Tesis sobre el tema "Bank of Namibia"

The introduction of inflation-targeting frameworks around the world prompts the question whether Central Banks focus solely on inflation. The paper uses the Taylor rule to characterize the Namibian Monetary Policy and to see whether the Bank of Namibia considers the economy in setting the Bank rate. Based on this rule, the Bank rate follows the Taylor rule over the sample period but there are several deviations. My results point to the following: Firstly, the Bank increases the policy rate to counter rising inflation but keeps the rate constant when inflation declines. Secondly, the Bank tends to smooth their rate adjustments. Using the lags of right hand side variables, hints at the fact that past inflation is important for the Bank to adjust the policy rate. Thirdly, the Bank of Namibia seems to focus more on inflation compared to the output gap. This is confirmed by the weight allocation which seems to be larger for inflation. Finally, the inclusion of additional variables that are deemed important in setting the Bank rate, improves the overall fit. Therefore, the model could be utilized to indicate where the policy rate should be.

Thesis (MDF (Development Finance))--University of Stellenbosch, 2009.
ENGLISH ABSTRACT: The main aim of this study, firstly, is to evaluate the financial performance of the Development Bank of Namibia (DBN) over the period of 2003 to 2007. Secondly, the study aims to compare financial performance of the Development Bank of Namibia with the Development Bank of Southern Africa during the same period. In recent years, there has been a number of criticisms raised against the Development Bank of Namibia. These have been noted by the political appointment of the top management in the bank who has no experience in monitoring of the funds and development projects (World Bank, 2003). In addition, the bank has been criticized for poor performance, in terms of very low returns due to poor procurement performance and weak performance of project management units (African Development Bank, 2005). The bank has also been seen undermining people's human rights through funded projects which were only given to those people who are politically connected or comrades (The Namibian, 2002). Two financial statements of the Development Bank of Namibia, namely the Income Statement and Balance Sheet of the period of 2003 to 2007, are used to evaluate the financial performance of the bank. Trend analysis, monitoring and evaluation reports, financial ratios and statistical tools are employed to conduct this study. Trend analysis, financial ratios and statistical tools indicated that there was no evidence to infer that the Development Bank of Namibia did perform poorly during 2003 to 2007. However, monitoring and evaluation reports indicated that there was inefficiency in terms of bank operations.

Thesis (MDF)--Stellenbosch University, 2013.
The Small and Medium Enterprises (SMEs) within the construction industry are presenting challenges to both industry and financial institutions in Namibia. The Development Bank of Namibia’s (DBN) investments in the construction industry yield mixed results, which have become worrisome. The percentage of non-performing loans within the construction portfolio continues to rise, hence a suitable contractor-financing model is required in order to advance financial resources and capacitate the contractor for their own development. The challenges of SMEs in construction business point to the need for the integration of knowledge from fields as diverse as business, finance, management and technical skills. This integration necessitates the need to create an enabling environment in which they can persevere. Understanding and experiencing these challenges, this researcher from the Development Bank of Namibia has taken the initiative to establish advanced financial solutions mainly for SMEs in the construction industry through the Bridging Finance Facility (BFF). This research report compiled findings gathered through the investigation of challenges impeding the success of SMEs, with a specific focus on SMEs engaged in the construction industry. A review of their satisfaction levels pertaining to the DBN’s application requirements, the adequacy of the BFF, mentoring, training, and client relationship support were some of the aspects investigated. The report also brought to the fore the bank’s internal lending processes that are currently in place. The main findings revealed that technical capacity, mentoring and training remain key shortcomings faced by SME’s. This matches the bank’s internal credit assessment processes that do not address the assessment of technical capacity sufficiently. The research found that the standard BFF induction program being implemented by the bank, and credit assessment turnaround times remain challenges for the DBN. Interestingly, road contractors were found to be a less risky portfolio group to finance in comparison to building contractors. The objectives of the document are in accord with the DBN’s overall strategic priorities, namely financial sustainability, stakeholder satisfaction and business development. Fundamental to the success of these investigations with the SMEs challenges was the use of the sets of structured questionnaires tailored to a selected sample of road and building contractors, consultants, quantity surveyors and architects as well as interviews with senior management at the DBN.

The objective of this study was to assess the appropriateness of the performance management system (PMS) introduced at the Development Bank of Namibia (the DBN) in 2013, and to identify potential strengths and areas of development. A review of performance management (PM) assessment models identified Jääskeläinen and Roitto's (2015) PM maturity model as the most suitable assessment framework. The PM maturity questionnaire (administered to management), which Jääskeläinen and Roitto developed as part of the model, and the satisfaction survey (administered to employees), which were adapted from the latter, were used to collect quantitative and qualitative data from n = 21 management staff members (53.9% of the total management staff) and n = 21 employees (52.5% of all employees) at the DBN. The results showed that overall the DBN's PMS is mature, indicated by high maturity and high satisfaction ratings. Since both, the PM maturity and the satisfaction ratings, fell just above the cut-off value required for the PMS to be considered mature, it was evident, though, that while the PMS had definitive strengths, there were also areas of development. During the quantitative analysis, it was found that the strength of the PMS is the performance measurement practices. Both management and employees are satisfied with all the PM dimensions including performance measurement practices, information systems supporting the PMS, communication and commitment, planning and strategy and leadership and management. The areas in need of development were identified as the information systems supporting the PMS, communication and commitment, planning and strategy and leadership and management, both in terms of maturity rating by management and the satisfaction ratings by management and employees. Based on the outcome of the study, it is recommended that capacity enhancement be applied to enable effective leadership, performance management, innovation and communication; the role of the business strategy office to be enhanced to formalise performance measures and to track targets; a review of the effectiveness of the performance reward system be performed and that an online, centralised and integrated PMS be implemented.

