'n Bestuursbenadering vir kombi-taxifasiliteite
- Janse van Rensburg, Hendrik Christiaan
- Authors: Janse van Rensburg, Hendrik Christiaan
- Date: 2015-03-18
- Subjects: Taxicabs - Economic aspects - South Africa , Strategic planning
- Type: Thesis
- Identifier: uj:13454 , http://hdl.handle.net/10210/13490
- Description: M.Com. , The study was conducted with the primary purpose of developing, within the framework of business management, with specific reference to strategic management, a management approach for combl-taxi facilities. Currently no formal approach for the efficient management and operation of combi-taxi facilities exists. The management and operation of combi-taxi facilities occurs on an ad hoc basis, is fragmented and restricted to only a few functions that are executed. Existing combi-taxi facilities are, however, a management and financial burden for the owner (traditionally a local authority) and gave reason to the physical deterioration' of the infrastructure and poor or insufficient management and operation thereof. The quality of combi-taxi services are dependent on the standard of combi-taxi facilities and related activities. In this study a systems approach was followed for the development of a holistic approach for the management and operation of combi-taxi facilities. The objectives of this management approach from a business perspective are the creation of self supporting combi-taxi facilities that are efficiently managed and operated, as well as an effective management structure with a healthy income base. Management, as the nucleus of the successful functioning of combi-taxi facilities in the context of this study, is regarded as the planning of and the organizing, leading and control of persons in the business which are responsible for the operation of the combi-taxifacility through the execution of activities and tasks within the relevant business functions, to ensure the optimal utilisation of scarce resources and the achievement of goals.
- Full Text:
- Authors: Janse van Rensburg, Hendrik Christiaan
- Date: 2015-03-18
- Subjects: Taxicabs - Economic aspects - South Africa , Strategic planning
- Type: Thesis
- Identifier: uj:13454 , http://hdl.handle.net/10210/13490
- Description: M.Com. , The study was conducted with the primary purpose of developing, within the framework of business management, with specific reference to strategic management, a management approach for combl-taxi facilities. Currently no formal approach for the efficient management and operation of combi-taxi facilities exists. The management and operation of combi-taxi facilities occurs on an ad hoc basis, is fragmented and restricted to only a few functions that are executed. Existing combi-taxi facilities are, however, a management and financial burden for the owner (traditionally a local authority) and gave reason to the physical deterioration' of the infrastructure and poor or insufficient management and operation thereof. The quality of combi-taxi services are dependent on the standard of combi-taxi facilities and related activities. In this study a systems approach was followed for the development of a holistic approach for the management and operation of combi-taxi facilities. The objectives of this management approach from a business perspective are the creation of self supporting combi-taxi facilities that are efficiently managed and operated, as well as an effective management structure with a healthy income base. Management, as the nucleus of the successful functioning of combi-taxi facilities in the context of this study, is regarded as the planning of and the organizing, leading and control of persons in the business which are responsible for the operation of the combi-taxifacility through the execution of activities and tasks within the relevant business functions, to ensure the optimal utilisation of scarce resources and the achievement of goals.
- Full Text:
'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:
- 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.
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'n Ondersoek na die konjunktuurverskynsel met besondere verwysing na die fases van die konjunktuurgolf
- Authors: De Villiers, C.J.
- Date: 2014-05-08
- Subjects: Business cycles - South Africa , Strategic planning
- Type: Thesis
- Identifier: uj:10964 , http://hdl.handle.net/10210/10537
- Description: M.Com. , In this treatise, research is done into the various theories with regard to the business phenomenon and the various phases of the business cycle according to various economic indicators. A characteristic of the South African economy as well as other capitalistic systems, is that business indicators have a unstable tendency. Times of prosperity are followed by times of recession when unemployment, production, prices, profits and economic welfare, decline. The recession is again followed by times of prosperity which are characterised by increases in job opportunities as well as rising prices, profits and living standards. This wave like movement in economic activity is known as the business phenomenon. There are certain forces which directly affect the business cycle - some of them force it upwards while others force it downwards. The direction of the business cycle depends on the dominant forces. As soon as the forces are exhausted, a turn in the cycle results. The series regarding the business cycle are classified according to specific schools of thought in order to investigate their development as well as the main causes of the wave like motion in economic activities. A simple classification can be made by dividing the theories into those which preceded the publication of J.M. Keynes' General Theory of Employment, Interest and Money in 1936 as the Classical or Pre-Keynesian, and those which form the Keynesian school of thought and which appeared since the thirties as the Post-Keynesian theories. Firstly the Pre-Keynesian business cycle theories are discussed with reference to amongst others the demand theories, supply theories, the monetary theories and. the impulse theories. Thereafter the Post-Keynesian business cycle theories are discussed, that is those of Hicks, Kalecki, Goodwin and Duesenberry. An examination of the different phases of the business cycle implies a study of the movement of economic data in a upward and downward direction. Four phases can be discerned within the business cycle namely: the upward phase, the upper turning point, the downward phase and the lower turning point. The position of the various indicators will determine in which phase a country's economy finds itself. Economic activities are never stagnant, with the result that a period of prosperity may be followed panicking or a pez'Lod of depression. Several economic indicators may indicate this sequence, for instance unemployment, declining output and profit margins, and the resulting loss of income on the national level. As soon as the lower turning point is reached, the economy starts to recover and a period of prosperity again follows. It can thus be argued that the business cycle is a result of interaction between demand and supply. The business cycle has a significant result on the economy as a whole. It influences the prosperity of the country and even that of the undertaking, its manpower position, its capacity occupation and its factors of production. Every individual is effected to the extend that his disposable income is directly determined by the position of the business cycle. The phases of the business cycle and the inclining and declining motion of economic data contains the nucleus of the effect of the external environment on the undertaking.
- Full Text:
- Authors: De Villiers, C.J.
