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‘n Ondersoek na die rol, taak en benutting van die sekretaresse as hulpbron vir die bestuurder in Technikon SA

- Groenewald, Darelle

Authors: Groenewald, Darelle
Date: 2012-09-11
Subjects: Technikon SA -- Management , Secretaries
Type: Thesis
Identifier: http://ujcontent.uj.ac.za8080/10210/369535 , uj:10014 , http://hdl.handle.net/10210/7405
Description: M.Comm. , This dissertation is an investigation into the changing role, task and utility of the secretary as a resource for the manager in Technikon SA(TSA). In today's office, a secretary can no longer offer just technical skills and personal attributes alone. The secretary must be involved as an energetic and vital member of the group. The secretary must appreciate the possibilities of making an increased contribution to the success of the manager by managing the time available to the secretary more effectively. The secretary has to understand the factors which operate in inter-personal work relations. The secretary must be a skilled communicator and organiser. The secretary needs a talent for detailed administration. The secretary often has a controlling and planning function. Secretaries have a significant role to play in maintaining good relations with all within the organisation, and in creating a favourable image to those outside. A secretary should be able to lubricate the wheels of the manager's work and exercise intelligent anticipation by thinking for and with the manager. The first part of this study exists of a literature overview of the secretary in die business world. Special attention is given to the role of the secretary and the need for a secretary; the changing office environment; the changing role of the secretary; the impact of technology and the changing role of the secretary and the secretary's role in the upcoming virtual office. The changing career path of the secretary is also addressed. The literature overview ends with an overview of the utilisation of the secretary and the establishment of an optimal work relationship between secretary and manager and the training and development of the secretary. The last part of the study exists of the results of a questionnaire compiled and distributed to all the secretaries in TSA and interviews with some managers in TSA. The secretary's in TSA perform basic secretarial functions. The nature of the secretary's work is determined by the specific department where the secretary is working. TSA secretary's uses the most up to date technology in the execution of their work. Secretaries have limited authority and responsibility regarding their work but they can almost always influence there manager's decisions regarding office related issues. There is no real career path for the secretary in TSA, which is a big frustration for the secretaries. Because there is a not a definite career path and no distinction between for example a junior secretary, secretary, senior secretary etc, some secretaries tend to be over and others under utilised. The nature of the secretary's work can determine that a secretary is more involved with aspects such as project management, budgeting and scheduling. These secretaries do not get the recognition they deserve and is still on the same level as all the other secretaries in TSA. The secretaries in TSA is equipped with the write training, development and experience to fulfil work with more authority and responsibility. The role of the secretary in TSA will definitely change in future. Both managers and secretaries see the role of the secretary to be changed to that of a personal assistant with the necessary authority and responsibility to handle lower level management work. The secretary will have more decision power in the execution of the Technikon's policy and procedures an better utilised.
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The impact of value chain management on the business performance of Momentum

- Von Staden, Dietrich Hans

Authors: Von Staden, Dietrich Hans
Date: 2012-08-15
Subjects: Strategic planning , Business logistics - Management. , Industrial management
Type: Mini-Dissertation
Identifier: uj:9414 , http://hdl.handle.net/10210/5849
Description: M.Comm , An assessment of the impact of value chain management on business performance. The impact of value chain management on overall business performance is not certain. The concept of value chain management has natural application to manufacturing concerns, significantly more so than to financial services companies such as life insurers. The uncertainty pertaining to the worth of value chain management in a life insurance company is therefore even greater. The study examines the literature for evidence of the impact that value chain management has on business performance and uses the findings from the literature to construct an empirical study in Momentum Group Limited, a South African life insurer. The literature does not conceptualise value chain management as a definitive construct. There is however evidence of many concepts related to value chain management and their impact on business performance was investigated in the literature review. The findings from the literature indicate that improvements to several components of business performance can be expected from value chain management, as well as a commensurate improvement in overall business performance. The empirical study was conducted with reference to the value chain management model that was implemented by Momentum for a specific customer group. A separate value chain was constructed by Momentum to service the needs of specialist investment brokers, and the activities in the value chain were aligned accordingly. The empirical study assessed the implementation success of this model, the improvement in business performance and the preferred organisational structure
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The impact of enterprise application integration (EAI) on business and management

