Assessing entrepreneurship education programmes in secondary schools
- Authors: Qoto, Nomonde Monica
- Date: 2012
- Subjects: Entrepreneurship -- Study and teaching (Secondary) -- South Africa , Small business -- Management -- Study and teaching , Curriculum planning -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8826 , http://hdl.handle.net/10948/d1019726
- Description: The emergence of an entrepreneurial spirit is the most significant economic development in the twenty-first century. Entrepreneurship education was introduced in Grades 10-12 as part of the optional subject Business Studies. There are problems across the country encountered by educators in imparting entrepreneurship skills and knowledge to learners. The integration of entrepreneurial programmes into the education system in secondary schools is a prerequisite to develop the necessary skills to start and run a business successfully. It is the responsibility of the government to ensure that entrepreneurship education is included in the curriculum as a separate subject so as to develop the entrepreneurship skills at secondary school level. The formal employment sector is no longer able to provide jobs for the increasing number of unemployed people. Fewer jobs are available for the economically active population of the South African economy especially the school leavers. The primary objective of this study is to assess the current entrepreneurship education programmes offered at secondary schools in Grade 10-12 levels in Motherwell. The purpose is to learn from global trends and to improve the current entrepreneurship education programmes. A literature review was done to establish global trends and also South African trends concerning entrepreneurship education programmes. A mixed research approach and cluster sampling was used to select the twelve Motherwell senior secondary schools in the Motherwell township of Port Elizabeth. The findings of the study were that strategic skills, operational skills, competitions, labour entrepreneurial skills, management skills, creativity and innovation were taught to a limited extent by educators. The practical exposure of learners was deficient because of the limited involvement of local businesses and organisations. Learners were also not encouraged to operate simulated businesses. The study recommends that the Outcome Based Education, National Curriculum Statement and Curriculum Policy Statement which have been introduced by the Department of Education be followed but adjustments must be made to the iii teaching methods to follow the interactive approach required by entrepreneurship. Policy makers should incorporate comprehensive entrepreneurship education programmes from primary school to secondary school to vocational and university and adult education centres. Finally, entrepreneurship education should be offered as an optional separate subject to all learners and involvement of local businesses and organisations should be encouraged.
- Full Text:
- Date Issued: 2012
- Authors: Qoto, Nomonde Monica
- Date: 2012
- Subjects: Entrepreneurship -- Study and teaching (Secondary) -- South Africa , Small business -- Management -- Study and teaching , Curriculum planning -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8826 , http://hdl.handle.net/10948/d1019726
- Description: The emergence of an entrepreneurial spirit is the most significant economic development in the twenty-first century. Entrepreneurship education was introduced in Grades 10-12 as part of the optional subject Business Studies. There are problems across the country encountered by educators in imparting entrepreneurship skills and knowledge to learners. The integration of entrepreneurial programmes into the education system in secondary schools is a prerequisite to develop the necessary skills to start and run a business successfully. It is the responsibility of the government to ensure that entrepreneurship education is included in the curriculum as a separate subject so as to develop the entrepreneurship skills at secondary school level. The formal employment sector is no longer able to provide jobs for the increasing number of unemployed people. Fewer jobs are available for the economically active population of the South African economy especially the school leavers. The primary objective of this study is to assess the current entrepreneurship education programmes offered at secondary schools in Grade 10-12 levels in Motherwell. The purpose is to learn from global trends and to improve the current entrepreneurship education programmes. A literature review was done to establish global trends and also South African trends concerning entrepreneurship education programmes. A mixed research approach and cluster sampling was used to select the twelve Motherwell senior secondary schools in the Motherwell township of Port Elizabeth. The findings of the study were that strategic skills, operational skills, competitions, labour entrepreneurial skills, management skills, creativity and innovation were taught to a limited extent by educators. The practical exposure of learners was deficient because of the limited involvement of local businesses and organisations. Learners were also not encouraged to operate simulated businesses. The study recommends that the Outcome Based Education, National Curriculum Statement and Curriculum Policy Statement which have been introduced by the Department of Education be followed but adjustments must be made to the iii teaching methods to follow the interactive approach required by entrepreneurship. Policy makers should incorporate comprehensive entrepreneurship education programmes from primary school to secondary school to vocational and university and adult education centres. Finally, entrepreneurship education should be offered as an optional separate subject to all learners and involvement of local businesses and organisations should be encouraged.
- Full Text:
- Date Issued: 2012
Assesssing small business training programme effectiveness in an incubator setting and beyond
- Authors: Booth-Jones, Laurene
- Date: 2012
- Subjects: Business incubators -- South Africa , Small businesses -- South Africa -- Management , Employees -- Training of , New business enterprises -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9298 , http://hdl.handle.net/10948/d1014074
- Description: The focus on entrepreneurs as drivers of the economies of nations has catapulted them into the forefront of the local and international marketplace. This has led to a demand for entrepreneurial education and training resulting in a plethora of different and often divergent views. One commonality that has emerged is that entrepreneurship can be taught; although it cannot be taught in conventional and traditional ways. It requires a move from traditional education and training to more enterprising participative and supportive forms of business development. It requires investments of time, resources and support. Incubators are facilities that are engaged with entrepreneurs and offer a variety of support including education and training. This study has assessed the effectiveness of training offered by the Seda Nelson Mandela Bay ICT incubator. There has been limited research undertaken on entrepreneurial education and training in an incubator setting. This study followed the qualitative paradigm. The sample comprised of 10 small businesses at the Seda Nelson Mandela Bay ICT incubator. Empirical data was obtained by interviewing the owners of the small businesses using an interview schedule. Issues such as the most effective training programme, content that it contained, methodology used and quality of the facilitator and applicability of the training programme were explored. The study found that the small businesses were opportunity driven rather than necessity driven and that the incubator served as a bridging facility in moving the businesses from the informal sector to the formal sector. The content of the training programmes was found to be effective when a mix of both theoretical and practical is offered especially with an emphasis on the underlying entrepreneurial themes of confidence, persistence and uncertainty and so on. It also found that training programmes should be linked to the life cycle of the business and address the specific needs of the small business owner. The start-up phase requires very specific training. Most of the facilitators were found to be experienced and empathetic. However, only a few were using a wider range of preferred learning styles favoured by entrepreneurs such as role playing, simulation, brainstorming and problem-solving techniques. The study also found that when generic training programmes are offered there was less recall on the part of the trainees. The management team of the incubator is an important determinant of the success of the incubatees and it is recommended that they need to be well versed in their sector and have good networking skills. There is a strong link between the theoretical and the practical content of training programmes especially where the emphasis is more on the practical content. It is recommended that facilitators pay attention to their relationship with trainees as it is a critical success factor in the training programme. Training programmes offered over a period of time add more value to the incubatee. This might be because of the mentoring and counselling that is available after each training module is completed. Finally, more research needs to be undertaken on the quality and effectiveness of training programmes offered by incubators to small businesses.
- Full Text:
- Date Issued: 2012
- Authors: Booth-Jones, Laurene
- Date: 2012
- Subjects: Business incubators -- South Africa , Small businesses -- South Africa -- Management , Employees -- Training of , New business enterprises -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9298 , http://hdl.handle.net/10948/d1014074
- Description: The focus on entrepreneurs as drivers of the economies of nations has catapulted them into the forefront of the local and international marketplace. This has led to a demand for entrepreneurial education and training resulting in a plethora of different and often divergent views. One commonality that has emerged is that entrepreneurship can be taught; although it cannot be taught in conventional and traditional ways. It requires a move from traditional education and training to more enterprising participative and supportive forms of business development. It requires investments of time, resources and support. Incubators are facilities that are engaged with entrepreneurs and offer a variety of support including education and training. This study has assessed the effectiveness of training offered by the Seda Nelson Mandela Bay ICT incubator. There has been limited research undertaken on entrepreneurial education and training in an incubator setting. This study followed the qualitative paradigm. The sample comprised of 10 small businesses at the Seda Nelson Mandela Bay ICT incubator. Empirical data was obtained by interviewing the owners of the small businesses using an interview schedule. Issues such as the most effective training programme, content that it contained, methodology used and quality of the facilitator and applicability of the training programme were explored. The study found that the small businesses were opportunity driven rather than necessity driven and that the incubator served as a bridging facility in moving the businesses from the informal sector to the formal sector. The content of the training programmes was found to be effective when a mix of both theoretical and practical is offered especially with an emphasis on the underlying entrepreneurial themes of confidence, persistence and uncertainty and so on. It also found that training programmes should be linked to the life cycle of the business and address the specific needs of the small business owner. The start-up phase requires very specific training. Most of the facilitators were found to be experienced and empathetic. However, only a few were using a wider range of preferred learning styles favoured by entrepreneurs such as role playing, simulation, brainstorming and problem-solving techniques. The study also found that when generic training programmes are offered there was less recall on the part of the trainees. The management team of the incubator is an important determinant of the success of the incubatees and it is recommended that they need to be well versed in their sector and have good networking skills. There is a strong link between the theoretical and the practical content of training programmes especially where the emphasis is more on the practical content. It is recommended that facilitators pay attention to their relationship with trainees as it is a critical success factor in the training programme. Training programmes offered over a period of time add more value to the incubatee. This might be because of the mentoring and counselling that is available after each training module is completed. Finally, more research needs to be undertaken on the quality and effectiveness of training programmes offered by incubators to small businesses.
- Full Text:
- Date Issued: 2012
Barriers faced by SMMEs in accessing finance
- Authors: Caga, Siyabonga Macpherson
- Date: 2012
- Subjects: Small business -- Finance , Small business
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8784 , http://hdl.handle.net/10948/d1013348
- Description: SMMEs have been cited as major players in economic development in South Africa and in other developing countries. In South Africa SMMEs contribute more than 52 percent towards the GDP. Subsequently, the South African government has taken various steps to encourage their growth and to improve access to finance for SMMEs. Despite this, securing finance remains a challenge in this group of enterprises. Since SMMEs have unique financial needs, commercial banks and other funders are faced with difficulties in catering for them. Banks in particular have been reluctant in financing these high-risk ventures. SMME owners as a result still prefer informal sources of finance such as personal savings, retained earnings or friends or family rather than bank loans. The study purpose was to examine the barriers that are faced by SMMEs in accessing finance. To do this a survey was conducted on 40 SMMEs operating in the manufacturing sector in Tshwane Metropolitan Municipality. The research findings indicated various barriers that are faced by SMMEs in accessing finance. Dominating among the barriers are those that are related to perceived risks of SMMEs by funders, including lack of collateral or business assets, lack of financial statements, excessive red tape by funders, administrative burden associated with applications as well as unfair evaluation of risks and profitability of SMMEs by funders. Other factors that were identified as barriers were those that are associated with poor business plan development, poor business training and development and source of funding. The majority of the respondents recommended that there must be better risk and profitability evaluation, easy loan repayment methods, more government support for SMMEs, flexible eligibility criteria for SMME loans and proper loan amount allocations.
