Korporatiewe entrepreneuriese aktiwiteite moet breedvoerig belyn word met 'n maatskappy se strategie. Hierdie studie bied 'n stelselbenadering om 'n maatskappy se strategie met korporatiewe entrepreneurskap te koppel deur IDEF0-modellering. Die IDEF0-model verskaf 'n raamwerk waaruit bemagtigings- en beheermeganismes afgelei kan word. Die doel van die ondersoek is om areas binne die organisasiestruktuur van 'n maatskappy (beide vertikaal en horisontaal) te identifiseer waar die bemagtigende meganismes van korporatiewe entrepreneursaksies algemeen voorkom, asook areas waar dit ontbreek. Die navorsing het ook ten doel gehad om gebiede te identifiseer waar die beheermeganismes van korporatiewe entrepreneuriese moontlik ontbreek of aanmatigend is. Die resultate wat verkry is, het getoon dat die ingeneursondersteuningsdepartement 'n hoër geneigdheid vir korporatiewe entrepreneuriese aktiwiteite gehad het, terwyl die projekafdelings 'n laer geneigdheid vir korporatiewe entrepreneurskap gehad het. Die resultate het ook getoon dat hoe hoër die posisie van 'n persoon in die maatskappyhiërargie is, hoe groter is die geneigdheid vir korporatiewe entrepreneurskap.

Corporate entrepreneurial activities need to be aligned extensively with a company's strategy. This study offers a systems approach to linking a company's strategy with corporate entrepreneurship through IDEF0 modelling. The IDEF0 model provides the framework from which enabling and controlling mechanisms are derived. The objective of the investigation is to identify areas within the organisational structure of a company (both vertical and horizontal) where the enabling mechanisms of corporate entrepreneurial actions are prevalent and areas where they are lacking. The research also aims to identify areas where the controlling mechanisms of corporate entrepreneurial actions might be lacking or overbearing. The results show that the engineering support department had a higher proclivity for corporate entrepreneurial activities, while the projects department had a lower proclivity for corporate entrepreneurship. The results also show that the higher the position of a person in the company hierarchy, the higher the proclivity for corporate entrepreneurship.

ABSTRACT Objective: To compare the International Prostate Symptom Score (IPSS) and novel Visual Prostate Symptom Score (VPSS) in patients with lower urinary tract symptoms (LUTS), to correlate scores with uroflowmetry and prostate volume and assess patient perceptions regarding pain prior to, and after prostate biopsy. Materials and Methods: Patients with LUTS who had an indication for transrectal ultrasound (TRUS) biopsy were included. Patients completed the IPSS-, VPSS- and prostate biopsy pain assessment questionnaires. Assessment included uroflowmetry, post- void residual volume and prostate volume (measured with TRUS). Results: One hundred men were included. There were statistically significant correlations between the VPSS score and IPSS score (correlation coefficient (r) = 0.802); VPSS and Qmax (r = −0.311); VPSS and. Qave (r = −0.344); prostate volume with VPSS (r = 0.194) and Qmax (r = −0.260). The VPSS was quicker to complete than the IPSS (mean 100 vs. 165 seconds). The mean anticipated pain score before biopsy was 2.8 (range 0-6), and after biopsy (experienced pain) it was 1.8 (range 0-5). The pain during biopsy was less than expected in 67% of patients. Conclusion: In men with LUTS scheduled to undergo prostate biopsy, the VPSS score correlated positively with the IPSS score. Men with limited education take less time to complete the VPSS. Patient's perception of expected pain or discomfort during TRUS-guided prostate biopsy was significantly higher than the pain actually experienced during biopsy. Men with lower education level had significantly higher expectation of pain prior to biopsy, but similar pain during biopsy.