ENGLISH ABSTRACT: This study seeks to analyse the financial sector’s (commercial banks and the Bank of Namibia) policy interventions towards creating an inclusive financial system. To achieve this the objective of this study is in three folds, firstly to examine the level and extent of financial inclusiveness in Namibia, secondly to evaluate financial sector (commercial banks and the Bank of Namibia) policies to ascertain their effectiveness in promoting access to finance in Namibia, and thirdly to review international experiences to provide key learning lessons for Namibia’s financial system improvement. It is important that the problems associated with the high level of financial exclusion are understood. Through an analysis of the theoretical information and empirical results it is possible to establish how to improve financial inclusion which is critical for development and economic growth. Financial Inclusion (FI) has become a key pillar of development policy in a number of countries around the world on account of the fact that exclusive development is not sustainable. The paper explored the role of Mobile Money Services (MMS) in enhancing financial inclusion. The study was motivated by the proliferation of mobile phones amongst low income earners, the prepaid billing system sensitive to users’ incomes, adoption of ICT by government and the private sector that has enhanced e-commerce readiness of Uganda, as well as the launch of three Mobile Money Services in the country. A qualitative analysis of the web content of the three MMS providers was undertaken and focused on issues related to services provided; transaction charges; number of registered customers; number and volume of transactions; stakeholders; user interfaces and security; institutional relationships; policy and regulation; as well as appropriateness of the current business model(s). The findings indicate that while the MMS have enormous potential to enhance FI, it would require an open business model that involves all stakeholders to establish a truly national solution. Furthermore, the initial contribution of MMS to FI is in improving money transfer by lowering the transaction costs for small volumes. As a way forward, the regulatory authorities need to establish a legal framework that does not stifle innovation but ensures safety for customers’ savings. From the literature it becomes clear that there are various advantages associated with inclusive financial system. Various studies have demonstrated the positive correlation between financial inclusion and economic growth and poverty alleviation. Most of the data used in the study were collected by means of desk review for secondary data. Various articles and annual reports of commercial banks and regulators were analysed to provide an overview of the current state of financial inclusion in Namibia. However, primary data were also used to analyse the current initiatives of the commercial banks. The study finds that there are policy interventions that are in place and are being pursued by various players aimed at improving the public access to financial services. Results of the recently published FinMark2011 Survey report also indicate that 51 percent of adults are now included in the financial system compared to 31 percent recorded during the 2007 survey. Finally the study’s recommendations highlight various initiatives and activities which different stakeholders should undertake to improve the level of financial inclusion in the economy.

This study sets out to investigate the impact of commercial banks development on economic growth in Namibia. Using quarterly data on GDP as well as various commercial banks development indicators, covering the period March 2005 to December 2016, the study employed the Auto-Regression Distributive Lag (ARDL) methodology in determining existence of the short-run and long-run relationships. Furthermore, the study employed the Granger causality test in determining the causal relationship between banking sector development and economic growth. From the ARDL results, the study concluded that there is existence of a positive short-run relationship between banking sector development and GDP growth, channelled through net interest income and funding liabilities of banks. The causality test indicated a bi-directional causality between economic growth and the banking sector development, entailing that development of the banking sector would enhance GDP growth and vice versa. The study thus concluded that, commercial banks development has an impact on economic growth in Namibia and recommends for reforms in the banking industry to ensure increased lending in order to support the economy.

