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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
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The use of project management principles to facilitate strategic change within Gauteng Department of Environment and Associated Merits

Creating value within "Florida Swimming Club" : strategic imperatives for 2008 and beyond.

  • Authors: Hemmings, Fred , Pampallis, Andrew
  • Date: 2009
  • Subjects: Florida Swimming Club , Strategic planning
  • Type: Article
  • Identifier: uj:6200 , ISBN 978-0-86970-661-9 , http://hdl.handle.net/10210/5280
  • Description: The essence of the research undertaken was to put a NPO, the Florida Swimming Club clearly on the map with regards to developing a strategy for them to capitalise upon in the 2008/2009 swimming season. A number of key issues relevant to their identified key stakeholders were identified from the research that they are busy capitalising upon this season. A thorough investigation into the existing infrastructure (both strategy and structure) of the Florida Swimming Club (NPO) was initiated with a view to devising a strategy that more closely aligns the Club to the strategic imperatives of its umbrella body affiliates: Central Gauteng Aquatics-CGA and Swimming South Africa-SSA. Strategic plans were developed for the Club after a thorough SWOT analysis was undertaken. Emanating from the SWOT analysis the Club investigated the possible values that could be created for its relevant stakeholders being: SSA, CGA, Swimmers, Coaches, Parents, Schools, Committee and Previously Disadvantaged Individuals, amongst others. Flowing from this investigation the club also questioned its own norms and values and is now successfully repositioning itself to capitalize upon the various transformation issues confronting it. The Club has developed above all a sense of urgency 'in the transformation issues that it needs to tackle going forward. The revised strategy has also necessitated a total revamp of the Club's existing committee. The committee members that will drive the strategy forward in the 2008/2009 season have each been given clearly demarcated portfolios. The portfolios developed are aligned to achieving the strategic imperatives for "2008 and beyond" and each committee member is now fully accountable for the intended achievement of the Club's objectives and goals set. The main objective of this research was to put something back into the community by our active engagement within the Club in assisting it to develop a workable strategy that would stretch it in achieving measurable goals that would make a meaningful difference to its stakeholders. The researcher's have also assisted the Club in putting together an application to the Lotto to dome and heat their swimming pool. Thus something positive and tangible has been put back into the Club as a result of the researchers' active interventions.
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Towards a management information system for use in the strategic management of South African consulting engineering firms

  • Authors: Marshall, Thomas
  • Date: 2009-01-22T05:37:11Z
  • Subjects: Engineering firms , Management information systems , Strategic planning
  • Type: Thesis
  • Identifier: uj:14815 , http://hdl.handle.net/10210/1940
  • Description: D.Ing. , This study documents the process whereby a practical and relevant industry-wide strategic management information system (SMIS) was developed for the South African consulting engineering industry. The SMIS was designed to provide South African consulting engineers with an improved understanding of the business environment in which they operate and to provide some advance warning of new trends in order to extend the strategic planning horizons of management and owners of consulting engineering firms. This was done against a background of very limited availability of current industry statistics. A literature survey of available historical or secondary data relating to the South African consulting engineering, building and construction industries was conducted in order to determine the relevance and usefulness of such data for the purposes of developing the SMIS. This survey provided background information on the consulting engineering industry, relevant aspects of the South African business environment and the impact of changes in this environment on the local consulting engineering industry. The importance and principles of strategic planning and strategic management are discussed, with specific reference to the nature of environmental scanning. The use of management information systems in the business environment is reviewed with specific emphasis on the application of management information systems in consulting engineering enterprises. The quantitative secondary data collected in the literature survey was used as a benchmark or reference databank to calibrate and/ or evaluate the accuracy of the information collected through ten regular industry surveys that were conducted to collect statistically representative primary data. The secondary and primary data were used to construct a number of time series for each of three key indicators of the health of the South African consulting engineering industry, namely employment, salaries and fee income. The SMIS developed, consists of: • A system to identify new key issues in the business environment and to decide on issues that no longer require further monitoring, • a system of industry surveys at fixed intervals, using both quantitative and qualitative survey techniques, • a system to capture and interpret survey data, • updating time series for key business indicators with latest survey data, and • producing reports on the state of the industry, including limited short term forecasts for business conditions. The SMIS has proved itself useful and provides information to assist strategic management in the South African consulting engineering industry, especially in decision situations regarding large strategic management issues. The system also manages to address the needs of other current and potential users of the system, such as operational managers, industry lobbyists, media liaison and public relations managers, human resources managers, construction contractors etc. The SMIS furthermore complies with all the specific criteria that were set at the commencement of this study, such as confidential handling of source data, affordability and sustainability and, by improving general understanding of the business of consulting engineering in South Africa, contributes to the previously existing knowledge base.
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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.
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Strategic quality: a software engineering approach

