Corporate strategy implementation among small and medium consulting businesses
- Authors: Mbombo, Kalamba Prisca
- Date: 2017
- Subjects: Small business , Business planning , Small business - Management , Strategic planning
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/271903 , uj:28928
- Description: M.Com. (Business Management) , Abstract: The success of corporate strategy implementation has become the focus of many organisations to sustain a competitive advantage. Strategic management helps organisations to set their vision, mission and objectives that will enable them to survive and operate within a competitive environment. However, many organisations have experienced little success in the implementation of corporate strategy. The majority do not have strategies in place, and strategy implementation fails because of poor implementation and not because of the strategy itself. Many factors may affect the implementation of corporate strategy within any organisation, such as lack of resources, poor communication and resistance to change. The main objective of this research was to determine how small and medium consulting businesses are implementing corporate strategies to ensure sustainability and growth. To achieve this objective, a qualitative approach was used with the aim of understanding, analysing and evaluating the success of corporate strategy implementation of small and medium consulting businesses. Data was collected through semi-structured interviews, which were conducted with 13 small and medium consulting business owners/managers in the Randburg central business district. The empirical findings indicate that corporate strategy implementation with specific reference to the components of implementation has a significant contribution to small and medium consulting businesses’ sustainability, growth and performance. Owners/managers of these businesses should ensure that the strategy applied is communicated effectively to the staff members in order for them to embrace the implementation and to understand and adopt the strategy; however, the lack of a strategy can cause the failure of these businesses.
- Full Text:
- Authors: Mbombo, Kalamba Prisca
- Date: 2017
- Subjects: Small business , Business planning , Small business - Management , Strategic planning
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/271903 , uj:28928
- Description: M.Com. (Business Management) , Abstract: The success of corporate strategy implementation has become the focus of many organisations to sustain a competitive advantage. Strategic management helps organisations to set their vision, mission and objectives that will enable them to survive and operate within a competitive environment. However, many organisations have experienced little success in the implementation of corporate strategy. The majority do not have strategies in place, and strategy implementation fails because of poor implementation and not because of the strategy itself. Many factors may affect the implementation of corporate strategy within any organisation, such as lack of resources, poor communication and resistance to change. The main objective of this research was to determine how small and medium consulting businesses are implementing corporate strategies to ensure sustainability and growth. To achieve this objective, a qualitative approach was used with the aim of understanding, analysing and evaluating the success of corporate strategy implementation of small and medium consulting businesses. Data was collected through semi-structured interviews, which were conducted with 13 small and medium consulting business owners/managers in the Randburg central business district. The empirical findings indicate that corporate strategy implementation with specific reference to the components of implementation has a significant contribution to small and medium consulting businesses’ sustainability, growth and performance. Owners/managers of these businesses should ensure that the strategy applied is communicated effectively to the staff members in order for them to embrace the implementation and to understand and adopt the strategy; however, the lack of a strategy can cause the failure of these businesses.
- Full Text:
Corporate social responsibility forays in Southern Africa : perspectives from South Africa and Zambia
- Authors: Noyoo, Ndangwa
- Date: 2016
- Subjects: Social responsibility of business - Africa, Sub-Saharan , Corporate social responsibility , Business planning
- Language: English
- Type: Book chapter
- Identifier: http://hdl.handle.net/10210/55950 , uj:16327 , ISBN: 9783319266671 (Print) , ISBN: 9783319266688 (e-book) , ISSN: 2196-7075 (Print) , ISSN: 2196-7083 (electronic) , Citation: Noyoo, N. 2016. Corporate social responsibility forays in Southern Africa : perspectives from South Africa and Zambia. In: Corporate social responsibility in Sub-Saharan Africa, edited by S. Vertigans, S.O. Idowu & Schmidpeter, R. DOI:10.1007/978-3-319-26668-8-83.
- Description: Abstract: Please refer to full text to view the abstract
- Full Text: false
- Authors: Noyoo, Ndangwa
- Date: 2016
- Subjects: Social responsibility of business - Africa, Sub-Saharan , Corporate social responsibility , Business planning
- Language: English
- Type: Book chapter
- Identifier: http://hdl.handle.net/10210/55950 , uj:16327 , ISBN: 9783319266671 (Print) , ISBN: 9783319266688 (e-book) , ISSN: 2196-7075 (Print) , ISSN: 2196-7083 (electronic) , Citation: Noyoo, N. 2016. Corporate social responsibility forays in Southern Africa : perspectives from South Africa and Zambia. In: Corporate social responsibility in Sub-Saharan Africa, edited by S. Vertigans, S.O. Idowu & Schmidpeter, R. DOI:10.1007/978-3-319-26668-8-83.
- Description: Abstract: Please refer to full text to view the abstract
- Full Text: false
Enhancing enterprise resource planning and manufacturing execution system efficiency with simulation-based decision support
- Authors: Medoh, Chuks Nnamdi
- Date: 2016
- Subjects: Enterprise resource planning , Enterprise resource planning - Software , Enterprise application integration (Computer systems) , Management information systems , Business planning
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/225231 , uj:22743
- Description: Abstract: Business corporates inclusive of large, medium and small-scale entities traditionally conducts activities based on business processes. Large multinationals have adopted various automation systems at various levels of business units, in capturing essential business activities across the entity. These automation systems, inclusive of Enterprise Resource Planning (ERP), Manufacturing Execution Systems (MES) and Plant systems has been adopted by larger corporates in executing and optimizing business functions. These large multinationals are described as complex entities with complex business structures inclusive of business processes. The effect of automation, escalations and other critical variables influencing these business processes has not been effectively quantified. “Systems thinking” adds the complexity of integrating all enterprise functions but creates a framework for evaluating the limitations and synergies so as to optimize these processes. This research focuses on the development and configuration of a simulation model for modelling enterprise maturity, directing attention to process maturity relative to the turnaround time of business processes. This research approach includes hierarchical layout and segregation of these business processes, investigated adopting business process tools, techniques, and methodologies aligned with systems thinking approach. A simulation framework is configured and tested adopting scenario impact assessments based on certain key business variables aligned with associated critical constraints conditions. Optimization framework of these business variables is adopted in presenting an integrated case. The results prove that a simulation model potentially benefits a complex organization specific to evaluating time taken to conduct business processes. The results indicate that interdependent processes can be modelled together with determining impacts of multiple variables in reducing interdependent business process time. This implies that business entities can adopt and utilize outputs of this research to serve as a navigation tool specific to business process time when optimizing shop floor together with top floor communications and vice versa. , M.Ing. (Engineering Management)
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- Authors: Medoh, Chuks Nnamdi
- Date: 2016
- Subjects: Enterprise resource planning , Enterprise resource planning - Software , Enterprise application integration (Computer systems) , Management information systems , Business planning
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/225231 , uj:22743
- Description: Abstract: Business corporates inclusive of large, medium and small-scale entities traditionally conducts activities based on business processes. Large multinationals have adopted various automation systems at various levels of business units, in capturing essential business activities across the entity. These automation systems, inclusive of Enterprise Resource Planning (ERP), Manufacturing Execution Systems (MES) and Plant systems has been adopted by larger corporates in executing and optimizing business functions. These large multinationals are described as complex entities with complex business structures inclusive of business processes. The effect of automation, escalations and other critical variables influencing these business processes has not been effectively quantified. “Systems thinking” adds the complexity of integrating all enterprise functions but creates a framework for evaluating the limitations and synergies so as to optimize these processes. This research focuses on the development and configuration of a simulation model for modelling enterprise maturity, directing attention to process maturity relative to the turnaround time of business processes. This research approach includes hierarchical layout and segregation of these business processes, investigated adopting business process tools, techniques, and methodologies aligned with systems thinking approach. A simulation framework is configured and tested adopting scenario impact assessments based on certain key business variables aligned with associated critical constraints conditions. Optimization framework of these business variables is adopted in presenting an integrated case. The results prove that a simulation model potentially benefits a complex organization specific to evaluating time taken to conduct business processes. The results indicate that interdependent processes can be modelled together with determining impacts of multiple variables in reducing interdependent business process time. This implies that business entities can adopt and utilize outputs of this research to serve as a navigation tool specific to business process time when optimizing shop floor together with top floor communications and vice versa. , M.Ing. (Engineering Management)
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Win-win solutions : applying business planning in a collaborative undergraduate design project
- Tselepis, Thea, Schachtebeck, Chris
- Authors: Tselepis, Thea , Schachtebeck, Chris
- Date: 2016
- Subjects: Fashion design - Study and teaching , Business planning , Entrepreneurship
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/217491 , uj:21646 , Citation: Tselepis, T. & Schachtebeck, C. 2016. Win-win solutions : applying business planning in a collaborative undergraduate design project.International Conference : The Future of Education
- Description: Abstract: Comprehensive universities in an emerging tertiary education context require effective teaching strategies and projects to enhance optimal output that is benchmarked on an international level of excellence. This paper reports on a collaborative project applied in an undergraduate fashion design and business (entrepreneurship) programme at a comprehensive university in Johannesburg, South Africa. The purpose of this study was to enhance programme outcomes through a creative collaborative project in order to enhance the quality of business planning through an action learning approach. Relevant principles were applied to the collaborative project relate to theory on collective creativity as well as action learning. Empirical data collected during the project was predominantly qualitative in nature involving: student reflections during and post-project (probed by means of a developed tool), minutes of students’ action-oriented meetings, video recordings of final presentations, as well as evaluation of the final business plans proposing a workable business concept for the competitive and creative fashion industry. Data were analysed by means of content analysis of student journals, lecturers’ observations of video material were documented and an analytic rubric was implemented to evaluate the quality of the business plans. Findings suggest the advantages for the lecturers of the programme pertained to using the allocated time for the project optimally as they could only facilitate the process and simply explain the principles of the project and business planning instead of formally teaching the relevant theory relating to the business plan. Other critical cross outcomes were also obtained, such as enhancing communication skills in meetings and through social media, promoting cultural and students’ self-awareness. The findings culminates in a framework which aims to aid collective creativity through action learning in a context of in applying a higher level of designer-like thinking to business planning.
