An evaluation of the nature and extent of alignment between the strategic performance plans of selected Eastern Cape provincial government departments and the provincial growth and development plan 2004-2014
- Authors: Mbanga, Sijekula Larrington
- Date: 2012
- Subjects: Eastern Cape Provincial government (South Africa) , Strategic planning , Public administration -- South Africa -- Planning , Performance -- Management
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: vital:8253 , http://hdl.handle.net/10948/d1011942 , Eastern Cape Provincial government (South Africa) , Strategic planning , Public administration -- South Africa -- Planning , Performance -- Management
- Description: One of the key challenges that continue to confront governments, worldwide, with regard to development management, other than the obvious limited resources to meet the overwhelming and competing needs of the constituencies, is the efficiency and effectiveness of the state machinery. Within state machinery itself the major issue that is viewed as a primary shortcoming is the process of translating sound development policies into implementable programmes and projects. Within the processes of policy implementation the key weaknesses appear to lie on planning processes. As such, governments continue to cite poor alignment between policies, plans and priorities across various spheres of government, a challenge that manifests itself in a lack of integrated service delivery, duplication in application of resources and efforts, lack of sustainability of development initiatives, slow pace and poor quality of services provided to communities. This study was aimed at evaluating the nature and extent of alignment between the Strategic Performance Plans of selected Eastern Cape provincial government departments and the Provincial Growth and Development Plan (PGDP): 2004-2014. The main objectives of the study were to gain insight into the nature and extent of alignment between the Strategic Performance Plans of selected Eastern Cape provincial government departments and the PGDP objectives, indicators and targets; identify the new service delivery mechanisms, policies, procedures and change management plans that have been introduced, if any, to ensure the successful implementation of the PGDP programmes; and indentify risks and challenges that pose a threat to the successful implementation of the PGDP programmes and provide preliminary risk response strategies. Of paramount importance is that this study was not limited to assessing the nature and extent of harmony or strategic fit between a macro-provincial plan, known as the PGDP, and sector specific plans, called Strategic Performance Plans, but it sought to determine the bases of alignment, where it exists, and sources of misalignment where planning disjuncture are found. To this end, the study was intended to generate a conceptual framework for assessing alignment of plans within public institutions across all levels of government. Ten provincial government departments drawn from the four provincial administrative clusters that feed their work into, and hence accountable to various Cabinet Committees and, ultimately, Cabinet, participated in the study. Key issues that emerged, and remained unresolved, during the direct engagement of provincial government departments were consolidated and verified, later on, with the public entity that supports the Office of the Premier on matters of macro-policy and strategy development and socio-economic research, known as the Eastern Cape Socio Economic and Consultative Council (ECSECC). This study followed a qualitative research methodology approach. Strategic Performance Plans of selected provincial government departments were analysed to establish linkages with the PGDP. A standard Alignment Evaluation Matrix was utilized to provide the results of content analysis of departmental plans. This Matrix was developed based on extensive literature study conducted that yielded a working Strategic Planning Alignment Model. The results of analysis of departmental plans and the key features of the Planning Alignment Model formed the basis of engagement of selected government departments during field study. Managers and officials working in components such as Strategic Planning, Monitoring and Evaluation, Special Programmes, infrastructure Planning, Demand Management and Research, Budget Planning and Control, Municipal Support, Geographic Information Systems and Spatial Planning, participated in the focus groupdiscussions. This study revealed both positive and negative factors on how provincial government departments have, over time, attempted to give effect to the intentions of the Provincial Growth and Development Plan; 2004-2014. Firstly, the study demonstrated that the PGDP was viewed in the same light as any other planning framework generated at national and local government level, with its priorities and targets found in the same basket of policy issues that are competing for limited resources. Secondly, it was found that the PGDP has, over time, degenerated in terms of its strategic significance in the planning environment, with new priorities that have emerged at a national government level securing more attention of politicians and senior administrators at the detriment of the PGDP intentions. Political championing of the PGDP was viewed as having dwindled from one term of government to the next. As such, the PGDP was not found to be having the level of significance and traction that the regionalist-planning paradigm is beginning to suggest within the global policy development discourse. Thirdly, the study revealed that while plans of selected government departments had a sound articulation of the PGDP goals, this did not translate into well-costed operational plans with clear targets and timelines that link to the 2014 targets. Organisational structures and service delivery models of the selected government departments had not fundamentally changed since the PGDP was introduced in the Province. Incremental changes to departmental processes have been seen since the PGDP came into effect. The changes were more influenced by new priorities that emerged at national government level. As such, provincial government departments continued to be more inclined towards sector priorities which could be viewed as unfunded provincial priorities. As such, budget allocation to PGDP programmes was limited from department to department, due to competing national priorities. One argument advanced for this disjuncture in planning was that the PGDP itself should have, from time to time, been reviewed to consider priorities that might have emerged at national and local government sphere, including conditions that have changed in the socio, economic and political environments. This seemed not to have happened, despite a Planning Coordination and Monitoring Unit being established within the Office of the Premier, during PGDP inception, for this explicit purpose. Fourthly, the study noted the challenge of different planning cycles between the provincial and local government spheres, which was viewed as promoting planning disjuncture within the two spheres. This was pointed out as of critical importance in alignment since provincial government departments are expected to respond to community needs that are embodied in Integrated Development Plans of municipalities. For this vertical integration to happen, the study revealed that there has been over-reliance in inter-governmental structures which were relatively weak in various municipalities. In the same vein, horizontal integration at provincial government level seemed to be a challenge also due to the ineffectiveness of the cluster system introduced since 1999. While part of a Cluster system, and submitting plans and reports to Clusters, provincial government departments continued to work in silos. Priority setting, spatial targeting and resource allocation has remained a competency of individual provincial departments. The cluster budgeting and programme implementation envisaged in the PGDP was still to be seen, and it appeared that there was no Treasury tool to give effect to this noble intention. In fact, this intention was viewed as contradictory with the spirit of the Public Finance Management Act, 1999 that places single financial accountability on Heads of Departments, as individuals rather than a group or cluster. Fifthly, the study further revealed that the PGDP itself had design deficiencies that created a challenge for implementation, monitoring and evaluation. The PGDP was viewed as straddling between being a strategic framework that guides socio-economic planning, with a longer-term focus, and being a provincial plan. The PGDP was also found to be an all encompassing plan that contains a basket of everything that a provincial government would be expected to do. A viewpoint advanced herein regards international experience which suggests that being strategic means being selective, sorting the critical few from the important many, and giving that selection a ‘bite’ by shifting resources and demanding performance sufficient to make the desired impact. The latter was viewed as a fundamental shortcoming of the PGDP. In fact, the study revealed that some of the PGDP programmes were underway within provincial government departments even before the PGDP was formulated. Whether those programmes would serve the province achieve the few outcomes it set itself for 2014, is a matter the PGDP design could not confirm. It also transpired that a number of provincial departments were not adequately consulted during the determination of PGDP targets. Furthermore, it has emerged that the province lacks coherent competency at a level higher than provincial departments, which is capacitated with a pool of analysts possessing a deeper appreciation of various government sectors and the provincial economy. This competency would include development planners, spatial planners, sector policy analysts, researchers and other technical skills.