  • Authors: Van Staden, Roelof Johannes
  • Date: 2009-02-27T06:04:11Z
  • Subjects: Software engineering , Software measurement , Quality of products , Total quality management , Strategic planning
  • Type: Thesis
  • Identifier: uj:8188 , http://hdl.handle.net/10210/2192
  • Description: M.Ing. , Software engineering organizations face a struggle for daily survival in an extremely volatile climate. Numerous times it has been shown that the quality of a service or product could make the difference between an organization existing or closing down. The way in which quality is approached in any organization is part of a strategy; unbeknown to the managers and employees in many instances. Even though there are numerous books, articles, internet sites and other sources devoted to the subject of quality, total quality management, and strategic planning, not many of these information sources link quality and the strategy of the organization in such a way as to consider the quality of the organization’s products and services to be a major factor of strategic survival – or even the very existence of the organization. Quality is known under various names and terms in organizations, these terms and definitions will be investigated to grasp the true meaning of software quality and strategy as it concerns modern software engineering organizations. The tools and techniques required to improve and measure strategy and quality will also be scrutinized. One dominant factor about quality and strategy should be borne in mind, and that is that these programs depend on teamwork and management support as the major underlying framework. There are many tools and techniques that leaders and members of software teams can employ, but one of the most important factors is to gain a picture of the total process of continuous improvement and measurement. For this reason the author has included a large section on Jack Welch, who managed to use continuous improvement techniques to create one of the best, and biggest international organizations in recent years. It is vital that all people realize that they need an improvement and measurement model, and they need guidance in using such a model. This dissertation investigates the reasoning behind implementing strategic quality processes in software engineering organizations. Following the investigation into the necessity for a quality strategy, the methods, processes, tools and techniques that are required for a strategic quality framework (improvement and measurement model) for software engineering organizations will be researched to provide a basic framework and guidance in implementing such a model.
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Perceptions of educators regarding the implementation of the Integrated Quality Management System of the Mpumalanga Department of Education

  • Authors: Van Rensburg, Julene
  • Date: 2009-04-30T09:22:45Z
  • Subjects: Mpumalanga Department of Education , Strategic planning , Total quality management in education , Mpumalanga (South Africa)
  • Type: Thesis
  • Identifier: uj:8323 , http://hdl.handle.net/10210/2450
  • Description: M.Comm. , Recent studies into the strategic management field indicate that there is a lack of knowledge on strategy implementation. The lack of comprehensive implementation frameworks is particularly raised by a number of scholars. Strategy implementation is one aspect of strategic management. The purpose of this paper is to investigate the implementation of the Integrated Quality Management System (IQMS) of the Mpumalanga Department of Education. The research problem in this report refers to the achievement of the quality objectives of the IQMS. This report aims to explore whether the IQMS objectives are met. It also investigates the effective implementation of the IQMS. This study aims to identify gaps, if any, in the implementation process of the IQMS. Definitions of strategic management and the strategic management process are explored in this report. Strategy implementation levers as described by the McKinsey 7-S Framework are discussed. The role of Total Quality Management and the Balanced Scorecard in successful strategy implementation is shortly mentioned. This study reflects on the perceptions of a sample of the “implementers” of the IQMS. Data is collected by means of a questionnaire that is structured around the implementation levers. It highlights positive/negative aspects/perceptions of the system and the current implementation thereof. The sample consists of a mixture of principals, educators and administrative staff from the various schools in the Nkangala district as well as officials in the provincial office. With respect to the strategy for implementation, respondents seem uncertain. The study indicates that there is uncertainty regarding the organisational structures and its effectiveness in achieving the IQMS goal of support and development of educators. There is also uncertainty regarding the systems available for strategy implementation. It appears that there is uncertainty regarding systems and how it manages to identify specific needs of educators regarding support and development. Educators appear to be uncertain regarding the shared values in the organisation and this can indicate a problem regarding effective communication of the common values and objectives of the IQMS. A shortage of qualified officials and the large learner-to-educator ratios in schools are identified as staff issues in this study. Training and feedback regarding the implementation of IQMS is also a problem. There is uncertainty amongst principals and heads of departments with respect to skills. The respondents indicate an uncertain perception as to whether the IQMS is able to identify specific needs regarding support and development, which is one of the objectives of the IQMS. Recommendations include a review of the actual IQMS and widespread participation is encouraged. Regular communication about and training on how to implement the actual IQMS is necessary. Regular feedback on the implementation process is needed.
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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.
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Simulating a production environment for managerial decision making

  • Authors: Law, J.
  • Date: 2010-03-25T06:47:02Z
  • Subjects: Total quality management , Industrial productivity simulation methods , Industrial productivity evaluation , Decision making , Strategic planning
  • Type: Thesis
  • Identifier: uj:6706 , http://hdl.handle.net/10210/3108
  • Description: M.Ing. , The purpose of this research investigation is to develop and simulate a current manufacturing production line, for a company by the name of Aerosud, using a 3- dimensional software tool called Delmia Quest ®. The company in question is a mechanical and aeronautical manufacturing organisation that supplies components to both the civil and military sectors to a variety of global points. The aim of this investigation was to develop a simulation model that, initially, mapped the actual workings of the real production line with the use of actual time data recorded through measurement. Secondly, various observations were made to discover how much work-in-progress (WIP) remains idle during the manufacturing procedure and how much productivity is reached after a standard production week of forty-five hours. Hence, the aim of the simulation model is to improve those two factors by increasing the productivity of the entire production line and reduce the amount of WIP idle to a minimum. To achieve this, the author created a baseline model for both the throughput time and the WIP at each cell of production. The results of these curves were obtained using actual statistical time data obtained during the observation period. These results were then plotted onto individual axis to visually identify the outputs. Next, the author analysed the baseline model, within the 3D virtual world of the software, to witness where possible errors exist in terms of throughput time and the amount of WIP idle at various stations of production. It was clearly identified that the cell with the most production problems, was assembly. The author thus identified possible methods of reducing these problems and simulated those actions. The results showed various improvements in the amount of throughput time gained as well as a significant reduction to the amount of WIP idle at that particular cell. The simulations were thus mapped onto the same axis as the baseline model, in terms of throughput time and WIP respectively. This provides visual identification to the outcome of such simulations so that the reader can identify clarity in the results. A basic comparison of each simulation was described with reference to the baseline curve in order to clarify what the results had shown. Finally, the investigation was concluded highlighting that the baseline model created was a good start to analysing the company’s production line; however, as further research, it was recommended that various types of improvements can still be made to this model in order to improve its realism when compared to the real production line.
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Strategic alignment in the South African lead industry

