'n Ontleding van enkele ondernemingskomponente nodig vir strategie-implementering
- Authors: Van Stryp, Gisela Christine
- Date: 2012-08-16
- Subjects: Strategic planning , Leadership , Corporate culture , Organizational change
- Type: Thesis
- Identifier: uj:9561 , http://hdl.handle.net/10210/5986
- Description: M.Comm. , The environment in which a South African business operates are distinguished by change. Businesses must on a continuous basis adopt to the demands of change in their environment. This study focus on the unseen or invisible components of a business, such as the structure, culture, leadership and human resource compliment, which enable the business to implement the formalised strategy, which in turn assist the business in adopting to the change in environment. Chapter two contains a short summary of strategy formulation and implementation. As soon as the strategy has been formalised and implementation of strategy must take place, the emphasised is moved to the unseen components of business. From Chapter three to six a iscussion on the resources required to support and manage the implementation of strategy, follows. In these chapters the following is raised: the structure that is required to ensure that strategy objectives are achieved; the required leadership, with emphasis on the role of leaders vs managers in a business; the relationship of strategy and culture; and the optimal composition of the human resource complement to ensure the implementation of the strategy. A summary of the recommendations of the study are the following: develop a suitable structure to support the strategy of business and tend to move to flatter organisational structures; obtain and develop leaders in the business; build and encourage a strong corporate culture; and Top Management must ensure and commit them to obtain the required human resource compliment in the business. In conclusion a recipe to the successful implementation of a strategy "Be customer focused and get the basis right.
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- Authors: Van Stryp, Gisela Christine
- Date: 2012-08-16
- Subjects: Strategic planning , Leadership , Corporate culture , Organizational change
- Type: Thesis
- Identifier: uj:9561 , http://hdl.handle.net/10210/5986
- Description: M.Comm. , The environment in which a South African business operates are distinguished by change. Businesses must on a continuous basis adopt to the demands of change in their environment. This study focus on the unseen or invisible components of a business, such as the structure, culture, leadership and human resource compliment, which enable the business to implement the formalised strategy, which in turn assist the business in adopting to the change in environment. Chapter two contains a short summary of strategy formulation and implementation. As soon as the strategy has been formalised and implementation of strategy must take place, the emphasised is moved to the unseen components of business. From Chapter three to six a iscussion on the resources required to support and manage the implementation of strategy, follows. In these chapters the following is raised: the structure that is required to ensure that strategy objectives are achieved; the required leadership, with emphasis on the role of leaders vs managers in a business; the relationship of strategy and culture; and the optimal composition of the human resource complement to ensure the implementation of the strategy. A summary of the recommendations of the study are the following: develop a suitable structure to support the strategy of business and tend to move to flatter organisational structures; obtain and develop leaders in the business; build and encourage a strong corporate culture; and Top Management must ensure and commit them to obtain the required human resource compliment in the business. In conclusion a recipe to the successful implementation of a strategy "Be customer focused and get the basis right.
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The importance of effective strategic leadership in organisations
- Authors: Van Eeden, Cornelia Maria
- Date: 2012-09-06
- Subjects: Leadership , Human capital , Corporate culture , Strategic planning , Business ethics , Corporate governance
- Type: Mini-Dissertation
- Identifier: uj:9666 , http://hdl.handle.net/10210/7081
- Description: M.Comm. , This research is intended to describe the elements that underline and compromise strategic leadership. Having strategic leaders with substantive expertise in the firm's core functions and businesses is important to the effectiveness of a management team. A heterogenic management team is associated positively with innovation and strategic change and may force them to "think outside of the box" (Hitt et al.,2001:493). Key elements of strategic leadership is used to identify weaknesses and strengths within the organisation and explored. The type of effective strategic leadership that results in the successful implementation of strategies is exemplified by developing human capital through training to establish a strategic direction, fostering an effective culture, exploiting core competencies, using effective organisational control systems and establish ethical practices (Hitt et al., 2001: 509).
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- Authors: Van Eeden, Cornelia Maria
- Date: 2012-09-06
- Subjects: Leadership , Human capital , Corporate culture , Strategic planning , Business ethics , Corporate governance
- Type: Mini-Dissertation
- Identifier: uj:9666 , http://hdl.handle.net/10210/7081
- Description: M.Comm. , This research is intended to describe the elements that underline and compromise strategic leadership. Having strategic leaders with substantive expertise in the firm's core functions and businesses is important to the effectiveness of a management team. A heterogenic management team is associated positively with innovation and strategic change and may force them to "think outside of the box" (Hitt et al.,2001:493). Key elements of strategic leadership is used to identify weaknesses and strengths within the organisation and explored. The type of effective strategic leadership that results in the successful implementation of strategies is exemplified by developing human capital through training to establish a strategic direction, fostering an effective culture, exploiting core competencies, using effective organisational control systems and establish ethical practices (Hitt et al., 2001: 509).
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Strategic organisational transformation: the role of learning, leadership and culture
- Authors: Viljoen, Karen
- Date: 2012-08-28
- Subjects: Organizational change , Organizational learning , Strategic planning , Leadership , Corporate culture
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/385716 , uj:3333 , http://hdl.handle.net/10210/6734
- Description: M. Comm. , South Africa finds itself in the midst of a turbulent environment. Organisations are seeking ways and methods to achieve better results for its stakeholders by being more competitive through for example addressing customer needs. Furthermore, organisations are focusing on adapting to the changing economic and social environment. Suddenly, after many years where the political dispensation only provided protection and benefits to certain groups, organisations now have to comply with the requirements of new legislation such as the Labour Relations Act, the Basic Condition of Employment Act, the Skills Development Act and the Employment Equity Act. Although the influence of these Acts are not under the discussion their existence do have an impact on the way South African organisations do business. Words and phrases such as empowerment, transparency and equal opportunity have quickly and almost unnoticeably become part of the South African vocabulary. Furthermore, South Africa has now also become part of the global arena. Its global competitiveness therefore might be the single most important factor in ensuring South Africa's survival. Information technology has opened up a world of e-commerce and a large number of foreign companies have now moved their focus to the so-called emerging markets of which South Africa is one, bringing along more companies to compete with in the limited local market. Organisations in South Africa therefore have to empower themselves in adapting to the new challenges and the changing environment. Possibly the best way will be to gear itself for continuous change. However, South Africa's top management teams will have to take cognisance of factors that will ensure successful strategic organisational transformation. Here, the role of leadership, learning and culture will proof significant to enable strategic organisational transformation in the South African organisation. With this study it is hoped that some findings will assist organisations faced with the reality of change, to understand the important determinants in organisational change.
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- Authors: Viljoen, Karen
- Date: 2012-08-28
- Subjects: Organizational change , Organizational learning , Strategic planning , Leadership , Corporate culture
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/385716 , uj:3333 , http://hdl.handle.net/10210/6734
- Description: M. Comm. , South Africa finds itself in the midst of a turbulent environment. Organisations are seeking ways and methods to achieve better results for its stakeholders by being more competitive through for example addressing customer needs. Furthermore, organisations are focusing on adapting to the changing economic and social environment. Suddenly, after many years where the political dispensation only provided protection and benefits to certain groups, organisations now have to comply with the requirements of new legislation such as the Labour Relations Act, the Basic Condition of Employment Act, the Skills Development Act and the Employment Equity Act. Although the influence of these Acts are not under the discussion their existence do have an impact on the way South African organisations do business. Words and phrases such as empowerment, transparency and equal opportunity have quickly and almost unnoticeably become part of the South African vocabulary. Furthermore, South Africa has now also become part of the global arena. Its global competitiveness therefore might be the single most important factor in ensuring South Africa's survival. Information technology has opened up a world of e-commerce and a large number of foreign companies have now moved their focus to the so-called emerging markets of which South Africa is one, bringing along more companies to compete with in the limited local market. Organisations in South Africa therefore have to empower themselves in adapting to the new challenges and the changing environment. Possibly the best way will be to gear itself for continuous change. However, South Africa's top management teams will have to take cognisance of factors that will ensure successful strategic organisational transformation. Here, the role of leadership, learning and culture will proof significant to enable strategic organisational transformation in the South African organisation. With this study it is hoped that some findings will assist organisations faced with the reality of change, to understand the important determinants in organisational change.
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The interactive role of organizational strategy and culture : a strategic management approach
- Authors: Weeks, Richard Vernon
- Date: 2015-09-28
- Subjects: Strategic planning , Corporate culture , Organizational behavior
- Type: Thesis
- Identifier: uj:14169 , http://hdl.handle.net/10210/14612
- Description: M.Com. , This study has been undertaken with the specific objective of acquiring an insight into the concept "organizational culture" within a strategic management context, as well as the role played by the concept in the formulation and implementation of organizational strategy. Researchers from within various disciplines, such as anthropology, industrial psychology and strategic management, have analysed various aspects of the concept ...
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- Authors: Weeks, Richard Vernon
- Date: 2015-09-28
- Subjects: Strategic planning , Corporate culture , Organizational behavior
- Type: Thesis
- Identifier: uj:14169 , http://hdl.handle.net/10210/14612
- Description: M.Com. , This study has been undertaken with the specific objective of acquiring an insight into the concept "organizational culture" within a strategic management context, as well as the role played by the concept in the formulation and implementation of organizational strategy. Researchers from within various disciplines, such as anthropology, industrial psychology and strategic management, have analysed various aspects of the concept ...
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Openbare betrekkinge as agent tot gedragsverandering in perspektief
- Authors: Nel, Jacobus Johannes
- Date: 2015-03-18
- Subjects: Organizational behavior , Communication in management , Strategic planning , Corporate culture , Public relations
- Type: Thesis
- Identifier: uj:13506 , http://hdl.handle.net/10210/13537
- Description: D.Com. , Public relations is an organisational function in transition, but for that matter the whole management function is currently experiencing a period of change. Had public relations already been an established field of study at the beginning of this transition period, the necessary adjustments to existing practices and the adaptation to external environmental changes would have proceeded with less difficulty.
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- Authors: Nel, Jacobus Johannes
- Date: 2015-03-18
- Subjects: Organizational behavior , Communication in management , Strategic planning , Corporate culture , Public relations
- Type: Thesis
- Identifier: uj:13506 , http://hdl.handle.net/10210/13537
- Description: D.Com. , Public relations is an organisational function in transition, but for that matter the whole management function is currently experiencing a period of change. Had public relations already been an established field of study at the beginning of this transition period, the necessary adjustments to existing practices and the adaptation to external environmental changes would have proceeded with less difficulty.
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