- Full Text:
- Date Issued: 2012
- Authors: Mbanga, Sijekula Larrington
- Date: 2012
- Subjects: Eastern Cape Provincial government (South Africa) , Strategic planning , Public administration -- South Africa -- Planning , Performance -- Management
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: vital:8253 , http://hdl.handle.net/10948/d1011942 , Eastern Cape Provincial government (South Africa) , Strategic planning , Public administration -- South Africa -- Planning , Performance -- Management
- Description: One of the key challenges that continue to confront governments, worldwide, with regard to development management, other than the obvious limited resources to meet the overwhelming and competing needs of the constituencies, is the efficiency and effectiveness of the state machinery. Within state machinery itself the major issue that is viewed as a primary shortcoming is the process of translating sound development policies into implementable programmes and projects. Within the processes of policy implementation the key weaknesses appear to lie on planning processes. As such, governments continue to cite poor alignment between policies, plans and priorities across various spheres of government, a challenge that manifests itself in a lack of integrated service delivery, duplication in application of resources and efforts, lack of sustainability of development initiatives, slow pace and poor quality of services provided to communities. This study was aimed at evaluating the nature and extent of alignment between the Strategic Performance Plans of selected Eastern Cape provincial government departments and the Provincial Growth and Development Plan (PGDP): 2004-2014. The main objectives of the study were to gain insight into the nature and extent of alignment between the Strategic Performance Plans of selected Eastern Cape provincial government departments and the PGDP objectives, indicators and targets; identify the new service delivery mechanisms, policies, procedures and change management plans that have been introduced, if any, to ensure the successful implementation of the PGDP programmes; and indentify risks and challenges that pose a threat to the successful implementation of the PGDP programmes and provide preliminary risk response strategies. Of paramount importance is that this study was not limited to assessing the nature and extent of harmony or strategic fit between a macro-provincial plan, known as the PGDP, and sector specific plans, called Strategic Performance Plans, but it sought to determine the bases of alignment, where it exists, and sources of misalignment where planning disjuncture are found. To this end, the study was intended to generate a conceptual framework for assessing alignment of plans within public institutions across all levels of government. Ten provincial government departments drawn from the four provincial administrative clusters that feed their work into, and hence accountable to various Cabinet Committees and, ultimately, Cabinet, participated in the study. Key issues that emerged, and remained unresolved, during the direct engagement of provincial government departments were consolidated and verified, later on, with the public entity that supports the Office of the Premier on matters of macro-policy and strategy development and socio-economic research, known as the Eastern Cape Socio Economic and Consultative Council (ECSECC). This study followed a qualitative research methodology approach. Strategic Performance Plans of selected provincial government departments were analysed to establish linkages with the PGDP. A standard Alignment Evaluation Matrix was utilized to provide the results of content analysis of departmental plans. This Matrix was developed based on extensive literature study conducted that yielded a working Strategic Planning Alignment Model. The results of analysis of departmental plans and the key features of the Planning Alignment Model formed the basis of engagement of selected government departments during field study. Managers and officials working in components such as Strategic Planning, Monitoring and Evaluation, Special Programmes, infrastructure Planning, Demand Management and Research, Budget Planning and Control, Municipal Support, Geographic Information Systems and Spatial Planning, participated in the focus groupdiscussions. This study revealed both positive and negative factors on how provincial government departments have, over time, attempted to give effect to the intentions of the Provincial Growth and Development Plan; 2004-2014. Firstly, the study demonstrated that the PGDP was viewed in the same light as any other planning framework generated at national and local government level, with its priorities and targets found in the same basket of policy issues that are competing for limited resources. Secondly, it was found that the PGDP has, over time, degenerated in terms of its strategic significance in the planning environment, with new priorities that have emerged at a national government level securing more attention of politicians and senior administrators at the detriment of the PGDP intentions. Political championing of the PGDP was viewed as having dwindled from one term of government to the next. As such, the PGDP was not found to be having the level of significance and traction that the regionalist-planning paradigm is beginning to suggest within the global policy development discourse. Thirdly, the study revealed that while plans of selected government departments had a sound articulation of the PGDP goals, this did not translate into well-costed operational plans with clear targets and timelines that link to the 2014 targets. Organisational structures and service delivery models of the selected government departments had not fundamentally changed since the PGDP was introduced in the Province. Incremental changes to departmental processes have been seen since the PGDP came into effect. The changes were more influenced by new priorities that emerged at national government level. As such, provincial government departments continued to be more inclined towards sector priorities which could be viewed as unfunded provincial priorities. As such, budget allocation to PGDP programmes was limited from department to department, due to competing national priorities. One argument advanced for this disjuncture in planning was that the PGDP itself should have, from time to time, been reviewed to consider priorities that might have emerged at national and local government sphere, including conditions that have changed in the socio, economic and political environments. This seemed not to have happened, despite a Planning Coordination and Monitoring Unit being established within the Office of the Premier, during PGDP inception, for this explicit purpose. Fourthly, the study noted the challenge of different planning cycles between the provincial and local government spheres, which was viewed as promoting planning disjuncture within the two spheres. This was pointed out as of critical importance in alignment since provincial government departments are expected to respond to community needs that are embodied in Integrated Development Plans of municipalities. For this vertical integration to happen, the study revealed that there has been over-reliance in inter-governmental structures which were relatively weak in various municipalities. In the same vein, horizontal integration at provincial government level seemed to be a challenge also due to the ineffectiveness of the cluster system introduced since 1999. While part of a Cluster system, and submitting plans and reports to Clusters, provincial government departments continued to work in silos. Priority setting, spatial targeting and resource allocation has remained a competency of individual provincial departments. The cluster budgeting and programme implementation envisaged in the PGDP was still to be seen, and it appeared that there was no Treasury tool to give effect to this noble intention. In fact, this intention was viewed as contradictory with the spirit of the Public Finance Management Act, 1999 that places single financial accountability on Heads of Departments, as individuals rather than a group or cluster. Fifthly, the study further revealed that the PGDP itself had design deficiencies that created a challenge for implementation, monitoring and evaluation. The PGDP was viewed as straddling between being a strategic framework that guides socio-economic planning, with a longer-term focus, and being a provincial plan. The PGDP was also found to be an all encompassing plan that contains a basket of everything that a provincial government would be expected to do. A viewpoint advanced herein regards international experience which suggests that being strategic means being selective, sorting the critical few from the important many, and giving that selection a ‘bite’ by shifting resources and demanding performance sufficient to make the desired impact. The latter was viewed as a fundamental shortcoming of the PGDP. In fact, the study revealed that some of the PGDP programmes were underway within provincial government departments even before the PGDP was formulated. Whether those programmes would serve the province achieve the few outcomes it set itself for 2014, is a matter the PGDP design could not confirm. It also transpired that a number of provincial departments were not adequately consulted during the determination of PGDP targets. Furthermore, it has emerged that the province lacks coherent competency at a level higher than provincial departments, which is capacitated with a pool of analysts possessing a deeper appreciation of various government sectors and the provincial economy. This competency would include development planners, spatial planners, sector policy analysts, researchers and other technical skills.
- Full Text:
- Date Issued: 2012
Strategy implementation: a critical assessment of the application of integrated risk management in the implementation of Eastern Cape Province provincial growth and development strategy (ECPGDS)
- Tshayingca-Mashiya, Nontsikelelo Valencia
- Authors: Tshayingca-Mashiya, Nontsikelelo Valencia
- Date: 2012
- Subjects: Risk assessment -- South Africa -- Eastern Cape -- Growth , Risk assessment -- Development -- South Africa -- Eastern Cape , Strategic planning , Risk management
- Language: English
- Type: Thesis , Doctoral , PhD (in Public Administration)
- Identifier: vital:11678 , http://hdl.handle.net/10353/d1007305 , Risk assessment -- South Africa -- Eastern Cape -- Growth , Risk assessment -- Development -- South Africa -- Eastern Cape , Strategic planning , Risk management
- Description: Strategic Management cycle consist of strategic planning, implementation, monitoring, evaluation and review of strategy. Strategy implementation has thus become the most significant management challenge. Yang et al. (2010) claim that although formulating a consistent strategy is a difficult task for any management team, making that strategy work and implementing it throughout the organisation is even more difficult. Yang further argues that Strategy implementation has been recorded as a key challenge for today’s organisations. According to Gurowitz (2008, there is evidence which shows that less than 10 percent of strategies formulated are effectively executed. Hrebiniak (2005) advances that; failure in organisations to effectively execute strategies is often as a result of limitation in linking organisational goals with objectives (operations). There are many other factors that influence the success of strategy implementation, ranging from the people who communicate or implement the strategy, to the systems or mechanisms in place for co-ordination. Brynard (2005) asserts that strategy implementation is equally challenging for management in Government departments, given that efforts of Government are aimed at improving service delivery. Poor strategy implementation is linked to poor service delivery. It is also worth noting that whilst implementation is acknowledged as a challenge, joint planning and joint implementation policies and strategies experience even a greater challenge in their implementation According to Young (2006), Debra and Yeates (2008), strategy implementation is in itself a risk because of its impact on the processes, people, and the systems. Strategy implementation is thus considered one of the main risk factors in organisations. In concurring with this view, Lorenzi et al. (2008) proposes that, strategy implementation implies change, and therefore poses risk to the processes, the people and the systems.
