List of Titles

Quick View

Conflict resolution strategies in teams

- Zengetwa, Buntu

Authors: Zengetwa, Buntu
Date: 2020
Subjects: Conflict management , Project management , Strategic planning
Language: English
Type: Masters (Thesis)
Identifier: http://hdl.handle.net/10210/445238 , uj:38945
Description: Abstract: Conflict is inevitable in teams. Unresolved conflict can lead to destructive consequences. Project managers must implement available conflict resolution strategies to resolve conflict within teams. A positive impact can be achieved through the implementation of appropriate conflict resolution strategies. Managed conflict within teams improves performance and productivity in a project. The research problem was the existence of conflict within teams, which impacted negatively on project performance. Conflict is a result of contradicting interests and disagreements within teams. The existence of unresolved conflict shifts attention away from the main purpose of teams. It creates an unpleasant experience for project managers, who must deal with conflict management... , M.Phil. (Engineering Management)
Full Text:

Quick View

The effective co-ordination of a company's global strategy in the petro-chemical industry

- Weitsz, Helene

Authors: Weitsz, Helene
Date: 2012-08-16
Subjects: Strategic planning , Managerial accounting , Sasol (Firm) - Management
Type: Mini-Dissertation
Identifier: uj:9484 , http://hdl.handle.net/10210/5915
Description: M.Comm. , After discussions with various people about the research problem of coordinating a global strategy at Sasol it is clear that there is a need to determine the effectiveness of the strategy co-ordination at Sasol in a global context in the petro-chemical industry. The management decision problem is to establish how effective strategy is being implemented globally at Sasol in the petro-chemical industry. This will entail obtaining feedback on the implementation of previous strategies at Sasol, the coordination of the present strategy and the recommendation of possible solutions to the outcomes. As indicated above, the future is uncertain and the environment is constantly changing generating threats and opportunities. To be competitive in this environment Sasol needs to adjust and align its strategy and its structure to the changes. Uncertainty is also present in the corporate environment with blurry objectives, incorrect performance measures, unclear decision processes, dynamic individual or group competition or any type of change (Kreitner & Kinicki, 1992). The external and internal uncertainty contributes to the formation of a barrier to co-ordination. Effective management in uncertain times is thus imperative for successful co-ordinated achievements. Furthermore, Fawcett et al., (1996:1) indicate that: "... by obfuscating management's focus, poor measurement systems degrade the firm's ability to manage day-to-day operations in a high value-added manner. The result is that firms have difficulty developing strong and d istinct capabilities even w hen they are able to align their strategic objectives to the needs of key customers." Co-ordination could also b e obtained by implementing the balanced scorecard correctly so that total alignment by Business Units, Shared Services units, company teams and other employees is attained against global goals. The balanced scorecard has so far been successfully applied at Sasol Synfuels and other SBU's has shown an interest to adopt the balanced scorecard in the future Up to date Scenario planning is the method whereby the company's strategy can be tested when confronted by uncertainty and complexity. Scenario planning ensures innovative and strategic thinking in volatile environments and enable the company to develop and align core competencies at corporate, divisional or business unit level. In 1997 Sasol started applying Scenario planning in their decision-making at Head Office and at the different SBU's and, at present, Scenario planning is still being used. To successfully implement a company's strategy a sustaining culture is required. Sasol adopted a new set of values at the beginning of 2002 to summarize the essence of Sasol's success over the past 50 years and its challenge to maintain growth in the next 50 years. The traditional financial systems namely financial accounting and management accounting is at present being applied at Sasol. This study is undertaken to establish if the traditional financial system should be supplemented with strategic management accounting to enable top management to better follow the implementation of strategy.
Full Text:

Quick View

The role of big data in decision making in a South African bank

- Waide, Eniola Abiola

Authors: Waide, Eniola Abiola
Date: 2020
Subjects: Big data , Strategic planning , Banks and banking
Language: English
Type: Masters (Thesis)
Identifier: http://hdl.handle.net/10210/475100 , uj:42846
Description: Abstract: In recent years, data has been gradually recognised as an integral part of forming a business strategy, with some business leaders labelling it as the fourth factor of production, as essential as land, labour and capital. In the evolving business landscape, organisations are faced with the challenge of maintaining a competitive advantage, keeping up with the speed of change, mitigating the risks of regulatory fines, identifying new business opportunities, and remaining highly profitable. The decision-makers in these organisations should, additionally, be utilising big data to make good business decisions... , M.Com. (Business Management)
Full Text:

Quick View

The impact of value chain management on the business performance of Momentum

- Von Staden, Dietrich Hans

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

Quick View

Strategic organisational transformation: the role of learning, leadership and culture

- Viljoen, Karen

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.
Full Text:

Quick View

Bestuursimulasie vir strategiese bestuur by plaaslike owerhede

- Vermeulen, Stephanus Jacobus Daniël

Authors: Vermeulen, Stephanus Jacobus Daniël
Date: 2014-02-20
Subjects: Management - Simulation methods , Strategic planning , Local government - South Africa
Type: Thesis
Identifier: uj:4182 , http://hdl.handle.net/10210/9529
Description: M.Comm. (Strategic Management) , The turbulent and swiftly changing business environment assigns very big requirements and challenges to managers of all enterprises. Because of the current political and constitutional process of reform, local authorities find themselves on the verge of dramatical structural change. Traditionally local authorities operated in a relatively predictable and inert environment. The turbulent and swiftly changing environment, together with the expected structural changes, assign unprecedented demands and challenges to the managers of local government. To enable managers to handle these requirements and challenges to the optimal benefit of their residents and businessmen, the advancement of strategic management is of utmost importance. This study is directed at the distinguishing of potential requirements and challenges that could be assigned to managers in local government and to local government's pressing need of strategic management. A discussion of the use of computerbased management simulation as support to strategic mana~ment training in local government is included in the study. The central purpose of the study is to distinguish different applications of management simulation as an aid to the promotion of strategic management in local government and to indicate the value thereof. Management simulation can successfully be used to provide managers in local authority with simulated experience of the practical application of strategic management theory. Managers get the opportunity of strategically directing a simulated local authority and in this way they can make decisions without the need to fear for the consequences of erroneous decisions. There is no doubt that management simulation can make a worthwhile contribution to the advancement of strategic management in local government.
Full Text:

Quick View

The effect of transformational leadership on organisational culture

- Van Tonder, Hendrik

Authors: Van Tonder, Hendrik
Date: 2014-02-10
Subjects: Denel Aviation , Corporate culture - Management , Leadership , Strategic planning
Type: Thesis
Identifier: uj:3749 , http://hdl.handle.net/10210/9127
Description: D.Com. (Business Management) , World wide both the military and general aviation markets have undergone drastic changes. The major reasons for the decline in the military aviation market was the advent of peace on the macro level, when the cold war between the Western coalition of the North Atlantic Treaty Organisation (NATO) and the Union of Soviet Socialist Republics (USSR) stopped abruptly (IngersolI Engineers, 1994:27). The formidable military-industrial complexes built up during the cold war years now switched their attention to the general aviation markets, which at the time were already on the decline. This caused even more hardship in the markets and the whole industry slipped into a major recession throughout Europe and the United States of America, characterised by low capacity utilisation, high unemployment and very low profit margins (IngersolI Engineers, 1994:34). South Africa, with its relatively small aviation industry, was similarly affected, forcing the few organisations still in the market to either diversify or to move into the global market (Ingersoll Engineers, 1994:46)...
Full Text:

Quick View

'n Ontleding van enkele ondernemingskomponente nodig vir strategie-implementering

- Van Stryp, Gisela Christine

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.
Full Text:

Quick View

Strategic quality: a software engineering approach

- Van Staden, Roelof Johannes

Authors: Van Staden, Roelof Johannes
Date: 2009-02-27T06:04:11Z
Subjects: Software engineering , Software measurement , Quality of products , Total quality management , Strategic planning
Type: Thesis
Identifier: uj:8188 , http://hdl.handle.net/10210/2192
Description: M.Ing. , Software engineering organizations face a struggle for daily survival in an extremely volatile climate. Numerous times it has been shown that the quality of a service or product could make the difference between an organization existing or closing down. The way in which quality is approached in any organization is part of a strategy; unbeknown to the managers and employees in many instances. Even though there are numerous books, articles, internet sites and other sources devoted to the subject of quality, total quality management, and strategic planning, not many of these information sources link quality and the strategy of the organization in such a way as to consider the quality of the organization’s products and services to be a major factor of strategic survival – or even the very existence of the organization. Quality is known under various names and terms in organizations, these terms and definitions will be investigated to grasp the true meaning of software quality and strategy as it concerns modern software engineering organizations. The tools and techniques required to improve and measure strategy and quality will also be scrutinized. One dominant factor about quality and strategy should be borne in mind, and that is that these programs depend on teamwork and management support as the major underlying framework. There are many tools and techniques that leaders and members of software teams can employ, but one of the most important factors is to gain a picture of the total process of continuous improvement and measurement. For this reason the author has included a large section on Jack Welch, who managed to use continuous improvement techniques to create one of the best, and biggest international organizations in recent years. It is vital that all people realize that they need an improvement and measurement model, and they need guidance in using such a model. This dissertation investigates the reasoning behind implementing strategic quality processes in software engineering organizations. Following the investigation into the necessity for a quality strategy, the methods, processes, tools and techniques that are required for a strategic quality framework (improvement and measurement model) for software engineering organizations will be researched to provide a basic framework and guidance in implementing such a model.
Full Text:

Quick View

Perceptions of educators regarding the implementation of the Integrated Quality Management System of the Mpumalanga Department of Education

- Van Rensburg, Julene

Authors: Van Rensburg, Julene
Date: 2009-04-30T09:22:45Z
Subjects: Mpumalanga Department of Education , Strategic planning , Total quality management in education , Mpumalanga (South Africa)
Type: Thesis
Identifier: uj:8323 , http://hdl.handle.net/10210/2450
Description: M.Comm. , Recent studies into the strategic management field indicate that there is a lack of knowledge on strategy implementation. The lack of comprehensive implementation frameworks is particularly raised by a number of scholars. Strategy implementation is one aspect of strategic management. The purpose of this paper is to investigate the implementation of the Integrated Quality Management System (IQMS) of the Mpumalanga Department of Education. The research problem in this report refers to the achievement of the quality objectives of the IQMS. This report aims to explore whether the IQMS objectives are met. It also investigates the effective implementation of the IQMS. This study aims to identify gaps, if any, in the implementation process of the IQMS. Definitions of strategic management and the strategic management process are explored in this report. Strategy implementation levers as described by the McKinsey 7-S Framework are discussed. The role of Total Quality Management and the Balanced Scorecard in successful strategy implementation is shortly mentioned. This study reflects on the perceptions of a sample of the “implementers” of the IQMS. Data is collected by means of a questionnaire that is structured around the implementation levers. It highlights positive/negative aspects/perceptions of the system and the current implementation thereof. The sample consists of a mixture of principals, educators and administrative staff from the various schools in the Nkangala district as well as officials in the provincial office. With respect to the strategy for implementation, respondents seem uncertain. The study indicates that there is uncertainty regarding the organisational structures and its effectiveness in achieving the IQMS goal of support and development of educators. There is also uncertainty regarding the systems available for strategy implementation. It appears that there is uncertainty regarding systems and how it manages to identify specific needs of educators regarding support and development. Educators appear to be uncertain regarding the shared values in the organisation and this can indicate a problem regarding effective communication of the common values and objectives of the IQMS. A shortage of qualified officials and the large learner-to-educator ratios in schools are identified as staff issues in this study. Training and feedback regarding the implementation of IQMS is also a problem. There is uncertainty amongst principals and heads of departments with respect to skills. The respondents indicate an uncertain perception as to whether the IQMS is able to identify specific needs regarding support and development, which is one of the objectives of the IQMS. Recommendations include a review of the actual IQMS and widespread participation is encouraged. Regular communication about and training on how to implement the actual IQMS is necessary. Regular feedback on the implementation process is needed.
Full Text:

Quick View

Effects of managers’ goal setting styles on subordinates’ degrees of commitment

- Van Lill, Xander

Authors: Van Lill, Xander
Date: 2019
Subjects: Goal setting in personnel management , Strategic planning , Employee motivation
Language: English
Type: Doctoral (Thesis)
Identifier: http://hdl.handle.net/10210/291980 , uj:31722
Description: Abstract: Background: Given the centrality of goal setting to managerial roles, it is surprising that limited attention has been paid to the impact of managers’ goal setting styles on subordinates’ goal reactions. This, in part, could be attributed to the absence of a coherent theoretical account of managers’ goal setting styles. A limited understanding and contradictory views surrounding subordinates’ goal reactions might also have restricted the number of studies on the interpersonal exchanges between managers and subordinates when setting goals. Considering the limited research, it is not surprising that predictive models of hierarchical goal setting are restricted to a few direct effects. Models that uncover the psychological processes underlying the serial formation of subordinates’ goal reactions to managers’ goal setting styles could, however, provide a more eloquent representation of hierarchical goal setting. Other interpersonal factors and individual characteristics, such as supervisor-focussed justice and the dimensions of the Five-factor Model of Personality (also referred to as the Big Five personality traits) could also have bearing on the ways in which subordinates make sense of managers’ goal setting styles, and might have implications for the ways in which subordinates react to goals. Research objectives: In order to address the shortcomings with respect to managers’ goal setting behaviours, Objective 1 was to investigate whether eight styles could be differentiated and arranged around the circumference of a circle (also known as a circumplex model). The eight factors differentiated included the reasonable, deliberative, considerate, complaisant, distorted, hostile, disregardful, and directive styles. Objective 2 was to address the theoretical paucity regarding goal reactions by establishing the extent to which four higher-order factors (each consisting of a cognitive, affective, volitional, and behavioural intentional facet) could be differentiated and presented in a typology. Goal reactions were conceived to consist of goal commitment, compliance, withdrawal, and resistance. Based on the premise that more coherent and differentiated models of styles and reactions could be developed, Objective 3 of the study was to investigate the serial indirect effects of goal setting styles on goal reactions, thereby uncovering the cognitive motivational mechanisms underlying hierarchical goal setting. Supervisor-focussed justice was further included as a variable in the serial mediational models to address Objective 4, which was to investigate the fairness criteria that subordinates employ when making sense of managers’ goal setting styles. Finally, Objective 5 was to determine the moderating effects of personality traits on the... , Ph.D. (Industrial Psychology)
Full Text:

Quick View

'n Evaluasie van die gebalanseerde telkaartmetodiek as meetinstrument vir doelwitbereiking binne 'n onderneming in die petrochemiese bedryf

- Van Heerden, Johannes Hendrik Petrus

Authors: Van Heerden, Johannes Hendrik Petrus
Date: 2012-08-14
Subjects: Strategic planning , Organizational effectiveness - Evaluation , Petroleum industry and trade , Organizational change - Management
Type: Thesis
Identifier: http://ujcontent.uj.ac.za8080/10210/382697 , uj:9262 , http://hdl.handle.net/10210/5708
Description: M.Comm. , From the literature is it well known that the environment in which companies currently compete, is continuously changing. It is therefore increasingly important for companies to align the energy of all its employees with the strategy of the company. Furthermore it is important that the management team not only receive feedback on whether the company's strategy is implemented, but also on how well it is implemented and executed. Measuring the progress towards the successful execution of the strategy is vital for management in the continuously changing environment. The balanced scorecard methodology enables management to align the energy of the employees to the proper execution of the strategy and measuring the progress towards achieving the strategy. The purpose of this study is to evaluate the balanced scorecard as a measuring tool as implemented in a local petrochemical company.
Full Text:

Quick View

The importance of effective strategic leadership in organisations

- Van Eeden, Cornelia Maria

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).
Full Text:

Quick View

Strategic alignment in the South African lead industry

- Van der Merwe, Willie Hendrik

Authors: Van der Merwe, Willie Hendrik
Date: 2010-10-26T07:22:26Z
Subjects: Strategic planning , Lead industry and trade , Lead-acid batteries , Competition
Type: Mini-Dissertation
Identifier: uj:6944 , http://hdl.handle.net/10210/3454
Description: M.Comm. , Lead is one of the oldest metals known to man, and has been used since the earliest civilizations. Lead is a homogenous commodity, manufactured to standard international specifications with little opportunity for product differentiation. The leadacid battery is the largest application for lead in South Africa, and with increased pressure on environmental regulatory legislation and higher performance are there increased pressures and challenges confronting the secondary lead producers, who will have to supply a growing market which demands higher purity lead. The South African lead demand is dominated by the use of lead in lead-acid batteries, and the secondary lead supply is dependent on the recycling of scrap lead. South Africa does not have a national lead strategy to compare an organisations alignment to the strategy; however, in order for an organisation to be aligned in the lead industry, alignment in the industry will require alignment on one or more dimensions, such as the competitive environment, management, organisational structure, supply chain, and manufacturing. Management needs to decide how they will tackle the strategic issues facing their company, within the South African lead industry, which could not only require large amounts of the firms resources, but also affect a companys long-term prosperity. The main concern of this study is therefore to determine strategic aligned in the South African lead industry, as this will influence an organisations ability to sustain their competitive advantage and to create long-term prosperity for all stakeholders.
Full Text:

Quick View

Elektrifisering as onafhanklikheidstrategie vir Eskom

- Van der Merwe, Mauritz Christiaan

Authors: Van der Merwe, Mauritz Christiaan
Date: 2014-02-20
Subjects: Electric utilities - South Africa , Strategic planning , Eskom (Firm)
Type: Thesis
Identifier: http://ujcontent.uj.ac.za8080/10210/368746 , uj:4171 , http://hdl.handle.net/10210/9518
Description: M.Com. (Business Management) , In February 1990 the State President of the Republic of South Africa unbanned the political organisations that were previously banned. This set the scene for full and free elections. It also brought new role players to the fore. Parastatal institutions, including Eskom, now faced the problem of having to adapt to the new environment. or face the possibility of serious intervention from a new Government. During 1990 Nedcor and Old Mutual formed a team of experts, including one specialist from Eskom, to seek alternative paths that South Africa may embark on in an attempt to foster an environment that would enhance the possibility of a successful transition to a democratic South Africa. The team produced a scenario, which became known as the "change of gears" scenario. One of the cornerstones of this scenario is a kick-start of the economy, inter alia through supplying with electricity those citizens who do not yet have access to electricity. With a view to this the Nedcor/Old Mutual scenario suggests an electrification rate of one million houses per annum. This figure was criticised because of the negative effect it would have on the balance ofpayments. The Nedcor/Old Mutual scenario was presented to many parties, including the Cabinet and the ANC Executive. Although criticism was expressed against this scenario, it served a meaningful purpose in that it was probably one of the impetuses for the ANC's national meeting on electrification and the creation of other scenarios, such as that of Van der Berg. as well as other studies such as this dissertation. This dissertation, comprises an environmental scan of the needs and wants of the parties affected by electricity and electrification. These parties were identified as: Eskom; the local authorities; the people who currently do not have access to electricity; the central government; the unbanned political parties; and the consumers ofelectricity. It has been ascertained that South Africa, in the form of Eskom, has an excess power generating capacity of approximately 25 percent; that 65 percent of the population does not have access to electricity; and that the price of electricity is low as compared to that ofthe rest ofthe world. It has also been established that in South Africa the percentage ofhouseholds (ii) electrified is approximately twice as high as that of any other country on the sub-continent. From this it was concluded that the issue of electrification is a political one, nevertheless an opportunity to improve the economy. The views of the interest groups were studied, with particular emphasis on the views expressed at the ANC's first national meeting on electrification. The views of the parties were reduced to a list of sixteen requirements/expectations. These were divided into two groups, these on which there are a high degree of consensus and those on which agreement would have to be obtained. The latter included the pricing issue for prepaid meter customers versus the other small power users; the effect of poor load distribution on the price paid by black local authorities; the gross underutilisation ofmanpower in the industry, due to the fragmented structures; the redistribution of wealth; strong Government intervention; and the question of the level ofprofits in the industry. From this follows the recommendation that the electricity supply industry be onsolidated under the Eskom structure and that the issue around electrification be depoliticised.It is also recommended that a stable rate of electrification of approximately 250 000 houses per annum be maintained.
Full Text:

Quick View

Interrelations between business and technology : a case study

- Tshamano, Tshifhiwa Joshua

Authors: Tshamano, Tshifhiwa Joshua
Date: 2014-04-23
Subjects: Jobs, Steve, 1955-2011 , Strategic planning , Success in business , Apple Computer, Inc.
Type: Thesis
Identifier: uj:10815 , http://hdl.handle.net/10210/10322
Description: M.Ing. (Engineering Management) , The current research investigated the inter-relationship between Steve Jobs and Apple Company. The study looked at Steve if he launched Apple with business orientation. The researcher used Yin’s (1994) single case, holistic design research method and looked at the data gathered from thirty-seven authors. Steve Jobs’ business orientation was measured using Snaddon (2008) business measures. Symbols were used to indicate whether the evidence found from different sources is direct, indirect, negative or if there was no evidence at all. A score that ranged from -1 for negative evidence to +2 for direct evidence was assigned to evidence from each author; then the total score that represented evidence from all thirty- seven authors on each business measure was presented in the results column (see table 4). Based on the total score of each measure, the strength of the relationship was established. The results showed that there was an inter-relationship between Steve Jobs’ business strategy and the Snaddon (2008) business measures. The evidence gathered did not support the hypothesis that Steve Jobs had little business orientation and the conclusion drawn was that Steve was business oriented when he (and his partners) launched Apple Company.
Full Text:

Showing items 1 - 20 of 99