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- Authors: Tselepis, Thea , Schachtebeck, Chris
- Date: 2016
- Subjects: Fashion design - Study and teaching , Business planning , Entrepreneurship
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/217491 , uj:21646 , Citation: Tselepis, T. & Schachtebeck, C. 2016. Win-win solutions : applying business planning in a collaborative undergraduate design project.International Conference : The Future of Education
- Description: Abstract: Comprehensive universities in an emerging tertiary education context require effective teaching strategies and projects to enhance optimal output that is benchmarked on an international level of excellence. This paper reports on a collaborative project applied in an undergraduate fashion design and business (entrepreneurship) programme at a comprehensive university in Johannesburg, South Africa. The purpose of this study was to enhance programme outcomes through a creative collaborative project in order to enhance the quality of business planning through an action learning approach. Relevant principles were applied to the collaborative project relate to theory on collective creativity as well as action learning. Empirical data collected during the project was predominantly qualitative in nature involving: student reflections during and post-project (probed by means of a developed tool), minutes of students’ action-oriented meetings, video recordings of final presentations, as well as evaluation of the final business plans proposing a workable business concept for the competitive and creative fashion industry. Data were analysed by means of content analysis of student journals, lecturers’ observations of video material were documented and an analytic rubric was implemented to evaluate the quality of the business plans. Findings suggest the advantages for the lecturers of the programme pertained to using the allocated time for the project optimally as they could only facilitate the process and simply explain the principles of the project and business planning instead of formally teaching the relevant theory relating to the business plan. Other critical cross outcomes were also obtained, such as enhancing communication skills in meetings and through social media, promoting cultural and students’ self-awareness. The findings culminates in a framework which aims to aid collective creativity through action learning in a context of in applying a higher level of designer-like thinking to business planning.
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Theoretical limits to risk management models : model risk
- Dos Santos, Marco Paulo Ferreira
- Authors: Dos Santos, Marco Paulo Ferreira
- Date: 2015-10-07
- Subjects: Risk management , Risk perception , Business planning
- Type: Thesis
- Identifier: uj:14260 , http://hdl.handle.net/10210/14712
- Description: M.Ing. (Engineering Management) , This mini-dissertation provides an overview of enterprise risk management and its components, while focusing on risk analysis and risk models. Since all entities face uncertainty with respect to the aspects that they interact with, enterprise risk management aims to maximize value to stakeholders. One of the tools used in the risk assessment component of enterprise risk management is a quantitative assessment technique called risk modelling. Risk modelling allows various risks to be evaluated by observing their effects on simulation outputs. Decision making under uncertainty has become heavily reliant on risk models, resulting in more complex models being formulated and utilized. As such, the risks associated with the modelling of risks are becoming increasingly more pervasive in risk management and whose effects are just as severe (if not more so, due to their lack of awareness). A more in depth examination of model risk is performed and discussed in order to highlight its lack of awareness, extent and implications, and theoretical limits in risk modelling. Using this background information, the analysis of models used in literature for pricing in telecommunications wireless mesh networks is conducted in order to evaluate their model risks. This analysis shows that very few publications acknowledge the shortcomings of their models, let alone evaluate or discuss them in any way. Further, this analysis shows that some of the models and their assumptions produce pointless results. A simple investigation of the risks associated with their models would have produced results that are more conclusive and substantiatable, and with less flaws. Although the model risk analysis has been performed on models that simulate certain billing aspects of telecommunication wireless mesh networks, the model risk a alysiscan just as easily be performed on any other models or risk models. The aim of this mini-dissertation is to provide an overview of model risk and its impact, and also highlight the importance of including the management of model risk in the enterprise risk management process.
- Full Text:
- Authors: Dos Santos, Marco Paulo Ferreira
- Date: 2015-10-07
- Subjects: Risk management , Risk perception , Business planning
- Type: Thesis
- Identifier: uj:14260 , http://hdl.handle.net/10210/14712
- Description: M.Ing. (Engineering Management) , This mini-dissertation provides an overview of enterprise risk management and its components, while focusing on risk analysis and risk models. Since all entities face uncertainty with respect to the aspects that they interact with, enterprise risk management aims to maximize value to stakeholders. One of the tools used in the risk assessment component of enterprise risk management is a quantitative assessment technique called risk modelling. Risk modelling allows various risks to be evaluated by observing their effects on simulation outputs. Decision making under uncertainty has become heavily reliant on risk models, resulting in more complex models being formulated and utilized. As such, the risks associated with the modelling of risks are becoming increasingly more pervasive in risk management and whose effects are just as severe (if not more so, due to their lack of awareness). A more in depth examination of model risk is performed and discussed in order to highlight its lack of awareness, extent and implications, and theoretical limits in risk modelling. Using this background information, the analysis of models used in literature for pricing in telecommunications wireless mesh networks is conducted in order to evaluate their model risks. This analysis shows that very few publications acknowledge the shortcomings of their models, let alone evaluate or discuss them in any way. Further, this analysis shows that some of the models and their assumptions produce pointless results. A simple investigation of the risks associated with their models would have produced results that are more conclusive and substantiatable, and with less flaws. Although the model risk analysis has been performed on models that simulate certain billing aspects of telecommunication wireless mesh networks, the model risk a alysiscan just as easily be performed on any other models or risk models. The aim of this mini-dissertation is to provide an overview of model risk and its impact, and also highlight the importance of including the management of model risk in the enterprise risk management process.
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Investigating the effects of replacing the project manager during project execution
- Authors: Dubber, Robert James
- Date: 2015
- Subjects: Project managers , Project managers - Evaluation , Business planning
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/${Handle} , uj:19167
- Description: Abstract: Please refer to full text to view abstract , M.Ing. (Engineering Management)
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- Authors: Dubber, Robert James
- Date: 2015
- Subjects: Project managers , Project managers - Evaluation , Business planning
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/${Handle} , uj:19167
- Description: Abstract: Please refer to full text to view abstract , M.Ing. (Engineering Management)
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Die nut van die toustaanteorie as hulpmiddel tot suksesvolle beplanning vir kettingwinkels
- Authors: Barnard, Elmarie
- Date: 2014-04-15
- Subjects: Business planning , Chain stores - Management
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/381121 , uj:10702 , http://hdl.handle.net/10210/10215
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
- Full Text:
- Authors: Barnard, Elmarie
- Date: 2014-04-15
- Subjects: Business planning , Chain stores - Management
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/381121 , uj:10702 , http://hdl.handle.net/10210/10215
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
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Die rol van ekonometriese vooruitskattings in beplanningsbegrotings
- Authors: Presto, Eugene
- Date: 2014-04-14
- Subjects: Business forecasting , Budget in business , Business planning
- Type: Thesis
- Identifier: uj:10615 , http://hdl.handle.net/10210/10137
- Description: D.Com. (Economics) , Successful forecasting and a understanding of the forecast. study is to develop and propose a South African Airways which will the Working Budget. To do this the must be evaluated, extended and to satisfy the needs of the airline of this model for to project methodology where necessary The purpose forecasting enable it existing changed industry. Information on budgets in general, the definition and purpose thereof, as well as the use of the budget as a tool for management was readily available. Similarly information on forecasting and forecasting models could be found, but no pUblished research indicating a method or model for the forecasting of the Working Budget in South African Airways was available, nor was any evidence found of the use of a more sophisticated model other than forecasting a budget based on historical tendencies. In chapter one the purpose of the study is defined followed by a short description of the contents of each chapter. Chapter two underlines the importance of the managerial functions in a company. The level of management will determine the degree of the functions to be performed, whether it be planning, organising, directing, activating or controlling. Management tools are available to ease the task, and one of these tools are budgets, which could be regarded as the most important tool. Chapter three and four contain an expanded review of budgets and budgeting. Whilst the basic principle of budgeting remains applicable to all types and sizes of business, the methods and application could vary. A matter to be settled ab initio is the period that the budget parts : part one and part two the information can be should cover. Three time periods may be drawn : a yearly budget; five-year plan; or a long-term plan. The main categories of budgets are then detailed, namely the sales, purchasing and financial budgets. Chapter four continues with a description of historical data flow, and how the data flow will influence the model to be used. Finally the South African Airways budget system, which is divided into a Capital and Working Budget, is described.