- Date: 2014-05-08
- Subjects: Business cycles - South Africa , Strategic planning
- Type: Thesis
- Identifier: uj:10964 , http://hdl.handle.net/10210/10537
- Description: M.Com. , In this treatise, research is done into the various theories with regard to the business phenomenon and the various phases of the business cycle according to various economic indicators. A characteristic of the South African economy as well as other capitalistic systems, is that business indicators have a unstable tendency. Times of prosperity are followed by times of recession when unemployment, production, prices, profits and economic welfare, decline. The recession is again followed by times of prosperity which are characterised by increases in job opportunities as well as rising prices, profits and living standards. This wave like movement in economic activity is known as the business phenomenon. There are certain forces which directly affect the business cycle - some of them force it upwards while others force it downwards. The direction of the business cycle depends on the dominant forces. As soon as the forces are exhausted, a turn in the cycle results. The series regarding the business cycle are classified according to specific schools of thought in order to investigate their development as well as the main causes of the wave like motion in economic activities. A simple classification can be made by dividing the theories into those which preceded the publication of J.M. Keynes' General Theory of Employment, Interest and Money in 1936 as the Classical or Pre-Keynesian, and those which form the Keynesian school of thought and which appeared since the thirties as the Post-Keynesian theories. Firstly the Pre-Keynesian business cycle theories are discussed with reference to amongst others the demand theories, supply theories, the monetary theories and. the impulse theories. Thereafter the Post-Keynesian business cycle theories are discussed, that is those of Hicks, Kalecki, Goodwin and Duesenberry. An examination of the different phases of the business cycle implies a study of the movement of economic data in a upward and downward direction. Four phases can be discerned within the business cycle namely: the upward phase, the upper turning point, the downward phase and the lower turning point. The position of the various indicators will determine in which phase a country's economy finds itself. Economic activities are never stagnant, with the result that a period of prosperity may be followed panicking or a pez'Lod of depression. Several economic indicators may indicate this sequence, for instance unemployment, declining output and profit margins, and the resulting loss of income on the national level. As soon as the lower turning point is reached, the economy starts to recover and a period of prosperity again follows. It can thus be argued that the business cycle is a result of interaction between demand and supply. The business cycle has a significant result on the economy as a whole. It influences the prosperity of the country and even that of the undertaking, its manpower position, its capacity occupation and its factors of production. Every individual is effected to the extend that his disposable income is directly determined by the position of the business cycle. The phases of the business cycle and the inclining and declining motion of economic data contains the nucleus of the effect of the external environment on the undertaking.
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'n Ondersoek na die kostedoelmatigheid van Gencor se bestuursinligtingstelsels vir gebruik in strategiese bestuur
- Van Rooyen, Nicolaas Gustavus Appelgryn
- Authors: Van Rooyen, Nicolaas Gustavus Appelgryn
- Date: 2014-11-20
- Subjects: Management , Strategic planning , Management - Information services
- Type: Thesis
- Identifier: uj:12988 , http://hdl.handle.net/10210/12876
- Description: M.Com. , Please refer to full text to view abstract
- Full Text:
- Authors: Van Rooyen, Nicolaas Gustavus Appelgryn
- Date: 2014-11-20
- Subjects: Management , Strategic planning , Management - Information services
- Type: Thesis
- Identifier: uj:12988 , http://hdl.handle.net/10210/12876
- Description: M.Com. , Please refer to full text to view abstract
- Full Text:
'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.
- Full Text:
- 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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A framework for achieving organisational objectives through integrated performance management
- Authors: Holdt, Jonathan
- Date: 2014-04-10
- Subjects: Management - Planning , Strategic planning
- Type: Thesis
- Identifier: uj:10581 , http://hdl.handle.net/10210/10105
- Description: M.Com. (Business Management)
- Full Text:
- Authors: Holdt, Jonathan
- Date: 2014-04-10
- Subjects: Management - Planning , Strategic planning
- Type: Thesis
- Identifier: uj:10581 , http://hdl.handle.net/10210/10105
- Description: M.Com. (Business Management)
- Full Text:
A methodology for developing strategic models for management decision-making
- Authors: Kok, G. S.
- Date: 2012-03-26
- Subjects: Decision-making , Strategic planning
- Type: Thesis
- Identifier: uj:2185 , http://hdl.handle.net/10210/4565
- Description: M.Comm.
- Full Text:
- Authors: Kok, G. S.
- Date: 2012-03-26
- Subjects: Decision-making , Strategic planning
- Type: Thesis
- Identifier: uj:2185 , http://hdl.handle.net/10210/4565
- Description: M.Comm.
- Full Text:
A proposed integration of process control and strategic management in an industrial organisation
- Authors: Cronje, Jacobus Christiaan
- Date: 2012-08-15
- Subjects: Strategic planning , Process control
- Type: Thesis
- Identifier: uj:9321 , http://hdl.handle.net/10210/5761
- Description: M.Comm. , The value of Strategic Management in organisation has been realised all across the world. Strategic Management theory has been proven on all levels of organisation from corporate, through organisational and also functional areas. It is not uncommon for organisation to have well-published and effective functional strategies, such as financial, marketing and human resources. Strategy however in the engineering functions of organisations is often neglected or even non-existent. Process Automation is one of these functional areas, which is extremely seldom strategised. This study aims at addressing these shortcomings, by firstly recognising the change world economy, which illustrate the volatility of the modern economy. The study then attempt to prove that in order to have a competitive advantage, is it necessary to establish and implement a strategic plan. The chapter illustrates that operational effectiveness is a function of strategic planning but not in itself a competitive advantage. The study continues at evaluating different sources of strategic management to supply insight and background into the strategic management area. The second part of the study moves away from commercial items and address the field of process control and automation. It illustrates the scope and importance of process automation for all modern industries. Once strategic management and process automation has been adequately discussed, it is necessary to derive the Process Automation Strategy through combining the two very different fields of study. It is important to consider Process Automation Strategy not as an isolated subject field, but an integrated part of the organisation. For this reason was all influences considered on the organisation. A theoretical guideline to the establishment of a Process Automation Strategy was derived through the Strategic Management procedure discussed earlier in the study.