Thesis (MDF)--Stellenbosch University, 2012.
This study assessed the developments in financial intermediation services provided by Namibia’s commercial banking sector during 1995 to 2008. The study used two measurements of financial deepening in order to ascertain whether the role of the banking sector has become more important in the economy or not. These methods are the credit extension to non-finance private sector and the financial intermediation to GDP ratio. Unlike previous studies, which found that financial intermediation has not deepened before or after independence (Shiimi & Kadhikwa, 1999; Kavari, 2003), this study found some evidence of financial deepening in Namibia as indicated by the increasing credit extension and financial intermediation as shares of GDP. However, the banking sector did not perform well in terms of improving efficiency as banks continued to operate with high interest margins and became more dependent on fee income as opposed to deriving more of their income from intermediation activities. The largest chunk of bank credit was in the form of mortgage funding, allowing individuals, real estate and the business sector to be the major recipients of bank credit during the review period. The study took cognisance of recent measures aimed at enhancing the sector’s relevance and contribution to the economy. These include amendments to the statutes to allow entry of unincorporated bank branches in order to increase competition as well as requiring banks to reduce interest margins, amongst other measures. The study therefore recommends a vigorous implementation of these measures and that the regulator should extend its monitoring oversight to cover actual lending and deposit rates of interest in addition to base rates such as the prime rate and the mortgage base rate that it currently monitors. This is necessary due to weak linkages between the base rates and actual interest rates. The study further recommends a concerted national effort that seeks to ensure availability and affordability of credit on one hand, and to prepare bank clients, particularly the SME sector to be ready to take up finance on business terms on the other hand. This requires incentivising SMEs to become formal businesses and providing them with necessary training and mentoring services in order to improve their risk profiles.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009.
ENGLISH ABSTRACT: Since the early 1990’s shortly after Namibia gained independence, the Namibian financial industry has gone through substantial changes. New bank legislation and regulatory requirements were introduced and the market broadened to include blacks who were excluded from the formal banking services. Customers gained more bargaining power, competition intensified, international scrutiny intensified and customers now demand more sophisticated products and quality service. The Namibian banking and financial industry is relatively well developed in terms of service institutions and instruments. Like most developing countries, the financial and banking industry is made up of formal and informal sectors. The formal sector consists of the central bank, commercial banks, development financial institutions (Development Bank of Namibia), insurance companies and the stock exchange, while the informal sector comprises mainly of micro lenders. The Namibian banking industry comprises of four commercial banking groups of which FNB Namibia is the market leader, as can be seen in this paper. The BEE (Black Economic Empowerment) partnership has also enabled FNB to venture into areas that were previously unbanked or under banked. The focus has shifted from urban centres to rural areas. The financial services industry has prospects to grow given the economic, political and environmental stability in Namibia. However, the Namibian economy is not immune to the external forces responsible for the global economic slowdown. This economic slowdown affects food, oil and energy prices, which in turn affect the performance and profitability of FNB Namibia. In addition to this, an entry of two commercial banks (ABSA and PHB Bank) is underway, which will erode FNB’s profits and reduce market share. The purpose of this research was to analyse and assess the alignment of the strategic planning and budgeting process within FNB Namibia. It further intends to establish how best this management model is able to cope with the fast changing environmental and business landscape. The research also explores an alternative strategic planning and budgeting approach that will promise to create and improve shareholder value. The research focuses on the experience of FNB Namibia Holdings Limited, which operates in the banking and financial industry. The FNB Group was traditionally a banking institution with its primary focus on retail banking and asset financing in the higher end of the market. The strategic goals of the Group are based on three pillars, i.e. People, Customer and Efficiencies. The Group seeks to achieve its mandate based on these pillars and through innovation and value adding partnerships. An overview of the banking industry as well as the governing structures of FNB and the entire banking industry is provided. The external and internal business environment has an impact on the operations of FNB, both negative and positive. Therefore an environmental analysis on the basis of the political, economic, social, technological and environmental aspects was done. A detailed historical perspective was provided, which also provided the context of the transformation that took place in the discipline of strategic planning and budgeting. The Beyond Budgeting management model that is based on devolved leadership was explored and recommended as an alternative to the traditional command and control model. The devolved leadership principles empower the frontline managers and allow decision making to be made at customer contact. The move from the traditional strategic planning and budgeting model to Beyond Budgeting will require a systems transformation and not only a change in some part. To understand FNB’s management model, the Biomatrix systems thinking approach is recommended to analyse the underlying processes in accordance with the seven perspectives of organisation, i.e. ethos, environment, aims, structure, process, resources and governance. The analysis of FNB along these seven perspectives will ensure that strengths and weaknesses are identified in the whole system (company) and that the people in the company are well prepared for change. The Balanced Scorecard was also explored and recommended as a tool to improve strategy implementation and a tool to communicate the strategy to the rest of the company. Conclusions were drawn from the research and some recommendations were made for the transformation of the FNB management model and the implementation thereof.
AFRIKAANSE OPSOMMING: Sedert die vroeë 1990’s en kort nadat Namibië onafhanklikheid verkry het, het die Namibiese finansiële bedryf aansienlike veranderinge beleef. Nuwe bankwetgewing en reguleringsvereistes is ingestel en die mark het breër geword om swart mense in te sluit, nadat hulle voorheen van die formele bankdienste uitgesluit was. Kliënte het groter onderhandelingsmag verkry, mededinging het intensiewer geword, die internasionale soeklig het feller geword en kliënte vereis nou meer gesofistikeerde produkte en gehaltediens. Die Namibiese bank- en finansiële bedryf is relatief goed ontwikkel ten opsigte van diensinstellings en –instrumente. Soos in die meeste ontwikkelende lande bestaan die finansiële en bankindustrie uit formele en informele sektore. Die formele sektor bevat die sentrale bank, handelsbanke, ontwikkelings-finansiële instellings (Ontwikkelingsbank van Namibië), versekeringsmaatskappye en die aandelebeurs, terwyl die informele sektor hoofsaaklik uit mikroleners bestaan. Die Namibiese bankwese omvat vier handelsbankgroepe waarvan FNB Namibia die markleier is, soos uit hierdie navorsing afgelei kan word. Die SEB-vennootskap (Swart Ekonomiese Bemagtiging) het FNB ook in staat gestel om toegang te verkry tot areas waar daar voorheen geen of te min bankbedrywighede was. Die fokus het van stedelike na landelike gebiede verskuif. Die finansiëledienstebedryf het groeivooruitsigte gegewe die ekonomiese, politieke en omgewingstabiliteit in Namibië. Die Namibiese ekonomie is egter nie immuun teen die eksterne magte wat verantwoordelik is vir die wêreldwye ekonomiese verlangsaming nie. Hierdie ekonomiese verlangsaming het ‘n uitwerking op die prys van voedsel, olie en energie, wat op hulle beurt die prestasie en winsgewendheid van FNB Namibia beïnvloed. Daarbenewens word die toetrede van twee ander handelsbanke (ABSA en PHB Bank) verwag, wat FNB se wins verder sal inkort en sy markaandeel sal verminder. Die doel van hierdie navorsing is om te ontleed en te beoordeel of die strategiese beplannings- en die begrotingsproses binne FNB Namibia met mekaar belyn is. Dit het verder ten doel om te bepaal hoe hierdie bestuursmodel die vinnig veranderende omgewings- en sakelandskap ten beste kan hanteer. Die navorsing ondersoek ook ‘n alternatiewe benadering tot strategiese beplanning en begroting met die oog op die skepping en verbetering van aandeelhouerswaarde. Die navorsing fokus op die ondervinding van FNB Namibia Holdings Ltd, wat in die bank- en finansiële nywerheid bedryf word. Die FNB Groep was tradisioneel ‘n bankinstelling met sy primêre fokus op kleinhandelbankwese en batefinansiering in die hoër gedeelte van die mark. Die strategiese doelwitte van die Groep is gebaseer op drie pilare, nl. Mense, Kliënt en Vaardighede. Die Groep wil sy mandaat bereik gebaseer op hierdie pilare en deur innovering en waardetoevoegende vennootskappe. ‘n Oorsig van die bankwese asook die bestuurstrukture van FNB en die totale bankindustrie word voorsien. Die eksterne en interne sakeomgewing het ‘n impak op die bedryf van FNB, beide negatief en positief. Daar is dus ‘n omgewingsontleding op die basis van die politieke, ekonomiese, sosiale, tegnologiese en omgewingsaspekte uitgevoer. ‘n Gedetailleerde historiese perspektief word gegee, wat ook die konteks voorsien vir die transformasie wat plaasgevind het in die dissiplines van strategiese beplanning en begroting. Die Beyond Budgeting-bestuursmodel, gebaseer op die afgewentelde leierskap is ondersoek en word aanbeveel as ‘n alternatief tot die tradisionele bevels- en beheermodel. Die beginsels van afgewentelde leierskap bemagtig die bestuurders in die kantore waar kliënteskakeling plaasvind, om besluite te neem. Die verskuiwing van die tradisionele model van strategiese beplanning en begroting na Beyond Budgeting, vereis ‘n stelseltransformasie en nie net ‘n gedeeltelike verandering nie. Ten einde die FNB se bestuursmodel te begryp, word die Biomatrix-benadering van stelseldenke aanbeveel om die onderliggende prosesse te ontleed ooreenkomstig die sewe perspektiewe van organisasie, naamlik etos, omgewing, doelwitte, strukture, proses, hulpbronne en bestuur. Die ontleding van FNB op grond van hierdie sewe perspektiewe verseker dat die sterk en swak punte in die hele stelsel (maatskappy) geïdentifiseer word en dat die mense in die maatskappy goed voorberei word op verandering. Die Balanced Scorecard is ook ondersoek en word aanbeveel as ‘n instrument om die implementering van strategie te verbeter en die strategie aan die res van die maatskappy te kommunikeer. Gevolgtrekkings is uit die navorsing gemaak en ‘n paar aanbevelings word gedoen vir die transformasie van die FNB-bestuursmodel en die implementering daarvan.

