Construction small and medium enterprise development
- Authors: Mbambe, Putumani
- Date: 2016
- Subjects: Construction industry -- Management Small business -- South Africa -- Port Elizabeth Building -- Development
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: http://hdl.handle.net/10948/11681 , vital:26950
- Description: The objective of this treatise study was to determine the leading causes which limit the development of SMME contractors, to ascertain the accessibility of SMME incubators available to support SMME development and to identify the cause of poor management performance by SMME contractors based in the Nelson Mandela Bay Metropolitan Municipality. A qualitative method was adopted for this study. The primary data was collected using a structured interview guide which incorporated the sub problems and the research questions. The salient findings of this study are: SMME contractors are unaware of the available business information and government support programmes designed to assist them; SMME contractors do not receive capital from banks when they don‟t have collateral; Desperation to secure projects among SMME contractors is the leading cause for under-pricing; SMME contractors are still paid later than the 30 day period for completed work; SMME owners who had started their construction companies lacked training and do not have the relevant experience and knowledge required to manage a construction company. In summary the study concluded that SMME who have access to capital have high growth prospects than those that have not. Accessibility to information and awareness of available opportunities remains significant for the growth of SMMEs. Construction related knowledge and training for SMME owners contributes vastly to the success of SMME companies. The study recommended that; Government needs to promote the accessibility of SMME incubators and ensure institutions designed to assist SMMEs with finance are accessible; The effectiveness of current development programs for small enterprises and skills development programs should be reviewed; MMBM should setup a mentoring program to help train SMME contractors theoretically and practically; NMBM local government should promote women to own SMMEs in order to close the gap of inequality in the built environment; Banks must work with government institutions to ensure that they are able to fund SMMEs.
- Full Text:
- Date Issued: 2016
- Authors: Mbambe, Putumani
- Date: 2016
- Subjects: Construction industry -- Management Small business -- South Africa -- Port Elizabeth Building -- Development
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: http://hdl.handle.net/10948/11681 , vital:26950
- Description: The objective of this treatise study was to determine the leading causes which limit the development of SMME contractors, to ascertain the accessibility of SMME incubators available to support SMME development and to identify the cause of poor management performance by SMME contractors based in the Nelson Mandela Bay Metropolitan Municipality. A qualitative method was adopted for this study. The primary data was collected using a structured interview guide which incorporated the sub problems and the research questions. The salient findings of this study are: SMME contractors are unaware of the available business information and government support programmes designed to assist them; SMME contractors do not receive capital from banks when they don‟t have collateral; Desperation to secure projects among SMME contractors is the leading cause for under-pricing; SMME contractors are still paid later than the 30 day period for completed work; SMME owners who had started their construction companies lacked training and do not have the relevant experience and knowledge required to manage a construction company. In summary the study concluded that SMME who have access to capital have high growth prospects than those that have not. Accessibility to information and awareness of available opportunities remains significant for the growth of SMMEs. Construction related knowledge and training for SMME owners contributes vastly to the success of SMME companies. The study recommended that; Government needs to promote the accessibility of SMME incubators and ensure institutions designed to assist SMMEs with finance are accessible; The effectiveness of current development programs for small enterprises and skills development programs should be reviewed; MMBM should setup a mentoring program to help train SMME contractors theoretically and practically; NMBM local government should promote women to own SMMEs in order to close the gap of inequality in the built environment; Banks must work with government institutions to ensure that they are able to fund SMMEs.
- Full Text:
- Date Issued: 2016
Managing the processing of bills in the parliament of the Republic of South Africa
- Authors: Radebe, Bhekisizwe Abram
- Date: 2014
- Subjects: South Africa. Parliament -- Rules and practice Legislation -- South Africa Parliamentary practice -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/10350 , vital:26655
- Description: The aim of this study was to gain an understanding of the legislative process in the South African Parliament, especially the processing of bills. The study was confined to bills processed by the Portfolio Committee on Trade and Industry which is within, and what is known as the Economic Cluster of portfolio committees of Parliament. The main problem was to determine whether the Parliament of the Republic of South Africa is efficiently and effectively managing the processing of the bills tabled before it. A sub-problem was to determine how it can be assured that the bills passed by Parliament are of the highest standard. A second sub-problem was to try to find a balance between private bills and those introduced by the various ministries. A third sub-problem was to determine the influence of the lobby groups have on the rocessing and passing of bills in the Parliament of the Republic of South Africa. The research methodology includes a literature review, a questionnaire survey, face-to-face interviews with parliament management and a comparative study. After analysing the data collected, conclusions were drawn and recommendations made. Although the research was not comprehensive, the results should assist the Parliament of the Republic of South Africa to improve the processing of bills, thereby improving the legislative process.