- Full Text:
- Authors: Cronje, Jacobus Christiaan
- Date: 2012-08-15
- Subjects: Strategic planning , Process control
- Type: Thesis
- Identifier: uj:9321 , http://hdl.handle.net/10210/5761
- Description: M.Comm. , The value of Strategic Management in organisation has been realised all across the world. Strategic Management theory has been proven on all levels of organisation from corporate, through organisational and also functional areas. It is not uncommon for organisation to have well-published and effective functional strategies, such as financial, marketing and human resources. Strategy however in the engineering functions of organisations is often neglected or even non-existent. Process Automation is one of these functional areas, which is extremely seldom strategised. This study aims at addressing these shortcomings, by firstly recognising the change world economy, which illustrate the volatility of the modern economy. The study then attempt to prove that in order to have a competitive advantage, is it necessary to establish and implement a strategic plan. The chapter illustrates that operational effectiveness is a function of strategic planning but not in itself a competitive advantage. The study continues at evaluating different sources of strategic management to supply insight and background into the strategic management area. The second part of the study moves away from commercial items and address the field of process control and automation. It illustrates the scope and importance of process automation for all modern industries. Once strategic management and process automation has been adequately discussed, it is necessary to derive the Process Automation Strategy through combining the two very different fields of study. It is important to consider Process Automation Strategy not as an isolated subject field, but an integrated part of the organisation. For this reason was all influences considered on the organisation. A theoretical guideline to the establishment of a Process Automation Strategy was derived through the Strategic Management procedure discussed earlier in the study.
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A study of a shared vision at a travel agency
- Authors: Botha, Phyllis Stephne
- Date: 2008-05-22T07:35:26Z
- Subjects: Strategic planning , Mission statements , Flight Centre Limited (Firm: South Africa)
- Type: Thesis
- Identifier: uj:2094 , http://hdl.handle.net/10210/443
- Description: The importance of vision and mission statements is well documented. An increasing number of authors argue that strategies in an organisation have a major impact on its performance relative to its peers (Hill & Jones, 2001:4; Thompson & Strickland, 1996:2). Raric and Vitton found that organisations with a formalised mission statement have double the average return on shareholders’ equity than those organisations without formalised mission statements. However, the extent of manager and employee involvement in developing vision and mission statements can make a difference in business success (David, 2001:57). Most organisations develop both a mission and a vision statement. There is a subtle difference between the two that should not be confused, this will be qualified in this study. The purpose of such statements is, among others, to give the customer and other stakeholders an overview of the identity of the organisation in terms of who they are, what they do and where they are headed (Thompson & Strickland, 1996:22). It implies a formal commitment by the organisation to its stakeholders, sending out the message that its strategies will be formulated with the claims of its stakeholders in mind (Hill & Jones, 2001:45). It is often found that these expectations are not realised. The customer is frequently left with the perception that employees are unaware of the key values and the overall direction the organisation is taking. This study will focus on Flight Centre Limited (South Africa) to determine the extent of commitment of employees to the strategic vision of the organisation. , Mr. T.F.J. Oosthuizen
- Full Text:
- Authors: Botha, Phyllis Stephne
- Date: 2008-05-22T07:35:26Z
- Subjects: Strategic planning , Mission statements , Flight Centre Limited (Firm: South Africa)
- Type: Thesis
- Identifier: uj:2094 , http://hdl.handle.net/10210/443
- Description: The importance of vision and mission statements is well documented. An increasing number of authors argue that strategies in an organisation have a major impact on its performance relative to its peers (Hill & Jones, 2001:4; Thompson & Strickland, 1996:2). Raric and Vitton found that organisations with a formalised mission statement have double the average return on shareholders’ equity than those organisations without formalised mission statements. However, the extent of manager and employee involvement in developing vision and mission statements can make a difference in business success (David, 2001:57). Most organisations develop both a mission and a vision statement. There is a subtle difference between the two that should not be confused, this will be qualified in this study. The purpose of such statements is, among others, to give the customer and other stakeholders an overview of the identity of the organisation in terms of who they are, what they do and where they are headed (Thompson & Strickland, 1996:22). It implies a formal commitment by the organisation to its stakeholders, sending out the message that its strategies will be formulated with the claims of its stakeholders in mind (Hill & Jones, 2001:45). It is often found that these expectations are not realised. The customer is frequently left with the perception that employees are unaware of the key values and the overall direction the organisation is taking. This study will focus on Flight Centre Limited (South Africa) to determine the extent of commitment of employees to the strategic vision of the organisation. , Mr. T.F.J. Oosthuizen
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Adapting information technology management for effective information technology strategy leadership
- Authors: Langa, Mthandeni
- Date: 2016
- Subjects: Information technology - Management , Strategic planning
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/237644 , uj:24352
- Description: M.Com. , Abstract: In this dissertation, it is argued that the lack of consistent information technology (IT) and organisational strategies heightens the proclivity to cancel IT initiatives in a given industry sector. Organisational strategy loosely conveys a compounded perspective pertaining to business and organisational strategies. In theory business, IT and organisational strategies are reasoned to hinge on efficient enterprise IT integration concepts that contextualise conceptual links between business, IT and organisational architectures to best address contextual business and socioeconomic needs. However, an effective socioeconomy demands contextual awareness of strategic management of IT, leadership and management, geopolitical and other factors affecting the evolutionary nature of the IT industry, enterprise architecture, enterprise risk optimisation and principles of governance and management. Business and IT leadership’s contextual awareness is necessitated by the concept of levels of abstraction inherent in the principles of separation of concerns. Hence the strategic use of the concept in ‘opinion’ formulation within the paradigm of a sociotechnical system design, development and management. Thus, optimal business performance demands that business and IT leadership and management develop mechanisms to establish symbiosis between governance and management principles, glued together by an adaptive enterprise-wide standard architecture. There is therefore a contended need to integrate IT, processes and strategies. This demands that business and IT professionals possess an interdisciplinary and a multidisciplinary set of competencies. The perceived set of competencies supposedly help professionals to effectively navigate the interdisciplinary and multidisciplinary nature of the concept of information technology management (ITM). Thus the resulting entangled sociotechnical system constituents, responsible for the overall perspective of the ITM concept, are constructs representing the challenge imposed by the journey to purposefully adapt ITM for effective IT strategy leadership for a globally competitive economic system. The research balances deontological and teleological philosophical theories, embracing an advanced mixed research methodology and embedding limited quantitative methods in a predominantly qualitative study. These theories underline systemic and deliberate practice aimed at optimising similarly credible research findings as well as provide a realistic perspective. Consequently, analysis employs a systematic approach based on four contextual themes, viz. administrative, investment management, management and technology practices and a closing perspective, in deliberate efforts to optimise triangulation. The outcome is an adaptive ITM process model facilitating discovery, construction, governance and management of a purposeful sociotechnical system in any given geopolitical context. Thus the adaptive ITM process model can benefit both academics and practitioners in their respective quests to contextualise philosophies and concretise processes sustaining purposeful sociotechnical system design, development and management. In principle, the research introduces a general theory of collaboration theoretically thriving on ITM as the art, philosophy and science of orchestrating strategic management principles to enliven the value of IT in pursuit of an optimum strategic intent in a continuum.