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- Authors: Presto, Eugene
- Date: 2014-04-14
- Subjects: Business forecasting , Budget in business , Business planning
- Type: Thesis
- Identifier: uj:10615 , http://hdl.handle.net/10210/10137
- Description: D.Com. (Economics) , Successful forecasting and a understanding of the forecast. study is to develop and propose a South African Airways which will the Working Budget. To do this the must be evaluated, extended and to satisfy the needs of the airline of this model for to project methodology where necessary The purpose forecasting enable it existing changed industry. Information on budgets in general, the definition and purpose thereof, as well as the use of the budget as a tool for management was readily available. Similarly information on forecasting and forecasting models could be found, but no pUblished research indicating a method or model for the forecasting of the Working Budget in South African Airways was available, nor was any evidence found of the use of a more sophisticated model other than forecasting a budget based on historical tendencies. In chapter one the purpose of the study is defined followed by a short description of the contents of each chapter. Chapter two underlines the importance of the managerial functions in a company. The level of management will determine the degree of the functions to be performed, whether it be planning, organising, directing, activating or controlling. Management tools are available to ease the task, and one of these tools are budgets, which could be regarded as the most important tool. Chapter three and four contain an expanded review of budgets and budgeting. Whilst the basic principle of budgeting remains applicable to all types and sizes of business, the methods and application could vary. A matter to be settled ab initio is the period that the budget parts : part one and part two the information can be should cover. Three time periods may be drawn : a yearly budget; five-year plan; or a long-term plan. The main categories of budgets are then detailed, namely the sales, purchasing and financial budgets. Chapter four continues with a description of historical data flow, and how the data flow will influence the model to be used. Finally the South African Airways budget system, which is divided into a Capital and Working Budget, is described.
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A socio-technical view of the requirements engineering process
- Authors: Marnewick, Annlizé
- Date: 2013-12-09
- Subjects: Business requirements analysis , Engineering - Management , Business planning , Business analysts
- Type: Thesis
- Identifier: uj:7858 , http://hdl.handle.net/10210/8751
- Description: D.Ing. (Engineering Management) , The requirements discipline is at the heart of systems engineering, software engineering and business analysis. When a solution needs to be developed, built or bought that will be useful to the users and that will achieve the intended business goals, the problem needs to be understood before a possible solution can be developed. This process of understanding the problem that needs to be solved and what the solution should achieve is referred to as the requirements process. Requirements are the input to the solution development process. If the requirements are incorrect, the developed solution will not be useful. The purpose of this study was to discover the social behaviour of practitioners that causes the communication breakdowns during the requirements engineering process. Requirements emerge from the social interaction and communication between the requirements practitioner and the various stakeholders. The main problems with the requirements engineering process are communication and coordination breakdowns, as well as the lack of domain knowledge or understanding of the problem. These challenges are all related to the social interaction during the requirements engineering process that impacts the quality of requirements. Researchers have made significant progress in the development of methodologies. Tools and techniques are available for improving the quality of requirements. However, in practice, requirements are still produced with errors which then leads to unsuccessful solutions to problems. The requirements engineering process is executed within a social context. These social elements should be taken into consideration to improve quality. Based on the results collected from real-world practice as well as people’s behaviour in the real world, a complete understanding of the influence on the requirements process was derived. This understanding was used to identify the social elements required during the requirements engineering process. A socio-technical view is provided of the social and the technical activities that should be facilitated by the requirements engineering process. This framework integrates the required communicative activities with the traditional requirements activity. This socio-technical framework for the requirements engineering process was developed based on a survey. The aim of this framework is to overcome the social behaviour that causes communication breakdowns and impacts on the quality of the requirements. The research contributes to the existing requirements knowledge base. The socio-technical framework developed for the requirements process concerns the communication breakdowns continuously highlighted as a contributing factor to poor requirements, by providing the social activities required during the requirements process as guidance. Secondly, the knowledge acquired provides adequate data on requirements practice for future research. Specific focus areas for practitioners and managers on how to improve the requirements engineering process without the adoption of any new tools or methodologies are also included in the results. Additionally, practitioners’ behaviour was determined. By determining these interaction and relationship patterns, communication can be improved and made more effective.
- Full Text:
- Authors: Marnewick, Annlizé
- Date: 2013-12-09
- Subjects: Business requirements analysis , Engineering - Management , Business planning , Business analysts
- Type: Thesis
- Identifier: uj:7858 , http://hdl.handle.net/10210/8751
- Description: D.Ing. (Engineering Management) , The requirements discipline is at the heart of systems engineering, software engineering and business analysis. When a solution needs to be developed, built or bought that will be useful to the users and that will achieve the intended business goals, the problem needs to be understood before a possible solution can be developed. This process of understanding the problem that needs to be solved and what the solution should achieve is referred to as the requirements process. Requirements are the input to the solution development process. If the requirements are incorrect, the developed solution will not be useful. The purpose of this study was to discover the social behaviour of practitioners that causes the communication breakdowns during the requirements engineering process. Requirements emerge from the social interaction and communication between the requirements practitioner and the various stakeholders. The main problems with the requirements engineering process are communication and coordination breakdowns, as well as the lack of domain knowledge or understanding of the problem. These challenges are all related to the social interaction during the requirements engineering process that impacts the quality of requirements. Researchers have made significant progress in the development of methodologies. Tools and techniques are available for improving the quality of requirements. However, in practice, requirements are still produced with errors which then leads to unsuccessful solutions to problems. The requirements engineering process is executed within a social context. These social elements should be taken into consideration to improve quality. Based on the results collected from real-world practice as well as people’s behaviour in the real world, a complete understanding of the influence on the requirements process was derived. This understanding was used to identify the social elements required during the requirements engineering process. A socio-technical view is provided of the social and the technical activities that should be facilitated by the requirements engineering process. This framework integrates the required communicative activities with the traditional requirements activity. This socio-technical framework for the requirements engineering process was developed based on a survey. The aim of this framework is to overcome the social behaviour that causes communication breakdowns and impacts on the quality of the requirements. The research contributes to the existing requirements knowledge base. The socio-technical framework developed for the requirements process concerns the communication breakdowns continuously highlighted as a contributing factor to poor requirements, by providing the social activities required during the requirements process as guidance. Secondly, the knowledge acquired provides adequate data on requirements practice for future research. Specific focus areas for practitioners and managers on how to improve the requirements engineering process without the adoption of any new tools or methodologies are also included in the results. Additionally, practitioners’ behaviour was determined. By determining these interaction and relationship patterns, communication can be improved and made more effective.
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The role of corporate strategy in fostering corporate social responsibility
- Authors: Mfecane, Vuyisile Gregory
- Date: 2013-05-01
- Subjects: Strategic planning , Corporate social responsiblity , Social responsibility of business , Business planning
- Type: Mini-Dissertation
- Identifier: http://ujcontent.uj.ac.za8080/10210/371680 , uj:7493 , http://hdl.handle.net/10210/8351
- Description: M.Comm. (Business Management) , Social responsibility is increasingly becoming important in the undertaking of any business as the general society, investors and other stakeholders increasingly make it a point to keep business accountable with regard to social and environmental impacts business has on the socio-economic environments in which businesses operate. As a result, organisations find themselves having to determine efficient ways to achieve profitability and profit growth while meeting the social and environmental needs of the communities within which they conduct their business. Managers are now pressured to go about their social responsibility agenda without negatively affecting the bottom line while achieving social responsibility goals and objectives. Therefore this body of work aims to investigate and uncover guidelines and ways in which corporate strategy can progress Corporate Social Responsibility (CSR), thus providing management and CSR practitioners insights into how strategy can be used to enhance CSR initiatives in their organisations. This is achieved by researching a few organisations by looking at their corporate strategy formulation techniques followed by the assessment of their social responsibility strategy and resulting initiatives. Having conducted the research, ways to link CSR to corporate strategy are identified and the advantages and disadvantages thereof. Recommendations on how organisations can move from dispersed CSR to strategic CSR without losing focus of its strategic objectives as a business are made based on sound research. This will provide CSR managers with insights on how corporate strategy can progress CSR and how to link the two.