Thesis (MBA (Business Management))--University of Stellenbosch, 2007.
ENGLISH ABSTRACT: This report presents a structured approach to design and implement a shared services model for Capricorn Investment Holdings (CIH), Namibia. Shared services are tactical by nature and aim to support the organisation's strategy. Shared services are the consolidation of support activities into a business unit which operates on business principles and focuses on value creation, and the leverage of the skills and knowledge in an organisation. The successful transformation to a shared services business unit requires the transformation of the employees (people), business processes, and technology. Without the required transformation shared services will remain "faddish-, and the organisation will not gain the full benefits associated with shared services. The banking operations under the CIH group, similar to the other banks in Namibia are under ever increasing pressure to reduce costs, improve service, develop and deliver high quality banking products. These issues are important to increase market share and profits in order to position themselves as leaders against both traditional and non-traditional competition. CIH group now has a perfect opportunity, with business in Botswana, Zambia and Namibia to build a shared services model suitable to its needs and also to support the group strategy to expand throughout Africa. Although geographically dispersed operations or transaction centres will not go the way of the dinosaur, companies must design and manage each support function according to the integrated and, when possible, standardised model. This framework should allow for necessary geographic, regulatory or cultural variations, while ensuring maximum control and management. It must also achieve economies of scale and leverage employee expertise. That is why CIH firstly started off, with the process blueprint project, which caters for standard processes, and will be rolled out to the rest of the banking business. Secondly, after completion of the process blueprint project, CIH is going to follow a component business approach in order to make the transition to a shared services model much easier. Component business models offer a proven approach to driving a specialised focus, both internally and externally. With this exercise, CIH will be in a position to identify both the core and non-core components of its banking business. This will enable the group to take an informed decision on which components to share and which should remain in the different business units. Thirdly, the group is going to redesign the supply chain. Especially with the shared services model, a much closer, deeper relationship with intermediaries and service companies should be built to ensure that the group move in a customer centricity way. The optimum relationship would be long-term cooperation, joint planning of sales strategy and operations, and shared knowledge in order to optimise business, develop innovative initiatives and continuously improve to consolidate market position. Further to this study, CIH is going to re-evaluate its value chain where the support activities in a single organisation are extended across organisations, multiple companies, divisions or business units to cater for its expansion strategy. Lastly CIH, with its approach to firstly sharing the IT structure, then business processes, still have a few critical decisions to make. The shared services centre involves finding and assessing service providers, determining geographies from which to source the services, like will it be Botswana, Zambia, Windhoek or South Africa? Other critical issues are developing contracts, defining service levels and a myriad of other tasks. Whichever road CIH chooses, successful implementation demands considerable front-end investment and cultural transformation. To clear these initial hurdles, the group, especially senior management, must be fully committed to significant change. Key to successful implementation is distinguishing between the types of services to share, developing service contracts, choosing shared services staff carefully, benchmarking the service against outside vendors, establishing a governance board and designing an implementation approach unique to the specific needs of the group. It is very important to ensure successful transformation of the shared services model, existing of all the projects currently running within the group. In order to do that the executive team should know that implementing shared services is not a simple process. The rollout and implementation will take time, at least one to two years. Finally, building a shared services model requires focusing on the internal clients. The solution is not a simple, quick fix, but calls for careful consideration and implementation of all the points made throughout the course of this research report, from strategy and design to governance and transparent metrics.
AFRIKAANSE OPSOMMING: Hierdie verslag stel 'n gestruktueerde benadering voor tot die ontwikkeling en implimentering van 'n gedeeldedienste-model vir Capricorn Investment Holding groep (CIH) Namibie. Gedeeldedienste is takties van aard en het ten doel om organisasie- struktuur te ondersteun. Die beginsel van gedeeldedienste impliseer die samevoeging van Ondersteuningsaktiwiteite en fokus op waarde ontsluiting en die hefboom van kennis en vaardighede binne die organisasie. Die sukses van transformasie na gedeeldedienste is afhanklik van die transformasie van die mense, prosesse en tegnologie in die organisasie. Sonder hierdie transformasie sal gedeeldedienste onsamehangend gelewer word en sal die organisasie nie die volle voordele daarvan geniet nie. Bankdienste binne die CIH groep, soos ook die geval is met ander handelsbanke in Namibie,is geduring onder toenemende druk om kostes te verlaag, dienslewering- standaarde te verhoog en bankprodukte van kwaliteit te voorsien. Hierdie aangeleenthede is belangrik om markaandeel te verhoog en wins te verseker, maar ook om die CIH groep te posisioneer as markleiers onder beide tradisionele en minder tradisionele rolspelers. Die CIH-groep is nou in 'n gunstige posisie met besigheid in Botswana, Zambie en Namibia, om 'n gedeeldedienstemodel daar te stel wat die groep se strategie vir uitbreiding in Afrika kan ondersteun. Alhoewel geografies wydverspreide operasies of dienspunte nie sal verdwyn nie, moet die onderskeie maatskapye ondersteuningsdienste ontwerp en bestuur volgens 'n geintegreerde en, waar moontlik, 'n gestandaardiseerde model. Hierdie raamwerk moet ruimte laat vir geografiese, wetlike en kulturele verskille terwyl dit effektiewe kontrole en bestuur moet verseker. Dit moet ook aan die beginsel van skaalekonomiee voldoen en moet die optimale benutting van vaardighede van personeel verseker. Om hierdie rede het CIH 'n projek geloots, Proses Witskrif, wat die standaard prosesse verval. Hierdie projek sal uiteindelik ook die res van die prosesse in die bank se besigheid insluit. Na voltooiing van die Proses Witskrif projek sal CIH 'n benadering volg van besigheid in komponente om sodoende die transformasie na 'n gedeeldedienste-model te vergemaklik. Die model van besigheid in komponente bied 'n beproefde benadering tot die implimentering van 'n gespesialiseerde fokus, beide intern en ekstern. CIH sal met die implimentering van hierdie projek beide kern en nie-kern komponente van die bank se besigheid kan identifiseer. Dit sal die groep in staat stel om ingeligte besluite te neem oor watter komponente gedeel behoort te word, en oor watter komponente in die verskillende besigheidseenhede moet bly. Hierna kan die groep die verskaffingsketting herontwerp. Om te verseker dat die groep sake doen in 'n klientgesentreerde manier, veral met die gesentreerdedienste-model moet hegter verhoudings met tussengangers en diensverskaffers gesmee word. Die ideale verhouding is een van langtermyn samewerking, gesamentlike beplanning van verkoopstrategiee, die implementeering van operasies, en 'n gedeelde poel van kennis om sodoende operasies, ontwikkeling van innoverende voorstelle en deurlopende verbetering van markaandeel te bewerkstellig. Vervolgens gaan CIH sy waardeketting herevalueer waar ondersteuningsaktiwiteite in die groep oor die grense van organisasie, maatskappye, afdelings of besigheids- eenhede strek om sodoende te beantwoord aan sy uitbreidingstrategie. Laastens sal CIH met 'n benadering van gedeelde tegnologiese platvorms en besigheidprosesse nog 'n paar kritieke besluite moet neem. Die gedeeldedienste-sentrum moet geskikte diens- verskaffers identifiseer en beoordeel, of dit in Botswana, Zambia, Namibie of Suid Afrika moet wees. Verdere uitdagings is die ontwikkeling van kontrakte en definiering van diensleweringstandaarde asook ander aspekte. Afgesien van watter rigting die groep mag inslaan, sal suksesvolle implementering 'n relatiewe hoe aanvanklike beleggings- en kulturele-transformasie verg. Ten einde hierdie aanvanklike hindernisse te oorkom, moet die groep, veral senior bestuur, ten volle toegewyd wees aan groot verandering. Die sleutel van suksesvolle implementering le in die vermoe om te bepaal watter dienste gedeel moet word, watter standaarde van diensleweringooreenkomste te ontwikkel, personeel wat gedeelde dienste moet lewer noukeuring te kies, dienslewering te meet aan standaarde van eksterne verskaffers, 'n beheerliggqaam te vestig en 'n benadering tot implementering te ontwerp wat die spesifieke behoeftes van die groep kan vervul. Dit is belangrik om te verseker dat suksesvolle transformasie van die gedeeldedienste-model alle bestaande projekte kan akkomodeer. Die kompleksiteit hiervan moet nie deur senior bestuur onderskat word nie. Die ontwerp en implimentering kan een tot twee jaar neem. Dit verg verder 'n deurlopende benadering van fokus op interne kliente. 'n Oplossing verg deeglike oorweging en implimentering van alle aspekte wat tydens die navorsing na vore gekom het. Dit sluit strategie en ontwerp in om sodoende deursigtige beheer te verseker.