- Full Text:
- Date Issued: 2012
- Authors: Tshayingca-Mashiya, Nontsikelelo Valencia
- Date: 2012
- Subjects: Risk assessment -- South Africa -- Eastern Cape -- Growth , Risk assessment -- Development -- South Africa -- Eastern Cape , Strategic planning , Risk management
- Language: English
- Type: Thesis , Doctoral , PhD (in Public Administration)
- Identifier: vital:11678 , http://hdl.handle.net/10353/d1007305 , Risk assessment -- South Africa -- Eastern Cape -- Growth , Risk assessment -- Development -- South Africa -- Eastern Cape , Strategic planning , Risk management
- Description: Strategic Management cycle consist of strategic planning, implementation, monitoring, evaluation and review of strategy. Strategy implementation has thus become the most significant management challenge. Yang et al. (2010) claim that although formulating a consistent strategy is a difficult task for any management team, making that strategy work and implementing it throughout the organisation is even more difficult. Yang further argues that Strategy implementation has been recorded as a key challenge for today’s organisations. According to Gurowitz (2008, there is evidence which shows that less than 10 percent of strategies formulated are effectively executed. Hrebiniak (2005) advances that; failure in organisations to effectively execute strategies is often as a result of limitation in linking organisational goals with objectives (operations). There are many other factors that influence the success of strategy implementation, ranging from the people who communicate or implement the strategy, to the systems or mechanisms in place for co-ordination. Brynard (2005) asserts that strategy implementation is equally challenging for management in Government departments, given that efforts of Government are aimed at improving service delivery. Poor strategy implementation is linked to poor service delivery. It is also worth noting that whilst implementation is acknowledged as a challenge, joint planning and joint implementation policies and strategies experience even a greater challenge in their implementation According to Young (2006), Debra and Yeates (2008), strategy implementation is in itself a risk because of its impact on the processes, people, and the systems. Strategy implementation is thus considered one of the main risk factors in organisations. In concurring with this view, Lorenzi et al. (2008) proposes that, strategy implementation implies change, and therefore poses risk to the processes, the people and the systems.
- Full Text:
- Date Issued: 2012
Perceptions of Chinese students on the quality of the academic programmes and services offered at Nelson Mandela Metropolitan University
- Authors: Song, Junli
- Date: 2011
- Subjects: Nelson Mandela Metropolitan University -- Curricula -- Chinese students , Chinese students -- Education (Higher) -- South Africa -- Port Elizabeth , Strategic planning , Service industries -- Marketing
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9359 , http://hdl.handle.net/10948/1368 , Nelson Mandela Metropolitan University -- Curricula -- Chinese students , Chinese students -- Education (Higher) -- South Africa -- Port Elizabeth , Strategic planning , Service industries -- Marketing
- Description: With English as the medium of academic exchange, Chinese students are the largest single overseas student group in the English speaking countries (2010). Relative to the outbound education market of other countries, the Chinese education market is large, and it is currently receiving much attention globally. Not only is South Africa one of countries where English is spoken, it has relatively speaking, low study fees and easily-accessed visas compared with countries in Europe and the United States. Therefore, South African universities have a virtually unlimited potential for receiving Chinese students. For South African education providers, particularly NMMU as the host university for the research in question, in order to render the expected education quality and to cater for the Chinese education market effectively, it is of utmost importance that the institutions have a clear understanding of Chinese students’ expectations as well as their actual academic experiences (in the broadest context) when studying at this university. The above is closely linked to the expected educational quality, the actual educational delivery as experienced by Chinese students, as well as the levels of satisfaction they experience as students at NMMU. The purpose of this research project is twofold. Firstly, it aims to construct a theoretical model showing the variables and relationships pertaining to expected and actual educational delivery as experienced by Chinese students. Having assessed the perceptions of the respondents based on the findings, another purpose is to design appropriate educational marketing strategies suitable to address the academic needs and expectations of Chinese students in the broadest context. By designing appropriate education strategies, the potential to develop the Chinese education market in South Africa will be enhanced. Given the purpose and nature of the research in question, methodological triangulation strategies were used. A Likert seven-point scale research instrument was developed and administered. Due to the limited number of respondents (n=61), the Likert scale instrument was further subjected to enrich the data by means of face-to-face interviews with 61 Chinese students (respondents), who shared their perceptions on the expectations and actual experiences of NMMU academic programme quality encounters. By following the methodological triangulation strategies, the validity of the findings is enhanced. The phenomenological dimension of the research was conducted according to guidelines as documented in secondary sources. The findings of the matched pair t-tests indicated that significant statistical differences do exist between the ‘expectations’ and ‘actual experiences’ of Chinese students’ perceived academic programme quality. Sufficient evidence is available at the 95 percent level of significance to support the hypothesis H1, namely: “There are differences between Chinese students’ ‘expected’ and ‘perceived’ academic programme quality (actual experience) of NMMU”. Besides the matched pair t-tests, further statistical analyses were performed by means of calculating Cohen’s ‘d’ values and relative percentage ratings to assess the magnitude of the “gap” between expectations and actual experiences of Chinese students studying at NMMU. The findings revealed that the Chinese students were not completely satisfied with their actual experiences when studying at NMMU. The above statistical findings were endorsed by the qualitative findings. Three sets of conclusions and recommendations were identified for this research. Firstly, conclusions emanating from secondary sources on service quality and students’ satisfaction literature were provided, such that students satisfaction is seen more as a psychological state which reveals an overall feeling of the students’ purchase and consumption experience. Secondly, the conclusions linked to the empirical findings revealed significant statistical differences between the expectations and perceptions (actual experiences) of Chinese students’ perceived academic programme quality. Finally, recommendations on relevant NMMU educational marketing objectives/ strategies can be grouped into four domains: - To build a customer-led education business which adheres to the principles of true marketing orientation with the focus on Chinese students. To achieve this objective a high level of understanding of Chinese students’ specific needs and wants when studying at NMMU is of utmost importance. The effective marketing positioning of NMMU can render leverage benefits to themselves and their clientele. - Findings from the biographic data analyses are significant to the positioning strategies and market segmentation strategies of NMMU. - The decision on a proper positioning strategy entails the choice of target market segments, which will determine where and how the education business competes and its choice of differential advantages. - The South African education providers should have appropriate educational brands to entice the Chinese students’ support.