- Full Text:
- Date Issued: 2012
- Authors: Caga, Siyabonga Macpherson
- Date: 2012
- Subjects: Small business -- Finance , Small business
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8784 , http://hdl.handle.net/10948/d1013348
- Description: SMMEs have been cited as major players in economic development in South Africa and in other developing countries. In South Africa SMMEs contribute more than 52 percent towards the GDP. Subsequently, the South African government has taken various steps to encourage their growth and to improve access to finance for SMMEs. Despite this, securing finance remains a challenge in this group of enterprises. Since SMMEs have unique financial needs, commercial banks and other funders are faced with difficulties in catering for them. Banks in particular have been reluctant in financing these high-risk ventures. SMME owners as a result still prefer informal sources of finance such as personal savings, retained earnings or friends or family rather than bank loans. The study purpose was to examine the barriers that are faced by SMMEs in accessing finance. To do this a survey was conducted on 40 SMMEs operating in the manufacturing sector in Tshwane Metropolitan Municipality. The research findings indicated various barriers that are faced by SMMEs in accessing finance. Dominating among the barriers are those that are related to perceived risks of SMMEs by funders, including lack of collateral or business assets, lack of financial statements, excessive red tape by funders, administrative burden associated with applications as well as unfair evaluation of risks and profitability of SMMEs by funders. Other factors that were identified as barriers were those that are associated with poor business plan development, poor business training and development and source of funding. The majority of the respondents recommended that there must be better risk and profitability evaluation, easy loan repayment methods, more government support for SMMEs, flexible eligibility criteria for SMME loans and proper loan amount allocations.
- Full Text:
- Date Issued: 2012
Can project managers do it alone?: the role of total project leadership on project success
- Authors: Mangqalaza, Qaqambile
- Date: 2012
- Subjects: Project managers , Project management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8802 , http://hdl.handle.net/10948/d1017029
- Description: The primary objective of the study was to establish the role that is played by team member leadership and strategic leadership, in complementing project manager competencies, on project success. Ultimately, the study is meant to assist project organizations and project managers in crafting leadership development programmes and plans that entrench leadership as a complementary aspect among project participators. The study is modelled on the concept that there are essentially three levels of leadership in projects, namely: (a) executive, (b) management and (c) operational level (DuBrin, 2010). There is therefore a complementary leadership relationship between company executives, project managers and team members that contribute to project success. Most current project leadership practices emphasize the project manager’s competencies as the key driving force in project success. Howell and Shamir (2005) assert that many writers in leadership agree that leadership is an interdependent relationship between the leader and the follower, yet leadership theories are too “leader-centric”. Beyer (1999) and Yukl (1998) in Howell and Shamir (2005) also criticized charismatic leadership theories as promoting stereotypes of “heroic leadership” that single-handedly determine the fate of the groups and organizations and that followers are a submissive lot to the leader’s will and demands. The literature study revealed that there are different perspectives on project success. Project managers and team members mostly focus on operational objectives of cost, time and quality requirements to the detriment of the business results, yet top management focus on business results. Further the literature showed that certain leadership theories only recognise the project manager for leadership on projects while others accept that followers themselves are leaders and that formal leadership is becoming irrelevant. Leadership is meant to be distributed to various role players in the team since it is a complementary construct. The empirical study consisted of a structured questionnaire distributed to a population of company executives, project managers and project team members in various project organizations predominantly in the Eastern Cape. The structured questionnaire was aimed at gathering views on the aspects of project success and project leadership, especially the role played by the strategic leadership and team member leadership as active participants that complement the project manager in achieving project success. The results of the empirical study revealed that: Project success straddled both the notion of meeting time, cost and quality requirements as well as achieving strategic business results. Leadership is a relationship between the leader and the led and that it must be dispersed to various participators in the team. Top management (executives) play a valuable role in linking projects to strategy and ensuring an aligned selection of projects. Team members play an active role in leadership, empowering the project leader and influencing his or her behaviour and consequently determining the results of the leadership relationship. Recommendations are presented for increasing project success through total leadership. These recommendations include that: Management in project organisations should expand the definition and understanding of project success at all levels. Executive management in project organisations should always view projects as strategic weapons to compete in the market place. The strategic imperatives of projects and project selection are not a once-off exercise but further taken to implementation at project level through strategy implementation and monitoring. Team members should be recognised as active participators in project leadership relationship. It is an obsolete idea to assume that as a result of the project manager having good leadership qualities and competencies that the team members will automatically follow.
- Full Text:
- Date Issued: 2012
- Authors: Mangqalaza, Qaqambile
- Date: 2012
- Subjects: Project managers , Project management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8802 , http://hdl.handle.net/10948/d1017029
- Description: The primary objective of the study was to establish the role that is played by team member leadership and strategic leadership, in complementing project manager competencies, on project success. Ultimately, the study is meant to assist project organizations and project managers in crafting leadership development programmes and plans that entrench leadership as a complementary aspect among project participators. The study is modelled on the concept that there are essentially three levels of leadership in projects, namely: (a) executive, (b) management and (c) operational level (DuBrin, 2010). There is therefore a complementary leadership relationship between company executives, project managers and team members that contribute to project success. Most current project leadership practices emphasize the project manager’s competencies as the key driving force in project success. Howell and Shamir (2005) assert that many writers in leadership agree that leadership is an interdependent relationship between the leader and the follower, yet leadership theories are too “leader-centric”. Beyer (1999) and Yukl (1998) in Howell and Shamir (2005) also criticized charismatic leadership theories as promoting stereotypes of “heroic leadership” that single-handedly determine the fate of the groups and organizations and that followers are a submissive lot to the leader’s will and demands. The literature study revealed that there are different perspectives on project success. Project managers and team members mostly focus on operational objectives of cost, time and quality requirements to the detriment of the business results, yet top management focus on business results. Further the literature showed that certain leadership theories only recognise the project manager for leadership on projects while others accept that followers themselves are leaders and that formal leadership is becoming irrelevant. Leadership is meant to be distributed to various role players in the team since it is a complementary construct. The empirical study consisted of a structured questionnaire distributed to a population of company executives, project managers and project team members in various project organizations predominantly in the Eastern Cape. The structured questionnaire was aimed at gathering views on the aspects of project success and project leadership, especially the role played by the strategic leadership and team member leadership as active participants that complement the project manager in achieving project success. The results of the empirical study revealed that: Project success straddled both the notion of meeting time, cost and quality requirements as well as achieving strategic business results. Leadership is a relationship between the leader and the led and that it must be dispersed to various participators in the team. Top management (executives) play a valuable role in linking projects to strategy and ensuring an aligned selection of projects. Team members play an active role in leadership, empowering the project leader and influencing his or her behaviour and consequently determining the results of the leadership relationship. Recommendations are presented for increasing project success through total leadership. These recommendations include that: Management in project organisations should expand the definition and understanding of project success at all levels. Executive management in project organisations should always view projects as strategic weapons to compete in the market place. The strategic imperatives of projects and project selection are not a once-off exercise but further taken to implementation at project level through strategy implementation and monitoring. Team members should be recognised as active participators in project leadership relationship. It is an obsolete idea to assume that as a result of the project manager having good leadership qualities and competencies that the team members will automatically follow.
- Full Text:
- Date Issued: 2012
Constraints to the implementation of a market development approach to the delivery of business Development Services within the Makana municipal area
- Authors: Van Heerden, Garth William
- Date: 2012
- Subjects: Makana Municipality Local government -- South Africa -- Eastern Cape Small business -- South Africa -- Eastern Cape Small business -- South Africa -- Eastern Cape -- Growth Small business -- South Africa -- Eastern Cape -- Public opinion Small business marketing -- South Africa -- Eastern Cape Economic development -- South Africa -- Eastern Cape Unemployment -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:814 , http://hdl.handle.net/10962/d1007746
- Description: South Africa's biggest challenge remains the high rate of unemployment especially among the country's youth. Small, medium and micro enterprises (SMMEs) have been shown to be instrumental in many third world economies as a sustainable means not only to address unemployment but also to contribute significantly to economic growth. Despite government's good intentions and support, the South African SMME sector is not growing as expected and this is impacting negatively on unemployment creation in the country. Good business development services (BDS) is necessary to support SMMEs and specifically the Market Development Approach to the provision of BDS, where subsidies are replaced by private payment for services. Makana municipal area provided scope for analysing the constraints to the implementation of such business development services. Analysing the scope and magnitude of the constraints in this setting would contribute to understanding the constraints also in other parts of the country and help officials in local economic development make better informed decisions regarding support to SMMEs. Authors like Rogerson (2011), UNDP (2004), Miehlbradt and McVay, (2003), the Committee of Donor Agencies for SME Development (Blue book) (2001) and Bear et al., (2001) Gibson (2001), propose that the key to sustainable BDS is the implementation of the Market Development approach which focusses on for-profit activities in the provision of BDS to SMMEs. The aim of this study was to examine perceptions of key stakeholders towards SMME support and development, to identify the constraints to the implementation of a Market Development approach to the provision of business development services to SMMEs in the Makana area and to make recommendations to the Makana LED office of possible intervention strategies to address identified constraints. Purposive sampling was used to identify key stakeholders in SMME support in the Makana area in the categories of, big institutional buyers, public and private BDS providers as well the municipal LED office. Semi-structured interviews were conducted with each stakeholder using questions shown in appendixes A to D. Perceptions of all key stakeholders were very positive with good intentions to support SMMEs. However, this was not consistent with procurement practice at the big institutional buyers. Constraints are summarized in the following five themes: Theme 1. Inconsistent practice in dealing with SMMEs across the organisation. Theme 2. Absence of a cooperative body or Chamber of Commerce. Theme 3. Fragmented Business Development Services. Theme 4. A lack of a culture of cost recovery. Theme 5. Limited awareness of BDS in the Makana area. A number of recommendations were suggested. Big institutional buyers like Rhodes University and Makana municipality need to take a longer term view and move the focus from employment creation to enterprise support which is a more sustainable and empowering source of employment (ILO, 2009). The Grahamstown Chamber of Commerce should become more representative and big institutional buyers also need to be convinced of the value of private BDS. Stakeholders should work together to combine resources to offer a comprehensive one-stop BDS for the Makana area (Chetty, 2009) and this comprehensive BDS should be provided according to the Market Development approach focusing on those services that lend themselves better to this approach whilst using subsidies only for those services with a low potential for cost recovery (UNDP, 2004).