Thesis (MBA)--Stellenbosch University, 2014.
Research on strategy has been focusing at organisational level, mostly on practices such as strategic planning, strategy workshops and consultancy practices. With the emergence of strategy-as-practice, the focus has been redirected to explore beneath organisational-level processes and bring to the fore the role that people play in the practice of strategy. This research project looked at the practice of strategy within the Namibia Financial Institutions Supervisory Authority (NAMFISA), the financial regulator in Namibia. Strategy is seen within this research project as something that is ‘done’ by actors who are referred to as ‘practitioners’ of strategy. Strategy-as-practice research is a relatively new field of strategy research. This assignment has aimed to add to the fast growing body of knowledge in the strategy-as-practice research field and it forms part of a collaborative between the University of Stellenbosch Business School (USB) and The Narrative Lab. The researcher explored how strategy is practised within NAMFISA, as the case study company. The assignment points out the strategy actors, the practices and processes they follow as well as the tools they use to plan and execute the NAMFISA strategy. The researcher took an activity-based view and paid special attention to practitioners, practices and praxis (Jarzabkowski, 2005) involved in strategising as well as the manner in which NAMFISA ‘does’ strategy. The system aspects of Biomatrix theory, namely environment, ethos, aims, processes, structure, governance and matter, energy and information (Mei), as described by Dostal, Cloete and Járos (2005), were also integrated into the research wherever they were deemed to affect the practice of strategy at NAMFISA. The above-mentioned aspects, in conjunction with the elements of the activity-based view and the strategising matrix (Jarzabkowski, 2005), shaped the basis for the analysis which was done using the ATLAS.ti tool. After the first analysis, a second analysis was performed using SenseMakerTM Explorer, another qualitative analysis tool which helped in gaining an in-depth understanding of the findings obtained using the ATLAS.ti tool. During the second analysis exercise, the respondents were requested to self-index their own narratives about the strategy activities at NAMFISA. Practices were found to be dominated by planning and discussions and praxis occurred predominantly at the meso level within NAMFISA. As the practice of strategy is entrenched, procedural strategising was found to be the most dominant of the strategising matrix, followed by interactive. No element of preactive strategising was observed. Planning was done by the executive and middle managers, mostly at annual strategic retreats. The use of external consultants was minimal. The research concluded with recommendations for further studies on strategy-as-practice research in Southern Africa.