- Full Text:
- Authors: Langa, Mthandeni
- Date: 2016
- Subjects: Information technology - Management , Strategic planning
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/237644 , uj:24352
- Description: M.Com. , Abstract: In this dissertation, it is argued that the lack of consistent information technology (IT) and organisational strategies heightens the proclivity to cancel IT initiatives in a given industry sector. Organisational strategy loosely conveys a compounded perspective pertaining to business and organisational strategies. In theory business, IT and organisational strategies are reasoned to hinge on efficient enterprise IT integration concepts that contextualise conceptual links between business, IT and organisational architectures to best address contextual business and socioeconomic needs. However, an effective socioeconomy demands contextual awareness of strategic management of IT, leadership and management, geopolitical and other factors affecting the evolutionary nature of the IT industry, enterprise architecture, enterprise risk optimisation and principles of governance and management. Business and IT leadership’s contextual awareness is necessitated by the concept of levels of abstraction inherent in the principles of separation of concerns. Hence the strategic use of the concept in ‘opinion’ formulation within the paradigm of a sociotechnical system design, development and management. Thus, optimal business performance demands that business and IT leadership and management develop mechanisms to establish symbiosis between governance and management principles, glued together by an adaptive enterprise-wide standard architecture. There is therefore a contended need to integrate IT, processes and strategies. This demands that business and IT professionals possess an interdisciplinary and a multidisciplinary set of competencies. The perceived set of competencies supposedly help professionals to effectively navigate the interdisciplinary and multidisciplinary nature of the concept of information technology management (ITM). Thus the resulting entangled sociotechnical system constituents, responsible for the overall perspective of the ITM concept, are constructs representing the challenge imposed by the journey to purposefully adapt ITM for effective IT strategy leadership for a globally competitive economic system. The research balances deontological and teleological philosophical theories, embracing an advanced mixed research methodology and embedding limited quantitative methods in a predominantly qualitative study. These theories underline systemic and deliberate practice aimed at optimising similarly credible research findings as well as provide a realistic perspective. Consequently, analysis employs a systematic approach based on four contextual themes, viz. administrative, investment management, management and technology practices and a closing perspective, in deliberate efforts to optimise triangulation. The outcome is an adaptive ITM process model facilitating discovery, construction, governance and management of a purposeful sociotechnical system in any given geopolitical context. Thus the adaptive ITM process model can benefit both academics and practitioners in their respective quests to contextualise philosophies and concretise processes sustaining purposeful sociotechnical system design, development and management. In principle, the research introduces a general theory of collaboration theoretically thriving on ITM as the art, philosophy and science of orchestrating strategic management principles to enliven the value of IT in pursuit of an optimum strategic intent in a continuum.
- Full Text:
Adapting IT management for effective IT strategy leadership
- Langa, Mthandeni, Marnewick, Carl
- Authors: Langa, Mthandeni , Marnewick, Carl
- Date: 2017
- Subjects: Information technology - Management , Strategic planning
- Language: English
- Type: Conference proceedings
- Identifier: http://ujcontent.uj.ac.za8080/10210/373894 , http://hdl.handle.net/10210/231957 , uj:23644 , Citation: Langa, M. & Marnewick, C. 2017. Adapting IT management for effective IT strategy leadership. International Association for Management of Technology IAMOT 2017 Conference Proceedings.
- Description: Abstract: This article argues that the lack of consistent information technology (IT) and organisational strategies heightens the proclivity to cancel IT initiatives. Organisational strategy loosely conveys a compounded perspective pertaining to business and organisational strategies. The combination of these strategies logically hinge on efficient enterprise IT integration concepts contextualising conceptual links between their respective architectures to best suit prevailing business and socioeconomic needs. However, an effective socioeconomy demands contextual strategic management of IT, aligned with geopolitical and other factors affecting the nature of IT, to optimise the applied context of principles of governance and management. Strategic management of IT is alleviated by the concept of levels of abstraction inherent in the principle of separation of concerns. Hence the strategic use of the concept in ‘opinion’ formulation within the paradigm of a sociotechnical system design, development and management. Accordingly, optimal business performance demands that business and IT leadership and management develop mechanisms to establish symbiosis between governance and management principles, glued together by an adaptive enterprise‐wide standard architecture. There is therefore a contended need to integrate IT, processes and strategies. This demands that business and IT professionals possess an interdisciplinary and a multidisciplinary set of competencies. The perceived set of competencies supposedly help professionals to effectively navigate the interdisciplinary and multidisciplinary nature of information technology management (ITM). Thus the ensuing sociotechnical system constructs represent the challenge imposed by the journey to purposefully adapt ITM for effective IT strategy leadership for a competitive economic system. The research used an advanced mixed research methodology embedding quantitative methods in a qualitative study...
