Showing items 1 - 20 of 84

Your selections:

The impact of non-compliance to business processes : a case of a South African commercial bank

  • Authors: Agwa-Ejon, J. F. , Vermeulen, A.
  • Date: 2015-07-07
  • Subjects: Banks and banking - South Africa - Gauteng - Management , Strategic planning , Compliance , Compliance auditing
  • Type: Article
  • Identifier: uj:5234 , ISBN 193291711x , http://hdl.handle.net/10210/14662
  • Description: This paper investigates the non-compliance of most Business Processes in the implementation of the goals and targets of commercial Banks in Gauteng South Africa. The Banks lose millions of Rands, as a result of staff not adhering to the Business processes. The non-compliance has a major impact on the successful implementation of bank strategy. The study explores why staffs do not adhere to business processes and establishes their level of understanding and maturity in terms of business processes. The study was conducted in selected branches chosen randomly in Gauteng Province. The analysis done was on data obtained from audit reports, bank investigative reports and financial loss data reports provided by different branches. Questionnaires were also administered to staff in the different branches to understand their own perspective. It is evident from the research that non adherence to processes have a financial and reputational impact on the Banks. Non adherence also has detrimental and adverse impact on achieving overall objectives of the Banks. The most common areas not adhered to were notably; identification and verification of customers; transactions not authorised according to laid down procedures; customers cards not cancelled immediately when reported lost or stolen. The paper then concludes with several recommendations to Bank Management and Strategy implementers on how to use technological methods to check and monitor these processes.
  • Full Text:

Strategy formulation and implementation within an African specialist lending organisation

  • Authors: Bekink, Laurence Peter
  • Date: 2014-04-29
  • Subjects: Strategic planning , Organizational effectiveness
  • Type: Thesis
  • Identifier: uj:10912 , http://hdl.handle.net/10210/10433
  • Description: M.Com. (Business Management) , Many organisations in today’s business environment are failing to achieve their stated strategic objectives. This is largely reported as a failure to effectively execute the planned strategy. Against this backdrop, this dissertation aims to analyse the strategic process followed by a private education provider which operates as a standalone division of a large financial services organisation. The study combines an exploratory literature review with survey research conducted in the subject organisation. A cross sectional survey, which focused on strategy formulation and implementation, was designed and implemented to assess employees’ knowledge and perceptions of the organisation’s internal strategic process. The results of the research revealed high levels of uncertainty surrounding the current strategic objectives, which suggest difficulty on the part of the organisation in effectively realising the intended strategy. A course of action was recommended to rectify this situation, which will serve as the blueprint for further research into the development of a well-rounded generic model for improving the strategic process in an organisation.
  • Full Text:

A study of a shared vision at a travel agency

  • Authors: Botha, Phyllis Stephne
  • Date: 2008-05-22T07:35:26Z
  • Subjects: Strategic planning , Mission statements , Flight Centre Limited (Firm: South Africa)
  • Type: Thesis
  • Identifier: uj:2094 , http://hdl.handle.net/10210/443
  • Description: The importance of vision and mission statements is well documented. An increasing number of authors argue that strategies in an organisation have a major impact on its performance relative to its peers (Hill & Jones, 2001:4; Thompson & Strickland, 1996:2). Raric and Vitton found that organisations with a formalised mission statement have double the average return on shareholders’ equity than those organisations without formalised mission statements. However, the extent of manager and employee involvement in developing vision and mission statements can make a difference in business success (David, 2001:57). Most organisations develop both a mission and a vision statement. There is a subtle difference between the two that should not be confused, this will be qualified in this study. The purpose of such statements is, among others, to give the customer and other stakeholders an overview of the identity of the organisation in terms of who they are, what they do and where they are headed (Thompson & Strickland, 1996:22). It implies a formal commitment by the organisation to its stakeholders, sending out the message that its strategies will be formulated with the claims of its stakeholders in mind (Hill & Jones, 2001:45). It is often found that these expectations are not realised. The customer is frequently left with the perception that employees are unaware of the key values and the overall direction the organisation is taking. This study will focus on Flight Centre Limited (South Africa) to determine the extent of commitment of employees to the strategic vision of the organisation. , Mr. T.F.J. Oosthuizen
  • Full Text:

The computer auditor's involvement in IT strategic planning

  • Authors: Brown, Ronald Arden
  • Date: 2014-08-19
  • Subjects: Information technology , Strategic planning
  • Type: Thesis
  • Identifier: uj:12097 , http://hdl.handle.net/10210/11842
  • Description: M.Com. (Computer auditing) , 1. Overview of Topic This dissertation deals with the question of the computer auditor's involvement in IT (Information Technology) strategic planning. Increasingly, organizations have come to value IT for the competitive or strategic advantage that it can provide in the modern marketplace. IT has thus moved from being an administrative function to being of strategic importance to an organization. The IT strategic plan expresses an organization's beliefs and goals relating to the use of information technology and the use of IT for strategic purposes. The IT strategic plan should ideally support the organizational goals and the principles identified in the organizational strategic plan. 2. Research Problem and Methodology The purpose of this research project is to identify whether a computer auditor should be involved in IT strategy planning. It is contended that the involvement would normally be that of auditing an IT strategy, but could also extend to providing input into the development of such a strategy. This dissertation suggests that the IT strategy is a risk area in the organization and as such should be examined by the computer auditor. In addition, the concept of IT strategy being a key control system within the organization is introduced. A survey of literature is used to justify the above. Based on points gleaned from the literature survey, a suggested guideline for auditing an IT strategy is proposed. 3. Results of the Research Although a comprehensive survey of literature was performed. no indication was found that this topic had been dealt with in the past. The literature survey. however, proved to be of value in defining IT strategy and identifying it's risk areas. In addition, some of the literature did imply that there was scope for the involvement of the computer auditor in IT strategy planning. The literature survey also indicated that the topic of IT strategy was of importance to South African companies. Based on the literature survey it was concluded that, because IT strategy represented a risk area to the organization, the computer auditor should be involved in the audit thereof. The following guidelines were drawn up: one to assist in identifying when an IT strategy should be audited, one to identify control objectives relating to IT strategy and a corresponding audit guideline for each control objective. 4. Conclusion The literature surveyed indicated that there was a definite need for the computer auditor to become involved in the audit of IT strategy. The guideline presented for the audit of an IT strategy should prove to be useful to the computer auditor in identifying when and how an IT strategy should be audited. Investigating the actual involvement of the computer auditor in IT strategic planning was identified as an area for possible future research.
  • Full Text:

The role of management in effective knowledge and skills transfer

  • Authors: Buys, Neil Armstrong
  • Date: 2013-05-01
  • Subjects: Transfer of learning , Employees - Training of , Business planning , Strategic planning , Information resources management
  • Type: Thesis
  • Identifier: uj:7503 , http://hdl.handle.net/10210/8360
  • Description: Ph.D. (Leadership Performance and Change) , Organisations worldwide have made substantial investments in the training of their employees even though it is generally understood that only a small amount of learning is usually transferred to the work environment. The knowledge of the extent of employer investments in training compared to the benefits that accrue from this training for the organisation underlies the continuous debate concerning the return on investment and the effectiveness of the transfer of learning. Learning Transfer is defined as the application of knowledge, skills and attitudes learned from training and the subsequent maintenance of it over a period of time. This paucity of learning transfer, in spite of the substantial investment in training by employers, must be considered against the reality of organisations continuously being confronted by demands emanating from developments such as globalisation. Equally, technological developments necessitate change in the nature of work and consequently in the knowledge and skills required by employees to perform the work, as well as for organisations to remain globally competitive. The aim of this study is to determine whether a causal relationship exists between management support for learning and the effectiveness of learning transfer. In pursuance of finding causes for the lack of learning transfer, the study has the further objective of determining whether management support could be elevated above other differentiators, such as motivation of the trainee, training design and the workplace or organisational climate factors. The study is premised on the perception that management exercises a great deal of influence over their employees and that they determine organisational outcomes because of their decision-making authority. This gave rise to the presumption that management plays a leading role in ensuring that effective learning transfer is achieved and that the nature and extent of management‟s influence determines whether effective and efficient learning transfer is realised.
  • Full Text:

The significance of facilitation skills for business process engineering : financial institutions

