb24gZm9yIHRoZSBwdXJwb3NlcyBvZiBzZWN1cml0eSwgYmFjay11cCBhbmQgcHJlc2VydmF0aW9uLiBZb3UgZGVjbGFyZSB0aGF0IHRoZSBzdWJtaXNzaW9uIGlzIHlvdXIgb3JpZ2luYWwgd29yaywgYW5kIHRoYXQgeW91IGhhdmUgdGhlIHJpZ2h0IHRvIGdyYW50IHRoZSByaWdodHMgY29udGFpbmVkIGluIHRoaXMgbGljZW5zZSBhZ3JlZW1lbnQuIFlvdSBhbHNvIGRlY2xhcmUgdGhhdCB5b3VyIHN1Ym1pc3Npb24gZG9lcyBub3QsIHRvIHRoZSBiZXN0IG9mIHlvdXIga25vd2xlZGdlLCBpbmZyaW5nZSB1cG9uIGFueW9uZSBlbHNlJ3MgY29weXJpZ2h0LiBJZiB0aGUgc3VibWlzc2lvbiBjb250YWlucyBtYXRlcmlhbCBmb3Igd2hpY2ggeW91IGRvIG5vdCBob2xkIHRoZSBjb3B5cmlnaHQsIHlvdSBkZWNsYXJlIHRoYXQgeW91IGhhdmUgb2J0YWluZWQgdGhlIHVucmVzdHJpY3RlZCBwZXJtaXNzaW9uIG9mIHRoZSBjb3B5cmlnaHQgb3duZXIgdG8gZ3JhbnQgdG8gVU5JU0EgdGhlIHJpZ2h0cyByZXF1aXJlZCBieSB0aGlzIGxpY2Vuc2UgYWdyZWVtZW50LCBhbmQgdGhhdCBzdWNoIHRoaXJkIHBhcnR5LW93bmVkIG1hdGVyaWFsIGlzIGNsZWFybHkgaWRlbnRpZmllZCBhbmQgYWNrbm93bGVkZ2VkIHdpdGhpbiB0aGUgdGV4dCBvciBjb250ZW50IG9mIHRoZSBzdWJtaXNzaW9uLiBJRiBUSEUgU1VCTUlTU0lPTiBJUyBCQVNFRCBVUE9OIFdPUksgVEhBVCBIQVMgQkVFTiBTUE9OU09SRUQgT1IgU1VQUE9SVEVEIEJZIEFOIEFHRU5DWSBPUiBPUkdBTklaQVRJT04gT1RIRVIgVEhBTiBVTklTQSwgWU9VIERFQ0xBUkUgVEhBVCBZT1UgSEFWRSBGVUxGSUxMRUQgQU5ZIFJJR0hUIE9GIFJFVklFVyBPUiBPVEhFUiBPQkxJR0FUSU9OUyBSRVFVSVJFRCBCWSBTVUNIIENPTlRSQUNUIE9SIEFHUkVFTUVOVC4gVU5JU0Egd2lsbCBjbGVhcmx5IGlkZW50aWZ5IHlvdSBhcyB0aGUgY3JlYXRvciBvZiB0aGUgc3VibWlzc2lvbiwgYW5kIHdpbGwgbm90IG1ha2UgYW55IGFsdGVyYXRpb24sIG90aGVyIHRoYW4gYXMgYWxsb3dlZCBieSB0aGlzIGxpY2Vuc2UgYWdyZWVtZW50LCB0byB5b3VyIHN1Ym1pc3Npb24uIAoKQWxsIGl0ZW1zIGluIHRoZSBVTklTQSBJbnN0aXR1dGlvbmFsIFJlcG9zaXRvcnkgYXJlIHN1YmplY3QgdG8gY29weXJpZ2h0LiBGb3IgbW9yZSBpbmZvcm1hdGlvbiBvbiBTb3V0aCBBZnJpY2FuIGNvcHlyaWdodCBsYXcsIHZpc2l0IHRoZSBTQSBDb3B5cmlnaHQgQWN0IE5vLiA5OCBvZiAxOTc4IChhcyBhbWVuZGVkKSBhdmFpbGFibGUgYXQgaHR0cDovL3d3dy5idXlzLmNvLnphL3B1YmxpY2F0aW9ucy9jeWJlcmxhdy9Db3B5cmlnaHRBY3QuaHRtCg==
oai:uir.unisa.ac.za:10500/1452022-05-11T10:10:43Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Kinyua, Frederick Joses
b9e35ff3-0f3b-4395-9275-1ee1ce084cf3
600
2009-05-08T08:42:29Z
2009-05-08T08:42:29Z
2009-04-09
http://hdl.handle.net/10500/145
1 online resource (134 leaves) :illustrations (chiefly color), color graphs (chiefly color)
en
University of South Africa
Landlords and tenants
Property conflicts
Commercial property
Property ownership
333.54096762
Landlord and tenant -- Kenya
Conflict of laws -- Kenya
Commercial real estate -- Kenya
Right of property -- Kenya
Personal property -- Kenya
Understanding sources of conflict between landlords and tenants in Kenya
Research Report
MBL
ORIGINAL
2005 MBL 3 Research Report FJ Kinyua Full Report.pdf
2005 MBL 3 Research Report FJ Kinyua Full Report.pdf
application/pdf
463961
https://uir.unisa.ac.za/bitstream/10500/145/1/2005%20MBL%203%20Research%20Report%20FJ%20Kinyua%20Full%20Report.pdf
f0d9bbc56dc664e29462a2dda2591492
MD5
1
LICENSE
license.txt
license.txt
text/plain
2182
https://uir.unisa.ac.za/bitstream/10500/145/2/license.txt
052e15192fcd2f301d1924987540001f
MD5
2
TEXT
2005 MBL 3 Research Report FJ Kinyua Full Report.pdf.txt
2005 MBL 3 Research Report FJ Kinyua Full Report.pdf.txt
Extracted text
text/plain
223418
https://uir.unisa.ac.za/bitstream/10500/145/3/2005%20MBL%203%20Research%20Report%20FJ%20Kinyua%20Full%20Report.pdf.txt
c5203191b39805833f7ca3cc51bf87a5
MD5
3
10500/145
oai:uir.unisa.ac.za:10500/145
2022-05-11 12:10:43.84
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/31482022-02-24T06:25:15Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Lubbe, Sam, 1952-
7d9e2ddc-dd31-4344-a65f-6aad062e1e49
600
Bopape, Harry Maishe
707a2d38-a2bc-485b-bd2c-5189052d1f0f
600
2010-03-04T12:53:51Z
2010-03-04T12:53:51Z
2008-10-31
http://hdl.handle.net/10500/3148
Tertiary educational institutes have had many Information Systems developed and implemented for the use of students and lecturers. The problem is that more often than not, the impacts of Information Systems on social communities of organisations have not been taken into account, or insufficient attention has been paid to them. The social impact of Information Systems are rarely taken into account when systems are being designed or implemented, and as a result lead to many Information System failures. This research explores the issues of the interface between information systems and society, and addresses the social impact of these systems. A thorough investigation of the Information Systems and users of those systems at the University of South Africa has been undertaken in this study
Details regarding certain social impact of Information Systems will be discussed. This research proposes a set of guidelines to help ensure that the social impacts of tertiary institutes’ Information Systems are taken into account in the design and implementation of these systems, thereby increasing the chance of success of those systems. Those who stand to benefit from information contained in this study include various tertiary institutes’ faculties of Information Systems and Technology, the departments responsible for the development of those Information Systems, users of those systems, and the social community encompassing those systems.
Graduate School of Business Leadership
M.B.L.
1 online resource (x, 144 leaves) : illustrations (some color), graphs (some color)
en
Information technology
User acceptance
Social informatics
Technology adoption
Socio-technical systems
Social context
User involvement
Information Systems
303.48340968
University of South Africa
Information technology -- Social aspects -- South Africa
Educational technology -- Social aspects -- South Africa
Universities and colleges -- Technological innovations -- South Africa
College students -- Effect of technological innovations on -- South Africa
College teachers -- Effect of technological innovations on -- South Africa
Social impact of information technology : implications for a tertiary institute
Research Report
ORIGINAL
2008 MBL 3 Research Report HM Bopape.pdf
2008 MBL 3 Research Report HM Bopape.pdf
application/pdf
901478
https://uir.unisa.ac.za/bitstream/10500/3148/1/2008%20MBL%203%20Research%20Report%20HM%20Bopape.pdf
f53d58aa1ba7672b6951f84d9f97b1ac
MD5
1
LICENSE
license.txt
license.txt
text/plain
2328
https://uir.unisa.ac.za/bitstream/10500/3148/2/license.txt
5b541b092e6e43791786e09b78787558
MD5
2
TEXT
2008 MBL 3 Research Report HM Bopape.pdf.txt
2008 MBL 3 Research Report HM Bopape.pdf.txt
Extracted text
text/plain
197071
https://uir.unisa.ac.za/bitstream/10500/3148/3/2008%20MBL%203%20Research%20Report%20HM%20Bopape.pdf.txt
14942bf4d20e66d3615fe63758ce2b61
MD5
3
10500/3148
oai:uir.unisa.ac.za:10500/3148
2022-02-24 08:25:15.875
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/41512023-03-28T11:29:06Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Serumaga-Zake, Philip A. E.
c317935a-91fa-4475-9a32-d7d2a9e8be28
600
Demelash Tebik Fenta
6f09d75e-ce00-4200-b5b4-decb6b76de40
600
2011-05-05T08:40:06Z
2011-05-05T08:40:06Z
2010-11
http://hdl.handle.net/10500/4151
MBL 3 Research Report
Bagasse which is the fibrous residue that remains after sugar is extracted from sugar cane is used as an alternative source of raw material for pulp and paper manufacturing across many parts of the world. But here in Ethiopia, the ever growing demand of paper and paper products seems to be in quite contrast to the presence of no one pulp mill in the country. It is believed that the scarce availability of pulp raw materials and the requirement of huge capital for investment are the two main reasons why there is no one pulp mill in the country.
On the other hand, the massive new capital investment for new sugar factories and the vigorous expansion of the existing once seems to have a promising and potential source of pulp raw material as this leaves quite huge amount of bagasse that can be used for pulp and paper manufacturing.
In countries like Ethiopia where alternative energy sources such as the hydro- electric power (HEP), wind, and geothermal are relatively cheaper, using bagasse for electric generation is considered low value use for a higher value resource and this was the most important issue that this particular study has tried to address.
This study investigated the economic significance of using bagasse as a source of raw material for pulp and paper manufacturing. The study also compared this issue with the currently undergoing practices of cogeneration, where bagasse is burnt in the sugar mill boilers to produce steam and generate electricity. Operating mills and sugar mill projects that are expected to be realized in the near future were analysed to determine the bagasse pulping potential of the country. Stakeholders and company executives were interviewed to complement the result obtained from mills‟ operation performances.
The result revealed that using bagasse for pulp and paper manufacturing is economically feasible and more significant than using it for cogeneration. And also, the stakeholders‟ and executives‟ opinion survey suggested that using bagasse for pulp and paper manufacturing is economically advantageous and strategic issue for the overall economic growth of the country. This is because bagasse pulping enhances the economic utilization of available resources, and enables the local production of pulp and paper which further facilitates the development of other strategic sectors such as the education, agriculture and chemical.
As part of its investigation, this study not only investigated the economic significance of producing pulp and paper from the substance bagasse, and that the printing and packaging industry be enhanced and developed to the desired level, but also it promoted the sugar mills so that they can save and sale their bagasse with a price that is better than the price for the equivalent electrical energy which ultimately helps them to remain competitive in the prevailing international sugar market.
Therefore, as the per capita consumption of paper and paper products specifically and the chemical sector development in general directly measures the economic development of a given country, government should promote the sector and show its strategic commitment in creating a conducive working environment for both local and foreign private investors. This in turn helps local and foreign private investors to inject capital investment and transfer technology and management knowhow to the country.
Finally, an integrated effort among all the stakeholders including the government, company executives, the owners of capital, and the community in general is required in order for the country to achieve its Millennium Development Goals where the vision is to build poverty free and medium income earning Ethiopia
Graduate School of Business Leadership
M. B. L.
1 online resource (ix, 85 pages) : illustrations
en
Bagasse
Ethiopia
Electricity generation
Paper and pulp manufacturing
Cogeneration
338.476760963
Bagasse industry -- Ethiopia
Raw materials -- Economic aspects -- Ethiopia
Textile industry -- Economic aspects -- Ethiopia
The economic significance of using bagasse as a source of raw material for pulp manufacturing : a case of Ethiopia
Research Report
LICENSE
license.txt
license.txt
text/plain
2086
https://uir.unisa.ac.za/bitstream/10500/4151/2/license.txt
5a8380f43fc3bfc009bcc52e209f8255
MD5
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ORIGINAL
2010 MBL3 Research Report Demelash Tebik Fenta.pdf
2010 MBL3 Research Report Demelash Tebik Fenta.pdf
application/pdf
820924
https://uir.unisa.ac.za/bitstream/10500/4151/1/2010%20MBL3%20Research%20Report%20Demelash%20Tebik%20Fenta.pdf
c0e46d6ef6a029ec941d9263e6eedb09
MD5
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TEXT
2010 MBL3 Research Report Demelash Tebik Fenta.pdf.txt
2010 MBL3 Research Report Demelash Tebik Fenta.pdf.txt
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186595
https://uir.unisa.ac.za/bitstream/10500/4151/3/2010%20MBL3%20Research%20Report%20Demelash%20Tebik%20Fenta.pdf.txt
72d4e5b38ad089958d757923d391bf4d
MD5
3
10500/4151
oai:uir.unisa.ac.za:10500/4151
2023-03-28 13:29:06.516
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/61242022-02-15T11:02:50Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Rwelamila, Pantaleo
Maponya, Vincent Mahlatse
6ec2525e-c262-4baf-930b-efad3886c8c3
500
2012-08-20T11:51:08Z
2012-08-20T11:51:08Z
2012-08-20
http://hdl.handle.net/10500/6124
Bibliography: leaves 160-174
Organizations are seen as custodians of portfolio of projects and are increasingly delivering their businesses through multiple complex programs. To be successful in delivering their businesses, these organizations are required to build a project management capability within their structures. Projects today have become far more than solving of technical problems; they have become more of venues for mastering business and change. Project maturity is used as an indication of or a measurement of the organisation’s ability to use projects for different purposes. An organisational Project Management Maturity Assessment is an effective method for establishing a baseline and provides an impetus for organisational change.
Project Management Maturity Models are regarded as effective tools for benchmarking and implementing improvements in organisational performance. In this Dissertation, a study in applying project management maturity model to review, assess, and analyze the degree of organizational project management maturity of one of the Professional Soccer clubs participating in the Premier Soccer League (PSL) in South Africa is presented. The project management practices and capabilities of the PSL Soccer clubs are reflected.
The purpose of this paper is to not only demonstrate the methodology and results of the assessment, but to also report on the outcome of the study and propose the necessary recommendations for improvement. The research was strictly focused on those Professional Soccer clubs which are participating in the South African PSL. For confidentiality purposes, the club in this dissertation is referred to as “The Club”.
There has been no similar study that has been carried out in this field before. Therefore, this study aims to break new grounds in conducting a research of this kind in this specific sports field.
The main research question posed in this study is:
What is the level of organizational project management maturity of the South African PSL Soccer clubs?
This research question is supported by five other sub-questions which are answered in a research chapter dealing with the synthesis and analysis of the research results. These research questions were motivated by the following reasons:
Organizations are changing drastically in their fundamental ways of conducting business. This change is happening within a short period of time and at an accelerated pace. This change occurs both structurally, operationally, and culturally in response to factors such as globalization, new technology, competition, and the world economy that is various challenges in the marketplace. Organizations are also under pressure to improve on their performance in order to maintain high levels of competitiveness and continue to be successful in the global marketplace and therefore, consistent improvement on their projects or program delivery is required in order to attain competitive advantage and sustained growth.
Therefore, considering the reasons presented above, the researcher found it necessary to evaluate the current levels of project management maturity in the PSL Soccer clubs.
In order to achieve the study objectives two models were used as tools to assess the degree of The Club’s project management maturity and further highlighted a recommended path for improvement. Firstly, Organisational Project Management Maturity (OPM3) model, which is a standard developed under the stewardship of Project Management Institute (PMI), was used as the main model. Secondly, the Integrated Management Systems Incorporated’s (IMSI) project management assessment model was also used as a supporting model.
Graduate School for Business Leadership
MBL
1 online resource (xviii, 224 leaves; color graphs, tables)
2011 MBL 3 Research Report
Project management maturity
Professional football
PSL soccer clubs
Sport clubs
Premier Soccer League
Soccer
658.40468
Project management -- South Africa
Soccer teams -- South Africa
Premier Soccer League (South Africa)
Project management maturity of football sports club in South Africa: the case of PSL football clubs
Research report
ORIGINAL
2011 MBL3 Research Report VM Maponya1.pdf
2011 MBL3 Research Report VM Maponya1.pdf
application/pdf
143677
https://uir.unisa.ac.za/bitstream/10500/6124/1/2011%20MBL3%20Research%20Report%20VM%20Maponya1.pdf
cc0b5e8cbc2a68e2536d8314123620e4
MD5
1
2011 MBL3 Research Report VM Maponya2.pdf
2011 MBL3 Research Report VM Maponya2.pdf
application/pdf
13892232
https://uir.unisa.ac.za/bitstream/10500/6124/2/2011%20MBL3%20Research%20Report%20VM%20Maponya2.pdf
4ec9bef8f9b623346b235189e43c02b0
MD5
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LICENSE
license.txt
license.txt
text/plain
1748
https://uir.unisa.ac.za/bitstream/10500/6124/3/license.txt
8a4605be74aa9ea9d79846c1fba20a33
MD5
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TEXT
2011 MBL3 Research Report VM Maponya1.pdf.txt
2011 MBL3 Research Report VM Maponya1.pdf.txt
Extracted text
text/plain
19240
https://uir.unisa.ac.za/bitstream/10500/6124/6/2011%20MBL3%20Research%20Report%20VM%20Maponya1.pdf.txt
9163f091d9c1d117d2e2b67d975232cd
MD5
6
2011 MBL3 Research Report VM Maponya2.pdf.txt
2011 MBL3 Research Report VM Maponya2.pdf.txt
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text/plain
342382
https://uir.unisa.ac.za/bitstream/10500/6124/7/2011%20MBL3%20Research%20Report%20VM%20Maponya2.pdf.txt
19b06bcc7c50a60216d882df90b06038
MD5
7
10500/6124
oai:uir.unisa.ac.za:10500/6124
2022-02-15 13:02:50.217
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/31382022-02-24T09:12:37Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Makin, V. (Prof)
Shipham, Sidney
Brand, Colin George
4433cbfe-317d-4b83-b1b6-4aec6189d914
600
2010-03-04T10:24:02Z
2010-03-04T10:24:02Z
2006
http://hdl.handle.net/10500/3138
The study explores the role that the CEO plays in the facilitation of the Strategic Management Process (SMP) within the small and medium sized companies on the JSE with a turnover between R10 to R80 mil. In answering the question “Is the facilitation of the SMP vested in the CEO alone or does he/she share the overall responsibility with Executives, Functional Managers, Supervisors or Consultants? In response to this question the findings purport that the majority view (69%) strengthen the CEO’s influential role in the facilitation of the SMP. This was evident within the launching and growth phase of the company, where the owner plays a big role as the visionary and as there is no formal distinction between the facilitation and the SMP. In contrast, we have to acknowledge the minority view (31%) of CEO’s who engages Executives, Functional Managers, Supervisors, Consultants and other selected personnel in strategic discussions, in ways to leverage their perspective and insights and create shared meaning and ownership. This could be used to develop skills in facilitation, reaffirm team norms and develop agility to respond timeously and strategically to rapid change. This bridges the transition from the higher growth phase and lower maturity phase of the company. For that reason this will enhance decision making, creativity, collaboration, enumerate core values and stimulate growth within the company.
M.B.L.
1 online resource (240 leaves) : illustrations (some color)
en
Strategic management process
Leadership
CEO
Strategy formulation
658.40120968
Johannesburg Stock Exchange
Leadership -- South Africa -- Johannesburg
Executive ability -- South Africa -- Johannesburg
Industrial management -- South Africa -- Johannesburg
Exploratory study on how the CEO facilitates the strategic management process within small and medium sized companies of the Johannesburg stock exchange (R10-80 mil turn-over)
Research Report
ORIGINAL
2006 MBL 3 Research Report CG Brand.pdf
2006 MBL 3 Research Report CG Brand.pdf
application/pdf
1641458
https://uir.unisa.ac.za/bitstream/10500/3138/1/2006%20MBL%203%20Research%20Report%20CG%20Brand.pdf
317e423dfa5d7d2bb0038e3d835c2bd4
MD5
1
LICENSE
license.txt
license.txt
text/plain
2328
https://uir.unisa.ac.za/bitstream/10500/3138/2/license.txt
3b67b8962a71ee2e2c9910990955a3a7
MD5
2
TEXT
2006 MBL 3 Research Report CG Brand.pdf.txt
2006 MBL 3 Research Report CG Brand.pdf.txt
Extracted text
text/plain
380834
https://uir.unisa.ac.za/bitstream/10500/3138/3/2006%20MBL%203%20Research%20Report%20CG%20Brand.pdf.txt
cda91bccf05291bb0765628c478d724b
MD5
3
10500/3138
oai:uir.unisa.ac.za:10500/3138
2022-02-24 11:12:37.293
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/902022-08-02T08:56:06Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Ochonogor, Chukunoye Enunuwe
8a018e1c-f63c-4d62-becf-0ae806bf5926
600
Dube, Phila Knowledge
f818e85e-106c-4412-885a-12c9ac4a534d
600
2009-03-11T12:54:51Z
2009-03-11T12:54:51Z
2009-03-11T12:54:51Z
http://hdl.handle.net/10500/90
Convergence, the resulting new business and emerging leadership, regulated environment and strategy, telecoms costs as barrier to entry, enablement of global market places.
The market environment of telecommunications in South Africa is such that currently there is only one provider of fixed-line services. This has contributed to much claims of prices of incumbent being too high. The government has licensed operators and service providers to compete with Telkom in an attempt to lower the costs of telecommunications in South Africa.
The purpose of this research is to understand the relevance and nature of
pricing policies, critically evaluate the management of pricing policies,
research literature, theory and also the impact that these pricing policies have
had on the business of Telkom. The research was conducted by analysing Telkom pricing related documents, financial statements and conducting interviews. The research found that the price-cap regulation has restricted
flexibility in the pricing policies and that Telkom has adopted a short-term based approach to management of the pricing policies.
Graduate School of Business Leadership
M.B.L.
1 online resource (vii, 64 leaves) : illustrations, tables, graphs (some color)
en
Technologies for competitiveness
Critical technologies
338.470040968
Information technology -- Economic aspects -- South Africa
Corporations -- South Africa -- Growth
Economic development -- South Africa
Telecommunication -- Economic aspects -- South Africa
Telecoms (ICT) as driver for business growth in SA
Research Report
LICENSE
license.txt
license.txt
text/plain
2183
https://uir.unisa.ac.za/bitstream/10500/90/3/license.txt
575349b65648a0d83902e96f69f8328c
MD5
3
ORIGINAL
2007 MBL research report PK Dube full report.pdf
2007 MBL research report PK Dube full report.pdf
Full report
application/pdf
199771
https://uir.unisa.ac.za/bitstream/10500/90/1/2007%20MBL%20research%20report%20%20PK%20Dube%20full%20report.pdf
84b110dab8a811ad57ecc39c6026c0ee
MD5
1
2007 MBL research report PK Dube Cover & Contents.pdf
2007 MBL research report PK Dube Cover & Contents.pdf
Cover and contents
application/pdf
27883
https://uir.unisa.ac.za/bitstream/10500/90/2/2007%20MBL%20research%20report%20PK%20Dube%20Cover%20%26%20Contents.pdf
2812b9403b16b31ff177c092b844ef1e
MD5
2
TEXT
2007 MBL research report PK Dube full report.pdf.txt
2007 MBL research report PK Dube full report.pdf.txt
Extracted text
text/plain
79527
https://uir.unisa.ac.za/bitstream/10500/90/5/2007%20MBL%20research%20report%20%20PK%20Dube%20full%20report.pdf.txt
6b8f7a1e124f9f3e05f7e09e8a0dfa85
MD5
5
2007 MBL research report PK Dube Cover & Contents.pdf.txt
2007 MBL research report PK Dube Cover & Contents.pdf.txt
Extracted text
text/plain
9132
https://uir.unisa.ac.za/bitstream/10500/90/6/2007%20MBL%20research%20report%20PK%20Dube%20Cover%20%26%20Contents.pdf.txt
32778e2ffd24fe23111d08116b5119e6
MD5
6
10500/90
oai:uir.unisa.ac.za:10500/90
2022-08-02 10:56:06.389
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/41522022-04-14T08:48:12Zcom_10500_19909col_10500_19913
Serumaga-Zake, Philip A.E.
Hanna Ketselamaryam Hailu
5a6341f1-b18d-4db6-b971-bc659596eb46
500
2011-05-05T08:40:41Z
2011-05-05T08:40:41Z
2011-05-05
2010 December
http://hdl.handle.net/10500/4152
Taking the Gullele handlooms cluster development intervention program in Ethiopia as
a case study, this paper tries to identify the critical success factors attributable to micro
and small enterprises cluster development initiatives. To this end, document analysis,
semi-structured interview, and focus group discussion methods are widely employed. It
is found in the study that the development of strong trust within the cluster community,
stability of key actors of cluster development, the existence of functional networks,
adequate physical infrastructures, availability of raw materials, access to finance, the
level of production technology and market promotion are essential factors in bringing
success to cluster development. The study has also found out that in order to realize the
contributions of these success factors within a specific cluster development program,
macro level policy improvements, fostering valuable networks and relationships, and
upgrading level of cluster concepts among various actors are of critical importance.
Finally, to sustain the benefits of cluster development efforts, cluster development
agents should facilitate the macro and micro environment of the cluster keeping their
interventions intact.
Graduate School of Business Leadership
M. B. L.
1 online resource (ix, 104 pages) : illustrations (mostly color), photographs
en
Ethiopia
Micro enterprises
Small enterprises
Gullele handloom clusters
Cluster development
338.476770963
Small business -- Ethiopia
Manufacturing processes -- Ethiopia
Textile fabrics -- Ethiopia
Textile design -- Ethiopia
Clothing trade -- Ethiopia
Business networks -- Ethiopia
Industrial clusters -- Ethiopia
Success factors in micro and small enterprises in cluster development: case of Gullele handloom clusters in Ethiopia
Research Report
ORIGINAL
2010 MBL3 Research Report Hanna Ketselamaryam Hailu.pdf
2010 MBL3 Research Report Hanna Ketselamaryam Hailu.pdf
application/pdf
716417
https://uir.unisa.ac.za/bitstream/10500/4152/1/2010%20MBL3%20Research%20Report%20Hanna%20Ketselamaryam%20Hailu.pdf
c785f7404e465719dafddad09bf97201
MD5
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LICENSE
license.txt
license.txt
text/plain
2086
https://uir.unisa.ac.za/bitstream/10500/4152/2/license.txt
5a8380f43fc3bfc009bcc52e209f8255
MD5
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TEXT
2010 MBL3 Research Report Hanna Ketselamaryam Hailu.pdf.txt
2010 MBL3 Research Report Hanna Ketselamaryam Hailu.pdf.txt
Extracted text
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205836
https://uir.unisa.ac.za/bitstream/10500/4152/3/2010%20MBL3%20Research%20Report%20Hanna%20Ketselamaryam%20Hailu.pdf.txt
baae0f50dc769ebadc0666536a150ca4
MD5
3
10500/4152
oai:uir.unisa.ac.za:10500/4152
2022-04-14 10:48:12.588
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/269622022-03-01T07:22:15Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Visser, Hennie
c9709608-97e6-4e1f-abc4-368fae7d6c1d
600
Modise, Mpho-Entle Puleng
d5b7944e-6cb1-4839-ac2a-aa6e485eba9b
600
2020-12-15T14:43:16Z
2020-12-15T14:43:16Z
2014-03-20
http://hdl.handle.net/10500/26962
Technology has the ability to open up completely new markets and to radically shake up
existing ones. The major breakthroughs in technology have altered the relationships
between marketers and consumers, and did so on a global scale, but according to Ryan
and Jones (2009), marketing is not about technology, it’s about people. Technology is only
interesting, from a marketing perspective, when it connects people with other people more
effectively. Digital marketing, like traditional marketing is not about the technology and tools
used, but it’s also about people, it’s about people connecting with other people, and building
relationships.
The World Wide Web (WWW or the web) is a universal platform for information exchange,
and it provides a channel through which businesses may display and generate sales on
their offerings and communicate with their targeted audiences. The purpose of the
proposed study is to explore and study how effective internet marketing strategies are for
new students at ODL institutions, specifically Unisa. As Singh’s (2002) research clearly
indicate the tremendous potential of the Internet and its ability to exposes new business
opportunities for organizations, the study aimed at exploring the perceptions of the new
students as to how helpful and effective the internet marketing strategies are before and
and/or during the pre-registration period. This study found that there is considerable
variation in the students’ perception of the website’s navigation and link functionality, overall
performance and the quality of education information.
The effectiveness and usability of a website as a marketing strategy lies in the successful
interaction of the students (and other users) with the website and this can only be
accurately measured by assessing user performance, satisfaction, and acceptability
(Bevan, Kirakowski, and Maissel, 1991). The main purpose of a university website is to
provide information to current and potential clients and to promote and market the
organization, which means university website is primarily a means of communication, first to
inform and second to promote. This study provided evidence that in order for university to
effectively market itself using their website, the university’s relevant bodies need to engage
in continuous improvement of the website.
One of the most effective ways of evaluating one’s website is to involve those users for
whom the website is designed for, in this case, firstly students, and other relevant
stakeholders. The results clearly indicated a need for the university to conduct further
research that may include a wider population.
Graduate School of Business Leadership
M.B.L.
1 online resource (98 leaves) : illustrations (some color), color graphs
en
378.1980968
College students -- Recruiting -- South Africa
Universities and colleges -- Internet marketing -- South Africa
University of South Africa
Distance education -- Internet marketing -- South Africa
Education, Higher -- internet marketing -- South Africa
Perceptions of the effectiveness of internet marketing strategies for first-time students in an ODL institution
Research Report
ORIGINAL
MBL 3 MP MODISE Final Edited (21 March) Edited.pdf
MBL 3 MP MODISE Final Edited (21 March) Edited.pdf
application/pdf
1873473
https://uir.unisa.ac.za/bitstream/10500/26962/1/MBL%203%20MP%20MODISE%20Final%20Edited%20%2821%20March%29%20Edited.pdf
b95212700c24ce5639f8ff8755a5e6ab
MD5
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license.txt
license.txt
text/plain
2377
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d092ffbe1a6c5204ac648c7060f5ae6a
MD5
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10500/26962
oai:uir.unisa.ac.za:10500/26962
2022-03-01 09:22:15.819
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/31472022-02-18T12:18:12Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Masiye, Bryton
Khoza, Andries David
568abc7a-3e21-4867-acba-86d60b330ed8
600
2010-03-04T12:50:36Z
2010-03-04T12:50:36Z
2008-12-01
http://hdl.handle.net/10500/3147
Purpose – To investigate the utilisation of intranet as a knowledge management (KM) tool in South African organisations
Findings – The intranet is under utilised in many South African organisations, only 25 percent of the organisations represented in the survey has indicated to have been using the intranet as a tool to facilitate knowledge management. Most respondents indicated that emails and meetings were most effectively utilised as knowledge management tools in their respective organisations. The study also reveals that the content on the intranet is mainly focused on policies, employee contacts and communication bulletins. Employees do not contribute directly to the intranet content, hence the content on the intranet is mainly generic in nature; Information Technology (IT) teams, management and Human Resource (HR) teams are the main contributors of the intranet content.
Research limitations/implications – Further research is needed to compare and deduce the benefits of utilising the intranet as a knowledge management tool with regard to business performance indexes such as, competitive advantage, market share, profits, long term growth, bottom line, sales, turnover, cost savings, etc.
Graduate School of Business Leadership
M.B.L.
1 online resource (74 leaves) : color graphs
en
Intranet
Knowledge management
Intranet utilisation
Knowledge management tool
Utilisation of intranet as a knowledge management tool
South African organisations
658.40380968
Knowledge management -- South Africa
Information resource management -- South Africa
Information technology -- South Africa
Management information systems -- South Africa
Intranets (Computer networks) -- South Africa
Utilisation of intranet in South African organisations as a knowledge management tool
Research Report
ORIGINAL
2008 MBL 3 Research Report AD Khoza.pdf
2008 MBL 3 Research Report AD Khoza.pdf
Main Report
application/pdf
344244
https://uir.unisa.ac.za/bitstream/10500/3147/1/2008%20MBL%203%20Research%20Report%20AD%20Khoza.pdf
c50bd7fd9b8c624ca54862824d7faa2d
MD5
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2008 MBL 3 Research Report AD Khoza Research Data.xls
2008 MBL 3 Research Report AD Khoza Research Data.xls
Research data
application/vnd.ms-excel
227328
https://uir.unisa.ac.za/bitstream/10500/3147/2/2008%20MBL%203%20Research%20Report%20AD%20Khoza%20Research%20Data.xls
c22d2ae44a62ed02f00bed5bfd45b06a
MD5
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license.txt
license.txt
text/plain
2328
https://uir.unisa.ac.za/bitstream/10500/3147/3/license.txt
3379bb5c4b11b4f8d711eae0ffd87b98
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2008 MBL 3 Research Report AD Khoza.pdf.txt
2008 MBL 3 Research Report AD Khoza.pdf.txt
Extracted text
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116013
https://uir.unisa.ac.za/bitstream/10500/3147/4/2008%20MBL%203%20Research%20Report%20AD%20Khoza.pdf.txt
02c7bb259644f6276a83233b1ac428ca
MD5
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10500/3147
oai:uir.unisa.ac.za:10500/3147
2022-02-18 14:18:12.667
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/61352022-02-15T09:36:26Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Steyn, Renier
Prem, Shobhana
28009070-0b43-4b08-9ba3-ac66e3398be3
500
2012-08-20T12:30:20Z
2012-08-20T12:30:20Z
2012-08-20
http://hdl.handle.net/10500/6135
Bibliography: leaves 84-91
The aim of this research was to adapt and evaluate a measure of organizational culture for use in the mining industry in South Africa. The importance of this study lies in the fact that norms for the measure of organizational culture in the mining industry are not currently available. This research document details the process that was followed to establish a list of items that would measure organizational culture. In order to do this, theories of organizational culture were studied. The knowledge gained from this process resulted in the Denison‟s Organizational Culture Survey being adapted to measure organizational culture in the mining industry. For the purpose of this study a quantitative methodology was adopted using opportunity sampling. The sample (n=147) was obtained from three mining companies.
Graduate School of Business Leadership
MBL
1 online resource (vii, 99 leaves; tables, illustrations)
2011 MBL 3 Research Report
Mining industry, South Africa
Organization culture
658.40630968
Mineral industries -- South Africa
Corporate culture -- South Africa
Corporate image -- South Africa
Organizational change -- South Africa
The adaptation and evaluation of a measure of organizational culture in the mining industry in South Africa
Research Report
LICENSE
license.txt
license.txt
text/plain
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ORIGINAL
2011 MBL3 Research Report S Prem.pdf
2011 MBL3 Research Report S Prem.pdf
application/pdf
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https://uir.unisa.ac.za/bitstream/10500/6135/1/2011%20MBL3%20Research%20Report%20S%20Prem.pdf
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2011 MBL3 Research Report S Prem.pdf.txt
2011 MBL3 Research Report S Prem.pdf.txt
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10500/6135
oai:uir.unisa.ac.za:10500/6135
2022-02-15 11:36:26.525
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/31492023-07-19T08:50:23Zcom_10500_19909com_10500_506com_10500_18562col_10500_19913col_10500_507col_10500_18564
Visser, J. H.
a57897de-e1b3-4c57-b118-5f0b52e57eb9
600
Jordaan, Rudolph Eduard
54cb721f-96cd-4b7a-81e4-32e34b7aff39
600
2010-03-04T14:08:10Z
2010-03-04T14:08:10Z
2010-03-04T14:08:10Z
http://hdl.handle.net/10500/3149
The purpose of this paper is to determine whether marketing leaders have
different skills and leadership qualities in comparison to know leadership theory.
In addition, the researcher will aim to establish clear cut ways of identifying the
leadership skills and qualities that are unique to marketing managers. There
seems to be a lack of literature on this subject, however, the researcher will aim
to establish value added relevance that will justify the purpose of and reasons
behind this study. The research will take the form of a qualitative study,
specifically because no prior focussed research in this regard has been done.
For the purposes of this paper a case study approach will be followed, as it will
assist the Researcher in learning and understanding more about what leadership
qualities marketing leaders have.
Data will be collected by means of in-depth interviews with marketing leaders,
observations in the researcher's own business environment as well as job
advertisements in newspapers and other sources stating what is expected of
candidates and what type of candidates are required for the position.
The respondents interviewed for the purposes of this study were from a diverse
range of industries. An enlightening aspect was that most of their answers were
more or less the same. This leads the Researcher to believe that these
individuals have years of experience in leadership positions. This is reflected by
the fact that the respondents have a good idea of what is required to be a good
leader and that they apply it in their working environment.
There are a set of basic leadership qualities that are the same for all the
leaders/managers in an organisation. There are differences between various
managers in an organisation and the leadership styles they apply and the
function often determine the leadership qualities that are important. Each leader
has different qualities and their personality also plays a great role in the
leadership style they apply. What distinguishes marketing leaders is the fact that they should be more outward focussed, more creative and visionary than their
counterparts. This requires from them to be sensory about their environment.
They need to embrace change and be able to work with a diverse range of
people.
Marketing managers often have to deal with external media and unhappy clients,
other managers are fairly isolated from this. Marketing managers have to
brainstorm and come up with new ideas almost on a daily basis. They have to
handle communication both internal and external to the organisation and have to
work with all the departments on a daily basis.