- Full Text:
- Authors: Langa, Mthandeni , Marnewick, Carl
- Date: 2017
- Subjects: Information technology - Management , Strategic planning
- Language: English
- Type: Conference proceedings
- Identifier: http://ujcontent.uj.ac.za8080/10210/373894 , http://hdl.handle.net/10210/231957 , uj:23644 , Citation: Langa, M. & Marnewick, C. 2017. Adapting IT management for effective IT strategy leadership. International Association for Management of Technology IAMOT 2017 Conference Proceedings.
- Description: Abstract: This article argues that the lack of consistent information technology (IT) and organisational strategies heightens the proclivity to cancel IT initiatives. Organisational strategy loosely conveys a compounded perspective pertaining to business and organisational strategies. The combination of these strategies logically hinge on efficient enterprise IT integration concepts contextualising conceptual links between their respective architectures to best suit prevailing business and socioeconomic needs. However, an effective socioeconomy demands contextual strategic management of IT, aligned with geopolitical and other factors affecting the nature of IT, to optimise the applied context of principles of governance and management. Strategic management of IT is alleviated by the concept of levels of abstraction inherent in the principle of separation of concerns. Hence the strategic use of the concept in ‘opinion’ formulation within the paradigm of a sociotechnical system design, development and management. Accordingly, optimal business performance demands that business and IT leadership and management develop mechanisms to establish symbiosis between governance and management principles, glued together by an adaptive enterprise‐wide standard architecture. There is therefore a contended need to integrate IT, processes and strategies. This demands that business and IT professionals possess an interdisciplinary and a multidisciplinary set of competencies. The perceived set of competencies supposedly help professionals to effectively navigate the interdisciplinary and multidisciplinary nature of information technology management (ITM). Thus the ensuing sociotechnical system constructs represent the challenge imposed by the journey to purposefully adapt ITM for effective IT strategy leadership for a competitive economic system. The research used an advanced mixed research methodology embedding quantitative methods in a qualitative study...
- Full Text:
An actionable approach to designing a risk management methodology
- Authors: Hamman, Claudius
- Date: 2012-10-30
- Subjects: Risk management , Strategic planning
- Type: Thesis
- Identifier: uj:10487 , http://hdl.handle.net/10210/7984
- Description: M.Comm. (Strategic Management) , Due to dramatic changes in the organisational landscape, organisations have had to review and amend risk management frameworks, processes and principles more regularly. Consequently, organisations now require an approach to risk management that enables the achievement of strategy, objectives and business activities. Risk management has to be implemented with the consideration of both the internal and external business environment on an enterprise-wide basis. The latter should result in a competitive advantage that drives organisational performance and reduces the total cost of risk. A pro-active approach to managing the effects of uncertainty on objectives has become a necessity for remaining competitive in constantly changing business environment. This study investigates the context and ideology through which risk management can be implemented. The purpose of the research was to identify, customize and recommend a sound methodology which can be incorporated in order to implement risk management as a business enabler. By adopting an exploratory approach, the researcher conducted qualitative research, in the form of an in-depth case study, on a multinational financial services organisation. Structured interviews were held with senior individuals in order to gather data regarding the risk management practices of the organisation.
- Full Text:
- Authors: Hamman, Claudius
- Date: 2012-10-30
- Subjects: Risk management , Strategic planning
- Type: Thesis
- Identifier: uj:10487 , http://hdl.handle.net/10210/7984
- Description: M.Comm. (Strategic Management) , Due to dramatic changes in the organisational landscape, organisations have had to review and amend risk management frameworks, processes and principles more regularly. Consequently, organisations now require an approach to risk management that enables the achievement of strategy, objectives and business activities. Risk management has to be implemented with the consideration of both the internal and external business environment on an enterprise-wide basis. The latter should result in a competitive advantage that drives organisational performance and reduces the total cost of risk. A pro-active approach to managing the effects of uncertainty on objectives has become a necessity for remaining competitive in constantly changing business environment. This study investigates the context and ideology through which risk management can be implemented. The purpose of the research was to identify, customize and recommend a sound methodology which can be incorporated in order to implement risk management as a business enabler. By adopting an exploratory approach, the researcher conducted qualitative research, in the form of an in-depth case study, on a multinational financial services organisation. Structured interviews were held with senior individuals in order to gather data regarding the risk management practices of the organisation.
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An integrated process framework for engineering endeavours
- Authors: Erasmus, Jonnro
- Date: 2013-05-27
- Subjects: Engineering firms - Management , Project management , Strategic planning , Risk management
- Type: Mini-Dissertation
- Identifier: uj:7549 , http://hdl.handle.net/10210/8407
- Description: M.Ing. (Engineering Management) , With the exponential increase in the complexity of modern products, the enterprise which creates the product also increases in complexity. Projects to realise engineering products are often fraught with delays, budget overruns and unsatisfied clients. Such failures are often caused by any of the following factors: Lack of understanding and definition of the responsibilities of the parties involved; Lack of understanding of the challenges and planning to deal with those challenges; Lack of control of the input and output requirements, information and risks; Poor communication in the project team due to ambiguous and undefined technical terms; and Lack of work integration due to poor understanding of the different domains involved in the project. This dissertation sets about exploring the domains of systems engineering, project management and quality management, by extensively referencing industry standards and international good practice in the quest of unravelling conflicts and uncertainties. Selected concepts and business processes of each domain are studied to arrive at an understanding of the objectives and scopes of those processes. This understanding enables the integration of these business processes and concepts by utilising the widely-used plan-do-check-act (PDCA) cycle. The business processes of each domain are divided into the four PDCA quadrants and integrated models of those quadrants are presented. The four quadrants are synthesised into a single framework which shows the project management, quality management and systems engineering processes performed during a single project phase. This Engineering Management Framework may be tailored for the design and realisation of any complex product, given adequate planning, understanding of the challenges and knowledge of the subject matter.