Mathematics achievement has received much attention in recent years and results have been presented after examining results from different counties. This contribution deals with the implementation of new Mathematic promotion requirements in Namibia. The research was conducted in Shambyu circuit, Kavango region, within a selected combined public school situated fifteen kilometres from Rundu in the North-Eastern part of Kavango. Teachers and learners in Namibia have not performed well in the Southern and Eastern Africa Consortium for Monitoring Educational Quality (SACMEQ) projects, especially in Mathematics. The implementation of new promotion requirements was inevitable for improving achievement levels. The main aim of this study is to document the attitudes of teachers and learners towards the introduction of the new 2010 Mathematics promotion requirements. The complexity and the nature of attitudes are illustrated and some of the characteristics related to teaching and learning of Mathematics in the academic reform are presented. The researcher developed a conceptual framework to compare and contrast the theoretical positions on the topic. Attitude is defined from diverse perspectives, and relationships of attitudes pertaining to achievement to perform in Mathematics are argued. A qualitative case study was the preferred method of choice. The participants were sampled according to a non-probability purposive sampling strategy. Five teachers, six grade 7 and six grade 9 learners participated in the study. The participants were interviewed to gain insight into how they formulated their attitudes towards the implementation of the academic reform. Focus group interviews were captured though audio recordings. Patterns, themes and categories emerged from the data analysis, suggesting that teachers and learners demonstrate positive and negative attitudes which affect their stance towards the new promotion requirements. Research findings were compared with the relevant literature to identify strengths and weaknesses as extracted from the attitudes of the participating teachers and learners which confirm that attitudes of teachers and learners interrelate and affect teaching and learning of Mathematics. Strengths and weaknesses extracted from the attitudes of the teachers relate to teaching strategies, pedagogical content knowledge and practical application of the subject. A weakness of the policy change is that the Ministry of Education does not sustain involvement. Teachers need support through workshops to increase their pedagogical content knowledge and gain more information about the implementation of the new policy. Furthermore teachers expect educational support from the Ministry of Education through the provision of textbooks and teaching aids. Collaboration between teachers is crucial, as is the significance thereof for developing pedagogical content knowledge for the implementation of the new Mathematical policy. Strengths and weaknesses extracted from attitudes as viewed by learners in grade 9 are more related to their opinions about the teachers, their motivation and academic achievements. Learners’ natural Mathematics skills should be developed to instill feelings of accomplishment. Grade 9 learners experience fear and insecurity in Mathematics because learners experience teachers as too strict, owing to the absence of pedagogical content knowledge. The grade 9 learners distinguish the importance of ICT use in Mathematics as part of a process to prepare them towards greater goals and practical application as a strength. Both advantages and disadvantages of beliefs regarding Mathematics amongst the teachers and the learners guide grade 7 learner towards achievement. Further expectations drive the grade 7 learners towards achievement in order to increase career opportunities and level of schooling. In conclusion the in-depth qualitative exploration is summarized in order to investigate the phenomenon of attitudes towards Mathematics and academic reform.
Thesis (MEd (Mathematics Education))--North-West University, Potchefstroom Campus, 2013.