- Full Text:
- Date Issued: 2014
- Authors: Radebe, Bhekisizwe Abram
- Date: 2014
- Subjects: South Africa. Parliament -- Rules and practice Legislation -- South Africa Parliamentary practice -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/10350 , vital:26655
- Description: The aim of this study was to gain an understanding of the legislative process in the South African Parliament, especially the processing of bills. The study was confined to bills processed by the Portfolio Committee on Trade and Industry which is within, and what is known as the Economic Cluster of portfolio committees of Parliament. The main problem was to determine whether the Parliament of the Republic of South Africa is efficiently and effectively managing the processing of the bills tabled before it. A sub-problem was to determine how it can be assured that the bills passed by Parliament are of the highest standard. A second sub-problem was to try to find a balance between private bills and those introduced by the various ministries. A third sub-problem was to determine the influence of the lobby groups have on the rocessing and passing of bills in the Parliament of the Republic of South Africa. The research methodology includes a literature review, a questionnaire survey, face-to-face interviews with parliament management and a comparative study. After analysing the data collected, conclusions were drawn and recommendations made. Although the research was not comprehensive, the results should assist the Parliament of the Republic of South Africa to improve the processing of bills, thereby improving the legislative process.
- Full Text:
- Date Issued: 2014
Performance management in state development agencies in South Africa: a framework
- Authors: Mashologu, Thukela Eustice
- Date: 2011
- Subjects: Performance standards -- South Africa -- Eastern Cape , Management science -- South Africa -- Eastern Cape , Strategic planning -- South Africa -- Eastern Cape , Government business enterprises -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8815 , http://hdl.handle.net/10948/d1018802
- Description: There are an estimated 300 state-owned enterprises in South Africa with nine reporting to the Department of Public Enterprises (Chabane, 2010). The remaining institutions report to various national ministries, provinces and municipalities. The problem faced by these institutions is related to performance management practices that do not assist these institutions to be effective, efficient, responsive and accountable service delivery arms as per the guiding principle of their establishment. The current performance management practices in these institutions prevent the institutions from achieving set goals and targets and being able to operate efficiently in a highly competitive environment. Performance management is a broad field and includes any activity that organisational leaders may undertake which is designed to ensure that personal and organisational goals are consistently achieved. In reality, most of the day-to-day activities of individual employees, teams, and business units make some contribution to the performance management effort. The objective of this study was to evaluate the use of performance management system in state development agencies in the Eastern Cape Province and recommend a framework for performance management that can be implemented to improve productivity. The empirical study was conducted, using a questionnaire with a semi-structured question design. The results of this study suggest that performance management is still a top down approach that results in sub-units and individual employees (not) taking ownership of the process. Another shortcoming in the implementation of performance management is related to the unavailability of easy-to-use technology for collecting performance information. Furthermore, a majority of the agencies do not use a strategy map which is an additional procedural framework through which the score card can be applied as a system to strengthen the management of the organisation’s strategy. State development agencies should find ways to improve their performance management systems to ensure that these are effective, efficient, responsive and accountable service delivery arms as per the guiding principle of their establishment. Despite all the shortcomings identified, the majority of the respondents agreed that performance management is a method of management designed to ensure that organisations and all its components work together in order to optimise the organisational goals. It is recommended that in order for the institutions to be effective and efficient delivery arms of government, a lot of work needs to be done to reengineer the implementation of performance management as a day-to-day management tool to drive the strategy of the organisations. This includes: Taking advantage of technology and adopt easy-to-use computer-based programmes to collect performance data. These systems can be linked to the company intranet and allow all employees to update performance information in an effective and efficient manner. Focus on their reward and recognition process. The reward and recognition should be linked directly to performance not a status, job grade or seniority. Reward and recognition should be given as soon as possible after outstanding performance. In doing so, institutions should move away from secrecy about performance evaluation results and remuneration, and towards an environment of more openness (transparency). Lastly, institutions should make strategic management a core competency. This new management discipline has been adopted by the local government sphere. This means organisations should look at creating a position of strategic manager at a senior management level in their organograms.