- Full Text:
- Authors: Mfecane, Vuyisile Gregory
- Date: 2013-05-01
- Subjects: Strategic planning , Corporate social responsiblity , Social responsibility of business , Business planning
- Type: Mini-Dissertation
- Identifier: http://ujcontent.uj.ac.za8080/10210/371680 , uj:7493 , http://hdl.handle.net/10210/8351
- Description: M.Comm. (Business Management) , Social responsibility is increasingly becoming important in the undertaking of any business as the general society, investors and other stakeholders increasingly make it a point to keep business accountable with regard to social and environmental impacts business has on the socio-economic environments in which businesses operate. As a result, organisations find themselves having to determine efficient ways to achieve profitability and profit growth while meeting the social and environmental needs of the communities within which they conduct their business. Managers are now pressured to go about their social responsibility agenda without negatively affecting the bottom line while achieving social responsibility goals and objectives. Therefore this body of work aims to investigate and uncover guidelines and ways in which corporate strategy can progress Corporate Social Responsibility (CSR), thus providing management and CSR practitioners insights into how strategy can be used to enhance CSR initiatives in their organisations. This is achieved by researching a few organisations by looking at their corporate strategy formulation techniques followed by the assessment of their social responsibility strategy and resulting initiatives. Having conducted the research, ways to link CSR to corporate strategy are identified and the advantages and disadvantages thereof. Recommendations on how organisations can move from dispersed CSR to strategic CSR without losing focus of its strategic objectives as a business are made based on sound research. This will provide CSR managers with insights on how corporate strategy can progress CSR and how to link the two.
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The role of management in effective knowledge and skills transfer
- Authors: Buys, Neil Armstrong
- Date: 2013-05-01
- Subjects: Transfer of learning , Employees - Training of , Business planning , Strategic planning , Information resources management
- Type: Thesis
- Identifier: uj:7503 , http://hdl.handle.net/10210/8360
- Description: Ph.D. (Leadership Performance and Change) , Organisations worldwide have made substantial investments in the training of their employees even though it is generally understood that only a small amount of learning is usually transferred to the work environment. The knowledge of the extent of employer investments in training compared to the benefits that accrue from this training for the organisation underlies the continuous debate concerning the return on investment and the effectiveness of the transfer of learning. Learning Transfer is defined as the application of knowledge, skills and attitudes learned from training and the subsequent maintenance of it over a period of time. This paucity of learning transfer, in spite of the substantial investment in training by employers, must be considered against the reality of organisations continuously being confronted by demands emanating from developments such as globalisation. Equally, technological developments necessitate change in the nature of work and consequently in the knowledge and skills required by employees to perform the work, as well as for organisations to remain globally competitive. The aim of this study is to determine whether a causal relationship exists between management support for learning and the effectiveness of learning transfer. In pursuance of finding causes for the lack of learning transfer, the study has the further objective of determining whether management support could be elevated above other differentiators, such as motivation of the trainee, training design and the workplace or organisational climate factors. The study is premised on the perception that management exercises a great deal of influence over their employees and that they determine organisational outcomes because of their decision-making authority. This gave rise to the presumption that management plays a leading role in ensuring that effective learning transfer is achieved and that the nature and extent of management‟s influence determines whether effective and efficient learning transfer is realised.
- Full Text:
- Authors: Buys, Neil Armstrong
- Date: 2013-05-01
- Subjects: Transfer of learning , Employees - Training of , Business planning , Strategic planning , Information resources management
- Type: Thesis
- Identifier: uj:7503 , http://hdl.handle.net/10210/8360
- Description: Ph.D. (Leadership Performance and Change) , Organisations worldwide have made substantial investments in the training of their employees even though it is generally understood that only a small amount of learning is usually transferred to the work environment. The knowledge of the extent of employer investments in training compared to the benefits that accrue from this training for the organisation underlies the continuous debate concerning the return on investment and the effectiveness of the transfer of learning. Learning Transfer is defined as the application of knowledge, skills and attitudes learned from training and the subsequent maintenance of it over a period of time. This paucity of learning transfer, in spite of the substantial investment in training by employers, must be considered against the reality of organisations continuously being confronted by demands emanating from developments such as globalisation. Equally, technological developments necessitate change in the nature of work and consequently in the knowledge and skills required by employees to perform the work, as well as for organisations to remain globally competitive. The aim of this study is to determine whether a causal relationship exists between management support for learning and the effectiveness of learning transfer. In pursuance of finding causes for the lack of learning transfer, the study has the further objective of determining whether management support could be elevated above other differentiators, such as motivation of the trainee, training design and the workplace or organisational climate factors. The study is premised on the perception that management exercises a great deal of influence over their employees and that they determine organisational outcomes because of their decision-making authority. This gave rise to the presumption that management plays a leading role in ensuring that effective learning transfer is achieved and that the nature and extent of management‟s influence determines whether effective and efficient learning transfer is realised.
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Die formele sakeplan se bydrae tot sakesukses
- Du Plessis, Stephanus Johannes
- Authors: Du Plessis, Stephanus Johannes
- Date: 2012-10-18
- Subjects: Business planning , Success in business
- Type: Mini-Dissertation
- Identifier: uj:10406 , http://hdl.handle.net/10210/7873
- Description: M.Comm.
- Full Text:
- Authors: Du Plessis, Stephanus Johannes
- Date: 2012-10-18
- Subjects: Business planning , Success in business
- Type: Mini-Dissertation
- Identifier: uj:10406 , http://hdl.handle.net/10210/7873
- Description: M.Comm.
- Full Text:
The importance of growth, innovation and strategy in engineering entrepreneurship
- Authors: Neves, Mario
- Date: 2012-08-28
- Subjects: Strategic planning , Business planning , Industrial management , Engineering -- Management , Entrepreneurship -- Management , New business enterprises -- Management
- Type: Thesis
- Identifier: uj:3315 , http://hdl.handle.net/10210/6718
- Description: M.Ing. , The purpose of this research dissertation is to test the hypothesis that entrepreneurial engineers are not familiar with innovation, growth and business planning strategies, or simply do not apply them. The hypothesis is investigated with the help of case studies and published works; outlining the different methods and principles employed by relatively new business ventures to ensure continued success. The scope of this research dissertation is limited to why there is a need for well managed growth, continual innovation and the strategic positioning and planning in business. The form of research design chosen for the experimental program is characterised and based upon the "Method of Data Collection", outlined in Cooper and Schindler: Business Research Methods, 7iT h Ed., 2001. The refined method is based upon a Two Stage Design incorporating a Non probability, Convenience Sample. The literature review of this research dissertation will be viewed as the Exploratory Section of the Two Stage Design, as outlined by Cooper and Schindler. The results of the survey which was carried out indicate that entrepreneurial engineers have an equal chance of being familiar or not familiar with the concepts of innovation and growth. Those who were familiar with the concepts were more likely to have knowledge of the entrepreneurial strategies regarding the concepts and to implement the strategies. Entrepreneurial engineers were likely to be familiar with business strategies, and those who were familiar, were more likely to have strategic architecture and intents, but less likely to have company missions than those who were not familiar. There seemed to be no correlation between the field of engineering or the field of business, and the likelihood of familiarity with the concepts. However, engineers who had business and management experience prior to starting their business ventures were more likely to be familiar with the concepts, but no more likely to implement them than engineers without prior experience. The literature review and the survey carried out agree with the initial hypothesis that entrepreneurial engineers starting relatively new business ventures either were not familiar with the concepts of innovation, growth and strategy, or simply did not apply them. However the agreement between the survey results, and the hypothesis and literature review, are not to the extent that was originally expected.
- Full Text:
- Authors: Neves, Mario
- Date: 2012-08-28
- Subjects: Strategic planning , Business planning , Industrial management , Engineering -- Management , Entrepreneurship -- Management , New business enterprises -- Management
- Type: Thesis
- Identifier: uj:3315 , http://hdl.handle.net/10210/6718
- Description: M.Ing. , The purpose of this research dissertation is to test the hypothesis that entrepreneurial engineers are not familiar with innovation, growth and business planning strategies, or simply do not apply them. The hypothesis is investigated with the help of case studies and published works; outlining the different methods and principles employed by relatively new business ventures to ensure continued success. The scope of this research dissertation is limited to why there is a need for well managed growth, continual innovation and the strategic positioning and planning in business. The form of research design chosen for the experimental program is characterised and based upon the "Method of Data Collection", outlined in Cooper and Schindler: Business Research Methods, 7iT h Ed., 2001. The refined method is based upon a Two Stage Design incorporating a Non probability, Convenience Sample. The literature review of this research dissertation will be viewed as the Exploratory Section of the Two Stage Design, as outlined by Cooper and Schindler. The results of the survey which was carried out indicate that entrepreneurial engineers have an equal chance of being familiar or not familiar with the concepts of innovation and growth. Those who were familiar with the concepts were more likely to have knowledge of the entrepreneurial strategies regarding the concepts and to implement the strategies. Entrepreneurial engineers were likely to be familiar with business strategies, and those who were familiar, were more likely to have strategic architecture and intents, but less likely to have company missions than those who were not familiar. There seemed to be no correlation between the field of engineering or the field of business, and the likelihood of familiarity with the concepts. However, engineers who had business and management experience prior to starting their business ventures were more likely to be familiar with the concepts, but no more likely to implement them than engineers without prior experience. The literature review and the survey carried out agree with the initial hypothesis that entrepreneurial engineers starting relatively new business ventures either were not familiar with the concepts of innovation, growth and strategy, or simply did not apply them. However the agreement between the survey results, and the hypothesis and literature review, are not to the extent that was originally expected.
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Managing scope change within fast track project teams
- Authors: Dookran, Varsha Rajendra
- Date: 2012-08-01
- Subjects: Project management , Business planning , Project managers - Attitudes , Project managers
- Type: Mini-Dissertation
- Identifier: uj:8916 , http://hdl.handle.net/10210/5387
- Description: M.Ing. , The structured approach of executing a project towards a common objective and within a pre-determined schedule and budget has evolved through the times. Nowadays, being responsible for managing such endeavours has grown into a full-time job title, that being a project manager. It has been recognised though, that the process of project management is not as straightforward and easy to follow as outlined in a process workflow in order to achieve success. This is because change is prevalent. It does frequently, as well as unpredictably, crop up throughout the lifecycle of a project and with it, creates an instantaneous state of panic and confusion among all key project stakeholders. Changes to projects most often impact their scope by either expanding or narrowing the project’s areas of influence. Consequences as a result thereof upset the project’s key measures i.e. budget, schedule and quality. Managing scope changes effectively as well as systematically is critical in order to achieve the final outcome of the project within its predetermined constraints of time and cost. These efforts not only diminish the state of panic and uncertainty but it also allows key project leads to proactively respond to changes. The primary objectives of this minor dissertation are to ultimately understand the following: a) What are main contributing factors that lead to scope change within an organization b) What are the consequences of scope change on the project’s key measures c) What can be done to minimize and effectively control change throughout a project’s lifecycle, and d) What skills should project managers possess in order to effectively manage projects An opinion based research technique in form of a survey and an observational research technique in form of a case study were employed to attain a better spectrum of understanding on the subject matter. It was also an aim to generate a list of successful, simple and well-known practices for project managers to use throughout the life of all projects, to focus on sections that are known to contribute to scope change. It is important to note that this dissertation serves only as a guideline to effectively manage scope within a project. Therefore, it is recommended to apply the lessons listed, within one’s working environment on future or current running projects in order to reap the intended benefits. The benefits of effectively managing scope changes that can be humanly controlled will ensure that: The project is delivered within its pre-determined budget and schedule The product or facility is delivered within specifications initially agreed upon, and The client considers the organization for future bids due to the delivery of a successful project Ultimately, it was found that: The results attained from the survey and case study were synonymous in that a project with a poor defined scope largely contributes to scope change From the survey the most important standard skill for a project manager to possess to effectively manage projects was being an efficient decision maker. The case study deduced that if the project manager was able to think on his feet and be more assertive, the implementation of a few unnecessary changes could have been avoided Majority of the factors owing to scope change negatively as well as directly impact the project’s cost or schedule. Quality as a result thereof, is indirectly compromised, and The need for a proper planning, monitoring and control system throughout the project lifecycle, a clear understanding of the problem and the active participation of all stakeholders at the start of the project as well as throughout its lifecycle, is imperative to ensure the project’s definition of victory is achieved!
- Full Text:
- Authors: Dookran, Varsha Rajendra
- Date: 2012-08-01
- Subjects: Project management , Business planning , Project managers - Attitudes , Project managers
- Type: Mini-Dissertation
- Identifier: uj:8916 , http://hdl.handle.net/10210/5387
- Description: M.Ing. , The structured approach of executing a project towards a common objective and within a pre-determined schedule and budget has evolved through the times. Nowadays, being responsible for managing such endeavours has grown into a full-time job title, that being a project manager. It has been recognised though, that the process of project management is not as straightforward and easy to follow as outlined in a process workflow in order to achieve success. This is because change is prevalent. It does frequently, as well as unpredictably, crop up throughout the lifecycle of a project and with it, creates an instantaneous state of panic and confusion among all key project stakeholders. Changes to projects most often impact their scope by either expanding or narrowing the project’s areas of influence. Consequences as a result thereof upset the project’s key measures i.e. budget, schedule and quality. Managing scope changes effectively as well as systematically is critical in order to achieve the final outcome of the project within its predetermined constraints of time and cost. These efforts not only diminish the state of panic and uncertainty but it also allows key project leads to proactively respond to changes. The primary objectives of this minor dissertation are to ultimately understand the following: a) What are main contributing factors that lead to scope change within an organization b) What are the consequences of scope change on the project’s key measures c) What can be done to minimize and effectively control change throughout a project’s lifecycle, and d) What skills should project managers possess in order to effectively manage projects An opinion based research technique in form of a survey and an observational research technique in form of a case study were employed to attain a better spectrum of understanding on the subject matter. It was also an aim to generate a list of successful, simple and well-known practices for project managers to use throughout the life of all projects, to focus on sections that are known to contribute to scope change. It is important to note that this dissertation serves only as a guideline to effectively manage scope within a project. Therefore, it is recommended to apply the lessons listed, within one’s working environment on future or current running projects in order to reap the intended benefits. The benefits of effectively managing scope changes that can be humanly controlled will ensure that: The project is delivered within its pre-determined budget and schedule The product or facility is delivered within specifications initially agreed upon, and The client considers the organization for future bids due to the delivery of a successful project Ultimately, it was found that: The results attained from the survey and case study were synonymous in that a project with a poor defined scope largely contributes to scope change From the survey the most important standard skill for a project manager to possess to effectively manage projects was being an efficient decision maker. The case study deduced that if the project manager was able to think on his feet and be more assertive, the implementation of a few unnecessary changes could have been avoided Majority of the factors owing to scope change negatively as well as directly impact the project’s cost or schedule. Quality as a result thereof, is indirectly compromised, and The need for a proper planning, monitoring and control system throughout the project lifecycle, a clear understanding of the problem and the active participation of all stakeholders at the start of the project as well as throughout its lifecycle, is imperative to ensure the project’s definition of victory is achieved!
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An investigation into business continuity risks and related business continuity plan
- Authors: Nel, Izette
- Date: 2012-06-07
- Subjects: Risk , Risk management , Risk assessment , Crisis management , Business planning
- Type: Mini-Dissertation
- Identifier: uj:8715 , http://hdl.handle.net/10210/5067
- Description: M.Comm. , To prevent the interruption of an organization’s daily operations in the event of a catastrophe, organizations must reconsider the importance of creating awareness and being prepared for the unexpected. The importance of business continuity for the survival of any organization during a crisis or disaster has become a prominent factor within the modern organization. Organizations must fully understand the importance of this factor and the impact it could have on the organization. Adequate and effective actions and procedures should be in place to address the organization’s business continuity risks. The study investigated the different business continuity risks that an organization faces in its internal and external environment and the concept and principles of an effective business continuity plan to address and manage these risks. This was done by way of a comprehensive literature study on business continuity factors as well as an empirical study of established business continuity practices at the audit clients of the four largest audit firms. The study found that there are various categories of business continuity risks that are applicable to the modern organization, but although the majority of organizations are aware of the risks that they are faced with not all organizations fully understand the impact of these risks on the organization and therefore not all organizations have effective and adequate business continuity plans in place to address and manage these risks. Organizations are not placing focus on the establishment of a business continuity culture within the organization that supports its business continuity philosophy and the success of its business continuity actions and procedures. It was evident that there is still room for improvement in the way organizations currently address their business continuity risks.
- Full Text:
- Authors: Nel, Izette
- Date: 2012-06-07
- Subjects: Risk , Risk management , Risk assessment , Crisis management , Business planning
- Type: Mini-Dissertation
- Identifier: uj:8715 , http://hdl.handle.net/10210/5067
- Description: M.Comm. , To prevent the interruption of an organization’s daily operations in the event of a catastrophe, organizations must reconsider the importance of creating awareness and being prepared for the unexpected. The importance of business continuity for the survival of any organization during a crisis or disaster has become a prominent factor within the modern organization. Organizations must fully understand the importance of this factor and the impact it could have on the organization. Adequate and effective actions and procedures should be in place to address the organization’s business continuity risks. The study investigated the different business continuity risks that an organization faces in its internal and external environment and the concept and principles of an effective business continuity plan to address and manage these risks. This was done by way of a comprehensive literature study on business continuity factors as well as an empirical study of established business continuity practices at the audit clients of the four largest audit firms. The study found that there are various categories of business continuity risks that are applicable to the modern organization, but although the majority of organizations are aware of the risks that they are faced with not all organizations fully understand the impact of these risks on the organization and therefore not all organizations have effective and adequate business continuity plans in place to address and manage these risks. Organizations are not placing focus on the establishment of a business continuity culture within the organization that supports its business continuity philosophy and the success of its business continuity actions and procedures. It was evident that there is still room for improvement in the way organizations currently address their business continuity risks.