Surprisingly the best manager to lead an organisation would be a Marketing
Manager. They are supposed to take the organisation forward. The way the
industry and business in general is structured, almost paves the way for the
Marketing function to start taking the lead in organisations.
Focussed research is required to shed more light on this issue. It will lead to the
generation of profiles for all managers in an organisation, specifically for
marketing managers. This will assist organisations in the recruitment and
selection of the ideal candidates.
Organisations and the external business environment need to change their
perception of the marketing function. Marketing is much more than promotions,
events and "bells and whistles". It is a profit driven function, which has a big
impact on the profitability and survival of an organisation. Therefore
organisations should focus on the development of the skills and leadership
qualities of their marketing managers.
Graduate School of Business Leadership
M.B.L.
1 online resource (92 pages)
en
Leadership
Marketing
658.8
Leadership
Executives
Marketing
Marketing executives
Leadership -- Ability testing
Leadership qualities of marketing leaders
Research Report
ORIGINAL
2008 MBL 3 Research Report R E Jordaan.pdf
2008 MBL 3 Research Report R E Jordaan.pdf
application/pdf
336738
https://uir.unisa.ac.za/bitstream/10500/3149/1/2008%20MBL%203%20Research%20Report%20R%20E%20Jordaan.pdf
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LICENSE
license.txt
license.txt
text/plain
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04fa2cd4b2ece3dc6d89a12ae14c7a24
MD5
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TEXT
2008 MBL 3 Research Report R E Jordaan.pdf.txt
2008 MBL 3 Research Report R E Jordaan.pdf.txt
Extracted text
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516a08d9f3b5ffe564be9621b6b95b8a
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10500/3149
oai:uir.unisa.ac.za:10500/3149
2023-07-19 10:50:23.77
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/1352022-06-29T12:50:38Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Visser, Hennie
c9709608-97e6-4e1f-abc4-368fae7d6c1d
600
Van Zyl, J.J.
6cf29313-15e0-4951-a9cb-4f01041b401a
600
2009-04-06T12:37:16Z
2009-04-06T12:37:16Z
2007-11
http://hdl.handle.net/10500/135
1 online resource (iv, 121 leaves) : color illustrations, tables, graphs
en
Internal marketing
Operational effectiveness
658.80968
Marketing -- South Africa -- Middelburg -- Management
Marketing channels -- South Africa -- Middelburg
Coal mines and mining -- South Africa -- Middelburg
Organizational effectiveness -- South Africa -- Middelburg -- Measurement
The effect of internal marketing on operational effectiveness
Research Report
Graduate School of Business Leadership
M.B.L.
ORIGINAL
2007 MBL 3 Research Report J J Van Zyl.pdf
2007 MBL 3 Research Report J J Van Zyl.pdf
application/pdf
2079999
https://uir.unisa.ac.za/bitstream/10500/135/1/2007%20MBL%203%20Research%20Report%20J%20J%20%20Van%20Zyl.pdf
a15a18a3b4aacfc1efba6d7d857c346d
MD5
1
LICENSE
license.txt
license.txt
text/plain
2193
https://uir.unisa.ac.za/bitstream/10500/135/2/license.txt
e2664dc4206a13ad06b64d784b7a3aab
MD5
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TEXT
2007 MBL 3 Research Report J J Van Zyl.pdf.txt
2007 MBL 3 Research Report J J Van Zyl.pdf.txt
Extracted text
text/plain
234303
https://uir.unisa.ac.za/bitstream/10500/135/3/2007%20MBL%203%20Research%20Report%20J%20J%20%20Van%20Zyl.pdf.txt
1d0062200b0c9d7c7f523a56df6b9fa5
MD5
3
10500/135
oai:uir.unisa.ac.za:10500/135
2022-06-29 14:50:38.265
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/2092022-03-03T07:11:27Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Gaybba, Solomon Godfried
cd868259-e83a-41b1-a3bf-d8af33b27e3c
600
2009-05-27T09:43:04Z
2009-05-27T09:43:04Z
2006-11
http://hdl.handle.net/10500/209
The South African Post Office is investing large amounts of money in IT.
Organisations were encouraged by the notion that investing in IT correlates with higher returns and the delivery of expected results by replacing the human component in organisations. The employment of IT within business has often resulted in the replacement of old problems with new and the expected business benefits of IT not realised.
The primary research objective was to determine the relationship between IT expenditure and the financial performance of a firm. The secondary research objective was to explore the perceived value of IT investment in SAPO.
The study followed an exploratory case study approach. In addressing the primary research objective, statistical techniques were employed to determine the relationship between IT expenditure and the financial performance of the firm. The secondary research objective was addressed using survey research to explore the perceived value of IT investment amongst a sample of management within SAPO.
Results indicated that a significant positive relationship existed between IT expenditure and net profit at a lag of around six to eight months. This
suggests that IT expenditure does in fact have a positive effect on the
financial performance of the SAPO, but as was found in similar other studies, only after a time period.
The findings suggested that IT is considered a strategic and tactical
component within SAPO and therefore a necessary business expense. It is also perceived by the majority to be efficient. However, the findings also suggested that respondents were not convinced that IT is able to increase sales, reduce cost or meet customer requirements.
In the light of the above, it is recommended that the value of IT, both on a financial basis and perceived basis, be measured regularly. It should be
incorporated into review reports such as the Balanced Scorecard, to ensure
that personnel and management takes cognisance of IT expenditure and that
real effort should be made to evaluate its effect on the business at all levels.
Graduate School of Business Leadership
M.B.L.
1 online resource (viii, 92 leaves) : illustrations, color graphs
en
Technology
Technology for competitiveness
354.7590968
South African Post Office -- Information technology -- Case studies
Business enterprises -- Technological innovations -- South Africa -- Case studies
Business enterprises -- Information technology -- South Africa -- Management -- Case studies
South African Post Office -- Capital investments -- Case studies
Return on investment in information technology in the South African Post Office
Research Report
ORIGINAL
2006 MBL 3 Research Report SG Gaybba.pdf
2006 MBL 3 Research Report SG Gaybba.pdf
application/pdf
571200
https://uir.unisa.ac.za/bitstream/10500/209/1/2006%20MBL%203%20Research%20Report%20SG%20Gaybba.pdf
01d8819453d948c68e40bfdb3e9710b0
MD5
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LICENSE
license.txt
license.txt
text/plain
2182
https://uir.unisa.ac.za/bitstream/10500/209/2/license.txt
50d34f08b1211b140e9007bf46586a1a
MD5
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TEXT
2006 MBL 3 Research Report SG Gaybba.pdf.txt
2006 MBL 3 Research Report SG Gaybba.pdf.txt
Extracted text
text/plain
164313
https://uir.unisa.ac.za/bitstream/10500/209/3/2006%20MBL%203%20Research%20Report%20SG%20Gaybba.pdf.txt
1d200e16eb323813ca64d69e13140216
MD5
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10500/209
oai:uir.unisa.ac.za:10500/209
2022-03-03 09:11:27.008
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/41582022-06-14T12:51:13Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Wollela Abehodie
Zewdu Seyoum Semu
b9c58483-266c-4011-aab4-9826b8ac633b
600
2011-05-05T08:43:50Z
2011-05-05T08:43:50Z
2010-12-15
http://hdl.handle.net/10500/4158
Bibliography: leaves 84-91
This study intends to assess the impact of reducing or restricting loan disbursement
on the performance of banks in Ethiopia. It also attempts to examine the possible
factors that compel the banks to reduce or restrict lending. Quantitative method
particularly survey design approach was adopted for the study. The survey was
conducted with individuals working in both private and state owned banks in Ethiopia
(assuming different positions) using self administered questionnaire. In addition, the
study used structured review of documents and/or records held by banks.
The findings of the study show that deposit and capital have statistically significant
relationship with banks’ performance measured in terms of return on equity (ROE).
New loan and liquidity have relationship with banks’ performance measured in terms
of both return on asset (ROA) and ROE. However, the relationship is found to be
statistically insignificant. Deposit and capital have no statistically significant
relationship with banks’ performance in terms of ROA.
The study suggests that when banks face lending constraints, they have to use their
funds like by purchasing treasury bills and bonds. Moreover, banks must develop
non-interest generating services. Excess cash maintained by banks should be used
by diversifying credit options and to avoid inefficiencies.
Graduate School of Business Leadership
MBL
1 online resource (viii, 104 leaves; illustrations, tables, charts)
en
MBL 3 Research Report
Ethiopia
Banks & banking
Loans
Liquidity
332.17530963
Banks and banking -- Ethiopia
Bank loans -- Ethiopia
Bank liquidity -- Ethiopia
Impact of reducing loan by Ethiopian banks on their own performance
Research report
ORIGINAL
2010 MBL3 Research Report Zewdu Seyoum Semu.pdf
2010 MBL3 Research Report Zewdu Seyoum Semu.pdf
application/pdf
1213981
https://uir.unisa.ac.za/bitstream/10500/4158/1/2010%20MBL3%20Research%20Report%20Zewdu%20Seyoum%20Semu.pdf
7b45a2d0ccf17081b73d7386dfb46528
MD5
1
LICENSE
license.txt
license.txt
text/plain
2086
https://uir.unisa.ac.za/bitstream/10500/4158/2/license.txt
5a8380f43fc3bfc009bcc52e209f8255
MD5
2
TEXT
2010 MBL3 Research Report Zewdu Seyoum Semu.pdf.txt
2010 MBL3 Research Report Zewdu Seyoum Semu.pdf.txt
Extracted text
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172508
https://uir.unisa.ac.za/bitstream/10500/4158/3/2010%20MBL3%20Research%20Report%20Zewdu%20Seyoum%20Semu.pdf.txt
4b21a1c6ee5a8ca37ae738fab4f8ccdf
MD5
3
10500/4158
oai:uir.unisa.ac.za:10500/4158
2022-06-14 14:51:13.085
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/31622022-02-04T11:44:25Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Joubert, Pierre
f7121668-c912-4233-b8d8-1ad7aeca11a9
600
Sithole, Sibusiso Clement
afb167e2-d72b-4846-9411-ff901176347b
600
2010-03-10T10:52:47Z
2010-03-10T10:52:47Z
2008-12-01
http://hdl.handle.net/10500/3162
The purpose of this study was to explore how a potential model of a tourism industry cluster could be developed in KwaZulu-Natal (KZN). To undertake this task an extensive literature review of cluster-based economic strategies was done. This was followed by a synopsis of the tourism industry from a global and South African perspective in order to determine issues of competitiveness and their impact on provincial dynamics. The study employed a qualitative research design and focused on the tourism industry in KwaZulu-Natal as a case study. Major stakeholders in the industry were interviewed.
The main findings of the study are that KZN has the necessary preconditions for existence of a potential tourism cluster, and these conditions make it ripe for the cluster to be activated and developed. Activating and developing a cluster would bring home major benefits. The study highlighted various tools and mechanisms which could be used to analyse the province’s cluster map, and a model cluster map is also suggested based on contributions from different respondents. Using Porter’s Diamond Model, the competitiveness of the KZN tourism industry was assessed. Overall, it has been found that the province’s tourism industry possesses a mixture of resources and capabilities, which could be capitalised upon to developing the industry in future. However, glaring weaknesses are also exposed, which need to be dealt with urgently. In particular, crime and grime, together with the lack of tourism infrastructure to attract the high-end of the market, are seen as huge liability for the industry. A major contribution of this study is in identifying strategic management challenges that cluster studies have not addressed previously. The study also highlighted important critical success factors for cluster development and the drivers for change. The presence of some of these factors contributes to making the future prospect of the tourism industry in KZN to look bright. The study concludes by recommending that a tourism cluster be activated and developed in KZN and this process be led by an Independent Cluster Facilitator, who must be appointed by the Member of the Executive Committee responsible for Finance and Economic Development in the province in consultation with industry leaders.
Graduate School of Business Leadership
M.B.L.
1 online resource (ix, 128 leaves) : color illustrations, color graphs
en
Tourism industry
Cluster-based economic strategies
338.479109684
Tourism -- South Africa -- KwaZulu-Natal
Economic development -- South Africa -- KwaZulu-Natal
Cluster-based economic development strategies : a model for the tourism industry in Kwazulu-Natal
Research Report
TEXT
2008 MBL 3 Research Report S C Sithole Cover Pages.pdf.txt
2008 MBL 3 Research Report S C Sithole Cover Pages.pdf.txt
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10396
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9c978fac2ac91982b5a1d4af8d91f364
MD5
6
2008 MBL 3 Research Report S C Sithole Full Report.pdf.txt
2008 MBL 3 Research Report S C Sithole Full Report.pdf.txt
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239736
https://uir.unisa.ac.za/bitstream/10500/3162/7/2008%20MBL%203%20Research%20Report%20S%20C%20Sithole%20Full%20Report.pdf.txt
cbb361e04cbc05ffcadae12bfa9f9224
MD5
7
ORIGINAL
2008 MBL 3 Research Report S C Sithole Cover Pages.pdf
2008 MBL 3 Research Report S C Sithole Cover Pages.pdf
Cover pages
application/pdf
30552
https://uir.unisa.ac.za/bitstream/10500/3162/1/2008%20MBL%203%20Research%20Report%20S%20C%20Sithole%20Cover%20Pages.pdf
836a45fae22efe713e7cb560c1dea2d3
MD5
1
2008 MBL 3 Research Report S C Sithole Full Report.pdf
2008 MBL 3 Research Report S C Sithole Full Report.pdf
Full report
application/pdf
2020518
https://uir.unisa.ac.za/bitstream/10500/3162/2/2008%20MBL%203%20Research%20Report%20S%20C%20Sithole%20Full%20Report.pdf
71c496b74ce6f7cb4a7ddde5036ae969
MD5
2
LICENSE
license.txt
license.txt
text/plain
2328
https://uir.unisa.ac.za/bitstream/10500/3162/3/license.txt
e3d3f874e0c2f9ab06315bd3daa1429c
MD5
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10500/3162
oai:uir.unisa.ac.za:10500/3162
2022-02-04 13:44:25.91
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/41552022-04-14T08:53:40Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Ndlovu, Stephen
Le Roux, Martin Charles
06fbacba-af0b-4a1b-859b-34ae07d9bd26
600
2011-05-05T08:41:58Z
2011-05-05T08:41:58Z
2011-05-05
2009 December
http://hdl.handle.net/10500/4155
Operational risk management has been identified as one of the primary risk types
that short-term insurance companies will have to deal with on a rigorous basis in the
future. The implied future importance of operational risk management to short-term
insurance companies has come about due to the South African Financial Services
Board’s decision to develop and institute a new solvency regime for the South African
short-term insurance industry.
The South African Financial Services Board has decided to implement a risk based
capital approach to insurance company solvency requirements in line with
approaches adopted in the European Union. The new proposed risk based capital
solvency requirements are being designed to ensure that insurers have sufficient
capital to withstand adverse events, both in terms of insurance risk, as well as in
terms of economic, market and operational risk. A key divergence from the current
capital regime is that under a risk based capital approach insurers will have to put
rigorous risk management strategies into practice and to consider all the risks that
may affect their business, including operational risks, and not only the underwriting
risks.
Under the current solvency regime many insurance companies pay scant attention to
operational risk. Solvency Assessment and Management aims to create a more
realistic measure of solvency capital requirements based on all the risks an insurer
faces, including all categories of risk and in particular bringing in the effect of
operational risk.
In light of the above, this study, which consists of a literature review as well as
experiential research in the form of a survey, was conducted:
• To identify and present the various elements, practices, processes, techniques
and methods that can and should be recognised, considered and employed by
insurers in terms of their operational risk management programmes.
• To investigate insurers current approaches, as well as their recommended views,
towards the recognition, consideration and use of various elements, practices,
processes, techniques and methods employed in operational risk management practice.
• To investigate whether insurers approaches and views towards operational risk
management, and their recognition, consideration and use of various elements,
practices, processes, techniques and methods employed in operational risk
management are being significantly altered by the current importance being
attached to operational risk management as part of the requirements of the
Solvency Assessment and Management risk based capital regime being
implemented in 2014.
The literature review delineated operational risk as being the risk of loss resulting
from inadequate or failed internal processes, people and systems or from external
events; and operational risk management as consisting of a continuing process of
operational risk identification; measurement and evaluation; mitigation and control;
and monitoring and reporting by means of various practices, processes, techniques
and methods of operational risk management.
The results of the research indicate that insurers approaches and views
towards operational risk management, and their recognition, consideration and
use of various elements, practices, processes, techniques and methods
employed in operational risk management are being significantly altered. In the
majority of instances, insurers current approaches towards the recognition,
consideration and use of various elements, practices, processes, techniques
and methods employed in operational risk management practice differed
significantly from their recommended views. It is this author’s opinion that a
major contributor to this phenomenon is the current importance being attached
to operational risk management as part of the requirements of the Solvency
Assessment and Management risk based capital regime being implemented in
2014.
Due to operational risk management in the short-term insurance industry being a
relatively new concept still in a developmental stage, it is this author’s opinion that
this study could assist short-term insurers with founding formal operational risk
management processes and programmes within their organisations, and key
recommendations are: A structured approach to operational risk management should be instituted by
short-term insurers.
• In line with a structured approach, the framework, practices, processes,
techniques and methods identified and described by this study should be
implemented by short-term insurers in designing and instituting their own
operational risk management programmes.
• The adoption / institution of a structured, formalized operational risk management
programme / processes should be commenced as soon as possible so that
insurers can begin managing the operational risks inherent in their businesses to
an optimal level.
• The adoption / institution of a structured, formalized operational risk management
programme / processes should be commenced as soon as possible so as to
integrate operational risk management processes and practices as well as an
operational risk management culture into insurers businesses well in advance of
the implementation of the SAM risk based capital regime.
• The adoption / institution of a structured, formalized operational risk management
programme / processes should be commenced as soon as possible so that
insurers are in a position to comply regulatorily with the pending SAM risk based
capital regime which is being implemented on the 01st of January 2014.
• The adoption / institution of a structured, formalized operational risk management
programme / processes should be commenced as soon as possible so that
insurers have practiced, embedded and integrated structured operational risk
management processes and practices into their businesses to such a degree that
they are able to completely satisfy the regulator’s (FSB) requirement of the
insurer’s operational risk management programme passing a “use” test at the time
of the introduction of the SAM risk based capital regime on the 01st of January
2014.
The main recommendation for further study emanating from the research is for
research to be conducted on insurers approaches towards operational risk
management at the time of the Solvency Assessment and Management regime
implementation on 01st January 2014, to assess their levels of institutionalization of
formal operational risk management programmes at the time.
Graduate School of Business Leadership
M. B. L.
1 online resource (xvi, 212 leaves) : illustrations (mostly color)
en
MBL 3 Research Report;
Risk management
Short-term insurance industry
Risk based capital
368.006568
Financial risk management -- South Africa
Insurance companies -- South Africa -- Risk management
Risk (Insurance) -- South Africa
Risk management -- South Africa
Operational risk management in the short-term insurance industry and risk based capital
Research Report
LICENSE
license.txt
license.txt
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ORIGINAL
2010 MBL3 Research Report MC Le Roux.pdf
2010 MBL3 Research Report MC Le Roux.pdf
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2010 MBL3 Research Report MC Le Roux.pdf.txt
2010 MBL3 Research Report MC Le Roux.pdf.txt
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10500/4155
oai:uir.unisa.ac.za:10500/4155
2022-04-14 10:53:40.814
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/1382022-06-29T14:09:30Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
De Wet, G.F.
d44865d0-730d-4cf9-b8ef-bdb7f3abc38f
600
2009-04-06T13:16:03Z
2009-04-06T13:16:03Z
2007-11-30
http://hdl.handle.net/10500/138
The purpose of the study is to develop a project health check model to evaluate
the status of projects within the coal mining industry. The model will be based on
the Buttrick (2000) project health check model as described in his book “The
Interactive Project Workout”.
The model assesses the current “health” or status of a project. It looks at the full
project environment and uses a set of question results in an assessment of the
overall risk associated with the project. The model evaluates seven key project
success factors which include:
1. Project Plan 5. Expertise
2. Resources 6. Clear Specification
3. Ownership 7. Top Level Support
4. Justifiable Case
The model fulfils two roles:
• As a checklist, and
• As a tool to indicate where a project manager’s efforts should be directed.
This study will give an overview of the coal mining industry and the way projects
are being evaluated and prioritised. The Buttrick (2000) project health check
model will be assessed and adapted to evaluate projects within the coal mining
industry. The “new / adapted” model will be applied to the Douglas / Middelburg
Optimisation (DMO) to evaluate the health status of the project which is currently
at the end of definition (feasibility) stage within BHP Billiton Energy Coal South
Africa.
The results obtained from the new health check model showed that the DMO
project was in a healthy state with a project health check score of 47.33. It could
4
thus be concluded that the DMO project is ready to move in to the execution
phase of the BHP Billiton capital investment process.
The results obtained from the project team member participants were split into
management perception and team members’ perception. The overall health of
the DMO project between the two parties gave similar results with the team
members score of 43.76 being slightly lower than the management health score
of 45.42. The only major difference was observed on the “Communication”
project evaluation criteria where the management perspective on the
communication effectiveness was higher than that of the project team members.
Graduate School of Business Leadership
M.B.L.
1 online resource (115 leaves) : color illustrations
en
University of South Africa
Health check
Coal mining companies
Douglas
Middelburg
622.3340968276
Coal mines and mining -- Health aspects -- South Africa -- Middelburg -- Case studies
Industrial hygiene -- South Africa -- Middelburg -- Case studies
Mine inspection -- South Africa -- Middelburg -- Case studies
Professional practice -- South Africa -- Middelburg -- Case studies
A project health check for coal mining companies : case of Douglas Middelburg optimisation project
Research Report
ORIGINAL
2007 MBL 3 Research Report GF De Wet .pdf
2007 MBL 3 Research Report GF De Wet .pdf
application/pdf
1531726
https://uir.unisa.ac.za/bitstream/10500/138/1/2007%20MBL%203%20Research%20Report%20GF%20De%20Wet%20.pdf
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LICENSE
license.txt
license.txt
text/plain
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290907db9f9fb45e701b0d9340962c58
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2007 MBL 3 Research Report GF De Wet .pdf.txt
2007 MBL 3 Research Report GF De Wet .pdf.txt
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10500/138
oai:uir.unisa.ac.za:10500/138
2022-06-29 16:09:30.369
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/992022-07-15T09:58:58Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Bekker, Adriaan Bauer
071dad0a-7b6f-456c-b420-7d9c7ae3b7b4
600
2009-03-11T14:43:33Z
2009-03-11T14:43:33Z
2007
http://hdl.handle.net/10500/99
Under conditions of pervasive change, the most difficult challenge facing the market
leader is sustaining its leading position. The primary research problem statement
relates to the construct of Disruptive Innovation that has the potential for new
entrants to substantially alter the basis of competition and impact the business
models of incumbents. Ultimately, how are shapers distinguished from adopters of
Disruptive Innovation? A qualitative research methodology was selected given the
nature of the research. The main findings from the analysis indicate that nontechnological
attributes distinguishes shapers from adopters of Disruptive Innovation
in the telecommunications sector of South Africa. However, Disruptive Innovation as
a construct, is largely unknown, and does not adequately explain the changes in the
landscape of the telecommunications sector of South Africa. The implications for the
research results are that other factors or features, such as the role and impact of the
State, have a role to play in explaining the features of the South African
telecommunications sector.
M.B.L.
1 online resource (98 leaves) :illustrations, graphs (some color)
en
University of South Africa
Management for competitiveness
Management of the enterprise
384.0968
Telecommunication -- Technological innovations -- South Africa
Information technology -- Technological innovations -- South Africa
Business enterprises -- Technological innovations -- South Africa
Creative ability in technology -- South Africa
Shapers and adopters of disruptive innovation in the telecommunications sector of South Africa
Research Report
ORIGINAL
2007 MBL 3 Research Report AB Bekker.pdf
2007 MBL 3 Research Report AB Bekker.pdf
application/pdf
679433
https://uir.unisa.ac.za/bitstream/10500/99/1/2007%20MBL%203%20Research%20Report%20AB%20Bekker.pdf
3ffc873cfcc662f75748e396128146ce
MD5
1
LICENSE
license.txt
license.txt
text/plain
2181
https://uir.unisa.ac.za/bitstream/10500/99/2/license.txt
959c9dd81a84cbeea44bfd72fefbe732
MD5
2
TEXT
2007 MBL 3 Research Report AB Bekker.pdf.txt
2007 MBL 3 Research Report AB Bekker.pdf.txt
Extracted text
text/plain
188004
https://uir.unisa.ac.za/bitstream/10500/99/3/2007%20MBL%203%20Research%20Report%20AB%20Bekker.pdf.txt
f6602e6966903c7658db0940f580f409
MD5
3
10500/99
oai:uir.unisa.ac.za:10500/99
2022-07-15 11:58:58.718
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/1412022-02-17T06:07:00Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Krajnc, J.
799101a4-2b93-422b-abbc-8e9f13b2e4ae
600
2009-04-06T13:52:22Z
2009-04-06T13:52:22Z
2007-11-30
http://hdl.handle.net/10500/141
The biggest challenge facing organizations in service industry today is that of
customer retention. Loyalty/reward programmes have been promoted as the
ultimate strategic solution towards customer retention by some industry experts,
while the others question its influential potential as a customer retention strategy.
The primary purpose of this research was to establish whether loyalty/reward
programmes, as one of the main contributing Customer Relationship
Management (CRM) factors, are either simply a fad or actually a fab solution!
Subsequently, the research focused on the evaluation of the three most noted
and influential CRM components in current literature and concluded that service
quality and customer contact rated higher than loyalty/reward programmes with
what should be considered the ultimate critic, namely the customer, or rather 60
of them.
M.B.L.
1 online resource (vii, 143 leaves) : color illustrations
en
University of south Africa
Loyalty programmes
Reward programmes
658.12
Consumer satisfaction
Customer relations -- Management
Customer services
Loyalty/reward programmes : are they the most influential strategic solution for client retention?
Research Report
ORIGINAL
2007 MBL 3 Research Report J Krajnc.pdf
2007 MBL 3 Research Report J Krajnc.pdf
application/pdf
786348
https://uir.unisa.ac.za/bitstream/10500/141/1/2007%20MBL%203%20Research%20Report%20J%20Krajnc.pdf
2e45ba83ec7b8ecf50a3c396fdf7475c
MD5
1
LICENSE
license.txt
license.txt
text/plain
2193
https://uir.unisa.ac.za/bitstream/10500/141/2/license.txt
4d99f6eb6083b4b529d05fbfca8b6c89
MD5
2
TEXT
2007 MBL 3 Research Report J Krajnc.pdf.txt
2007 MBL 3 Research Report J Krajnc.pdf.txt
Extracted text
text/plain
149058
https://uir.unisa.ac.za/bitstream/10500/141/3/2007%20MBL%203%20Research%20Report%20J%20Krajnc.pdf.txt
103e340b52d4d16859b8b7b22c3dc97f
MD5
3
10500/141
oai:uir.unisa.ac.za:10500/141
2022-02-17 08:07:00.345
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/2042022-03-04T13:42:50Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Rall, P. J.
6bf97677-dd93-4241-92ef-cf0d56ffebd5
600
Von Wielligh, Madelein Heila Magdalena
a5940bba-f664-4474-a890-5261f251eb31
600
2009-05-26T13:21:46Z
2009-05-26T13:21:46Z
2006-09
http://hdl.handle.net/10500/204
The Council for Geoscience (CGS) is one of the National Science Councils of South Africa and is the
legal successor to the Geological Survey of South Africa. The total staff complements numbered 291 as
of March 2006, consisting of four executive managers, 18 unit managers, 124 professionals, 84
technicians, 41 administrative personnel, 17 unskilled labourers 3 skilled workers.
The strength of the CGS is manifested in its core of competent geoscience and technical staff. The
primary business of the CGS is science; therefore scientists, apart from human resources, finance and
procurement, are appointed to senior positions in the organisation. The criteria for scientists to qualify
for managerial positions are either a masters or doctorate degree in science. Although a sound
knowledge of science is needed for these positions, the necessary managerial and leadership
characteristics have never played a significant role in the appointment of unit leaders. Therefore, it is the
aim of this study to determine the leadership style of the scientists that were appointed as unit leaders.
Theories on leadership provide for a variety of potential explanations regarding effective leadership,
including personal attributes, contingencies, and the role of subordinates. By analysing managerial
leadership, it becomes important to consider and recognise the complex interplay among the structure
of organisational life, patterns of behaviour, varied beliefs, values, interests, and initiatives of the
individuals who create and work within this structure. Research on organisational leadership has grown
systematically with the advance of industrialisation. Large work organisations are associated with
bureaucratic and technological complexity that affects the demand for managers and the need for
coordination and leadership roles.
Leadership theories have evolved over time, becoming more sophisticated and even more applicable for
their “innovation”. Different perspectives have featured throughout history. Theories of leadership are
primarily analytical, directed at better understanding of the leadership process and the variations among
them. The most up- to- date concept within leadership is the theory of transformational and transactional
leadership.
Transformational leadership comprises five factors — (1) idealised influence: attributed; (2) idealised
influence: behaviour; (3) inspirational motivation; (4) intellectual simulation; and (5) individualised
consideration — of which the first two factors refer to the concern, power, personal morality, and
sacrifice of the leader, as well as his or her ability to instil collective pride in the group’s mission. The
third factor relates to motivating the group to accomplish missions through challenging goals and by indicating certainty in areas of uncertainty, which, in turn, arouse individual and team spirit. The fourth
factor refers to the leaders’ ability to relate at an individual level to the follower and the fifth factor to
intellectual stimulation.
Transactional leadership display behaviours associated with constructive and corrective transactions,
and comprises three factors— (1) contingent reward leadership; (2) management-by-exception: active;
and (3) management-by-exception: passive — of which relates to leaders who involve themselves only
when things go wrong, i.e. the constructive style. Their interventions are associated with failure and
punishment. The corrective style is labelled management-by-expectation: active, which refers to the
closer involvement in monitoring the subordinates’ actions. Contingent reward leadership relates to
rewards for work performance.
The Multifactor Leadership Questionnaire (MLQ) has become a standard instrument for assessing a
variety of transformational, transactional and non-leadership scales and was used to assess the
leadership style of scientists of the Council for Geoscience. The instrument measures a broad range of
leadership types: passive leaders, leaders who give contingent rewards to subordinates and leaders
who transform their subordinates into leaders themselves.
The objectives of the study were to (1) determine the leadership style of scientists in positions of unit
leaders; (2) how their supervisors, peers and subordinates perceive their leadership style; and
(3) whether scientists as unit leaders, perceive their own leadership style differently than do their
supervisors, peers and subordinates. The MLQ instrument contains 45 items that identify and measure key leadership and effectiveness
behaviours. A five point rating scale (0: 1: 2: 3: 4) is used for rating the frequency of observed leader
behaviour where 0=not at all, and 4=frequently, if not always. The average scores of the MLQ
questionnaire for the Council for Geoscience ranged from 2 to 3 on the transformational leadership
factors. Participants in general perceive scientists in unit leader positions more as transformational
leaders as apposed to transactional leaders. The 2.5 rating on transformational leadership indicates that
the unit leaders are often influential in the awareness of what is important. The ratings of scientists as
unit leaders were similar to the ratings of their peers and 'others'. Supervisors and subordinates,
however, rated them lower.
Transactional leadership ratings for the majority of leaders were between 2.0–3.0 on CR, and MBEA
and 1.0–2.0 on MBEP. The ratings obtained, indicate that unit leaders would be seen as people wwho prefer to monitor and take action before failures occur. Supervisors, peers and others rated the
scientists as unit leaders higher on transactional leadership, except for subordinates who rated them
lower.
Leaders are rated 0–1 on laissez-faire leadership style. Supervisors, peers and subordinates rated
scientists as unit leaders higher on laissez-faire leadership style than the rating they gave themselves
(self-rating). The low rating on the laissez-faire leadership style confirms that leaders do get involved in
important issues and have a need to be involved in the decision-making process. Scientists as unit
leaders, however, perceive themselves to be more involved than do supervisors and subordinates.
Attribution ratings (extra-effort, effectiveness and satisfaction) varied from 2.0–3.0. For attribution
dimensions, supervisors and subordinates rated the scientists as unit leaders lower on extra-effort,
effectiveness and satisfaction, whereas peers rated them higher. The satisfaction dimension indicates
that unit leaders often work with others in a satisfactory way. For attribution dimensions, supervisors and
subordinates rated the scientists as unit leaders lower on extra-effort, effectiveness and satisfaction,
whereas peers rated them higher. Supervisors are less satisfied with the leaders than subordinates are.
The results obtained from the MLQ questionnaire for the leadership style of scientists in the Council for
Geoscience are slightly different from those of United States companies. The Council for Geoscience,
compared with United States (US) companies, rated lower on both transformational leadership and
attribution dimensions (extra-effort, effectiveness and satisfaction) and higher on both transactional and
laissez-faire leadership styles. This seems to indicate that the Council for Geoscience tends to follow a
less inspirational and influential leadership style with more objective setting and less satisfying methods
of leadership, compared with US companies.
Transformational leadership development is recommended for the scientists as unit leaders of the
Council for Geoscience. It is important to note that false transformational leaders (seemingly
transformational leaders with a self-absorbed tendency) should be distinguished from the genuine ones.
Optimism and employee frustration can be used in future surveys by the Council for Geoscience to
determine the progress of transformational leadership development in the organisation.
The leadership of an organisation influences the organisational culture. Upper management is
responsible for the implementation of the necessary changes to promote transformational leadership.
The culture of an organisation is a reflection of upper management. If upper management does not
realise the importance of transformational leadership, the chances for the rest of the organisation to promote a transformational leadership culture in the organisation are not good. One recommendation to
consider is for the Council for Geoscience to employ people with adequate managerial skills in unit
leader positions. These skills would include leadership traits, operational skills, financial skills, etc.
A decision needs to be taken by the Council for Geoscience that when scientists are employed as unit
leaders or as members of the upper management cadre, they must have adequate managerial and
leadership skills, and all parties have to agree with the competency and be satisfied with the
management styles.
Graduate School of Business Leadership
M.B.L.
1 online resource (xv, 135 p.) : illustrations, color graphs
en
Management for competitiveness
Enterprises
Brand development
Leadership
556.8068
Council for Geoscience (South Africa) -- Management
Scientists -- South Africa
Leadership -- South Africa
Organizational effectiveness -- South Africa
Executive ability -- South Africa
Scientist's leadership style in a scientific organization
Research Report
ORIGINAL
2006 MBL 3 Research Report MHM von Wielligh.pdf
2006 MBL 3 Research Report MHM von Wielligh.pdf
application/pdf
1312581
https://uir.unisa.ac.za/bitstream/10500/204/1/2006%20MBL%203%20Research%20Report%20MHM%20von%20Wielligh.pdf
6f2c3f4802727b09a366b569c732583f
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2006 MBL 3 Research Report MHM von Wielligh.pdf.txt
2006 MBL 3 Research Report MHM von Wielligh.pdf.txt
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cb6eaef3a1a6243e1d82a6a5ccbcf8cf
MD5
3
10500/204
oai:uir.unisa.ac.za:10500/204
2022-03-04 15:42:50.768
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/2202022-02-10T13:42:59Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Nieuwenhuizen, Petrus Johannes
b42913ac-dce2-49de-ab30-53889fc4cadb
600
Gerber, Dawid
2e1fa5eb-7d3a-4d79-8fd4-eacb8d77370a
600
2009-05-27T09:59:04Z
2009-05-27T09:59:04Z
2006-11
http://hdl.handle.net/10500/220
The purpose of this research paper is to examine and evaluate the economic
significance of the pharmaceutical wholesaler in South Africa’s health care
industry.
The pharmaceutical wholesaler experienced several challenges over the last
decade. These challenges originated from changes in the competitive
environment of the industry and more recent changes in the regulatory
environment brought on by the State in its attempts to make medicine more
accessible to the South African public. The wholesaler was forced by these
changes to adapt its business model drastically in order to remain
competitive. Historically the wholesaler made its profits by purchasing bulk at
a discount, passing a fraction of the discount to its customers and adding a
mark-up to the purchase price. It was now forced to abandon the discount
and mark-up scheme and distribute medicines by negotiating a fee for the
services it renders. Wholesalers now not only have to compete between
themselves but also with distributors on the same basis - by negotiating
logistics fees with pharmaceutical manufacturers. Operating efficiency and
customer service have become essential ingredients for the wholesaler in its
quest to remain competitive.
Graduate School of Business Leadership
M.B.L.
1 online resource (viii, 112 leaves) : illustrations, graphs
en
Economics
Pharmaceutical industry
Wholesaling
Warehousing
338.476150968
Pharmaceutical industry -- South Africa
Pharmaceutical industry -- Economic aspects -- South Africa
Wholesale trade -- South Africa
The economic significance of the pharmaceutical wholesaler in South Africa's health care industry
Research Report
ORIGINAL
2006 MBL 3 Research Report D Gerber.pdf
2006 MBL 3 Research Report D Gerber.pdf
application/pdf
794746
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2006 MBL 3 Research Report D Gerber.pdf.txt
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50f8ef6e3670fb41b4765c92cccc62fd
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oai:uir.unisa.ac.za:10500/220
2022-02-10 15:42:59.78
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/1592022-04-13T12:23:48Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Papageorge, Basil
e9fb346d-5c01-4cb0-9ed6-26b007edaa92
600
2009-05-08T11:01:10Z
2009-05-08T11:01:10Z
2005-11-30
http://hdl.handle.net/10500/159
Bibliography: leaves 117-120
Despite the growing global awareness and importance of marketing performance
measurement, little research on the subject has been conducted from a South African
perspective. This study explores the status of marketing performance measurement in
South Africa, by examining the perceptions, methods, challenges and status of
organisations with regards to the advancement of marketing performance measurement. It
researches five key problem areas, namely, the importance and awareness of marketing
performance measurement; the methods managers use to measure marketing
performance; the process these managers follow in selecting these methods; how
advanced organisations are conceptually and practically in terms of measuring marketing
performance, and finally the challenges managers face in measuring marketing
performance in South Africa.
Nine managers from eight medium to large South African firms were interviewed, ina
qualitative study that possibly explores marketing performance measurement from this
perspective, for the first time in South Africa.