- Full Text:
- Date Issued: 2011
- Authors: Mashologu, Thukela Eustice
- Date: 2011
- Subjects: Performance standards -- South Africa -- Eastern Cape , Management science -- South Africa -- Eastern Cape , Strategic planning -- South Africa -- Eastern Cape , Government business enterprises -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8815 , http://hdl.handle.net/10948/d1018802
- Description: There are an estimated 300 state-owned enterprises in South Africa with nine reporting to the Department of Public Enterprises (Chabane, 2010). The remaining institutions report to various national ministries, provinces and municipalities. The problem faced by these institutions is related to performance management practices that do not assist these institutions to be effective, efficient, responsive and accountable service delivery arms as per the guiding principle of their establishment. The current performance management practices in these institutions prevent the institutions from achieving set goals and targets and being able to operate efficiently in a highly competitive environment. Performance management is a broad field and includes any activity that organisational leaders may undertake which is designed to ensure that personal and organisational goals are consistently achieved. In reality, most of the day-to-day activities of individual employees, teams, and business units make some contribution to the performance management effort. The objective of this study was to evaluate the use of performance management system in state development agencies in the Eastern Cape Province and recommend a framework for performance management that can be implemented to improve productivity. The empirical study was conducted, using a questionnaire with a semi-structured question design. The results of this study suggest that performance management is still a top down approach that results in sub-units and individual employees (not) taking ownership of the process. Another shortcoming in the implementation of performance management is related to the unavailability of easy-to-use technology for collecting performance information. Furthermore, a majority of the agencies do not use a strategy map which is an additional procedural framework through which the score card can be applied as a system to strengthen the management of the organisation’s strategy. State development agencies should find ways to improve their performance management systems to ensure that these are effective, efficient, responsive and accountable service delivery arms as per the guiding principle of their establishment. Despite all the shortcomings identified, the majority of the respondents agreed that performance management is a method of management designed to ensure that organisations and all its components work together in order to optimise the organisational goals. It is recommended that in order for the institutions to be effective and efficient delivery arms of government, a lot of work needs to be done to reengineer the implementation of performance management as a day-to-day management tool to drive the strategy of the organisations. This includes: Taking advantage of technology and adopt easy-to-use computer-based programmes to collect performance data. These systems can be linked to the company intranet and allow all employees to update performance information in an effective and efficient manner. Focus on their reward and recognition process. The reward and recognition should be linked directly to performance not a status, job grade or seniority. Reward and recognition should be given as soon as possible after outstanding performance. In doing so, institutions should move away from secrecy about performance evaluation results and remuneration, and towards an environment of more openness (transparency). Lastly, institutions should make strategic management a core competency. This new management discipline has been adopted by the local government sphere. This means organisations should look at creating a position of strategic manager at a senior management level in their organograms.
- Full Text:
- Date Issued: 2011
The role of strategic leadership in Coega Development Corporation: a case study
- Authors: Davids, Mogamad Sadiek
- Date: 2010
- Subjects: Coega Development Corporation Industrial development projects -- South Africa -- Eastern Cape -- Case studies Leadership -- South Africa -- Eastern Cape -- Case studies Strategic planning -- South Africa -- Eastern Cape -- Case studies Organizational behavior -- South Africa -- Eastern Cape -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:763 , http://hdl.handle.net/10962/d1003884
- Description: South Africa became a democracy after its election in April 1994. Thereafter, the country faced the daunting task of trying to fast-track economic growth and addressing social challenges. The Department of Trade and Industry was mandated by the newly elected government to spearhead economic development in order to address these challenges. Trade policy instruments such as industrial development zones formed part of government’s strategic economic instruments to achieve economic reform. The Coega Industrial Development Zone (CIDZ) near Port Elizabeth was one of many economic development zones created principally to promote export orientated manufacturing. The Coega Development Corporation (CDC) was registered as a company to develop, operate and manage the CIDZ. The literature suggests that strategic leadership is important for organizational success. Strategic leadership is described as the ability to influence others to make day-to-day voluntary decisions that enhance long-term viability while maintaining short term financial stability. Literature further suggests that strategic leaders deal with the evolution of organizations and their changing aims and transform them through their capabilities and strategic leadership roles such as being a figurehead, spokesperson, team builder, design school planner and so on. The aim of this research is to analyse the role of strategic leadership with the objectives to ascertain whether strategic leadership contributed to the success of the development of CDC, and identify possible challenges they are confronted with in the execution of their leadership duties. This research was conducted from an interpretivist perspective as the researcher attempted to develop insight into how the strategic leadership of CDC viewed and understood their role. The strategic leadership of CDC, who were the focus of this study, consisted of the executive management team of the organization, including the Chief Executive Officer (CEO). The research design was in the form of a case study of the CDC leadership, with data collected through semi-structured interviews and documents. The most prominent roles exercised by the leadership of CDC included creating a vision and strategy development and inculcating a teamwork corporate culture. Other roles identified include that of team builder, fostering innovation and developing human capital etc. A lack of stakeholder management as well as managing the culture of the organization as it expands and grows, remain critical challenges. Finally recommendations are made together with suggestions for future research.