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The effects of forecasting accuracy on business and supply chain planning
- Authors: Nkosi, Makhehla Andries
- Date: 2012-06-04
- Subjects: Business forecasting , Polymer industries , Business planning , Forecasting accuracy , Supply chain management
- Type: Thesis
- Identifier: uj:2356 , http://hdl.handle.net/10210/4811
- Description: M. Ing. , Undoubtedly, forecasting accuracy presents many advantages to a business, but the opposite is also true for forecasting inaccuracy. This paper is intended to outline the effects of forecasting accuracy on business planning while also investigating factors that affect it. The role of the human element in this regard is also discussed in the report. The study is qualitative in nature with an exploratory approach. A survey and focus group interviews / discussions were conducted so as to achieve the aim of the project. The information obtained from these two methods was used to explore the research questions which in turn were designed to identify the impact of forecasting accuracy and factors that affect this accuracy. The findings of the study indicate that the effect of forecasting accuracy is more significant than commonly perceived. The findings also outline the important factors affecting forecasting accuracy. The basis of this argument is that most of the factors that affect forecasting accuracy can be controlled and are centered on people. Therefore, in order for companies to survive, they must begin improving v their forecasting process and paying more attention to the human element of this process.
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- Authors: Nkosi, Makhehla Andries
- Date: 2012-06-04
- Subjects: Business forecasting , Polymer industries , Business planning , Forecasting accuracy , Supply chain management
- Type: Thesis
- Identifier: uj:2356 , http://hdl.handle.net/10210/4811
- Description: M. Ing. , Undoubtedly, forecasting accuracy presents many advantages to a business, but the opposite is also true for forecasting inaccuracy. This paper is intended to outline the effects of forecasting accuracy on business planning while also investigating factors that affect it. The role of the human element in this regard is also discussed in the report. The study is qualitative in nature with an exploratory approach. A survey and focus group interviews / discussions were conducted so as to achieve the aim of the project. The information obtained from these two methods was used to explore the research questions which in turn were designed to identify the impact of forecasting accuracy and factors that affect this accuracy. The findings of the study indicate that the effect of forecasting accuracy is more significant than commonly perceived. The findings also outline the important factors affecting forecasting accuracy. The basis of this argument is that most of the factors that affect forecasting accuracy can be controlled and are centered on people. Therefore, in order for companies to survive, they must begin improving v their forecasting process and paying more attention to the human element of this process.
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Ensuring succesful ERP implementations using the vision-to-project framework
- Authors: Marnewick, Carl
- Date: 2011-09-15T08:16:55Z
- Subjects: Enterprise resource planning systems , Management information systems , Business planning , Project management
- Type: Thesis
- Identifier: uj:7219 , http://hdl.handle.net/10210/3852
- Description: PhD. (Computer Science) , Enterprise resource planning (ERP) systems are implemented within organisations to enable them to work more efficiently and enhance productivity. They also ensure that different levels of information are available to managers within the organisation for strategic and tactical decision-making. The implementation of ERP systems is often associated with great costs, they are resource intensive and cover the whole organisation. The implementation of ERP systems is perceived as a project that often fails owing to overrun on cost and time. The return on investment (ROI) is also often questioned once an ERP system has been implemented, since the organisation does not always see the benefits of the ERP system versus the effort and cost of implementing it. The purpose of this thesis is twofold: firstly it determines what an ERP system is and whether it can be subdivided into different components. The focus of this section is on the operational side of an ERP system to determine how it is managed and operated within an organisation. The second focus is on the way that ERP systems are implemented and the management that goes hand in hand with this implementation. The first focus area is addressed by developing a model that explains ERP and the different components within it. It describes the interactions between the different components and how the ERP system affects the organisation. This model provides a better understanding of an ERP system and shows the technology to be mature. The second focus area is addressed by a framework that assists organisations in deriving projects from the organisational vision. This ensures that the implementation of an ERP system will directly support the organisation’s vision and strategies. This addresses the issue of determining the value of the ERP system as well as ROI. The framework also provides alternative ways and methods that can be used to implement ERP systems. The value of this research is firstly that it provides a holistic model of what constitutes an ERP system and its effect on the organisation. ERP systems change not only the financial systems, but also the way the organisation operates. They introduce organisational change. The value of the framework is that it can assist organisations in identifying and implementing projects that will enable the implementation of the organisation’s vision and strategies. This will eliminate any favoured projects that are not in support of the organisation’s vision and can save the organisation’s scarce resources that would have been wasted on these projects. The framework can also assist organisations in determining if they must implement an ERP system and what value this implementation will have for the organisation.
- Full Text:
- Authors: Marnewick, Carl
- Date: 2011-09-15T08:16:55Z
- Subjects: Enterprise resource planning systems , Management information systems , Business planning , Project management
- Type: Thesis
- Identifier: uj:7219 , http://hdl.handle.net/10210/3852
- Description: PhD. (Computer Science) , Enterprise resource planning (ERP) systems are implemented within organisations to enable them to work more efficiently and enhance productivity. They also ensure that different levels of information are available to managers within the organisation for strategic and tactical decision-making. The implementation of ERP systems is often associated with great costs, they are resource intensive and cover the whole organisation. The implementation of ERP systems is perceived as a project that often fails owing to overrun on cost and time. The return on investment (ROI) is also often questioned once an ERP system has been implemented, since the organisation does not always see the benefits of the ERP system versus the effort and cost of implementing it. The purpose of this thesis is twofold: firstly it determines what an ERP system is and whether it can be subdivided into different components. The focus of this section is on the operational side of an ERP system to determine how it is managed and operated within an organisation. The second focus is on the way that ERP systems are implemented and the management that goes hand in hand with this implementation. The first focus area is addressed by developing a model that explains ERP and the different components within it. It describes the interactions between the different components and how the ERP system affects the organisation. This model provides a better understanding of an ERP system and shows the technology to be mature. The second focus area is addressed by a framework that assists organisations in deriving projects from the organisational vision. This ensures that the implementation of an ERP system will directly support the organisation’s vision and strategies. This addresses the issue of determining the value of the ERP system as well as ROI. The framework also provides alternative ways and methods that can be used to implement ERP systems. The value of this research is firstly that it provides a holistic model of what constitutes an ERP system and its effect on the organisation. ERP systems change not only the financial systems, but also the way the organisation operates. They introduce organisational change. The value of the framework is that it can assist organisations in identifying and implementing projects that will enable the implementation of the organisation’s vision and strategies. This will eliminate any favoured projects that are not in support of the organisation’s vision and can save the organisation’s scarce resources that would have been wasted on these projects. The framework can also assist organisations in determining if they must implement an ERP system and what value this implementation will have for the organisation.