Graduate School of Business Leadership
MBL
1 online resource (ix. 123 leaves)
en
Marketing
Marketing perfomance
Performance evaluation
658.8
Marketing -- Management
Measuring marketing performance in South Africa
Research Report
ORIGINAL
2005 MBL 3 Research Report VM Papageorge.pdf
2005 MBL 3 Research Report VM Papageorge.pdf
application/pdf
1512263
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2005 MBL 3 Research Report VM Papageorge.pdf.txt
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537fab1378a5c262a68e9a40358b3fe8
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3
10500/159
oai:uir.unisa.ac.za:10500/159
2022-04-13 14:23:48.303
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/226602022-04-07T08:12:03Zcom_10500_19909com_10500_18562col_10500_19913col_10500_18564
Mangondo, D.
Khumalo, Lebogang
2dd0bfc3-f581-4982-b731-b85fcf09539a
600
2017-06-13T14:21:58Z
2017-06-13T14:21:58Z
2015-11-30
http://hdl.handle.net/10500/22660
This study examined leadership styles in an organisation in the gas industry and how the different leadership styles impact on employees‘ commitment to the organisation. Specifically, the study sought to determine the relationship between leadership styles and organisational commitment. Over the past decades, several studies examined the relationship between these concepts. In fact, extant literature suggested a strong correlation between leadership styles and organisational commitment in different sectors, without specific reference to the gas sector. Accordingly, this study focused on determining the leadership styles that leaders in the gas sector demonstrate to ensure organisational commitment.
This study utilised a mixed methods approach. The instrument that was used for collecting quantitative data was developed by the modifying scales utilised by other authorities. It comprised of 21 items plotted on a 5-point Likert scale ranging from strongly agree to disagree strongly. The items focused on leadership styles. In contrast, the section for qualitative data comprised of 6 open-ended items. The instrument was e-mailed to participants via SurveyMonkey. A total of n=61 questionnaires were completed and returned via SurveyMonkey.
In analysing the quantitative data, SPSS was utilised. Descriptive statistics were used to analyse the profiles of participants. A factor analysis involving principal component extraction and varimax rotation was performed, resulting in a 2-factor solution that relates to democratic and transformational leadership styles. The qualitative data were collected involving n=10 participants. Themes were developed from textual data and then analysed. The ‗describe-compare-relate‘ technique was utilised to present and report on the findings.
The study found that there is a correlation between management leadership styles and organisational commitment by employees. As such, leadership styles directly influence the extent to which employees commit to their employer organisation. The study also found that management at Afrox apply the democratic and transformational leadership
iv
styles. The findings raise important insights as to which leadership style(s) management need to demonstrate and how management can optimise their leadership styles to benefit their organisation. Such an understanding should be applied to enhance job satisfaction and increase productivity. Based on the findings, directions for future research were proposed.
Graduate School of Business Leadership
M.B.L.
1 online resource (xii, 86 leaves) : color illustrations
en
Leadership
Leadership Styles
Organisational Commitment
658.4092
Leadership -- South Africa -- Case studies
Organizational commitment -- South Africa -- Case studies
Employees -- South Africa -- Attitudes -- Case studies
African Oxygen Limited (South Africa)
Gas industry -- South Africa -- Management -- Case studies
The impact of leadership styles on organisational commitment
Research Report
ORIGINAL
Lebogang Khumalo.pdf
Lebogang Khumalo.pdf
Main Dissertation
application/pdf
1153055
https://uir.unisa.ac.za/bitstream/10500/22660/1/Lebogang%20Khumalo.pdf
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license.txt
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Lebogang Khumalo.pdf.txt
Lebogang Khumalo.pdf.txt
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143784
https://uir.unisa.ac.za/bitstream/10500/22660/3/Lebogang%20Khumalo.pdf.txt
f4a4ea1c4b67f67bed74af002ba41e4d
MD5
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10500/22660
oai:uir.unisa.ac.za:10500/22660
2022-04-07 10:12:03.658
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/1642022-08-02T12:58:58Zcom_10500_19909com_10500_506com_10500_18562col_10500_19913col_10500_507col_10500_18564
Crosbie, M.H.
Crosbie, M.H.
600
Mokoena, Lazarus Docter
05146106-9ce0-4a88-85aa-9ce451518a68
600
2009-05-08T12:28:49Z
2009-05-08T12:28:49Z
2009-04-09
http://hdl.handle.net/10500/164
The South African Government, through its Department of Public Enterprises, has
made it clear that it expects state-owned enterprises (SOE’s) to be run in line
with strict corporate governance principles (Business Day, 2005).
There has been a lot of theory and information in the body of knowledge on the
principles of good corporate governance. Many countries have developed
guidelines, codes and legislation on good corporate governance. In addition,
many corporate governance change programmes have been developed and used
in the implementation of governance codes by many organizations and
institutions. Regardless of all these corporate governance developments and
implementation initiatives, many catastrophic corporate failures, caused by
unethical individual behavior and weak corporate cultures, still continue to this
day. These corporate failures have resulted in serious economic consequences
with grave socio-economical implications of job losses, loss of revenue by inland
revenue, erosion of pension reserves and loss of investor confidence, etc.
The real challenge and the question that remains is: Why have most, if not all, of
these corporate governance developments and implementation efforts yielded
little or no satisfactory results at all? What is the best corporate governance
implementation model required to bring about not only effective but also
sustainable corporate governance in organizations, whether they are private,
public or state-owned?
The purpose of this research is to understand how Eskom, as the chosen South
African state-owned enterprise, has evolved in its corporate governance
environment for the past 10-year period from 1994 to 2004.
5
This study will attempt to understand the processes that this organization went
through, challenges that it faced, and strategic interventions that it applied to
overcome those challenges in ensuring a sustainable good governance
environment.
Specifically, the research has the following three objectives:
To identify the relationship between corporate ethics/values and the
corporate culture and their influence on corporate governance
environment.
To identify the roles of leadership and the influence that they may have
had in ensuring good corporate governance environment in Eskom.
(Leadership here refers to the government, as a shareholder, the board of
directors and management).
To recommend a strategic model and approach in ensuring the effective
implementation of sustainable good corporate governance in a state owned enterprise in South Africa.
Therefore, the following is a high-level summary of the chapters making up this
research report:
In chapter 1, the purpose was to give the reader some background information
on the study and the background information on the company used for the
research. The problem statement, that forms the basis of this study was
identified, defined and explained. The chapter also detailed challenges and
obstacles experienced in the process of completing this research.
Chapter 2 discussed the theories around corporate governance and various other
subjects that are important in the successful implementation of corporate
governance. Subjects such as corporate ethics and values, organizational culture,
6
leadership and strategy are also discussed in linking them with the main focus.
Based on what the writer deemed relevant literature and the writer’s view of the
facts presented on the corporate governance study and other disciplines linked
to the subject, the foundation was set as a basis for the research study.
Chapter 3 identified research methodology deemed relevant to be used in
establishing how successful Eskom was at implementation of corporate
governance, based on the foundation of formalized corporate ethics and values
programmes. The chapter also presented the research methodology structure
and process that has been followed by the researcher. Multiple methods of data
collection were used, hence the combined method drawing on both qualitative
and quantitative data-collection procedures (survey and in-depth interviews).
The ethical challenges encountered with the company being researched were
also highlighted in this chapter. Research instruments used in the research were
in the form of interviews and questionnaires.
Chapter 4 summarized the overall findings emanating from all the data that was
collected, summarized and interpreted. The summary of findings centered on
how Eskom, the company that was the subject matter of this research, has
evolved with its corporate governance programmes over the past 10 years, from
1994 to date.
Chapter 5 outlined the overall conclusions (refer paragraph 5.1 of this report),
drawn by using a combination of deduction, induction and generalization. The
basis for such conclusions flowed from having applied a hybrid method of
qualitative and quantitative research approach. The emphasis of these overall
conclusions was to address the specific research objectives, as identified in the
introductory Chapter 1 of this report.
7
Finally, based on the overall findings as per paragraph 4.4 and issues identified
per Table 9 of this report, recommendations specific to Eskom were made in
paragraph 5.2 of this report. These recommendations are not prescriptive,
however they are intended to be value-added inputs and suggestions as to what
the company has to focus its attention on in an effort of ensuring continuous
improvement in its corporate governance programmes and related milestones
achieved to date.
Graduate School of Business Leadership
MBL
1 online resource (133 leaves) : color illustrations, color graphs, color tables
en
University of South Africa
Corporate governance
State-owned enterprise
Corporate ethics
Corporate values
352.2660968
Corporate governance -- South Africa
Corporate ethics -- South Africa
Government business enterprises -- South Africa
The importance of corporate ethics and values :building a sustainable strategy model for effective implementation of good corporate governance within a state-onwed enterprise in South Africa
Research Report
ORIGINAL
2005 MBL 3 Research Report LD Mokoena Full Report.pdf
2005 MBL 3 Research Report LD Mokoena Full Report.pdf
application/pdf
843757
https://uir.unisa.ac.za/bitstream/10500/164/1/2005%20MBL%203%20Research%20Report%20LD%20Mokoena%20Full%20Report.pdf
3a6f4c9c3851076fb90769ee43cf378b
MD5
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license.txt
license.txt
text/plain
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70b69549b02c7f9d4a1b186d3fb5f5cc
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TEXT
2005 MBL 3 Research Report LD Mokoena Full Report.pdf.txt
2005 MBL 3 Research Report LD Mokoena Full Report.pdf.txt
Extracted text
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df86926de72d1dd578471068aa477dbb
MD5
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10500/164
oai:uir.unisa.ac.za:10500/164
2022-08-02 14:58:58.66
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/2082022-03-03T07:10:11Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Coetzee, Jopie
Stofberg, Johanna Clasina
52354841-fd5c-4753-8fd0-3003b12bcc87
600
2009-05-26T14:44:14Z
2009-05-26T14:44:14Z
2006-11-30
http://hdl.handle.net/10500/208
Purpose – The case study explores how leveraging on experience, risk and control can be used to enhance a late-entrant globalisation strategy.
Design/methodology/approach – Qualitative techniques were used to analyse the data, grounded in theory. Pattern-matching and explanation-building were applied to analyse the literature. An in-depth literature analysis was employed to determine the relevant global learning while interviews were conducted to determine the business
processes.
Findings – Experience, risks and control are important factors and should be carefully considered when enhancing a late entrant strategy.
Research limitations/implications: The research concentrates on selected determinants to enhance a late-entrant strategy. In future research, other ISV’s could be selected for case studies in order to assess to what extent the determinants of experience, risk and control have influenced their successful globalisation strategies.
Also, future studies should consider other determinants that could enhance a late entrant strategy.
Originality/value: The paper presents evidence to assist Independent Software Vendors to enhance a late entry globalisation strategy, leveraging on the determinants risks, experience and control.
Graduate School for Business Leadership
M.B.L.
1 online resource ([5], 93 leaves) : illustrations, color graphs
en
Management for competitiveness
Environment for economic growth
Institutional framework for growth
Risk
Experience
Control
Late entry strategy
Globalisation
Extent of globalisations
658.049
Globalization -- Economic aspects -- Case studies
International business enterprises -- Management -- Case studies
Organizational change -- Management -- Case studies
Strategic planning -- Environmental aspects -- Case studies
Leveraging on experience, risk and control as key determinants to enhance a late-entrant globalisation strategy : the case of the EPI-USE group of companies
Research Report
ORIGINAL
2006 MBL 3 Research Report JC Stofberg.pdf
2006 MBL 3 Research Report JC Stofberg.pdf
application/pdf
1551703
https://uir.unisa.ac.za/bitstream/10500/208/1/2006%20MBL%203%20Research%20Report%20JC%20Stofberg.pdf
402a3fc75aed0c74aaeded1f0a6e25bb
MD5
1
LICENSE
license.txt
license.txt
text/plain
2182
https://uir.unisa.ac.za/bitstream/10500/208/2/license.txt
2a358819048c0b95a118faea9f4b32c5
MD5
2
TEXT
2006 MBL 3 Research Report JC Stofberg.pdf.txt
2006 MBL 3 Research Report JC Stofberg.pdf.txt
Extracted text
text/plain
184327
https://uir.unisa.ac.za/bitstream/10500/208/3/2006%20MBL%203%20Research%20Report%20JC%20Stofberg.pdf.txt
7535981529fdd6a1790893afc986d11c
MD5
3
10500/208
oai:uir.unisa.ac.za:10500/208
2022-03-03 09:10:11.211
UnisaIR
uir@unisa.ac.za
TGljZW5zZSBncmFudGVkIGJ5IE1ha2FiYSBNYWNhbmRhIChtYWNhbm1iQHVuaXNhLmFjLnphKSBvbiAyMDA5LTA1LTI2VDEzOjM1OjM5WiAoR01UKToKCk5vbi1FeGNsdXNpdmUgRGlzdHJpYnV0aW9uIExpY2Vuc2UgQWdyZWVtZW50CgpJbiBvcmRlciBmb3IgdGhlIFVuaXZlcnNpdHkgb2YgU291dGggQWZyaWNhIChVTklTQSkgSW5zdGl0dXRpb25hbCBSZXBvc2l0b3J5IHRvIHJlcHJvZHVjZSwgdHJhbnNsYXRlIGFuZCBkaXN0cmlidXRlIHlvdXIgc3VibWlzc2lvbiB3b3JsZHdpZGUsIHlvdXIgYWNrbm93bGVkZ2VtZW50IG9mIHRoZSB0ZXJtcyBiZWxvdyBpcyByZXF1aXJlZC4KCkJ5IGFncmVlaW5nIHRvIHRoaXMgbGljZW5zZSwgeW91ICh0aGUgb3duZXIgb2YgdGhlIHJpZ2h0cykgZ3JhbnQgdG8gVU5JU0EgdGhlIG5vbi1leGNsdXNpdmUgcmlnaHQgdG8gcmVwcm9kdWNlLCB0cmFuc2xhdGUgKGFzIGRlZmluZWQgYmVsb3cpLCBhbmQvb3IgZGlzdHJpYnV0ZSB5b3VyIHN1Ym1pc3Npb24gKGluY2x1ZGluZyB0aGUgYWJzdHJhY3QpIHdvcmxkd2lkZSwgaW4gcHJpbnQgYW5kIGVsZWN0cm9uaWMgZm9ybWF0IGFuZCBpbiBhbnkgbWVkaXVtLCBpbmNsdWRpbmcgYnV0IG5vdCBsaW1pdGVkIHRvIGF1ZGlvIG9yIHZpZGVvLiBZb3UgYWdyZWUgdGhhdCBVTklTQSBtYXksIHdpdGhvdXQgY2hhbmdpbmcgdGhlIGNvbnRlbnQsIHRyYW5zZmVyIHRoZSBzdWJtaXNzaW9uIHRvIGFueSBtZWRpdW0gb3IgZm9ybWF0IGZvciB0aGUgcHVycG9zZXMgb2YgcHJlc2VydmF0aW9uLiBZb3UgYWxzbyBhZ3JlZSB0aGF0IFVOSVNBIG1heSBrZWVwIG1vcmUgdGhhbiBvbmUgY29weSBvZiB0aGlzIHN1Ym1pc3Npb24gZm9yIHRoZSBwdXJwb3NlcyBvZiBzZWN1cml0eSwgYmFjay11cCBhbmQgcHJlc2VydmF0aW9uLiBZb3UgZGVjbGFyZSB0aGF0IHRoZSBzdWJtaXNzaW9uIGlzIHlvdXIgb3JpZ2luYWwgd29yaywgYW5kIHRoYXQgeW91IGhhdmUgdGhlIHJpZ2h0IHRvIGdyYW50IHRoZSByaWdodHMgY29udGFpbmVkIGluIHRoaXMgbGljZW5zZSBhZ3JlZW1lbnQuIFlvdSBhbHNvIGRlY2xhcmUgdGhhdCB5b3VyIHN1Ym1pc3Npb24gZG9lcyBub3QsIHRvIHRoZSBiZXN0IG9mIHlvdXIga25vd2xlZGdlLCBpbmZyaW5nZSB1cG9uIGFueW9uZSBlbHNlJ3MgY29weXJpZ2h0LiBJZiB0aGUgc3VibWlzc2lvbiBjb250YWlucyBtYXRlcmlhbCBmb3Igd2hpY2ggeW91IGRvIG5vdCBob2xkIHRoZSBjb3B5cmlnaHQsIHlvdSBkZWNsYXJlIHRoYXQgeW91IGhhdmUgb2J0YWluZWQgdGhlIHVucmVzdHJpY3RlZCBwZXJtaXNzaW9uIG9mIHRoZSBjb3B5cmlnaHQgb3duZXIgdG8gZ3JhbnQgdG8gVU5JU0EgdGhlIHJpZ2h0cyByZXF1aXJlZCBieSB0aGlzIGxpY2Vuc2UgYWdyZWVtZW50LCBhbmQgdGhhdCBzdWNoIHRoaXJkIHBhcnR5LW93bmVkIG1hdGVyaWFsIGlzIGNsZWFybHkgaWRlbnRpZmllZCBhbmQgYWNrbm93bGVkZ2VkIHdpdGhpbiB0aGUgdGV4dCBvciBjb250ZW50IG9mIHRoZSBzdWJtaXNzaW9uLiBJRiBUSEUgU1VCTUlTU0lPTiBJUyBCQVNFRCBVUE9OIFdPUksgVEhBVCBIQVMgQkVFTiBTUE9OU09SRUQgT1IgU1VQUE9SVEVEIEJZIEFOIEFHRU5DWSBPUiBPUkdBTklaQVRJT04gT1RIRVIgVEhBTiBVTklTQSwgWU9VIERFQ0xBUkUgVEhBVCBZT1UgSEFWRSBGVUxGSUxMRUQgQU5ZIFJJR0hUIE9GIFJFVklFVyBPUiBPVEhFUiBPQkxJR0FUSU9OUyBSRVFVSVJFRCBCWSBTVUNIIENPTlRSQUNUIE9SIEFHUkVFTUVOVC4gVU5JU0Egd2lsbCBjbGVhcmx5IGlkZW50aWZ5IHlvdSBhcyB0aGUgY3JlYXRvciBvZiB0aGUgc3VibWlzc2lvbiwgYW5kIHdpbGwgbm90IG1ha2UgYW55IGFsdGVyYXRpb24sIG90aGVyIHRoYW4gYXMgYWxsb3dlZCBieSB0aGlzIGxpY2Vuc2UgYWdyZWVtZW50LCB0byB5b3VyIHN1Ym1pc3Npb24uIAoKQWxsIGl0ZW1zIGluIHRoZSBVTklTQSBJbnN0aXR1dGlvbmFsIFJlcG9zaXRvcnkgYXJlIHN1YmplY3QgdG8gY29weXJpZ2h0LiBGb3IgbW9yZSBpbmZvcm1hdGlvbiBvbiBTb3V0aCBBZnJpY2FuIGNvcHlyaWdodCBsYXcsIHZpc2l0IHRoZSBTQSBDb3B5cmlnaHQgQWN0IE5vLiA5OCBvZiAxOTc4IChhcyBhbWVuZGVkKSBhdmFpbGFibGUgYXQgaHR0cDovL3d3dy5idXlzLmNvLnphL3B1YmxpY2F0aW9ucy9jeWJlcmxhdy9Db3B5cmlnaHRBY3QuaHRtCg==
oai:uir.unisa.ac.za:10500/41482022-03-25T10:00:14Zcom_10500_19909col_10500_19913
Neuland, E.
Brozio, Arne Matthias
f723e429-5b0b-45df-af4f-9cefc9c80154
600
2011-05-05T08:32:34Z
2011-05-05T08:32:34Z
2011-05-05
http://hdl.handle.net/10500/4148
Africa is in the unfortunate position of being the continent with the lowest intra-continental trade volumes and the lowest contribution to world trade. Looking at operational cross-border risks in intra-African trade is likely to shed some light on the factors that influence this situation and provide some insight not previously available. The study examines a number of theoretical models and conceptual frameworks and then uses the CAGE Distance Framework proposed by Ghemawat (2001)to develop an empirically-based category scheme to classify the data.
Graduate School of Business Leadership
M. B. L.
1 online resource (vi, 73 leaves) : illustrations (mostly color), maps
en
CAGE framework
Africa
Intra-continental trade
Cross-border trade
382.096
Borderlands -- Africa -- Economic aspects
Business networks -- Management -- Africa
Africa -- Commerce
Operational cross-border risks in intra-African trade
Research Report
ORIGINAL
2010 MBL3 Research Report AM Brozio.pdf
2010 MBL3 Research Report AM Brozio.pdf
application/pdf
1215440
https://uir.unisa.ac.za/bitstream/10500/4148/1/2010%20MBL3%20Research%20Report%20AM%20Brozio.pdf
5286a223cc1134d4689d18f75b72e4a9
MD5
1
LICENSE
license.txt
license.txt
text/plain
2086
https://uir.unisa.ac.za/bitstream/10500/4148/2/license.txt
5a8380f43fc3bfc009bcc52e209f8255
MD5
2
TEXT
2010 MBL3 Research Report AM Brozio.pdf.txt
2010 MBL3 Research Report AM Brozio.pdf.txt
Extracted text
text/plain
177702
https://uir.unisa.ac.za/bitstream/10500/4148/3/2010%20MBL3%20Research%20Report%20AM%20Brozio.pdf.txt
0d09af535e25ce2e7e40097458a52383
MD5
3
10500/4148
oai:uir.unisa.ac.za:10500/4148
2022-03-25 12:00:14.221
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/61412022-02-22T09:05:31Zcom_10500_19909com_10500_2734com_10500_37com_10500_25com_10500_506col_10500_19913col_10500_2735col_10500_507
Boateng, Douglas
Woldemichael, Dereje Asfaw
1ac40bf2-2d60-403c-b60a-8e341af85099
600
2012-08-20T12:34:07Z
2012-08-20T12:34:07Z
2012-08-20
http://hdl.handle.net/10500/6141
Today organizations are facing different kinds of challenges as they are operating in a dynamic global market. Due to the lack of proper knowledge and skill in management, shortage of capital, weak infrastructure etc. the challenge is more intensive for organizations situated in developing countries like Ethiopia. Therefore, such organizations have to seek for alternative ways to improve their business activities in order to compete in the global market.
Supply Chain Management (SCM) is one of the most effective ways that many organizations like Wall-Mart have managed to achieve best organizational performance. In the Ethiopian business context, especially in Basic Metal and Engineering Industries (BMEIs), the concept of SCM should be well understood and practiced because these industries are the backbone of other growing industries in the country.
The basic objectives of this research are (1) to assess the level of implementation of SCM practices in Ethiopian BMEIs, and (2) to analyze the relationship between SCM practices and organizational performance in the same industries.
M.B.L.
1 online resource (63 leaves) : illustrations (some color)
2011 MBL 3 Research Report;
Manufacturing industry, Ethiopia
Engineering industry, Ethiopia
Supply chain management
Metal industry, Ethiopia
658.70963
Business logistics -- Ethiopia -- Management
Physical distribution of goods -- Ethiopia -- Management
Industrial productivity -- Ethiopia -- Management
Performance standards -- Ethiopia -- Management
Organizational effectiveness -- Ethiopia -- Management
The impact of supply chain management practices on the organizational performance of basic metal and engineering industries in Ethiopia
Research Report
ORIGINAL
2011 MBL3 Research Report DA Woldemichael1.pdf
2011 MBL3 Research Report DA Woldemichael1.pdf
application/pdf
157628
https://uir.unisa.ac.za/bitstream/10500/6141/1/2011%20MBL3%20Research%20Report%20DA%20Woldemichael1.pdf
98504906c9522c1cd2defe65379089d8
MD5
1
2011 MBL3 Research Report DA Woldemichael2.pdf
2011 MBL3 Research Report DA Woldemichael2.pdf
application/pdf
522142
https://uir.unisa.ac.za/bitstream/10500/6141/2/2011%20MBL3%20Research%20Report%20DA%20Woldemichael2.pdf
bc4dba77aa2dd6c4900d22b77962113b
MD5
2
2011 MBL3 Research Report DA Woldemichael3 References.pdf
2011 MBL3 Research Report DA Woldemichael3 References.pdf
application/pdf
88253
https://uir.unisa.ac.za/bitstream/10500/6141/3/2011%20MBL3%20Research%20Report%20DA%20Woldemichael3%20References.pdf
3e88d4381cd0848aa10c8ff9e125e600
MD5
3
2011 MBL3 Research Report DA Woldemichael4 Appendices.pdf
2011 MBL3 Research Report DA Woldemichael4 Appendices.pdf
application/pdf
173124
https://uir.unisa.ac.za/bitstream/10500/6141/4/2011%20MBL3%20Research%20Report%20DA%20Woldemichael4%20Appendices.pdf
5fe8e8dc8a5bec78a41aa72e9f96bbf7
MD5
4
LICENSE
license.txt
license.txt
text/plain
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https://uir.unisa.ac.za/bitstream/10500/6141/5/license.txt
8a4605be74aa9ea9d79846c1fba20a33
MD5
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TEXT
2011 MBL3 Research Report DA Woldemichael1.pdf.txt
2011 MBL3 Research Report DA Woldemichael1.pdf.txt
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https://uir.unisa.ac.za/bitstream/10500/6141/10/2011%20MBL3%20Research%20Report%20DA%20Woldemichael1.pdf.txt
71f68085cd5e959bc8fed6bb08588e8e
MD5
10
2011 MBL3 Research Report DA Woldemichael2.pdf.txt
2011 MBL3 Research Report DA Woldemichael2.pdf.txt
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103057
https://uir.unisa.ac.za/bitstream/10500/6141/11/2011%20MBL3%20Research%20Report%20DA%20Woldemichael2.pdf.txt
4db045728324fbee74675de6e592094e
MD5
11
2011 MBL3 Research Report DA Woldemichael3 References.pdf.txt
2011 MBL3 Research Report DA Woldemichael3 References.pdf.txt
Extracted text
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7591
https://uir.unisa.ac.za/bitstream/10500/6141/12/2011%20MBL3%20Research%20Report%20DA%20Woldemichael3%20References.pdf.txt
083f6aba73f0dac56c47652922bfb779
MD5
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2011 MBL3 Research Report DA Woldemichael4 Appendices.pdf.txt
2011 MBL3 Research Report DA Woldemichael4 Appendices.pdf.txt
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15990
https://uir.unisa.ac.za/bitstream/10500/6141/13/2011%20MBL3%20Research%20Report%20DA%20Woldemichael4%20Appendices.pdf.txt
ab04606e1d1cc5f249d46ba5fd3068f7
MD5
13
10500/6141
oai:uir.unisa.ac.za:10500/6141
2022-02-22 11:05:31.365
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/31432023-07-19T08:41:28Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Matanga, Alec
74b3f092-9cca-40a3-ab9f-4c44a8143058
600
2010-03-04T12:18:19Z
2010-03-04T12:18:19Z
2010-03-04T12:18:19Z
2008-11
http://hdl.handle.net/10500/3143
Final draft report presented to the Graduate School of Business Leadership, University of South Africa
The main purpose of this study is to ascertain the major service quality variables that determine customer satisfaction for the Carbonated Soft Drink market which is dynamic and is also part of the highly competitive impulse beverage industry in South Africa. Amalgamated Beverages Industry (aka Coca Cola) still holds the lion’s share of the market although its share has fallen in the last 5 years presumably due to the growth in the consumption of substitutes such as bottled water, 100% fruit juices, energy drinks and dairy juice blends. The proliferation of “diet conscious” consumers has exacerbated the situation. These alternatives are the primary growth areas in the impulse beverage market. This has obviously threatened the viability and profitability of major players in this industry. To date the performance of Carbonated Soft Drinks (CSDs) has been less than satisfactory. There are other key players which have penetrated this market namely Pepsi, trading as Pioneer Foods, Royal, Pioneer Foods, California Cola, Pick ‘n Pay and Quality Beverages.
For purposes of this study the three key players were chosen namely ABI, Pepsi and Quality Beverages. These key players have made huge investments in this industry at the level of production and distribution. In addition heavy investments go towards advertising and promotional campaigns. This research is exploratory in nature and makes way for further research in order to reach a more logical conclusion. This study is conducted within the confines of Gauteng region and more specifically Johannesburg North and Central. These two regions were chosen because the researcher resides close to these regions and wanted to minimize the costs involved in this study. The researcher also assumed the findings are a true representation of the broader picture of the South African scenario.
Before collecting information the researcher initially consulted recent articles, books, magazines, company reports and even the internet in order to develop a clear understanding of the industry. This also helped the researcher to make logical decisions in the course` of undertaking the research. To that effect the researcher adopted the service quality SERVQUAL and the Gaps models in coming up with a measurement instrument for the research.
The CSD companies have two broad categories of customers namely the trader and the end user or consumer. The trader purchases the product for purposes of research whilst the end user buys for consumption. This research focused on the trade customer. According to research experts a sample of more than 5% of the total population does not compromise validity. However the researcher opted for more than 10% of the total population in order to increase reliability of the results. Thus from the population size of 965 trade outlets the researcher arrived at a sample of 100. The traders were classified into four major categories namely retail outlets, wholesalers, restaurants and service stations. Information was collected from these 100 traders using personal interviews. The researcher is the one who conducted all the interviews. Information was gathered from buyers, managers and owners. The researcher took advantage of the Statistical Package for Social Scientists in order to make a meaningful analysis of the data collected. Many service oriented recommendations have been promulgated by this research. They are neither exhaustive nor prescriptive given the time constraint within which this research was conducted.
Graduate School of Business Leadership
M.B.L.
1 online resource (108, 4, 8 leaves) : illustrations (chiefly color), color graphs
en
Carbonated soft drinks industry
Customer service quality
Customer satisfaction
338.47663620968
Soft drink industry -- South Africa
Customer services -- South Africa
Consumer satisfaction -- South Africa
Consumers -- South Africa -- Attitudes
Investigation into the impact of customer service quality on customer satisfaction with particular reference to the carbonated soft drink industry in South Africa
Research Report
ORIGINAL
2008 MBL 3 Research Report A Matanga Title Page.pdf
2008 MBL 3 Research Report A Matanga Title Page.pdf
Title page
application/pdf
8060
https://uir.unisa.ac.za/bitstream/10500/3143/1/2008%20MBL%203%20Research%20Report%20A%20Matanga%20Title%20Page.pdf
69cbaf4d48f48e8d580211ebf1d2c001
MD5
1
2008 MBL 3 Research Report A Matanga Full Report.pdf
2008 MBL 3 Research Report A Matanga Full Report.pdf
Full report
application/pdf
333299
https://uir.unisa.ac.za/bitstream/10500/3143/2/2008%20MBL%203%20Research%20Report%20A%20Matanga%20Full%20Report.pdf
18cafb1383ca7e07f845a9db0332b22b
MD5
2
2008 MBL 3 Research Report A Matanga References.pdf
2008 MBL 3 Research Report A Matanga References.pdf
References
application/pdf
22828
https://uir.unisa.ac.za/bitstream/10500/3143/3/2008%20MBL%203%20Research%20Report%20A%20Matanga%20References.pdf
69321647c062d9085574ae366f626075
MD5
3
2008 MBL 3 Research Report A Matanga Appendices.pdf
2008 MBL 3 Research Report A Matanga Appendices.pdf
Appendices
application/pdf
101816
https://uir.unisa.ac.za/bitstream/10500/3143/4/2008%20MBL%203%20Research%20Report%20A%20Matanga%20Appendices.pdf
9e4e911362e2741e110798671d3f380d
MD5
4
LICENSE
license.txt
license.txt
text/plain
2328
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9122b6bc2539bfb578e32cb166aca318
MD5
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TEXT
2008 MBL 3 Research Report A Matanga Title Page.pdf.txt
2008 MBL 3 Research Report A Matanga Title Page.pdf.txt
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653
https://uir.unisa.ac.za/bitstream/10500/3143/9/2008%20MBL%203%20Research%20Report%20A%20Matanga%20Title%20Page.pdf.txt
2c6059875705ba929eeb5bc6076b24ea
MD5
9
2008 MBL 3 Research Report A Matanga Full Report.pdf.txt
2008 MBL 3 Research Report A Matanga Full Report.pdf.txt
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138476
https://uir.unisa.ac.za/bitstream/10500/3143/10/2008%20MBL%203%20Research%20Report%20A%20Matanga%20Full%20Report.pdf.txt
6c9e89f722d3a5a842e9b95bcbaf87a5
MD5
10
2008 MBL 3 Research Report A Matanga References.pdf.txt
2008 MBL 3 Research Report A Matanga References.pdf.txt
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4022
https://uir.unisa.ac.za/bitstream/10500/3143/11/2008%20MBL%203%20Research%20Report%20A%20Matanga%20References.pdf.txt
e37d8410b342675a708019f322abc8c0
MD5
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2008 MBL 3 Research Report A Matanga Appendices.pdf.txt
2008 MBL 3 Research Report A Matanga Appendices.pdf.txt
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https://uir.unisa.ac.za/bitstream/10500/3143/12/2008%20MBL%203%20Research%20Report%20A%20Matanga%20Appendices.pdf.txt
091f03671c22a897ffbb11a87c3dd39c
MD5
12
10500/3143
oai:uir.unisa.ac.za:10500/3143
2023-07-19 10:41:28.875
UnisaIR
uir@unisa.ac.za
TGljZW5zZSBncmFudGVkIGJ5IExvcmFpbmUgR3JvYmxlciAoZ3JvYmxsbUB1bmlzYS5hYy56YSkgb24gMjAxMC0wMy0wMVQxNDoxNTo0N1ogKEdNVCk6Cgo8aHRtbD48aGVhZD48L2hlYWQ+PGJvZHk+CjxwPk5vbi1FeGNsdXNpdmUgRGlzdHJpYnV0aW9uIExpY2Vuc2UgQWdyZWVtZW50PC9wPgoKPHA+SW4gb3JkZXIgZm9yIHRoZSBVbml2ZXJzaXR5IG9mIFNvdXRoIEFmcmljYSAoVU5JU0EpIEluc3RpdHV0aW9uYWwgUmVwb3NpdG9yeSB0byByZXByb2R1Y2UsCnRyYW5zbGF0ZSBhbmQgZGlzdHJpYnV0ZSB5b3VyIHN1Ym1pc3Npb24gd29ybGR3aWRlLCB5b3VyIGFja25vd2xlZGdlbWVudCBvZiB0aGUKdGVybXMgYmVsb3cgaXMgcmVxdWlyZWQuPC9wPgoKPHA+QnkgYWdyZWVpbmcgdG8gdGhpcyBsaWNlbnNlLCB5b3UgKHRoZSBvd25lciBvZiB0aGUgcmlnaHRzKSBncmFudCB0byBVTklTQQp0aGUgbm9uLWV4Y2x1c2l2ZSByaWdodCB0byByZXByb2R1Y2UsIHRyYW5zbGF0ZSAoYXMgZGVmaW5lZCBiZWxvdyksIGFuZC9vcgpkaXN0cmlidXRlIHlvdXIgc3VibWlzc2lvbiAoaW5jbHVkaW5nIHRoZSBhYnN0cmFjdCkgd29ybGR3aWRlLCBpbiBwcmludCBhbmQKZWxlY3Ryb25pYyBmb3JtYXQgYW5kIGluIGFueSBtZWRpdW0sIGluY2x1ZGluZyBidXQgbm90IGxpbWl0ZWQgdG8gYXVkaW8gb3IKdmlkZW8uIFlvdSBhZ3JlZSB0aGF0IFVOSVNBIG1heSwgd2l0aG91dCBjaGFuZ2luZyB0aGUgY29udGVudCwgdHJhbnNmZXIgdGhlCnN1Ym1pc3Npb24gdG8gYW55IG1lZGl1bSBvciBmb3JtYXQgZm9yIHRoZSBwdXJwb3NlcyBvZiBwcmVzZXJ2YXRpb24uIFlvdSBhbHNvCmFncmVlIHRoYXQgVU5JU0EgbWF5IGtlZXAgbW9yZSB0aGFuIG9uZSBjb3B5IG9mIHRoaXMgc3VibWlzc2lvbiBmb3IgdGhlCnB1cnBvc2VzIG9mIHNlY3VyaXR5LCBiYWNrLXVwIGFuZCBwcmVzZXJ2YXRpb24uIFlvdSBkZWNsYXJlIHRoYXQgdGhlIHN1Ym1pc3Npb24KaXMgeW91ciBvcmlnaW5hbCB3b3JrLCBhbmQgdGhhdCB5b3UgaGF2ZSB0aGUgcmlnaHQgdG8gZ3JhbnQgdGhlIHJpZ2h0cwpjb250YWluZWQgaW4gdGhpcyBsaWNlbnNlIGFncmVlbWVudC4gWW91IGFsc28gZGVjbGFyZSB0aGF0IHlvdXIgc3VibWlzc2lvbiBkb2VzCm5vdCwgdG8gdGhlIGJlc3Qgb2YgeW91ciBrbm93bGVkZ2UsIGluZnJpbmdlIHVwb24gYW55b25lIGVsc2UncyBjb3B5cmlnaHQuIElmCnRoZSBzdWJtaXNzaW9uIGNvbnRhaW5zIG1hdGVyaWFsIGZvciB3aGljaCB5b3UgZG8gbm90IGhvbGQgdGhlIGNvcHlyaWdodCwgeW91CmRlY2xhcmUgdGhhdCB5b3UgaGF2ZSBvYnRhaW5lZCB0aGUgdW5yZXN0cmljdGVkIHBlcm1pc3Npb24gb2YgdGhlIGNvcHlyaWdodApvd25lciB0byBncmFudCB0byBVTklTQSB0aGUgcmlnaHRzIHJlcXVpcmVkIGJ5IHRoaXMgbGljZW5zZSBhZ3JlZW1lbnQsIGFuZCB0aGF0CnN1Y2ggdGhpcmQgcGFydHktb3duZWQgbWF0ZXJpYWwgaXMgY2xlYXJseSBpZGVudGlmaWVkIGFuZCBhY2tub3dsZWRnZWQgd2l0aGluCnRoZSB0ZXh0IG9yIGNvbnRlbnQgb2YgdGhlIHN1Ym1pc3Npb24uIElGIFRIRSBTVUJNSVNTSU9OIElTIEJBU0VEIFVQT04gV09SSwpUSEFUIEhBUyBCRUVOIFNQT05TT1JFRCBPUiBTVVBQT1JURUQgQlkgQU4gQUdFTkNZIE9SIE9SR0FOSVpBVElPTiBPVEhFUiBUSEFOClVOSVNBLCBZT1UgREVDTEFSRSBUSEFUIFlPVSBIQVZFIEZVTEZJTExFRCBBTlkgUklHSFQgT0YgUkVWSUVXIE9SIE9USEVSCk9CTElHQVRJT05TIFJFUVVJUkVEIEJZIFNVQ0ggQ09OVFJBQ1QgT1IgQUdSRUVNRU5ULiBVTklTQSB3aWxsIGNsZWFybHkgaWRlbnRpZnkKeW91IGFzIHRoZSBjcmVhdG9yIG9mIHRoZSBzdWJtaXNzaW9uLCBhbmQgd2lsbCBub3QgbWFrZSBhbnkgYWx0ZXJhdGlvbiwgb3RoZXIKdGhhbiBhcyBhbGxvd2VkIGJ5IHRoaXMgbGljZW5zZSBhZ3JlZW1lbnQsIHRvIHlvdXIgc3VibWlzc2lvbi48L3A+CjxwPkFsbCBpdGVtcyBpbiB0aGUgVU5JU0EgSW5zdGl0dXRpb25hbCBSZXBvc2l0b3J5IGFyZSBzdWJqZWN0IHRvIGNvcHlyaWdodC4KRm9yIG1vcmUgaW5mb3JtYXRpb24gb24gU291dGggQWZyaWNhbiBjb3B5cmlnaHQgbGF3LCB2aXNpdCB0aGUgU0EgQ29weXJpZ2h0IEFjdCAKTm8uIDk4IG9mIDE5NzggKGFzIGFtZW5kZWQpIGF2YWlsYWJsZSBhdCA8YQpocmVmPSJodHRwOi8vd3d3LmJ1eXMuY28uemEvcHVibGljYXRpb25zL2N5YmVybGF3L0NvcHlyaWdodEFjdC5odG0iPmh0dHA6Ly93d3cuYnV5cy5jby56YS9wdWJsaWNhdGlvbnMvY3liZXJsYXcvQ29weXJpZ2h0QWN0Lmh0bTwvYT4uCjwvcD4KPC9ib2R5PjwvaHRtbD4K
oai:uir.unisa.ac.za:10500/2122022-03-03T07:14:52Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Coetzee, Jopie
Davis, Tracey Beverley
cece397f-dbc7-44b8-bb42-94580653d278
600
2009-05-27T09:48:02Z
2009-05-27T09:48:02Z
2006
http://hdl.handle.net/10500/212
The decision to enter a foreign market has long-term implications for the investing
firm, as has its choice of entry mode. The hierarchical model of market entry modes
proposes that entry modes can be categorised as equity-based or non-equity based,
and further categorised by type as joint ventures and wholly owned subsidiaries,
exports and contractual agreements. The hierarchical model of market entry modes
proposes that there are factors that influence the entry mode at the level of equity
versus non-equity but not within the type of equity or non-equity.
