Best practice in corporate performance management.
- Authors: Le Roux, Daniel Servaas
- Date: 2008-04-23T10:39:19Z
- Subjects: performance management , strategic planning , organizational effectiveness
- Type: Thesis
- Identifier: uj:8560 , http://hdl.handle.net/10210/281
- Description: The overall objective of this study was to study Corporate Performance Management (CPM) with specific reference to best practice in CPM. Every organisation, regardless of type, needs a clear and cohesive performance measurement framework that is understood by all levels of the organisation and that supports the execution of strategy. CPM describes the methodologies, metrics, processes and systems used to monitor and manage the business performance of an enterprise. CPM is one the hottest trends in business intelligence. CPM is an enterprise-wide strategy that seeks to align departmental initiatives to prevent managers from optimising local business at the expense of the overall corporate performance. One of the key issues in business performance is not only the development of strategy, but ensuring that the strategy is executed. Therefore, an organisation requires a performance management process that is integrated with the strategy management process. The ability to execute a chosen strategy is as important as the strategy itself. Executives must have the ability to execute against a chosen strategy. With the right processes, methodologies, measurements and technology support, today’s companies can develop the competencies needed to execute its strategic vision in even the most turbulent of times. CPM solutions offer organisations these right processes, methodologies, measurements and technology to successfully execute against their strategies. Best practice can be defined as those practices that have produced outstanding results in other organisations that can be adapted for use in your own organisation. In implementing a CPM solution in an organisation it is possible to learn from best practice applications already in use. Best practice companies understand that effective management reporting is a balance among quality, quantity and speed of information. The problem is not necessarily the quantity or speed but rather the quality of the information. Best practice assists organisations in finding this balance. Organisations attempt to implement performance management solutions, often without success. If a framework of best practice was adopted the chances of success would have been greatly improved. The challenges of performance management are readily addressable through improved technology and best-practice processes. Studies have identified common critical success factors and best practices when implementing CPM solutions at organisations. Organisations can greatly increase the chance of successful implementations by taking cognisance of best practice in CPM , Prof. W.M. Conradie
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Impacts of HIV/AIDS for business organisations: a strategic management approach.
- Authors: Maritz, Genevieve
- Date: 2008-04-23T13:03:38Z
- Subjects: strategic planning , AIDS ( Disease )
- Type: Thesis
- Identifier: uj:8609 , http://hdl.handle.net/10210/291
- Description: M.Comm. , HIV/AIDS is no longer merely a threat to the future of South African organisations; it is a current reality. The essential purpose of this study is to serve as a current and future HIV/AIDS management guideline for strategic managers in South African business organisations. This study saves managers time and effort in researching various aspects regarding the impacts of HIV/AIDS on their organisations and provides a consolidated view on current and future realities regarding HIV/AIDS and the business organisation. The primary objective of the research is to enlighten strategic managers on various aspects surrounding the impacts that HIV/AIDS could have on their organisations. In order to provide for a full comprehension of potential impacts, the nature of the pandemic is discussed so that managers can be aware of the physical effects of the disease and the way it influences employees during its various stages. Furthermore, the psychological effects of the disease and related consequences on individual performance and employee morale are examined. It is also important for managers to know about legal implications surrounding HIV/AIDS and the workplace. Employees have certain rights that have been expressly stipulated in South African law that employers must be aware of and understand, that are highlighted in the study. Furthermore, guidelines pertaining to discrimination and unfair dismissal are also discussed. Business organisations exist in order to make a profit. It is extensively discussed in this study, however, that if HIV/AIDS is not correctly managed in an organisation, sustainability of profit will be negatively affected. This is because HIV/AIDS holds numerous direct and indirect costs for business organisations, since it directly impacts labour as an important business resource. In addition, the South African macro-economy has already been affected by HIV/AIDS. For example, disposable income in some households is declining because breadwinners are lost to the pandemic. This affects organisations’ customer and client bases and calls for possible strategic repositioning. In order to combat the potentially devastating impacts of HIV/AIDS on business organisations, guidelines on the planning and implementation of a comprehensive HIV/AIDS policy are provided. Furthermore, some strategic considerations for the management of HIV/AIDS in business organisations are provided as guidelines to assist managers in adjusting current strategies in order to still meet their original goals. The unique opportunities that HIV/AIDS holds for organisations are also examined. A limitation of the study is that the political impacts of HIV/AIDS have not been included due to public controversy and the will of the researcher to provide objective, scientific and factual content only. Furthermore, this study is focused on the most critical future impacts for business organisations based on current and forecasted occurrences. Because HIV/AIDS is a long-term pandemic, current infections are still going to affect businesses in the future. Therefore, this study has been compiled to be as independent of time as possible, providing the foundational aspects for current and future managers to prepare themselves for those impacts. , Prof. N. Lessing
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Knowledge management as a management tool.
- Authors: Sobahle, Sivuyisiwe
- Date: 2008-04-24T12:36:49Z
- Subjects: knowledge management , strategic planning
- Type: Thesis
- Identifier: uj:6696 , http://hdl.handle.net/10210/309
- Description: This study is on the concept of knowledge management and how it can be applied in the organisation as a management tool. Although various organisations are implementing the concept, many managers are very uncertain what the concept entails. The research problem is the misconception that exists about the term knowledge management and how knowledge management can be used as a management tool in the organisation. The research problem is further divided into three sub-problems: what does the concept knowledge management entail, various misconceptions that exist between the concepts information management and knowledge management and what is the contribution of knowledge management to managing a business. The overall research objective that forms the basis of the study is whether knowledge management is a beneficial tool for management in an organisation. The research objective is divided into four objectives. The first objective is to distinguish between related concepts, namely data, information, knowledge and wisdom. The second research objective is to explore the essence of knowledge management. The third research objective is to examine the role, essential character traits and skills of a chief knowledge officer. The fourth research objective is to evaluate knowledge management. The research methodology that was utilised for this research was literature from books and academic journals. The Internet was utilised as major source to obtain papers written by researchers and theorists on the subject of knowledge and knowledge management. Interviews were obtained online from consultants who interviewed managers from around the world on knowledge management and their view were incorporated into the research. The research was able to meet the overall objective that knowledge management can be a beneficial tool for management. However, it has to be utilised following a certain strategy to be successful in an organisation. This strategy will vary for each organisation as each organisation has different goals and objectives and a different manner in which it utilises knowledge. , Prof. N. Lessing
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The relationship between business strategy and organisational culture.
- Authors: Tsosa, Pule Josias
- Date: 2008-05-06T10:10:51Z
- Subjects: strategic planning , corporate culture
- Type: Thesis
- Identifier: uj:6752 , http://hdl.handle.net/10210/315
- Description: This study has been undertaken with the specific objective of acquiring an insight into the concept “organisational culture” within a business strategic management context, as well as the role played by the organisation in the formulation and implementation of organisational strategy and culture. In this study an integrated approach is followed in order to describe and analyse the concepts within the context of business strategic management. The study confirms the importance of organisational culture as a key component of the business strategy and cultural management process. Traditionally the influence of organisational culture has largely been ignored by both researchers and practitioners. Managers, therefore, need to develop an awareness of the cultures of their organisations, and acquire a thorough understanding of the concept of culture and its influence on the formulation and implementation of business strategy and culture. Researchers from various disciplines, such as anthropology, industrial psychology and strategic management, have analysed various aspects of the concept of organisational culture. It is noted in particular that few researchers view the concept as a component of an integrated organisational system. With reference to research findings and statements by management practitioners, it appears that different perceptions have been formed with regard to what is meant by the concept of organisational culture, as well as its specific influence on the organisation and the realisation of the organisation’s mission. The different perceptions may be attributed to the fact that individual components of the concept have been studied within the context of various distinct disciplines. This has resulted in the concept of organisational culture not being clearly distinguished from the related concept of organisational climate within the context of strategic management. However, there appears to be general consensus that organisational culture exerts a substantial influence on the formulation and implementation of organisational strategy. , Prof. N. Lessing
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Some considerations regarding the strategic impact of genetically engineered foods.
- Authors: Van Heerden, Philip
- Date: 2008-05-06T10:11:23Z
- Subjects: genetic engineering , strategic planning
- Type: Thesis
- Identifier: uj:6779 , http://hdl.handle.net/10210/320
- Description: The study aims to identify the strategic considerations of genetically engineered foods on the micro-, market-, and macro-environment of business and to make recommendations to the biotechnology industry on how to strategically manage the issues surrounding genetically engineered foods. Plants and animals have been selectively bred for centuries to create hybrid strains containing favourable traits of both plants and animals. Plant biotechnology is an extension of this traditional plant breeding. Plant biotechnology allows for the transfer of a greater variety of genetic information in a more precise, controlled manner. Genetic engineering allows for the manipulation of gene(s) to include novel and new traits or even to exclude bad or unwanted traits. Genetic cloning, a sub-discipline of genetic engineering creates the ability to clone a single gene, many genes or even complete organisms and live forms to ensure crops or herds of superior value and quality. These evolutionary steps of genetic engineering have created many new skills and abilities that could possibly revolutionise the business environment at all the levels. , Prof. N. Lessing
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Key determinants in strategic realignment within a digital global business environment.
- Authors: Weeks, Richard Vernon
- Date: 2008-05-06T10:11:46Z
- Subjects: communication and technology , information technology , organizational change management , globalization , strategic planning
- Type: Thesis
- Identifier: uj:6815 , http://hdl.handle.net/10210/324
- Description: Information and communication technology is rapidly transforming the world of business. It in particular has played a significant role in globalisation, the ramifications of which South Africa can ill afford to ignore. A key facet of emerging innovative technologies and globalisation is the environmental uncertainty, complexity and turbulence it has engendered. Traditional strategic management paradigms and practice are largely founded on the assumption of environmental predictability, a reality that is rapidly being eroded. This thesis attempts to determine to what degree strategic management theory still correlates with contemporary strategic management practice. Various levels of environmental uncertainty are defined in order to gain clarity as to strategic management processes that are best suited for dealing therewith. Three key determinants are identified as having a significant impact on the strategic realignment of business institutions within a global business environment, namely information and communication technology, business systems, and change management. A central tenet that emerges from the study is the need for a framework to integrate the first two mentioned determinants at strategic and operational levels, while taking due cognisance of the human resources implications involved. Human emotions, feelings, relationships, fears, values, beliefs and aspirations collectively assume relevance as dimensions that can either inhibit or facilitate the strategic realignment process. These dimensions are analysed with reference to the concepts “emotional intelligence” and “organisational culture” in order to gain a greater understanding of the role they play in strategy formulation and implementation. Leadership is also identified as being business critical in managing strategic realignment. The findings of this study serve as a source of reference for researchers and practitioners who are attempting to formulate and implement strategy within contexts that are best described as being uncertain, complex and subject to discontinuous change. , Prof. N. Lessing
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Intellectual capital and marketing strategy intersect for increased sustainable competitive advantage.
A strategic approach for not-for-profit organisations.
- Authors: Rippon, Anthony Edward
- Date: 2008-06-20T13:42:33Z
- Subjects: Nonprofit organizations , strategic planning , organisational change , management
- Type: Thesis
- Identifier: uj:3113 , http://hdl.handle.net/10210/652
- Description: Non-profit organisations are of great importance in community development. These organisations often take up those issues of concern in communities, which profit making organisations are not interested in pursuing. Many South African non-profit organisations remain dependent on sources of revenue such as subsidies, donations or grants (if available) from the government or the private sector. As times have changed in the country whereby such revenue sources are limited, non-profit organisations focus on becoming more efficient in the management of these organisations. Managing non-profit organisations is in many cases carried out by participants on a voluntary basis. Projects and programmes can ensure meaningful outcomes if Strategic Management principles and processes are applied efficiently in the initial phases of development. Some examples of non-profit organisations in communities are evident in the form of educational institutions, social and welfare organisations, environmental community forums and organisations representing the business sector. , Prof. N. Lessing
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