- Full Text:
- Date Issued: 2011
- Authors: Song, Junli
- Date: 2011
- Subjects: Nelson Mandela Metropolitan University -- Curricula -- Chinese students , Chinese students -- Education (Higher) -- South Africa -- Port Elizabeth , Strategic planning , Service industries -- Marketing
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9359 , http://hdl.handle.net/10948/1368 , Nelson Mandela Metropolitan University -- Curricula -- Chinese students , Chinese students -- Education (Higher) -- South Africa -- Port Elizabeth , Strategic planning , Service industries -- Marketing
- Description: With English as the medium of academic exchange, Chinese students are the largest single overseas student group in the English speaking countries (2010). Relative to the outbound education market of other countries, the Chinese education market is large, and it is currently receiving much attention globally. Not only is South Africa one of countries where English is spoken, it has relatively speaking, low study fees and easily-accessed visas compared with countries in Europe and the United States. Therefore, South African universities have a virtually unlimited potential for receiving Chinese students. For South African education providers, particularly NMMU as the host university for the research in question, in order to render the expected education quality and to cater for the Chinese education market effectively, it is of utmost importance that the institutions have a clear understanding of Chinese students’ expectations as well as their actual academic experiences (in the broadest context) when studying at this university. The above is closely linked to the expected educational quality, the actual educational delivery as experienced by Chinese students, as well as the levels of satisfaction they experience as students at NMMU. The purpose of this research project is twofold. Firstly, it aims to construct a theoretical model showing the variables and relationships pertaining to expected and actual educational delivery as experienced by Chinese students. Having assessed the perceptions of the respondents based on the findings, another purpose is to design appropriate educational marketing strategies suitable to address the academic needs and expectations of Chinese students in the broadest context. By designing appropriate education strategies, the potential to develop the Chinese education market in South Africa will be enhanced. Given the purpose and nature of the research in question, methodological triangulation strategies were used. A Likert seven-point scale research instrument was developed and administered. Due to the limited number of respondents (n=61), the Likert scale instrument was further subjected to enrich the data by means of face-to-face interviews with 61 Chinese students (respondents), who shared their perceptions on the expectations and actual experiences of NMMU academic programme quality encounters. By following the methodological triangulation strategies, the validity of the findings is enhanced. The phenomenological dimension of the research was conducted according to guidelines as documented in secondary sources. The findings of the matched pair t-tests indicated that significant statistical differences do exist between the ‘expectations’ and ‘actual experiences’ of Chinese students’ perceived academic programme quality. Sufficient evidence is available at the 95 percent level of significance to support the hypothesis H1, namely: “There are differences between Chinese students’ ‘expected’ and ‘perceived’ academic programme quality (actual experience) of NMMU”. Besides the matched pair t-tests, further statistical analyses were performed by means of calculating Cohen’s ‘d’ values and relative percentage ratings to assess the magnitude of the “gap” between expectations and actual experiences of Chinese students studying at NMMU. The findings revealed that the Chinese students were not completely satisfied with their actual experiences when studying at NMMU. The above statistical findings were endorsed by the qualitative findings. Three sets of conclusions and recommendations were identified for this research. Firstly, conclusions emanating from secondary sources on service quality and students’ satisfaction literature were provided, such that students satisfaction is seen more as a psychological state which reveals an overall feeling of the students’ purchase and consumption experience. Secondly, the conclusions linked to the empirical findings revealed significant statistical differences between the expectations and perceptions (actual experiences) of Chinese students’ perceived academic programme quality. Finally, recommendations on relevant NMMU educational marketing objectives/ strategies can be grouped into four domains: - To build a customer-led education business which adheres to the principles of true marketing orientation with the focus on Chinese students. To achieve this objective a high level of understanding of Chinese students’ specific needs and wants when studying at NMMU is of utmost importance. The effective marketing positioning of NMMU can render leverage benefits to themselves and their clientele. - Findings from the biographic data analyses are significant to the positioning strategies and market segmentation strategies of NMMU. - The decision on a proper positioning strategy entails the choice of target market segments, which will determine where and how the education business competes and its choice of differential advantages. - The South African education providers should have appropriate educational brands to entice the Chinese students’ support.
- Full Text:
- Date Issued: 2011
A model for green IT strategy : a content analysis approach
- Authors: Du Preez, Riekert
- Date: 2010
- Subjects: Information technology -- Environmental aspects , Green technology -- South Africa , Strategic planning , Climatic changes , Green movement
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8630 , http://hdl.handle.net/10948/1485 , Information technology -- Environmental aspects , Green technology -- South Africa , Strategic planning , Climatic changes , Green movement
- Description: Society’s reliance on Information Technology (IT) has increased tremendously in the last few decades. Unfortunately, the growth of the IT sector has occurred at the expense of the environment. The adverse environmental impact of IT operations is partly due to the production and disposal of IT equipment, which can result in harmful pollution and toxic materials being released into the environment. Furthermore, IT equipment consumes large amounts of electricity, and this results in significant amounts of carbon dioxide (CO2) being released into the atmosphere. Since CO2 is classified as a greenhouse gas, it contributes to the phenomenon of climate change. Organisations are socially and ethically required to minimise the environmental impact of their IT operations. However, in addition to fulfilling their responsibility towards environmental sustainability, organisations can gain a competitive advantage through adopting green IT practices. In order to reap the benefits of green IT and to fulfil their social and ethical responsibilities, organisations need to formulate and implement a comprehensive green IT strategy. When formulating strategic decisions, the use of a clear decision process enhances the effectiveness of such decisions. As a result, top IT management require a model or framework which could guide their thinking and allow for a clear decision process when formulating green IT strategy. However, after an extensive search of the literature had been conducted, a research gap was identified for the definition of a model which deals specifically with the formulation and execution of green IT strategy. As a result, this treatise sets out to answer the question of what organisations should consider when formulating and implementing green IT strategy. To answer the research question, the treatise defines a model for green IT strategy. The model was defined by conducting a content analysis of the literature on green IT. The content-analysis ABSTRACT iii research technique was utilised to identify the underlying concepts within the literature related to green IT strategy formulation and execution. The resulting model indicates that green IT strategy formulation requires holistic thinking, since several forces affect green IT strategy. As a result, these forces should be considered when a green IT strategy is to be formulated. However, even if a strategy is formulated by considering all the forces at play, it is of little use if it is not implemented effectively. The model indicates that green IT strategy should be implemented though a series of practices. These practices are not limited to IT practices alone, but include, in addition, several business practices. This indicates that green IT adoption extends far beyond the mere implementation of green technology.
- Full Text:
- Date Issued: 2010
- Authors: Du Preez, Riekert
- Date: 2010
- Subjects: Information technology -- Environmental aspects , Green technology -- South Africa , Strategic planning , Climatic changes , Green movement
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8630 , http://hdl.handle.net/10948/1485 , Information technology -- Environmental aspects , Green technology -- South Africa , Strategic planning , Climatic changes , Green movement
- Description: Society’s reliance on Information Technology (IT) has increased tremendously in the last few decades. Unfortunately, the growth of the IT sector has occurred at the expense of the environment. The adverse environmental impact of IT operations is partly due to the production and disposal of IT equipment, which can result in harmful pollution and toxic materials being released into the environment. Furthermore, IT equipment consumes large amounts of electricity, and this results in significant amounts of carbon dioxide (CO2) being released into the atmosphere. Since CO2 is classified as a greenhouse gas, it contributes to the phenomenon of climate change. Organisations are socially and ethically required to minimise the environmental impact of their IT operations. However, in addition to fulfilling their responsibility towards environmental sustainability, organisations can gain a competitive advantage through adopting green IT practices. In order to reap the benefits of green IT and to fulfil their social and ethical responsibilities, organisations need to formulate and implement a comprehensive green IT strategy. When formulating strategic decisions, the use of a clear decision process enhances the effectiveness of such decisions. As a result, top IT management require a model or framework which could guide their thinking and allow for a clear decision process when formulating green IT strategy. However, after an extensive search of the literature had been conducted, a research gap was identified for the definition of a model which deals specifically with the formulation and execution of green IT strategy. As a result, this treatise sets out to answer the question of what organisations should consider when formulating and implementing green IT strategy. To answer the research question, the treatise defines a model for green IT strategy. The model was defined by conducting a content analysis of the literature on green IT. The content-analysis ABSTRACT iii research technique was utilised to identify the underlying concepts within the literature related to green IT strategy formulation and execution. The resulting model indicates that green IT strategy formulation requires holistic thinking, since several forces affect green IT strategy. As a result, these forces should be considered when a green IT strategy is to be formulated. However, even if a strategy is formulated by considering all the forces at play, it is of little use if it is not implemented effectively. The model indicates that green IT strategy should be implemented though a series of practices. These practices are not limited to IT practices alone, but include, in addition, several business practices. This indicates that green IT adoption extends far beyond the mere implementation of green technology.