This study evaluated the applicability of the hierarchical model of entry modes to
Mozambique. The study included exploratory analysis of criteria considered when
firms entered Mozambique, criteria considered unique to Mozambique and the
approach to the entry mode decision.
Research was limited to South African manufacturing firms who had entered the
Mozambique market between 1990 and 2005. The independent variables
(determinants of entry mode) considered were: prioritised location, host country risk,
management orientation, trade relationship and industry factors.
The results showed that the firms entering Mozambique did not follow the hierarchical
model of entry modes. The exploratory data revealed other factors that had
important implications for both the Mozambique government and firms intending to
enter Mozambique, namely bilateral trade and country credit rating.
This research has highlighted several areas of value to the Mozambique government
with regard to where legislation may be amended to create a business-friendly
environment. The considerations for firms wishing to enter Mozambique centre on
criteria found to be unique to Mozambique, which may therefore not form part of the
firms’ normal screening process and which may hitherto have been unconsidered.
Graduate School for Business Leadership
M.B.L.
1 online resource (ii, v, ii, 79 leaves) : illustrations, graphs (chiefly color), 2 color maps
en
Foreign markets
Manufacturing industry
658.8009679
Manufacturing industries -- Mozambique -- Marketing
Manufacturing industries -- South Africa -- Marketing
The relevance of the hierarchy model of market entry modes to South African manufacturing firms entering Mozambique
Research Report
ORIGINAL
2006 MBL 3 Research Report TB Davis.pdf
2006 MBL 3 Research Report TB Davis.pdf
application/pdf
1132621
https://uir.unisa.ac.za/bitstream/10500/212/1/2006%20MBL%203%20Research%20Report%20TB%20Davis.pdf
8d251fca26603485cb9cb18a2281b8a8
MD5
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license.txt
license.txt
text/plain
2182
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12649d23464ecbe810901213cb9b57d0
MD5
2
TEXT
2006 MBL 3 Research Report TB Davis.pdf.txt
2006 MBL 3 Research Report TB Davis.pdf.txt
Extracted text
text/plain
131281
https://uir.unisa.ac.za/bitstream/10500/212/3/2006%20MBL%203%20Research%20Report%20TB%20Davis.pdf.txt
f8752431c6b33b5949aa7d0d41405ba7
MD5
3
10500/212
oai:uir.unisa.ac.za:10500/212
2022-03-03 09:14:52.641
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/1422022-02-17T07:22:50Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Booysen, Lize
Tanton, S. N.
b30a1967-c777-45d4-be5c-809dedb2e59f
600
2009-04-06T13:52:32Z
2009-04-06T13:52:32Z
2007-11-25
http://hdl.handle.net/10500/142
Retention of key productive employees is a major challenge for all organisations
locally and internationally because the resulting churn created by replacing
employees that voluntarily leave the organisation costs the business both directly
and indirectly. The purpose of this study is to determine whether lack of talent
management of employees is one of the causes of job dissatisfaction, to
determine whether lack of talent management of employees contributes to
employees’ intentions to leave an organisation and to determine whether talent
management plays a positive part in retaining employees in an organisation.
Three main themes are focused on in this report to identify and describe reasons
for voluntary employee turnover in business organisations that have a profit
objective, namely low job satisfaction and intent to leave an organisation,
employee retention and talent management.
One of the primary reasons that employees leave their current employer is better
compensation from the new employer, however talent management in the form of
personal development opportunities, opportunities for employees to use their
skills and good career opportunities are important factors influencing an
employee’s decision to stay. Factors contributing to a cumulative process of job
dissatisfaction include perceptions of job inflexibility and control, employees
feeling overworked, excessive workloads, concerns that existing management
may not be able to effectively lead the organisation, lack of challenging work and
not enough recognition for work performed and a poor work/life balance.
Style of leadership plays an important role in affecting the level of job satisfaction
and a more democratic style of leadership leads to better job satisfaction than a
more autocratic leadership style. Job stress is also a major contributor to
voluntary employee turnover as well as negative behaviour by employees feeling
stressed at work.
Effective talent management is essential to achieving organisational excellence
and a driving force for business success. Recruiting the most talented employees may not be the best strategy for effective talent management as high fliers tend
to leave organisations more quickly thereby generating significant employee
turnover costs. Talent development is a more complex activity than many people
responsible for HR in organisations realise.
Coaching and mentoring are business tools of the 21st century and mentors
enhance and can ensure the professional development and success of existing
and new talented employees in organisations.
HR personnel can have a positive impact on the value of an organisation through
effective talent management by way of performance management, succession
planning/decision analytics, targeted selection/talent reviews, development
planning and support, career development, workforce planning and recruiting.
Ignoring the problem of employee turnover is risky and reluctance by employers
to invest resources in order to retain productive talent doesn’t help matters.
Despite findings confirming that employees reach a decision to leave their
current employer for something better, the leaving process remains a very
complex process.
The case study in this report found that job satisfaction of employees was a
function of remuneration, performance appraisal and feedback, work context and
working environment and the affect of leadership. Talent Management of
employees in the case study was a function of motivation for superior
performance, training and development, job enrichment (variety of jobs),
performance reviews and attraction of talent (and opportunities for promotion).
Employee Retention of employees in the case study was a function of leadership,
employment equity and equal opportunity, and influence of manager (direct
superior). All these factors are supported by existing academic findings both
locally and aboard.
Business leaders are increasingly acknowledging that talent does matter, but
finding it difficult to measure precisely how valuable talent is. There are
similarities between the reasons why employees in SA and the US leave organisations of their own accord. In SA there is a significant disconnect between
what young, talented black employees want from their employer and what most
corporate employers were offering leading to the damaging culture of ‘job
hopping’. Money hardly played a role in the decisions of 65 percent of black
employees that changed jobs at least once out of the three preceding years.
Rather, ‘push’ or ‘pull’ factors influenced the employee’s decision such as culture
clash and/or hostility at work and/or lack of recognition and the spirit of being an
entrepreneur and personal growth/new challenge. Local research has found that
the top five variables impacting on talent retention in SA are challenging and
meaningful work, advancement opportunities, manager integrity and quality,
empowerment and responsibility and new opportunities/challenges. Talent and
knowledge management are linked and together form an important source of
competitive advantage in the SA context and talent management should be a
strategic business priority in order to retain employees for sustainable
competitive advantage.
The general conclusion of this report is that talent management in the role of
employee retention cannot be seen in isolation. It needs to be considered along
with factors influencing job satisfaction and employee retention. Results from the
study indicate that organisations need to focus on all the above factors of job
satisfaction, talent management and employee retention to address voluntary
employee turnover in order to curtail the drain of talent from their organisations.
These strategies should achieve outcomes such as preservation of sustainable
competitive advantage, better motivated and effective employees generating
better business results and an increase in value of the organisation as a whole.
The research problem investigated in this study attempted to analyze whether
lack of talent management of employees is a cause of job dissatisfaction and
employee turnover in a specific case study of a regional office of a local South
African bank. Existing literature on the subject of job satisfaction; employee
retention and talent management does not describe the role talent management
plays vis-à-vis other variables.The case study contained in this research could not reach any meaningful
conclusions due to a very low response rate to the questionnaire on which the
case study was based. Despite this limitation, general conclusions were drawn
from existing academic literature and valuable findings extracted from a
qualitative analysis of responses to the questionnaire.
Recommendations are put forward in this report to guide organisations how to
focus on factors that influence job satisfaction, talent management and employee
retention which should assist in addressing employee turnover to curtail the drain
of talent from local organisations.
M.B.L.
1 online resource (156 leaves) : color illustrations
en
University of South Africa
Talent management
Employee retention
658.312404
Human capital -- Management
Employee retention
Career development
Ability
University of South Africa
Talent management in the role of employee retention
Research Report
ORIGINAL
2007 MBL 3 Research Report S N Tanton.pdf
2007 MBL 3 Research Report S N Tanton.pdf
application/pdf
771628
https://uir.unisa.ac.za/bitstream/10500/142/1/2007%20MBL%203%20Research%20Report%20S%20N%20Tanton.pdf
dc010f2b383334fb9f4abbf698782236
MD5
1
LICENSE
license.txt
license.txt
text/plain
2193
https://uir.unisa.ac.za/bitstream/10500/142/2/license.txt
9bac8f97a08a9c34d6c55f482398e25f
MD5
2
TEXT
2007 MBL 3 Research Report S N Tanton.pdf.txt
2007 MBL 3 Research Report S N Tanton.pdf.txt
Extracted text
text/plain
268091
https://uir.unisa.ac.za/bitstream/10500/142/3/2007%20MBL%203%20Research%20Report%20S%20N%20Tanton.pdf.txt
afc69a15e8863f8c68cc14c75de2b419
MD5
3
10500/142
oai:uir.unisa.ac.za:10500/142
2022-02-17 09:22:50.791
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/254732022-03-28T10:25:41Zcom_10500_23650com_10500_19909com_10500_18562col_10500_23651col_10500_19913col_10500_18564
Annandale, Lea
2f858f1c-eef5-4dac-b1b9-1dc9ec434316
600
Sidinana, Mzonyana Enoch
b03f5143-6dc9-4ac3-b8a4-4a31db69e10e
600
2019-05-23T08:45:39Z
2019-05-23T08:45:39Z
2014-03-19
Sidinana, M.E. 2014.Measuring the effectiveness of the code of conduct for SCM Practitioners within the Western Cape Government .Pretoria: Graduate School of Business Leadership, University of South Africa. MBL Thesis.
http://hdl.handle.net/10500/25473
Unethical behaviour is now recognised as one of the South African (SA) government’s greatest challenges in the public sector. The Public Service Commission (PSC) has stated that the five most common manifestations of the unethical behaviour which is on the increase in the SA public sector are corruption, fraud and bribery, mismanagement of government funds, abuse of government resources and procurement irregularities. The focus of this study is on the analysis of the effectiveness of the code of conduct for the SCM practitioners. It is an important task for the Western Cape Government (WCG) in ensuring that all the relevant employees are aware of such code. This study proposes a conceptual framework that has been developed from literature to assist WCG in effecting the said code, with the aim of improving supply chain management performance. The effectiveness was exploratively tested by means of empirical research to determine whether all the relevant employees are aware of the code of conduct for the SCM practitioners. The study concluded that the code of conduct for the SCM practitioners is not fully effective within the Western Cape Government, as some of the participants lack awareness of the said code.
Graduate School of Business Leadership
M.B.L.
1 online resource (x, 87 leaves) : illustrations, color graphs
en
Business ethics
Code of conduct
Code of ethics
Unethical behaviour
Ethical dilemma
Employee awareness
Supply chain management
172.2096873
Public officers -- Professional ethics -- South Africa -- Western Cape
Civil service ethics -- South Africa -- Western Cape
Government purchasing -- Moral and ethical aspects -- South Africa -- Western Cape
Local government -- Corrupt practices -- South Africa -- Western Cape
Public administration -- South Africa -- Western Cape
Measuring the effectiveness of the code of conduct for SCM Practitioners within the Western Cape Government
Measuring the effectiveness of the code of conduct for Supply Chain Management Practitioners within the Western Cape Government
Research report
ORIGINAL
Reseach Report - SCM Code of Conduct - MBL.PDF
Reseach Report - SCM Code of Conduct - MBL.PDF
application/pdf
1226933
https://uir.unisa.ac.za/bitstream/10500/25473/1/Reseach%20Report%20-%20SCM%20Code%20of%20Conduct%20%20%20-%20MBL.PDF
c0c1a2ac02a265ff22771f0afbf7a64d
MD5
1
LICENSE
license.txt
license.txt
text/plain
2377
https://uir.unisa.ac.za/bitstream/10500/25473/2/license.txt
d092ffbe1a6c5204ac648c7060f5ae6a
MD5
2
TEXT
Reseach Report - SCM Code of Conduct - MBL.PDF.txt
Reseach Report - SCM Code of Conduct - MBL.PDF.txt
Extracted text
text/plain
171052
https://uir.unisa.ac.za/bitstream/10500/25473/3/Reseach%20Report%20-%20SCM%20Code%20of%20Conduct%20%20%20-%20MBL.PDF.txt
6dc9159b4c6ae125e63c9b67cc4f8ab8
MD5
3
10500/25473
oai:uir.unisa.ac.za:10500/25473
2022-03-28 12:25:41.128
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/61442022-05-10T06:05:50Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Rajah, M. (Mahamed), 1947-
Maloa, Frans
8a6d402c-e4cd-41b5-a8a8-a6e5e0c6b9ea
600
2012-08-20T12:36:43Z
2012-08-20T12:36:43Z
2011-11
http://hdl.handle.net/10500/6144
Compensation is a discretionary concept whose determinants may not necessarily be the same in all organisations. This study reports on the extent to which a limited number of determinants of compensation, as identified in this study, namely job performance, external equity, job families, organisational tenure and employee skill, predict employee compensation in an organisation.
A convenience sample was drawn from the target population in the Gauteng area. Three small and medium-sized organisations were included in the sample, which consisted of a state-owned organisation in the aviation sector, a parastatal company in the finance development sector, and a private company in the banking sector. A categorical multiple regression analysis was conducted.
The findings of this study reflect a greater consistency in four of the six variables as strong predictors of employee compensation, namely employee skill, employee performance, job family and job grade. These factors are strongly related to employee compensation and are regarded as strong predictors of it. The other predictors, namely external equity and tenure, can be considered to be of marginal significance as predictors of employee compensation. However, the results also indicate that these predictors may be more significant in state-owned and parastatal companies, in comparison to private companies. In addition, the determinants of employee compensation may also depend on the type and size of the organisation.
Graduate School of Business Leadership
M.B.L.
1 online resource (vii, 95 leaves)
en
2011 MBL 3 Research Report;
Employee compensation
Job grading
Job tenure
Job performance
658.320968
Workers’ compensation -- South Africa
Compensation management -- South Africa
Personnel management -- South Africa
Determinants of employee compensation in an organisation : an exploratory study
Research Report
LICENSE
license.txt
license.txt
text/plain
1748
https://uir.unisa.ac.za/bitstream/10500/6144/2/license.txt
8a4605be74aa9ea9d79846c1fba20a33
MD5
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ORIGINAL
2011 MBL3 Research Report F Maloa.pdf
2011 MBL3 Research Report F Maloa.pdf
application/pdf
481994
https://uir.unisa.ac.za/bitstream/10500/6144/1/2011%20MBL3%20Research%20Report%20F%20Maloa.pdf
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2011 MBL3 Research Report F Maloa.pdf.txt
2011 MBL3 Research Report F Maloa.pdf.txt
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2397ee79eeaabe8eb513d842d22a2c9a
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oai:uir.unisa.ac.za:10500/6144
2022-05-10 08:05:50.744
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/41542022-03-25T10:01:09Zcom_10500_19909com_10500_506com_10500_18562col_10500_19913col_10500_507col_10500_18564
Dippenaar, Lea
Lebakeng, Zimele Abram
3ddee187-71cd-4b51-97ea-d3c86279e8b3
600
2011-05-05T08:41:33Z
2011-05-05T08:41:33Z
2011-05-05
http://hdl.handle.net/10500/4154
State Owned Enterprises (hereinafter referred to as SOEs) are currently
experiencing increasing ethical problems and they have been trying to control
these problems by formalising ethics. Institutionalising ethics is an important task
if SOEs are to effectively counteract the increasingly frequent occurrences of
blatantly unethical and illegal behaviour (Sims, 2004:493). Ethics and values play
a key role in prescribing the ethical code to be followed by an organisation in the
conduct of its affairs. Efforts by organisations to institutionalise ethics have a
positive effect in instilling and improving ethical behaviour.
The research project discusses the ethical aspects of governance focusing on
formalisation of ethics within a SOE as a mechanism to improve governance
practices. The focus of the research paper is on different ethical instruments
utilised by the SOE selected for the purpose of this study. The organisation that
is used for the purpose of this study is based within the service industry and for
purposes of confidentiality; the organisation is referred to as the “STATE”.
The research paper covers five chapters.
Chapter 1 highlights the background of the SOE selected for the research paper.
The problem statement which is the basis of this study was identified, defined
and explained.
Chapter 2 discusses the relevant literature on matters pertaining to
institutionalising ethics.
Chapter 3 outlines the research methodology to be used. The triangulation was
used as a means of understanding and addressing the research questions.
Interviews and questionnaires were used as the research methods in conducting
this study.
Chapter 4 presents some results and interpretations through the use of statistical
tables or figures. The summary of the research findings and how SOE developed
and institutionalised ethics and the efficacy of the methods used was discussed.
Chapter 5 is based on policy recommendations. The conclusions were drawn
based on the use of the triangulation research approach. The conclusions
address the questions as mentioned above.
As a conclusion the study presents some recommendations specific to SOE. The
bottom line is that good corporate governance is an important part for SOE.
Living the values and complying with the organisational ethics starts with
leadership and such leadership requires a great deal of personal commitment,
courage, and perseverance guided by strong ethical values to confront and end
any form of unethical practices that allow individuals to abuse positions of
entrusted power for personal gain.
It should be borne in mind that the existence of sound corporate governance
standards does not guarantee an unethical-free environment. The exposure of
unethical behaviour is a manifestation of weak corporate governance practices,
with unethical behaviour at the root of the scandal. Exposure of unethical
behaviour can also be viewed a positive sign. Overall, corporate governance by
itself should not be regarded as a solution or an automatic cure for all corporate
ills. Policy is the most influential factor in managers' ethical decision-making and
behaviour.
Graduate School of Business Leadership
M. B. L.
1 online resource (177 pages) : illustrations
en
State owned enterprises
Ethics
Ethical values
174.4
Business ethics
Government business enterprises
Institutionalising ethics as a means of instilling ethical values and behaviour within a state owned enterprise
Research Report
ORIGINAL
2010 MBL3 Research Report ZA Lebakeng.pdf
2010 MBL3 Research Report ZA Lebakeng.pdf
application/pdf
936163
https://uir.unisa.ac.za/bitstream/10500/4154/1/2010%20MBL3%20Research%20Report%20ZA%20Lebakeng.pdf
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MD5
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LICENSE
license.txt
license.txt
text/plain
2086
https://uir.unisa.ac.za/bitstream/10500/4154/2/license.txt
5a8380f43fc3bfc009bcc52e209f8255
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2010 MBL3 Research Report ZA Lebakeng.pdf.txt
2010 MBL3 Research Report ZA Lebakeng.pdf.txt
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318867
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MD5
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10500/4154
oai:uir.unisa.ac.za:10500/4154
2022-03-25 12:01:09.745
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/31392022-02-24T07:30:58Zcom_10500_19909com_10500_2734com_10500_37com_10500_25com_10500_506com_10500_18562col_10500_19913col_10500_2735col_10500_507col_10500_18564
Moodaly, Avintha
346e96b2-55e5-4ad5-ab6c-8200ba1206cb
600
2010-03-04T10:35:18Z
2010-03-04T10:35:18Z
2008
http://hdl.handle.net/10500/3139
South Africa’s unique history has produced an organisational climate where race groups forcibly separated in the past, have to now work together in harmony. Limited interaction between the ethnic groups creates a culturally uninformed society where trust between groups is lacking.
The objective of this study was to confirm the levels of collectivism for the different race groups, and to determine the relationship between collectivism, propensity to trust and in group trust. A survey was administered to a Business Unit of a South African petrochemical company. 387 responses were obtained from a sufficiently diverse sample. The results confirmed that blacks and Indians are more collectivistic than whites and coloureds. Collectivistic groups had a lower propensity to trust and higher in group trust. This research creates awareness regarding the different aspects of culture and the behaviours these cultural differences drive. Trust development must be approached with a culturally informed view.
M.B.L.
1 online resource ( ix,150 leaves) : illustrations (some color)
en
Leadership
Trust
Workplace diversity
Corporate Culture
658.40920968
Leadership -- South Africa -- Cross cultural studies
Management -- South Africa -- Cross cultural studies
Diversity in the workplace -- South Africa -- Cross cultural studies
Corporate culture -- South Africa -- Cross cultural studies
Organizational behavior -- South Africa -- Cross cultural studies
The role of culture in trust levels of leaders
Research Report
ORIGINAL
2008 MBL 3 Research Report A Moodaly.pdf
2008 MBL 3 Research Report A Moodaly.pdf
application/pdf
850522
https://uir.unisa.ac.za/bitstream/10500/3139/1/2008%20MBL%203%20Research%20Report%20A%20Moodaly.pdf
27d80ed09fb8d978d2735f8c3fe91af7
MD5
1
LICENSE
license.txt
license.txt
text/plain
2328
https://uir.unisa.ac.za/bitstream/10500/3139/2/license.txt
1beabbf67e3cdd7fac7e7ca290038b9c
MD5
2
TEXT
2008 MBL 3 Research Report A Moodaly.pdf.txt
2008 MBL 3 Research Report A Moodaly.pdf.txt
Extracted text
text/plain
262802
https://uir.unisa.ac.za/bitstream/10500/3139/3/2008%20MBL%203%20Research%20Report%20A%20Moodaly.pdf.txt
b774efbb3d605b4e9bd8daa0277bbaea
MD5
3
10500/3139
oai:uir.unisa.ac.za:10500/3139
2022-02-24 09:30:58.527
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/37452022-03-07T12:03:32Zcom_10500_19909com_10500_506com_10500_18562col_10500_19913col_10500_507col_10500_18564
Rwelamila, Pantaleo
Onyango, Lynette Auma
d9793cc0-d4b7-446b-9249-d36aad1bf42a
600
2010-11-04T07:48:54Z
2010-11-04T07:48:54Z
2009-12
http://hdl.handle.net/10500/3745
Research report presented to the SBL, Unisa, Midrand.
Understanding and appreciating the nature and power of effective governance structures
is vital for a country‟s stability as well as economic and social growth. Good governance
results in transparency and accountability thus promoting ethical managerial practices,
high positive impact and sustainable development.
By the nature of their existence, the success of Non Governmental Organizations (NGOs)
is pegged on issues related to good governance and ethical managerial practices.
Governments and donors entrust these organizations with funds on the understanding that
they will efficiently manage allocated resources to run projects that result in sustainable
development characterized by high impact. Good governance and ethical managerial
practices are critical in ensuring such accomplishments; and studying an NGO perceived
as having these attributes may be a useful source of best practices for not only the NGO
sector but even the private and public sector.
This report, therefore, proposes to make a contribution in the area of governance by
critically analyzing the governance structures of SNV (The Netherlands Development
Organization) in implementing its projects. The study is motivated by the scarcity of
published documentation on corporate and project governance practices specific to the
African and particularly Kenyan context, which organizations interested in pursuing good
governance and managerial practices can use as a reference point. It pursues literature
which emphasizes that effective governance can lead to managerial excellence but
managerial ethical excellence does not always exist without effective governance.
The primary interest is on the success emanating from good governance, with the aim of
coming up with recommendations that can assist policy makers in formulating a set of
best practices that can possibly be emulated and embraced by other donor-dependent
organizations. Findings of the report may also be applicable to profit-making,
government and other charity-based entities.
Graduate School of Business Leadership
M. B. L.
1 online resource (xi, 154 leaves) : illustrations, photographs
en
Corporate governance
NGOs
Donor-dependent organisations
Project governance
658.40409595
Project management -- Kenya -- Case studies
Business planning -- Kenya -- Case studies
Strategic planning -- Kenya -- Case studies
SNV (Organization)
A critical look at good governance practice through project implementation: the case of SNV (The Netherlands Development Organisation) in Kenya
Research Report
ORIGINAL
2009 MBL3 Research Report LA Onyango.pdf
2009 MBL3 Research Report LA Onyango.pdf
application/pdf
1112250
https://uir.unisa.ac.za/bitstream/10500/3745/8/2009%20MBL3%20Research%20Report%20LA%20Onyango.pdf
cf9df2d6d9f2eb1c3b5bdcfe43b4ed5a
MD5
8
LICENSE
license.txt
license.txt
text/plain
2328
https://uir.unisa.ac.za/bitstream/10500/3745/3/license.txt
9a24bebc5b383e46a1ba83fc0369aa64
MD5
3
TEXT
2009 MBL3 Research Report LA Onyango Title Page.pdf.txt
2009 MBL3 Research Report LA Onyango Title Page.pdf.txt
Extracted text
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449
https://uir.unisa.ac.za/bitstream/10500/3745/6/2009%20MBL3%20Research%20Report%20LA%20Onyango%20Title%20Page.pdf.txt
7de5b9621ed67a0e59c8388e954a815d
MD5
6
2009 MBL3 Research Report LA Onyango.pdf.txt
2009 MBL3 Research Report LA Onyango.pdf.txt
Extracted text
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299263
https://uir.unisa.ac.za/bitstream/10500/3745/7/2009%20MBL3%20Research%20Report%20LA%20Onyango.pdf.txt
50fefad93c6b00e9f35f59a131fa732a
MD5
7
10500/3745
oai:uir.unisa.ac.za:10500/3745
2022-03-07 14:03:32.217
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/1372022-06-29T13:58:43Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Bostander, D.E.
333251db-aad6-4cc7-903c-a6a9fed781fc
600
2009-04-06T13:15:51Z
2009-04-06T13:15:51Z
2007-11-30
http://hdl.handle.net/10500/137
This research study had two distinct objectives. The first objective was to determine in which areas in South African banks the most severe operational risk losses are likely to occur (based on the Basel II seven loss event types and eight business lines). Severity was assessed based on single operational risk events that might have significant monetary values attached to them. The likely frequency of single operational risk events was also assessed.
The investigation of the aforementioned research problem was explorative and quantitative of nature, as the researcher made extensive use of survey research in the form of a questionnaire to all registered banks.
The second part of the research study’s objective was to assess the range of practices in collecting internal loss data for operational risk purposes as required by Basel II. This part was approached from a qualitative perspective, by benchmarking the research findings against the Basel II text, the researcher’s experience in risk management in banks, the Basel Committee on Banking Supervision’s Sound Practices for the Management and Supervision of Operational Risk, and related literature.
The literature review, including reference to certain surveys and studies, focuses on the main concepts of operational risk within banks that are pertinent to the research problem. The literature review also includes several references to the Basel II text and other relevant publications and papers issued by the Basel Committee on Banking Supervision.
The research results revealed that respondents in South African banks believed that ‘business disruption and system failures’ is the loss event type that is likely to result in the most severe single operational risk loss. ‘Trading and sales’ scored the same high average rating as ‘business disruption and system failures’ as the business line where the most severe single operational risk loss is likely to occur in South African banks.
‘External fraud’ and ‘execution, delivery and process management’ scored the highest average ratings as the loss event types where the most frequent operational risk losses are likely to occur. Respondents indicated that ‘retail banking’ is the business line where the most frequent single operational risk losses are likely to occur in South African banks. Based on the above-mentioned findings the researcher recommends that these high-risk areas be highlighted to the Bank Supervision Department of the South African Reserve Bank, the boards of directors and senior management of banks in order for them to strengthen banks’ internal controls.
The researcher recommends the inclusion of near misses and opportunity cost in operational risk loss databases. Banks should at least capture the date of the discovery of an operational risk event as this represents acceptable practice among the majority of banks. Operational risk losses should be assigned to the multiple business activities in which it occurred on a pro-rata basis. All recoveries of operational risk losses should be processed separately, but associated with the original loss event. Replacement cost is seen as the most appropriate way to capture gross loss amounts for the damage to fixed assets. The researcher encourages the recording of overtime cost for fixing systems failures. Market risk losses due to operational risk events should be treated as market risk losses, while loan-related losses due to operational risk failures should be treated as credit risk losses by banks.
The researcher’s view is that banks should set different thresholds for the collection of operational risk losses for its various business units based on each business unit’s operations and nature of business. Banks should, as a starting point, map operational risk events to the Basel II 8x7 matrix. Operational risk losses should be assessed by both legal entity and on a consolidated basis.
Graduate School of Business Leadership
M.B.L.
1 online resource (120 leaves) : illustrations, some color
en
Operational risks
Banks
Collecting internal loss data
332.10681
Banks and banking -- Risk management -- South Africa
Financial services industry -- Risk management -- South Africa
Risk management -- South Africa
Operational risk events in banks and practices for collecting internal loss data
Research Report
ORIGINAL
2007 MBL 3 Research Report DE Bostander Abstract.pdf
2007 MBL 3 Research Report DE Bostander Abstract.pdf
application/pdf
21254
https://uir.unisa.ac.za/bitstream/10500/137/1/2007%20MBL%203%20Research%20Report%20DE%20Bostander%20Abstract.pdf
d20453d09b234db5622990feffa1016a
MD5
1
2007 MBL 3 Research Report DE Bostander Acknowledgements.pdf
2007 MBL 3 Research Report DE Bostander Acknowledgements.pdf
application/pdf
13516
https://uir.unisa.ac.za/bitstream/10500/137/2/2007%20MBL%203%20Research%20Report%20DE%20Bostander%20Acknowledgements.pdf
f9b9019f357d0c100ddb859962dc4a6c
MD5
2
2007 MBL 3 Research Report DE_Bostander_Full Report.pdf
2007 MBL 3 Research Report DE_Bostander_Full Report.pdf
application/pdf
1192391
https://uir.unisa.ac.za/bitstream/10500/137/3/2007%20MBL%203%20Research%20Report%20DE_Bostander_Full%20Report.pdf
375f13f226e71452a3fad9bc818b2ed2
MD5
3
LICENSE
license.txt
license.txt
text/plain
2193
https://uir.unisa.ac.za/bitstream/10500/137/4/license.txt
9faed70458b60ef0bbc70409b7b90164
MD5
4
TEXT
2007 MBL 3 Research Report DE Bostander Abstract.pdf.txt
2007 MBL 3 Research Report DE Bostander Abstract.pdf.txt
Extracted text
text/plain
4798
https://uir.unisa.ac.za/bitstream/10500/137/7/2007%20MBL%203%20Research%20Report%20DE%20Bostander%20Abstract.pdf.txt
a3428f05ad14f7793100b56af076c3b4
MD5
7
2007 MBL 3 Research Report DE Bostander Acknowledgements.pdf.txt
2007 MBL 3 Research Report DE Bostander Acknowledgements.pdf.txt
Extracted text
text/plain
1364
https://uir.unisa.ac.za/bitstream/10500/137/8/2007%20MBL%203%20Research%20Report%20DE%20Bostander%20Acknowledgements.pdf.txt
b554cdb94de185447d0d55df06f03402
MD5
8
2007 MBL 3 Research Report DE_Bostander_Full Report.pdf.txt
2007 MBL 3 Research Report DE_Bostander_Full Report.pdf.txt
Extracted text
text/plain
186684
https://uir.unisa.ac.za/bitstream/10500/137/9/2007%20MBL%203%20Research%20Report%20DE_Bostander_Full%20Report.pdf.txt
c31ee532d2c8d4dd1f35839482b9b4ee
MD5
9
10500/137
oai:uir.unisa.ac.za:10500/137
2022-06-29 15:58:43.252
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/63802022-05-05T08:12:56Zcom_10500_19909com_10500_506com_10500_18562col_10500_19913col_10500_507col_10500_18564
Ncube, Ozias
Mahabir, Ameer
5685a2c7-1610-45b8-b11a-339b5bde28ca
600
2012-09-04T11:08:55Z
2012-09-04T11:08:55Z
2010
http://hdl.handle.net/10500/6380
The purpose of this study is to investigate the impact of financial management,
governance and service delivery levels on the effectiveness of municipalities in
KwaZulu-Natal (KZN) for the financial Year, July 2008 to June 2009. The study is
descriptive in nature, using a quantitative technique of surveys via questionnaires
to collect data from chief financial officers (CFOs) from low and medium capacity
municipalities in KZN. Regarding the level of financial management, corporate
governance and service delivery and the impact on effectiveness of municipalities,
the results indicate there are areas of low and high levels of financial
management, corporate governance and service delivery in the municipalities.
There are some areas in which the municipalities are effective and other areas
that need attention. This implies that there is not a 100% state of efficiency with
respect to policies and procedures. The difficulty in carrying out research of this
scope to investigate the impact of financial management, governance and service
delivery levels on the effectiveness of municipalities is that it cannot be measured
with absolute certainty. In addition, municipalities may be influenced by political
powers and this is also difficult, perhaps impossible, to measure. The study is an
important contribution to developing what should be done by municipalities in KZN
to be effective i.e. in developing a framework for success in terms of financial
management, governance and service delivery.
Graduate School of Business Leadership
M.B.L.
1 online resource (x, 162 leaves) : color illustrations, color graphs
en
Corporate Governance
Municipalities
Service delivery
Local government
336.014684
Finance, Public -- South Africa -- KwaZulu-Natal -- Management
Municipal government -- South Africa -- KwaZulu-Natal
Municipal services -- South Africa -- KwaZulu-Natal
Corporate governance -- South Africa -- KwaZulu-Natal
Municipal finance -- South Africa -- KwaZulu-Natal
An investigation into the effectiveness of low and medium scale municipalities in KwaZulu-Natal
Research Report
ORIGINAL
2010 MBL3 Research Report A Mahabir.pdf
2010 MBL3 Research Report A Mahabir.pdf
application/pdf
1079192
https://uir.unisa.ac.za/bitstream/10500/6380/1/2010%20MBL3%20Research%20Report%20A%20Mahabir.pdf
e3a4e3ff8b7c5dcd5ed72940bc3cf7d8
MD5
1
LICENSE
license.txt
license.txt
text/plain
1748
https://uir.unisa.ac.za/bitstream/10500/6380/2/license.txt
8a4605be74aa9ea9d79846c1fba20a33
MD5
2
TEXT
2010 MBL3 Research Report A Mahabir.pdf.txt
2010 MBL3 Research Report A Mahabir.pdf.txt
Extracted text
text/plain
234360
https://uir.unisa.ac.za/bitstream/10500/6380/3/2010%20MBL3%20Research%20Report%20A%20Mahabir.pdf.txt
6201c23d8f1a28bcdc9095799ec8e423
MD5
3
10500/6380
oai:uir.unisa.ac.za:10500/6380
2022-05-05 10:12:56.078
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/1622022-04-12T08:41:18Zcom_10500_19909com_10500_506com_10500_18562col_10500_19913col_10500_507col_10500_18564
Rossouw, Eugene
d9c61737-a6b7-4b06-9c3f-be06fb18b0f6
500
2009-05-08T11:10:41Z
2009-05-08T11:10:41Z
2005-11-30
http://hdl.handle.net/10500/162
Integrity within employees is on the forefront as a person with integrity is
one that is honest and trustworthy. In contrast is an employee with low
integrity that could be associated with acts of fraud, corruption and theft.
The purpose of this report is to address the proposition that higher
integrity levels within employees will lead to lower financial stock losses. In
addition the integrity levels of all employees were measured to see
whether the integrity level of permanent employees were higher than
those of temporary employees.
Strategies were implemented in order to develop the integrity level of
Clover Nelspruit’s employees. The strategies included addressing the
situational factors desirability, group norms and risk together with focusing
on communication regarding integrity.
The monthly averaged stock loss for the period June to September 05 was
considerably lower than the previous eleven months which led to the
confirmation that improving a person’s integrity can be positively
associated with lower financial losses caused by internal theft. In
considering only the employees who passed the lie factor in the
measurement instrument the results were also in agreement with the
theory that temporary workers might be more likely to engage in
counterproductive behaviour than those employed as permanent workers.
en
Integrity
Organisations
Employees
Institute a culture of integrity in organisations
Thesis
10500/162
oai:uir.unisa.ac.za:10500/162
2022-04-12 10:41:18.081
UnisaIR
uir@unisa.ac.za
oai:uir.unisa.ac.za:10500/1542022-06-25T13:48:00Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Ackermann, P. L. S. (Petrus Liebetrau Schmidt), 1945-
0028c705-d43b-417f-beeb-b8b7882a75c1
600
Ravesteyn, Louis Johannes van
6dc4e051-15ef-4526-8afd-9ec8888902ed
600
2009-05-08T10:10:05Z
2009-05-08T10:10:05Z
2005
http://hdl.handle.net/10500/154
Customer relationship management (CRM) as an academic subject and a business tool is as relevant today as ever before. As part of the CRM model banks have implemented the concept of relationship banking. The retail banking industry has been troubled with the issue of customer loyalty as both personal and commercial customers have shown the tendency to utilise different products and services from different banks or financial institutions. The problem seems to be Customer Loyalty (or is it?), which as a field of research has been exploited in recent years. The aim of the research report will be to contribute to the existing research on Customer Loyalty and the effects of Relationship Banking (as part of a CRM model) thereon.
Relationship banking, as exemplified by retail banks, is a valuable enabling
strategy that promotes competitiveness and provides sustainable success. The
utilisation of relationship banking as a business strategy to increase customer
retention, create customer loyalty and ultimately increase long-term profits is a
relative young tactic, originating in the 1980s and gathering pace during the
1990s. The correct application of relationship banking could impact on the bottomline
of banks favourably. Hence the positioning of this research to investigate the
effect of the relationship banking offering on customer loyalty, and its use in
realising customer loyalty and long-term value from relationship banking
initiatives.
The retail banking industry in South Africa is a complex and very competitive
environment, which is dominated by the big four banks (ABSA, First National
Bank, Nedbank, and Standard Bank). It is a business imperative for the
management of the banks to ensure that they establish, develop and improve
relationships with their most important asset, their customers. Operating in such a
dynamic environment requires of banks to fully understand all the factors of
relationship banking that affect their success and market share. What is the
impact of relationship banking on customer loyalty, and what are the possible
results that can flow from a close relationship between bank and customer?
The main research hypothesis states that business customers who receive the
relationship banking offering from their retail bankers are more loyal towards their
bank than those business customers who do not receive the relationship banking
offering. With this in mind the research seeks to clarify specific primary objectives
based on the hypothesis:
• To investigate the impact that relationship banking has on the loyalty of
business banking customers in the retail banks in South Africa.
ii
• To identify the critical factors of relationship banking that can influence
customer loyalty.
• To identify the benefits of relationship banking and customer loyalty.
The research composed of a field study in the retail banking industry, with a
sample of 80 business banking customers with a close business relationship with
their banker or having a personal banker looking after the relationship, and 80
business customers without a close business relationship with their banker or no
personal banker looking after their relationship. The survey focused on the attitude
or perception of business customers based on relationship and loyalty
dimensions.
The research, in combination with the literature review provided valuable insight
into the factors influencing relationship banking, its value as part of a retail
business banking proposition, as well as the effect it has on customer loyalty. It
also provided insight into the importance of customer loyalty and its impact on
customer retention and long-term profitability. It is clear from the literature review
and research that a relationship banking offering adds value with regard to
customer retention and loyalty. The results and findings from the research and
literature review represent a remarkable difference between the perceived
levels of customer loyalty of the two groups. This is an indication that
relationship banking affects customer loyalty positively.
The critical factors of relationship banking that were found to influence customer
loyalty included the value proposition, service and quality, employee competency
(relationship banker), price, reward and recognition, and communication. The
benefits of developing and building customer loyalty included: retention of
customers and staff, customer satisfaction, trust, word of mouth referrals and
growth, cost reduction, cross-sales, profitability (relationship lifetime value) and
enhancing the bank’s competitive advantage.
iii
The researcher recommends that retail banks must continue to implement
relationship banking offerings across all business customer segments. A possible
consideration will be to divide the relationship banking offering on different levels:
high-touch; medium-touch; and low-touch. These different value propositions
should represent mutual (bank and customer) requirements and financial
feasibility for banks. Banks must place customer-centricity at the core of their
relationship banking strategy.
To support the relationship strategies banks need to understand the behaviour of
their customers and their buying habits. Market segmentation is a critical aspect of
relationship marketing and the segmentation of business customers must be in
line with the different levels of relationship offerings. Segmentation should also be
in line with customer value or customer profitability, complexity of financial
demands, annual turnover and industry. This segmentation will allow banks to
provide the correct relationship banking offering to the right customer. To support
the segmentation process banks need to be able to determine the individual
customer profitability. Management information systems must be developed and
used to determine the customer’s profitability. Once the segmentation has been
concluded banks must implement and use applicable CRM strategies and CRM
systems to complement the relationship banking offering. It’s about knowing their
customers well enough to determine the kind of relationship they would like to
have. Banks must also try to extend their CRM strategy across all customers. The
support from top management and understanding of the relationship banking
offering is critical as a lack of support can derail the success.
The main recommendations for further study that transpired from the research
included:
• Research on the calculation of relationship life time value.
iv
• Research on a model for appropriate market segmentation of business
banking customers in South Africa.
• Research on the importance of reward and recognition strategies to valued
customers, plus loyalty programmes.
• Research on the key characteristics of relationship bankers.
en
Customer realtionship
Management for competitiveness
Enterprise management
Relationship banking
The effect of relationship banking on customer loyalty in the retail business banking environment
Research Report
ORIGINAL
2005 MBL 3 Research Report LJ Van Ravesteyn.pdf
2005 MBL 3 Research Report LJ Van Ravesteyn.pdf
application/pdf
515571
https://uir.unisa.ac.za/bitstream/10500/154/1/2005%20MBL%203%20Research%20Report%20LJ%20Van%20Ravesteyn.pdf
d0a49026a083bb22ffe552ecbbe43803
MD5
1
LICENSE
license.txt
license.txt
text/plain
2180
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5255a0a4c5254491118db89ce9494b22
MD5
2
TEXT
2005 MBL 3 Research Report LJ Van Ravesteyn.pdf.txt
2005 MBL 3 Research Report LJ Van Ravesteyn.pdf.txt
Extracted text
text/plain
229307
https://uir.unisa.ac.za/bitstream/10500/154/3/2005%20MBL%203%20Research%20Report%20LJ%20Van%20Ravesteyn.pdf.txt
fd5524784a58cb5272b1322f7b1928ea
MD5
3
10500/154
oai:uir.unisa.ac.za:10500/154
2022-06-25 15:48:00.871
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/772022-03-25T08:40:32Zcom_10500_19909com_10500_506com_10500_18562col_10500_19913col_10500_507col_10500_18564
Ochonogor, Chukunoye Enunuwe
8a018e1c-f63c-4d62-becf-0ae806bf5926
600
Booysen, A. E.
Munsamy, Sandra
6c6970d3-364e-4fd2-919a-2e89b3edbc92
600
2009-03-11T10:37:44Z
2009-03-11T10:37:44Z
2007
http://hdl.handle.net/10500/77
The challenging nature of business today requires exceptional leadership skills.
However these leadership skills are a scarce commodity and companies need to
develop leadership to ensure a pipeline of leadership talent that can cope with the
challenges facing business. This task however is quite daunting as there are many
methods but few certainties about what works and what does not. Thus many
organizations struggle to find the right strategy to bridge the leadership gap. This
research report examines the best practices that exist in developing a leadership
development strategy, recommends a model for leadership development and
investigates the leadership development strategy of a manufacturing organization in
South Africa. The findings indicate that the strategy implemented by the case
organization is effective and thus can be used as an example to other organizations
also trying to implement a leadership development strategy. Challenges include
fostering a learning organization climate and implementing metrics to measure the
success of the strategy.
Graduate School of Business Leadership
M.B.L.
1 online resource (vi, 175 leaves) : color illustrations, color graphs, color map
en
University of South Africa
Leadership skills
Development
658.4092
Executive ability -- South Africa -- Case studies
Employees -- Coaching of -- South Africa -- Case studies
Leadership -- South Africa -- Case studies
An investigation into the leadership development strategy implemented by a manufacturing organization in South Africa
Research Report
LICENSE
license.txt
license.txt
text/plain
2178
https://uir.unisa.ac.za/bitstream/10500/77/2/license.txt
0ee82a233d41445a76e187e27f2c4020
MD5
2
ORIGINAL
2007 MBL 3 Research Report S Munsamy.pdf
2007 MBL 3 Research Report S Munsamy.pdf
application/pdf
1794048
https://uir.unisa.ac.za/bitstream/10500/77/1/2007%20MBL%203%20Research%20Report%20S%20Munsamy.pdf
608b89921ae156aabc4afb53ede0abd3
MD5
1
TEXT
2007 MBL 3 Research Report S Munsamy.pdf.txt
2007 MBL 3 Research Report S Munsamy.pdf.txt
Extracted text
text/plain
364379
https://uir.unisa.ac.za/bitstream/10500/77/3/2007%20MBL%203%20Research%20Report%20S%20Munsamy.pdf.txt
085a6498809b5287e4960b68e4afd44e
MD5
3
10500/77
oai:uir.unisa.ac.za:10500/77
2022-03-25 10:40:32.06
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/1652022-02-18T08:12:02Zcom_10500_19909com_10500_506com_10500_18562col_10500_19913col_10500_507col_10500_18564
Booysen, Lize
Gunter, Natalie Claire
a3895401-680e-4213-9c61-45e5677948df
600
2009-05-08T12:49:59Z
2009-05-08T12:49:59Z
2009-04-09
http://hdl.handle.net/10500/165
1 online resource (126 leaves) : color illustrations
en
University of South Africa
Procurement analysis
Mining industry
Black economic empowerment
658.72
Industrial procurement
Mining industry
Critical analysis of preferential procurement in the mining industry
Research Report
Graduate School of Business Leadership
M.B.L.
ORIGINAL
2005 MBL 3 Research Report NC Gunter.pdf
2005 MBL 3 Research Report NC Gunter.pdf
application/pdf
431958
https://uir.unisa.ac.za/bitstream/10500/165/1/2005%20MBL%203%20Research%20Report%20NC%20Gunter.pdf
ff0dbe1f2a1bc4fcfaee520b19ea9c3e
MD5
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LICENSE
license.txt
license.txt
text/plain
2182
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e38068d800f19d387e37f71d72049439
MD5
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TEXT
2005 MBL 3 Research Report NC Gunter.pdf.txt
2005 MBL 3 Research Report NC Gunter.pdf.txt
Extracted text
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a0fe67bb9d25e964f2d55915d1ad1874
MD5
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10500/165
oai:uir.unisa.ac.za:10500/165
2022-02-18 10:12:02.1
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/922022-03-24T11:57:03Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Zuhlsdorff, Elizabeth
bb192288-4582-414e-8c48-46dd3bb41994
500
2009-03-11T13:51:30Z
2009-03-11T13:51:30Z
2007-12
http://hdl.handle.net/10500/92
Nonprofit organizations (NPOs) in the welfare field play a significant role in the
national economy. They provide not only care, but also employment to a large
component of the population. Therefore, their existence and well-being serve a
social as well as an economic purpose. Various changes globally as well as in
South Africa, affect the world in which NPOs function. They have to assess the
impact of these changes on their operations and implement new strategies to
survive and flourish. One of the challenges faced by NPOs is how to differentiate
and promote themselves in such a way that it allows them to compete effectively
for scarce resources but at the same time remain true to their core mission and
values. The concept of branding, to create a lasting and positive impression in
the consumer's mind, is one strategy NPOs can pursue to create distinction and
competitive advantage.
This study was undertaken to determine whether a specific re-branding exercise
undertaken by Rand Aid Association during 2005/2006 has had a positive effect
on its services and the financial viability of the organization.
The results show that the. re-branding exercise has had a significant positive
impact on the way the organization implemented and achieved a critical strategic
objective, namely the development and sale of a new retirement village. It also
made staff more aware of the brand and assisted the organization in obtaining
greater clarity on the different businesses it pursues. However, the study also
shows that the implementation of a brand orientation holds particular challenges.
Many of the challenges are tied to the particular nature of the organization, such
as a lack of human and financial resources and the difficulty in justifying
expenditure on marketing above allocating these resources to meeting customer
needs. Time, knowledge and money constraints also impacted on the process
that was followed and on involving staff at all levels. In addition, the diversity of
the services and target groups in the organization's portfolio made it very difficult to reach agreement on the true values and essence of the organization. This
affected a clear and common understanding of the identity and meaning of the
RAA brand.
It is recommended that NPOs begin the brand orientation process by developing
a clear focus on what the organization stands for and what it aims to deliver. An
in-depth examination of the vision, purpose, values and underlying philosophies
of the organization is essential. These must be clearly identified and internalized
by all staff in order to develop a shared understanding of the brand and work
towards consistency in delivering the brand promise. NPOs should realize that
staff is one of the most important audiences for branding efforts as they
determine the image and ultimately the reputation and continued existence of the
organization. Internalization starts with recruiting employees whose values will
support the brand, training them to understand and deliver the brand promise
and fostering a culture that reinforces positive brand behaviour.
NPOs can enhance their brands by utilizing their unique opportunities to develop
close and warm relationships with consumers. One of the best ways to
differentiate their services is through the relationships they offer and through their
responsiveness to changing needs. Many NPOs also depend on word-of-mouth
communication to promote their services and build their reputation, therefore
conscious and concerted efforts to enhance relationships with existing customers
should receive a high priority.
Finally, it was evident that NPOs should be aware of and plan for the time,
money and effort it will take to develop a brand orientation. Branding cannot be
practiced as a once-off event nor do shortcuts pay in the long term. In particular,
NPOs should remember that the development of a logo, corporate colours and
brochures are the output of the process and not the starting point. The ultimate
aim should be to achieve consistency across all points of contact with customers
and to ensure that these are in line with the brand promise.
Graduate School of Business Leadership
M.B.L.
1 online resource (v, 104 p.)
en
Non profit organizations
Gauteng
Traditional Welfare
Customer
658.8343
Nonproft organizations -- South Africa -- Brand choice
Branding (Marketing) -- Nonprofit organizations -- South Africa
Branding in the nonprofit sector: The case of a nonprofit organization in Gauteng
Research Report
ORIGINAL
2007 MBL 3 Research Report EM Zuhlsdorff.pdf
2007 MBL 3 Research Report EM Zuhlsdorff.pdf
application/pdf
557335
https://uir.unisa.ac.za/bitstream/10500/92/1/2007%20MBL%203%20Research%20Report%20EM%20Zuhlsdorff.pdf
93c85b36521cf2de05849fd25703064c
MD5
1
LICENSE
license.txt
license.txt
text/plain
2182
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ae398e6437ea9a1f66cafe1e4a3401a8
MD5
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TEXT
2007 MBL 3 Research Report EM Zuhlsdorff.pdf.txt
2007 MBL 3 Research Report EM Zuhlsdorff.pdf.txt
Extracted text
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1f8a6f88c06c4c5bc2915caaa67b66b0
MD5
3
10500/92
oai:uir.unisa.ac.za:10500/92
2022-03-24 13:57:03.755
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/37422022-03-15T06:52:20Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Boateng, Douglas
Musodza, Melody
0719e8ca-526d-482b-8a0a-e066547d3f8a
600
2010-11-03T12:15:37Z
2010-11-03T12:15:37Z
2009-12
http://hdl.handle.net/10500/3742
Research report presented to SBL, Unisa, Midrand.
The importance of developing sustainable buyer-supplier relationships
cannot be overemphasised in firm performance. However, there is a dearth
of literature on how buyer-supplier relationships are organised in industries
of the developing countries. In this study, we drew on the existing theoretical
framework on buyer supplier relationships to establish the nature of buyersupplier
relationships in the Zimbabwean tobacco industry. A survey was
conducted on 11 tobacco contracting merchants (buyers) and 42 tobacco
growers (suppliers) in the focal industry. Data was collected on buyers and
suppliers’ perception of the existence of the three constructs of buyersupplier
relationships namely trust, transaction specific investments and
collaboration. An analysis of the survey data was carried out using the
SPSS statistical program. Although joint action and flexibility were prevalent
in the relationship from the supplier perspective, the results disproved our
main proposition that the relationships were collaborative. However, the
relationships were not purely adversarial either but were leaning more
toward this end of the relationship continuum with trend moving toward
collaborative. Further analysis is necessary to examine whether the results
will hold with a larger supplier sample and for other specific industries.
Managers may use these findings as a foundation of further research on
how these relationships can be improved and to gauge their current position
to enable planning for strategic positioning in the global competitive markets.
Graduate School of Business Leadership
M. B. L.
1 online resource (v, 103 leaves) : illustrations (mostly color)
en
Buyer-supplier relationships
Tobacco Industry
338.17371096891
Tobacco industry -- Zimbabwe
Industrial procurement -- Zimbabwe
Delivery of goods -- Zimbabwe
Buyer-supplier relations in the Zimbabwean tobacco industry
Research Report
LICENSE
license.txt
license.txt
text/plain
2328
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a510a17f660b95903080a804dc0f3e70
MD5
2
TEXT
2009 MBL3 Research Report M Musodza.pdf.txt
2009 MBL3 Research Report M Musodza.pdf.txt
Extracted text
text/plain
213145
https://uir.unisa.ac.za/bitstream/10500/3742/3/2009%20MBL3%20Research%20Report%20M%20Musodza.pdf.txt
e348663e3c2f73eb195c2eadf49716db
MD5
3
ORIGINAL
2009 MBL3 Research Report M Musodza.pdf
2009 MBL3 Research Report M Musodza.pdf
application/pdf
843283
https://uir.unisa.ac.za/bitstream/10500/3742/1/2009%20MBL3%20Research%20Report%20M%20Musodza.pdf
8136db6883252a20361ac7ea4388dbec
MD5
1
10500/3742
oai:uir.unisa.ac.za:10500/3742
2022-03-15 08:52:20.821
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/982022-03-24T10:08:51Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Gabriel, Aubrey Benedict
d8da8040-c769-45d0-a505-4fe09f592189
500
2009-03-11T14:43:25Z
2009-03-11T14:43:25Z
2007
http://hdl.handle.net/10500/98
This study will focus on the South African sugar generic marketing campaign and compare this initiative with other generic food commodity marketing campaigns with the objective of identifying appropriate methodologies for measuring generic marketing campaign effectiveness
The purpose of the study is to determine if consumer attitude towards sugar is
an indicator of sugar consumption behaviour. Attitudinal statements were
developed using the results of a segmentation study, which classified sugar
consumers into six segments. These statements, which were characteristic of
consumer attitudes towards sugar, were included in a national survey of 2 516
respondents to test sugar consumption behaviour relative to consumer
attitudes. Conventional statistical methods were applied to analyse the sugar
consumption behaviour of respondents within the six attitudinal segments. It
was found that there is a direct relationship between consumer attitudes
towards sugar and sugar consumption behaviour. Consumers with a positive
predisposition towards sugar were found to consume significantly more sugar
than those in negatively predisposed segments. According to attitude theory,
which suggests that attitude can be influenced and changed, the study
concludes that generic advertising is an appropriate communication tool to
influence and change the attitudes of negatively predisposed sugar users in
order to improve sugar consumption. Furthermore the segmentation based on
attitudes provides a method for measuring the success of advertising
initiatives by monitoring the movement of consumers between positive and
negative segments.
Graduate School of Business Leadership
M.B.L.
1 online resource (iii, 75 leaves)
en
Management for competitiveness
Management of the enterprise
659.1
Consumer behavior
Sugar -- Marketing
Advertising -- Sugar
Measuring the effectiveness of generic advertising- an analysis of the sugar generic marketing campaign
Research Report
ORIGINAL
2007 MBL 3 Research Report AB Gabriel.pdf
2007 MBL 3 Research Report AB Gabriel.pdf
application/pdf
449911
https://uir.unisa.ac.za/bitstream/10500/98/1/2007%20MBL%203%20Research%20Report%20AB%20Gabriel.pdf
79cfd81438b7f6d40293bd8653cfb80e
MD5
1
LICENSE
license.txt
license.txt
text/plain
2181
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46d95523b7b198d64066fd41bf96f017
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TEXT
2007 MBL 3 Research Report AB Gabriel.pdf.txt
2007 MBL 3 Research Report AB Gabriel.pdf.txt
Extracted text
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158874
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1091c610f4968e4cd1e22a2d49254bcb
MD5
3
10500/98
oai:uir.unisa.ac.za:10500/98
2022-03-24 12:08:51.12
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/2142022-03-03T07:17:28Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Aucamp, Jean
c2a1db4a-e851-4403-99fb-8dbd4b1dbca0
600
2009-05-27T09:49:11Z
2009-05-27T09:49:11Z
2006-11-30
http://hdl.handle.net/10500/214
The South African government has recognized tourism as a key development priority
and an important contributor to the South African economy. Numerous global lifestyle
and travel trends impact the nature of tourism, changing it from consisting of mass
standardized travel options to more customized niche offerings. Globally adventure
tourism has been recognized as one of the fastest growing niche travel market
segments. Whilst South Africa has enormous potential for adventure tourism, it is fast
becoming a highly competitive sector with many countries competing for a share. For
the South African adventure travel product to grow and prosper, it needs the support of
South African Tourism (SAT) to successfully market and promote it to the appropriate
target market.
Graduate School for Business Leadership
M.B.L.
1 online resource (100 leaves) : illustrations, graphs (chiefly color)
en
Competitiveness
Adventure industry
Strategic partnerships
Branding
338.47910968
South Africa. South African Tourism
Adventure travel -- Economic aspects -- South Africa
Tourism -- Economic aspects -- South Africa
Hospitality industry -- South Africa -- Marketing
Is South African Tourism (SAT) giving enough support for the establishment of a competitive adventure travel industry
Research Report
ORIGINAL
2006 MBL 3 Research Report J Aucamp Research Report.pdf
2006 MBL 3 Research Report J Aucamp Research Report.pdf
application/pdf
446287
https://uir.unisa.ac.za/bitstream/10500/214/1/2006%20MBL%203%20Research%20Report%20J%20Aucamp%20Research%20Report.pdf
ae04b8afd3c1a86a3f8ae3deeaa31af4
MD5
1
LICENSE
license.txt
license.txt
text/plain
2182
https://uir.unisa.ac.za/bitstream/10500/214/2/license.txt
95a619a98afbb61486a069a06beac805
MD5
2
TEXT
2006 MBL 3 Research Report J Aucamp Research Report.pdf.txt
2006 MBL 3 Research Report J Aucamp Research Report.pdf.txt
Extracted text
text/plain
177130
https://uir.unisa.ac.za/bitstream/10500/214/3/2006%20MBL%203%20Research%20Report%20J%20Aucamp%20Research%20Report.pdf.txt
beaf343eaf5ddd59f38f7d14f2427291
MD5
3
10500/214
oai:uir.unisa.ac.za:10500/214
2022-03-03 09:17:28.582
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/61452022-04-29T11:07:49Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Msweli, Pumela
67b7e75d-6dbd-4595-a70c-3014544a6b41
600
Stamper, Phakamisa
8e91b6d8-c8e1-4473-b900-7c7e32441daa
600
2012-08-20T12:37:13Z
2012-08-20T12:37:13Z
2011-08-22
http://hdl.handle.net/10500/6145
This study focuses on the effectiveness of audit committees in public entities, specifically schedule 3A entities, which are governed by the PFMA. It is clear that the audit committee cannot operate on its own if it wishes to be effective. Management, Internal Audit and External Audit (Auditor General of South Africa) all play significant roles in the effectiveness of the audit committee. Internal Audit and the Auditor General are assurance providers for the audit committee and therefore play an even bigger role in its effectiveness. The independence of these assurance providers is vital, as the audit committee relies on them to obtain an independent view of the effectiveness of controls within the entities.
Graduate School of Business Leadership
M.B.L.
1 online resource (9 unnumbered leaves, 75 leaves) : color illustrations
en
Audit committees
Public entities
King report
Public Finance Management Act
346.6306822
Auditing -- Internal
Management audit
Audit committees -- South Africa -- Gauteng -- Evaluation -- Case studies
Government business enterprises -- South Africa -- Gauteng -- Case studies
Corporate governance -- South Africa -- Gauteng -- Case studies
Corporate governance -- Law and legislation -- South Africa -- Gauteng -- Case studies
Directors of corporations -- South Africa -- Gauteng -- Case studies
Council for Geoscience
Film & Publication Board (South Africa)
International Marketing Council of South Africa
Mine Health and Safety Council (South Africa)
National Energy Regulator of South Africa
National Film & Video Foundation (South Africa)
An analysis of audit committee effectiveness : a case study of public entities in Gauteng
Research Report
ORIGINAL
2011 MBL3 Research Report P Stamper.pdf
2011 MBL3 Research Report P Stamper.pdf
application/pdf
842607
https://uir.unisa.ac.za/bitstream/10500/6145/1/2011%20MBL3%20Research%20Report%20P%20Stamper.pdf
f3a9200a89563b0916b4cc559489e39d
MD5
1
LICENSE
license.txt
license.txt
text/plain
1748
https://uir.unisa.ac.za/bitstream/10500/6145/2/license.txt
8a4605be74aa9ea9d79846c1fba20a33
MD5
2
TEXT
2011 MBL3 Research Report P Stamper.pdf.txt
2011 MBL3 Research Report P Stamper.pdf.txt
Extracted text
text/plain
140081
https://uir.unisa.ac.za/bitstream/10500/6145/3/2011%20MBL3%20Research%20Report%20P%20Stamper.pdf.txt
13aa38f2248f2de77adf0d711f6fe3eb
MD5
3
10500/6145
oai:uir.unisa.ac.za:10500/6145
2022-04-29 13:07:49.535
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/742022-03-25T08:41:44Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Ochonogor, Chukunoye Enunuwe
8a018e1c-f63c-4d62-becf-0ae806bf5926
600
Booysen, Lize
6d1ed096-d0a3-48aa-9d9e-6ebde1b01fe7
600
Ras, Koretha
522a044d-88d3-4880-9e34-b018e44cbce8
600
2009-03-11T10:30:37Z
2009-03-11T10:30:37Z
2007-11
http://hdl.handle.net/10500/74
This research study was the first to investigate the nature of time-use behaviour of the
South African Clinical Research Associates (CRA’s) and Clinical Trial Managers
(CTM’s). The study determined the relative polychronicity of project members in clinical
trials in South Africa and identified possible non-alignment in the approaches and
expectations between managers of clinical research projects and that of their project
staff members. The study assumed that the clinical trial project environment is
monochronic by nature. Information about a possible mismatch in expected temporal
orientation of project staff and real temporal orientation of project staff would constitute
grounds for adaptation of project management execution guidelines and staff selection
processes for CRA’s and Managers of clinical trials.
Quantitative data were collected through the Inventory of Polychronic Values measuring
instrument from a sample of the total registered membership base of the South African
Clinical Research Association by means of a web based questionnaire. The study
analysed the relationships between the following three constructs of relevance:
1. CRA’s own personal preferences for time-use, and
2. CRA’s perceptions of what time-use behaviour their direct managers expect
from them, and
3. Managers’ expectations for the time-use behaviour of CRA’s.
CRA’s were found to be relatively monochronic in their work behaviour towards time-use
and Managers to be more polychronic than CRA’s. Within each group a range of timeuse
opinions and preferences were found. Within the constraints of sample size, Cultural
Heritage and Age were the only demographic variables found to exert significant
influence on the dependent variables in this study. A good alignment was found between
the CRA’s perceptions of the time-use behaviours expected from them and the
Managers’ expectations for time-use behaviour.
The results of this study relate to complementary role differentiation between
monochronic and polychronic people in project execution and management.
Graduate School of Business Leadership
M.B.L.
1 online resource (viii, 109 leaves) : color illustrations, color graphs
en
University of South Africa
Competitiveness
project management
615.1
Pharmaceutical industry -- South Africa -- Employees
Pharmacists -- Time management -- South Africa
Assessment of the time orientation of clinical research associates in the pharmaceutical industry of South Africa
Research Report
ORIGINAL
2007 MBL 3 Research Report K Ras.pdf
2007 MBL 3 Research Report K Ras.pdf
application/pdf
812235
https://uir.unisa.ac.za/bitstream/10500/74/1/2007%20MBL%203%20Research%20Report%20K%20Ras.pdf
1ccf9fa5a37b8553b68e2141217c9b50
MD5
1
LICENSE
license.txt
license.txt
text/plain
2180
https://uir.unisa.ac.za/bitstream/10500/74/2/license.txt
36f430817387a28c6571724c3b56983e
MD5
2
TEXT
2007 MBL 3 Research Report K Ras.pdf.txt
2007 MBL 3 Research Report K Ras.pdf.txt
Extracted text
text/plain
211874
https://uir.unisa.ac.za/bitstream/10500/74/3/2007%20MBL%203%20Research%20Report%20K%20Ras.pdf.txt
5f9d5debee706f72a2f90c289cb87243
MD5
3
10500/74
oai:uir.unisa.ac.za:10500/74
2022-03-25 10:41:44.191
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/1552022-05-13T10:28:20Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Visser, Hennie
c9709608-97e6-4e1f-abc4-368fae7d6c1d
600
Le Roux, Jan Nicholaas
2b8e673c-2620-4145-b187-0fb47d1e3852
600
2009-05-08T10:10:13Z
2009-05-08T10:10:13Z
2009-04-09
http://hdl.handle.net/10500/155
“Customer Satisfaction” has many dimensions. The purpose of this research is to explore
these dimensions briefly (using the Service Value Chain concept) and to determine the
fundamental drivers of success in customer satisfaction from the perspective of a service
organisation.
Employees proved to be the pivotal element influencing the outcome of customer
satisfaction, as they influence organisational behaviour, customer experience and business
profitability. The outcome of the research also promotes the idea that organisations need to
become customer - orientated, which requires organisational cultures to change.
“Nuclei Drivers of Success in Customer Satisfaction” 3
Two noteworthy results were obtained from this research, which is viewed by the author as a
significant contribution to the Service Value Chain. The two specific findings are the
empirical evidence in the results of the relationship between Staff Defection and Customer
Satisfaction and the relationship between Customer Satisfaction and Organisation Profitability.
Graduate School of Business Leadership
MBL
1 online resource (126 leaves) : color illustrations, color tables, color graphs
en
University of South Africa
Customer satisfaction
Vehicle service industry
Customer retention
Value service chain
Profit
Competitive advantage
Culture
Customer defection
Customer expectations
Customer satisfaction
Employee defection
Linking customer satisfaction with service
Delivery and profitability
Loyalty
Profitability
Retention
Reward and recognition
Service concept
Service experience
Service quality
Service recovery
Service value chain and staff defection
658.8343
Customer satisfaction
Commercial vehicle industry
Consumer satisfaction
The dynamic linkage between customer satisfaction, retention and profitability : the nuclei drivers of success
Research Report
ORIGINAL
2005 MBL 3 Research Report JN le Roux.pdf
2005 MBL 3 Research Report JN le Roux.pdf
application/pdf
1065536
https://uir.unisa.ac.za/bitstream/10500/155/1/2005%20MBL%203%20Research%20Report%20JN%20le%20Roux.pdf
eb62638b0c3b8dcc9aa76f9617140c21
MD5
1
LICENSE
license.txt
license.txt
text/plain
2182
https://uir.unisa.ac.za/bitstream/10500/155/2/license.txt
7bc81bbd6d6f585c64a142240eee350c
MD5
2
TEXT
2005 MBL 3 Research Report JN le Roux.pdf.txt
2005 MBL 3 Research Report JN le Roux.pdf.txt
Extracted text
text/plain
179052
https://uir.unisa.ac.za/bitstream/10500/155/3/2005%20MBL%203%20Research%20Report%20JN%20le%20Roux.pdf.txt
4627184edbb1b838d81c6ed04534d24f
MD5
3
10500/155
oai:uir.unisa.ac.za:10500/155
2022-05-13 12:28:20.515
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/37412023-11-03T10:08:21Zcom_10500_19909com_10500_506com_10500_18562col_10500_19913col_10500_507col_10500_18564
Schutte, Nico
Price, J. J.
cd5a4be3-c4f3-4df4-a08f-0baa1772e572
600
2010-11-03T12:02:31Z
2010-11-03T12:02:31Z
2010-12-01T12:02:31Z
http://hdl.handle.net/10500/3741
Research report presented to SBL, Unisa, Midrand.
This study aims to examine how manager's leadership styles correlates with leadership outcomes and perceptions of subordinates and management in the construction industry. Leadership styles, conception and leadership outcomes in terms of effectiveness and operationalization were measured using a modified Bass and Avolio's multifactor leadership questionnaire (MLQ) and a modified Porter et al.'s organizational commitment questionnaire (OCQ).
Graduate School of Business Leadership
M. B. L.
1 online resource (206 leaves) : illustrations (mostly color)
en
Leadership
Project leaders
MLQ
OCQ
Multifactor leadership questionnaire
Organizational commitment questionnaire
658.9240968
Leadership -- South Africa
Construction industry -- South Africa
Project management -- South Africa
The conception and operationalization of leadership in construction companies
Dissertation
ORIGINAL
2009 MBL3 Research Report JJ Price.pdf
2009 MBL3 Research Report JJ Price.pdf
application/pdf
1702700
https://uir.unisa.ac.za/bitstream/10500/3741/1/2009%20MBL3%20Research%20Report%20JJ%20Price.pdf
b64b6b844cda8867c1227754e1248411
MD5
1
LICENSE
license.txt
license.txt
text/plain
2328
https://uir.unisa.ac.za/bitstream/10500/3741/2/license.txt
256d81b284421d01befea7c411d84a1e
MD5
2
TEXT
2009 MBL3 Research Report JJ Price.pdf.txt
2009 MBL3 Research Report JJ Price.pdf.txt
Extracted text
text/plain
460824
https://uir.unisa.ac.za/bitstream/10500/3741/3/2009%20MBL3%20Research%20Report%20JJ%20Price.pdf.txt
713ea28711afb212994282e8b4ddc187
MD5
3
10500/3741
oai:uir.unisa.ac.za:10500/3741
2023-11-03 12:08:21.723
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/225762022-05-03T12:03:10Zcom_10500_19909com_10500_18562col_10500_19913col_10500_18564
Williamson, Charmaine Mavis
18a970d7-c44a-4864-a5a9-c2aa7baaf607
600
Jonase, Mzomtsha
f41a1138-ced7-41c5-ac2e-53a9f56ec80a
600
2017-05-22T11:33:28Z
2017-05-22T11:33:28Z
2016-11
http://hdl.handle.net/10500/22576
This study explores team-based leadership as a productive organizational behavior that contributes to social innovation. This study foregrounds innovation and leadership on the basis that when leadership and innovation concepts are adequately addressed, productive organizational behavior is influenced towards an intended and positive particular direction. It has also noted that leadership might change due to the phenomenon of short-termism of appointment of executives.
This study has contributed to the field of linking team leadership with social innovation to various dimensions of social innovation and how these bring about productive organizational behavior in the organization. More so to that it has contributed to the theory of understanding the role of team leadership in the public sector in particular, and how it assists in dealing with the challenges of dynamic, complex society with differing and changing needs. The study has produced recommendations for the application of team leadership in organization and innovative ways of addressing the problem of short-termism of employment of Executives as it emerged as a challenge to the stability of team leadership.
Graduate School of Business Leadership
M.B.L.
1 online resource (166 leaves) : color illustrations
en
University of South Africa
Social Innovation
Team Leadership
Organizational Behavior
Short-termism and Collectivism
658.40220968
Teams in the workplace -- South Africa
Transformational leadership -- South Africa
Organizational behavior -- South Africa
Organizational sociology -- South Africa
Team based leadership as a productive organizational behavior that contributes to social innovation
Research Report
ORIGINAL
Jonase.pdf
Jonase.pdf
Dissertation
application/pdf
1762530
https://uir.unisa.ac.za/bitstream/10500/22576/1/Jonase.pdf
4ca77486a15cfba3c99782ca95ddda60
MD5
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LICENSE
license.txt
license.txt
text/plain
2377
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d092ffbe1a6c5204ac648c7060f5ae6a
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Jonase.pdf.txt
Jonase.pdf.txt
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296440
https://uir.unisa.ac.za/bitstream/10500/22576/3/Jonase.pdf.txt
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10500/22576
oai:uir.unisa.ac.za:10500/22576
2022-05-03 14:03:10.639
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/1162022-06-29T12:54:13Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Davies, Mark Patrick
9d5e434e-3cf0-4051-ab69-c98b2da2189e
600
2009-03-18T13:58:48Z
2009-03-18T13:58:48Z
2007
http://hdl.handle.net/10500/116
This research study proposes, through case study research, to uncover and understand some of the business challenges and obstacles faced by entrepreneurs and SME business owners in Mozambique, with a view to developing a set of recommendations aimed at both the priate sector sole players and the overnment policy makers.
Through this report, the researcher sets out to understand the challenges to doing business in rural Mozambique by documenting and discussing the case study of Vilanculos Madeira Lda. With this understanding and in the context of the literature, the researcher then tries to develop some practical recommendations for both the government and the private sector, such that
these challenges can be reduced and further Small and Medium Enterprise growth can continue.
The literature indicates that Mozambique’s economy is growing rapidly, but that there are a number of challenges to doing business in the country for both local and foreign investors (the VM case study supports this notion). In the literature review, the researcher has documented a number of other relevant and interesting case studies of how similar challenges to doing business have
been tackled by other countries around the world, and it is these case studies that form the grounds to some of the recommendations of this report.
It is a conclusion of the researcher that a large number of the challenges identified stem from shortfalls in the current regulatory environment of Mozambique, particularly how these regulations are implemented and enforced. To assist with structuring the report, the researcher has used the 10 areas of business regulation as described in the World Bank’s “Doing Business” series of reports. As such, the recommendations aimed at the government and policy makers of Mozambique are presented in the above mentioned structure and speak of the various regulatory reforms that the
researcher feels need to take place to improve the situation. It is in this
context that the case studies of reform that are documented in the literature review prove to be so informative. It is from these case studies that the reader is led to understand that the most important element of correcting Mozambique’s challenging business environment emanates from creating the case for change. If the government and its leaders do not see the need for change, the battle is surely lost. However, if government does see need for change and they appoint the right kinds of leadership to lead the change, there is no reason why Mozambique could not overcome the documented
challenges and become a shining example of reform in Africa.