- Wiesner, Martin Petrus Albertus

Authors: Wiesner, Martin Petrus Albertus
Date: 2012-08-27
Subjects: Enterprise application integration (Computer systems) , Application software - Development , Business enterprises - Computer networks , Middleware
Type: Mini-Dissertation
Identifier: uj:3165 , http://hdl.handle.net/10210/6581
Description: M.Comm. , EAI has been the buzz word in the Information Technology (IT) industry for the past few years. Several companies had attempted to introduce EAI — some with more success than others. The most difficult part of EAI projects is to determine the advantages of EAI and then to compile the advantages into a business case so that management can approve the implementation. The basic architecture of EAI is a piece of middleware that forms a hub from which the different applications hang off. Adapters are designed that retrieve the data from the application and send it via a messaging layer over the network to the middleware. Middleware consists of the following components: a message layer that receives and send messages; a business process tool; a formatter that formats the messages; a rules engine that determines what must be done with the message and where it must be send to. The message is then send over the network via the messaging layer, to the adapter of the receiving application. This adapter enters the data into the application. The implementation project is very complex and must be managed by a qualified Project Manager. It is important to note that more time is spend during the design and plan phases of an EAI project, than with a software development project. There are several advantages that can be realised by implementing EAI of which the most important are the saving of costs and the availability of data where it is required. Data is entered only once and this reduces the amount of errors that occur in the data. Business cases form an integral part of decision making in companies but are very often used incorrectly. A business case is firstly used to obtain approval for the implementation of an idea or project. It must also be used to measure the implementation to ensure that the business benefits stated in the business case are realised by the project. Another difficult issue that was encountered during the study is how to determine the business value of IT. Many companies see it as a necessary overhead that does not add value. A business case can be used to show to management what the business value of IT is. Many different financial models can be used to justify a project in financial terms. This study considered Payback Period, Net Present Value (NPV), Internal Rate of Return (IRR) and Return on Investment (ROI). IT also delivers a huge amount of advantages that cannot be expressed in financial terms. These nonfinancial advantages must also be shown in the business case. The findings of the research show that it is possible to compile a business case for the implenientation of EAI. Even if only financial benefits are taken into consideration, it is cheaper to implement EAI than to implement Point-to-Point Integration. It is also shown that positive ROI's and NPV's on EAI implementations exist. This study looked at the EAI architecture and what is involved in implementing EAI in the company. The data was obtained by doing a literature study on EAI and business cases. There is not a lot of information on these two subjects in printed format and therefore most of the information was obtained from the Internet.
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The evaluation of a strategic model for an export company amidst the challenges and constraints of the South African labour environment.

- Smook, Robert

Authors: Smook, Robert
Date: 2012-08-13
Subjects: Export trading companies - South Africa - Management , Export trading companies - Planning , Strategic planning - South Africa , Industrial relations - South Africa
Type: Thesis
Identifier: uj:9114 , http://hdl.handle.net/10210/5571
Description: M.Comm. , The facts are : There is very little (if any) guidance from even the most reliable sources in terms of how to deal with labour at the moment. Poor discipline, unreasonable demands/expectations, unprocedural (unreasonable) work stoppages, etc., etc., are "the order of the day" everywhere we look and, hence, the "spillover" onto the shop floor. There is no single identified management style that will succeed without some failure during these times. In addition to that there is one huge awakening awaiting most of our managers in the manner in which they approach, discipline and manage subordinates. The objectives of this project can be summarised as follows : To gain some input, share experience and thoughts from other companies that are experiencing similar challenges. To carefully and objectively evaluate and analyse the existing strengths and weaknesses, opportunities and threats at the Company. To establish a strategic Management Model that will assist this, and other companies, to manage and remain focused through these times and that will improve communication, trust and understanding between all the role players in this complex business environment of ours. To set structures for tracking meetings to evaluate progress, share problems and concerns and to enhance cohesion amongst the management team.
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South African motorsport : a business perspective of the investment opportunity

- Joyce, Gareth

Authors: Joyce, Gareth
Date: 2012-08-13
Subjects: Motorsports -- South Africa , Sports sponsorship -- South Africa
Type: Thesis
Identifier: uj:9027 , http://hdl.handle.net/10210/5492
Description: M.Comm. , Millions of people around the world watch motor racing on television, and millions of people journey to race circuits to experience personally the excitement and glamour [Howard, 1992: 81]. The ear-splitting noise, the smell of the fuel, the gleaming cars and the drivers - modem-day knights in armour, who do battle at unbelievable speeds. And behind every driver are sponsors, managers, engineers, mechanics and a whole team of professionals. Since cars were invented more than a century ago, men have felt an impulse to race them, while manufacturers have used the sport to prove the superiority of their vehicles.
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Self-directed work teams : the new South African organisational challenge

- Lombard, Johannes Petrus

Authors: Lombard, Johannes Petrus
Date: 2012-02-29
Subjects: Teams in the workplace
Type: Thesis
Identifier: uj:2119 , http://hdl.handle.net/10210/4488
Description: M.Comm. , Teams have existed for hundreds of years, are the subject of countless books and have been celebrated throughout many countries and cultures. Most people believe they know how teams work as well as the benefits teams offer. Many have had first-hand team experiences themselves, some of which were rewarding and others a waste of time. Yet, as I explored the use of teams, it became increasingly clear that the potential impact of single teams, as well as the collective impact of many teams, on the performance of large organisations is woefully under exploited - despite the rapidly growing recognition of the need for what teams have to offer. Teams outperform individuals acting alone or in larger organisational groupings, especially when performance requires multiple skill, judgements and experiences. Most people recognised the capabilities of teams; must have the common sense to make teams work. Nevertheless, most people overlook team opportunities for themselves. Confusion about what makes teams perform explains only part of this pattern of missed opportunity. More is explained by a natural resistance to moving beyond individual roles and accountability. We do not easily take responsibility for the performance of others, nor lightly let them assume responsibility for us. Overcoming such resistance requires the rigorous application of 'team basics', which is, commitment to the team and objective, accountability for yourself and for the team and skills for technical and interpersonal problem solving. By focusing on performance and team basics - as opposed to trying 'to become a team' - most small groups can deliver the performance results that require and produce team behaviour. The best way to understand teams is to look at teams themselves. Their own stories reveal their accomplishments, skills, emotions and commitment better than any abstract commentary or logical presentation. Real teams are deeply committed to their purpose, goals and approach. High-performance team members are also very committed to one another. Both understand that the wisdom of teams comes with a focus on collective work-products, personal growth and performance results. However meaningful, 'team' is always a result of pursuing a demanding performance challenge.
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Riglyne vir doeltreffende bestuur van 'n afstandsonderriginstansie in 'n derde wêreldkonteks

- Botha, Stephanus Johannes

Authors: Botha, Stephanus Johannes
Date: 2012-09-05
Subjects: Distance education - South Africa - Management
Type: Thesis
Identifier: uj:3617 , http://hdl.handle.net/10210/6996
Description: M.Comm. , Na aanleiding van die argumente gevoer in die agtergrond en rasionaal van die studie, is die essensie van die problematiek gesentreer rondom die derde wereldkonteks wat gekenmerk word deur veral swak vervoerstelsels en 'n nie-effektiewe posstelsel. Uit die dialektiese interaksie met die navorsingterrein blyk dit vir die navorser of daar plek is vir verbetering ten opsigte van doeltreffende bestuur van die afstandsonderriginstansie. Aangesien dit egter vir die navorser essensieel is om handelingsriglyne te beskryf wat die praktyk sal verbeter, is daar besin om 'n strategie te benut waardeur tot `n beter verstaan van die problematiek gekom kan word, en wel deur studente te betrek wat die kliente van die diens is.
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Riding the wave of change : the transition process of FNB

- Craven, Chantell

Authors: Craven, Chantell
Date: 2012-08-15
Subjects: Organizational change , First National Bank of Southern Africa
Type: Thesis
Identifier: uj:9309 , http://hdl.handle.net/10210/5750
Description: M.Comm. , Riding the wave of change is a challenge that companies often take on but just as often fail in. First National Bank decided to take on such a challenge when they merged with FirstRand Ltd. Moving from a second to a third wave company was a challenge not only management faced, but all the employees of First National Bank. The wave change required changes in various aspects of the company, for example management styles, company structure and culture of the company. A performance decline was experienced during the process of restructuring. Therefore management had to ensure that employees were motivated and focused throughout the period of change. However is it possible to keep employees motivated and focused? During this process of change the atmosphere among employees was tense and stressful. How does management assure their employees that the change is beneficial for them as well as for the company? Managing the change and ensuring that it is successful is a responsibility that lies heavily on management's shoulders. How does management guarantee successful change management? The aim of this study is to examine how First National Bank and FirstRand ensured a successful third wave change.
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Refocusing the statutory audit approach in line with the modern management approach.