- Full Text:
- Date Issued: 2010
Strategic management guidelines for construction SMEs in the Eastern Cape
- Authors: Appels, Gaynor
- Date: 2010
- Subjects: Construction industry -- Management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8663 , http://hdl.handle.net/10948/1414 , Construction industry -- Management , Strategic planning
- Description: SMEs fulfil an important role in the long-term growth and development of the economy of the country. The development and growth of construction SMEs are important for all countries, as a strong SME base has the capacity to produce a high-quality infrastructure for the country. Construction SMEs also stimulate economic activity in other sectors of the economy. Research has, however, shown that the failure rate of small businesses within the first five years is high in South Africa. Reseatch has also indicated that the lack of long-term planning and the lack of strategic thinking are major contributing factors to the business failure of SMEs. SMEs operating in the construction industry are faced with the same challenges as their counterparts in other sectors of the economy, but in addition to those difficulties, construction SMEs also have to deal with the unique characteristics of the industry that have adverse implications for them. The construction industry has experienced considerable growth and success, in the past decade, particularly as a result of the government's considerable infrastructural spending, especially in the run-up to the 2010 FIFA World Cup. The growth in the construction industry has, however, not resulted in similar results for Construction SMEs; and research has shown that most of them have not developed into more established entities. In fact, in the Eastern Cape, 91 per cent of all registered contractors fall within the lowest level of the Construction Industry Development Board's classification system. Many construction SMEs perform poorly, but among them there are those that have the potential to grow and develop into larger more established entities. Research has shown that contractor development programmes aimed at assisting the growth and development of construction companies have been successful in increasing participation in the industry, but not in ensuring that small enterprises grow into self-sustainable established enterprises. In contrast, the research has shown that SMEs that practice strategic management perform better, and that there are many advantages for SMEs in applying strategic management principles. This study, therefore, investigates how strategic management can be applied to address the problems faced by construction SMEs, and to exploire techniques and tools of strategic management that can make a significant contribution to their growth and development.
- Full Text: false
- Date Issued: 2010
- Authors: Appels, Gaynor
- Date: 2010
- Subjects: Construction industry -- Management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8663 , http://hdl.handle.net/10948/1414 , Construction industry -- Management , Strategic planning
- Description: SMEs fulfil an important role in the long-term growth and development of the economy of the country. The development and growth of construction SMEs are important for all countries, as a strong SME base has the capacity to produce a high-quality infrastructure for the country. Construction SMEs also stimulate economic activity in other sectors of the economy. Research has, however, shown that the failure rate of small businesses within the first five years is high in South Africa. Reseatch has also indicated that the lack of long-term planning and the lack of strategic thinking are major contributing factors to the business failure of SMEs. SMEs operating in the construction industry are faced with the same challenges as their counterparts in other sectors of the economy, but in addition to those difficulties, construction SMEs also have to deal with the unique characteristics of the industry that have adverse implications for them. The construction industry has experienced considerable growth and success, in the past decade, particularly as a result of the government's considerable infrastructural spending, especially in the run-up to the 2010 FIFA World Cup. The growth in the construction industry has, however, not resulted in similar results for Construction SMEs; and research has shown that most of them have not developed into more established entities. In fact, in the Eastern Cape, 91 per cent of all registered contractors fall within the lowest level of the Construction Industry Development Board's classification system. Many construction SMEs perform poorly, but among them there are those that have the potential to grow and develop into larger more established entities. Research has shown that contractor development programmes aimed at assisting the growth and development of construction companies have been successful in increasing participation in the industry, but not in ensuring that small enterprises grow into self-sustainable established enterprises. In contrast, the research has shown that SMEs that practice strategic management perform better, and that there are many advantages for SMEs in applying strategic management principles. This study, therefore, investigates how strategic management can be applied to address the problems faced by construction SMEs, and to exploire techniques and tools of strategic management that can make a significant contribution to their growth and development.
- Full Text: false
- Date Issued: 2010
The effectiveness of succession planning in SARS enforcement Port Elizabeth
- Authors: Erasmus, Lynne
- Date: 2009
- Subjects: Executive succession , Manpower planning , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8669 , http://hdl.handle.net/10948/1208 , Executive succession , Manpower planning , Strategic planning
- Description: This research study addressed the importance of succession planning for the organisations’ survival, which depends on the continuous supply of competent, experienced and well trained managers. It addresses the problem of determining the strategies that can be used by SARS Enforcement Port Elizabeth to manage succession planning effectively. To achieve this objective a comprehensive literature study was performed to determine the views on various succession planning models. The literature review serves as a model in the development of a guideline for SARS Enforcement Port Elizabeth management to manage succession planning. An interview was conducted with the Human Resource Manager and Middle management from the various departments who were requested to complete a questionnaire in order to determine the current practices of succession planning. The questionnaire was developed in accordance with the findings from the research. A pilot study was conducted to evaluate the relevance of the study to the problem questions and to evaluate whether the questionnaire will be easily understood. The answers of the respondents were analysed and compared to the findings of the literature study. The information obtained from the literature study and from the respondents resulted in various recommendations and conclusions.
- Full Text:
- Date Issued: 2009
- Authors: Erasmus, Lynne
- Date: 2009
- Subjects: Executive succession , Manpower planning , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8669 , http://hdl.handle.net/10948/1208 , Executive succession , Manpower planning , Strategic planning
- Description: This research study addressed the importance of succession planning for the organisations’ survival, which depends on the continuous supply of competent, experienced and well trained managers. It addresses the problem of determining the strategies that can be used by SARS Enforcement Port Elizabeth to manage succession planning effectively. To achieve this objective a comprehensive literature study was performed to determine the views on various succession planning models. The literature review serves as a model in the development of a guideline for SARS Enforcement Port Elizabeth management to manage succession planning. An interview was conducted with the Human Resource Manager and Middle management from the various departments who were requested to complete a questionnaire in order to determine the current practices of succession planning. The questionnaire was developed in accordance with the findings from the research. A pilot study was conducted to evaluate the relevance of the study to the problem questions and to evaluate whether the questionnaire will be easily understood. The answers of the respondents were analysed and compared to the findings of the literature study. The information obtained from the literature study and from the respondents resulted in various recommendations and conclusions.
- Full Text:
- Date Issued: 2009
An investigation of the role of leadership in strategic planning
- Authors: Devenish, Sean
- Date: 2007
- Subjects: Leadership , Strategic planning , Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8744 , http://hdl.handle.net/10948/746 , Leadership , Strategic planning , Management
- Description: Leadership and planning requires more strategic thinkers on all management levels in an organization. Historically, senior management does not effectively identify those leaders that posses the core traits and competencies to adequately influence the corporate culture by way of transformational and visionary leadership styles, so that it is aligned to the long-term strategy. In this research the author first embarked on a theoretical study into leadership and the associated contingency models, which have lead to the emergence of new styles of leadership, such as transformational, situational and visionary leadership. Thereafter, successful strategy planning and implementation was investigated to determine which leadership styles did the literature reveal are more conducive to successfully executing strategy in adaptive and culturally diverse corporate cultures. Thirdly, an empirical study was conducted to ascertain to what extent transformational and transactional leadership practices by South African firms are being adopted, and the amount of emphasis placed on the strategic thinking process between the leadership styles. Lastly, the data was analysed to explain the relationship between transformational and transactional leadership and strategic planning, and to make recommendations based on the research.
- Full Text:
- Date Issued: 2007
- Authors: Devenish, Sean
- Date: 2007
- Subjects: Leadership , Strategic planning , Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8744 , http://hdl.handle.net/10948/746 , Leadership , Strategic planning , Management
- Description: Leadership and planning requires more strategic thinkers on all management levels in an organization. Historically, senior management does not effectively identify those leaders that posses the core traits and competencies to adequately influence the corporate culture by way of transformational and visionary leadership styles, so that it is aligned to the long-term strategy. In this research the author first embarked on a theoretical study into leadership and the associated contingency models, which have lead to the emergence of new styles of leadership, such as transformational, situational and visionary leadership. Thereafter, successful strategy planning and implementation was investigated to determine which leadership styles did the literature reveal are more conducive to successfully executing strategy in adaptive and culturally diverse corporate cultures. Thirdly, an empirical study was conducted to ascertain to what extent transformational and transactional leadership practices by South African firms are being adopted, and the amount of emphasis placed on the strategic thinking process between the leadership styles. Lastly, the data was analysed to explain the relationship between transformational and transactional leadership and strategic planning, and to make recommendations based on the research.