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- Authors: Erasmus, Jonnro
- Date: 2013-05-27
- Subjects: Engineering firms - Management , Project management , Strategic planning , Risk management
- Type: Mini-Dissertation
- Identifier: uj:7549 , http://hdl.handle.net/10210/8407
- Description: M.Ing. (Engineering Management) , With the exponential increase in the complexity of modern products, the enterprise which creates the product also increases in complexity. Projects to realise engineering products are often fraught with delays, budget overruns and unsatisfied clients. Such failures are often caused by any of the following factors: Lack of understanding and definition of the responsibilities of the parties involved; Lack of understanding of the challenges and planning to deal with those challenges; Lack of control of the input and output requirements, information and risks; Poor communication in the project team due to ambiguous and undefined technical terms; and Lack of work integration due to poor understanding of the different domains involved in the project. This dissertation sets about exploring the domains of systems engineering, project management and quality management, by extensively referencing industry standards and international good practice in the quest of unravelling conflicts and uncertainties. Selected concepts and business processes of each domain are studied to arrive at an understanding of the objectives and scopes of those processes. This understanding enables the integration of these business processes and concepts by utilising the widely-used plan-do-check-act (PDCA) cycle. The business processes of each domain are divided into the four PDCA quadrants and integrated models of those quadrants are presented. The four quadrants are synthesised into a single framework which shows the project management, quality management and systems engineering processes performed during a single project phase. This Engineering Management Framework may be tailored for the design and realisation of any complex product, given adequate planning, understanding of the challenges and knowledge of the subject matter.
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An optimised portfolio management model, incorporating best practices
- Authors: Naidoo, Yogan
- Date: 2015-06-29
- Subjects: Organizational effectiveness , Portfolio management , Strategic planning , Rate of return , Engineering - Management
- Type: Thesis
- Identifier: uj:13646 , http://hdl.handle.net/10210/13830
- Description: M.Ing. (Engineering Management) , Driving sustainability, optimising return on investments and cultivating a competitive market advantage, are imperative for organisational success and growth. In order to achieve the business objectives and value proposition, effective management strategies must be efficiently implemented, monitored and controlled. Failure to do so ultimately result in; financial loss due to increased capital and operational expenditure, schedule slippages, substandard delivery on quality and depreciation of market share. This research paper investigates and discusses management strategies with the focus on integration of effective portfolio management, efficient system development life cycles and optimal project control to ultimately drive organisational sustainability and growth. With the aid of this research, optimal decisions on project/organisational venture selection can be made. Furthermore, integrating portfolio management strategies with system development life cycles and optimal project control strategies, will optimise an organisational portfolio and enhance the probability of project and organisational success.
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- Authors: Naidoo, Yogan
- Date: 2015-06-29
- Subjects: Organizational effectiveness , Portfolio management , Strategic planning , Rate of return , Engineering - Management
- Type: Thesis
- Identifier: uj:13646 , http://hdl.handle.net/10210/13830
- Description: M.Ing. (Engineering Management) , Driving sustainability, optimising return on investments and cultivating a competitive market advantage, are imperative for organisational success and growth. In order to achieve the business objectives and value proposition, effective management strategies must be efficiently implemented, monitored and controlled. Failure to do so ultimately result in; financial loss due to increased capital and operational expenditure, schedule slippages, substandard delivery on quality and depreciation of market share. This research paper investigates and discusses management strategies with the focus on integration of effective portfolio management, efficient system development life cycles and optimal project control to ultimately drive organisational sustainability and growth. With the aid of this research, optimal decisions on project/organisational venture selection can be made. Furthermore, integrating portfolio management strategies with system development life cycles and optimal project control strategies, will optimise an organisational portfolio and enhance the probability of project and organisational success.
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Approach that will assist in reducing project failures in complex organisation
- Authors: Ndlovu, Esso
- Date: 2014-06-04
- Subjects: Agile software development , Strategic planning , Project management
- Type: Thesis
- Identifier: uj:11394 , http://hdl.handle.net/10210/11032
- Description: M.Ing. (Engineering Management) , The Bull survey of 1998 [1]; conducted by Spike Cavell in the UK was used to identify major causes of IT project failures. The survey showed that failures due to missed deadlines accounted for 75% and the inability to meet project requirements accounted for 37% of the failures. The failures were mainly due to requirement changes during the project. Project requirements are laid out during scope planning phase of project management life cycle and all risks are assumed to be known during the planning phase of the project [2], [3], [13]. The project management process involves a finite number of key life cycle management phases from initiation to closure [2]. The project management body of knowledge (PMBoK) states that every project is managed by the project management triangle the relationship between scope, time and cost [43]. Changes in the project management triangle may cause failure to the project [15]. Projects are considered to be unique endeavours [43]; and using a “one size fits all” approach to find a solution to solve project failure will be impossible [39]. This presents a significant challenge; developing a framework to limit project failures which will widely be applicable to projects. The research study will apply a well-developed concept of agile project management to an organisation that is experiencing high project failure rates to determine if agile principles may be used to reduce project failures. The research will also look at the factors affecting the adoption of agile principles in large organisations. Specifically the research will look at the effects of the environment that the organisation operates in and the effects of the organisational structure. Action research is chosen as the research methodology in order to understand and improve the inefficiencies within the organisation. This gives a practical account for any organisation and adds to the project management body of knowledge.
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- Authors: Ndlovu, Esso
- Date: 2014-06-04
- Subjects: Agile software development , Strategic planning , Project management
- Type: Thesis
- Identifier: uj:11394 , http://hdl.handle.net/10210/11032
- Description: M.Ing. (Engineering Management) , The Bull survey of 1998 [1]; conducted by Spike Cavell in the UK was used to identify major causes of IT project failures. The survey showed that failures due to missed deadlines accounted for 75% and the inability to meet project requirements accounted for 37% of the failures. The failures were mainly due to requirement changes during the project. Project requirements are laid out during scope planning phase of project management life cycle and all risks are assumed to be known during the planning phase of the project [2], [3], [13]. The project management process involves a finite number of key life cycle management phases from initiation to closure [2]. The project management body of knowledge (PMBoK) states that every project is managed by the project management triangle the relationship between scope, time and cost [43]. Changes in the project management triangle may cause failure to the project [15]. Projects are considered to be unique endeavours [43]; and using a “one size fits all” approach to find a solution to solve project failure will be impossible [39]. This presents a significant challenge; developing a framework to limit project failures which will widely be applicable to projects. The research study will apply a well-developed concept of agile project management to an organisation that is experiencing high project failure rates to determine if agile principles may be used to reduce project failures. The research will also look at the factors affecting the adoption of agile principles in large organisations. Specifically the research will look at the effects of the environment that the organisation operates in and the effects of the organisational structure. Action research is chosen as the research methodology in order to understand and improve the inefficiencies within the organisation. This gives a practical account for any organisation and adds to the project management body of knowledge.