- Full Text:
- Date Issued: 2012
- Authors: Van Heerden, Garth William
- Date: 2012
- Subjects: Makana Municipality Local government -- South Africa -- Eastern Cape Small business -- South Africa -- Eastern Cape Small business -- South Africa -- Eastern Cape -- Growth Small business -- South Africa -- Eastern Cape -- Public opinion Small business marketing -- South Africa -- Eastern Cape Economic development -- South Africa -- Eastern Cape Unemployment -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:814 , http://hdl.handle.net/10962/d1007746
- Description: South Africa's biggest challenge remains the high rate of unemployment especially among the country's youth. Small, medium and micro enterprises (SMMEs) have been shown to be instrumental in many third world economies as a sustainable means not only to address unemployment but also to contribute significantly to economic growth. Despite government's good intentions and support, the South African SMME sector is not growing as expected and this is impacting negatively on unemployment creation in the country. Good business development services (BDS) is necessary to support SMMEs and specifically the Market Development Approach to the provision of BDS, where subsidies are replaced by private payment for services. Makana municipal area provided scope for analysing the constraints to the implementation of such business development services. Analysing the scope and magnitude of the constraints in this setting would contribute to understanding the constraints also in other parts of the country and help officials in local economic development make better informed decisions regarding support to SMMEs. Authors like Rogerson (2011), UNDP (2004), Miehlbradt and McVay, (2003), the Committee of Donor Agencies for SME Development (Blue book) (2001) and Bear et al., (2001) Gibson (2001), propose that the key to sustainable BDS is the implementation of the Market Development approach which focusses on for-profit activities in the provision of BDS to SMMEs. The aim of this study was to examine perceptions of key stakeholders towards SMME support and development, to identify the constraints to the implementation of a Market Development approach to the provision of business development services to SMMEs in the Makana area and to make recommendations to the Makana LED office of possible intervention strategies to address identified constraints. Purposive sampling was used to identify key stakeholders in SMME support in the Makana area in the categories of, big institutional buyers, public and private BDS providers as well the municipal LED office. Semi-structured interviews were conducted with each stakeholder using questions shown in appendixes A to D. Perceptions of all key stakeholders were very positive with good intentions to support SMMEs. However, this was not consistent with procurement practice at the big institutional buyers. Constraints are summarized in the following five themes: Theme 1. Inconsistent practice in dealing with SMMEs across the organisation. Theme 2. Absence of a cooperative body or Chamber of Commerce. Theme 3. Fragmented Business Development Services. Theme 4. A lack of a culture of cost recovery. Theme 5. Limited awareness of BDS in the Makana area. A number of recommendations were suggested. Big institutional buyers like Rhodes University and Makana municipality need to take a longer term view and move the focus from employment creation to enterprise support which is a more sustainable and empowering source of employment (ILO, 2009). The Grahamstown Chamber of Commerce should become more representative and big institutional buyers also need to be convinced of the value of private BDS. Stakeholders should work together to combine resources to offer a comprehensive one-stop BDS for the Makana area (Chetty, 2009) and this comprehensive BDS should be provided according to the Market Development approach focusing on those services that lend themselves better to this approach whilst using subsidies only for those services with a low potential for cost recovery (UNDP, 2004).
- Full Text:
- Date Issued: 2012
Critical factors for the successful implementation of the proposed national health insurance system in South Africa
- Authors: Cortje, Gareth Frederick
- Date: 2012
- Subjects: National health insurance -- South Africa -- Nelson Mandela Bay Municipality , National health services -- South Africa -- Nelson Mandela Bay Municipality
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8783 , http://hdl.handle.net/10948/d1013090
- Description: South Africa has a complex healthcare system. The provision and financing of health care in South Africa occur within two fundamentally different systems: the public healthcare sector and non-governmental not-for-profit organisations, on the one hand, and the private healthcare system, on the other hand. The socioeconomic status of an individual in South Africa is the primary determinant of the system through which he or she will receive access to healthcare. The healthcare services provided by the public and private sectors are perceived to be unequal. The introduction of healthcare reforms by the South African government through the National Health Insurance (NHI) aims to address these disparities. The primary objective of this study was to contribute to the successful implementation of the proposed South African NHI by identifying critical success factors that would impact such implementation. A sample of managerial representatives of the following healthcare institutions in the Nelson Mandela Bay Municipality (NMBM) was drawn: Large private hospitals groups; Eastern Cape Department of Health; Independent medical practitioners groups; South African Dental Association; Pharmacy Association of South Africa; Optometrist Association of South Africa. A total of 250 questionnaires were distributed among these institutions and approximately 233 usable questionnaires were returned (response rate 93.2 percent). A literature review was conducted to identify the various viewpoints (critical success factors, as well as positive and negative perceptions) on NHIs in other countries, as well as the proposed one in South Africa. About 43 of such viewpoints were identified. The 233 respondents were surveyed on these 43 viewpoints. The empirical results revealed the following three critical success factors for the successful implementation of the South African NHI: The projected benefits for stakeholders, with specific reference to medical aid schemes; the projected benefits to the private healthcare sector in servicing the public sector; and strategic leadership. The empirical results also showed that the healthcare managers, who serve the poor versus the affluent geographical areas of the NMBM, differ with regard to their projected success of the NHI. Finally, the study highlighted these health managers’ general perceptions about the envisaged benefits and shortcomings of the NHI.
- Full Text:
- Date Issued: 2012
- Authors: Cortje, Gareth Frederick
- Date: 2012
- Subjects: National health insurance -- South Africa -- Nelson Mandela Bay Municipality , National health services -- South Africa -- Nelson Mandela Bay Municipality
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8783 , http://hdl.handle.net/10948/d1013090
- Description: South Africa has a complex healthcare system. The provision and financing of health care in South Africa occur within two fundamentally different systems: the public healthcare sector and non-governmental not-for-profit organisations, on the one hand, and the private healthcare system, on the other hand. The socioeconomic status of an individual in South Africa is the primary determinant of the system through which he or she will receive access to healthcare. The healthcare services provided by the public and private sectors are perceived to be unequal. The introduction of healthcare reforms by the South African government through the National Health Insurance (NHI) aims to address these disparities. The primary objective of this study was to contribute to the successful implementation of the proposed South African NHI by identifying critical success factors that would impact such implementation. A sample of managerial representatives of the following healthcare institutions in the Nelson Mandela Bay Municipality (NMBM) was drawn: Large private hospitals groups; Eastern Cape Department of Health; Independent medical practitioners groups; South African Dental Association; Pharmacy Association of South Africa; Optometrist Association of South Africa. A total of 250 questionnaires were distributed among these institutions and approximately 233 usable questionnaires were returned (response rate 93.2 percent). A literature review was conducted to identify the various viewpoints (critical success factors, as well as positive and negative perceptions) on NHIs in other countries, as well as the proposed one in South Africa. About 43 of such viewpoints were identified. The 233 respondents were surveyed on these 43 viewpoints. The empirical results revealed the following three critical success factors for the successful implementation of the South African NHI: The projected benefits for stakeholders, with specific reference to medical aid schemes; the projected benefits to the private healthcare sector in servicing the public sector; and strategic leadership. The empirical results also showed that the healthcare managers, who serve the poor versus the affluent geographical areas of the NMBM, differ with regard to their projected success of the NHI. Finally, the study highlighted these health managers’ general perceptions about the envisaged benefits and shortcomings of the NHI.
- Full Text:
- Date Issued: 2012
Developing marine pollution awareness among new recruits at SAS Saldanha Naval Gymnasium: a training needs analysis
- Authors: Kwak, Gerrit Werner
- Date: 2012
- Subjects: Marine pollution -- Study and teaching -- South Africa Naval education -- South Africa -- Evaluation Training needs -- Armed forces -- South Africa -- Evaluation S.A.S. Saldanha (South Africa)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:774 , http://hdl.handle.net/10962/d1003895
- Description: This dissertation focuses on the marine pollution awareness training needs of newly recruited SAN employees. It uses Training Needs Analysis (TNA) as a tool to gain a better understanding of what knowledge, skills and attitude (KSA) recruits should have about the marine environment and if their level of competency meets the requirement to effectively and efficiently contribute to the sustainable use of the maritime environment in which they will be deployed. Ultimately, their individual and collective abilities will be a determining factor in the strategic intent of the SAN to be unchallenged at sea. The absence therefore of a Marine Pollution Awareness Training Programme (MPTAP) within the Basic Military Training (BMT) curriculum of new recruits at SAS SALDANHA Naval Gymnasium necessitated a TNA. Based on prior research on training conducted by subject matter experts both internal and external to the SAN it was decided to conduct a TNA on the KSA‟s required in terms of marine pollution awareness amongst newly recruited members. The literature provided discusses education, training, development of employees and focuses then on the role and importance of TNA‟s. Information was gathered from various subject matter experts, archival records, policy documents, internet-based resources and newly recruited naval learners consisting of a sample of 25 new recruits. Theory was used to determine the KSA expected from naval employees in terms of marine pollution awareness. Data obtained from each of the research resources was coded and grouped in order to establish themes. This allowed the researcher to determine what KSA‟s recruits should have about the marine environment and if their level of competency meets the requirement to effectively and efficiently contribute to the sustainable use of the maritime environment in which they will be deployed. The researcher therefore found that first priority in terms of KSA‟s should be given to a basic legal understanding of the regulatory framework that is applicable on marine pollution. This understanding will form the foundation for recruits to have the ability to know “what to do when” during observed transgressions. The legal understanding in combination with the Sector Education Training Authority (SETA) unit standards will help new recruits to be skilful when applying safe working practices thereby ensuring their own and others' safety. Ultimately, a basic but well entrenched knowledge about marine pollution together with applied skills on how to use the knowledge should influence the attitude of new recruits in a positive manner. The researcher concluded that there is a need on the macro, meso and micro level for a MPATP amongst new recruits at SAS SALDANHA. It is recommended that since this research appears to establish the first empirical confirmation of the training need amongst new recruits, it will require further research in terms of curriculum design, curriculum implementation and the evaluation thereof. It would therefore be in the best interest of the SAN to ensure the integration of a MPATP into the planning phase of future BMT Curriculum‟s. It would also be advisable to communicate this intent with all the relevant stakeholders in order to ensure alignment with governmental organisations as well as the private sector where these new recruits can be employed based on their newly acquired competencies.
- Full Text:
- Date Issued: 2012
- Authors: Kwak, Gerrit Werner
- Date: 2012
- Subjects: Marine pollution -- Study and teaching -- South Africa Naval education -- South Africa -- Evaluation Training needs -- Armed forces -- South Africa -- Evaluation S.A.S. Saldanha (South Africa)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:774 , http://hdl.handle.net/10962/d1003895
- Description: This dissertation focuses on the marine pollution awareness training needs of newly recruited SAN employees. It uses Training Needs Analysis (TNA) as a tool to gain a better understanding of what knowledge, skills and attitude (KSA) recruits should have about the marine environment and if their level of competency meets the requirement to effectively and efficiently contribute to the sustainable use of the maritime environment in which they will be deployed. Ultimately, their individual and collective abilities will be a determining factor in the strategic intent of the SAN to be unchallenged at sea. The absence therefore of a Marine Pollution Awareness Training Programme (MPTAP) within the Basic Military Training (BMT) curriculum of new recruits at SAS SALDANHA Naval Gymnasium necessitated a TNA. Based on prior research on training conducted by subject matter experts both internal and external to the SAN it was decided to conduct a TNA on the KSA‟s required in terms of marine pollution awareness amongst newly recruited members. The literature provided discusses education, training, development of employees and focuses then on the role and importance of TNA‟s. Information was gathered from various subject matter experts, archival records, policy documents, internet-based resources and newly recruited naval learners consisting of a sample of 25 new recruits. Theory was used to determine the KSA expected from naval employees in terms of marine pollution awareness. Data obtained from each of the research resources was coded and grouped in order to establish themes. This allowed the researcher to determine what KSA‟s recruits should have about the marine environment and if their level of competency meets the requirement to effectively and efficiently contribute to the sustainable use of the maritime environment in which they will be deployed. The researcher therefore found that first priority in terms of KSA‟s should be given to a basic legal understanding of the regulatory framework that is applicable on marine pollution. This understanding will form the foundation for recruits to have the ability to know “what to do when” during observed transgressions. The legal understanding in combination with the Sector Education Training Authority (SETA) unit standards will help new recruits to be skilful when applying safe working practices thereby ensuring their own and others' safety. Ultimately, a basic but well entrenched knowledge about marine pollution together with applied skills on how to use the knowledge should influence the attitude of new recruits in a positive manner. The researcher concluded that there is a need on the macro, meso and micro level for a MPATP amongst new recruits at SAS SALDANHA. It is recommended that since this research appears to establish the first empirical confirmation of the training need amongst new recruits, it will require further research in terms of curriculum design, curriculum implementation and the evaluation thereof. It would therefore be in the best interest of the SAN to ensure the integration of a MPATP into the planning phase of future BMT Curriculum‟s. It would also be advisable to communicate this intent with all the relevant stakeholders in order to ensure alignment with governmental organisations as well as the private sector where these new recruits can be employed based on their newly acquired competencies.