- Full Text:
- Date Issued: 2007
Assessing the role of leadership in strategic planning
- Authors: Solomon, Wesley Anthony
- Date: 2006
- Subjects: Leadership , Strategic planning , Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8758 , http://hdl.handle.net/10948/609 , Leadership , Strategic planning , Management
- Description: Effective leadership is one of the most important factors that influence the performance of an organization. Effective leadership together with supervision are similar in terms of their influence on others towards achieving the goals of the organization. Therefore, effective leadership and supervision are principal activities through which organizational goals and objectives are achieved.
- Full Text:
- Date Issued: 2006
- Authors: Solomon, Wesley Anthony
- Date: 2006
- Subjects: Leadership , Strategic planning , Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8758 , http://hdl.handle.net/10948/609 , Leadership , Strategic planning , Management
- Description: Effective leadership is one of the most important factors that influence the performance of an organization. Effective leadership together with supervision are similar in terms of their influence on others towards achieving the goals of the organization. Therefore, effective leadership and supervision are principal activities through which organizational goals and objectives are achieved.
- Full Text:
- Date Issued: 2006
Strategy formulation, alignment and implementation to ensure that Behr is competitive internationally : a case study
- Authors: Samuels, Donald
- Date: 2006
- Subjects: Automobile industry and trade -- South Africa , Competition, International , Globalization , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8761 , http://hdl.handle.net/10948/600 , http://hdl.handle.net/10948/d1011685 , Automobile industry and trade -- South Africa , Competition, International , Globalization , Strategic planning
- Description: South Africa’s transition to democracy in 1994 has heralded a re-entry into the global economy. This has meant that for the first time in more than 40 years of isolation because of “apartheid” policies, South African companies are facing global competition. The South African automotive industry has undergone major changes over the past few years. All the assemblers are now either wholly or partially owned by overseas parent companies. Under globalisation, foreign ownership of locally owned suppliers has also been escalating. The Behr strategy and values were examined to determine whether they are consistent with companies operating in the international environment. The literature study was conducted by using textbooks, periodicals and the internet. The empirical study was conducted by means of a questionnaire addressed to the Behr executives. The results of this empirical study were then directly correlated to the theoretical aspects. Distinctive competences, market growth and product development strategies were identified and comparisons made with theory.
- Full Text:
- Date Issued: 2006
- Authors: Samuels, Donald
- Date: 2006
- Subjects: Automobile industry and trade -- South Africa , Competition, International , Globalization , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8761 , http://hdl.handle.net/10948/600 , http://hdl.handle.net/10948/d1011685 , Automobile industry and trade -- South Africa , Competition, International , Globalization , Strategic planning
- Description: South Africa’s transition to democracy in 1994 has heralded a re-entry into the global economy. This has meant that for the first time in more than 40 years of isolation because of “apartheid” policies, South African companies are facing global competition. The South African automotive industry has undergone major changes over the past few years. All the assemblers are now either wholly or partially owned by overseas parent companies. Under globalisation, foreign ownership of locally owned suppliers has also been escalating. The Behr strategy and values were examined to determine whether they are consistent with companies operating in the international environment. The literature study was conducted by using textbooks, periodicals and the internet. The empirical study was conducted by means of a questionnaire addressed to the Behr executives. The results of this empirical study were then directly correlated to the theoretical aspects. Distinctive competences, market growth and product development strategies were identified and comparisons made with theory.
- Full Text:
- Date Issued: 2006
The development of turnaround strategies for the Calitzdorp Spa Tourism resort
- Authors: Holtzhausen, Beatrix
- Date: 2004
- Subjects: Corporate turnarounds -- Management , Health resorts -- South Africa -- Western Cape , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8541 , http://hdl.handle.net/10948/225 , Corporate turnarounds -- Management , Health resorts -- South Africa -- Western Cape , Strategic planning
- Description: The objective of this study was to develop turnaround strategies for the Calitzdorp Spa Tourism Resort (herein after referred to as Calitzdorp Spa) to stop the performance decline and put it back on the road of recovery again. The development of turnaround strategies are dependent on establishing the cause of the performance decline and to enable management to plan effective and optimal strategies for the tourism resort focused on the recovery response. An analysis of various sources on strategic management models were undertaken to find a theoretical framework for the development of a strategic management model that could be applied to a tourism resort. The following model for the strategic management of a tourism resort was consequently developed and consists of the following main components: • Mission, objectives and stakeholders; • Strategic position; • Strategic choice; and • Strategic implementation. A second model for the Turnaround Process of a tourism resort was proposed to assist management in guiding the resort to recovery, consisting of two main phases, namely: • Turnaround situation; and the • Turnaround response. The research methodology followed included: • a literature survey to define the important concepts of tourism, resorts, strategic management and turnaround strategies; • a questionnaire survey to determine customer satisfaction at the Calitzdorp Spa; • telephone interviews to determine the marketing and positioning strategies of the Calitzdorp Spa; and • a focus group discussion session to determine the current situation at the resort and to plan future management strategies of the Calitzdorp Spa. Specific conclusions were made and specific actions recommended based on the results obtained.
- Full Text:
- Date Issued: 2004
- Authors: Holtzhausen, Beatrix
- Date: 2004
- Subjects: Corporate turnarounds -- Management , Health resorts -- South Africa -- Western Cape , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8541 , http://hdl.handle.net/10948/225 , Corporate turnarounds -- Management , Health resorts -- South Africa -- Western Cape , Strategic planning
- Description: The objective of this study was to develop turnaround strategies for the Calitzdorp Spa Tourism Resort (herein after referred to as Calitzdorp Spa) to stop the performance decline and put it back on the road of recovery again. The development of turnaround strategies are dependent on establishing the cause of the performance decline and to enable management to plan effective and optimal strategies for the tourism resort focused on the recovery response. An analysis of various sources on strategic management models were undertaken to find a theoretical framework for the development of a strategic management model that could be applied to a tourism resort. The following model for the strategic management of a tourism resort was consequently developed and consists of the following main components: • Mission, objectives and stakeholders; • Strategic position; • Strategic choice; and • Strategic implementation. A second model for the Turnaround Process of a tourism resort was proposed to assist management in guiding the resort to recovery, consisting of two main phases, namely: • Turnaround situation; and the • Turnaround response. The research methodology followed included: • a literature survey to define the important concepts of tourism, resorts, strategic management and turnaround strategies; • a questionnaire survey to determine customer satisfaction at the Calitzdorp Spa; • telephone interviews to determine the marketing and positioning strategies of the Calitzdorp Spa; and • a focus group discussion session to determine the current situation at the resort and to plan future management strategies of the Calitzdorp Spa. Specific conclusions were made and specific actions recommended based on the results obtained.