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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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- 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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The validity of world class business criteria across developed and developing countries
- Authors: Parker, Andre John
- Date: 2008-06-26T08:57:19Z
- Subjects: Organizational change , Industrial management , Business enterprises , Business planning , Leadership
- Type: Thesis
- Identifier: uj:9953 , http://hdl.handle.net/10210/734
- Description: The impact of globalisation continues to divide economies around the world into fast and slow moving economies. The former are producing wealth at an exponential rate whilst the latter continue to lag in their wake. The pace of change and challenges of the 21st Century have left business organisations no choice but to attain levels of operational excellence and fitness to compete with their counterparts in a demanding boundaryless global arena. Irrespective of whether they are global or local, organisations ascending to world class have a ‘global mindset’ which means that they see the rest of the world as their benchmark. These organisations know that good is never good enough and that the glory of being ahead in the race is but a fleeting moment in time. The performance gap between South Africa, classified as a ‘slow’ Developing economy and that of ‘fast’ Developed economies continues to widen. Organisations in Developing countries like South Africa have been slow to embrace performance-enhancing Criteria practised in world class organisations, and where they have been embraced, the success rate has not been encouraging. The motivation for the study was to provide relevant guidelines to organisations in developing countries, in particular South Africa, towards the design and implementation of organisation interventions that will find traction and are sustainable to become world class - and in so doing, the variables making up the contextual backdrop which constrain or enhance an organisation’s pursuit of becoming world class would be assessed for relevancy and improved understanding. Furthermore the study would re-direct and re-channel the study of world class Criteria in driving high performance in Developing countries as being unique in need, combination and formulation. Authors on what constitutes this ‘global mindset’, with few exceptions, adopt the view that the world class Criteria that make good organisations great are the same around the world. The problem propositioned and addressed in this study is that what is understood and practised as performance-enhancing world class Criteria, may not apply equally and may not be equally successful in Developed and Developing countries respectively. Restated as a research question, The validity of world class business Criteria across Developed and Developing countries was re-formulated as follows: Firstly, how do world class Criteria which result in high performance in Developed countries differ from those applied in Developing countries? Secondly, what can organisations in Developed countries, in particular South Africa, learn from these differences to embrace best Practices that work and are sustainable for their respective environments? The research objective was to identify world class Criteria that are unique to Developing countries and to add value to organisations in Developing countries to ascend to world class by developing ‘road maps’ for continuous improvement that are valid within Developing country context. The direction of the research process and methodology was determined by the choice of the researcher between a quantitative, qualitative, or a combined qualitative-quantitative approach. Complete and objective data related to the research question within the research domain needed to be collected from individual participants in business organisations across the divide of countries and cultures. Uniformity and control of the data collection method were necessary to minimise the likelihood that different cultures within different business organisations within different country cultures could interpret the survey data differently. A uniform quantitative research approach which presented the same qualified statements in a consistent manner with a consistent response methodology was therefore chosen to ensure that all respondents were likely to understand the survey in the same way. The Proposition tested is that the Criteria for organisations to ascend to world class differ across the divide between Developed and Developing countries. The implications of this Proposition are that whilst there are world class Criteria that are universal across global boundaries, world class organisations in Developing countries, with particular reference to South Africa, have evolved their own set of world class Criteria that are unique to Developing countries. By ignoring the contextual backdrops within which Developed and Developing countries operate, appropriate learning for organisations in Developing countries to ascend to world class competitiveness is constrained. A web-based touchbutton survey questionnaire was designed for instant internet access to assigned and authorized respondents. Organisations considered world class in both Developed and Developing country context were approached to participate in the survey. Participants up to four reporting levels from the president/chief executive officer of the organisation were nominated by an appointed person in a participating organisation responsible for the survey. Email addresses provided by participating organisations were used to log participants on to the survey. Progress was monitored electronically on a daily basis. Since the survey design required that participants complete each part of the survey before proceeding to the next part, the possibility of incomplete data was eliminated. Data capturing took place in real time on a dedicated web site on an MS Office Excel spreadsheet as respondents responded on line. Five surveys completed on paper were fed manually into the data base. All data was therefore complete and ready for analysis at the time of closing the survey for further participation. The biographic data on individual respondents contained the following key features: 41% from 3rd reporting level in their organisations; 65% having more than 3 years’ experience in their organisations; 83% having been with their organisations for more than 3 years and 79.2% having a tertiary qualification. The qualifications and overall experience of the majority of respondents provided for a reasonable assumption that the sample could be relied on to provide well informed and therefore highly valid data. An overall individual response rate of 427 out of a possible 560 respondents was achieved, constituting a percentage response of 76.3%. Developed countries constituted 29% of the responses against 71% from Developing countries whilst organisation response ratio constituted 50 % (20) and 41% (14) respectively. The individual response rate from Developing countries was twice that of Developed countries. The response rate at organisation level presented a more balanced ratio of 59% Developed and 41% Developing country ratio. Organisations and respondents over Developed countries were well spread over several countries. Primary and secondary organisations were closely balanced within Developed and Developing countries respective responses. Countries surveyed were Belgium, France, Germany, Honduras, Hungary, Ireland; Italy, Namibia, Netherlands, Portugal, Russian Federation, South Africa, Spain, Sweden, Switzerland, United Kingdom and the USA. An equal number of 11 organisations from Developing and Developed countries respectively qualified for analysis. This amounted to 22 companies surveyed in all. In the exploratory part of the study the difference between Primary and Secondary sector organisations was found to be small and it was decided to abandon this distinction for any further analysis. An Exploratory Factor Analysis identified the relationships between the underlying Factors in their own right, ignoring the prior literature-based theoretical structure of 7 world-class Criteria with their related Practices. A Confirmatory Factor Analysis sought to confirm whether the extent to which the 7 world class Criteria and their related Practices as reported on in the literature review, and built into the survey instrument, actually did exist. Eighty-five point seven per cent of the Practices in the study could be confirmed in the literature reviewed, leaving 14.3% of the Practices unconfirmed. The implications of this finding are that not all world class Practices are applied consistently all the time by all organisations purported to be world class or who are ascending to becoming world class. Three Schools of Thought about the validity of world class Criteria over Developed and Developing countries emerged, each with its own set of implications and results. School of Thought One postulated that One size of world class criteria fits all, irrespective of Developed or Developing country context. However, no evidence could be found to support this ‘absolute’ School of Thought. Consequently this School of Thought had to be rejected. School of Thought Two postulates that Combinations of Criteria and their associated Practices are exclusive to Developed and Developing Countries In support of this postulate, two Exploratory Criteria (Performance and reward driven people and Customer-centric, shared vision driven leadership) and two Confirmatory Criteria (Ongoing stretch and future-driven strategising and An enabling and empowering people philosophy and practice) showed significant differences between Developed and Developing countries. In all instances of difference, the extent of practice in relation to each Criterion favoured Developed country organisations. The implication of this finding is twofold: Firstly, is that the School of Thought propagating that Combinations of Criteria and their associated Practices are exclusive to Developed and Developing Countries had to be accepted. Secondly, is that Developed Country organisations embrace the identified Criteria to a greater extent than their Developing country counterparts. This finding has a further implication in that it provides a notable explanation why organisations in Developed countries on the whole, outperform their counterparts in Developing countries. The practical significance of this implication has been built into a proposed empirically reconstituted world class model with ‘road maps’ for organisations in a Developing country like South Africa . Further to School of Thought Two, Extent of practice by importance revealed that the Practices: Leadership driving continual change; Core capabilities that enable business processes are built through ongoing learning; Innovative ideas born by working close to customers and suppliers are more important to Developing than Developing Countries: The implications of this evidence, and the reasons given, are that at practice level these three Practices are more important in Developing countries more as a matter of necessity and survival in a Developing Country context than groundbreaking forward-forging ways of doing business. , Prof. Theo H. Veldsman
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- Authors: Parker, Andre John
- Date: 2008-06-26T08:57:19Z
- Subjects: Organizational change , Industrial management , Business enterprises , Business planning , Leadership
- Type: Thesis
- Identifier: uj:9953 , http://hdl.handle.net/10210/734
- Description: The impact of globalisation continues to divide economies around the world into fast and slow moving economies. The former are producing wealth at an exponential rate whilst the latter continue to lag in their wake. The pace of change and challenges of the 21st Century have left business organisations no choice but to attain levels of operational excellence and fitness to compete with their counterparts in a demanding boundaryless global arena. Irrespective of whether they are global or local, organisations ascending to world class have a ‘global mindset’ which means that they see the rest of the world as their benchmark. These organisations know that good is never good enough and that the glory of being ahead in the race is but a fleeting moment in time. The performance gap between South Africa, classified as a ‘slow’ Developing economy and that of ‘fast’ Developed economies continues to widen. Organisations in Developing countries like South Africa have been slow to embrace performance-enhancing Criteria practised in world class organisations, and where they have been embraced, the success rate has not been encouraging. The motivation for the study was to provide relevant guidelines to organisations in developing countries, in particular South Africa, towards the design and implementation of organisation interventions that will find traction and are sustainable to become world class - and in so doing, the variables making up the contextual backdrop which constrain or enhance an organisation’s pursuit of becoming world class would be assessed for relevancy and improved understanding. Furthermore the study would re-direct and re-channel the study of world class Criteria in driving high performance in Developing countries as being unique in need, combination and formulation. Authors on what constitutes this ‘global mindset’, with few exceptions, adopt the view that the world class Criteria that make good organisations great are the same around the world. The problem propositioned and addressed in this study is that what is understood and practised as performance-enhancing world class Criteria, may not apply equally and may not be equally successful in Developed and Developing countries respectively. Restated as a research question, The validity of world class business Criteria across Developed and Developing countries was re-formulated as follows: Firstly, how do world class Criteria which result in high performance