- Full Text:
- Date Issued: 2012
Diagnosing organizational effectiveness in the tourism sector of Zanzibar
- Authors: Raja, Sanjay Kanji
- Date: 2012
- Subjects: Organizational effectiveness -- Zanzibar Management by objectives -- Zanzibar Tourism -- Zanzibar Tourism -- Management -- Zanzibar Job satisfaction -- Zanzibar Employee motivation -- Zanzibar
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:780 , http://hdl.handle.net/10962/d1003901
- Description: The tourism sector in Zanzibar Tanzania has emerged strongly in the past 15 years, helping the development of other Industries that support it. As a result, Industries such as telecommunication, IT, transport and hospitality have also emerged recently. It is, however, speculated that organizations in the tourism sector in Zanzibar generally lack the effective performance that is required of them to compete in the contemporary complex and turbulent market environment. This research thus set out to explore and diagnose the organizational effectiveness of the accommodation units of the tourism sector in Zanzibar. The research had specific objectives of diagnosing and finding the gap between the current and the optimal organizational performance in two particular units of accommodation as well as determining the factors affecting organizational performance in these units. The study furthermore set out to recommend implementation of suitable intervention activities to improve organizational performance in the units analyzed. In order to achieve the above objectives the research deployed an action research strategy with the Weisbord’s six box model as a framework to diagnose two five star grade accommodation units in Zanzibar. A qualitative method was used to collect data. Key findings of the research are briefly presented below: - The service output of the accommodation units analyzed was not very consistent and fell short of the expectation of their customers. This showed a gap in terms of the organizations’ performance. - Factors affecting organizational effectiveness were found to be mainly in the Purpose and Rewards functions of the organizations. - The specific areas in the Purpose function that appeared to have substantial problems were: -- Goals of the organization were not clearly stated -- Employees did not understand the purpose of the organization -- Employees were not involved in deciding their work unit goals -- Employees were not in agreement with the goals of their work units. -- Employees did not understand priorities of the organization The specific areas in the Reward function that appeared to have substantial problems were: -- The pay scale and benefits of the organization did not treat employees equitably. -- Employees felt that the salary they received was not commensurate with the jobs they performed. -- Not all tasks to be accomplished were associated with incentives. Following the diagnostics findings above, the research suggested the following intervention activities that could possibly help to address the above mentioned problems: - A Management by Objectives (MBO) process was suggested to redress the problems indicated in the Purpose function. This would help to set clearly agreed goals at all levels of the organizations. Employees and resources would then be directed towards achieving these goals that would enable the organizations to perform more effectively. - Revision of the current reward system was suggested to redress the problems indicated in the Reward function. The reward system should be implemented in a manner that creates a feeling of both internal as well as external (market) equity among employees. Furthermore, rewards should be linked to performance in order to direct behaviour and motivation among employees. The performance based reward system can also help to achieve the MBO process proposed above since rewards will be designated for achievement of individual, departmental and finally organizational objectives, thus increasing organizational effectiveness.
- Full Text:
- Date Issued: 2012
- Authors: Raja, Sanjay Kanji
- Date: 2012
- Subjects: Organizational effectiveness -- Zanzibar Management by objectives -- Zanzibar Tourism -- Zanzibar Tourism -- Management -- Zanzibar Job satisfaction -- Zanzibar Employee motivation -- Zanzibar
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:780 , http://hdl.handle.net/10962/d1003901
- Description: The tourism sector in Zanzibar Tanzania has emerged strongly in the past 15 years, helping the development of other Industries that support it. As a result, Industries such as telecommunication, IT, transport and hospitality have also emerged recently. It is, however, speculated that organizations in the tourism sector in Zanzibar generally lack the effective performance that is required of them to compete in the contemporary complex and turbulent market environment. This research thus set out to explore and diagnose the organizational effectiveness of the accommodation units of the tourism sector in Zanzibar. The research had specific objectives of diagnosing and finding the gap between the current and the optimal organizational performance in two particular units of accommodation as well as determining the factors affecting organizational performance in these units. The study furthermore set out to recommend implementation of suitable intervention activities to improve organizational performance in the units analyzed. In order to achieve the above objectives the research deployed an action research strategy with the Weisbord’s six box model as a framework to diagnose two five star grade accommodation units in Zanzibar. A qualitative method was used to collect data. Key findings of the research are briefly presented below: - The service output of the accommodation units analyzed was not very consistent and fell short of the expectation of their customers. This showed a gap in terms of the organizations’ performance. - Factors affecting organizational effectiveness were found to be mainly in the Purpose and Rewards functions of the organizations. - The specific areas in the Purpose function that appeared to have substantial problems were: -- Goals of the organization were not clearly stated -- Employees did not understand the purpose of the organization -- Employees were not involved in deciding their work unit goals -- Employees were not in agreement with the goals of their work units. -- Employees did not understand priorities of the organization The specific areas in the Reward function that appeared to have substantial problems were: -- The pay scale and benefits of the organization did not treat employees equitably. -- Employees felt that the salary they received was not commensurate with the jobs they performed. -- Not all tasks to be accomplished were associated with incentives. Following the diagnostics findings above, the research suggested the following intervention activities that could possibly help to address the above mentioned problems: - A Management by Objectives (MBO) process was suggested to redress the problems indicated in the Purpose function. This would help to set clearly agreed goals at all levels of the organizations. Employees and resources would then be directed towards achieving these goals that would enable the organizations to perform more effectively. - Revision of the current reward system was suggested to redress the problems indicated in the Reward function. The reward system should be implemented in a manner that creates a feeling of both internal as well as external (market) equity among employees. Furthermore, rewards should be linked to performance in order to direct behaviour and motivation among employees. The performance based reward system can also help to achieve the MBO process proposed above since rewards will be designated for achievement of individual, departmental and finally organizational objectives, thus increasing organizational effectiveness.
- Full Text:
- Date Issued: 2012
Elements in global hospitality expansion
- Authors: Van Oudtshoorn, Clive Niel
- Date: 2012
- Subjects: Hospitality industry , International business enterprises , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8838 , http://hdl.handle.net/10948/d1019970
- Description: This study reflects an investigation into four elements that could affect global expansion strategies within the hotel industry. In both emerging and developed economies, the increased growth within the services sector has become more apparent. There is considerable knowledge and literature available on the process of internationalisation, globalisation and expansion within the services sector and as this information is important to understand the internationalisation process itself, the decision to expand (cross border) presents a number of opportunities and challenges to the hotel industry. Hotels are comprised of a number of divisions and departments, which collectively offer unique services and facilities to various markets. Within this context, careful consideration is required with respect to an organisation‟s overall strategic objectives, the internal structure and how government and cultural influences and differences affect global expansion. Organisational matters such as strategic objectives as well as operational functions such as financial, marketing and sales, human resources and organisational design must also be considered as hotels require synergy within each of these various components in order to function optimally. When international or globalisation opportunities present themselves or are proactively sought, organisations need to ensure that various factors are clearly understood, analysed and identified. These include the most appropriate strategy required, the organisations own internal capacity levels, governmental influences and cultural dynamics. An in-depth literature review regarding the internationalisation process was conducted where-after a review was compiled and interviews set up with directors of hotel groups who are responsible for global expansion within their respective organisations. The sample included three local South African and two international hotel groups who either were contemplating or who had already expanded internationally. It is evident that hotel companies have a preference to non-equity based expansion either through management contracts or joint ventures. In addition, expansion into emerging markets required a different approach to that of developed markets and a unique understanding of the government and cultural influences of the host country was required.
- Full Text:
- Date Issued: 2012
- Authors: Van Oudtshoorn, Clive Niel
- Date: 2012
- Subjects: Hospitality industry , International business enterprises , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8838 , http://hdl.handle.net/10948/d1019970
- Description: This study reflects an investigation into four elements that could affect global expansion strategies within the hotel industry. In both emerging and developed economies, the increased growth within the services sector has become more apparent. There is considerable knowledge and literature available on the process of internationalisation, globalisation and expansion within the services sector and as this information is important to understand the internationalisation process itself, the decision to expand (cross border) presents a number of opportunities and challenges to the hotel industry. Hotels are comprised of a number of divisions and departments, which collectively offer unique services and facilities to various markets. Within this context, careful consideration is required with respect to an organisation‟s overall strategic objectives, the internal structure and how government and cultural influences and differences affect global expansion. Organisational matters such as strategic objectives as well as operational functions such as financial, marketing and sales, human resources and organisational design must also be considered as hotels require synergy within each of these various components in order to function optimally. When international or globalisation opportunities present themselves or are proactively sought, organisations need to ensure that various factors are clearly understood, analysed and identified. These include the most appropriate strategy required, the organisations own internal capacity levels, governmental influences and cultural dynamics. An in-depth literature review regarding the internationalisation process was conducted where-after a review was compiled and interviews set up with directors of hotel groups who are responsible for global expansion within their respective organisations. The sample included three local South African and two international hotel groups who either were contemplating or who had already expanded internationally. It is evident that hotel companies have a preference to non-equity based expansion either through management contracts or joint ventures. In addition, expansion into emerging markets required a different approach to that of developed markets and a unique understanding of the government and cultural influences of the host country was required.