- Full Text:
- Date Issued: 2004
An investigation of knowledge management implementation strategies
- Authors: Sunassee, Nakkiran N
- Date: 2003
- Subjects: Knowledge management , Strategic planning , Automobile industry and trade -- South Africa -- Management
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: vital:1141 , http://hdl.handle.net/10962/d1002770 , Knowledge management , Strategic planning , Automobile industry and trade -- South Africa -- Management
- Description: The world is experiencing an era which has been termed the “knowledge age” or the “knowledge economy”. In this new context, knowledge is the primary commodity, and knowledge flows are regarded as the most important factors in the economy. The management of knowledge flows within organisations has become a crucial activity because many of the activities of organisations and the broader economic and social life today are knowledge-driven. In recent years, this managerial activity has become known as Knowledge Management. Equally important are the associated Knowledge Management implementation strategies. Driven by a need expressed by the South African Motor Vehicle Industry for a knowledge management implementation strategy tailored to their needs, this research aimed to develop a knowledge management implementation strategy suited to the needs of this industry. Following an extensive literature survey and a study of the target industry using Duffy’s Knowledge Benchmarking Questionnaire, a model of knowledge management implementation is proposed that is suited to the needs of the South African Motor Vehicle Industry. The model consists of three main interlinked components: Knowledge Management of the Organisation, People, and Infrastructure and Processes. Furthermore, the model recommends a holistic approach to managing knowledge. The critical success factors of the model were tested by means of a survey of industry opinions that validated certain aspects of the model and motivated for changes in others. Additionally, despite the focus of the model on the target industry, it is considered sufficiently appropriate for use by other organisations.
- Full Text:
- Date Issued: 2003
- Authors: Sunassee, Nakkiran N
- Date: 2003
- Subjects: Knowledge management , Strategic planning , Automobile industry and trade -- South Africa -- Management
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: vital:1141 , http://hdl.handle.net/10962/d1002770 , Knowledge management , Strategic planning , Automobile industry and trade -- South Africa -- Management
- Description: The world is experiencing an era which has been termed the “knowledge age” or the “knowledge economy”. In this new context, knowledge is the primary commodity, and knowledge flows are regarded as the most important factors in the economy. The management of knowledge flows within organisations has become a crucial activity because many of the activities of organisations and the broader economic and social life today are knowledge-driven. In recent years, this managerial activity has become known as Knowledge Management. Equally important are the associated Knowledge Management implementation strategies. Driven by a need expressed by the South African Motor Vehicle Industry for a knowledge management implementation strategy tailored to their needs, this research aimed to develop a knowledge management implementation strategy suited to the needs of this industry. Following an extensive literature survey and a study of the target industry using Duffy’s Knowledge Benchmarking Questionnaire, a model of knowledge management implementation is proposed that is suited to the needs of the South African Motor Vehicle Industry. The model consists of three main interlinked components: Knowledge Management of the Organisation, People, and Infrastructure and Processes. Furthermore, the model recommends a holistic approach to managing knowledge. The critical success factors of the model were tested by means of a survey of industry opinions that validated certain aspects of the model and motivated for changes in others. Additionally, despite the focus of the model on the target industry, it is considered sufficiently appropriate for use by other organisations.
- Full Text:
- Date Issued: 2003
Strategic change and its impact on the organisational structure of Pennypinchers (PTY) Ltd.: a case study
- Authors: Kemp, Leona
- Date: 2003
- Subjects: Organizational change , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10877 , http://hdl.handle.net/10948/262 , Organizational change , Strategic planning
- Description: During the 1990’s many South African companies experienced the need to change and adapt. This was largely because of the environmental changes brought about by a new political regime. One of these changes was the exposure of South African companies to global competition. Because the South African business environment had remained relatively static during the 1980’s, many companies had no idea of how to manage change when it became necessary for economic survival. This inability led to the demise of many organisations. As change as a business concept covers a vast area, the main objective of this study was to isolate one area of change and examine it in a practical context. The chosen area was the relationship, if any, between strategy and organisational structure. The practical context chosen was an organisation, which had recently undergone strategic change. The research methodology for this study included the conducting of an intensive literature study, to determine the academic stance on the strategy/structure relationship. Various academic theories were examined to determine whether there was a relationship between the two concepts, and if so, what the relationship should be. This provided a background for the practical evaluation. Literary opinion showed consensus that there was indeed a relationship between the two; in fact the one was integral to the success of the other. That is, if an organisation chooses to consider adopting a change strategy, it should carefully consider its impact on organisational structure. To summarise, in a situation of change, structure should support strategy to ensure a successful transition. An empirical study was then conducted at Pennypinchers (Pty) Ltd , which had recently undertaken to implement a change strategy. The focus of the empirical study was the relationship between the chosen change strategy and organisational structure. The aim was to determine whether the strategy had an impact on organisational structure, and if so, whether the structure underwent During the 1990’s many South African companies experienced the need to change and adapt. This was largely because of the environmental changes brought about by a new political regime. One of these changes was the exposure of South African companies to global competition. Because the South African business environment had remained relatively static during the 1980’s, many companies had no idea of how to manage change when it became necessary for economic survival. This inability led to the demise of many organisations. As change as a business concept covers a vast area, the main objective of this study was to isolate one area of change and examine it in a practical context. The chosen area was the relationship, if any, between strategy and organisational structure. The practical context chosen was an organisation, which had recently undergone strategic change. The research methodology for this study included the conducting of an intensive literature study, to determine the academic stance on the strategy/structure relationship. Various academic theories were examined to determine whether there was a relationship between the two concepts, and if so, what the relationship should be. This provided a background for the practical evaluation. Literary opinion showed consensus that there was indeed a relationship between the two; in fact the one was integral to the success of the other. That is, if an organisation chooses to consider adopting a change strategy, it should carefully consider its impact on organisational structure. To summarise, in a situation of change, structure should support strategy to ensure a successful transition. An empirical study was then conducted at Pennypinchers (Pty) Ltd , which had recently undertaken to implement a change strategy. The focus of the empirical study was the relationship between the chosen change strategy and organisational structure. The aim was to determine whether the strategy had an impact on organisational structure, and if so, whether the structure underwent.
- Full Text:
- Date Issued: 2003
- Authors: Kemp, Leona
- Date: 2003
- Subjects: Organizational change , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10877 , http://hdl.handle.net/10948/262 , Organizational change , Strategic planning
- Description: During the 1990’s many South African companies experienced the need to change and adapt. This was largely because of the environmental changes brought about by a new political regime. One of these changes was the exposure of South African companies to global competition. Because the South African business environment had remained relatively static during the 1980’s, many companies had no idea of how to manage change when it became necessary for economic survival. This inability led to the demise of many organisations. As change as a business concept covers a vast area, the main objective of this study was to isolate one area of change and examine it in a practical context. The chosen area was the relationship, if any, between strategy and organisational structure. The practical context chosen was an organisation, which had recently undergone strategic change. The research methodology for this study included the conducting of an intensive literature study, to determine the academic stance on the strategy/structure relationship. Various academic theories were examined to determine whether there was a relationship between the two concepts, and if so, what the relationship should be. This provided a background for the practical evaluation. Literary opinion showed consensus that there was indeed a relationship between the two; in fact the one was integral to the success of the other. That is, if an organisation chooses to consider adopting a change strategy, it should carefully consider its impact on organisational structure. To summarise, in a situation of change, structure should support strategy to ensure a successful transition. An empirical study was then conducted at Pennypinchers (Pty) Ltd , which had recently undertaken to implement a change strategy. The focus of the empirical study was the relationship between the chosen change strategy and organisational structure. The aim was to determine whether the strategy had an impact on organisational structure, and if so, whether the structure underwent During the 1990’s many South African companies experienced the need to change and adapt. This was largely because of the environmental changes brought about by a new political regime. One of these changes was the exposure of South African companies to global competition. Because the South African business environment had remained relatively static during the 1980’s, many companies had no idea of how to manage change when it became necessary for economic survival. This inability led to the demise of many organisations. As change as a business concept covers a vast area, the main objective of this study was to isolate one area of change and examine it in a practical context. The chosen area was the relationship, if any, between strategy and organisational structure. The practical context chosen was an organisation, which had recently undergone strategic change. The research methodology for this study included the conducting of an intensive literature study, to determine the academic stance on the strategy/structure relationship. Various academic theories were examined to determine whether there was a relationship between the two concepts, and if so, what the relationship should be. This provided a background for the practical evaluation. Literary opinion showed consensus that there was indeed a relationship between the two; in fact the one was integral to the success of the other. That is, if an organisation chooses to consider adopting a change strategy, it should carefully consider its impact on organisational structure. To summarise, in a situation of change, structure should support strategy to ensure a successful transition. An empirical study was then conducted at Pennypinchers (Pty) Ltd , which had recently undertaken to implement a change strategy. The focus of the empirical study was the relationship between the chosen change strategy and organisational structure. The aim was to determine whether the strategy had an impact on organisational structure, and if so, whether the structure underwent.