- Cornelissen, Arnold

Authors: Cornelissen, Arnold
Date: 2012-08-17
Subjects: Controllership , Management , Auditing
Type: Thesis
Identifier: uj:2679 , http://hdl.handle.net/10210/6121
Description: M.Comm. , The main purpose or primary objective of this study is to develop an audit approach model by analysing the changes in management practices since the start of the development of the basic modern audit approach. These changes in management practice will challenge the basic assumptions in the present audit approach. Finally, the changed basic assumptions will form the building blocks of the new audit approach model. The secondary purpose is to place the principles of control as it is expected of management, into perspective against those prevalent 30 years ago. study the external audit product in terms of input and deliverables. open the debate between business and external auditors on the "control expectancy gap".
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Outsourcing : the catalyst for change in organisations

- Janse van Rensburg, Charl

Authors: Janse van Rensburg, Charl
Date: 2012-02-06
Subjects: Organizational change
Type: Mini-Dissertation
Identifier: uj:2005 , http://hdl.handle.net/10210/4359
Description: M.Comm. , In today' s business environment change is the only constant. This phrase is common in discussions among managers but the implications of this phrase are not always well understood. Change has an effect on individuals and organisations alike and the reality is that change is not always well understood and in most cases change is not anticipated but reacted upon. Change should not be a threat but rather be seen as an opportunity. The ability to anticipate change and to change every time the market calls on the organisation to change has far reaching benefits for organisations. This is possible and organisations that have adopted 3rd wave management principles have as their source of strength change and are by far more competitive than the 2nd wave organisations that opt for security and stability. The reality is that not all organisations are successful at changing from 2nd to 3rd wave management principles even though an inordinate amount of time and effort is spend at achieving this desired state. Some organisations have as late been making use of the concept of outsourcing. The information era is viewed as the breeding ground for outsourcing and it is also seen by most as the primary driving force behind change in the business environment today. Organisations that have opted for outsourcing on a strategic level have also realised significant change after successful completion of the outsourcing initiative and in some cases it is seen as the catalyst for changing 2nd wave organisations into 3rd wave organisations. This thesis will investigate outsourcing and what role it plays in changing 2nd wave organisations into 3rd wave organisations.
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Methodology of measuring the effectiveness of empowerment

- Badenhorst, Heinrich

Authors: Badenhorst, Heinrich
Date: 2012-08-21
Subjects: Employee empowerment. , Management - Employee participation.
Type: Thesis
Identifier: uj:2923 , http://hdl.handle.net/10210/6351
Description: M.Comm. , Empowerment is one of the most discussed topics relating management style, culture, structural change and employee satisfaction. Once a company has introduced an employee empowerment strategy, there is very little guidance on how to determine if the strategy is effective and successful. Management is defined as getting things done through other people. What is to be done is not exactly described or- prescribed. No tasks are defined, the definition is generic and should fit all organisations, structures and people (Pretorius, 1997:1). However, over time a lot of management theories have evolved in describing the "how" of management. Together with these approaches, structures, cultures and management styles have formed that were and are still in use by companies today. The world has evolved from an Industrial Age to an Information Age where information is freely available. In an ever-increasing pace of change, most companies are changing the structure, culture and management styles in which they operate to keep up to improve market share, communications and productivity. Most bigger and older companies grew up in the era of structured power. This hierarchical structure of power has its origin in the Industrial Age. The emphasis was on mass production, standardisation, specialisation, stability and security. But even that has changed as "change" become the buzzword for survival. There has been a move in the late eighties and nineties, where change is the only constant. It is influenced by a total new set of needs, and left with the need for different attitudes, behaviour, management style and modus operandi. Responsible empowerment is seen by some as an essential part change management, because it can lead to both increased productivity, quality and employee satisfaction. Since there may be as many negatives talked about employee empowerment as there are positives, it is clear that empowerment does not work for all organisations. It is one of the most difficult aspects of continual improvement to implement (Stebbins, 1998). Involving people in the decisions they make, to make them feel responsible and accountable for their work is something that takes time, patience and perseverance. The idea of employee empowerment has considerable appeal to the participating business leaders and many are convinced that empowerment offers substantial potential benefits to companies,
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Managing student affairs in an institution of higher education

- Van den Berg, Nita

Authors: Van den Berg, Nita
Date: 2012-08-27
Subjects: Universities and colleges - Management , Universities and colleges - South Africa - Management , Student affairs services - Management , Student affairs services - South Africa - Management , Randse Afrikaanse Universiteit - Students , Universities and colleges - Mergers - South Africa
Type: Mini-Dissertation
Identifier: uj:3178 , http://hdl.handle.net/10210/6593
Description: M.Comm. , If we are to have institutions that provide experiences consonant with the high expectations of each year's students, administration must see itself, too, as an exciting and renewing experience. And if the frontiers of knowledge are to exist as more than university rhetoric, administrators must have a part in creating and sustaining a climate which has something of the openness, daring, and boisterousness even of the frontier (Eble, 1978: 2). The context of Eble's quotation is that of the senior academic entering the field of university administration and needing to have an adventurous approach, similar to that of the old pioneers of the American frontier. This quotation, in more ways than one, embodies the need and spirit of this study. In the broader context, higher education worldwide is becoming more entrepreneurial to adapt to the challenges of globalisation. This shift is especially visible in South Africa where higher education is purposely being re-engineered to move to a new frontier. RAU University, specifically, has to merge with the Technikon Witwatersrand to form the University of Johannesburg. Having to change is therefore not an option, but an inevitability. Equally inevitable are the difficulties that change will bring. This study, however, will be based on the belief that change brings opportunity. Especially in the area of student affairs administration, this study intends to show that current practises need to be re-examined and that the merger may provide the drive to find more effective ways to address current needs. In order to provide for "high expectations" student affairs administration, must therefore, see itself as "an exciting and renewing experience". Beside the lesson of having a positive approach toward change, the quotation also has another message, namely that "administration must have a part in creating and sustaining a [certain] climate...". The implication is that administration must actively develop its position and environment. This underlies another belief that this study will be based on: student affairs should be strategically managed. In order for student affairs to be a value-adding entity in the university, it has to know what its role in the university should be; it should have a clear plan on how to fulfil this role; and it should purposefully implement this plan. Therefore, based on the beliefs that change brings opportunity and that student affairs should be strategically managed, the study will analyse the current role and functioning of the Division of the Dean of Students at RAU University and propose an improved dispensation for student affairs at the University of Johannesburg. This will be done against the background of the changing higher education landscape and the role of student affairs in the university. The initial motivation for this dissertation emanated from the very practical need to manage student affairs at RAU University more effectively. This seemingly simple idea does, however, have so many facets that it may be overwhelmingly complex.
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Managing people through change : a new management approach

- Visser, Annet Angelique

Authors: Visser, Annet Angelique
Date: 2012-08-22
Subjects: Organizational change -- Management , Personnel management , Leadership
Type: Mini-Dissertation
Identifier: uj:2971 , http://hdl.handle.net/10210/6397
Description: M.Comm. , "The world in which you do business is ever changing, and that change can make a world of difference in how you do business, but it must be managed correctly". Goldberg (1999:39). Change in today's business environment is inevitable and indeed necessary for survival. The challenge is not just managing change, but managing the increased speed, magnitude and complexity of change. The continuing challenge for executives is not technology, but the art of human-and humane management. Implementing change haphazardly could result in irreversible damage. Poor Change management could be the direct result of de-motivated, stressed employees and declining productivity. Management still belief that the best way to drive change through the organization is from top down. Inevitably this implies that command and control management prevails. Today companies compete in a global, informationalized, customized market places where change is rapid and continuous and the ability to adapt and learn is key to survival. Thus a management approach that inspires and enables people to work together to respond quickly, flexibly, creatively and efficiently to global change is needed. Command and control management have to make way for participative management to foster such an environment. For companies today the choice is not whether to change but how? Change will be brought about by people not new technology, procedures or strategies. This implies that at the core of any transformation are people. Their input and cooperation is essential, it will determine the fate of the organization during and after transformation. Successful managers will have to establish a collaborative relationship with employees. Improved credibility and trust is important. To succeed companies will have to do more than restructure, downsize and reengineer. Once an organization needs to change for any reason, people must be trained for the new challenge facing them. People need support and direction for change. Stonich (1982: 26) says that from a strategy implementation perspective emphasis needs to be on human resource management as an essential component for the successful implementation of the new strategy. It may therefore be assumed that human resource systems have a major influence on managing strategic and cultural change. Major changes in the organization's environmental context have placed renewed significance on the effective use of human resource management. From a strategic management perspective, implementing strategic change, management needs to take cognizance of the frustrations, ambitions, fears and socio-cultural behaviors of employees.
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Management consulting : does the 'advice business' qualify as an ethical profession?