  • Authors: Choshi, Madimetja Frans
  • Date: 2016
  • Subjects: Reengineering (Management) , Organizational effectiveness , Management information systems , Strategic planning , Financial institutions
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://hdl.handle.net/10210/213386 , uj:21146
  • Description: Abstract: The aim of this study is to investigate the lack of communication and facilitation skills negatively affecting the success of business process improvement projects conducted by engineers within the financial institutions. Recent studies have shown that successful and sustainable process improvement initiatives partially dependent on stakeholder (all levels) support and buy-in within any service industry. Resistance by the stakeholders has become a major concern in implementing improvement initiatives because the project outcomes are not clearly understood. An organisations ability to constantly improve processes enables it to constantly meet customer expectations and protect or improve its competitive edge. The first chapter provides insights on the certain causes and failures of business process improvement initiatives based on the research title. The chapter highlights certain information from past research conducted within the background and introduction. It further provides the significance of the study, brief introduction to each chapter and objectives the researcher wanted to achieve. In chapter two, literature information is provided to further support the study conducted. The literature focuses on business processes, business process improvement, common best practise methodologies and how they relate to facilitation. A survey was conducted by 21 experienced process engineers to analyse the process improvement projects failures researched. The outcomes indicated that most projects fail as a result of lack of leadership support, poor change management and project buy-in. The researcher further provides recommendations on how to better manage, get support and implement successful business process initiatives using facilitation skills. The researcher perceives facilitation skills as the added catalyst to ensuring positive outcome for business process improvement initiatives. The researcher anticipates that information will provide readers with a different perspective of the challenges experienced by engineers in service industries and ideas for future development of business process improvement methodology. , M.Ing. (Engineering Management)
  • Full Text:

A proposed integration of process control and strategic management in an industrial organisation

  • Authors: Cronje, Jacobus Christiaan
  • Date: 2012-08-15
  • Subjects: Strategic planning , Process control
  • Type: Thesis
  • Identifier: uj:9321 , http://hdl.handle.net/10210/5761
  • Description: M.Comm. , The value of Strategic Management in organisation has been realised all across the world. Strategic Management theory has been proven on all levels of organisation from corporate, through organisational and also functional areas. It is not uncommon for organisation to have well-published and effective functional strategies, such as financial, marketing and human resources. Strategy however in the engineering functions of organisations is often neglected or even non-existent. Process Automation is one of these functional areas, which is extremely seldom strategised. This study aims at addressing these shortcomings, by firstly recognising the change world economy, which illustrate the volatility of the modern economy. The study then attempt to prove that in order to have a competitive advantage, is it necessary to establish and implement a strategic plan. The chapter illustrates that operational effectiveness is a function of strategic planning but not in itself a competitive advantage. The study continues at evaluating different sources of strategic management to supply insight and background into the strategic management area. The second part of the study moves away from commercial items and address the field of process control and automation. It illustrates the scope and importance of process automation for all modern industries. Once strategic management and process automation has been adequately discussed, it is necessary to derive the Process Automation Strategy through combining the two very different fields of study. It is important to consider Process Automation Strategy not as an isolated subject field, but an integrated part of the organisation. For this reason was all influences considered on the organisation. A theoretical guideline to the establishment of a Process Automation Strategy was derived through the Strategic Management procedure discussed earlier in the study.
  • Full Text:

The alignment of human resources deliverables with the business strategy of the national research foundation

  • Authors: Davids, Yolanda Crisanda
  • Date: 2011-10-11T07:16:01Z
  • Subjects: Human capital , National Research Foundation (South Africa) , Strategic planning , Success in business
  • Type: Thesis
  • Identifier: uj:7234 , http://hdl.handle.net/10210/3889
  • Description: M.Comm. , The vision, values and critical success factors incorporated in the balanced scorecard (BSC) have to support the organisational strategic goals. The Learning and Growth Perspective, the foundation of the BSC, assesses organisational capital, information capital and the skills and capabilities of the Research and Innovation Support Advancement (RISA), a division of the National Research Foundation (NRF). This allows the organisation to gain insight into and understanding of what is effective and which learning and growth systems need changing. The RISA’s balanced scorecard (BSC) does not demonstrate how the Learning and Growth Perspective addresses the organisational strategic objectives. In this study, the researcher wished to identify the critical success factors (CSFs) of the Learning and Growth Perspective of RISA so as to achieve its strategic objectives. A cross-sectional, survey-based research approach was adopted. The questions formulated examined the CSFs in five critical areas of the Learning and Growth Perspective namely, information technology, leadership, organisational culture, human resources management and talent management. Two critical success areas, namely talent management and HRM were identified as having an impact on the Learning and Growth Perspective of RISA. In addressing these areas, the organisation will be able to align its organisational capital, information capital and human capital with its overall strategy.
  • Full Text:

'n Ondersoek na die konjunktuurverskynsel met besondere verwysing na die fases van die konjunktuurgolf

  • Authors: De Villiers, C.J.
  • Date: 2014-05-08
  • Subjects: Business cycles - South Africa , Strategic planning
  • Type: Thesis
  • Identifier: uj:10964 , http://hdl.handle.net/10210/10537
  • Description: M.Com. , In this treatise, research is done into the various theories with regard to the business phenomenon and the various phases of the business cycle according to various economic indicators. A characteristic of the South African economy as well as other capitalistic systems, is that business indicators have a unstable tendency. Times of prosperity are followed by times of recession when unemployment, production, prices, profits and economic welfare, decline. The recession is again followed by times of prosperity which are characterised by increases in job opportunities as well as rising prices, profits and living standards. This wave like movement in economic activity is known as the business phenomenon. There are certain forces which directly affect the business cycle - some of them force it upwards while others force it downwards. The direction of the business cycle depends on the dominant forces. As soon as the forces are exhausted, a turn in the cycle results. The series regarding the business cycle are classified according to specific schools of thought in order to investigate their development as well as the main causes of the wave like motion in economic activities. A simple classification can be made by dividing the theories into those which preceded the publication of J.M. Keynes' General Theory of Employment, Interest and Money in 1936 as the Classical or Pre-Keynesian, and those which form the Keynesian school of thought and which appeared since the thirties as the Post-Keynesian theories. Firstly the Pre-Keynesian business cycle theories are discussed with reference to amongst others the demand theories, supply theories, the monetary theories and. the impulse theories. Thereafter the Post-Keynesian business cycle theories are discussed, that is those of Hicks, Kalecki, Goodwin and Duesenberry. An examination of the different phases of the business cycle implies a study of the movement of economic data in a upward and downward direction. Four phases can be discerned within the business cycle namely: the upward phase, the upper turning point, the downward phase and the lower turning point. The position of the various indicators will determine in which phase a country's economy finds itself. Economic activities are never stagnant, with the result that a period of prosperity may be followed panicking or a pez'Lod of depression. Several economic indicators may indicate this sequence, for instance unemployment, declining output and profit margins, and the resulting loss of income on the national level. As soon as the lower turning point is reached, the economy starts to recover and a period of prosperity again follows. It can thus be argued that the business cycle is a result of interaction between demand and supply. The business cycle has a significant result on the economy as a whole. It influences the prosperity of the country and even that of the undertaking, its manpower position, its capacity occupation and its factors of production. Every individual is effected to the extend that his disposable income is directly determined by the position of the business cycle. The phases of the business cycle and the inclining and declining motion of economic data contains the nucleus of the effect of the external environment on the undertaking.
  • Full Text:

Regstellende aksie as deel van Transnet Beperk se strategiese plan

  • Authors: Du Plessis, Deon Gerhardus
  • Date: 2014-02-11
  • Subjects: Affirmative action programs-South Africa , Strategic planning , Transnet (Firm : South Africa)
  • Type: Thesis
  • Identifier: uj:3878 , http://hdl.handle.net/10210/9245
  • Description: M.Com. (Business Management) , Affirmative action is extremely topical in South Africa today, not only in terms of business principles but among individuals and communities as well. Since the establishment in the late 1850's of the South African Railways and Harbours and it's eventual change to the present-day Transnet, a "white" culture was constantly being established. For the past number of years Transnet is engaged in bringing about a culture change to transform the company into an equal opportunity company. The purpose of this study is to describe the the full meaning of affirmative action in Transnet and to put the importance of such action for both the Company and it's employees into perspective. The methods used by Transnet to apply affirmative action with the least possible resistance and interruption of business are also discussed. In Transnet affirmative action is part of a process known as the tum strategy. Through a personal interview with the Group General Manager (Human Resources) of Transnet the origin and implementation of the turn strategy is explained. The tum strategy consists of thirteen substrategies that must be completed before the exercise can be called a success. The success of the turn strategy could rest on the evaluation and monitoring of the results of the substrategies. A spirit of co-operation between Management and organised labour was achieved by involving both parties as members of the Turn Strategy Council. The Turn Strategy Council is responsible, inter alia. for monitoring the turn strategy. In conclusion specific findings and recommendations are made. Although it may be necessary to make adjustments to suit local circumstances, the value of the study is in the opportunity it affords other companies/organisations to use Transnet's model to implement affirmative action.
  • Full Text:

Aspects of management in a research and development organization

  • Authors: El-Hesnawi, Mohamed Rahoma
  • Date: 2009-02-26T12:18:37Z
  • Subjects: Industrial research management , Organizational change , Strategic planning
  • Type: Thesis
  • Identifier: uj:8155 , http://hdl.handle.net/10210/2161
  • Description: M.Phil. , The important role that research and development (R&D) plays in the economic well being of a nation, and by implication the profitability of a business enterprise, has long been recognized. In this era, in which the world live in turbulent times, technology advances at an ever-increasing pace and customers needs are constantly changing. Global competition has reached unprecedented levels. Globalisation brings new economic powers and opportunities constantly. The global marketplace has emerged as a battlefield of the world, were many competitors are fighting for a share. These factors urge the need more than ever for new products, processes and services to be able to enter this battlefield and emerge as a victorious. The way to these new products, processes and services is the adaptation of an effective program of R&D. It is therefore important to appreciate the many aspects of the R&D function, which is the subject of this work. This research stresses the benefits that R&D brings to the nation and what measures that nation can adopt to promote R&D programs. The work also stresses the importance of R&D to private firms, and how the performance of such firms is linked to their use of technology and to the intensity of their R&D programs. Firms sustain economic growth and secure a competitive position by creating new products and new services, and these are the natural results of the R&D process. In the course of executing their R&D programs, firms are faced with many barriers and constraints that impede successful R&D activities. Many barriers have been identified and classified into different categories. Firms function in different environments, have different sizes, and different affiliations, hence it is difficult to suggest that there is a fixed set of R&D management practices that will fit all kinds of firms. In this research many general R&D management practices are recommended, which if implemented may lead to a successful R&D results. R&D is one of the important functions of the business; hence its strategy should be a natural extension of the business and should support this strategy. The concept of business strategy and why firms need to develop business strategy are discussed. Also elements needed to develop a best R&D strategy are recommended.
  • Full Text:

An integrated process framework for engineering endeavours

  • Authors: Erasmus, Jonnro
  • Date: 2013-05-27
  • Subjects: Engineering firms - Management , Project management , Strategic planning , Risk management
  • Type: Mini-Dissertation
  • Identifier: uj:7549 , http://hdl.handle.net/10210/8407
  • Description: M.Ing. (Engineering Management) , With the exponential increase in the complexity of modern products, the enterprise which creates the product also increases in complexity. Projects to realise engineering products are often fraught with delays, budget overruns and unsatisfied clients. Such failures are often caused by any of the following factors: Lack of understanding and definition of the responsibilities of the parties involved; Lack of understanding of the challenges and planning to deal with those challenges; Lack of control of the input and output requirements, information and risks; Poor communication in the project team due to ambiguous and undefined technical terms; and Lack of work integration due to poor understanding of the different domains involved in the project. This dissertation sets about exploring the domains of systems engineering, project management and quality management, by extensively referencing industry standards and international good practice in the quest of unravelling conflicts and uncertainties. Selected concepts and business processes of each domain are studied to arrive at an understanding of the objectives and scopes of those processes. This understanding enables the integration of these business processes and concepts by utilising the widely-used plan-do-check-act (PDCA) cycle. The business processes of each domain are divided into the four PDCA quadrants and integrated models of those quadrants are presented. The four quadrants are synthesised into a single framework which shows the project management, quality management and systems engineering processes performed during a single project phase. This Engineering Management Framework may be tailored for the design and realisation of any complex product, given adequate planning, understanding of the challenges and knowledge of the subject matter.
  • Full Text:

Die strategiese bestuur van arbeidsverhoudinge : 'n empiriese ondersoek

  • Authors: Ferndale, Urin
  • Date: 2014-05-14
  • Subjects: Strategic planning , Industrial relations
  • Type: Thesis
  • Identifier: uj:11080 , http://hdl.handle.net/10210/10653
  • Description: D. Litt. et Phil. (Human Resources) , Labour relations in South Africa is characterized by instability and is intensified by the negative influence of the external environment. Against this background the strategic management of labour relations was investigated as a possible means to positively influence labour relations in South Africa. A model for the strategic management of labour relations was developed and it was concluded that it is essential that the mentioned model be followed in South Africa. A detail theoretical and empirical analysis was done to determine the extent of the influence of the economy, politics, the social environment, trade unions, employer organizations, the juridical environment and personnel related aspects and practices on labour relations. The empirical data were gathered by means of a structured questionnaire from respondents working in the personnel field. The main findings of the study indicated that the external environment will have a profound effect on labour relations in near future. Unemployment, population growth, housing, the right and left wing political parties and inflation were identified as the aspects which will probably have the most negative influence on labour relations in the future. Various personnel management aspects and practices were identified which might have a positive influence on labour relations: communication, training, labour relations training, equal opportunities, social responsibility, participative schemes and induction. One of the main conclusions of this study was that the extent of the influence of the external and internal environment continuously be monitored by companies and that a strategic plan for the managing of labour relations be developed.
  • Full Text:

Organisational citizenship and the post-acquisition of a global hotel brand

  • Authors: Fisher, Wayne
  • Date: 2018
  • Subjects: Strategic planning , Hotel management , Consolidation and merger of corporations
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://hdl.handle.net/10210/402855 , uj:33732
  • Description: Abstract : The purpose of this study was to examine the power of organisational support, brand satisfaction and brand trust on the organisational citizenship for employees in the post-acquisition integration of a global hotel brand. This was conducted through theoretical and empirical objectives. The development of a conceptual model framework paved the way for the postulation of five hypotheses. To put the proposed research model and hypotheses to the test, data was collected in South Africa, in particular, a hotel group that was newly acquired, with hotels spreading through sub- Saharan Africa. This study used quantitative research methodology. A data collection tool was used to be able to measure data on a scale with a numerical value that was then subdivided into the various elements of the surveying measuring instrument. Descriptive statistics was used to measure and determine the strength of the relationship between the dependent variables and the independent variables to test the developed hypotheses in question. The total usable sample size was 235. As consequence, the findings of this research indicate that organisational support can have a strong influence on brand trust and brand satisfaction but only indicates that organisational citizenship is influenced by organisational support via brand satisfaction and not directly, nor via brand trust. Managerial implications of this research are discussed with limitations and future research advised. This research contributes new knowledge to the body of strategic management literature in Africa. , M.Com. (Strategic Management)
  • Full Text:

The role of strategic leadership in strategy implementation

  • Authors: Fourie, Barend Jacob
  • Date: 2010-02-23T10:18:30Z
  • Subjects: Strategic planning , Business planning , Leadership
  • Type: Thesis
  • Identifier: uj:6630 , http://hdl.handle.net/10210/3031
  • Description: D.Com. (Strategic Management) , A review of the literature reveals that strategy implementation is an important component of the strategic management process. In addition, it has been noted that there is a high failure rate in the implementation of strategy as a result of the existence of many potential barriers to the effective implementation of strategy. A lack of leadership – specifically strategic leadership – in the management structures of organisations has been identified as one of the possible barriers to the effective implementation of strategy. However, strategic leadership is also widely regarded as one of the key drivers of strategy implementation. In view of the fact that the role of strategic leadership in strategy implementation has been overlooked, the following research question was addressed: What is the perceived role of strategic leadership in the implementation of strategy in South African organisations? In the light of the identified problem and research question, the primary objective of this study was to investigate the perceived role of strategic leadership in the implementation of strategy in South African organisations. The thesis was that strategic leadership positively contribute to the effective implementation of strategy in South African organisations.
  • Full Text:

Value engineering within a changing telecommunication market

  • Authors: Geyser, Deon
  • Date: 2011-11-30
  • Subjects: Consumer satisfaction , Strategic planning , Organizational learning , Value analysis (Cost control) , Reengineering (Management) , Telecommunication management , Organizational change
  • Type: Thesis
  • Identifier: uj:1763 , http://hdl.handle.net/10210/4117
  • Description: M.Ing. , The telecommunications industry worldwide is experiencing massive downsizing activities as the mobile telecommunications market is flooded with mobile operators. In Europe and other leading countries world wide, fixed line operators are able to cover more than 90% of the population of the country and there is not such a necessity for a mobile service as in a country such as South Africa, where less than 50% of the population is connected to a fixed line operator. Together with many investors, planning to create substantial returns on investments saturated the communication market in these worldleading countries. When mobile data transfer, in the form of GPRS (General Packet Radios Services) and UMTS (Universal Mobile Telecommunication System), was developed it was estimated that the amount of mobile data transferred (via mobile operators) per annum would exceed the amount of data transferred by normal fixed line transport (fixed line operators). Many mobile cellular operators worldwide have invested in these technologies but their ROI (Return on Investment) is not nearly as good as was estimated in the initial feasibility study of the technologies. Together, these issues have had a negative impact on all the world leading mobile communication infrastructure suppliers, which had to downsize to accommodate the decrease in world business. Only 3rd world countries (such as in Africa) are still expanding their mobile networks and are creating some business opportunities for the world leading suppliers, but it is unfortunately not sufficient to sustain the current business. With the initial roll out of GSM (Global system for mobile communication) network infrastructure suppliers could ask what they want for the equipment and services supplied, as these were hard to imitate, but as the market grew, more competitors were able to meet their standards in equipment quality and better the price and service.
  • Full Text:

Project management and strategic initiatives intersect for increased sustainable competitive advantage

  • Authors: Grobler, Cornelius Bernhard
  • Date: 2012-05-30
  • Subjects: Project management , Competition , Strategic planning
  • Type: Mini-Dissertation
  • Identifier: uj:2280 , http://hdl.handle.net/10210/4741
  • Description: M.Comm. , One of the challenges facing traditional stock broking firms, including Investec Securities, the firm used as the case study in the dissertation, is to strengthen and align their operational business to support the strategic initiatives of the revenue-generating component of the business, to enable them to deliver well diversified, top performing wealth generating investment products and services to the astute and knowledgeable investor of the 21st century. Projects and project management serve as primary capabilities of an organisation to respond to change and to strive to maintain a competitive advantage. Projects may be considered in the design and implementation of future strategies of the organisation. It is therefore necessary for management to shift their focus towards the simultaneous management of the whole collection of projects as one consolidated entity, linking the set of projects to the ultimate strategic business initiatives of the organisation. The purpose of this study is to investigate the benefits of implementing standardised project management methodologies in large stock broking firms in South Africa using Investec Securities, the largest stock broker in the country, as a case study. The secondary objectives were to assess the effectiveness of project management in the organisation, gain insight into the concept of standardised project management, and assess which methods the Project office applies to align strategic business initiatives with project expectations and delivery. Given the purpose and objectives of the study a qualitative approach was taken as the primary research methodology for the study. The sampling design was a purposive non-probability sample, and the survey population consisted only of individuals employed in Investec Securities that play an active role in the project management programme and/or strategy formulation of the organisation. Data was collected using the survey research method in the form of a questionnaire distributed to respondents with the purpose of obtaining a representative sample of the target population. This study aimed at gleaning respondent’s perceptions on project management, business strategy, and their alignment within the chosen organisation.
  • Full Text:

Developing a competitive intelligence strategy framework

  • Authors: Gulwa, Mzoxolo
  • Date: 2015
  • Subjects: Strategic planning , Business intelligence , Financial institutions
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://hdl.handle.net/10210/82502 , uj:18967
  • Description: Abstract: For CI to have the greatest contribution to strategic management, CI professionals need an understanding of the CI needs of decision makers. The aim of this research is to build an understanding of the CI needs of decision makers at the case organisation, a Financial Institution. The resulting analysis informs recommendations on how the Financial Institution's CI capability can be enhanced to better meet the CI needs of the organisation's decision makers. The conclusion and recommendations are compressed into a twelve point CI strategy framework. A strategy framework is a planning tool which can be used to explore ways to enhance an organisation's strategic planning capabilities. The interpretivist research philosophy was used as the subject of the research needs to be understood in the context of the case organisation. This research has adopted a single qualitative case study approach. The existing base of theory on CI needs of decision makers in a financial institution is limited. In addition, there is no existing research on the CI needs of decision makers at the case organisation; hence the case approach was selected. A self-administered structured questionnaire was used as a data collection method, targeting 500 managers and executives at the Financial Institution. A total of 124 questionnaires were returned out of the 500 questionnaires that was sent out, therefore the response rate was n=25%. Data from the research was analysed and thereafter conclusion and recommendations were made mainly based on the research problem: How can competitive intelligence needs of decision makers at a Financial Institution be better met? Key findings of this research are that managers and executives at the Financial Institution have a good understanding of what strategic management is about as well as the role of CI in strategic management; they place considerable value on CI in... , M.Com. (Strategic Management)
  • Full Text:

An actionable approach to designing a risk management methodology

  • Authors: Hamman, Claudius
  • Date: 2012-10-30
  • Subjects: Risk management , Strategic planning
  • Type: Thesis
  • Identifier: uj:10487 , http://hdl.handle.net/10210/7984
  • Description: M.Comm. (Strategic Management) , Due to dramatic changes in the organisational landscape, organisations have had to review and amend risk management frameworks, processes and principles more regularly. Consequently, organisations now require an approach to risk management that enables the achievement of strategy, objectives and business activities. Risk management has to be implemented with the consideration of both the internal and external business environment on an enterprise-wide basis. The latter should result in a competitive advantage that drives organisational performance and reduces the total cost of risk. A pro-active approach to managing the effects of uncertainty on objectives has become a necessity for remaining competitive in constantly changing business environment. This study investigates the context and ideology through which risk management can be implemented. The purpose of the research was to identify, customize and recommend a sound methodology which can be incorporated in order to implement risk management as a business enabler. By adopting an exploratory approach, the researcher conducted qualitative research, in the form of an in-depth case study, on a multinational financial services organisation. Structured interviews were held with senior individuals in order to gather data regarding the risk management practices of the organisation.
  • Full Text:

Strategic advantage through customer value

  • Authors: Harding, Vernon Victor
  • Date: 2012-08-21
  • Subjects: Total quality management , Strategic planning , Customer relations , Consumer satisfaction
  • Type: Mini-Dissertation
  • Identifier: uj:2909 , http://hdl.handle.net/10210/6339
  • Description: M.Comm. , Lots have been said in the literature in regard to customer value and the way it should influence the company and its management strategy. Customer focused, close to the customer, building customer relations creating customer value, becoming customer driven and exceeding customer expectations are some of the hottest subject executives are talking about. If so way are most companies in South Africa and in the world still content with their internal measurements without asking whether what they are measuring has any relevance on the companies performance (Fagiano, 1997:6). For South African companies competitiveness have never been more important because of the rapidly changing global environment and the swift changes in the demographic and socio-economic locally (De Villiers & Slabbert, 1996:35). The death of distance and the (Peters, 1997:2) current exchange rate of the rand makes it advantageous for international companies to invest in South-Africa putting local companies under a lot of strain. It is proposed to use customer value as a strategic performance measure tool and to develop a customer driven culture to insure that the perceived value of the product is above expectation and that branding is achieved through customer value. It was indicated that customer value can be a performance measurement tool and a major component in the strategic management process and that it is here to stay and will be a vehicle for many a company to achieve competitive advantage. The principle of customer value is not new and has been proven in the Total Quality Management process. It would thus be building on existing capabilities that have been acquired from total quality management of internal processes and products. The challenge lies in refocusing from the internal quality processes to an external customer value. This movement of focus will not be easy and organisations will have to rethink their culture, structure and managerial capabilities. Employees will need to learn a few new skills such as (1) customer responsiveness and evaluation, (2) innovation, (3) strategic thinking, (4) radical thinking and internal motivation
  • Full Text:
  • Disclaimer
  • Privacy
  • Copyright
  • Contact