In the context of the private sector, the researcher has concluded that the best the business owners and managers can do is to learn to comply and work within the limits imposed by the current regulatory setup, as there is not much opportunity for the private sector to change the regulatory environment.
Therefore the recommendations to the private sector are more geared towards compliance and how to achieve it, whilst also working with organised structures like chambers of business to help create the case for change.
Graduate School of Business Leadership
M.B.L.
1 online resource (110 leaves) : color illustrations, tables
en
Environmental issues
Economic growth
Mozambique
338.0409679
Entrepreneursphip -- Mozambique -- Vilanculos -- Case studies
Small business -- Mozambique -- Vilanculos -- Case studies
New business enterprises -- Mozambique -- Vilanculos -- Case studies
Economic development -- Mozambique -- Vilanculos -- Case studies
Obstacles to entrepreneurship in Mozambique: the case of Vilanculos Madeira, Vilanculos.
Research Report
ORIGINAL
2007 MBL 3 Research Report MP Davies.pdf
2007 MBL 3 Research Report MP Davies.pdf
application/pdf
726960
https://uir.unisa.ac.za/bitstream/10500/116/1/2007%20MBL%203%20Research%20Report%20MP%20Davies.pdf
443913925849badab98aba11de386452
MD5
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LICENSE
license.txt
license.txt
text/plain
2183
https://uir.unisa.ac.za/bitstream/10500/116/2/license.txt
510efb1b80f403ab30e2104af7eb25b0
MD5
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2007 MBL 3 Research Report MP Davies.pdf.txt
2007 MBL 3 Research Report MP Davies.pdf.txt
Extracted text
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219391
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d7832a28a80cb0b902a6428f01d3fccd
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10500/116
oai:uir.unisa.ac.za:10500/116
2022-06-29 14:54:13.104
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/1112022-06-29T13:06:39Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Masiye, B. S.
Moonasar, Viresh
b9a64a27-7cb7-4394-bd3f-fe1e7361b101
600
2009-03-13T09:46:27Z
2009-03-13T09:46:27Z
2007
http://hdl.handle.net/10500/111
Credit risk analysis is an important topic in financial risk management. Financial
institutions (e.g. commercial banks) that grant consumers credit need reliable models
that can accurately detect and predict defaults. This research investigates the ability
of artificial neural networks as a decision support system that can automatically
detect and predict “bad” credit risks based on customers demographic, biographic
and behavioural characteristics. The study focuses specifically on the learning vector
quantization neural network algorithm.
This thesis contains a short overview of credit scoring models, an introduction to
artificial neural networks and their applications and presents the performance
evaluation results of a credit risk detection model based on learning vector
quantization networks.
Graduate School of Business Leadership
M.B.L.
1 online resource (ix unnumbered, 99 leaves) : illustrations, some color
en
University of South Africa
Technologies for competitiveness
Technology
332.10681
Financial services industry -- Risk management
Banks and banking -- Risk management
Financial risk management -- South Africa
Artificial intelligence -- Financial applications -- South Africa
Credit risk analysis using artificial intelligence : evidence from a leading South African banking institution
Research Report
ORIGINAL
2007 MBL 3 Research Report V Moonasar.pdf
2007 MBL 3 Research Report V Moonasar.pdf
application/pdf
846931
https://uir.unisa.ac.za/bitstream/10500/111/1/2007%20MBL%203%20Research%20Report%20V%20Moonasar.pdf
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MD5
1
LICENSE
license.txt
license.txt
text/plain
2181
https://uir.unisa.ac.za/bitstream/10500/111/2/license.txt
73a390b62a17ee06f307d589b59fb9ce
MD5
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TEXT
2007 MBL 3 Research Report V Moonasar.pdf.txt
2007 MBL 3 Research Report V Moonasar.pdf.txt
Extracted text
text/plain
184452
https://uir.unisa.ac.za/bitstream/10500/111/3/2007%20MBL%203%20Research%20Report%20V%20Moonasar.pdf.txt
7f1c378710b0941ebed33c627af6d3f9
MD5
3
10500/111
oai:uir.unisa.ac.za:10500/111
2022-06-29 15:06:39.355
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/62212022-03-08T08:27:06Zcom_10500_19909com_10500_2734com_10500_37com_10500_25com_10500_506col_10500_19910col_10500_19913col_10500_2735col_10500_507
Erasmus, Rene
Yannakou, K.
b5cec37f-2d0e-49a5-bc22-157306c1ebd4
600
Duncan, Robert David
e6ccd79b-e537-46ba-8d6f-4762c8dfc653
600
2012-08-23T09:09:49Z
2012-08-23T09:09:49Z
2011-11
Duncan, Robert David (2011) The role of online social networks in inter-firm collaborative innovation and problem solving, University of South Africa, Pretoria, <http://hdl.handle.net/10500/6221>
http://hdl.handle.net/10500/6221
This study examined how online social networking (OSN) leads to increased communication and collaboration across inter-firm boundaries. This online social networking behaviour represents significant opportunities to firms in the form of improved problem-solving, increased collaborative innovation and enhanced engagement with stakeholders. There are also risks inherent in the widespread use of OSNs, such as the loss of control over information flows to individuals outside the organization, potential damage to the reputation of brands and organizations, and loss of productivity due to excessive usage of OSNs during work hours. In particular, this study sought to test four research propositions, specifically, that usage of one particular OSN, LinkedIn (LI), results in: 1) an increased number of inter-firm connections; 2) an improved ability to communicate across inter-firm boundaries; 3) greater access to problem solving or innovation collaborators; 4) increased organizational problem solving or innovation ability. The study methodology involved both quantitative and qualitative research. The quantitative portion of the study involved survey research among over 500 LinkedIn (LI) users to determine changes they reported in various dimensions related to inter-firm relationship-forming, information-sharing and collaborative problem solving since using LI. The sampling approach was purposive and the sample frame consisted of the researcher’s own extended LI network, and an effort was also made to make the survey link available to all LI members through public posting in the site’s Q&A section. Though no individual or group was systematically excluded from the opportunity to take the survey, some limitations are inherent in the approach taken. The survey respondents were self-selecting, which makes it difficult to confirm that the sample is reflective of all LI users. Also, the use of the researcher’s own LI network as a key source of survey respondents may have biased the study toward more open networkers, since the researcher’s network was built up over time by practicing open networking behaviours. As a result, the sample may tend to under-represent more closed or restrictive networkers. Notwithstanding these limitations, no one particular group of respondents was excluded from the opportunity to take the survey, and the resulting data suggests that there were significant numbers of respondents who considered themselves closed networkers. Also, the spread of respondents by geographic area, occupation and age was found to resemble published statistics from LI on its user base, so it appears that the data is reasonably reflective of the LI user base, though this would be difficult to verify or measure. Qualitative research was also undertaken among senior managers at companies that have embraced the use of OSNs by staff to determine their experiences along similar dimensions. The findings from the quantitative survey showed that users of LI have experienced an increased number of social connections with individuals as a result of using LI, and that these connections are often with people in other organizations, including competitors and customers. Survey respondents also reported that they have been able to draw upon their LI networks in order to solve problems and be more innovative in their work. Analysis of the qualitative research yielded a list of suggested best practices that could be adopted by firms wishing to harness the collaborative power of OSNs. These suggested best practices have been grouped under the areas of strategy, listening, communication, guidelines, training, diffusion and measurement. Some suggested areas for future research included: the role of performance measurement and reward systems in managing OSN usage behaviour; the organizational risks of centralized versus decentralized control of messaging via OSNs; the role of training in the effective deployment of OSNs in an organizational context; and the organizational risk of increased connectedness with competitors resulting from OSN relationships.
Business Management
D.B.L.
1 online resource (xi, 223 leaves) : color illustrations
en
Online social networks
Collaborative innovation
Inter-firm collaboration
Social networks
Social media
Innovation
Communities of practice (CoPs)
LinkedIn
Facebook
Twitter
658.04402856754
Strategic alliances (Business) -- Computer network resources
Joint ventures -- Computer network resources
Problem solving -- Computer network resources
Business enterprises -- Technological innovations -- Computer network resources
Online social networks -- Economic aspects
The role of online social networks in inter-firm collaborative innovation and problem solving
Thesis
ORIGINAL
dissertation_duncan_r.pdf
dissertation_duncan_r.pdf
application/pdf
3182974
https://uir.unisa.ac.za/bitstream/10500/6221/1/dissertation_duncan_r.pdf
add421ef2c6e430d604db6e6dfde8b36
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TEXT
dissertation_duncan_r.pdf.txt
dissertation_duncan_r.pdf.txt
Extracted text
text/plain
300952
https://uir.unisa.ac.za/bitstream/10500/6221/3/dissertation_duncan_r.pdf.txt
ba5ada3c35c9023c0dce576cdbbfdc98
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LICENSE
license.txt
license.txt
text/plain
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https://uir.unisa.ac.za/bitstream/10500/6221/2/license.txt
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oai:uir.unisa.ac.za:10500/6221
2022-03-08 10:27:06.65
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/1632022-05-11T10:22:10Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Ackermann, P. L. S. (Petrus Liebetrau Schmidt), 1945-
0028c705-d43b-417f-beeb-b8b7882a75c1
600
Meyer, Petrus Gerhardus
21d25593-35f9-466d-8b82-09458d765619
600
2009-05-08T11:13:10Z
2009-05-08T11:13:10Z
2005-11-30
2009-05-08
http://hdl.handle.net/10500/163
The previous political dispensation limited black people’s participation in the South
African economy. Poor credit records, lack of training, resulting in skills and capacity
gaps further limited entry into the lending market. These aspects are considered the
main limitations in obtaining finance for the Small, Medium and Micro Enterprises
(SMMEs).
This research report focuses on how credit risk can be mitigated by commercial banks
in lending to Black Economic Empowerment (BEE) companies in the medium to large
market. Exploratory research was conducted using various methods to achieve
methodological triangulation. These methods consisted of a literature review,
interviewing experts in the field and case studies. A qualitative research approach was
followed. It was found that the lack of own contribution and security were still prevalent
in the medium to large market, but the quality of management (little training and skills)
was deemed not to be a limitation as suitable credit risk mitigants were identified. No
credit risk mitigants were identified to mitigate poor credit records. It is postulated that
by adopting and applying the identified credit risk mitigants, commercial banks can
increase their success rate in lending to BEE companies. It will further assist in the
transformation of black people and compliance with the Financial Services Charter.
It is recommended that a similar study be conducted in the agriculture, hunting,
forestry and fishing industry. The reasons why BEE companies applications are
declined could also be investigated. Further studies could also explore other external
factors such as economical, legal and social that could have an influence on the
funding of BEE companies.
Graduate School of Business Leadership
MBL
1 online resource (x, 97 leaves) : illustrations (chiefly color), graphs (chiefly color)
en
Unisa
Management
Competitiveness
Economic growth
Risk management
658.1550968
Financial risk management -- South Afirca
Bank loans -- South Africa -- Management
Banks and banking -- Risk management -- South Africa
Determinants of credit risk mitigation in lending to Black Economic Empowerment (BEE) companies, from a banker's perspective
A Banker's perspective on the determinants of credit risk mitigation in lending to Black Economic Empowerment (BEE) companies
Reseach Report
ORIGINAL
2005 MBL 3 Research Report PG Meyer.pdf
2005 MBL 3 Research Report PG Meyer.pdf
application/pdf
346741
https://uir.unisa.ac.za/bitstream/10500/163/1/2005%20MBL%203%20Research%20Report%20PG%20Meyer.pdf
1ee3a56802410f0e04f1b3b127b770fb
MD5
1
LICENSE
license.txt
license.txt
text/plain
2180
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61cc9533460215e4ab9cc9bdef062eac
MD5
2
TEXT
2005 MBL 3 Research Report PG Meyer.pdf.txt
2005 MBL 3 Research Report PG Meyer.pdf.txt
Extracted text
text/plain
163940
https://uir.unisa.ac.za/bitstream/10500/163/3/2005%20MBL%203%20Research%20Report%20PG%20Meyer.pdf.txt
9c70d6088847f8b73022b63246319c6b
MD5
3
10500/163
oai:uir.unisa.ac.za:10500/163
2022-05-11 12:22:10.869
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/2132022-03-03T07:16:21Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Rall, Johan
Brand, Gerhard
693b9d2e-637e-4b27-bff8-85cfa19895a6
600
2009-05-27T09:48:36Z
2009-05-27T09:48:36Z
2006
http://hdl.handle.net/10500/213
One of Kumba Resources’ strategic objectives is to create a high performance culture amongst
its employees. The Hay-group identified through worldwide studies that leadership style has a
70% influence on organisational culture, which in turn explains a 28% increase in revenues and
profits. In view of the fact that leadership can have a positive influence on the bottom line it was
identified as one of the key drivers to enhance performance. Thabazimbi iron ore mine
implemented this leadership model to impact on the culture to move towards a ‘high
performance’ culture. Thabazimbi developed an organisational culture model that is aligned to
the foundational values (caring, accountability, fairness, integrity and respect) of Kumba
Resources. Thabazimbi is in the process of building a strong organisational culture by creating
an environment for its employees to perform in. The latest Organisational Culture Assessment
that was conducted during November 2005 indicates that Thabazimbi’s culture is a ‘moderate
high performance’ culture.
Graduate School for Business Leadership
M.B.L.
1 online resource (x, 73 leaves) : illustrations, color graphs
en
Human resources
Leadership
Organisational culture
Perfomance management
658.40920968253
Leadership -- South Africa -- Thabazimbi
Corporate culture -- South Africa -- Thabazimbi
Organizational effectiveness -- South Africa -- Thabazimbi
Performance -- Management
Leadership style to sustain organisational culture
Research Report
ORIGINAL
2006 MBL 3 Research Report Gerhard Brand.pdf
2006 MBL 3 Research Report Gerhard Brand.pdf
application/pdf
721995
https://uir.unisa.ac.za/bitstream/10500/213/1/2006%20MBL%203%20Research%20Report%20Gerhard%20Brand.pdf
086f9c5d1a42d4f3093de12ef1a6a1e4
MD5
1
LICENSE
license.txt
license.txt
text/plain
2182
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8f695cda55fa665a6a03e6338e7b006a
MD5
2
TEXT
2006 MBL 3 Research Report Gerhard Brand.pdf.txt
2006 MBL 3 Research Report Gerhard Brand.pdf.txt
Extracted text
text/plain
135336
https://uir.unisa.ac.za/bitstream/10500/213/3/2006%20MBL%203%20Research%20Report%20Gerhard%20Brand.pdf.txt
2bce0ff852ae41e19607dbd1080f7d45
MD5
3
10500/213
oai:uir.unisa.ac.za:10500/213
2022-03-03 09:16:21.18
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/552022-02-11T10:19:20Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Ochonogor, Chukunoye Enunuwe
8a018e1c-f63c-4d62-becf-0ae806bf5926
600
Carias, Rui Manuel Roteiro
3b3780f3-e92c-447d-8e0d-a65824610233
600
2009-03-11T08:54:45Z
2009-03-11T08:54:45Z
2007-11-30
http://hdl.handle.net/10500/55
Executive Summary
This report uses modified physics and the basic business relationship equations to describe the business system. The
physics - business equations are derived using conformal mapping, while thermodynamic and kinematic relationships
are further developed and related before being applied to a business situation. The system developed has general
applicability to business and can be used for strategic competitive positioning, amongst other postulated uses.
The main purpose of this project is to build on existing work in the area of process modeling and strategy formulation to
define a quantitative management tool that will effectively enable the formulation of a generic framework, to measure
the effects of various strategic options using time based financial management and physics models.
The main aims of this research project are to provide an evaluative summary of the existing literature on the
applications of process modeling and physics to business limited in scope to competitive strategic planning through a
literature review of existing business models and the subsequent development of a mathematical model based on
kinematics and thermodynamics for strategic formulation.
From the literature review derive a mathematical framework relating business and physics based on an indirect
relationship of physical laws to business models based on existing knowledge. Further explain why the derived model
has applications to business, and derive a non-rigorous mathematical proof thereof. From these equations make
recommendations on how this model can be utilised as a tool to assist in strategy formulation. Thereafter provide
statistical proof that the model is applicable to a defined set of companies and show by means of applications how to
determine optimal strategies using the model.
The main objectives of the research project are to utilise the quantitative tool to determine where a company is, and
where it should position itself in future to optimise its competitive position. Further, the framework must be developed
into a strategic tool that would allow for the fast turnaround in the implementation of strategy, and the ability to quickly
predict necessary changes in direction.
The statistical hypothesis tested asks if it is possible to relate the laws of physics to business and use the resultant
mathematical framework to analyse a firm’s competitive position in an industry and position it accordingly.
From the derived equations a mathematical model to determine strategic options for a firm using time based financial
accounting principles and physics equations can be formulated and used to find profitable options for a firm. By
implication the model can be applied to strategic positioning of the firm. Unfortunately there is no work in the literature
reviews to build this study on and much of it is built from first principles. This leads to complex mathematical
relationships, which may prove difficult to follow.
.
This report uses modified physics and the basic business relationship equations to describe the business system. The
physics - business equations are derived using conformal mapping, while thermodynamic and kinematic relationships
are further developed and related before being applied to a business situation. The system developed has general
applicability to business and can be used for strategic competitive positioning, amongst other postulated uses.
The main purpose of this project is to build on existing work in the area of process modeling and strategy formulation to
define a quantitative management tool that will effectively enable the formulation of a generic framework, to measure
the effects of various strategic options using time based financial management and physics models.
The main aims of this research project are to provide an evaluative summary of the existing literature on the
applications of process modeling and physics to business limited in scope to competitive strategic planning through a
literature review of existing business models and the subsequent development of a mathematical model based on
kinematics and thermodynamics for strategic formulation.
From the literature review derive a mathematical framework relating business and physics based on an indirect
relationship of physical laws to business models based on existing knowledge. Further explain why the derived model
has applications to business, and derive a non-rigorous mathematical proof thereof. From these equations make
recommendations on how this model can be utilised as a tool to assist in strategy formulation. Thereafter provide
statistical proof that the model is applicable to a defined set of companies and show by means of applications how to
determine optimal strategies using the model.
The main objectives of the research project are to utilise the quantitative tool to determine where a company is, and
where it should position itself in future to optimise its competitive position. Further, the framework must be developed
into a strategic tool that would allow for the fast turnaround in the implementation of strategy, and the ability to quickly
predict necessary changes in direction.
The statistical hypothesis tested asks if it is possible to relate the laws of physics to business and use the resultant
mathematical framework to analyse a firm’s competitive position in an industry and position it accordingly.
From the derived equations a mathematical model to determine strategic options for a firm using time based financial
accounting principles and physics equations can be formulated and used to find profitable options for a firm. By
implication the model can be applied to strategic positioning of the firm. Unfortunately there is no work in the literature
reviews to build this study on and much of it is built from first principles. This leads to complex mathematical
relationships, which may prove difficult to follow.
Graduate School for Business Leadership
M.B.L.
1 online resource (100 leaves) : illustrations (chiefly color), graphs (chiefly color)
en
University of South Africa
Competitiveness management
Enterprise management
658.048
Business enterprises -- Mathematical models
A mathematical model to determine strategic options for a firm using time based financial accounting and physics equations
Research Report
ORIGINAL
2007 MBL 3 Research Report RMR Carias.pdf
2007 MBL 3 Research Report RMR Carias.pdf
application/pdf
822315
https://uir.unisa.ac.za/bitstream/10500/55/1/2007%20MBL%203%20Research%20Report%20RMR%20Carias.pdf
0158abf7621bb91c2fe2ece9be060403
MD5
1
LICENSE
license.txt
license.txt
text/plain
2181
https://uir.unisa.ac.za/bitstream/10500/55/2/license.txt
6215ba17657d651b29f076b4519fb1d0
MD5
2
TEXT
2007 MBL 3 Research Report RMR Carias.pdf.txt
2007 MBL 3 Research Report RMR Carias.pdf.txt
Extracted text
text/plain
229780
https://uir.unisa.ac.za/bitstream/10500/55/3/2007%20MBL%203%20Research%20Report%20RMR%20Carias.pdf.txt
add7b4b9a3174cc07b0775455e4bc747
MD5
3
10500/55
oai:uir.unisa.ac.za:10500/55
2022-02-11 12:19:20.123
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/37402022-02-14T10:43:59Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Reddy, Jay
Mtimkulu, Z. M.
352d3278-20e2-4c43-a97a-203098ce4940
600
2010-11-03T11:50:06Z
2010-11-03T11:50:06Z
2009-11
http://hdl.handle.net/10500/3740
Research report to SBL, Unisa, Midrand.
Credit risk has been identified as the main risk that can result in the failure of a bank
due to ineffective credit decisions. It is, therefore, critical for the banks to conduct credit
risk assessment on new applicants and existing customers in order to determine the
level of affordability and mitigate credit risk. Consumer credit information plays a very
important role in credit risk assessment because it can accurately detect and predict
default.
The aim of this study was to investigate the consequences of inaccurate credit
information on bank’s secured lending division. The investigation was conducted using
various methods to achieve the objectives of this research. This was done through the
exploration of literature review relating to research of the management of consumers
credit information in developed and developing countries, and secured lending and
inaccurate credit data. A quantitative research methodology was adopted.
It was observed that credit risk is seen as the key risk that banks are faced with. It was
found that inaccurate consumer credit data can have a negative impact on bank’s
operations in terms of consumer’s disputes, higher pricing and consumer overindebtedness.
In addition, inaccurate consumer credit data impede access to credit by
consumers.
One of the general recommendations of this research is that banks should assist in
training the consumers to improve their knowledge of credit report. Further studies in
the area of corporate or business clients are also recommended as the focus of this
research was on individual bank’s clients.
M.B.L.
1 online resource (vii, 95 leaves) : color illustrations
en
Credit risk
Consumer credit
Banking industry
Secured lending
Credit bureaux
658.88
Credit bureaus
Credit analysis
Credit ratings
Consumer credit
Securities lending
The impact of inaccurate credit information on bank's secured lending
Research report
TEXT
2009 MBL3 Research Report ZM Mtimkulu.pdf.txt
2009 MBL3 Research Report ZM Mtimkulu.pdf.txt
Extracted text
text/plain
138689
https://uir.unisa.ac.za/bitstream/10500/3740/3/2009%20MBL3%20Research%20Report%20ZM%20Mtimkulu.pdf.txt
4d0bbf15c1d0288f95a9d76b676d27a6
MD5
3
LICENSE
license.txt
license.txt
text/plain
2328
https://uir.unisa.ac.za/bitstream/10500/3740/2/license.txt
1a76f3b94ca47a569c142c21ce906e41
MD5
2
ORIGINAL
2009 MBL3 Research Report ZM Mtimkulu.pdf
2009 MBL3 Research Report ZM Mtimkulu.pdf
application/pdf
762575
https://uir.unisa.ac.za/bitstream/10500/3740/1/2009%20MBL3%20Research%20Report%20ZM%20Mtimkulu.pdf
92e9335681f41e48ab7b6881af832ee9
MD5
1
10500/3740
oai:uir.unisa.ac.za:10500/3740
2022-02-14 12:43:59.665
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/1362022-06-29T14:06:29Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Venter, Peet, 1964-
81e2872f-e17c-4acd-a8e7-83fc3f2e2c2d
600
Gartz, Hilke
d93a7483-9b5c-4e74-8ec2-9be3d1248ea6
600
2009-04-06T13:12:30Z
2009-04-06T13:12:30Z
2007
http://hdl.handle.net/10500/136
Purpose
This paper analyses the use of marketing metrics and marketing information and metrics contained in 2006/7 annual reports of companies listed on the Johannesburg Stock Exchange. The
assumption is that the annual reports are the vehicle whereby listed companies communicate to
their shareholders and other stakeholder constituencies.
Methodology
The assessment criteria is based on Ambler’s (2003) suggested marketing metrics and qualitative
data is based on a checklist compiled from various academic sources. The elements which are
assessed pertain to brand equity, other customer metrics, segmentation, competition, innovation
and environmental and strategic aspects. The information obtained is compared to information
required by investors and rating is done based on a grand total maturity.
Findings
Research results indicate that the use of quantitative metrics and qualitative data is very limited.
The majority of companies display a lack of information pertaining to marketing. The results reflect
a bi-modal tendency. Half (53%) of the companies do not provide any or poor information on their
brand whereas 26% of companies supplied good and excellent information. The grand total score
indicates that nearly two thirds (60%) of companies obtain a score of less than 50%, providing
insufficient information. On the other hand, 27% of companies provide good and excellent
information. Segmentation metrics are generally not reflected in annual reports, neither are
competitors. Innovation and environmental aspects influencing market trends are covered by two
thirds, however a third provides insufficient information. Other findings include that no standard
reporting format exists. Information pertaining to marketing is spread throughout the annual reports.
None of the companies provide a glossary of marketing definition or brand terminology.
Research implications
More in-depth research needs to be conducted on various industry sectors and amongst investors
as to their needs.
Originality/ value
The paper is of value to corporate executives, marketing and communication practitioners who
seek to improve communication and to convey optimal information for the investment community.
The aim is to stimulate executive management to revise their relationship towards customers, the
brand, marketing strategy and investors.
Graduate School of Business Leadership
M.B.L.
1 online resource (ix,156 leaves) : color illustrations
en
University of South Africa
Marketing metrics
Annual report
Listed companies
South Africa
Marketing performance measures
Shareholder value
658.83015118
Marketing research -- South Africa -- Statistical methods
Johannesburg Stock Exchange
Marketing -- Mathematical models
Johannesburg Stock Exchange
Corporations -- South Africa -- Finance -- Statistics
Examining the use of marketing metrics in annual reports of SA listed companies
Research Report
ORIGINAL
2007 MBL 3 Research Report HB Gartz.pdf
2007 MBL 3 Research Report HB Gartz.pdf
application/pdf
5657439
https://uir.unisa.ac.za/bitstream/10500/136/1/2007%20MBL%203%20Research%20Report%20HB%20Gartz.pdf
9cdedf482ec2f39ed7fc33dd9c1232b2
MD5
1
LICENSE
license.txt
license.txt
text/plain
2193
https://uir.unisa.ac.za/bitstream/10500/136/2/license.txt
5030be62ab1310e5864756cd2be46542
MD5
2
TEXT
2007 MBL 3 Research Report HB Gartz.pdf.txt
2007 MBL 3 Research Report HB Gartz.pdf.txt
Extracted text
text/plain
386180
https://uir.unisa.ac.za/bitstream/10500/136/3/2007%20MBL%203%20Research%20Report%20HB%20Gartz.pdf.txt
76019cf785ecf5ba5ae08082dea3fde7
MD5
3
10500/136
oai:uir.unisa.ac.za:10500/136
2022-06-29 16:06:29.085
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/41502022-04-14T08:45:59Zcom_10500_19909col_10500_19913
Mulugeta Abede
Elile Mulugeta Wolde
594e81d4-b381-4d00-8734-0c0017aa664f
600
2011-05-05T08:38:44Z
2011-05-05T08:38:44Z
2011-05-05
2010 November
http://hdl.handle.net/10500/4150
MBL Research Report
This paper examines the social impact of privatization in Ethiopia. The paper explains the survey
result concerning the major social implications or impact issues such as retrenchment or lay –
offs, changes in price of product or services, product output, income of employees in privatized
companies. The paper also examines the changes in working conditions and the relationship
between the management and employees and the management and the labor union. Data are
collected from 6 privatized enterprises and other governmental agencies and Confederation of
Ethiopian Trade Unions and industry federations. As for study purpose, mixed (qualitative and
quantitative) method was used. 120 employees of the privatized enterprises were randomly
selected but 108 employees responded to questionnaires. The study revealed that the number
of employees retrenched from the privatized enterprises was significant. But satisfactory work
has not been done to help and support the retrenched employees to be re-employed or start
their own mini-businesses under safety net schemes. The study also revealed that there were
significant changes in product, output, quality and income of employees. There was an increase
in product output and quality in enterprises which have taken improvement actions in
technological, organizational structure and input supplies. The increase in income was also seen
in enterprises which have taken fast improvement action. A decrease in income of employees
was observed in enterprises which have not taken improvement actions. The relationship
between management and employees and labor union was in bad conditions in most of
privatized enterprises.
Graduate School of Business Leadership
M. B. L.
1 online resource (ix, 107 leaves) : illustrations
en
Social impact
State-owned enterprise
Privatization
Retrenchment
Confederation of Ethiopian Trade Unions
Ethiopia
Lay-off
338.963
Privatization -- Ethiopia
Privatization -- Social aspects -- Ethiopia
The social impact of privatization in Ethiopia
Research Report
ORIGINAL
2010 MBL3 Research Report Demelash Wolde Elile.pdf
2010 MBL3 Research Report Demelash Wolde Elile.pdf
application/pdf
519241
https://uir.unisa.ac.za/bitstream/10500/4150/4/2010%20MBL3%20Research%20Report%20Demelash%20Wolde%20Elile.pdf
a395394c9cca48aaf7a118cfa315c1b9
MD5
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LICENSE
license.txt
license.txt
text/plain
2086
https://uir.unisa.ac.za/bitstream/10500/4150/3/license.txt
5a8380f43fc3bfc009bcc52e209f8255
MD5
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10500/4150
oai:uir.unisa.ac.za:10500/4150
2022-04-14 10:45:59.887
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/31412022-02-24T07:16:21Zcom_10500_19909com_10500_2734com_10500_37com_10500_25com_10500_506col_10500_19913col_10500_2735col_10500_507
Marshall, M.M. (Dr.)
Eagar, Paul Godfrey William
b913e46f-4fb9-46ea-8a0c-69c86739093a
600
2010-03-04T11:55:42Z
2010-03-04T11:55:42Z
2008
http://hdl.handle.net/10500/3141
At the time of this study, South Africa found itself in an economic growth phase. This was coupled with an acute shortage of engineers in the country, as well as in a number of foreign countries, who found themselves in similar growth phases. Foreign firms actively embarked on campaigns to recruit South African engineers to alleviate their shortage, to the detriment of the donor country.
The objective of this study is to determine the propensity of engineers to emigrate and the main drivers for this in order to provide information to craft strategies to combat and mitigate the shortage of engineers.
The research process involved the consultation of relevant local and international literature regarding the skills shortage, the extent of emigration from South Africa and the main drivers for this. Data were collected by means of self-completed questionnaires in order to gauge the sentiment of graduate engineers towards emigration. One hundred and fifteen responses were received. Key associations and relationships were then analysed.
The study found that the engineers most likely to emigrate were either in their late twenties or were older than 55. They are likely to be white males from either the public or private sector, or who are self-employed.
Approximately 10% of graduate engineers are likely to leave South Africa within a short period of time (less than one year) as they have already taken some measures in order to do so, 16% may leave within two years and 27% may leave within the next five years.
Australia is by far the most popular destination for South African engineers, followed by Canada, Europe and the United Kingdom.
The main country-related drivers causing South African engineers to consider emigration are crime and violence, confidence in the South African government and political uncertainty. The main work-related driver causing engineers to consider emigration is the policy of affirmative action.
Of the engineers with a “high” emigration potential, just over half indicated that they would emigrate permanently.
In order to at least retain existing engineers in South Africa, the factors causing them to consider emigration should be addressed. In order to increase the number of engineers in the country, more emphasis should be placed on mathematics and science at school, thereby increasing the number of candidates who qualify for admission to engineering courses. It also needs to be ensured that universities have the capacity to train the increased number of engineers required on an ongoing basis.
M.B.L.
1 online resource (x, 97 leaves) : illustrations (some color)
en
Engineers
Skills retention
Emigration
Skills development
658.3140968
Employee retention -- South Africa
Labor turnover -- South Africa
Emigration potential of South African engineers
Research Report
ORIGINAL
2008 MBL 3 Research Report P G W Eagar.pdf
2008 MBL 3 Research Report P G W Eagar.pdf
application/pdf
547338
https://uir.unisa.ac.za/bitstream/10500/3141/1/2008%20MBL%203%20Research%20Report%20P%20G%20W%20Eagar.pdf
8b968db7f10c5277f840e1e1805e2f59
MD5
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LICENSE
license.txt
license.txt
text/plain
2328
https://uir.unisa.ac.za/bitstream/10500/3141/2/license.txt
5c1083ee7c56993625a08f841f331935
MD5
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TEXT
2008 MBL 3 Research Report P G W Eagar.pdf.txt
2008 MBL 3 Research Report P G W Eagar.pdf.txt
Extracted text
text/plain
205485
https://uir.unisa.ac.za/bitstream/10500/3141/3/2008%20MBL%203%20Research%20Report%20P%20G%20W%20Eagar.pdf.txt
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10500/3141
oai:uir.unisa.ac.za:10500/3141
2022-02-24 09:16:21.194
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/612022-07-13T09:13:12Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Haworth, Martin
6d451d16-e0af-4b6f-a20d-941ef4714385
600
2009-03-11T08:56:38Z
2009-03-11T08:56:38Z
2007
http://hdl.handle.net/10500/61
A Research Report
presented to the
Graduate School of Business Leadership
University of South Africa.
In partial fulfilment of the
requirements for the
MASTERS DEGREE IN BUSINESS LEADERSHIP,
UNIVERSITY OF SOUTH AFRICA
The purpose of this research is to analyse the changes in housing values in
Windhoek, Namibia over the past ten years and explore links in property value
variation to macroeconomic changes during that period. The objectives of this
research are twofold. Firstly this research compiles and assesses the movement of
housing values over the past ten years. Secondly this research assesses if there is a
causal relationship between changes in macroeconomic factors and housing values,
and to define the nature of this relationship. The timing and magnitude of response
by housing values to changes in macroeconomic factors are investigated.
The primary data requirements for this study are a monthly relative value index of
housing prices for the Windhoek area and macroeconomic factors. Macroeconomic
data collected relates to macroeconomic conditions within Namibia that could have
an effect on housing prices. This includes information on housing supply, GDP,
population levels, inflation and interest rates. The results of this study explore the
relationship between these factors and changes in housing prices as reflected by
changes in the housing index.
The most significant result of this study is the effect of housing availability on housing
values. Changes in the total supply of housing as estimated by the number of
houses built in a month affect changes in housing values after 5 and 6 months. A
total of 20.5% of the change in housing values can be explained by the change in
total housing supply. The effect of interest rates found by this study was lower than
the theory and literature reviews would have led us to expect. The results of the
Pearson correlation test for the relationship between percentage changes in interest
rates and percentage changes in future housing values found that a relationship
exists 8 months after the change in interest rates occurred. Interest rates were found
to explain 5.5% of the change in housing values 8 months later.
No significant effects were noted for changes in inflation. For population and income
changes there was insufficient data to perform more than a high level look at
possible interactions with the level of housing prices.
Graduate School of Business Leadership
M.B.L.
1 online resource (vi, 93 leaves) : illustrations, (chiefly color), graphs (chiefly color)
en
University of South Africa
Management for competitiveness
Environment for economic growth
Finance
333.338096881
Housing -- Prices -- Namibia -- Windhoek
Real property -- Valuation -- Namibia -- Windhoek
Housing starts -- Namibia -- Windhoek
Housing -- Economic aspects -- Namibia -- Windhoek
Macroeconomics
A study of the relationship between changes in housing values and variations in macroeconomic factors
Research Report
ORIGINAL
2007 MBL 3 Research Report M Haworth.pdf
2007 MBL 3 Research Report M Haworth.pdf
application/pdf
618744
https://uir.unisa.ac.za/bitstream/10500/61/1/2007%20MBL%203%20Research%20Report%20M%20Haworth.pdf
ac37fd57608c2626d74810cd874b3440
MD5
1
LICENSE
license.txt
license.txt
text/plain
2181
https://uir.unisa.ac.za/bitstream/10500/61/2/license.txt
86c9bd8bc800750d7d9da4fd6ca1cde6
MD5
2
TEXT
2007 MBL 3 Research Report M Haworth.pdf.txt
2007 MBL 3 Research Report M Haworth.pdf.txt
Extracted text
text/plain
209958
https://uir.unisa.ac.za/bitstream/10500/61/3/2007%20MBL%203%20Research%20Report%20M%20Haworth.pdf.txt
bd097cc76a9dbca03282524540b6ac68
MD5
3
10500/61
oai:uir.unisa.ac.za:10500/61
2022-07-13 11:13:12.444
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/61252022-02-15T10:42:15Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Dalton, Gregory
Horn, Andre
b906c647-869e-4204-9826-562fff83c089
500
2012-08-20T11:51:44Z
2012-08-20T11:51:44Z
2012-08-20
http://hdl.handle.net/10500/6125
This research report examines the cost and benefits of the Sarbanes-Oxley Act of 2002 (SOX) on South African companies who have had to comply due to them or their holding companies being listed on the New York Stock Exchange (NYSE) as well as voluntary adaptors of the code. This report further seeks to identify best practices implemented by these companies.