- Potgieter, T. E.

Authors: Potgieter, T. E.
Date: 2012-08-27
Subjects: Business consultants , Business consultants - Professional ethics
Type: Thesis
Identifier: uj:3212 , http://hdl.handle.net/10210/6624
Description: M.Comm. , The objective of this research could broadly be stated as an initial investigation into the field of management consulting — with regard to the ethical standards and the requirements for professions, as well as the consultant's required skill set. More detailed objectives are the following: To define the requirements necessary to view management consulting as an ethical profession based on the guidelines set for management and management consulting as a profession. To investigate the required skill set needed for the professional ethical consultant. To establish, based on the aforementioned two objectives, if management consulting in South Africa qualifies as an ethical profession. To investigate the South African body of consultants and the requirements that will qualify an individual as a certified consultant.
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Leadership complexity in the formation of virtual teams

- De Oliveira, Maria Da Conceicao Monteiro

Authors: De Oliveira, Maria Da Conceicao Monteiro
Date: 2011-11-24
Subjects: Leadership , Virtual work teams
Type: Thesis
Identifier: uj:1723 , http://hdl.handle.net/10210/4073
Description: M.Comm. , The discipline of management, denoting the concepts of management and leadership, has been deliberated in boundless number of books, magazines and journals over the years. Some views are that there is a distinction between management and leaders, whilst others vehemently argue that there is no difference between the two terms, and use them synonymously. Leadership is the nucleus of all organisations. Moreover, sustained performance, competitive advantage and success, depends both on effective leadership, as well as committed followers.The literature study undertaken discovered writings confirming the distinctions between the terms groups and teams: groups may fall inside or outside the boundaries of an organisation, such as social groups, whereas teams (in their various forms) are generally referred to in the context of "working teams" in an organisation. Teams may be formed from groups, subsequent to their maturity. In many instances, the usage of the terms "groups" and "teams", are also used interchangeably.
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Factors that will determine and influence organizational success in the year 2000 and beyond : a theoretical view

- Nel, Marthinus Jakobus

Authors: Nel, Marthinus Jakobus
Date: 2012-09-14
Subjects: Success in business , Organizational effectiveness
Type: Thesis
Identifier: uj:10376 , http://hdl.handle.net/10210/7741
Description: M.Comm. , This study was conducted with the purpose of illustrating the necessity for and complexity of the process identifying the factors that determine and influence organizational success. Organizations are entering a stage in history where change is the only constant. Authors use words like "earthquake", "revolution", "storm", "turbulence", "future shock", "explosion", "frenzy" and "change spiral" in an attempt to begin to describe what lies ahead for organizations of today. There is no escaping change. The cliché saying, "adapt or die", has never been more relevant than it is now. The type and extent of the changes awaiting organizations could mean either tremendous opportunity or tremendous threat. The shaping of an organization's future implies the successful management of the internal change process needed to fit the organization to its changing environments. The factors that will ensure, or at least positively influence, organizational success must be identified and addressed in a proper manner. The factors present themselves in four dimensions, namely the external environment, the internal environment, the people and the management of the organization. The findings of this research confirm the existence of particular factors in these three dimensions which will determine and definitely influence organization success. These factors range from macro economic trends, like the formation of international trading areas, to the micro redesign of individual jobs to liberate the entrepreneurial potential of people. It highlights the importance of the customer as the most important external factor and the employee as the most important internal factor, both of which are human factors without which there is no activity. The management of organizations has always been a key factor. This research employed in this study showed however that there are several new dimensions coming to the fore that managers will have to take cognizance of, since these aspects will increase their chances of being instrumental in attaining success. These include a need for visionary, strategic thinking, not just strategic planning. Leadership skills, rather than management skills, will also be required as well as an ability to rally people behind them. The general management and functional management functions have therefore all changed in their focus and application. Strategic planning must be replaced by a less ritualistic strategic management process that includes all employees. Participative management must be underpinned by co-ownership schemes. Change management and navigation will become core competency requirements. Marketing management must now involve the whole organization. Information technology must be viewed as a means to an end and not an end in itself. Integrated logistic management must be widely introduced. Human resource management must become a professional support function and production management must be integrated with the rest of the business functions and processes.
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