  • Authors: Van der Merwe, Willie Hendrik
  • Date: 2010-10-26T07:22:26Z
  • Subjects: Strategic planning , Lead industry and trade , Lead-acid batteries , Competition
  • Type: Mini-Dissertation
  • Identifier: uj:6944 , http://hdl.handle.net/10210/3454
  • Description: M.Comm. , Lead is one of the oldest metals known to man, and has been used since the earliest civilizations. Lead is a homogenous commodity, manufactured to standard international specifications with little opportunity for product differentiation. The leadacid battery is the largest application for lead in South Africa, and with increased pressure on environmental regulatory legislation and higher performance are there increased pressures and challenges confronting the secondary lead producers, who will have to supply a growing market which demands higher purity lead. The South African lead demand is dominated by the use of lead in lead-acid batteries, and the secondary lead supply is dependent on the recycling of scrap lead. South Africa does not have a national lead strategy to compare an organisation’s alignment to the strategy; however, in order for an organisation to be aligned in the lead industry, alignment in the industry will require alignment on one or more dimensions, such as the competitive environment, management, organisational structure, supply chain, and manufacturing. Management needs to decide how they will tackle the strategic issues facing their company, within the South African lead industry, which could not only require large amounts of the firm’s resources, but also affect a company’s long-term prosperity. The main concern of this study is therefore to determine strategic aligned in the South African lead industry, as this will influence an organisation’s ability to sustain their competitive advantage and to create long-term prosperity for all stakeholders.
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Competitive intelligence skills needed in South Africa

  • Authors: Strauss, Alida Cornelia
  • Date: 2010-11-09T06:33:55Z
  • Subjects: Business intelligence , Strategic planning , Competition , International competition
  • Type: Thesis
  • Identifier: uj:6960 , http://hdl.handle.net/10210/3469
  • Description: M.Comm. , South Africa as a country continues to rank low in the world of competitiveness. The research done for this dissertation focused on the need for South African organisations to perceive Competitive Intelligence (CI) as one of the most important tools to improve their competitiveness through a systematic, practical approach to make the CI cycle worth while, especially through skills development. This study intends to identify the skills CI professionals in South Africa need in order to conduct the CI process in organisations effectively, thereby improving the country’s competitive position. However, the difficulty of this task lies with organisations in general not acknowledging the necessity of CI in the workplace. Only a limited number of organisations recognise the importance of such a unit. A survey was therefore conducted, by questionnaire, among organisations with existing CI units in which the respondents had to identify the skills they deemed necessary for the CI professional to run the CI process effectively. Findings suggested that the majority of respondents were 40 years and older, in the top structure of larger organisations and had been using CI for longer than five years. The overwhelming result is thus that there are skills inequalities between what skills respondents view as crucial and those that rated highest in their self-evaluation. Skills identified as most important include, among others, networking and research skills analytical abilities. The research also indicated that where CI had been established in certain organisations for at least five years, it did not reflect positively overall on South Africa’s current competitive situation. However, where there is a systematic CI approach, problem-solving is easier to address and negatives could be turned around. With this in mind and a proper “buy-in” into skills development, it will have a very positive outcome for all the organisations that wish to improve their competitiveness.
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Evaluating the impact of training, communication, leadership and business performance, in implementing manufacturing strategy, in medium sized engineering companies

  • Authors: Muyengwa, Goodwell , Dube, Partson
  • Date: 2011
  • Subjects: Manufacturing industry , Strategic planning
  • Type: Article
  • Identifier: uj:6085 , http://hdl.handle.net/10210/10937
  • Description: The aim of the research is to evaluate the impact of training, communication and leadership on the formulation and implementation of a sustainably viable manufacturing strategy in medium sized companies. Five medium sized engineering companies that are into manufacturing of steel products were selected for detailed case studies. The focus of the study looked into two main issues, firstly how these companies formulated their manufacturing strategies, secondly how training, communication and leadership impacted on the implementation of their strategies. Overall business performance for these companies was assessed for a period of three years. A relationship was established between manufacturing strategy and business performance. The ability of the employees to deliver a quality product, through a sound quality assurance process was found to correlate with business performance. Employee oriented leadership was found to have supported a smooth implementation of the manufacturing strategy, while inadequate training methods and task oriented leadership were found to stifle the successful implementation of a manufacturing strategy.
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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.
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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.
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Using leadership and strategic planning functions to improve management performance: the progress made by small, medium and micro enterprises (SMMEs) in the province of Gauteng, South Africa.