Graduate School of Business Leadership
MBL
1 online resource (various pagings)
2011 MBL 3 Research Report
Financial reporting
Internal audit departments
Internal governance
Johannesburg Stock Exchange
New York Stock Exchange
Sarbanes-Oxley Act
658.4730968
Corporations -- South Africa -- Auditing -- Costs
Securities fraud -- South Africa
Fraud -- South Africa -- Prevention
United States. Sarbanes-Oxley Act of 2002
An assessment of the costs and benefits associated with the implementation of Sarbanes-Oxley Section 404 in the South African context
Research report
LICENSE
license.txt
license.txt
text/plain
1748
https://uir.unisa.ac.za/bitstream/10500/6125/5/license.txt
8a4605be74aa9ea9d79846c1fba20a33
MD5
5
ORIGINAL
2011 MBL3 Reseach Report A Horn1.pdf
2011 MBL3 Reseach Report A Horn1.pdf
application/pdf
104681
https://uir.unisa.ac.za/bitstream/10500/6125/1/2011%20MBL3%20Reseach%20Report%20A%20Horn1.pdf
afc0790838cbb7b267cd962dc04f33d0
MD5
1
2011 MBL3 Research Report A Horn2.pdf
2011 MBL3 Research Report A Horn2.pdf
application/pdf
466945
https://uir.unisa.ac.za/bitstream/10500/6125/2/2011%20MBL3%20Research%20Report%20A%20Horn2.pdf
420ac6f5dcf462f686b924c433e44c75
MD5
2
2011 MBL3 Research Report A Horn3 Appendices.pdf
2011 MBL3 Research Report A Horn3 Appendices.pdf
application/pdf
136446
https://uir.unisa.ac.za/bitstream/10500/6125/3/2011%20MBL3%20Research%20Report%20A%20Horn3%20Appendices.pdf
7baeea7320100596fa5b2f97b426bbf1
MD5
3
2011 MBL3 Research Report A Horn4 References.pdf
2011 MBL3 Research Report A Horn4 References.pdf
application/pdf
117795
https://uir.unisa.ac.za/bitstream/10500/6125/4/2011%20MBL3%20Research%20Report%20A%20Horn4%20References.pdf
210acf4bf537de7f2865377aec2eba88
MD5
4
TEXT
2011 MBL3 Reseach Report A Horn1.pdf.txt
2011 MBL3 Reseach Report A Horn1.pdf.txt
Extracted text
text/plain
15867
https://uir.unisa.ac.za/bitstream/10500/6125/10/2011%20MBL3%20Reseach%20Report%20A%20Horn1.pdf.txt
f941326a5a5dcadee078b7c911e7afd7
MD5
10
2011 MBL3 Research Report A Horn2.pdf.txt
2011 MBL3 Research Report A Horn2.pdf.txt
Extracted text
text/plain
205425
https://uir.unisa.ac.za/bitstream/10500/6125/11/2011%20MBL3%20Research%20Report%20A%20Horn2.pdf.txt
51aaecf73620d106d1b3bc78a4b30800
MD5
11
2011 MBL3 Research Report A Horn3 Appendices.pdf.txt
2011 MBL3 Research Report A Horn3 Appendices.pdf.txt
Extracted text
text/plain
21803
https://uir.unisa.ac.za/bitstream/10500/6125/12/2011%20MBL3%20Research%20Report%20A%20Horn3%20Appendices.pdf.txt
e9eb0d92e9da8ba6de573c752277de42
MD5
12
2011 MBL3 Research Report A Horn4 References.pdf.txt
2011 MBL3 Research Report A Horn4 References.pdf.txt
Extracted text
text/plain
21022
https://uir.unisa.ac.za/bitstream/10500/6125/13/2011%20MBL3%20Research%20Report%20A%20Horn4%20References.pdf.txt
6c993c562135b6fe4d917df18d3fa102
MD5
13
10500/6125
oai:uir.unisa.ac.za:10500/6125
2022-02-15 12:42:15.786
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/562022-02-17T10:27:57Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Ochonogor, Chukunoye Enunuwe
8a018e1c-f63c-4d62-becf-0ae806bf5926
600
Erwee, André
Malebanye, Potsane
b21539b5-bf53-419a-b2c9-c9278f55120a
600
2009-03-11T08:54:45Z
2009-03-11T08:54:45Z
2007
2022-02
http://hdl.handle.net/10500/56
The objective of this research is to investigate how mobile cellular network
operators can increase the average revenue per user by stimulating the usage of
mobile broadband services. There is a general consensus that the revenue from
voice calls is slowly reaching saturation; hence, mobile cellular operators, service
providers and content providers are looking for other sources of revenue from
their new and existing customers. They are therefore beginning to focus more
intensively on customer retention and on developing new strategies that will
stimulate the usage of high speed mobile data services.
The research shows that most people are aware of many of the mobile data
services offered by operators, but that they thought that they were unreliable,
slow, difficult to use and expensive. By and large, people signed up for mobile
data services because they wanted a mobile always-on connection anytime,
anywhere, with faster speed when accessing e-mail and other services or when
downloading data from the Internet. The majority of people would use mobile
broadband internet service if it cost less to use; if the speed were faster and the
service were easy to use; if the cellular phone had a larger screen and used less
battery power; and if the keyboard were larger.
The relationship between Network operators, WASPs and content providers was
found to be good, even though at times it is strained by the increased competition
between them; this forces them not to cooperate on some issues for fear of
compromising their competitive advantage.
M.B.L.
1 online resource (ii, 152 leaves) : color illustrations, color graphs
en
University of South Africa
Technologies for competitiveness
Technology
858.812
Branding (Marketing)
Consumers -- Research
Cell phone services industry
To investigate how Mobile Cellular Network Operators can increase the average revenue per user by stimulating the usage of broadband services
Thesis
Research Report
ORIGINAL
2007 MBL 3 Research Report P Malebanye.pdf
2007 MBL 3 Research Report P Malebanye.pdf
application/pdf
667454
https://uir.unisa.ac.za/bitstream/10500/56/1/2007%20MBL%203%20Research%20Report%20P%20Malebanye.pdf
5c93c2b8a3eaab31c3c154118000a714
MD5
1
LICENSE
license.txt
license.txt
text/plain
2181
https://uir.unisa.ac.za/bitstream/10500/56/2/license.txt
55041fcd5c10c74636649993d8f132e1
MD5
2
TEXT
2007 MBL 3 Research Report P Malebanye.pdf.txt
2007 MBL 3 Research Report P Malebanye.pdf.txt
Extracted text
text/plain
259689
https://uir.unisa.ac.za/bitstream/10500/56/3/2007%20MBL%203%20Research%20Report%20P%20Malebanye.pdf.txt
dc268f8304354c5d07ca1f8f51c8c957
MD5
3
10500/56
oai:uir.unisa.ac.za:10500/56
2022-02-17 12:27:57.695
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/37502022-03-07T11:58:08Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Rwelamila, Pantaleo
Hans, Robert Toyo
2700ddfe-831d-40b7-a919-839d5a47936a
600
2010-11-04T08:24:30Z
2010-11-04T08:24:30Z
2009-11-30
http://hdl.handle.net/10500/3750
Research report presented to SBL, Unisa, Midrand.
No abstract
Graduate School of Business Leadership
M. B. L.
1 online resource (110 leaves) : illustrations (some color)
en
Project managers
Knowledge base
ICT industry
Project management
658.40380968
Expert systems (Computer science)
Project management
Project management -- South Africa
Information technology -- Management
Leadership
Knowledge base of project managers in the South African ICT sector/ industry
Research Report
LICENSE
license.txt
license.txt
text/plain
2328
https://uir.unisa.ac.za/bitstream/10500/3750/2/license.txt
70fa84fa15ff5ca99135fd74eec42c61
MD5
2
TEXT
2009 MBL3 Research Report RT Hans.pdf.txt
2009 MBL3 Research Report RT Hans.pdf.txt
Extracted text
text/plain
167154
https://uir.unisa.ac.za/bitstream/10500/3750/3/2009%20MBL3%20Research%20Report%20RT%20Hans.pdf.txt
39b3a19f2d6af9cbe33e78e7070f8f33
MD5
3
ORIGINAL
2009 MBL3 Research Report RT Hans.pdf
2009 MBL3 Research Report RT Hans.pdf
application/pdf
1087019
https://uir.unisa.ac.za/bitstream/10500/3750/1/2009%20MBL3%20Research%20Report%20RT%20Hans.pdf
dd5483b18fbb978ac0225b35f6ea5d2a
MD5
1
10500/3750
oai:uir.unisa.ac.za:10500/3750
2022-03-07 13:58:08.994
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/962022-03-24T11:55:21Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Haupt, Nico Retief
cef4027f-ca82-447b-874a-58b148cff81d
500
2009-03-11T14:40:55Z
2009-03-11T14:40:55Z
2007
http://hdl.handle.net/10500/96
This study covers an investigation into project management best practices in
Southern Africa. The purpose of the research was to determine which of the
current accepted project management tools and techniques are seen as critical in
the region. It also focuses on determining any external or internal factors that
hamper effective development of project management in the Southern African
region.
The study further tries to determine whether there are any noticeable differences
between accepted project management practices in the developed world and
practices used in the region.
The study was conducted using a survey with a mix of open and scaled
questions and was sent out to a number of companies selected because they
employ established project managers. A total number of 400 questionnaires were
sent out and 42 completed questionnaires were received from respondents.
The study found that there are no significant differences between the techniques
used for project management in Southern Africa and techniques used in the rest
of the world. There are, however, several factors influencing project management
development in the region that are unique to the region including a severe
shortage of skilled people and infrastructure problems.
There is also a lack of knowledge about project management practices amongst
respondents and amongst other members of their organizations including senior
management. This lack of knowledge combined with the shortage of skilled
people can result in serious problems with the execution and management of
projects in the Southern African region.
Graduate School of Business Leadership
M.B.L
1 online resource (x, 71 leaves)
en
University of South Africa
Competitive management
Enterprise management
658.4040968
Project management -- Africa, Southern
Project management in Southern Africa: a best practices analysis
Research Report
ORIGINAL
2007 MBL 3 Research Report NR Haupt.pdf
2007 MBL 3 Research Report NR Haupt.pdf
application/pdf
235108
https://uir.unisa.ac.za/bitstream/10500/96/1/2007%20MBL%203%20Research%20Report%20NR%20Haupt.pdf
1b46ee28b69b587036698effbce6b1c3
MD5
1
LICENSE
license.txt
license.txt
text/plain
2188
https://uir.unisa.ac.za/bitstream/10500/96/2/license.txt
c351bb22e439adad4297af084b0c0430
MD5
2
TEXT
2007 MBL 3 Research Report NR Haupt.pdf.txt
2007 MBL 3 Research Report NR Haupt.pdf.txt
Extracted text
text/plain
98497
https://uir.unisa.ac.za/bitstream/10500/96/3/2007%20MBL%203%20Research%20Report%20NR%20Haupt.pdf.txt
36882dcd5f07d27687280d7f874f6690
MD5
3
10500/96
oai:uir.unisa.ac.za:10500/96
2022-03-24 13:55:21.77
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/61342022-02-02T07:59:21Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Rwelamila, Pantaleo
Lee, Clinton
3a6944ad-5792-4a63-8129-122810606d3c
500
2012-08-20T12:29:47Z
2012-08-20T12:29:47Z
2012-08-20
http://hdl.handle.net/10500/6134
This research is addressing the causes and effects of project delays in the coal mining industry in South Africa. A literature review was conducted and it was found that the causes of delays are extensively researched in the construction industry with only limited reference to delays in the mining industry which are mainly risk based. The effects of delays are predominantly listed as timing and cost effects.
Graduate School of Business Management
MBL
1 online resource (xiii, 167 leaves; illustrations, tables, maps)
2011 MBL 3 Research Report;
Coal mining industry
Project delays
Project management
658.404
Project management -- South Africa -- Evaluation
Coal mines and mining -- South Africa
The causes and effects of project delays in the coal mining industry in South Africa
Research report
ORIGINAL
2011 MBL3 Research Report C Lee.pdf
2011 MBL3 Research Report C Lee.pdf
application/pdf
2542961
https://uir.unisa.ac.za/bitstream/10500/6134/1/2011%20MBL3%20Research%20Report%20C%20Lee.pdf
6ad97827dd0ebad6a85503e2422b3cc4
MD5
1
LICENSE
license.txt
license.txt
text/plain
1748
https://uir.unisa.ac.za/bitstream/10500/6134/2/license.txt
8a4605be74aa9ea9d79846c1fba20a33
MD5
2
TEXT
2011 MBL3 Research Report C Lee.pdf.txt
2011 MBL3 Research Report C Lee.pdf.txt
Extracted text
text/plain
238121
https://uir.unisa.ac.za/bitstream/10500/6134/3/2011%20MBL3%20Research%20Report%20C%20Lee.pdf.txt
0703092836214b86d3aede82d05d556c
MD5
3
10500/6134
oai:uir.unisa.ac.za:10500/6134
2022-02-02 09:59:21.858
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/226322022-05-03T12:01:42Zcom_10500_19909com_10500_18562col_10500_19913col_10500_18564
Ncube, O.
Ngxesha, Ntomboxolo Cynthia
fbf459c9-9c18-4190-90e8-1b34d5bbdb81
600
2017-05-31T12:43:42Z
2017-05-31T12:43:42Z
2015-11
http://hdl.handle.net/10500/22632
After South Africa’s first democratic elections in 1994, the need to revisit the socio-economic and political order of South Africa was identified. The new government was confronted by significant public sector challenges, including the need to transform local government. The government was also forced to introduce new legislations and policies in line with the Constitution. National Treasury has the mandate to promote government’s fiscal policy framework. National Treasury introduced the Municipal Finance Management Act No. 56 of 2003 (MFMA) with the aim of modernising budget, accounting and financial management practices by placing local government finances on a sustainable footing, in order to maximise the capacity of municipalities to deliver services to communities (Modernising Financial Governance: Implementing the Municipal Finance Management Act, 2003). Chapter 11 of the MFMA provides for processes and procedures to be adopted by municipalities when dealing with procurement activities; so as to address the limitations associated with procurement legislation, such as the Constitution of the Republic of South Africa, No. 66 of 1993.
The purpose of the study is to analyse the strategy followed by the Nelson Mandela Bay Municipality (NMBM) in the implementation of the SMPF, and to evaluate its impact of the implementation on service delivery. This analysis will be conducted to investigate and identify factors that may negatively affect the implementation of the SCMPF in the Nelson Mandela Bay Municipality.
The study revealed how far the NMBM has progressed in implementing the SCMPF and provided recommendations for improvement, where necessary. The study assessed how the NMBM ensured effectiveness, efficiency and transparency when dealing with supply chain matters. The research also revealed the degree to which Supply Chain Management strategies followed in the Municipality influence service delivery and socio-economic factors.
This study employed a mixed methods approach. Out of 80 questionnaires and 10 interviews requests, 68 completed questionnaires were returned and 8 interviews were conducted to gather the views of the respondents.
6
The responses were analysed, and the results revealed that SCM strategies employed by the NMBM had a negative impact on service delivery and SCM objectives. Various factors were identified as the cause of the challenges affecting the level of service delivery in the implementation of the SCMPF.
It is concluded that lack of communication, governance, lack of reliability and skills and capacity issues are major problems affecting service delivery within the NMBM.
It is recommended that the NMBM should embark on a benchmarking exercise in order to measure itself against the best performing municipalities in South Africa and strive to implement an integrated SCM system, as outlined in the SCMPF.
Graduate School of Business Leadership
M.B.L.
1 online resource (115, xxv leaves) : illustrations (some color), color graphs
en
Supply Chain Management Strategy
Municipal Finance Management Act
Local Government Finances
Supply Chain Management Policy Framework
Public Procurement
352.552140968752
Business logistics -- South Africa -- Nelson Mandela Bay Municipality -- Management -- Case studies
Municipal government -- South Africa -- Nelson Mandela Bay Municipality -- Case studies
Municipal services -- South Africa -- Nelson Mandela Bay Municipality -- Case studies
Administrative law -- South Africa -- Nelson Mandela Bay Municipality -- Case studies
Analysing strategies for successful Implementation of the Supply Chain Management Policy Framework : A case study of the Nelson Mandela Bay Municipality (NMBM) in South Africa
Research Report
ORIGINAL
Ngxesha.pdf
Ngxesha.pdf
Thesis
application/pdf
2513857
https://uir.unisa.ac.za/bitstream/10500/22632/1/Ngxesha.pdf
eaaca4422fe7a69fe91fe9f5c7511e9c
MD5
1
Interview transcript.pdf
Interview transcript.pdf
Interview Transcript
application/pdf
255163
https://uir.unisa.ac.za/bitstream/10500/22632/2/Interview%20transcript.pdf
6331291b978200cd65e313bbadb2f36d
MD5
2
LICENSE
license.txt
license.txt
text/plain
2377
https://uir.unisa.ac.za/bitstream/10500/22632/3/license.txt
d092ffbe1a6c5204ac648c7060f5ae6a
MD5
3
TEXT
Ngxesha.pdf.txt
Ngxesha.pdf.txt
Extracted text
text/plain
205544
https://uir.unisa.ac.za/bitstream/10500/22632/4/Ngxesha.pdf.txt
aba53157fe4333fc1148d7258a6b0915
MD5
4
Interview transcript.pdf.txt
Interview transcript.pdf.txt
Extracted text
text/plain
38620
https://uir.unisa.ac.za/bitstream/10500/22632/5/Interview%20transcript.pdf.txt
f9eb6e2321c513883feac9513838d4db
MD5
5
10500/22632
oai:uir.unisa.ac.za:10500/22632
2022-05-03 14:01:42.738
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/31462023-07-19T08:47:53Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Smit, Albertus Johannes
Chida, D. R. E.
736a634b-4e8d-4bbd-a294-5e3aee08506d
600
2010-03-04T12:47:13Z
2010-03-04T12:47:13Z
2008-12-01
http://hdl.handle.net/10500/3146
Purpose – To examine the relationship between outpatient service quality expectation, perception and their effect on satisfaction at Gauteng public hospitals.
Problem - Gauteng Public healthcare facilities are perceived to be offering deficient and poor quality service to their outpatient clients.
Methodology – The SERVQUAL questionnaire tool is used, it encompasses the six dimensional structures of quality. 406 outpatients at public hospitals are the respondents.
Limitations – Data collection environment could have led to the collection of inaccurate data. Data collection errors could exist due to the fact that the field workers had to translate questions for the candidates. These limitations limit the conclusions that can be drawn on the study.
Findings/implications – The majority of outpatient expectations are not met. Patients are dissatisfied with the overall service quality provided by their outpatient departments. This has the effect of making patients reluctant to attend such facilities and could lead to treatment non compliance.
Graduate School of Business Leadership
M.B.L.
1 online resource (vii, 78 leaves) : color graphs
en
Outpatient
Healthcare
SERVQUAL
Service quality
362.12096822
Public hospitals -- Customer services -- South Africa -- Gauteng
Medical care -- South Africa -- Gauteng -- Quality control
Public hospitals -- Outpatient services -- South Africa -- Gauteng
Ambulatory medical care -- South Africa -- Gauteng
Consumer satisfaction -- South Africa -- Gauteng
Outpatient perception of service quality and its impact on satisfaction at Gauteng public hospitals
Research Report
ORIGINAL
2008 MBL 3 Research Report D Chida.pdf
2008 MBL 3 Research Report D Chida.pdf
application/pdf
454259
https://uir.unisa.ac.za/bitstream/10500/3146/1/2008%20MBL%203%20Research%20Report%20D%20Chida.pdf
c4ed791aa24f68fa46c60075a56b7e94
MD5
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LICENSE
license.txt
license.txt
text/plain
2328
https://uir.unisa.ac.za/bitstream/10500/3146/2/license.txt
e72de870dc1059ad7d18d0e8228efc5f
MD5
2
TEXT
2008 MBL 3 Research Report D Chida.pdf.txt
2008 MBL 3 Research Report D Chida.pdf.txt
Extracted text
text/plain
143530
https://uir.unisa.ac.za/bitstream/10500/3146/3/2008%20MBL%203%20Research%20Report%20D%20Chida.pdf.txt
f00ce41d2431bc77a19c368d9b89fa77
MD5
3
10500/3146
oai:uir.unisa.ac.za:10500/3146
2023-07-19 10:47:53.348
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/61362022-02-02T08:27:08Zcom_10500_19909com_10500_506com_10500_18562col_10500_19913col_10500_507col_10500_18564
Collins, Patrick M. (Lawyer)
Ross, Theresa Molomoitime
d01ad53d-2527-406f-8224-afa8b4068bf8
500
2012-08-20T12:30:56Z
2012-08-20T12:30:56Z
2012-08-20
http://hdl.handle.net/10500/6136
In the recent years, there have been many reports on the prevalence of corruption in the Department of Justice and Constitutional Development. Corruption impacts negatively on the image of organisations since it erodes public trust and delegitimises such organisations. Therefore, good corporate governance practices should be adopted to prevent corruption.
The purpose of this study was to analyse the governance system of the Department of Justice and Constitutional Development with the view to identifying shortcomings in the system.
Graduate School of Business Leadership
MBL
1 online resource (xi, 177 leaves; illustrations, tables)
2011 MBL 3 Research Report;
Corruption
Public Service
Whistleblowing
Ethics
Corporate governance
364.13230968
Political corruption -- South Africa -- Prevention
Corruption -- South Africa -- Prevention
South Africa -- Politics & government -- 1994-
South Africa. Department of Public Service & Administration -- Corrupt practices
South Africa. Department of Justice and Constitutional Development -- Corrupt practices
Analysis of governance system DOJ & CD with a view to identifying shortcomings and preventing corruption
Research report
ORIGINAL
2011 MBL3 Research Report T M Ross.pdf
2011 MBL3 Research Report T M Ross.pdf
application/pdf
2321593
https://uir.unisa.ac.za/bitstream/10500/6136/1/2011%20MBL3%20Research%20Report%20T%20M%20Ross.pdf
69af4cb428a8f76cc68229b63a2868ad
MD5
1
LICENSE
license.txt
license.txt
text/plain
1748
https://uir.unisa.ac.za/bitstream/10500/6136/2/license.txt
8a4605be74aa9ea9d79846c1fba20a33
MD5
2
TEXT
2011 MBL3 Research Report T M Ross.pdf.txt
2011 MBL3 Research Report T M Ross.pdf.txt
Extracted text
text/plain
296951
https://uir.unisa.ac.za/bitstream/10500/6136/3/2011%20MBL3%20Research%20Report%20T%20M%20Ross.pdf.txt
9f309290a3ffe567717de68080858fa9
MD5
3
10500/6136
oai:uir.unisa.ac.za:10500/6136
2022-02-02 10:27:08.746
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/31662022-02-01T09:04:32Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Booysen, Lize
6d1ed096-d0a3-48aa-9d9e-6ebde1b01fe7
600
Perumal, Marvin
b86889da-a4b3-4636-89e6-04a0e91fe29c
600
2010-03-10T11:48:28Z
2010-03-10T11:48:28Z
2008-12-01
http://hdl.handle.net/10500/3166
Fourteen years after the demise of apartheid and embrace of democracy, South Africa as a nation is still undergoing its transformation politically, socially and economically. This environmental churning has high impact on employee perceptions within the workplace, which subsequently affects retention rates. Among the challenges facing people managers in this environment is employee motivation. However, to thoroughly understand what motivates today’s diverse employee base, one needs to look further than the current landscape into historical backgrounds, to build up character models for different demographics.
The study aimed to identify associations between employee motivation and employee demographics (gender, age, race and organisational level) in the South African banking industry by also taking into account South African history to understand these associations and to translate the insights gained into effective leadership.
A survey questionnaire, based on ten motivation factors, was adapted from similar studies pioneered by Kovach in 1946, who conducted subsequent studies in 1987 and 1995. The questionnaire for this study was forwarded via email to South African banking employees requesting them to provide demographic data and complete a short questionnaire with two countercheck questions per motivation factor. The collected data was then analysed to identify any associations by highlighting differences in means of the responses to the motivation factors between employee demographic categories. The means were also used to rank the ten motivation factors for each demographic category.
It was concluded that there were associations, particularly between generations and the motivation factors, while gender showed the least association. On the other hand, similarities were also identified. Deserving of particular mention are similarities indicative of the Ubuntu concept of African culture across all demographic categories. Recommendations for retention strategies were provided based on these conclusions.
Graduate School of Business Leadership
M.B.L.
1 online resource (xi, 154 leaves) : illustrations (chiefly color)
en
Employee motivation
Employee demographics
Banking industry
658.3140968
Banks and banking -- South Africa -- Employees
Employee motivation -- South Africa
Association between employee motivation and employee demographics in the banking industry
Research Report
ORIGINAL
2008 MBL 3 Research Report M Perumal.pdf
2008 MBL 3 Research Report M Perumal.pdf
application/pdf
1175006
https://uir.unisa.ac.za/bitstream/10500/3166/1/2008%20MBL%203%20Research%20Report%20M%20Perumal.pdf
e08a8d5f97e965501a56222c862016b8
MD5
1
LICENSE
license.txt
license.txt
text/plain
2328
https://uir.unisa.ac.za/bitstream/10500/3166/2/license.txt
1831909c503a822c66753a8ff8ccb1e4
MD5
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TEXT
2008 MBL 3 Research Report M Perumal.pdf.txt
2008 MBL 3 Research Report M Perumal.pdf.txt
Extracted text
text/plain
321035
https://uir.unisa.ac.za/bitstream/10500/3166/3/2008%20MBL%203%20Research%20Report%20M%20Perumal.pdf.txt
f0e05a0b3000127a3496249fdda43742
MD5
3
10500/3166
oai:uir.unisa.ac.za:10500/3166
2022-02-01 11:04:32.56
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/31602022-02-09T07:46:44Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Rwelamila, Pantaleo
86b5a12d-36aa-45e8-a0b0-fa8e9c466d71
600
Phungula, Mandlenkosi Gideon
1f581f96-730f-4d3e-b992-8ca8822bcd31
600
2010-03-10T10:35:00Z
2010-03-10T10:35:00Z
2008-12-01
http://hdl.handle.net/10500/3160
Organisations are increasingly delivering their business through multiple complex programs and facing the challenge of building project management capability. An organisational Project Management Maturity Assessment is an effective method for establishing a baseline and provides an impetus for organisational change. The methodology allows for the setting of organisationally specific maturity goals, with the ability to implement improvements in a staged approach at a pace which is logical to that company.
Over the past decade Project Management Maturity Models have become effective tools for benchmarking and driving improvements in organisational performance. This paper presents a case study in applying a project management maturity model to review, assess, and analyze the degree of organisational project management maturity of one of the national departments of the South African Government. This reflects the project management practices and capabilities of a national department of government. This model was a critical guide to setting targets for project management maturity and providing a clear path for organisational improvement.
The focus of this paper is to not only to demonstrate the methodology and results of the assessment, but to also aim to report on the outcome of the study and make necessary recommendations for improvement. The attention of the research was focused on those departments which are involved in Public Private Partnership (PPP) projects. For reasons of confidentiality this strategic department in this dissertation is referred to as “The Agency”.
There is currently one similar study that was carried out by Rwelamila (2007), in one of the large infrastructure departments in South Africa. Rwelamila (2007) found that the department’s programme management system was very poor and at the lowest level of maturity (level 1 out of 5). However, since Rwelamila’s (2007) findings the researcher’s underlying proposition of this research is that the levels of maturity of these organisations have improved and climbed to level 2 of the Project Management maturity ladder, based on the reasons indicated in the following two paragraphs.
The fact of the modern business landscape is that organisations are changing in fundamental ways within a short space of time and at a fast pace — structurally, operationally, culturally — in response to globalization, new technology, competition, and the world economy that is at a historic turning point. The researcher further considered the fact that organisations are under pressure to improve performance in order to continue to be successful in the global marketplace and therefore they strive on daily basis to improve on their projects or program delivery in order to attain competitive advantage and sustained growth. Therefore, in light of these factual considerations, the researcher deemed it appropriate to evaluate without delay the current levels of maturity in similar organisations to those evaluated by Rwelamila (2007).
Effective organisational project management is a source of competitive advantage and as such places the levels of organisational project maturity at the nexus of the indicated fundamental shifts.
Today, effective Organisational Project Management is top of mind as a competitive weapon and the most successful firms are innovating not only their offerings and business models, but changing their project management processes. To achieve dramatic performance gains, companies find that they must rethink, or transform, the way they manage their projects or programs.
In order to achieve the study objectives two models were used, the first model being called “Organisational Project Management Maturity (OPM3)” and second being “Project Management Maturity Matrix Model” were used as a tools to assess the degree of The Agency’s project management maturity/competence and highlighted a recommended path for improvement of its overall effectiveness.OPM3 is an acronym for the Organisational Portfolio, Program, and Project Management Maturity Model- a standard developed under the stewardship of Project Management Institute.
The purpose of the OPM3 model is to provide a way for organisations to understand organisational project management and to measure their maturity against a comprehensive and broad–based set of organisational project management Best Practices. OPM3 also helps organisations wishing to increase their organisational project management maturity to plan for improvement.
An evaluation of the performance of The Agency and its projects/programs was carried out in relation to its scope of mandate in order to assess its PM competence and maturity. The assessment of the degree of organisational project management maturity of The Agency provided the basis to evaluate its success in achieving the best-in-class project management practices. The results of the assessment provided the opportunity to make recommendations designed to channel The Agency to a path that will continually improve and develop its competitive position and promote its business by projects.
The researcher therefore considered it imperative to examine the degree of maturity of project management in the national department of a public sector based on the OPM3 and Project Management Maturity Matrix maturity models. The project management maturity model is a widely accepted concept in business. It shows different stages of the project management development in a corporation. It is worth mentioning that these systems and process do not guarantee success, they just increase the probability of success.
The findings of this study indicate that The Agency is at Ad Hoc/Standardize phase
(level 1) of maturity. The study is concluded with recommendations which could assist The Agency to plan for improvement and increase its degree of maturity against the Best Practices and capabilities identified in the OPM3 Standard.
Graduate School of Business Leadership
M.B.L.
1 online resource (ix, 208 leaves) : color illustrations, color graphs
en
Project management
Government departments
Public private partnerships
352.3650968
Public administration -- South Africa -- Evaluation
Project management -- South Africa -- Evaluation
Public-private sector cooperation -- South Africa -- Evaluation
Review and analysis of organisational project management maturity of the South African government departments involved in Public Private Partnership (PPP) projects
Research Report
ORIGINAL
2008 MBL 3 Research Report M G Phungula Cover Pages.pdf
2008 MBL 3 Research Report M G Phungula Cover Pages.pdf
Cover pages
application/pdf
39136
https://uir.unisa.ac.za/bitstream/10500/3160/1/2008%20MBL%203%20Research%20Report%20M%20G%20Phungula%20Cover%20Pages.pdf
695dbd549da8cbc176b54a1f61a86b29
MD5
1
2008 MBL 3 Research Report M G Phungula Full Report.pdf
2008 MBL 3 Research Report M G Phungula Full Report.pdf
Full report
application/pdf
3341421
https://uir.unisa.ac.za/bitstream/10500/3160/2/2008%20MBL%203%20Research%20Report%20M%20G%20Phungula%20Full%20Report.pdf
b81e245aec3c036fc196f48bcd28be4b
MD5
2
TEXT
2008 MBL 3 Research Report M G Phungula Cover Pages.pdf.txt
2008 MBL 3 Research Report M G Phungula Cover Pages.pdf.txt
Extracted text
text/plain
11549
https://uir.unisa.ac.za/bitstream/10500/3160/6/2008%20MBL%203%20Research%20Report%20M%20G%20Phungula%20Cover%20Pages.pdf.txt
b4a5c6fd5fe8ce3e6cb53b9123b79692
MD5
6
2008 MBL 3 Research Report M G Phungula Full Report.pdf.txt
2008 MBL 3 Research Report M G Phungula Full Report.pdf.txt
Extracted text
text/plain
343507
https://uir.unisa.ac.za/bitstream/10500/3160/7/2008%20MBL%203%20Research%20Report%20M%20G%20Phungula%20Full%20Report.pdf.txt
3a4dbf2fa04efe5df402ef78c9a9e81f
MD5
7
LICENSE
license.txt
license.txt
text/plain
2328
https://uir.unisa.ac.za/bitstream/10500/3160/3/license.txt
2ec5a7ddce1131e00bc8a37ddfccf149
MD5
3
10500/3160
oai:uir.unisa.ac.za:10500/3160
2022-02-09 09:46:44.403
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/231712022-03-30T11:00:08Zcom_10500_19909col_10500_19913
Khanyile, Moses Bongani
d9c3e392-72e2-4053-82e0-a879abee9703
600
Coetzee, Lonell
476ab162-5fc1-4af3-97fc-ccbc45ecc547
600
2017-09-18T07:12:25Z
2017-09-18T07:12:25Z
2016-11-24
http://hdl.handle.net/10500/23171
Purpose: The purpose of this research is to ascertain the relationship between the difference in the way leaders think they are being perceived by their followers and how they are actually being perceived, and the level of morale of such followers. It was completed in an operational Air Traffic Control (ATC) centre in Johannesburg, South Africa, and focused on four middle managers and their team of ATC followers. The process was viewed from a followership perspective, and the Attribution Theory of leadership applied to study follower perceptions of leader attributions.
Methodology: A parallel-convergent mixed-method approach was utilised, with primary
quantitative and qualitative data collected concurrently from leaders and followers in interview and survey format. Results were merged using triangulation, before being autoethnographically interpreted.
Scope and Limitations: The study researched individual ATC middle managers and their
followers at the researched ATC centre, resulting in a scope that includes four leaders and
105 followers. It did not include any other staff as part of the research, and focused on a
specific set of people within the researched centre. The study was limited to the researched ATC centre at the researched company only. The low morale in the researched centre could be due to various other causes such as working conditions, unhappiness with upper management (not middle management), compensational disagreements and company policy issues. Whilst excluded in this study, they are conceded and suggested for future research.
Originality and Value: This research is original, and will add value to the researched
company by enabling them to understand and address one of the causes for low morale in
the researched centre. Its value to the body of knowledge resides therein that it is the only
research to date in the narrow field of followership and the Attribution Theory of leadership
combined and applied in the South African ATC leadership environment.
Findings and Recommendations: Research data points to a definite discrepancy between
leader perception of follower attributions and actual follower attributions. Additionally, it
proves that in this specific setting the more negative this discrepancy, the lower follower
morale becomes. ATNS should consider remedial training for affected managers to develop deficient attributions and sufficiently equip them to deal with the low morale problem.
Graduate School of Business Leadership
M.B.L.
