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Maatskaplike ontwikkelingsvennootskappe tussen die korporatiewe sektor, die staat en nie-winsgewende organisasies

Pretorius, Rene (2002-03)

Thesis (MSocialWork)--Stellenbosch University, 2002.


ENGLISH ABSTRACT: The aim of this study was the formulation of guidelines for the organising of developmental partnerships, of which the key components may be seen as: • the corporate sector; • the State; and • the non-profit or non-Governmental sector. A literature study was completed, focusing on the partnership strategy within the context of the social developmental approach. In-depth focus was placed on the elements of an effective developmental partnership, as well as the manner in which such a partnership should be organised. An empirical study was completed in order to investigate the nature of the developmental partnership strategy; the characteristics of an effective strategy; and the nature of the various and distinctive organisational components. Data was gathered from a study sample determined by means of purposive selection of developmental partnerships in the Western Cape. This sample comprised four (4) representatives each of the corporate sector, the State and the non-Governmental sector. Three (3) different self-administered questionnaires were used for data-gathering - one type of questionnaire for each of the sectors mentioned. The questionnaires were distributed amongst the twelve (12) respondents - thus, in total comprising four (4) distinctive developmental partnerships. The findings primarily relate to the following three aspects: • the nature of the developmental partnership strategy within the current social developmental context; • the requisite elements necessary for effective developmental partnerships; and • the organisation of these partnerships. Of the various findings, the following may be considered to be of primary significance. A developmental partnership is possible between all the parties, irrespective of the sector where they are involved. The partnerships are, however, increasingly being regulated by means of policy and are thus consequently becoming increasingly formal and institutionalized. All parties are active participants in the developmental partnerships, and contributions by each of the parties are usually made in the form of service provisions or service-producing activities. The parties, however, do attach value or importance to certain specific elements of the partnership - which in tum have a significant influence on determining the effectiveness of that partnership. It is on these principles that the organising of the developmental partnership is based. There are diverse reasons for the concluding of a developmental partnership which generally differ from one partner to the next. The partners in such a developmental partnership are selected according to specific criteria. Certain criteria are of greater significance for certain partners than for others. However, a key element does appear to be a sufficient degree of "cultural fit" between the partners. Certain mechanisms are utilized in order to promote this "fit". Despite the structure of the developmental partnership being adaptable and flexible, there appears to be a strong indication that the partnership is control-assured. The nature of this control is facilitative. The control varies amongst the partners, depending on the current nature of the partnership activities; the competencies of the partners; and the need for growth within the partnership in order to realise its objectives. A further finding concerns the need for clarity regarding the division of tasks or functions and for co-ordination within the partnership in order to ensure its effectiveness. Resources are contributed by the various partners, and thereby any resources, risks and benefits inherent to the partnership are shared amongst its members. The principle of exchange is an integral factor for the success of the partnership. It is this idea of exchange that provides the general framework within which it is determined what each of the partners contribute to the partnership, and what benefits they derive from the partnership. On the basis of these conclusions, as well as the findings made in the literature study, recommendations have been made focusing on the elements that will give rise to effective developmental partnerships and how they should be organised in order to promote the desired success.

AFRIKAANSE OPSOMMING: Die doel van die studie was om riglyne op te stel vir die organisering van ontwikkelingsvennootskappe. Die korporatiewe sektor, die Staat en die nie-winsgewende of nie-staatsektor is by hierdie unieke vennootskappe betrokke. Ten einde hierdie riglyne op te stel is 'n literatuurstudie gedoen oor die vennootskapstrategie binne die konteks van die maatskaplike ontwikkelingsbenadering. In die literatuurstudie is elemente van 'n effektiewe vennootskap, asook die wyse om so 'n vennootskap te organiseer, indringend ondersoek. 'n Empiriese ondersoek is ook gedoen om die aard van die vennootskapstrategie, die kenmerke van 'n effektiewe vennootskap en die aard van organiseringskomponente te bepaal. Die steekproef vir die ondersoek is bekom deur 'n doelbewuste seleksie van ontwikkelingsvennootskappe in die Wes-Kaap provinsie. Hiervolgens is vier (4) verteenwoordigers van die korporatiewe sektor, die Staat en die nie-staatsektor onderskeidelik by die studie betrek. Daar is gebruik gemaak van drie verskillende selfgeadministreerde vraelyste, een vir elke sektor onderskeidelik. Hierdie vraelyste is versprei na die twaalf respondente. Die twaalf respondente het bestaan uit vier verteenwoordigers van elk van die drie partye betrokke en het dus vier (4) verskillende ontwikkelingsvennootskappe behels. Die bevindings wat gemaak is, hou hoofsaaklik verband met die volgende drie aspekte: • die aard van die vennootskapstrategie binne die huidige maatskaplike ontwikkelingskonteks; • elemente noodsaaklik vir 'n effektiewe vennootskap; en • die organisering van 'n vennootskap. Die belangrikste bevindings was die volgende. 'n Vennootskap is moontlik tussen al die partye, ongeag die sektor waarby hulle betrokke is. Hierdie vennootskappe word toenemend deur beleid gerig, en gevolglik is dit toenemend formeel en geïnstitusionaliseerd. Al die partye is aktief betrokke by die vennootskappe. Bydraes word deur die vennote gelewer in die vorm van diensvoorsienings- of diensproduseringsaktiwiteite. Die vennote heg waarde aan sekere spesifieke elemente in die vennootskap. Hierdie elemente het 'n beduidende invloed op die bevordering van effektiwiteit. Die organisering van die vennootskap wentel om hierdie beginsels. Daar is verskillende redes vir die aangaan van die vennootskap. Hierdie redes kan verskil van vennoot tot vennoot. Vennote vir die vennootskap word volgens spesifieke kriteria geselekteer. Sekere kriteria is meer belangrik vir sommige vennote as vir ander. Wat veral belangrik is, is 'n bevredigende kulturele passing ("cultural fit") tussen die vennote. Sekere meganismes word benut om hierdie passing of verenigbaarheid te bevorder. Alhoewel die struktuur van die vennootskap aanpasbaar en buigsaam is, is daar egter 'n sterk aanduiding dat die vennootskapsbeheer verseker is. Die aard van die vennootskapsbeheer is fasiliterend. Die beheer wissel van vennoot tot vennoot, afhangende van die aard van die aktiwiteite, die bevoeghede van die vennote en die behoefte binne die vennootskap om te groei en sy doelwitte te bereik. 'n Verdere bevinding wat gemaak is, is dat duidelike werkverdeling en -koördinering in die vennootskap noodsaaklik is vir effektiewe samewerking. Die hulpbronne word bygedra deur die onderskeie vennote. Sodoende word hulpbronne, risiko's en voordele wat verbonde is aan die vennootskap tussen die vennote verdeel. Die beginsel van uitruiling is 'n sleutelfaktor vir die sukses van 'n vennootskap. Die idee van uitruiling verskaf die algehele raamwerk vir die analisering van wat partye bydra en voordele wat die vennote uit die vennootskap kry. Op grond van hierdie afleidings en gevolgtrekkings asook die bevindings gemaak in die literatuurondersoek is sekere aanbevelings gemaak. Die aanbevelings fokus op die elemente wat aanleiding sal gee tot 'n effektiewe vennootskap en hoe hierdie ontwikkelingsvennootskappe georganiseer moet word om effektief te wees.

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