- Full Text:
- Date Issued: 2012
Entrepreneurship : key to organisational performance a case of Volkswagen Group of South Africa
- Authors: Lechaba, Junior
- Date: 2012
- Subjects: Automobile industry and trade -- South Africa , Bureaucracy -- South Africa , Entrepreneurship -- South Africa , Organizational sociology
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8832 , http://hdl.handle.net/10948/d1019791
- Description: Intrapreneurship expresses organisational activities aimed at increasing quality of products, reducing production cost, capture or creates new product markets, and/or improving processes and services. This research study covers the investigation of potential influences on the intrapreneurial activity within an established organisation, and the possible outcome on financial performance. In the rapidly changing business environment of today, it has become necessary for the organisations to move from boundary-oriented thinking to continuous improvement in order to provide the disruptive competitive advantages necessary to survive and thrive in an environment where the ‘rules of the game’ change quickly in almost all companies and industries (Voelpel, Leibold and Tekie, 2005). Moreover, the automotive industry is no exception to this rule. In general, established companies deal with two significant challenges. First, they have to adapt to the external challenges of constantly changing and developing markets to keep pace with rapid technological evolution, globalisation, and progressively sophisticated competitors (Kemelgor, 2002; Kuratko, Hornsby and Goldsby, 2004). Second, they must deal with the internal challenges of modernising bureaucratic structures and processes, which can lead to slow development, decision-making and an inability to adapt easily to new situations (Hammer and Champy, 1994). In today's context of increasing market globalisation, companies wishing to maintain their competitiveness must innovate constantly (Carrier, 2001). Recognising the importance of meeting these challenges, organisational leaders must create high performance organisations in order to compete in a global mega-economic world. The old ways of doing business as usual and overwhelmed policies and procedures must be rooted out in order for the organisation to compete by identifying and sustaining diversified employees within a global economy (Kennedy, 2010). Companies generally engage in innovation for achieving an increase in quality of products, a reduction in production cost, capture or create new product markets, and reduce the firm’s reliance upon unreliable factors of production (Webster, 2004). There is a growing consensus that established companies must nurture intrapreneurial activity throughout their operations to continue to compete successfully (Sathe, 2003). Numerous authors have suggested intrapreneurship as a method of stimulating innovation and using the creative energy of employees by giving them the resources and independence they need to innovate within the firm (Carrier, 2001; Amo and Kolvereid, 2005). However, there is a certain amount of ambiguity around the concept of intrapreneurship, and this may lead to questions about the difference between intrapreneurship and intrapreneurship (Carrier, 2001). It is therefore important, before introducing the object of this research, to look more closely at the concept on which intrapreneurship is based, and to examine the trends in the research on intrapreneurship. The research conducted by Eesley and Longenecker (2006) suggest that intrapreneurship is a practice of creating new business products and opportunities in an organisation through proactive empowerment and risk-taking. This is considered a key component to organisational success; especially in organisations that operate in rapidly changing industries (Eesley and Longenecker, 2006). Intrapreneurship can manifest itself at every level of the company and regardless of the nature of the position held. Hence, we could have intrapreneurs in technical or non-technical functions; senior, middle or junior management levels; line or staff functions, and manufacturing or service related roles. Beyond this wide perspective, other authors have suggested that intrapreneurship requires a culture built around emotional commitment, autonomy, empowerment, earned respect, and a strong work ethic (Axtell, Holman, Unsworth, Wall, Waterson and Harrington, 2000). They believed intrapreneurship is inseparably connected with leadership, since it involves mobilising teams of people towards a cause much greater than the individuals involved often in the face of significant resistance from status quo preserving forces within and outside the organisation (Seshadri and Tripathy, 2006). Therefore, the failure of organisations to take members inputs on organisational improvement; sanction, promote and encourage risk-taking, empowerment, and improvement actions; give clear organisational direction, priorities, and objectives; and lack of top management support in risk-taking and improvement initiatives, could stifle intrapreneurship (Eesley and Longenecker, 2006). In light of the scope and the group target, intrapreneurship can be considered beneficial for the revitalisation and performance of companies, both large corporations and small and medium-sized enterprises. Previous research conceptualised intrapreneurship in terms of four dimensions that were somewhat distinct in terms of their activities and orientations (Antoncic and Hisrich, 2001): New business venturing; Innovativeness; Self-renewal; and, Proactiveness. The intended contribution of this study is to make use of a self-constructed measuring instrument to demonstrate that intrapreneurship has had a positive influence on corporate performance within an established organisation, in the automotive industry of South Africa. This study can be viewed as a reciprocal contribution to companies seeking to create an intrapreneurial climate aimed, on the other hand at creating high performance organisation and on the other hand to motivate professionals in these companies requiring a wider portfolio of significant knowledge and skills development.
- Full Text:
- Date Issued: 2012
- Authors: Lechaba, Junior
- Date: 2012
- Subjects: Automobile industry and trade -- South Africa , Bureaucracy -- South Africa , Entrepreneurship -- South Africa , Organizational sociology
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8832 , http://hdl.handle.net/10948/d1019791
- Description: Intrapreneurship expresses organisational activities aimed at increasing quality of products, reducing production cost, capture or creates new product markets, and/or improving processes and services. This research study covers the investigation of potential influences on the intrapreneurial activity within an established organisation, and the possible outcome on financial performance. In the rapidly changing business environment of today, it has become necessary for the organisations to move from boundary-oriented thinking to continuous improvement in order to provide the disruptive competitive advantages necessary to survive and thrive in an environment where the ‘rules of the game’ change quickly in almost all companies and industries (Voelpel, Leibold and Tekie, 2005). Moreover, the automotive industry is no exception to this rule. In general, established companies deal with two significant challenges. First, they have to adapt to the external challenges of constantly changing and developing markets to keep pace with rapid technological evolution, globalisation, and progressively sophisticated competitors (Kemelgor, 2002; Kuratko, Hornsby and Goldsby, 2004). Second, they must deal with the internal challenges of modernising bureaucratic structures and processes, which can lead to slow development, decision-making and an inability to adapt easily to new situations (Hammer and Champy, 1994). In today's context of increasing market globalisation, companies wishing to maintain their competitiveness must innovate constantly (Carrier, 2001). Recognising the importance of meeting these challenges, organisational leaders must create high performance organisations in order to compete in a global mega-economic world. The old ways of doing business as usual and overwhelmed policies and procedures must be rooted out in order for the organisation to compete by identifying and sustaining diversified employees within a global economy (Kennedy, 2010). Companies generally engage in innovation for achieving an increase in quality of products, a reduction in production cost, capture or create new product markets, and reduce the firm’s reliance upon unreliable factors of production (Webster, 2004). There is a growing consensus that established companies must nurture intrapreneurial activity throughout their operations to continue to compete successfully (Sathe, 2003). Numerous authors have suggested intrapreneurship as a method of stimulating innovation and using the creative energy of employees by giving them the resources and independence they need to innovate within the firm (Carrier, 2001; Amo and Kolvereid, 2005). However, there is a certain amount of ambiguity around the concept of intrapreneurship, and this may lead to questions about the difference between intrapreneurship and intrapreneurship (Carrier, 2001). It is therefore important, before introducing the object of this research, to look more closely at the concept on which intrapreneurship is based, and to examine the trends in the research on intrapreneurship. The research conducted by Eesley and Longenecker (2006) suggest that intrapreneurship is a practice of creating new business products and opportunities in an organisation through proactive empowerment and risk-taking. This is considered a key component to organisational success; especially in organisations that operate in rapidly changing industries (Eesley and Longenecker, 2006). Intrapreneurship can manifest itself at every level of the company and regardless of the nature of the position held. Hence, we could have intrapreneurs in technical or non-technical functions; senior, middle or junior management levels; line or staff functions, and manufacturing or service related roles. Beyond this wide perspective, other authors have suggested that intrapreneurship requires a culture built around emotional commitment, autonomy, empowerment, earned respect, and a strong work ethic (Axtell, Holman, Unsworth, Wall, Waterson and Harrington, 2000). They believed intrapreneurship is inseparably connected with leadership, since it involves mobilising teams of people towards a cause much greater than the individuals involved often in the face of significant resistance from status quo preserving forces within and outside the organisation (Seshadri and Tripathy, 2006). Therefore, the failure of organisations to take members inputs on organisational improvement; sanction, promote and encourage risk-taking, empowerment, and improvement actions; give clear organisational direction, priorities, and objectives; and lack of top management support in risk-taking and improvement initiatives, could stifle intrapreneurship (Eesley and Longenecker, 2006). In light of the scope and the group target, intrapreneurship can be considered beneficial for the revitalisation and performance of companies, both large corporations and small and medium-sized enterprises. Previous research conceptualised intrapreneurship in terms of four dimensions that were somewhat distinct in terms of their activities and orientations (Antoncic and Hisrich, 2001): New business venturing; Innovativeness; Self-renewal; and, Proactiveness. The intended contribution of this study is to make use of a self-constructed measuring instrument to demonstrate that intrapreneurship has had a positive influence on corporate performance within an established organisation, in the automotive industry of South Africa. This study can be viewed as a reciprocal contribution to companies seeking to create an intrapreneurial climate aimed, on the other hand at creating high performance organisation and on the other hand to motivate professionals in these companies requiring a wider portfolio of significant knowledge and skills development.
- Full Text:
- Date Issued: 2012
Ethics and values of informal businesses in the Nelson Mandela Bay area
- Authors: Gaxamba, Thandekile
- Date: 2012
- Subjects: Business ethics -- South Africa -- Nelson Mandela Bay Municipality , Informal sector (Economics) -- South Africa -- Nelson Mandela Bay Municipality
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8890 , http://hdl.handle.net/10948/d1020824
- Description: The Nelson Mandela Bay area will be used to investigate the ethical and moral considerations faced by the informal sector. It is generally believed that informal sector businesses are characterised by high levels of unethical behaviour. The informal economy in many developing and under developed countries is large in terms of contribution to GDP and number of participants. The informal economy is largely composed of very small businesses that are not registered. They are not operating from suitable premises but run from homes, street pavements and other informal arrangements. In developing countries, self-employment has a greater share of informal employment than wage employment. It represents 70 percent of informal employment in Sub-Saharan Africa (if South Africa is excluded, the share is 81 percent), 62 percent in North Africa, 60 percent in Latin America and 59 percent in Asia. Consequently, informal wage employment in the developing world constitutes 40 percent of the informal employment outside of agriculture (Becker, 2004). The informal economy is as high as 56 percent of GDP in countries such as Georgia, Zimbabwe and Bolivia, where as it represents about 8 to 12 percent of economic activity in advanced or developed economies (Becker, 2004). In South Africa, informal businesses provide a viable alternative for many who are unable to find jobs in the formal sector of the economy.
- Full Text:
- Date Issued: 2012
- Authors: Gaxamba, Thandekile
- Date: 2012
- Subjects: Business ethics -- South Africa -- Nelson Mandela Bay Municipality , Informal sector (Economics) -- South Africa -- Nelson Mandela Bay Municipality
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8890 , http://hdl.handle.net/10948/d1020824
- Description: The Nelson Mandela Bay area will be used to investigate the ethical and moral considerations faced by the informal sector. It is generally believed that informal sector businesses are characterised by high levels of unethical behaviour. The informal economy in many developing and under developed countries is large in terms of contribution to GDP and number of participants. The informal economy is largely composed of very small businesses that are not registered. They are not operating from suitable premises but run from homes, street pavements and other informal arrangements. In developing countries, self-employment has a greater share of informal employment than wage employment. It represents 70 percent of informal employment in Sub-Saharan Africa (if South Africa is excluded, the share is 81 percent), 62 percent in North Africa, 60 percent in Latin America and 59 percent in Asia. Consequently, informal wage employment in the developing world constitutes 40 percent of the informal employment outside of agriculture (Becker, 2004). The informal economy is as high as 56 percent of GDP in countries such as Georgia, Zimbabwe and Bolivia, where as it represents about 8 to 12 percent of economic activity in advanced or developed economies (Becker, 2004). In South Africa, informal businesses provide a viable alternative for many who are unable to find jobs in the formal sector of the economy.