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Aspects of management in a research and development organization
- Authors: El-Hesnawi, Mohamed Rahoma
- Date: 2009-02-26T12:18:37Z
- Subjects: Industrial research management , Organizational change , Strategic planning
- Type: Thesis
- Identifier: uj:8155 , http://hdl.handle.net/10210/2161
- Description: M.Phil. , The important role that research and development (R&D) plays in the economic well being of a nation, and by implication the profitability of a business enterprise, has long been recognized. In this era, in which the world live in turbulent times, technology advances at an ever-increasing pace and customers needs are constantly changing. Global competition has reached unprecedented levels. Globalisation brings new economic powers and opportunities constantly. The global marketplace has emerged as a battlefield of the world, were many competitors are fighting for a share. These factors urge the need more than ever for new products, processes and services to be able to enter this battlefield and emerge as a victorious. The way to these new products, processes and services is the adaptation of an effective program of R&D. It is therefore important to appreciate the many aspects of the R&D function, which is the subject of this work. This research stresses the benefits that R&D brings to the nation and what measures that nation can adopt to promote R&D programs. The work also stresses the importance of R&D to private firms, and how the performance of such firms is linked to their use of technology and to the intensity of their R&D programs. Firms sustain economic growth and secure a competitive position by creating new products and new services, and these are the natural results of the R&D process. In the course of executing their R&D programs, firms are faced with many barriers and constraints that impede successful R&D activities. Many barriers have been identified and classified into different categories. Firms function in different environments, have different sizes, and different affiliations, hence it is difficult to suggest that there is a fixed set of R&D management practices that will fit all kinds of firms. In this research many general R&D management practices are recommended, which if implemented may lead to a successful R&D results. R&D is one of the important functions of the business; hence its strategy should be a natural extension of the business and should support this strategy. The concept of business strategy and why firms need to develop business strategy are discussed. Also elements needed to develop a best R&D strategy are recommended.
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- Authors: El-Hesnawi, Mohamed Rahoma
- Date: 2009-02-26T12:18:37Z
- Subjects: Industrial research management , Organizational change , Strategic planning
- Type: Thesis
- Identifier: uj:8155 , http://hdl.handle.net/10210/2161
- Description: M.Phil. , The important role that research and development (R&D) plays in the economic well being of a nation, and by implication the profitability of a business enterprise, has long been recognized. In this era, in which the world live in turbulent times, technology advances at an ever-increasing pace and customers needs are constantly changing. Global competition has reached unprecedented levels. Globalisation brings new economic powers and opportunities constantly. The global marketplace has emerged as a battlefield of the world, were many competitors are fighting for a share. These factors urge the need more than ever for new products, processes and services to be able to enter this battlefield and emerge as a victorious. The way to these new products, processes and services is the adaptation of an effective program of R&D. It is therefore important to appreciate the many aspects of the R&D function, which is the subject of this work. This research stresses the benefits that R&D brings to the nation and what measures that nation can adopt to promote R&D programs. The work also stresses the importance of R&D to private firms, and how the performance of such firms is linked to their use of technology and to the intensity of their R&D programs. Firms sustain economic growth and secure a competitive position by creating new products and new services, and these are the natural results of the R&D process. In the course of executing their R&D programs, firms are faced with many barriers and constraints that impede successful R&D activities. Many barriers have been identified and classified into different categories. Firms function in different environments, have different sizes, and different affiliations, hence it is difficult to suggest that there is a fixed set of R&D management practices that will fit all kinds of firms. In this research many general R&D management practices are recommended, which if implemented may lead to a successful R&D results. R&D is one of the important functions of the business; hence its strategy should be a natural extension of the business and should support this strategy. The concept of business strategy and why firms need to develop business strategy are discussed. Also elements needed to develop a best R&D strategy are recommended.
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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.
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- 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.
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Competitive intelligence skills needed in South Africa
- Authors: Strauss, Alida Cornelia
- Date: 2010-11-09T06:33:55Z
- Subjects: Business intelligence , Strategic planning , Competition , International competition
- Type: Thesis
- Identifier: uj:6960 , http://hdl.handle.net/10210/3469
- Description: M.Comm. , South Africa as a country continues to rank low in the world of competitiveness. The research done for this dissertation focused on the need for South African organisations to perceive Competitive Intelligence (CI) as one of the most important tools to improve their competitiveness through a systematic, practical approach to make the CI cycle worth while, especially through skills development. This study intends to identify the skills CI professionals in South Africa need in order to conduct the CI process in organisations effectively, thereby improving the country’s competitive position. However, the difficulty of this task lies with organisations in general not acknowledging the necessity of CI in the workplace. Only a limited number of organisations recognise the importance of such a unit. A survey was therefore conducted, by questionnaire, among organisations with existing CI units in which the respondents had to identify the skills they deemed necessary for the CI professional to run the CI process effectively. Findings suggested that the majority of respondents were 40 years and older, in the top structure of larger organisations and had been using CI for longer than five years. The overwhelming result is thus that there are skills inequalities between what skills respondents view as crucial and those that rated highest in their self-evaluation. Skills identified as most important include, among others, networking and research skills analytical abilities. The research also indicated that where CI had been established in certain organisations for at least five years, it did not reflect positively overall on South Africa’s current competitive situation. However, where there is a systematic CI approach, problem-solving is easier to address and negatives could be turned around. With this in mind and a proper “buy-in” into skills development, it will have a very positive outcome for all the organisations that wish to improve their competitiveness.