1 online resource (x, 98 leaves) : illustrations (some color), graphs (some color)
en
Attribution Theory of Leadership
Followership
Air Traffic Control
South Africa
Morale
Leadership perception
658.4309682215
Middle managers -- South Africa -- Johannesburg
Leadership -- South Africa -- Johannesburg
Followership -- South Africa -- Johannesburg
Employee morale -- South Africa -- Johannesburg
Employee motivation -- South Africa -- Johannesburg
Air traffic control -- South Africa -- Johannesburg -- Management
Interpersonal relations -- South Africa -- Johannesburg
ATNS Company
OR Tambo International Airport
Follower attribution analysis in an Air Traffic Control environment: an unconventional leadership challenge
Research Report
ORIGINAL
Coetzee2017small.pdf
Coetzee2017small.pdf
application/pdf
4035589
https://uir.unisa.ac.za/bitstream/10500/23171/1/Coetzee2017small.pdf
51d99e4fff648f9a7fc2f8b26dd1d23d
MD5
1
LICENSE
license.txt
license.txt
text/plain
2377
https://uir.unisa.ac.za/bitstream/10500/23171/2/license.txt
d092ffbe1a6c5204ac648c7060f5ae6a
MD5
2
TEXT
Coetzee2017small.pdf.txt
Coetzee2017small.pdf.txt
Extracted text
text/plain
201746
https://uir.unisa.ac.za/bitstream/10500/23171/3/Coetzee2017small.pdf.txt
83ac2afb0b8d77ffc9760eba5a2b9500
MD5
3
10500/23171
oai:uir.unisa.ac.za:10500/23171
2022-03-30 13:00:08.164
UnisaIR
uir@unisa.ac.za
PHA+Ck5vbi1FeGNsdXNpdmUgRGlzdHJpYnV0aW9uIExpY2Vuc2UgQWdyZWVtZW50CjwvcD4KPHA+CkluIG9yZGVyIGZvciB0aGUgVW5pdmVyc2l0eSBvZiBTb3V0aCBBZnJpY2EgKFVOSVNBKSBJbnN0aXR1dGlvbmFsIFJlcG9zaXRvcnkgdG8gcmVwcm9kdWNlLCB0cmFuc2xhdGUgYW5kIGRpc3RyaWJ1dGUgeW91ciBzdWJtaXNzaW9uIHdvcmxkd2lkZSwgeW91ciBhY2tub3dsZWRnZW1lbnQgb2YgdGhlIHRlcm1zIGJlbG93IGlzIHJlcXVpcmVkLgo8L3A+CjxwPgpCeSBhZ3JlZWluZyB0byB0aGlzIGxpY2Vuc2UsIHlvdSAodGhlIG93bmVyIG9mIHRoZSByaWdodHMpIGdyYW50IHRvIFVOSVNBIHRoZSBub24tZXhjbHVzaXZlIHJpZ2h0IHRvIHJlcHJvZHVjZSwgdHJhbnNsYXRlIChhcyBkZWZpbmVkIGJlbG93KSwgYW5kL29yIGRpc3RyaWJ1dGUgeW91ciBzdWJtaXNzaW9uIChpbmNsdWRpbmcgdGhlIGFic3RyYWN0KSB3b3JsZHdpZGUsIGluIHByaW50IGFuZCBlbGVjdHJvbmljIGZvcm1hdCBhbmQgaW4gYW55IG1lZGl1bSwgaW5jbHVkaW5nIGJ1dCBub3QgbGltaXRlZCB0byBhdWRpbyBvciB2aWRlby4gWW91IGFncmVlIHRoYXQgVU5JU0EgbWF5LCB3aXRob3V0IGNoYW5naW5nIHRoZSBjb250ZW50LCB0cmFuc2ZlciB0aGUgc3VibWlzc2lvbiB0byBhbnkgbWVkaXVtIG9yIGZvcm1hdCBmb3IgdGhlIHB1cnBvc2VzIG9mIHByZXNlcnZhdGlvbi4gWW91IGFsc28gYWdyZWUgdGhhdCBVTklTQSBtYXkga2VlcCBtb3JlIHRoYW4gb25lIGNvcHkgb2YgdGhpcyBzdWJtaXNzaW9uIGZvciB0aGUgcHVycG9zZXMgb2Ygc2VjdXJpdHksIGJhY2stdXAgYW5kIHByZXNlcnZhdGlvbi4gWW91IGRlY2xhcmUgdGhhdCB0aGUgc3VibWlzc2lvbiBpcyB5b3VyIG9yaWdpbmFsIHdvcmssIGFuZCB0aGF0IHlvdSBoYXZlIHRoZSByaWdodCB0byBncmFudCB0aGUgcmlnaHRzIGNvbnRhaW5lZCBpbiB0aGlzIGxpY2Vuc2UgYWdyZWVtZW50LiBZb3UgYWxzbyBkZWNsYXJlIHRoYXQgeW91ciBzdWJtaXNzaW9uIGRvZXMgbm90LCB0byB0aGUgYmVzdCBvZiB5b3VyIGtub3dsZWRnZSwgaW5mcmluZ2UgdXBvbiBhbnlvbmUgZWxzZSdzIGNvcHlyaWdodC4gSWYgdGhlIHN1Ym1pc3Npb24gY29udGFpbnMgbWF0ZXJpYWwgZm9yIHdoaWNoIHlvdSBkbyBub3QgaG9sZCB0aGUgY29weXJpZ2h0LCB5b3UgZGVjbGFyZSB0aGF0IHlvdSBoYXZlIG9idGFpbmVkIHRoZSB1bnJlc3RyaWN0ZWQgcGVybWlzc2lvbiBvZiB0aGUgY29weXJpZ2h0IG93bmVyIHRvIGdyYW50IHRvIFVOSVNBIHRoZSByaWdodHMgcmVxdWlyZWQgYnkgdGhpcyBsaWNlbnNlIGFncmVlbWVudCwgYW5kIHRoYXQgc3VjaCB0aGlyZCBwYXJ0eS1vd25lZCBtYXRlcmlhbCBpcyBjbGVhcmx5IGlkZW50aWZpZWQgYW5kIGFja25vd2xlZGdlZCB3aXRoaW4gdGhlIHRleHQgb3IgY29udGVudCBvZiB0aGUgc3VibWlzc2lvbi4KPC9wPgo8cD4KRnVydGhlcm1vcmUgeW91IHdhcnJhbnQgdGhhdCB0aGUgV29yayBkb2VzIG5vdCBjb250YWluIGFueSBkZWZhbWF0b3J5LCBpbGxlZ2FsLCBhbnkgb3RoZXIgaW5hcHByb3ByaWF0ZSBtYXRlcmlhbCwgYW5kIGluZGVtbmlmeSBVTklTQSBhZ2FpbnN0IGFsbCBjYXVzZXMgb2YgYWN0aW9uIGFyaXNpbmcgb3V0IG9mIHRoZSBob3N0aW5nIG9mIHRoZSBXb3JrIG9uIHRoZSBVTklTQSBpbnN0aXR1dGlvbmFsIHJlcG9zaXRvcnkuCjwvcD4KPHA+CklGIFRIRSBTVUJNSVNTSU9OIElTIEJBU0VEIFVQT04gV09SSyBUSEFUIEhBUyBCRUVOIFNQT05TT1JFRCBPUiBTVVBQT1JURUQgQlkgQU4gQUdFTkNZIE9SIE9SR0FOSVpBVElPTiBPVEhFUiBUSEFOIFVOSVNBLCBZT1UgREVDTEFSRSBUSEFUIFlPVSBIQVZFIEZVTEZJTExFRCBBTlkgUklHSFQgT0YgUkVWSUVXIE9SIE9USEVSIE9CTElHQVRJT05TIFJFUVVJUkVEIEJZIFNVQ0ggQ09OVFJBQ1QgT1IgQUdSRUVNRU5ULiBVTklTQSB3aWxsIGNsZWFybHkgaWRlbnRpZnkgeW91IGFzIHRoZSBjcmVhdG9yIG9mIHRoZSBzdWJtaXNzaW9uLCBhbmQgd2lsbCBub3QgbWFrZSBhbnkgYWx0ZXJhdGlvbiwgb3RoZXIgdGhhbiBhcyBhbGxvd2VkIGJ5IHRoaXMgbGljZW5zZSBhZ3JlZW1lbnQsIHRvIHlvdXIgc3VibWlzc2lvbi4KPC9wPgo8cD4KQWxsIGl0ZW1zIGluIHRoZSBVTklTQSBJbnN0aXR1dGlvbmFsIFJlcG9zaXRvcnkgYXJlIHN1YmplY3QgdG8gY29weXJpZ2h0LiBGb3IgbW9yZSBpbmZvcm1hdGlvbiBvbiBTb3V0aCBBZnJpY2FuIGNvcHlyaWdodCBsYXcsIHZpc2l0IHRoZSBTQSBDb3B5cmlnaHQgQWN0IE5vLiA5OCBvZiAxOTc4IChhcyBhbWVuZGVkKSBhdmFpbGFibGUgYXQgaHR0cDovL3d3dy5sZWdhbG5ldC5jby56YS9jeWJlcmxhdy9Db3B5cmlnaHRBY3QuaHRtLgo8L3A+Cg==
oai:uir.unisa.ac.za:10500/31612022-02-08T12:00:16Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Reddy, Jay
9a02fcaa-33d7-45b3-9dd8-55bd3d3d7434
600
David, Jothilutchmee
d0a8cb4e-ab1d-4b0a-b47b-04e74422dfb9
600
2010-03-10T10:46:42Z
2010-03-10T10:46:42Z
2008-12
http://hdl.handle.net/10500/3161
Although most organisations want to improve quality and reduce costs, the deployment and implementation of continuous improvement methodologies is commonly viewed as a daunting journey. Many organisations fail to properly structure and/or support continuous improvement initiatives, which ultimately doom them to failure.
South African Banks are not adopting Lean and/or Six-sigma to the point where it is going to make any sort of significant difference to the bottom line over a significantly meaningful period of time. So where are they going wrong? Often it comes down to key issues that are not addressed effectively as part of the deployment.
The research objectives are:
• The primary objective is to establish what the mission critical success factors for Lean and/or Six-sigma implementation in South African Banking are.
• The secondary objective is to define a list of the sources of benefits for Lean and/or Six-sigma implementations in South African Banking.
The research questions/problems to be addressed are:
• What are the mission critical success factors for Lean and/or Six-sigma implementations in South African Banking?
• How do South African Banks prioritise these critical success factors?
• How do South African Banks that are already on the Lean and/or Six-sigma journey perform against these critical success factors?
• What are the gaps between the importance’s of the critical success factors versus the banks actual performance against these, and how is this gap impacting on the benefits that the banks are experiencing?
• What sources of benefits are South African Banks experiencing?
• Can generic guidelines be provided to the South African Banks for successful Lean and/or Six-sigma implementation?
Graduate School of Business Leadership
M.B.L.
1 online resource (xv, 198, i, 50 leaves) : color illustrations
en
Six-sigma
Banking industry
Continuous improvement
658.5620968
Financial institutions -- South Africa -- Quality control
Management information systems -- South Africa
Six sigma (Quality control standard)
What are the critical success factors for lean and/or six-sigma implementations in South African banks?
Research Report
ORIGINAL
2008 MBL 3 Research Report J Latchmiah.pdf
2008 MBL 3 Research Report J Latchmiah.pdf
application/pdf
3625575
https://uir.unisa.ac.za/bitstream/10500/3161/1/2008%20MBL%203%20Research%20Report%20J%20Latchmiah.pdf
2ebef2cf0e4659852926e073d212a526
MD5
1
LICENSE
license.txt
license.txt
text/plain
2328
https://uir.unisa.ac.za/bitstream/10500/3161/2/license.txt
6513b1d63a0d1f7929cbc5ed3a2c14a1
MD5
2
TEXT
2008 MBL 3 Research Report J Latchmiah.pdf.txt
2008 MBL 3 Research Report J Latchmiah.pdf.txt
Extracted text
text/plain
359241
https://uir.unisa.ac.za/bitstream/10500/3161/3/2008%20MBL%203%20Research%20Report%20J%20Latchmiah.pdf.txt
d60a606a9e4e62e018a73bc212dd44c1
MD5
3
10500/3161
oai:uir.unisa.ac.za:10500/3161
2022-02-08 14:00:16.029
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/2192022-02-11T08:30:42Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Kuppen, R. M.
b35c593e-f255-49cf-a903-71386d745ccb
600
Musuka, Patrick
2e676c4b-229b-48f1-a8cd-3f6f42c500c8
600
2009-05-27T09:54:57Z
2009-05-27T09:54:57Z
2006-11-30
http://hdl.handle.net/10500/219
The primary purpose of this research is to establish to what extent, if any Zimbabwean
companies proactively align their IT strategy with the business strategy as a way of
building and sustaining business competitive advantage.
The research seeks to provide further insights into the business performance
implications of the alignment between IT and business strategies. It also seeks to
determine if there are any linkages between strategic alignment, IT managerial
resources and IT effectiveness. Last but not least, it examines whether alignment
directly leads to increased business performance which Sabherwal & Chan (2001) terms
‘perceived business performance’.
Graduate School of Business Leadership
M.B.L.
1 online resource (ix, 75 leaves) : illustrations, graphs (some color)
en
Technologies for competitiveness
Information technology
658.4038011
Management information system
Business enterprises -- Information technology -- Management
Information resources management
Alignment of IT strategy with business strategy : impact on IT effectiveness and business perfomance
Research Report
ORIGINAL
2006 MBL 3 Research Report P Musuka.pdf
2006 MBL 3 Research Report P Musuka.pdf
application/pdf
374308
https://uir.unisa.ac.za/bitstream/10500/219/1/2006%20MBL%203%20Research%20Report%20P%20Musuka.pdf
415443f7821e92b544e2638c94ef9c2e
MD5
1
LICENSE
license.txt
license.txt
text/plain
2182
https://uir.unisa.ac.za/bitstream/10500/219/2/license.txt
5678e10c9e9d59d12715d74bf4fc76e1
MD5
2
TEXT
2006 MBL 3 Research Report P Musuka.pdf.txt
2006 MBL 3 Research Report P Musuka.pdf.txt
Extracted text
text/plain
140262
https://uir.unisa.ac.za/bitstream/10500/219/3/2006%20MBL%203%20Research%20Report%20P%20Musuka.pdf.txt
558edd00273e39f4be5dbae524eb96fb
MD5
3
10500/219
oai:uir.unisa.ac.za:10500/219
2022-02-11 10:30:42.963
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/2072022-03-04T10:13:07Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Rall, P. J.
6bf97677-dd93-4241-92ef-cf0d56ffebd5
600
Van Niekerk, Willem Adriaan
e44d035a-0268-4414-9854-e0f4db78515e
600
2009-05-26T14:44:06Z
2009-05-26T14:44:06Z
2006-11
http://hdl.handle.net/10500/207
There is a great need for qualified MBL and MBA graduates in South Africa to
support and maintain the current growth rate that the economy is experiencing.
Diligent effort is required to ensure that the locally acquired MBA/MBL
qualifications remain on par with international qualifications. As an initial step to
ensure high standards, the Council for Higher Education (CHE) did accreditation
evaluations and only 18 MBA courses are now accredited. Admission criteria for
the MBA/MBL is one of the minimum standards being assessed as part of the
accreditation process conducted by the CHE.
To be effective some of the aims of the admissions process at the UNISA SBL
should be to:
• Determine as accurately as possible, which students are capable to
complete the MBL qualification successfully; (this has two implications, not
denying any students who could have completed the course, and not
admitting students who will not be able to complete the course).
• Ensure that a culturally diverse and representative student body is
admitted.
• Do the above mentioned by using a practical process that is as financially
and time efficient as possible.
This research study focuses on the admissions criteria for MBL students at
UNISA. The objectives of the study are:
• Understanding the admissions criteria in use at universities globally and
locally in South Africa.
• Understanding the success rate of the GMAT as admissions predictor for
MBA completion (globally).
• Determining the success rate of the current admissions criteria as
admissions predictor for the UNISA MBL completion.
• Determine what data or combinations of data on the MBL application
registration form can be used as a more successful predictor.
iv
The data collected for this study was obtained from the UNISA SBL
administration department and consisted of a list of 724 students that enrolled for
their MBL in 2003. The corresponding list of students that completed their
studies in 2005 was also collected, which were 151 of the 724 students, or
20.9%. The data was re-coded and tested to determine in which of the data
fields on the admissions form were there a statistically significantly correlation
with regards to completing the MBL in 3 years. The following data fields
indicated a statistically significant correlation: Race, Nationality, Age Group and
Language.
In order to test the final hypothesis, a classification tree making use of CHAID
algorithms was used. The classification tree selected the data fields that showed
statistically significant correlations. The data fields used was nationality, race
and age groups. The classification tree re-grouped the data to achieve a 38.7%
and 35.8% pass rate. Indicating that the newly developed admission tool is more
successful in predicting students who will complete their MBL qualification in 3
years, than the current process, with which only 20.9% of the students passed.
The pass rate of 38.7% might not sound significant, but it is an improvement of
85% on the current system.
The research question was whether the data fields on the MBL application
registration could be used to develop admissions criteria in order to serve as a
predictor of the post graduate MBL student’s ability to complete the qualification
in the prescribed period of time. This question was answered in two ways, firstly
by the literature review, where Cate et al (2004) created a discriminant model
that predicted MBA no-shows with 94.2% accuracy. Secondly by way of
hypothesis 8 where the classification tree making use of CHAID algorithms
grouped the students to achieve a pass rate of 38.7% and 35.8%, by only making
use of the information available on the current UNISA admissions form.
All the objectives of the study were met, and the following recommendations
were made:
Modify the admissions form to include some fields that may prove to be
better predictors.
Do not show away students, who according to the model will not pass,
rather give them additional tutoring or require the students to complete a preparatory programme such as the Programme in Business Leadership
(PBL), prior to starting with their MBL.
Refine the admissions prediction model up to a point where the model is
able to predict 80% to 90% of the cases correctly, prior to it being
implemented, by using more than one MBL group that will give a more
representative sample, and do not limit the study to only students that
finished in the minimum period, but to all students that finished within 5
years.
This study therefore concludes that the data fields on the MBL application
registration form can be used to develop admissions criteria in order to serve as
a predictor of the post graduate MBL student’s ability to complete the
qualification in the prescribed period of time.
Graduate School for Business Leadership
M.B.L.
1 online resource (viii, 81, xx leaves) : illustrations, color graphs
en
Management for competitiveness
Human resources
Business admnistration
658.5071
Leadership -- Study and teaching
Industrial management -- Study and teaching
Industrial productivity -- Study and teaching
Quality control -- Study and teaching
Admission criteria for post graduate MBL students
Research Report
ORIGINAL
2006 MBL 3 Research Report WA van Niekerk.pdf
2006 MBL 3 Research Report WA van Niekerk.pdf
application/pdf
2102898
https://uir.unisa.ac.za/bitstream/10500/207/1/2006%20MBL%203%20Research%20Report%20WA%20van%20Niekerk.pdf
a7594084a160a7409bde3b4be0aaba7b
MD5
1
LICENSE
license.txt
license.txt
text/plain
2182
https://uir.unisa.ac.za/bitstream/10500/207/2/license.txt
e03366cca992713bc13b25a3f57ac95b
MD5
2
TEXT
2006 MBL 3 Research Report WA van Niekerk.pdf.txt
2006 MBL 3 Research Report WA van Niekerk.pdf.txt
Extracted text
text/plain
157677
https://uir.unisa.ac.za/bitstream/10500/207/3/2006%20MBL%203%20Research%20Report%20WA%20van%20Niekerk.pdf.txt
62548e2fe3d79f411394d28f08567093
MD5
3
10500/207
oai:uir.unisa.ac.za:10500/207
2022-03-04 12:13:07.616
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/301562023-06-13T06:45:45Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Mafini, C.
Ngcobo, Abednigo Mkhetheni
bfb05abb-56b0-4958-be99-73c78629e875
600
2023-06-13T06:40:34Z
2023-06-13T06:40:34Z
2019-11-30
https://hdl.handle.net/10500/30156
In the past decade, sustainability issues have emerged as an important area of consideration in business. The mining industry in South Africa has not been spared from this debate since it is one of the major contributors to the environmental challenges that South Africa and other sub-Saharan countries are facing. The purpose of this study is to explore green supply chain management (GSCM) practices and their relationship with enterprise performance in the South African mining industry. More specifically, this research explores the effect of GSCM practices and other organisational factors on enterprise performance in mining companies that operate in Rustenburg in North West Province.
This study adopted a research model relating GSCM practice and enterprise performance through three organisational variables (employee job satisfaction, operational efficiency, and relational efficiency) as moderators. Statistical analyses were based on the data collected through survey questionnaires from two South African platinum mining companies in supply chain management departments. Reliability and validity of the research model were tested by the widely accepted statistical tools. To test the hypotheses relating GSCM practice implementation and enterprise performance, correlational analysis and multi-regression models were used.
The most anticipated finding of the study was a direct link between GSCM practice implementation and enterprise performance. Indeed, statistical significance was found between the variables. Furthermore, there were significant direct relationships that were found between GSCM practice implementation and enterprise performance through three mediating variables of employee job satisfaction, operational efficiency and relational efficiency. This result indicates that enterprise performance will be improved when GSCM enhances employee job satisfaction, operational efficiency and operational efficiency.
Graduate School of Business Leadership
MBL
1 online resource (ix, 117 leaves) : color illustrations, color graphs
en
Green supply chain management
Enterprise performance
Employee job satisfaction
Operational efficiency
Relational efficiency
Republic of South Africa
658.500286
Business logistics -- South Africa -- Environmental aspects -- Management
Organizational resilience -- South Africa
Sustainable development -- South Africa
Green technology -- South Africa
Mineral industries -- Environmental aspects -- South Africa
Green supply chain management and enterprise performance in the South African mining industry
Dissertation
ORIGINAL
dissertation_ngcobo_am.pdf
dissertation_ngcobo_am.pdf
Dissertation
application/pdf
6109440
https://uir.unisa.ac.za/bitstream/10500/30156/1/dissertation_ngcobo_am.pdf
c35116041d708cf5c4ac2303d3c24d2a
MD5
1
LICENSE
license.txt
license.txt
text/plain
53
https://uir.unisa.ac.za/bitstream/10500/30156/2/license.txt
1252c2f41540f3f81e91b442fd692194
MD5
2
10500/30156
oai:uir.unisa.ac.za:10500/30156
2023-06-13 08:45:45.721
UnisaIR
uir@unisa.ac.za
aHR0cHM6Ly9jcmVhdGl2ZWNvbW1vbnMub3JnL2xpY2Vuc2VzL2J5LW5jLXNhLzIuNS96YS8=
oai:uir.unisa.ac.za:10500/37392022-02-18T07:36:02Zcom_10500_19909col_10500_19913
Coetzee, Japie
Van Wyk, S. J.
74662a98-1bb4-407b-bbd7-a21e0d9469d7
600
2010-11-03T11:45:15Z
2010-11-03T11:45:15Z
2009-12
http://hdl.handle.net/10500/3739
Research report to the SBL, Unisa, Midrand
This study examines the importance of corporate environmentalism in the South African JSE listed gold, platinum and diamond mining companies. As this study is representative of 34% of the market capitalisation of the South African JSE listed mining companies, the findings could be extrapolated to the broader mining industry that ascribes to the principles of the JSE Sustainability Reporting Index.
M.B.L.
1 online resource (xvii, 232 leaves) : color illustrations
en
Mining industry
JSE listed companies
Corporate environmentalism
Environmental leadership
JSE Sustainability Reporting Index
658.4012
Business planning
Johannesburg Stock Exchange
Industrial management
Environmentalism -- South Africa -- Johannesburg
Sustainable development reporting
Corporate environmentalism in JSE listed gold, platinum and diamond mining companies : environmental leadership importance, business orientation and corporate strategy focus
Research Report
TEXT
2009 MBL3 Research Report SJ van Wyk.pdf.txt
2009 MBL3 Research Report SJ van Wyk.pdf.txt
Extracted text
text/plain
467779
https://uir.unisa.ac.za/bitstream/10500/3739/3/2009%20MBL3%20Research%20Report%20SJ%20van%20Wyk.pdf.txt
6985c978a31105d7a9100e84ee55d490
MD5
3
ORIGINAL
2009 MBL3 Research Report SJ van Wyk.pdf
2009 MBL3 Research Report SJ van Wyk.pdf
application/pdf
2906130
https://uir.unisa.ac.za/bitstream/10500/3739/1/2009%20MBL3%20Research%20Report%20SJ%20van%20Wyk.pdf
6cda6803d9571868c23a68f13e59fd63
MD5
1
LICENSE
license.txt
license.txt
text/plain
2328
https://uir.unisa.ac.za/bitstream/10500/3739/2/license.txt
2752563251339ce123e1c278877079c0
MD5
2
10500/3739
oai:uir.unisa.ac.za:10500/3739
2022-02-18 09:36:02.2
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/41472022-03-14T06:46:37Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Neuland, Ernst
De Graaf, Johan
4b15311c-e6e3-448e-9320-dfc4d0dfde5a
600
2011-05-05T08:31:35Z
2011-05-05T08:31:35Z
2011-05-05
http://hdl.handle.net/10500/4147
The measurement of research and development (R&D) presents unique challenges.
No method had yet been identified to best measure South African avocado R&D
effectiveness. The research question was which criteria were best in measuring R&D
effectiveness and what was the level of satisfaction with these criteria. The situational
analysis showed that the R&D function provides competitive advantage to the
avocado industry. The literature review concluded that a combination of quantitative
and qualitative metrics was superior in measuring R&D and the study addressed a
gap in the literature. The research methodology explained the experimental design
and analysis of the survey questionnaire. A difference existed in importance and
satisfaction levels of R&D criteria. The data could be generalised to the population
and showed avocado R&D was moderately effective. A combined total of 16 R&D
criteria were recommended for use as a measurement tool to assess avocado R&D
effectiveness in South Africa.
Graduate School of Business Leadership
M. B. L.
1 online resource (viii, 145 leaves) : illustrations
en
Avocado industry
Persea americana
634.6530968
Avocado -- Research -- South Africa
Measuring the effectiveness of research and development on avocado, Persea Americana Mill, in South Africa
Report Report
ORIGINAL
2010 MBL3 Research Report J DE GRAAF.pdf
2010 MBL3 Research Report J DE GRAAF.pdf
application/pdf
921276
https://uir.unisa.ac.za/bitstream/10500/4147/1/2010%20MBL3%20Research%20Report%20J%20DE%20GRAAF.pdf
45f62177ea76fcff8781c2ad7b9e8f0c
MD5
1
LICENSE
license.txt
license.txt
text/plain
2086
https://uir.unisa.ac.za/bitstream/10500/4147/2/license.txt
5a8380f43fc3bfc009bcc52e209f8255
MD5
2
TEXT
2010 MBL3 Research Report J DE GRAAF.pdf.txt
2010 MBL3 Research Report J DE GRAAF.pdf.txt
Extracted text
text/plain
341006
https://uir.unisa.ac.za/bitstream/10500/4147/3/2010%20MBL3%20Research%20Report%20J%20DE%20GRAAF.pdf.txt
0bc29c77489ffea0f62c00bd944281fc
MD5
3
10500/4147
oai:uir.unisa.ac.za:10500/4147
2022-03-14 08:46:37.399
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/31422022-02-23T05:07:46Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Beaty, David, 1953-
Chathury, A. S.
737c6b86-9d5c-4e5d-8197-10745abf65b0
600
2010-03-04T12:13:58Z
2010-03-04T12:13:58Z
2008-11
http://hdl.handle.net/10500/3142
This report discusses a research project undertaken to investigate servant leadership and examine the extent to which its associated behaviours are implemented within two departments of a large South African petrochemical company, and how the mean scores for respondent’s perceptions on the degree to which their direct supervisors practice servant leadership behaviours correlate with perceptions of interpersonal trust and passive management-by-exception. Based on the results of extensive research conducted on servant leadership over the past 40 years, it is clear that this leadership philosophy has a strong grounding in ethics, with its value placed upon people based on their inherent humanity and beyond their utilitarian worth to businesses in meeting their objectives. The author hypothesizes that one of the departments investigated (SSSS) does experience a high prevalence of servant leadership behaviours, based on the high levels of employee engagement prevalent within this department according to a recent survey, and that the other department (GSS) does not experience a high prevalence of servant leader behaviours. Both departments were found to have a moderate level of servant leader behaviours, but neither was found to be servant led. The author also investigates the possible relationship between servant leadership and interpersonal trust (as measured by Nyhan and Marlowe’s OTI) and servant leadership (SL) and passive management-by-exception (MBEP) (as measured by Avolio and Bass’s MLQ). The author uses Sendjaya et al.,’s SLBS to measure servant leadership. A moderate negative relationship was found between SL and MBEP and a moderately strong positive relationship between SL and interpersonal trust.
Graduate School of Business Leadership
M.B.L.
1 online resource (235 leaves) : illustrations (some color), color graphs
en
Leadership
Servant leadership
658.40920968
Sasol (Firm) -- Management
Servant leadership -- South Africa
Petroleum chemicals industry -- South Africa -- Management
Servant leadership in a large South African business organization
Research Report
ORIGINAL
2008 MBL 3 Research Report AS Chathury.pdf
2008 MBL 3 Research Report AS Chathury.pdf
application/pdf
3081644
https://uir.unisa.ac.za/bitstream/10500/3142/1/2008%20MBL%203%20Research%20Report%20AS%20Chathury.pdf
32e7d3829a79c4d69c1490be143e9b4a
MD5
1
LICENSE
license.txt
license.txt
text/plain
2328
https://uir.unisa.ac.za/bitstream/10500/3142/2/license.txt
c7afcfc0adfaecf20fd033b2602240cd
MD5
2
TEXT
2008 MBL 3 Research Report AS Chathury.pdf.txt
2008 MBL 3 Research Report AS Chathury.pdf.txt
Extracted text
text/plain
445203
https://uir.unisa.ac.za/bitstream/10500/3142/3/2008%20MBL%203%20Research%20Report%20AS%20Chathury.pdf.txt
08602f5d708d6d79ed751da7b7555f71
MD5
3
10500/3142
oai:uir.unisa.ac.za:10500/3142
2022-02-23 07:07:46.723
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/37462022-04-14T08:50:46Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Mosala, Thabo
67
600
Hilliard-Lomas, M. L.
d2e097ff-2c97-4038-8ac5-6c3e3313ac12
600
2010-11-04T08:05:02Z
2010-11-04T08:05:02Z
2009-12-01
http://hdl.handle.net/10500/3746
Research report presented to SBL, Unisa, Midrand.
Graduate School of Business Leadership
M. B. L.
1 online resource (viii, 128 leaves) : illustrations (mostly color)
en
Public private partnerships
Balanced scorecard
Healthcare
658.4012
Public-private sector cooperation -- South Africa
Strategic planning -- South Africa
Balanced scorecard (Management) -- South Africa
Organizational effectiveness -- South Africa -- Evaluation
Civil service -- South Africa
Health facilities -- South Africa
Assessing the success of a public private partnership in the South African public sector for healthcare using the balanced scorecard
Research Report
ORIGINAL
2009 MBL3 Research Report ML Hilliard-Lomas.pdf
2009 MBL3 Research Report ML Hilliard-Lomas.pdf
application/pdf
1983785
https://uir.unisa.ac.za/bitstream/10500/3746/1/2009%20MBL3%20Research%20Report%20ML%20Hilliard-Lomas.pdf
18745657604f71e2f1abf9fdf0afd5da
MD5
1
LICENSE
license.txt
license.txt
text/plain
2328
https://uir.unisa.ac.za/bitstream/10500/3746/2/license.txt
fa02fa7a66a7421754ad0891f05bce3e
MD5
2
TEXT
2009 MBL3 Research Report ML Hilliard-Lomas.pdf.txt
2009 MBL3 Research Report ML Hilliard-Lomas.pdf.txt
Extracted text
text/plain
236914
https://uir.unisa.ac.za/bitstream/10500/3746/3/2009%20MBL3%20Research%20Report%20ML%20Hilliard-Lomas.pdf.txt
95ff74f188824ee8f821b0db3b978948
MD5
3
10500/3746
oai:uir.unisa.ac.za:10500/3746
2022-04-14 10:50:46.622
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/41532022-06-14T12:54:44Zcom_10500_23650com_10500_19909col_10500_23651col_10500_19913
Visser, J. H.
Getu Kebede Kidane
122eac2a-ac5d-4b3d-905b-2cf288f1964c
600
2011-05-05T08:41:10Z
2011-05-05T08:41:10Z
2011-05-05
http://hdl.handle.net/10500/4153
MBL 3 Research Report
Countries have engaged in branding themselves to set right their image in the global arena. The research will be useful to the government of Ethiopia to see how it can approach the Branding Ethiopia endeavour and learn from other countries' experience cited in this research.
Graduate School of Business Leadership
M. B. L.
1 online resource (xi, 145 pages) : illustrations (mostly color), photographs
en
Country branding
Ethiopia
Place branding
Branding
Branding
Country branding
Ethiopia
Branding Ethiopia
Place branding
Destination branding
Marketing
Image
Foreign direct investment
Growth and transformation
Tourism
Poverty reduction
658.8270963
Branding (Marketing) -- Ethiopia
Marketing -- Management -- Ethiopia
Branding Ethiopia : opportunities and challenges
Research Report
ORIGINAL
2010 MBL3 Research Report Getu Kebede Kidane.pdf
2010 MBL3 Research Report Getu Kebede Kidane.pdf
application/pdf
854613
https://uir.unisa.ac.za/bitstream/10500/4153/1/2010%20MBL3%20Research%20Report%20Getu%20Kebede%20Kidane.pdf
40f600aaeb4fd0828fa890801ca2e1cd
MD5
1
LICENSE
license.txt
license.txt
text/plain
2086
https://uir.unisa.ac.za/bitstream/10500/4153/2/license.txt
5a8380f43fc3bfc009bcc52e209f8255
MD5
2
TEXT
2010 MBL3 Research Report Getu Kebede Kidane.pdf.txt
2010 MBL3 Research Report Getu Kebede Kidane.pdf.txt
Extracted text
text/plain
254937
https://uir.unisa.ac.za/bitstream/10500/4153/3/2010%20MBL3%20Research%20Report%20Getu%20Kebede%20Kidane.pdf.txt
4f7fa2582ff559b2ec9baa54eb514fa5
MD5
3
10500/4153
oai:uir.unisa.ac.za:10500/4153
2022-06-14 14:54:44.244
UnisaIR
uir@unisa.ac.za
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oai:uir.unisa.ac.za:10500/37432022-04-14T08:49:24Zcom_10500_19909com_10500_506com_10500_18562col_10500_19913col_10500_507col_10500_18564
Makin, Viola, 1952-
Semela, Phillip
7c6ab569-450f-4810-8cf2-688b3aa208c4
600
2010-11-03T12:23:15Z
2010-11-03T12:23:15Z
2009-12-01
http://hdl.handle.net/10500/3743
Research report presented to SBL, Unisa, Midrand.
The purpose of this research is to investigate the impact of employees’ perceptions
on the effectiveness of the board in the public sector. The units of analysis relevant
to this research were the board of directors and the employees in the public sector.
Thus, two questionnaires were designed: one for the board members, and the other
for employees. The questionnaires were designed around various themes aimed at
establishing the following: whether employees in the Public Sector perceive their
Board of Directors to be effective, whether the Board of Directors in the Public
Sector believe that their effectiveness is impacted by employee perceptions, and to
determine what factors need to be in place to promote a positive relationship
between employee perceptions and board effectiveness.
The survey confirmed that the board members do believe that they are effective in
the execution of their functions. The employees do agree that the board plays an
important role in organisations, that organisations will be impacted negatively
without the direction of the board, and that the board is conducting its roles and
responsibilities as effectively as possible.
In terms of whether the board of directors in the public sector believe that their
effectiveness is impacted by the employees’ perceptions, the results from both the
employees and members of the board were inclined towards ‘agree’ on the Likert
scale. The survey also revealed that the prevalence of other factors in the
organisation, (Transparency and Accountability, Communication, Stakeholder
Relations Strategy, Board’s high Ethical Standard, Speedily Resolution of Labour
disputes, Commitment to employee development, and Consistency in policy
implementation), will have a high impact in their organisations, particularly in
promoting a positive relationship between employee perceptions and board
effectiveness.
Graduate School of Business Leadership
M. B. L.
1 online resource (vii, 124 leaves) : illustrations (some color)
en
Public sector boards
Board of directors
Public sector employees
Transparency
Lickert scale
658.4220968
Civil service -- South Africa
Employees -- Attitudes -- South Africa
Boards of directors -- South Africa
Directors of corporations -- South Africa
Corporate governance -- South Africa
The impact of employees' perceptions of the board's effectiveness in the public sector
Research Report
TEXT
2009 MBL3 Research Report P Semela.pdf.txt
2009 MBL3 Research Report P Semela.pdf.txt
Extracted text
text/plain
205436
https://uir.unisa.ac.za/bitstream/10500/3743/3/2009%20MBL3%20Research%20Report%20P%20Semela.pdf.txt
0ce824ddcb3bd3623e540da90ff8021f
MD5
3
ORIGINAL
2009 MBL3 Research Report P Semela.pdf
2009 MBL3 Research Report P Semela.pdf
application/pdf
1051182
https://uir.unisa.ac.za/bitstream/10500/3743/1/2009%20MBL3%20Research%20Report%20P%20Semela.pdf
266a7b700ea7185d6a7fe7cacafd5911
MD5
1
LICENSE
license.txt
license.txt
text/plain
2328
https://uir.unisa.ac.za/bitstream/10500/3743/2/license.txt
2d6043a3e938bcb22ae4441f8fb4b8b5
MD5
2
10500/3743
oai:uir.unisa.ac.za:10500/3743
2022-04-14 10:49:24.856
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/61222022-03-14T07:25:44Zcom_10500_19909com_10500_506com_10500_18562col_10500_19913col_10500_507col_10500_18564
Msweli, P.
Roodt, Margaret
5017c53c-3438-4cad-84c7-b5f6504a4a50
500
2012-08-20T11:49:43Z
2012-08-20T11:49:43Z
2011-11-22
http://hdl.handle.net/10500/6122
Bibliography: leaves: 88-94
The competitive environment in the banking industry globally and in South Africa is putting immense pressure on companies to keep track of changes in technology, customer demands, and market trends. Responses to the above will allow a company in South Africa to improve customer service and thus remain competitive and relevant.
This dissertation is to determine the status and interpretation of intellectual capital (intangible assets) within a South African banking and service company. This study explores the way in which intellectual capital characteristics contribute towards a competitive advantage.
A case study method was applied and interviews were conducted to capture responses. The questions were structured, but the discussions allowed for additional questions to be asked during the interviews.
Graduate School of Business Leadership
MBL
1 online resource (iii, 98 leaves; illustrations, tables, graphs)
2011 MBL 3 Research Report
Case method
Intellectual capital
Banking industry
658.300968
Intellectual capital -- South Africa -- Case studies
Intellectual capital -- South Africa -- Management -- Case studies
Banks and banking -- Customer service -- South Africa -- Case studies
Human capital -- South Africa -- Case studies
Intellectual capital characteristics for competitive advantage : case study of a multinational corporation
Research report
ORIGINAL
2011 MBL3 Research Report M Roodt.pdf
2011 MBL3 Research Report M Roodt.pdf
application/pdf
656309
https://uir.unisa.ac.za/bitstream/10500/6122/1/2011%20MBL3%20Research%20Report%20M%20Roodt.pdf
7b963db03af0c9c8742276a851b5a660
MD5
1
LICENSE
license.txt
license.txt
text/plain
1748
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8a4605be74aa9ea9d79846c1fba20a33
MD5
2
TEXT
2011 MBL3 Research Report M Roodt.pdf.txt
2011 MBL3 Research Report M Roodt.pdf.txt
Extracted text
text/plain
179254
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841bb494c6c7fd2060d032db7a4e1ede
MD5
3
10500/6122
oai:uir.unisa.ac.za:10500/6122
2022-03-14 09:25:44.767
UnisaIR
uir@unisa.ac.za
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
oai:uir.unisa.ac.za:10500/37372022-02-14T10:51:01Zcom_10500_19909com_10500_506col_10500_19913col_10500_507
Erwee, André
Pieterse, Hendrick Christoffel
2dbe4857-fab2-4cf0-a6db-3bd3c2e236d1
600
2010-11-03T11:35:45Z
2010-11-03T11:35:45Z
2009-12
http://hdl.handle.net/10500/3737
Research report, presented to the SBL, Unisa, Midrand
In the midst of a global recession, this study explored whether the act of obtaining
motor vehicle finance has become more onerous since the implementation of the
National Credit Act, 2005, (NCA), and to determine which variables are contributing to
the phenomenon of declining motor finance figures. A quantitative research
methodology was applied whereby a portion of the analysis was based on historical
motor finance application data attained from a medium sized motor finance institution.
Another portion considered survey data obtained from 152 South African consumers
and 42 Credit Analysts collected by way of self administered questionnaires. Various
statistical tools, including Independent Sample t-Tests and Pearson product-moment
correlation tests were applied to the data. The results of the study indicate that the act of
obtaining motor finance has indeed become more complex since the inception of the
NCA. Of the variables tested, motor vehicle retail prices and general living costs were
identified as the main impediments limiting the amount of motor finance granted in the
South African motor finance sector.
M.B.L.
1 online resource (xviii, 209 leaves) : color illustrations
en
Prime interest rate
Motor vehicle financing
Approval ratio
Motor finance sector
National Credit Act
658
Automobile title loans
Prime rate
Motor vehicles
Consumer credit -- Law and legislation
The national credit act of South Africa and the motor finance sector
Research Report
TEXT
2009 MBL3 Research Report HC Pieterse.pdf.txt
2009 MBL3 Research Report HC Pieterse.pdf.txt
Extracted text
text/plain
372468
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b5bc7b0bedaa04fbda8d9443fb62d448
MD5
3
LICENSE
license.txt
license.txt
text/plain
2328
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cc024e1e1a4b67c778f662fe85586535
MD5
2
ORIGINAL
2009 MBL3 Research Report HC Pieterse.pdf
2009 MBL3 Research Report HC Pieterse.pdf
application/pdf
1913873
https://uir.unisa.ac.za/bitstream/10500/3737/1/2009%20MBL3%20Research%20Report%20HC%20Pieterse.pdf
14ee8b3eb9cdbc726d8166fb8aa83ac4
MD5
1
10500/3737
oai:uir.unisa.ac.za:10500/3737
2022-02-14 12:51:01.908
UnisaIR
uir@unisa.ac.za
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xoai///col_10500_19913/100