- Full Text:
- Date Issued: 2012
Evaluating current energy management strategy : case study of an automotive manufacturer in the Eastern Cape
- Authors: Mahlati, Andile
- Date: 2012
- Subjects: Power resources -- South Africa -- Eastern Cape – Management , Power resources -- Economic aspects -- South Africa -- Eastern Cape , Fossil fuels -- South Africa -- Eastern Cape , Greenhouse gases -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8803 , http://hdl.handle.net/10948/d1017152
- Description: Historically, the most frequently used energy sources have been those nearest and easiest to consume. Unfortunately, society’s reliance on fossil fuel for power generation has occurred at the expense of the environment, coal being a major contribution to carbon dioxide (CO2) emission. Carbon dioxide is classified as a greenhouse gas (GHG); it contributes to the phenomenon of climate change (Haw & Hughes, 2007, p.1). According to Worrell (2011), industry uses nearly 40 percent of worldwide energy on economic activities. Value chain activities alone contribute almost 37 percent to global GHG. Organisations are socially and ethically required to minimise the carbon footprint of their operations. Reducing energy use makes perfect business sense; it saves money, enhances corporate reputations and helps everyone participate the fight against climate change (Carbon Trust, 2011). Gielen, Newman, and Patel (2008) strongly believe the overall energy and emissions trends can be mitigated through additional energy efficiency measures. However, implementing EnMS will enable organisations to establish systematic approaches and the processes necessary to improve energy performance, including energy efficiency, use and consumption (SANS 50001, 2011). The objective of this paper was to evaluate the current energy management strategy adopted by selected automotive manufacture in Eastern Cape. The research was motivated by the fact that previous researchers have focused more on technological aspects and less of management functions. The research paradigm followed in this paper was qualitative because a case study is used to gain an insight and understanding about more and less successful energy management strategies. In this report, background about the global energy outlook and its significant to economic development, factors behind energy demands, the link to climate change and providing effective energy management principles are covered. The energy management principles covered key elements for delivering successful energy management. Literature highlighted that, senior management commitment is the foundation of good energy management, which is delivered through a formal energy policy and a supporting energy strategy with action plan. High level commitment will provide: Advocacy from senior managers; Visibility of the issues across your organization; Impetus for the organisation to implement energy management; Resources, both human and financial. It will also demonstrate that good energy management is part of your organisation’s mission and as relevant as other management aspects. The empirical study is focused on the characteristics of the current management system and organisational structure employed with its relevant functions. Based on these reference points the paper concludes with recommendations for the case study organisation.
- Full Text:
- Date Issued: 2012
- Authors: Mahlati, Andile
- Date: 2012
- Subjects: Power resources -- South Africa -- Eastern Cape – Management , Power resources -- Economic aspects -- South Africa -- Eastern Cape , Fossil fuels -- South Africa -- Eastern Cape , Greenhouse gases -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8803 , http://hdl.handle.net/10948/d1017152
- Description: Historically, the most frequently used energy sources have been those nearest and easiest to consume. Unfortunately, society’s reliance on fossil fuel for power generation has occurred at the expense of the environment, coal being a major contribution to carbon dioxide (CO2) emission. Carbon dioxide is classified as a greenhouse gas (GHG); it contributes to the phenomenon of climate change (Haw & Hughes, 2007, p.1). According to Worrell (2011), industry uses nearly 40 percent of worldwide energy on economic activities. Value chain activities alone contribute almost 37 percent to global GHG. Organisations are socially and ethically required to minimise the carbon footprint of their operations. Reducing energy use makes perfect business sense; it saves money, enhances corporate reputations and helps everyone participate the fight against climate change (Carbon Trust, 2011). Gielen, Newman, and Patel (2008) strongly believe the overall energy and emissions trends can be mitigated through additional energy efficiency measures. However, implementing EnMS will enable organisations to establish systematic approaches and the processes necessary to improve energy performance, including energy efficiency, use and consumption (SANS 50001, 2011). The objective of this paper was to evaluate the current energy management strategy adopted by selected automotive manufacture in Eastern Cape. The research was motivated by the fact that previous researchers have focused more on technological aspects and less of management functions. The research paradigm followed in this paper was qualitative because a case study is used to gain an insight and understanding about more and less successful energy management strategies. In this report, background about the global energy outlook and its significant to economic development, factors behind energy demands, the link to climate change and providing effective energy management principles are covered. The energy management principles covered key elements for delivering successful energy management. Literature highlighted that, senior management commitment is the foundation of good energy management, which is delivered through a formal energy policy and a supporting energy strategy with action plan. High level commitment will provide: Advocacy from senior managers; Visibility of the issues across your organization; Impetus for the organisation to implement energy management; Resources, both human and financial. It will also demonstrate that good energy management is part of your organisation’s mission and as relevant as other management aspects. The empirical study is focused on the characteristics of the current management system and organisational structure employed with its relevant functions. Based on these reference points the paper concludes with recommendations for the case study organisation.
- Full Text:
- Date Issued: 2012
Evaluating the sustainable management of the State indigenous forests in the Eastern Cape Province
- Authors: Quvile, Nkosipendule
- Date: 2012
- Subjects: Forests and forestry -- South Africa -- Eastern Cape Forest conservation -- South Africa -- Eastern Cape Forest ecology -- South Africa -- Eastern Cape Sustainable forestry -- South Africa -- Eastern Cape Forest management -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:775 , http://hdl.handle.net/10962/d1003896
- Description: This research assesses the state of sustainability of State indigenous forests in the Eastern Cape and provides recommendations to improve their sustainability. The Eastern Cape Indigenous Forest Management Audit (ECIFMA) report of 2009 provided the primary data for this assessment (DAFF, 2009). The research was inspired by the fact that the global challenge of forestry destruction and degradation where the extent of forests is being reduced at an alarming rate of 6% annually. It became essential for global leaders to develop policies and strategies that sought to promote sustainable forest management. The monitoring of sustainability of forests was only possible through use of globally and nationally developed sets of criteria and indicators. Eleven forest estates responsible for the management of State indigenous forests in the Eastern Cape were selected for this research. The choice was influenced by the availability of audit data from the ECIFMA report of 2009. This report contained performance information of 41 indicators under 18 criteria for monitoring sustainable forest management as extracted from the PCI&S assessment checklist developed for monitoring the sustainability of indigenous forests in South Africa (DWAF, 2005). The data was refined using the MCA methods (ranking and scoring) as described by Mendoza and Prabhu (2000). These methods yielded to the determination of the performance of indicators of forest sustainability. It was thus important to conclude the research by responding to the following questions: • What is the state of sustainability of the State indigenous forests in the Eastern Cape? • What recommendations could be made to improve the sustainability of State indigenous forests? It was found that the State indigenous forests were not managed in a sustainable manner. The research report is concluded by providing concrete recommendations to improve forest sustainability.
- Full Text:
- Date Issued: 2012
- Authors: Quvile, Nkosipendule
- Date: 2012
- Subjects: Forests and forestry -- South Africa -- Eastern Cape Forest conservation -- South Africa -- Eastern Cape Forest ecology -- South Africa -- Eastern Cape Sustainable forestry -- South Africa -- Eastern Cape Forest management -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:775 , http://hdl.handle.net/10962/d1003896
- Description: This research assesses the state of sustainability of State indigenous forests in the Eastern Cape and provides recommendations to improve their sustainability. The Eastern Cape Indigenous Forest Management Audit (ECIFMA) report of 2009 provided the primary data for this assessment (DAFF, 2009). The research was inspired by the fact that the global challenge of forestry destruction and degradation where the extent of forests is being reduced at an alarming rate of 6% annually. It became essential for global leaders to develop policies and strategies that sought to promote sustainable forest management. The monitoring of sustainability of forests was only possible through use of globally and nationally developed sets of criteria and indicators. Eleven forest estates responsible for the management of State indigenous forests in the Eastern Cape were selected for this research. The choice was influenced by the availability of audit data from the ECIFMA report of 2009. This report contained performance information of 41 indicators under 18 criteria for monitoring sustainable forest management as extracted from the PCI&S assessment checklist developed for monitoring the sustainability of indigenous forests in South Africa (DWAF, 2005). The data was refined using the MCA methods (ranking and scoring) as described by Mendoza and Prabhu (2000). These methods yielded to the determination of the performance of indicators of forest sustainability. It was thus important to conclude the research by responding to the following questions: • What is the state of sustainability of the State indigenous forests in the Eastern Cape? • What recommendations could be made to improve the sustainability of State indigenous forests? It was found that the State indigenous forests were not managed in a sustainable manner. The research report is concluded by providing concrete recommendations to improve forest sustainability.
- Full Text:
- Date Issued: 2012
Evaluation of critical factors influencing project success at an automotive OEM in the Eastern Cape
- Authors: Williams, Dion Williams
- Date: 2012
- Subjects: Project management -- South Africa -- Eastern Cape , Automobile industry and trade
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8921 , http://hdl.handle.net/10948/d1021121
- Description: This study aimed to evaluate the critical factors influencing project success at an automotive OEM in the Eastern Cape. The main purpose of this study was to evaluate the critical success/failure factors in project management at an automotive original equipment manufacturer (OEM) and to compare the results to similar studies conducted in various industries and under different socio-economic, political and cultural conditions. The research methodology for this study included a literature review of previous studies as well as insights from various authors highlighting points deemed crucial for project success. A survey was conducted at an automotive OEM to determine which factors had the greatest influence on project success; respondents were asked to rank their views on a Likert Ranking Scale. An online survey was used to capture all responses. The data collected was analysed using statistical software (Statistica Version 10.0). The empirical study was conducted on 52 employees involved in projects at the OEM; the study was carried out across various departments including Purchasing, Logistics, Quality, Engineering, etc. The final process of the study included an evaluation of findings. On the basis of the survey responses received, it was possible to identify critical success factors in project management that are related to the automotive OEM. These results were used to draw conclusions and develop various recommendations. The conclusions centered on the project success factors defined in the survey. The results were then compared to previous studies, and discrepancies between survey findings of the current study and those of past studies were discussed. The recommendations focused on the top three items identified in each factor group. The results of both past studies, as well as the present study highlight the crucial role the project manager plays in project success. Good co-ordination skills, efficient management of resources and effective leadership were identified as key characteristics of successful project managers. Proper communication was identified as one of the most crucial points in project teams. This study revealed that the ability of the project team to handle unexpected crisis is also an important contributing factor towards project success, along with effective monitoring. Top management support was the most crucial factor towards project success in the factors related to the organisation; this is similar to studies done by previous authors.