- Full Text:
- Date Issued: 2003
An investigation into the role of leadership in strategic planning
- Authors: Van Wyk, Luhan George
- Date: 2001
- Subjects: Leadership , Strategic planning
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10888 , http://hdl.handle.net/10948/65 , Leadership , Strategic planning
- Description: Strategic planning will reach its full potential once leadership operates effectively within the South African organisation. In this research, theoretical views of strategic planning and the role leadership should perform within South African organisations in the year 2000 are investigated. Firstly, the author conducted a theoretical study into the strategic management model, and the most important factors influencing it. Secondly, the author investigated the leadership theories in relation to strategic planning. Thirdly, an empirical study was conducted to determine to which extent South African managers are successful leaders, and the resulted impact on strategic planning. Lastly, the author evaluated the empirical study, and made recommendations based on the literature and empirical study conducted.
- Full Text:
- Date Issued: 2001
- Authors: Van Wyk, Luhan George
- Date: 2001
- Subjects: Leadership , Strategic planning
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10888 , http://hdl.handle.net/10948/65 , Leadership , Strategic planning
- Description: Strategic planning will reach its full potential once leadership operates effectively within the South African organisation. In this research, theoretical views of strategic planning and the role leadership should perform within South African organisations in the year 2000 are investigated. Firstly, the author conducted a theoretical study into the strategic management model, and the most important factors influencing it. Secondly, the author investigated the leadership theories in relation to strategic planning. Thirdly, an empirical study was conducted to determine to which extent South African managers are successful leaders, and the resulted impact on strategic planning. Lastly, the author evaluated the empirical study, and made recommendations based on the literature and empirical study conducted.
- Full Text:
- Date Issued: 2001
The development of a balanced scorecard for strategic planning in a frozen vegetable processing plant
- Authors: Du Plessis, Francois
- Date: 2001
- Subjects: Food industry and trade -- South Africa -- Management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10887 , http://hdl.handle.net/10948/52 , Food industry and trade -- South Africa -- Management , Strategic planning
- Description: This research investigated the development of a balanced scorecard for a frozen vegetable processing plant. The balanced scorecard can be utilised as a strategic management and performance measurement system. First, an overview of the balanced scorecard concept was presented. Its four perspectives, namely financial, customer, internal business process, and learning and growth were explained. Thereafter, the process of developing a balanced scorecard was outlined and the translation of a firm’s vision into measurable objectives and targets was discussed. Finally, the literature study evaluated the development of balanced scorecards by means of selected case studies. This included an analysis of the successes and failures of balanced scorecards in practice. The research methodology consisted of: (a) A literature study to determine a framework for developing a balanced scorecard. (b) Interviews and workshops to gather the primary data required to develop a balanced scorecard. The development of a balanced scorecard for a frozen vegetable processing plant using the findings from (a) and (b) above. The following recommendations were made: · Targets and action plans should be developed for the outstanding strategic objectives of the plant, and all key performance measurements should be formalised on key performance area documents. All role players should be involved in this process. · All employees must be exposed to, and understand the plant’s vision, mission statement and the purpose of the balanced scorecard. · All employees need to understand how their actions impact on other employees and the well-being of the plant. They must have set objectives and targets that can be measured. · 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: 2001
- Authors: Du Plessis, Francois
- Date: 2001
- Subjects: Food industry and trade -- South Africa -- Management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10887 , http://hdl.handle.net/10948/52 , Food industry and trade -- South Africa -- Management , Strategic planning
- Description: This research investigated the development of a balanced scorecard for a frozen vegetable processing plant. The balanced scorecard can be utilised as a strategic management and performance measurement system. First, an overview of the balanced scorecard concept was presented. Its four perspectives, namely financial, customer, internal business process, and learning and growth were explained. Thereafter, the process of developing a balanced scorecard was outlined and the translation of a firm’s vision into measurable objectives and targets was discussed. Finally, the literature study evaluated the development of balanced scorecards by means of selected case studies. This included an analysis of the successes and failures of balanced scorecards in practice. The research methodology consisted of: (a) A literature study to determine a framework for developing a balanced scorecard. (b) Interviews and workshops to gather the primary data required to develop a balanced scorecard. The development of a balanced scorecard for a frozen vegetable processing plant using the findings from (a) and (b) above. The following recommendations were made: · Targets and action plans should be developed for the outstanding strategic objectives of the plant, and all key performance measurements should be formalised on key performance area documents. All role players should be involved in this process. · All employees must be exposed to, and understand the plant’s vision, mission statement and the purpose of the balanced scorecard. · All employees need to understand how their actions impact on other employees and the well-being of the plant. They must have set objectives and targets that can be measured. · 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: 2001
The role of strategic control in implementing an empowerment strategy in a selected higher education institution
- Kolver, Willem Andreas Pieter
- Authors: Kolver, Willem Andreas Pieter
- Date: 2001
- Subjects: Education, Higher -- South Africa -- Management , Employee empowerment , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10890 , http://hdl.handle.net/10948/71 , Education, Higher -- South Africa -- Management , Employee empowerment , Strategic planning
- Description: Higher education institutions in South Africa are under pressure on account of changes in their environment so those institutions which can adapt to the changes and continue to carry out their purposes will be the most successful. According to Wellins, Byham and Wilson (1991:21) the employee empowerment and energy that comes with a feeling of ownership, are necessary prerequisites for continuous improvement. When organisational values, leadership actions and human resources systems, for example, rewards, training, and organisational structures are focused on empowerment, continuous improvement actions result. These, in turn, could lead to competitive quality, increased productivity and improved customer service. This dissertation aims to assess what would be an appropriate strategic control model when implementing an empowerment strategy. To this end an empowerment process management model is presented, as well as an investigation into the most effective environment where empowerment can be implemented and the management style needed. Secondly, the characteristics of strategic control are considered and lastly, the particular circumstances of a tertiary education institution are discussed. The findings of this study are that the concept of strategic control and empowerment and the reality which exists at the selected higher education institution concur in certain instances, from the managers’ perspective. Further research to investigate the role of strategic control in implementing an empowerment strategy at the selected higher education institution when all role players are included, is recommended.
- Full Text:
- Date Issued: 2001
- Authors: Kolver, Willem Andreas Pieter
- Date: 2001
- Subjects: Education, Higher -- South Africa -- Management , Employee empowerment , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10890 , http://hdl.handle.net/10948/71 , Education, Higher -- South Africa -- Management , Employee empowerment , Strategic planning
- Description: Higher education institutions in South Africa are under pressure on account of changes in their environment so those institutions which can adapt to the changes and continue to carry out their purposes will be the most successful. According to Wellins, Byham and Wilson (1991:21) the employee empowerment and energy that comes with a feeling of ownership, are necessary prerequisites for continuous improvement. When organisational values, leadership actions and human resources systems, for example, rewards, training, and organisational structures are focused on empowerment, continuous improvement actions result. These, in turn, could lead to competitive quality, increased productivity and improved customer service. This dissertation aims to assess what would be an appropriate strategic control model when implementing an empowerment strategy. To this end an empowerment process management model is presented, as well as an investigation into the most effective environment where empowerment can be implemented and the management style needed. Secondly, the characteristics of strategic control are considered and lastly, the particular circumstances of a tertiary education institution are discussed. The findings of this study are that the concept of strategic control and empowerment and the reality which exists at the selected higher education institution concur in certain instances, from the managers’ perspective. Further research to investigate the role of strategic control in implementing an empowerment strategy at the selected higher education institution when all role players are included, is recommended.
- Full Text:
- Date Issued: 2001
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