  • Authors: Ladzani, Watson , Smith, Nico , Pretorius, Leon
  • Date: 2012
  • Subjects: SMEs - South Africa - Gauteng , Small business - South Africa - Gauteng , Performance management , Strategic planning , Leadership
  • Type: Article
  • Identifier: uj:5862 , ISSN 1993-8233 , http://hdl.handle.net/10210/7959
  • Description: This study investigated the use of the leadership and strategic planning functions in improving the management performance of small, medium and micro enterprises (SMMEs) in the province of Gauteng, South Africa. The primary objective was to establish the extent to which SMMEs in the construction industry in the study area utilised leadership and strategic planning to achieve continuous improvement in management performance. Primary data were collected through structured interviews with 326 respondents from 64 randomly selected SMMEs in the built environment. The findings showed the necessity of educating the owner-managers of SMMEs concerning the use of appropriate management measurement tools and strengthening the implementation of the leadership and strategic planning functions in order to improve management performance. These findings suggest that specific management function-focused courses should be designed and implemented. Rewards should be introduced for SMMEs that show signs of continuous improvement.
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Maintenance management strategy for the Kempton Park Tembisa electricity department

A methodology for developing strategic models for management decision-making

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.
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The role of strategic leadership in facilitating sustainable competitive advantage

  • Authors: Maree, Suzaan
  • Date: 2012-06-05
  • Subjects: Leadership , Special events marketing , Competition , Strategic planning , Communication in marketing
  • Type: Thesis
  • Identifier: uj:2393 , http://hdl.handle.net/10210/4847
  • Description: M. Comm. , The primary purpose of this study was to consider the components of each pillar of competitive advantage, how leadership influences each pillar and to determine whether this in turn influences customer satisfaction and/or sustainable competitive advantage leading to the survival of the organisation. The literature review was used to accomplish the secondary objectives of discussing strategy, strategic leadership, sustainable competitive advantage and its pillars. The literature review was also used to model the interconnected relationships present in the industry. An overview of the event management industry was provided by means of the research that was conducted.
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The use of consultants versus independent strategy formation for small and medium enterprises in Gauteng

  • Authors: Kennedy, Corrinne
  • Date: 2012-06-05
  • Subjects: Strategic planning , Business consultants , Small enterprises , Small business , Medium enterprises
  • Type: Mini-Dissertation
  • Identifier: uj:2428 , http://hdl.handle.net/10210/4888
  • Description: M.Comm. , Small and medium enterprises are recognised as key drivers of the South African economy. Up to 90 percent of formal businesses in South Africa are classified as small and medium sized enterprises. Therefore, the success of these enterprises is of significance to the South African economy. The formation of strategy is mostly associated with large corporate enterprises, which have the required resources in respect of finance, time and skills, to expend in forming and implementing strategies that are aimed at long term success. These resources are typically not easily accessible to small and medium enterprises, whose focus is mostly on the day to day operation (or even survival) of the enterprise. This qualitative study explores the views, experiences, knowledge and perceptions of 12 small and medium enterprise research participants in respect of important aspects relating to strategy. These aspects include the role-players in strategy formation, forecasting and planning practices, the type of competitive intelligence gathered, the use of consultants and the link between strategy and the performance of small and medium enterprises. These aspects are all considered, in order to obtain an understanding of the main theme of the study, which focuses on determining the extent to which small and medium enterprise use consultants for the formation of strategy. Consultants are viewed in both a positive and negative light by small and medium enterprises, yet somehow are never considered for the purpose of strategy formation.
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