- Full Text:
- Date Issued: 2012
- Authors: Williams, Dion Williams
- Date: 2012
- Subjects: Project management -- South Africa -- Eastern Cape , Automobile industry and trade
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8921 , http://hdl.handle.net/10948/d1021121
- Description: This study aimed to evaluate the critical factors influencing project success at an automotive OEM in the Eastern Cape. The main purpose of this study was to evaluate the critical success/failure factors in project management at an automotive original equipment manufacturer (OEM) and to compare the results to similar studies conducted in various industries and under different socio-economic, political and cultural conditions. The research methodology for this study included a literature review of previous studies as well as insights from various authors highlighting points deemed crucial for project success. A survey was conducted at an automotive OEM to determine which factors had the greatest influence on project success; respondents were asked to rank their views on a Likert Ranking Scale. An online survey was used to capture all responses. The data collected was analysed using statistical software (Statistica Version 10.0). The empirical study was conducted on 52 employees involved in projects at the OEM; the study was carried out across various departments including Purchasing, Logistics, Quality, Engineering, etc. The final process of the study included an evaluation of findings. On the basis of the survey responses received, it was possible to identify critical success factors in project management that are related to the automotive OEM. These results were used to draw conclusions and develop various recommendations. The conclusions centered on the project success factors defined in the survey. The results were then compared to previous studies, and discrepancies between survey findings of the current study and those of past studies were discussed. The recommendations focused on the top three items identified in each factor group. The results of both past studies, as well as the present study highlight the crucial role the project manager plays in project success. Good co-ordination skills, efficient management of resources and effective leadership were identified as key characteristics of successful project managers. Proper communication was identified as one of the most crucial points in project teams. This study revealed that the ability of the project team to handle unexpected crisis is also an important contributing factor towards project success, along with effective monitoring. Top management support was the most crucial factor towards project success in the factors related to the organisation; this is similar to studies done by previous authors.
- Full Text:
- Date Issued: 2012
Factors affecting a performance management system at South African Airways
- Authors: Qabaka, Brenda
- Date: 2012
- Subjects: South African Airways , Performance standards -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/8360 , vital:26349
- Description: Many organisations are continuously searching for methods which can be used to improve performance. The balanced scorecard is a management system that enables organisations to clarify their vision and strategy and translate them into action. When fully deployed, the balanced scorecard transforms strategic planning from an academic exercise into the nerve centre of an enterprise. A prerequisite for implementing a balanced scorecard is a clear understanding of the organisations vision and strategy. The basis for the vision and the strategy should be the holistic view and the information management receives during systematic strategy work. The research study addresses the integration of South African Airways (SAA) strategy with the performance management system. A comprehensive literature study was performed on performance management and the balanced scorecard. Questionnaires, developed from the literature study, were distributed amongst randomly selected respondents, in order to establish the extent to which South African Airways manages performance. The opinions of the various respondents were compared with the guidelines provided by the literature study in order to identify the best approach of performance measurement to be implemented at South African Airways. The final step of this study entailed the formulation of recommendations. These recommendations are regarded as critical to ensure the successful implementation of a performance management system at South African Airways. The following main recommendations were made: Although the empirical study revealed that South African Airways shares its strategic objectives with its management, it is highly recommended that a balanced scorecard should be used as a measuring approach for performance at South African Airways; Before any organisation can start implementing a balanced scorecard it needs a clear understanding of its vision and strategy. It is the management’s responsibility to define a vision, formulate a strategy and set strategic goals regardless of a balanced scorecard being implemented; The implementation of a balanced scorecard should always be organised as a separate project. Several different procedures describing the building process of a balanced scorecard have been presented. The research shows that, to increase the chance of a successful scorecard implementation, regular feedback must be provided to all employees and managers must hold people accountable for using the system.
- Full Text:
- Date Issued: 2012
- Authors: Qabaka, Brenda
- Date: 2012
- Subjects: South African Airways , Performance standards -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/8360 , vital:26349
- Description: Many organisations are continuously searching for methods which can be used to improve performance. The balanced scorecard is a management system that enables organisations to clarify their vision and strategy and translate them into action. When fully deployed, the balanced scorecard transforms strategic planning from an academic exercise into the nerve centre of an enterprise. A prerequisite for implementing a balanced scorecard is a clear understanding of the organisations vision and strategy. The basis for the vision and the strategy should be the holistic view and the information management receives during systematic strategy work. The research study addresses the integration of South African Airways (SAA) strategy with the performance management system. A comprehensive literature study was performed on performance management and the balanced scorecard. Questionnaires, developed from the literature study, were distributed amongst randomly selected respondents, in order to establish the extent to which South African Airways manages performance. The opinions of the various respondents were compared with the guidelines provided by the literature study in order to identify the best approach of performance measurement to be implemented at South African Airways. The final step of this study entailed the formulation of recommendations. These recommendations are regarded as critical to ensure the successful implementation of a performance management system at South African Airways. The following main recommendations were made: Although the empirical study revealed that South African Airways shares its strategic objectives with its management, it is highly recommended that a balanced scorecard should be used as a measuring approach for performance at South African Airways; Before any organisation can start implementing a balanced scorecard it needs a clear understanding of its vision and strategy. It is the management’s responsibility to define a vision, formulate a strategy and set strategic goals regardless of a balanced scorecard being implemented; The implementation of a balanced scorecard should always be organised as a separate project. Several different procedures describing the building process of a balanced scorecard have been presented. The research shows that, to increase the chance of a successful scorecard implementation, regular feedback must be provided to all employees and managers must hold people accountable for using the system.
- Full Text:
- Date Issued: 2012
Factors affecting the job performance of provincial government Western Cape employees
- Authors: Springfield, Ronald Winston
- Date: 2012
- Subjects: Western Cape (South Africa) -- Officials and employees -- Rating of , Government employees -- Rating of
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8624 , http://hdl.handle.net/10948/1671 , Western Cape (South Africa) -- Officials and employees -- Rating of , Government employees -- Rating of
- Description: Public sector management has, through the years, been characterised by a hierarchical system whereby red tape and bureaucracy were the order of the day. Towards the latter part of the apartheid era, management had complete autonomy in the functioning of the human resource management, financial management, operations and so on, of government organisations. Top management, and to a large extent middle management, in most governmental departments comprised predominantly people classified as White. With the launch of the New Democratic Government in 1994, new legislation in the form of the Labour Relations Act of 1995, the Basic Conditions of Employment Act of 1997 and the Employment Equity Act 55 of 1998, was instituted. This transformation heralded an about-turn and rethink by government about policies and strategies governing employees and the workplace; for example, the Labour Relations Act of 1995 restricts the concept of unfair labour practices by employers. The employee’s interest was considered in the new legislation, and is currently part of employee wellbeing programmes initiated by government and incorporated into work schedules. In addition, government has launched strategies such as “Batho Pele” (put people first) and “a home for all” (a Western Cape Provincial Government initiative to improve the image of government) to improve service delivery to communities. The above-mentioned political and legislative changes increasingly required a shift from an autocratic to a team-orientated leadership style and from an exclusively task-orientated to a people-orientated organisational culture. The study explored whether management styles, organisational culture, job satisfaction and job performance have changed in the Provincial Government Western Cape (PGWC) after the advent of democracy in South Africa in 1994. The specific research questions that were pursued included (i) has there been a shift from autocratic to a team-orientated management style in the PGWC?, (ii) has there been a shift from a task-orientated to a people-orientated v organisational culture in the PGWC?, (iii) what were the levels of job satisfaction among the employees, and (iv) how did these changes (if any) in organisational culture, management styles and job satisfaction impact the perceived job performance of these employees. The sample consisted of 100 managers selected from various departments in the PGWC. The empirical results indicated that there has been a shift to a team-orientated management style; that there has not been a shift from a task-orientated to a people-orientated organisational culture; that the perceived levels of job satisfaction and job performance levels are high; and that job satisfaction, especially as it relates to a challenging job content and job fit (in terms of personality, ability and skills), was the main determinant of the perceived job performance of the managers in the PGWC. The managerial implications of these empirical results are discussed and recommendations are proposed on the grounds of these discussions.
- Full Text:
- Date Issued: 2012
- Authors: Springfield, Ronald Winston
- Date: 2012
- Subjects: Western Cape (South Africa) -- Officials and employees -- Rating of , Government employees -- Rating of
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8624 , http://hdl.handle.net/10948/1671 , Western Cape (South Africa) -- Officials and employees -- Rating of , Government employees -- Rating of
- Description: Public sector management has, through the years, been characterised by a hierarchical system whereby red tape and bureaucracy were the order of the day. Towards the latter part of the apartheid era, management had complete autonomy in the functioning of the human resource management, financial management, operations and so on, of government organisations. Top management, and to a large extent middle management, in most governmental departments comprised predominantly people classified as White. With the launch of the New Democratic Government in 1994, new legislation in the form of the Labour Relations Act of 1995, the Basic Conditions of Employment Act of 1997 and the Employment Equity Act 55 of 1998, was instituted. This transformation heralded an about-turn and rethink by government about policies and strategies governing employees and the workplace; for example, the Labour Relations Act of 1995 restricts the concept of unfair labour practices by employers. The employee’s interest was considered in the new legislation, and is currently part of employee wellbeing programmes initiated by government and incorporated into work schedules. In addition, government has launched strategies such as “Batho Pele” (put people first) and “a home for all” (a Western Cape Provincial Government initiative to improve the image of government) to improve service delivery to communities. The above-mentioned political and legislative changes increasingly required a shift from an autocratic to a team-orientated leadership style and from an exclusively task-orientated to a people-orientated organisational culture. The study explored whether management styles, organisational culture, job satisfaction and job performance have changed in the Provincial Government Western Cape (PGWC) after the advent of democracy in South Africa in 1994. The specific research questions that were pursued included (i) has there been a shift from autocratic to a team-orientated management style in the PGWC?, (ii) has there been a shift from a task-orientated to a people-orientated v organisational culture in the PGWC?, (iii) what were the levels of job satisfaction among the employees, and (iv) how did these changes (if any) in organisational culture, management styles and job satisfaction impact the perceived job performance of these employees. The sample consisted of 100 managers selected from various departments in the PGWC. The empirical results indicated that there has been a shift to a team-orientated management style; that there has not been a shift from a task-orientated to a people-orientated organisational culture; that the perceived levels of job satisfaction and job performance levels are high; and that job satisfaction, especially as it relates to a challenging job content and job fit (in terms of personality, ability and skills), was the main determinant of the perceived job performance of the managers in the PGWC. The managerial implications of these empirical results are discussed and recommendations are proposed on the grounds of these discussions.
- Full Text:
- Date Issued: 2012
Factors that obstruct project success in the Nelson Mandela Bay Municipality (Electricity and Energy Directorate)
- Authors: Magalela, Luvuyo
- Date: 2012
- Subjects: Project management -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8811 , http://hdl.handle.net/10948/d1018618
- Description: The purpose of the research was to investigate factors that obstruct successful completion of projects in the Nelson Mandela Bay Municipality (Electricity and Energy Directorate). The literature review was done to understand the concept of project success; the study concluded that project success is the completion of project within time, within budget, within specifications while ensuring the satisfaction of all the stakeholders. Five factors that could obstruct project success were considered in this research, which are: Project managers, Scarcity of human resources, Organisational culture, Organisational structure and the Business strategy. A quantitative approach was used in the study to establish the relationship of these variables to project success and to establish the correlation between the variables.The research revealed that organisational culture has a stronger relationship to project success. Scarcity of human resources, organisational structure and business strategy do not have a significant relationship to project success, however organisational structure and business strategy have a strong correlation to organisational culture which in turn influences the project success.
- Full Text:
- Date Issued: 2012
- Authors: Magalela, Luvuyo
- Date: 2012
- Subjects: Project management -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8811 , http://hdl.handle.net/10948/d1018618
- Description: The purpose of the research was to investigate factors that obstruct successful completion of projects in the Nelson Mandela Bay Municipality (Electricity and Energy Directorate). The literature review was done to understand the concept of project success; the study concluded that project success is the completion of project within time, within budget, within specifications while ensuring the satisfaction of all the stakeholders. Five factors that could obstruct project success were considered in this research, which are: Project managers, Scarcity of human resources, Organisational culture, Organisational structure and the Business strategy. A quantitative approach was used in the study to establish the relationship of these variables to project success and to establish the correlation between the variables.The research revealed that organisational culture has a stronger relationship to project success. Scarcity of human resources, organisational structure and business strategy do not have a significant relationship to project success, however organisational structure and business strategy have a strong correlation to organisational culture which in turn influences the project success.
- Full Text:
- Date Issued: 2012
Factors which affect the levels of automation in an automotive final assembly plant
- Authors: Pillay, Prabshan
- Date: 2012
- Subjects: Process control -- Automation , Automation , Automobile industry and trade
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8833 , http://hdl.handle.net/10948/d1019800
- Description: In the global automotive industry there is a drive toward integration of autonomous and human operated equipment. Monfared and Yang (2006:546) suggest that this dynamic requirement could be met with elements to be investigated in a research paper. Current investigations show a gap in management not having a guideline which can be used to help decide between automation versus human capital in the planning of new production facilities in the automotive assembly plant. (Skjerve and Skraaning, 2004:3). The purpose of this research is to determine what factors affect this decision-making process. In order to carry out this research, an in-depth literature review was conducted using various sources. The sources included, but were not limited to, interviews at assembly plants, the Nelson Mandela Metro University library, various e-journals and the internet. The literature review led to the finding of the factors which affect Levels of Automation (LOA) and to the development of the research instrument which was used to measure the impact of those factors. The results of fifty-two (52) respondents were then analysed and used as evidence to support the three hypotheses proposed. As a result of completing the above procedure the following hypotheses were supported. The greater the level of technology and the lower the skills of employees the greater the level of automation in an automotive assembly plant to be used. The greater the complexity of the assembly processes the lower the level of automation in an automotive assembly plant to be used. The higher the flexibility the greater the level of automation in an automotive assembly plant to be used. This means that managers and supervisors of assembly plants should consider the level of technology and skills of employees, flexibility and complexity during the design stages of an automotive assembly line as these factors will affect profitability by reducing waste, improve quality as well as allow for flexibility in customer demand in terms of volumes and product variance.
- Full Text:
- Date Issued: 2012
- Authors: Pillay, Prabshan
- Date: 2012
- Subjects: Process control -- Automation , Automation , Automobile industry and trade
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8833 , http://hdl.handle.net/10948/d1019800
- Description: In the global automotive industry there is a drive toward integration of autonomous and human operated equipment. Monfared and Yang (2006:546) suggest that this dynamic requirement could be met with elements to be investigated in a research paper. Current investigations show a gap in management not having a guideline which can be used to help decide between automation versus human capital in the planning of new production facilities in the automotive assembly plant. (Skjerve and Skraaning, 2004:3). The purpose of this research is to determine what factors affect this decision-making process. In order to carry out this research, an in-depth literature review was conducted using various sources. The sources included, but were not limited to, interviews at assembly plants, the Nelson Mandela Metro University library, various e-journals and the internet. The literature review led to the finding of the factors which affect Levels of Automation (LOA) and to the development of the research instrument which was used to measure the impact of those factors. The results of fifty-two (52) respondents were then analysed and used as evidence to support the three hypotheses proposed. As a result of completing the above procedure the following hypotheses were supported. The greater the level of technology and the lower the skills of employees the greater the level of automation in an automotive assembly plant to be used. The greater the complexity of the assembly processes the lower the level of automation in an automotive assembly plant to be used. The higher the flexibility the greater the level of automation in an automotive assembly plant to be used. This means that managers and supervisors of assembly plants should consider the level of technology and skills of employees, flexibility and complexity during the design stages of an automotive assembly line as these factors will affect profitability by reducing waste, improve quality as well as allow for flexibility in customer demand in terms of volumes and product variance.
- Full Text:
- Date Issued: 2012
Green business and environmental issues: family versus non-family business
- Grobler, Marthinus Petrus Johannes
- Authors: Grobler, Marthinus Petrus Johannes
- Date: 2012
- Subjects: Environmental impact analysis -- South Africa , Family-owned business enterprises
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8636 , http://hdl.handle.net/10948/d1008058 , Environmental impact analysis -- South Africa , Family-owned business enterprises
- Description: The aim of the study was to understand whether family businesses and non-family business differ from one another regarding green business and environmental issues. Green business issues are of global importance for the continued existence of business within the world. Businesses do not exist in isolation but within the context of the environment within which they function. Business has an impact on the environment and the environment has an impact on business. Furthermore, family businesses constitute a large part of the world economy and estimates range from 60-90 percent of GDP contributed by family businesses. In the South African context family businesses also form a significant part of the business environment. A literature study was conducted. The study identified five factors and considered each of these factors in the study. The five factors are: Green Business; Values; Stewardship; Succession; and, Stakeholders. In addition to a literature, primary research was conducted and data were collected by means of a questionnaire that collected data on the factors identified as well as some biographical information, including race, age and the sectors in which the respondents operated. The study’s findings correspond with the literature study, although no clear difference was found between family business and non-family business relating to green business and environmental issues. Family businesses do however believe that they are stewards of the environment and need to care for the environment.
- Full Text:
- Date Issued: 2012
- Authors: Grobler, Marthinus Petrus Johannes
- Date: 2012
- Subjects: Environmental impact analysis -- South Africa , Family-owned business enterprises
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8636 , http://hdl.handle.net/10948/d1008058 , Environmental impact analysis -- South Africa , Family-owned business enterprises
- Description: The aim of the study was to understand whether family businesses and non-family business differ from one another regarding green business and environmental issues. Green business issues are of global importance for the continued existence of business within the world. Businesses do not exist in isolation but within the context of the environment within which they function. Business has an impact on the environment and the environment has an impact on business. Furthermore, family businesses constitute a large part of the world economy and estimates range from 60-90 percent of GDP contributed by family businesses. In the South African context family businesses also form a significant part of the business environment. A literature study was conducted. The study identified five factors and considered each of these factors in the study. The five factors are: Green Business; Values; Stewardship; Succession; and, Stakeholders. In addition to a literature, primary research was conducted and data were collected by means of a questionnaire that collected data on the factors identified as well as some biographical information, including race, age and the sectors in which the respondents operated. The study’s findings correspond with the literature study, although no clear difference was found between family business and non-family business relating to green business and environmental issues. Family businesses do however believe that they are stewards of the environment and need to care for the environment.
- Full Text:
- Date Issued: 2012
Implementing lean principles to improve processes at NMMU Business School
- Authors: Malange, Nandipha
- Date: 2012
- Subjects: Lean manufacturing -- South Africa -- Port Elizabeth , College applications -- South Africa -- Port Elizabeth , Universities and colleges -- South Africa -- Port Elizabeth -- Admission
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8801 , http://hdl.handle.net/10948/d1017028
- Description: This time of great change, of shifting paradigms, provides a great platform for universities to rethink their processes (Duderstadt, 2000). Thanks to the pioneering success of the Toyota Motor Company for the invention of lean manufacturing. This operating system has been implemented in many manufacturing companies, with recent successes reported in the service industry. With its focus on quality improvement, cost reduction, efficiency and excellency, lean has been recognised as one of the mechanisms for process improvement and organisational change. In terms of fully embracing lean principles, the service industry still lags far behind the manufacturing, with institutions of higher learning still quite far. Numerous authors have confirmed that institutions of learning are not an easy environment to change. Universities are still characterised by bureaucratic systems based on conventional processes that are not necessarily relevant to today‘s world. The old saying that change in the universities occur one grave at a time is not farfetched (Hines and Lethbridge, 2008 and Paul and Brindley, 1996). The impact of globalisation on business education and how to respond to this phenomenon is a challenge. This necessitates a need for more streamlined and efficient organisations; hence lean has been promoted as a strategy to achieve competitive advantage (Simmons and Masson, 2003). The research study aims to identify areas where lean principles can be implemented to improve the NMMU MBA application process. Semi-structured interviews were conducted with employees directly involved in the process in order to understand it better. The results of the respondents were reported in a process chart diagram and spaghetti diagram. The interviews also revealed five themes that emerged during the analysis of responses. These themes formed the basis for development of recommendations in Chapter 6 of the study.
- Full Text:
- Date Issued: 2012
- Authors: Malange, Nandipha
- Date: 2012
- Subjects: Lean manufacturing -- South Africa -- Port Elizabeth , College applications -- South Africa -- Port Elizabeth , Universities and colleges -- South Africa -- Port Elizabeth -- Admission
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8801 , http://hdl.handle.net/10948/d1017028
- Description: This time of great change, of shifting paradigms, provides a great platform for universities to rethink their processes (Duderstadt, 2000). Thanks to the pioneering success of the Toyota Motor Company for the invention of lean manufacturing. This operating system has been implemented in many manufacturing companies, with recent successes reported in the service industry. With its focus on quality improvement, cost reduction, efficiency and excellency, lean has been recognised as one of the mechanisms for process improvement and organisational change. In terms of fully embracing lean principles, the service industry still lags far behind the manufacturing, with institutions of higher learning still quite far. Numerous authors have confirmed that institutions of learning are not an easy environment to change. Universities are still characterised by bureaucratic systems based on conventional processes that are not necessarily relevant to today‘s world. The old saying that change in the universities occur one grave at a time is not farfetched (Hines and Lethbridge, 2008 and Paul and Brindley, 1996). The impact of globalisation on business education and how to respond to this phenomenon is a challenge. This necessitates a need for more streamlined and efficient organisations; hence lean has been promoted as a strategy to achieve competitive advantage (Simmons and Masson, 2003). The research study aims to identify areas where lean principles can be implemented to improve the NMMU MBA application process. Semi-structured interviews were conducted with employees directly involved in the process in order to understand it better. The results of the respondents were reported in a process chart diagram and spaghetti diagram. The interviews also revealed five themes that emerged during the analysis of responses. These themes formed the basis for development of recommendations in Chapter 6 of the study.
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- Date Issued: 2012