in Developed countries differ from those applied in Developing countries? Secondly, what can organisations in Developed countries, in particular South Africa, learn from these differences to embrace best Practices that work and are sustainable for their respective environments? The research objective was to identify world class Criteria that are unique to Developing countries and to add value to organisations in Developing countries to ascend to world class by developing ‘road maps’ for continuous improvement that are valid within Developing country context. The direction of the research process and methodology was determined by the choice of the researcher between a quantitative, qualitative, or a combined qualitative-quantitative approach. Complete and objective data related to the research question within the research domain needed to be collected from individual participants in business organisations across the divide of countries and cultures. Uniformity and control of the data collection method were necessary to minimise the likelihood that different cultures within different business organisations within different country cultures could interpret the survey data differently. A uniform quantitative research approach which presented the same qualified statements in a consistent manner with a consistent response methodology was therefore chosen to ensure that all respondents were likely to understand the survey in the same way. The Proposition tested is that the Criteria for organisations to ascend to world class differ across the divide between Developed and Developing countries. The implications of this Proposition are that whilst there are world class Criteria that are universal across global boundaries, world class organisations in Developing countries, with particular reference to South Africa, have evolved their own set of world class Criteria that are unique to Developing countries. By ignoring the contextual backdrops within which Developed and Developing countries operate, appropriate learning for organisations in Developing countries to ascend to world class competitiveness is constrained. A web-based touchbutton survey questionnaire was designed for instant internet access to assigned and authorized respondents. Organisations considered world class in both Developed and Developing country context were approached to participate in the survey. Participants up to four reporting levels from the president/chief executive officer of the organisation were nominated by an appointed person in a participating organisation responsible for the survey. Email addresses provided by participating organisations were used to log participants on to the survey. Progress was monitored electronically on a daily basis. Since the survey design required that participants complete each part of the survey before proceeding to the next part, the possibility of incomplete data was eliminated. Data capturing took place in real time on a dedicated web site on an MS Office Excel spreadsheet as respondents responded on line. Five surveys completed on paper were fed manually into the data base. All data was therefore complete and ready for analysis at the time of closing the survey for further participation. The biographic data on individual respondents contained the following key features: 41% from 3rd reporting level in their organisations; 65% having more than 3 years’ experience in their organisations; 83% having been with their organisations for more than 3 years and 79.2% having a tertiary qualification. The qualifications and overall experience of the majority of respondents provided for a reasonable assumption that the sample could be relied on to provide well informed and therefore highly valid data. An overall individual response rate of 427 out of a possible 560 respondents was achieved, constituting a percentage response of 76.3%. Developed countries constituted 29% of the responses against 71% from Developing countries whilst organisation response ratio constituted 50 % (20) and 41% (14) respectively. The individual response rate from Developing countries was twice that of Developed countries. The response rate at organisation level presented a more balanced ratio of 59% Developed and 41% Developing country ratio. Organisations and respondents over Developed countries were well spread over several countries. Primary and secondary organisations were closely balanced within Developed and Developing countries respective responses. Countries surveyed were Belgium, France, Germany, Honduras, Hungary, Ireland; Italy, Namibia, Netherlands, Portugal, Russian Federation, South Africa, Spain, Sweden, Switzerland, United Kingdom and the USA. An equal number of 11 organisations from Developing and Developed countries respectively qualified for analysis. This amounted to 22 companies surveyed in all. In the exploratory part of the study the difference between Primary and Secondary sector organisations was found to be small and it was decided to abandon this distinction for any further analysis. An Exploratory Factor Analysis identified the relationships between the underlying Factors in their own right, ignoring the prior literature-based theoretical structure of 7 world-class Criteria with their related Practices. A Confirmatory Factor Analysis sought to confirm whether the extent to which the 7 world class Criteria and their related Practices as reported on in the literature review, and built into the survey instrument, actually did exist. Eighty-five point seven per cent of the Practices in the study could be confirmed in the literature reviewed, leaving 14.3% of the Practices unconfirmed. The implications of this finding are that not all world class Practices are applied consistently all the time by all organisations purported to be world class or who are ascending to becoming world class. Three Schools of Thought about the validity of world class Criteria over Developed and Developing countries emerged, each with its own set of implications and results. School of Thought One postulated that One size of world class criteria fits all, irrespective of Developed or Developing country context. However, no evidence could be found to support this ‘absolute’ School of Thought. Consequently this School of Thought had to be rejected. School of Thought Two postulates that Combinations of Criteria and their associated Practices are exclusive to Developed and Developing Countries In support of this postulate, two Exploratory Criteria (Performance and reward driven people and Customer-centric, shared vision driven leadership) and two Confirmatory Criteria (Ongoing stretch and future-driven strategising and An enabling and empowering people philosophy and practice) showed significant differences between Developed and Developing countries. In all instances of difference, the extent of practice in relation to each Criterion favoured Developed country organisations. The implication of this finding is twofold: Firstly, is that the School of Thought propagating that Combinations of Criteria and their associated Practices are exclusive to Developed and Developing Countries had to be accepted. Secondly, is that Developed Country organisations embrace the identified Criteria to a greater extent than their Developing country counterparts. This finding has a further implication in that it provides a notable explanation why organisations in Developed countries on the whole, outperform their counterparts in Developing countries. The practical significance of this implication has been built into a proposed empirically reconstituted world class model with ‘road maps’ for organisations in a Developing country like South Africa . Further to School of Thought Two, Extent of practice by importance revealed that the Practices: Leadership driving continual change; Core capabilities that enable business processes are built through ongoing learning; Innovative ideas born by working close to customers and suppliers are more important to Developing than Developing Countries: The implications of this evidence, and the reasons given, are that at practice level these three Practices are more important in Developing countries more as a matter of necessity and survival in a Developing Country context than groundbreaking forward-forging ways of doing business. , Prof. Theo H. Veldsman
- Full Text:
A framework for assessing enterprise resource planning systems.
- Authors: Steyn, Etienne Ashley
- Date: 2008-04-24T12:37:11Z
- Subjects: Reengineering (Management) , Project management , Business planning
- Type: Thesis
- Identifier: uj:6727 , http://hdl.handle.net/10210/312
- Description: The aim of this study is to understand the definition of Enterprise Resource Planning Systems (ERP), explore the most distinct phases and steps used during the implementation life cycle and the different elements of project management. All the fundamental concepts are evaluated during the various stages of the implementation and there is a highlighted detailed discussion on the implementation life cycle or the phases that a project needs to go through. This content will concentrate on providing an overall understanding of ERP systems, the benefits that a company can achieve by implementing an ERP system, a clear understanding of the role and use of these systems and an understanding of the various approaches to implement ERP systems. Before the start of any implementation or engagement a clear understanding of the approach or the order of the implementation steps needs to be understood. This allows transparency and provides the entity, that is about to implement the ERP system a clear framework description of the steps in the implementation process towards a successful ERP implementation. The methodology that would be under the magnifying glass is one from SAP known as the Accelerated ASAP methodology. This methodology is usually customized by all the different implementers or consulting houses. However there would be specific reference made to the ASAP implementation methodology steps. The successful implementation by using structured project management methodologies and reporting has become increasingly important and implementers always strive to refine and make changes to the standard methodology to fit to the needs of the implementation at hand. These elements where changes are made will be highlighted and discussed. The assessment of the ERP system can be done from various perspectives and at different stages both during and after the implementation has been completed. There should be a clear understanding with regards to when the effectiveness of the system is being judged. The assessment for this study will be conducted from both the process owners as well as the consultants doing the actual implementation during the different stages of the implementation and after the implementation. The focus will be on actual benefits and successes instead of costs involved with the implementation of the ERP Systems. Benefits will be discussed from an operational, strategic, infrastructure, managerial and organizational level. ERP project implementations yield substantial benefits to the entities that adopt them and these benefits will clearly be indicated. , Mr. Cor Scheepers
- Full Text:
- Authors: Steyn, Etienne Ashley
- Date: 2008-04-24T12:37:11Z
- Subjects: Reengineering (Management) , Project management , Business planning
- Type: Thesis
- Identifier: uj:6727 , http://hdl.handle.net/10210/312
- Description: The aim of this study is to understand the definition of Enterprise Resource Planning Systems (ERP), explore the most distinct phases and steps used during the implementation life cycle and the different elements of project management. All the fundamental concepts are evaluated during the various stages of the implementation and there is a highlighted detailed discussion on the implementation life cycle or the phases that a project needs to go through. This content will concentrate on providing an overall understanding of ERP systems, the benefits that a company can achieve by implementing an ERP system, a clear understanding of the role and use of these systems and an understanding of the various approaches to implement ERP systems. Before the start of any implementation or engagement a clear understanding of the approach or the order of the implementation steps needs to be understood. This allows transparency and provides the entity, that is about to implement the ERP system a clear framework description of the steps in the implementation process towards a successful ERP implementation. The methodology that would be under the magnifying glass is one from SAP known as the Accelerated ASAP methodology. This methodology is usually customized by all the different implementers or consulting houses. However there would be specific reference made to the ASAP implementation methodology steps. The successful implementation by using structured project management methodologies and reporting has become increasingly important and implementers always strive to refine and make changes to the standard methodology to fit to the needs of the implementation at hand. These elements where changes are made will be highlighted and discussed. The assessment of the ERP system can be done from various perspectives and at different stages both during and after the implementation has been completed. There should be a clear understanding with regards to when the effectiveness of the system is being judged. The assessment for this study will be conducted from both the process owners as well as the consultants doing the actual implementation during the different stages of the implementation and after the implementation. The focus will be on actual benefits and successes instead of costs involved with the implementation of the ERP Systems. Benefits will be discussed from an operational, strategic, infrastructure, managerial and organizational level. ERP project implementations yield substantial benefits to the entities that adopt them and these benefits will clearly be indicated. , Mr. Cor Scheepers
- Full Text:
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