The purpose of this study was to explore and describe the challenges that a Namibian bank faced in recruiting and retaining skilled employees. The study adopted a qualitative research approach and the data were collected through face-to-face interviews with 20 participants from the Namibian bank. The researcher used the Five-Phased Data Analysis Cycle as described by Yin (2011) to analyse the data. Ensuring trustworthiness, the researcher used Guba's Model of Trustworthiness as cited by Krefting (1990). The major findings of the study were the shortcomings in the Namibian bank remuneration structure, lack of training and no employee recognition. The recommendations of the study are that the Namibian bank needs to implement training and development for its employees, review its remuneration structure and demonstrate appreciation of staff by showing recognition, better salaries and incentives.
Business Management
M.Com. (Business Management)

Change is invariable and continuous, and has become inevitable in almost every sphere of business. The FNB Namibia operates in a highly vibrant competitive environment that is influenced by external and internal change drivers, and has not been resistant to any forces of change. This study was conducted to examine the relationship between corporate culture and organisational change of FNB Namibia. In this study corporate culture is the independent variable while organisational change is the dependent variable under the investigation. The data were collected through the questionnaires distributed to the staff members of the bank. A total of 50 questionnaires were administered, 33 of the questionnaires were correctly completed and returned. The findings showed that there is a relationship between corporate culture and organisational change. The findings also showed that the dominant existing organisational culture at the bank is hierarchy culture. Even though hierarchy culture is found to be the dominant organisational culture of the bank, the findings however, further revealed that the bank has adopted all four types of organisational culture. The study also found that different types of organisational culture have different levels of perceptions towards organisational change.
Business Management
M. Tech. (Business Administration)

Magister Artium - MA
According to Professor Muhammed Yunus, Nobel Prize winner in 2006 and the founder of the internationally acclaimed Grameen Bank in Bangladesh, microfinance is a viable solution to poverty alleviation among the poorest people residing in rural areas. Microfinance programs have led to poverty alleviation and empowerment of especially rural based women of developing societies, as they enable the poor to manage their finances and cope with unpredictable shocks and emergencies (Yunus, 2007). This research evaluated the developmental impact of microfinance on poverty alleviation and women empowerment. It assessed the impact of the existing microfinance programmes among the members of the three microfinance Savings and Credit Associations (SCAs) in the rural areas of the Caprivi region of Namibia. This study explored whether microfinance programs have helped their members to minimize financial vulnerability through diversification of income sources and accumulation of assets. The research employed both qualitative and quantitative research designs. Data were collected through different qualitative and quantitative techniques (in-depth individual interviews, faceto- face interviews, questionnaire and questionnaire schedule). Summary findings indicate that the SCAs has positively contributed to the socio-economic improvement in the living standards (contribution to livelihood – increased income, enhanced health, and food status), improved education/healthcare, women empowerment through micro enterprise training and skill development. However, SCAs are still struggling with challenges, such as lack of income, high default rates and unprofitable micro enterprises. This research makes several recommendations, including: MFIs should concentrate on women’s economic empowerment as their main aim, incentives should be provided to the MFIs to encourage savings and investment amongst the poor, and if microfinance is to be used as a promotional tool for credit and saving services for the poor, then the socio-economic consequences of micro-credit lending have to be re-investigated, especially when they negatively impact on poverty reduction.

The integration of Information Communication Technology (ICT) into contemporary society and business operations is observed as a clear reality in Namibia. While Namibia faces one of the typical hurdles of developing nations, lack of a skilled knowledge workforce, literature presents a contrasting face of ICT investment in the country, in particular the financial services sector. This sector is considered a critical sector in the Namibian economy, embracing global trends while boasting world class ICT infrastructure. This is despite the sector struggling with a shortage of expertise. The situation in Namibia’s financial sector thus warrants a critical review of knowledge development practices as research shows. As literature explains, the financial institutions in Namibia are dependent on expertise from parent companies in the South African financial sector. The result is a need to identify means to develop the knowledge of Namibia’s workforce in the banking sector. Although there is evidence from literature to suggest that ICT can be used to create a skilled and knowledge based workforce mainly due to the promise of cost savings, and convenience, there exists a critical gap in literature on the adoption of ICT for knowledge development in the Namibian financial sector. This gap in knowledge as well as the high investment in ICTs in the banking sector pose a problem that the research aimed to address. This study explored the adoption of ICTs for knowledge development activities in the banking sector of Namibia identifying the perceptions and factors influencing its adoption for knowledge development purposes. Although adoption of ICT is influenced by various factors, this study focused on a specific factor, namely the impact of perceptions on ICT adoption. ICT adoption models such as the Theory of Planned Behaviour (TPB) or the Technology Adoption Model (TAM) and more recently the Unified Theory of Adoption and Use of Technology (UTAUT) argue that the perceptions of users are fundamental determinants for the adoption of the ICT. Driving, thus, the need to understand the views of users of the ICTs in banks in order to understand the potential it may yield in knowledge development. The study adopts the Activity Theory (AT) as the means to uncover and clearly interpret the perceptions of banking staff, through its theoretic underpinnings of naturalistic investigation and beliefs of “intentional human-action”. This study thus set out to explore the perceptions of banking staff on the use of ICTs in knowledge development and identify the critical factors in their adoption of ICTs in the process. Drawing from the Activity Theory the investigation used a multi-case qualitative study that used semi-structured interviews that were administered on twenty-three respondents from three of the biggest banks in Namibia (cases). The respondents comprised of managerial and nonmanagerial staff with the three cases chosen based on their ties with South African banks. The findings show that all three Namibian banks have advanced ICT infrastructure which they have managed to adopt for knowledge development purposes. The Management of the banks in all three cases were of the belief that the use of ICT supports knowledge development. Nonmanagerial bank staff in all three cases likewise have a positive perception about the use of ICT for knowledge development purposes. However, key concerns about the development of ICT driven knowledge development initiatives which could affect adoption of the ICTs were expressed by the non-managerial staff. These included, management support, consultation in the development phase of the knowledge development initiatives, integration of knowledge development strategies into the staff processes and increasing awareness activities among the staff. The recommendations indicate a need for the institutions to drive knowledge management in general in the institution, which will in turn help foster knowledge development initiatives fully. Another recommendation concerning the design of knowledge development initiatives is the need to involve the targeted staff more fully. Yet another strong recommendation was the need to blend knowledge development initiatives into the work processes of staff and ensure active support by management.
Computing
M.A. (Computing)

The inadequate housing allowance, rental allowance, taxable subsidies and housing shortages in developing countries are some of the challenges of the 21st century. Namibia is no exception. The study is aimed at figuring out whether government actions and interventions are meant to address homelessness challenges for low-income households. Furthermore, the research problem is broadened to gain insight on the effects from four countries’ housing policies as covered in the study; namely Namibia, Botswana, Nigeria and South Africa. The literature review undertaken proved that Botswana and South Africa have the best housing allowance schemes for public servants below management cadres, and have already successfully addressed public housing problems in their respective countries. Other findings of the study are; land shortage for housing development, housing affordability problems, escalating prices for building materials, lack of intergovernmental relations systems, unemployment and low incomes. Several recommendations include; to assist the Namibian government to emulate good examples of Botswana and South Africa, especially by providing land free of charge to its citizens (in the case of Botswana), solve financial institutions’ attitude of denying low-in-come earners loans, review housing allowances, rent allowances and subsidies every two years, increase government/member contribution ratios to either 50 percent or 100 percent due to high inflation rates. Stop distorting housing market prices by property developers and come up with a housing pricing policy for Namibia.
Public Administration
M.A. (Public Administration)

This study is concerned with the feasibility and problems associated with the timely establishment of the SADC monetary union and central bank. During this study an indepth literature review was done to analyse / establish the historical background for the establishment of the monetary union for SADC, to look at the reason for a central bank's existence and the functions performed by the central banks in the region. The study looks at the benchmark used for the establishment of this monetary union, this being the European Union. It looks at the establishment of the monetary union from a political, central banking, commercial banking and business perspective and also how these entities will be affected by the establishment. The study aims at looking at the problems that might prevent the SADC region from reaching the expected implementation date of 2016 and to make some recommendations to assist the different parties to best prepare for the successful implementation of this monetary union for SADC.
Thesis (MBA)-University of KwaZulu-Natal, Westville, 2006.