- Full Text:
- Date Issued: 2010
- Authors: Davids, Mogamad Sadiek
- Date: 2010
- Subjects: Coega Development Corporation Industrial development projects -- South Africa -- Eastern Cape -- Case studies Leadership -- South Africa -- Eastern Cape -- Case studies Strategic planning -- South Africa -- Eastern Cape -- Case studies Organizational behavior -- South Africa -- Eastern Cape -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:763 , http://hdl.handle.net/10962/d1003884
- Description: South Africa became a democracy after its election in April 1994. Thereafter, the country faced the daunting task of trying to fast-track economic growth and addressing social challenges. The Department of Trade and Industry was mandated by the newly elected government to spearhead economic development in order to address these challenges. Trade policy instruments such as industrial development zones formed part of government’s strategic economic instruments to achieve economic reform. The Coega Industrial Development Zone (CIDZ) near Port Elizabeth was one of many economic development zones created principally to promote export orientated manufacturing. The Coega Development Corporation (CDC) was registered as a company to develop, operate and manage the CIDZ. The literature suggests that strategic leadership is important for organizational success. Strategic leadership is described as the ability to influence others to make day-to-day voluntary decisions that enhance long-term viability while maintaining short term financial stability. Literature further suggests that strategic leaders deal with the evolution of organizations and their changing aims and transform them through their capabilities and strategic leadership roles such as being a figurehead, spokesperson, team builder, design school planner and so on. The aim of this research is to analyse the role of strategic leadership with the objectives to ascertain whether strategic leadership contributed to the success of the development of CDC, and identify possible challenges they are confronted with in the execution of their leadership duties. This research was conducted from an interpretivist perspective as the researcher attempted to develop insight into how the strategic leadership of CDC viewed and understood their role. The strategic leadership of CDC, who were the focus of this study, consisted of the executive management team of the organization, including the Chief Executive Officer (CEO). The research design was in the form of a case study of the CDC leadership, with data collected through semi-structured interviews and documents. The most prominent roles exercised by the leadership of CDC included creating a vision and strategy development and inculcating a teamwork corporate culture. Other roles identified include that of team builder, fostering innovation and developing human capital etc. A lack of stakeholder management as well as managing the culture of the organization as it expands and grows, remain critical challenges. Finally recommendations are made together with suggestions for future research.
- Full Text:
- Date Issued: 2010
An analysis of customer service management strategies in an information technology organisation
- Authors: Majavu, Nyanisa
- Date: 2004
- Subjects: Information technology -- South Africa , Computer industry -- Customer services -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10885 , http://hdl.handle.net/10948/143 , Information technology -- South Africa , Computer industry -- Customer services -- South Africa
- Description: This study was evoked by a discussion with one of Dimension Data’s Service Management Executives. The discussion was centred around customer service management focus and on how to bring all stakeholders within the organisation to share this common goal. The critical aspect does not merely mean improving quality, but to exceed customers’ expectations according to Manning (1989:63). Quality and customer service have become a way of life rather than, short-term projects that can begin and end at will emphasises Manning (1989:91). There is a myriad of evidence to suggest that services are becoming critical to economic growth in most developing economies, one of such is South Africa. Thus South African industry requires substantial reflection both from the government and private sector regarding issues of service. Organisations therefore need to understand products and services as complex clusters of value adding satisfactions. The main problem of this research is as follows: What customer service management strategies are at the disposal of an information technology organisation? The main problem will be solved in the form of three sub-problems, by identifying what customer service management is. Secondly, depicting a customer service management model and lastly recognising customer service strategies that exist within Dimension Data.
- Full Text:
- Date Issued: 2004
- Authors: Majavu, Nyanisa
- Date: 2004
- Subjects: Information technology -- South Africa , Computer industry -- Customer services -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10885 , http://hdl.handle.net/10948/143 , Information technology -- South Africa , Computer industry -- Customer services -- South Africa
- Description: This study was evoked by a discussion with one of Dimension Data’s Service Management Executives. The discussion was centred around customer service management focus and on how to bring all stakeholders within the organisation to share this common goal. The critical aspect does not merely mean improving quality, but to exceed customers’ expectations according to Manning (1989:63). Quality and customer service have become a way of life rather than, short-term projects that can begin and end at will emphasises Manning (1989:91). There is a myriad of evidence to suggest that services are becoming critical to economic growth in most developing economies, one of such is South Africa. Thus South African industry requires substantial reflection both from the government and private sector regarding issues of service. Organisations therefore need to understand products and services as complex clusters of value adding satisfactions. The main problem of this research is as follows: What customer service management strategies are at the disposal of an information technology organisation? The main problem will be solved in the form of three sub-problems, by identifying what customer service management is. Secondly, depicting a customer service management model and lastly recognising customer service strategies that exist within Dimension Data.
- Full Text:
- Date Issued: 2004
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