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- Authors: Strauss, Alida Cornelia
- Date: 2010-11-09T06:33:55Z
- Subjects: Business intelligence , Strategic planning , Competition , International competition
- Type: Thesis
- Identifier: uj:6960 , http://hdl.handle.net/10210/3469
- Description: M.Comm. , South Africa as a country continues to rank low in the world of competitiveness. The research done for this dissertation focused on the need for South African organisations to perceive Competitive Intelligence (CI) as one of the most important tools to improve their competitiveness through a systematic, practical approach to make the CI cycle worth while, especially through skills development. This study intends to identify the skills CI professionals in South Africa need in order to conduct the CI process in organisations effectively, thereby improving the country’s competitive position. However, the difficulty of this task lies with organisations in general not acknowledging the necessity of CI in the workplace. Only a limited number of organisations recognise the importance of such a unit. A survey was therefore conducted, by questionnaire, among organisations with existing CI units in which the respondents had to identify the skills they deemed necessary for the CI professional to run the CI process effectively. Findings suggested that the majority of respondents were 40 years and older, in the top structure of larger organisations and had been using CI for longer than five years. The overwhelming result is thus that there are skills inequalities between what skills respondents view as crucial and those that rated highest in their self-evaluation. Skills identified as most important include, among others, networking and research skills analytical abilities. The research also indicated that where CI had been established in certain organisations for at least five years, it did not reflect positively overall on South Africa’s current competitive situation. However, where there is a systematic CI approach, problem-solving is easier to address and negatives could be turned around. With this in mind and a proper “buy-in” into skills development, it will have a very positive outcome for all the organisations that wish to improve their competitiveness.
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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.
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- 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.
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Creating value within "Florida Swimming Club" : strategic imperatives for 2008 and beyond.
- Hemmings, Fred, Pampallis, Andrew
- Authors: Hemmings, Fred , Pampallis, Andrew
- Date: 2009
- Subjects: Florida Swimming Club , Strategic planning
- Type: Article
- Identifier: uj:6200 , ISBN 978-0-86970-661-9 , http://hdl.handle.net/10210/5280
- Description: The essence of the research undertaken was to put a NPO, the Florida Swimming Club clearly on the map with regards to developing a strategy for them to capitalise upon in the 2008/2009 swimming season. A number of key issues relevant to their identified key stakeholders were identified from the research that they are busy capitalising upon this season. A thorough investigation into the existing infrastructure (both strategy and structure) of the Florida Swimming Club (NPO) was initiated with a view to devising a strategy that more closely aligns the Club to the strategic imperatives of its umbrella body affiliates: Central Gauteng Aquatics-CGA and Swimming South Africa-SSA. Strategic plans were developed for the Club after a thorough SWOT analysis was undertaken. Emanating from the SWOT analysis the Club investigated the possible values that could be created for its relevant stakeholders being: SSA, CGA, Swimmers, Coaches, Parents, Schools, Committee and Previously Disadvantaged Individuals, amongst others. Flowing from this investigation the club also questioned its own norms and values and is now successfully repositioning itself to capitalize upon the various transformation issues confronting it. The Club has developed above all a sense of urgency 'in the transformation issues that it needs to tackle going forward. The revised strategy has also necessitated a total revamp of the Club's existing committee. The committee members that will drive the strategy forward in the 2008/2009 season have each been given clearly demarcated portfolios. The portfolios developed are aligned to achieving the strategic imperatives for "2008 and beyond" and each committee member is now fully accountable for the intended achievement of the Club's objectives and goals set. The main objective of this research was to put something back into the community by our active engagement within the Club in assisting it to develop a workable strategy that would stretch it in achieving measurable goals that would make a meaningful difference to its stakeholders. The researcher's have also assisted the Club in putting together an application to the Lotto to dome and heat their swimming pool. Thus something positive and tangible has been put back into the Club as a result of the researchers' active interventions.
- Full Text:
- Authors: Hemmings, Fred , Pampallis, Andrew
- Date: 2009
- Subjects: Florida Swimming Club , Strategic planning
- Type: Article
- Identifier: uj:6200 , ISBN 978-0-86970-661-9 , http://hdl.handle.net/10210/5280
- Description: The essence of the research undertaken was to put a NPO, the Florida Swimming Club clearly on the map with regards to developing a strategy for them to capitalise upon in the 2008/2009 swimming season. A number of key issues relevant to their identified key stakeholders were identified from the research that they are busy capitalising upon this season. A thorough investigation into the existing infrastructure (both strategy and structure) of the Florida Swimming Club (NPO) was initiated with a view to devising a strategy that more closely aligns the Club to the strategic imperatives of its umbrella body affiliates: Central Gauteng Aquatics-CGA and Swimming South Africa-SSA. Strategic plans were developed for the Club after a thorough SWOT analysis was undertaken. Emanating from the SWOT analysis the Club investigated the possible values that could be created for its relevant stakeholders being: SSA, CGA, Swimmers, Coaches, Parents, Schools, Committee and Previously Disadvantaged Individuals, amongst others. Flowing from this investigation the club also questioned its own norms and values and is now successfully repositioning itself to capitalize upon the various transformation issues confronting it. The Club has developed above all a sense of urgency 'in the transformation issues that it needs to tackle going forward. The revised strategy has also necessitated a total revamp of the Club's existing committee. The committee members that will drive the strategy forward in the 2008/2009 season have each been given clearly demarcated portfolios. The portfolios developed are aligned to achieving the strategic imperatives for "2008 and beyond" and each committee member is now fully accountable for the intended achievement of the Club's objectives and goals set. The main objective of this research was to put something back into the community by our active engagement within the Club in assisting it to develop a workable strategy that would stretch it in achieving measurable goals that would make a meaningful difference to its stakeholders. The researcher's have also assisted the Club in putting together an application to the Lotto to dome and heat their swimming pool. Thus something positive and tangible has been put back into the Club as a result of the researchers' active interventions.
- Full Text: