Internal marketing and its role in the corporate brand of a tertiary educational institution
- Authors: Botha, Monray Marsellus
- Date: 2012-06-06
- Subjects: Marketing , Corporate culture , Branding (Marketing) , Marketing management , Corporate image , Branding
- Type: Mini-Dissertation
- Identifier: uj:2533 , http://hdl.handle.net/10210/4988
- Description: M.Comm. , Institutional changes at tertiary educational institutions are an example of change that followed the first democratic elections in 1994. On 31 May 2002, a merger that formed part of the higher education landscape restructuring undertaken by the Department of Education was initiated. The merger entailed that the Technikon Witwatersrand (TWR), the Rand Afrikaans University (RAU) as well as two Vista University campuses situated in Soweto and East Rand merge as one new academic institution. The University of Johannesburg (UJ) was established on 1 December 2005 with over 40 000 full-time students and 2 700 permanent employees. This merger was as a result of the National Plan for Higher Education. Owing to the merger, the UJ had to undertake a major change management initiative. There is a perception that, although the UJ has established its corporate brand, employees are not familiar with the vision, mission and strategic goals set by the corporate brand. Some employees, especially those previously employed by the pre-merger institutions, still refer to these institutions and do not refer to the post-merger institution when they communicate with each other and people from outside. An exploratory research approach using both qualitative and quantitative research was followed in this study. The sample constituted 81 respondents who filled in the computerised questionnaire. The questionnaire consisted of two sections. Section A covered the demographics of the respondents and section B consisted of 37 close-ended questions and three open-ended questions. From the research it is clear that the UJ in fact established this new brand, but that more should be done with regard to proper internalising of the brand. The role of employees in the promotion of the brand and service quality should be revaluated by the UJ in order to overcome the problems currently perceived by employees.
- Full Text:
- Authors: Botha, Monray Marsellus
- Date: 2012-06-06
- Subjects: Marketing , Corporate culture , Branding (Marketing) , Marketing management , Corporate image , Branding
- Type: Mini-Dissertation
- Identifier: uj:2533 , http://hdl.handle.net/10210/4988
- Description: M.Comm. , Institutional changes at tertiary educational institutions are an example of change that followed the first democratic elections in 1994. On 31 May 2002, a merger that formed part of the higher education landscape restructuring undertaken by the Department of Education was initiated. The merger entailed that the Technikon Witwatersrand (TWR), the Rand Afrikaans University (RAU) as well as two Vista University campuses situated in Soweto and East Rand merge as one new academic institution. The University of Johannesburg (UJ) was established on 1 December 2005 with over 40 000 full-time students and 2 700 permanent employees. This merger was as a result of the National Plan for Higher Education. Owing to the merger, the UJ had to undertake a major change management initiative. There is a perception that, although the UJ has established its corporate brand, employees are not familiar with the vision, mission and strategic goals set by the corporate brand. Some employees, especially those previously employed by the pre-merger institutions, still refer to these institutions and do not refer to the post-merger institution when they communicate with each other and people from outside. An exploratory research approach using both qualitative and quantitative research was followed in this study. The sample constituted 81 respondents who filled in the computerised questionnaire. The questionnaire consisted of two sections. Section A covered the demographics of the respondents and section B consisted of 37 close-ended questions and three open-ended questions. From the research it is clear that the UJ in fact established this new brand, but that more should be done with regard to proper internalising of the brand. The role of employees in the promotion of the brand and service quality should be revaluated by the UJ in order to overcome the problems currently perceived by employees.
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The role of internal marketing in building corporate reputation in South African retail banking, particularly ABSA
- Authors: Mokgoatlheng, Jacob Elias
- Date: 2012-06-05
- Subjects: Banks and banking , Corporate image , Communication in organizations , ABSA Bank , Reputation
- Type: Mini-Dissertation
- Identifier: uj:2459 , http://hdl.handle.net/10210/4916
- Description: M.Comm. , Many authors perceive corporate reputation as one of the important intangibles for organisations. It is therefore important that organisations manage corporate reputation effectively. There are several ways by which organisations can build and maintain corporate reputation. One such way is through using internal marketing. This study intends to explore the research problem that is presented in the form of a question. What is the role that internal marketing can play to help Absa as a retail bank in South Africa build its corporate reputation?
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- Authors: Mokgoatlheng, Jacob Elias
- Date: 2012-06-05
- Subjects: Banks and banking , Corporate image , Communication in organizations , ABSA Bank , Reputation
- Type: Mini-Dissertation
- Identifier: uj:2459 , http://hdl.handle.net/10210/4916
- Description: M.Comm. , Many authors perceive corporate reputation as one of the important intangibles for organisations. It is therefore important that organisations manage corporate reputation effectively. There are several ways by which organisations can build and maintain corporate reputation. One such way is through using internal marketing. This study intends to explore the research problem that is presented in the form of a question. What is the role that internal marketing can play to help Absa as a retail bank in South Africa build its corporate reputation?
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The effects of strategic planning in township schools
- Authors: Moyaha, N. N.
- Date: 2012-06-06
- Subjects: Educational leadership , Strategic planning , School management and organization , Township schools
- Type: Mini-Dissertation
- Identifier: uj:2477 , http://hdl.handle.net/10210/4932
- Description: M.Comm. , Since the inception of strategic planning, the different schools of thought, scholars, management practitioners and other disciplines have over-emphasised the importance of strategic planning in the world of work. Much emphasis was directed at the business world, ignoring the field of education. Lemmer (1994:225) evidently re-affirms that although there is a wealth of literature in this field, much of the research has been conducted in educational change, and little has been done in strategic planning and the management of change in schools. In consistency with Lemmer (1994: 225), Bush (2004:125) asserts that much of the focus on strategic planning was on profit-making business. The need for strategic planning in the education institutions has been intensified because of the severe resource constraints and increased expectations for accountability from external constituents such as state, provincial and national government. Welsch et al. (2006:45) re-affirm that strategic planning has become more important as colleges and universities attempt to navigate difficulties in confusing economic political and policy environments. It was also discovered that research and commentary on planning in higher education contains a handful of themes that consistently emerge in discussion about the difficulties in articulating and implementing institutional strategy. If strategic planning is properly implemented, evaluated and controlled, schools and higher education institutions will be able to align their resources with structure, strategies, human resources and other activities to ensure effective utilisation of resources that will maximise their performances and academic results. The outlined notion is confirmed by Welsh et al. (2006:115) who postulate that large organisations, including colleges and universities, need sophisticated planning processes to optimise the attainment of organisational goals. Finally, Ehlers and Luzenberg(2005:35) cited the successes of the two wealthiest non-profit organisation, namely the Roman Catholic Churches and Harvard Business School who in the world built their success and growth on strategic management. It should be noted that although the study focuses on strategic planning, it does not mean to suggest that other potential factors that cause failure in schools are ignored. Most of our learners, parents and communities are still living on hope that Education Institutions are having the abilities and capabilities of overcoming most of the challenges in future. The outlined notion above attempts to map-out the core of the study. This study acknowledges the strategic planning as a concept is difficult to quantify, and even more difficult to implement in today’s business environment. Investigation in-depth and with meticulous attention to detail will add value to the study.
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- Authors: Moyaha, N. N.
- Date: 2012-06-06
- Subjects: Educational leadership , Strategic planning , School management and organization , Township schools
- Type: Mini-Dissertation
- Identifier: uj:2477 , http://hdl.handle.net/10210/4932
- Description: M.Comm. , Since the inception of strategic planning, the different schools of thought, scholars, management practitioners and other disciplines have over-emphasised the importance of strategic planning in the world of work. Much emphasis was directed at the business world, ignoring the field of education. Lemmer (1994:225) evidently re-affirms that although there is a wealth of literature in this field, much of the research has been conducted in educational change, and little has been done in strategic planning and the management of change in schools. In consistency with Lemmer (1994: 225), Bush (2004:125) asserts that much of the focus on strategic planning was on profit-making business. The need for strategic planning in the education institutions has been intensified because of the severe resource constraints and increased expectations for accountability from external constituents such as state, provincial and national government. Welsch et al. (2006:45) re-affirm that strategic planning has become more important as colleges and universities attempt to navigate difficulties in confusing economic political and policy environments. It was also discovered that research and commentary on planning in higher education contains a handful of themes that consistently emerge in discussion about the difficulties in articulating and implementing institutional strategy. If strategic planning is properly implemented, evaluated and controlled, schools and higher education institutions will be able to align their resources with structure, strategies, human resources and other activities to ensure effective utilisation of resources that will maximise their performances and academic results. The outlined notion is confirmed by Welsh et al. (2006:115) who postulate that large organisations, including colleges and universities, need sophisticated planning processes to optimise the attainment of organisational goals. Finally, Ehlers and Luzenberg(2005:35) cited the successes of the two wealthiest non-profit organisation, namely the Roman Catholic Churches and Harvard Business School who in the world built their success and growth on strategic management. It should be noted that although the study focuses on strategic planning, it does not mean to suggest that other potential factors that cause failure in schools are ignored. Most of our learners, parents and communities are still living on hope that Education Institutions are having the abilities and capabilities of overcoming most of the challenges in future. The outlined notion above attempts to map-out the core of the study. This study acknowledges the strategic planning as a concept is difficult to quantify, and even more difficult to implement in today’s business environment. Investigation in-depth and with meticulous attention to detail will add value to the study.
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Expectations of international students of the Faculty of Management at the University of Johannesburg
- Authors: Tshamala, Tshamala Wa
- Date: 2012-10-25
- Subjects: Foreign students - Attitudes , University of Johannesburg. Faculty of Management , University of Johannesburg - Foreign students
- Type: Mini-Dissertation
- Identifier: uj:10442 , http://hdl.handle.net/10210/7908
- Description: M.Comm. , The intensification of globalisation and internationalisation, higher education institutions have gradually looked for international students as an alternative resource of potential students and revenue, and the competition for international students has become very intensive (Wang,2009:1). The trend in this 21th century in higher education is to consider a student as a customer who embarks upon his/her studies with a wide range of expectations (academic, social) from the university/college which is a trade – off between costs and benefits. The higher education is becoming a global commodity (Kiriuki, 2006:43), which must be customers oriented. The international students cross borders in quest of human capital and professional enhancement. The purpose of this research is to investigate the expectations of international students in the Faculty of Management at the University of Johannesburg. The combination of qualitative and quantitative research methods was used for this research. A survey questionnaire and in – depth interviews were used to collect data. The target population was the international students in the Faculty of Management at the University of Johannesburg. Five postgraduate international students (master’s and doctoral students) were submitted to in – depth interviews and 102 international students completed the questionnaire.The research findings revolve around the curriculum of programmes to be internationalised. Most of international students found that the pull and push factors played a significant role in their decision to come to study at the University of Johannesburg.
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- Authors: Tshamala, Tshamala Wa
- Date: 2012-10-25
- Subjects: Foreign students - Attitudes , University of Johannesburg. Faculty of Management , University of Johannesburg - Foreign students
- Type: Mini-Dissertation
- Identifier: uj:10442 , http://hdl.handle.net/10210/7908
- Description: M.Comm. , The intensification of globalisation and internationalisation, higher education institutions have gradually looked for international students as an alternative resource of potential students and revenue, and the competition for international students has become very intensive (Wang,2009:1). The trend in this 21th century in higher education is to consider a student as a customer who embarks upon his/her studies with a wide range of expectations (academic, social) from the university/college which is a trade – off between costs and benefits. The higher education is becoming a global commodity (Kiriuki, 2006:43), which must be customers oriented. The international students cross borders in quest of human capital and professional enhancement. The purpose of this research is to investigate the expectations of international students in the Faculty of Management at the University of Johannesburg. The combination of qualitative and quantitative research methods was used for this research. A survey questionnaire and in – depth interviews were used to collect data. The target population was the international students in the Faculty of Management at the University of Johannesburg. Five postgraduate international students (master’s and doctoral students) were submitted to in – depth interviews and 102 international students completed the questionnaire.The research findings revolve around the curriculum of programmes to be internationalised. Most of international students found that the pull and push factors played a significant role in their decision to come to study at the University of Johannesburg.
- Full Text:
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