A risk-based strategic business model for a bank
- Authors: Roux, Pieter Alexander
- Date: 2012-09-11
- Subjects: Strategic planning - South Africa , Banks and banking - South Africa - Management , Banks and banking - South Africa - Planning
- Type: Thesis
- Identifier: uj:10021 , http://hdl.handle.net/10210/7411
- Description: D.Comm. , Strategic management is a concept that is interpreted in many different ways in business. Banks have all subscribed to the process, but to various levels of application. In a highly competitive market and with the ever changing needs of customers, top management of banks have to utilise all resources optimally through their strategic management processes. What has made the task of banks more complex and difficult is that they have to take risk into account, more particularly interest rate risk. The risk concept has to be integrated into a bank's activities to form an integral part of the strategic management process. How to practically deal with the strategic management process of a bank by taking risk into account, was dealt with. An insight was given into the important role that risk focused strategic management can play in a bank to gain a competitive advantage. The study was limited to the four major bank players within the banks and financial services industry in South Africa, being ABSA, FNB, Nedcor and SBIC. Risk management has had many shifts in focus during modern day banking. On the threshold of the twenty-first century the banking and financial services industry is faced with even greater challenges than before. The industry is in an ever larger global arena which is very competitive and highly regulated. Many large non-bank competitors, that are well equipped with similar products and services, are entering this market. They have low barriers to entry as they have real advantages in that they have substantially less capital requirements and fewer regulatory constraints than those of the banking industry. A risk-based strategic business model was devised and developed by following a top-down approach to a firm. Models and theories were incorporated in this process. An organisation was broken down into activities, inherent risks identified, the levels of risk determined through the assessment of risk factors and elements, with the extent of control being determined. After having conceptually modelled the risk-based SBM, it was put to practice, more specifically for a bank. The risk-based strategic management model was then applied to a bank's strategic management process. The four different phases of the strategic management process, namely strategic information gathering, planning with formulation, implementation and control, were all dealt with. It was ascertained through interviews that all four of the major local banks had subscribed to strategic management, but applied it with different intensities. Strategic management, however, was still in an infant or start-up phase within the banking industry. In conclusion, the assessment of a bank's internal situation, by taking risk into account, will provide it with an objective view on its own capabilities. A competitive edge over its rivals can be obtained by taking calculated business risks and outcontrolling rivals.
- Full Text:
- Authors: Roux, Pieter Alexander
- Date: 2012-09-11
- Subjects: Strategic planning - South Africa , Banks and banking - South Africa - Management , Banks and banking - South Africa - Planning
- Type: Thesis
- Identifier: uj:10021 , http://hdl.handle.net/10210/7411
- Description: D.Comm. , Strategic management is a concept that is interpreted in many different ways in business. Banks have all subscribed to the process, but to various levels of application. In a highly competitive market and with the ever changing needs of customers, top management of banks have to utilise all resources optimally through their strategic management processes. What has made the task of banks more complex and difficult is that they have to take risk into account, more particularly interest rate risk. The risk concept has to be integrated into a bank's activities to form an integral part of the strategic management process. How to practically deal with the strategic management process of a bank by taking risk into account, was dealt with. An insight was given into the important role that risk focused strategic management can play in a bank to gain a competitive advantage. The study was limited to the four major bank players within the banks and financial services industry in South Africa, being ABSA, FNB, Nedcor and SBIC. Risk management has had many shifts in focus during modern day banking. On the threshold of the twenty-first century the banking and financial services industry is faced with even greater challenges than before. The industry is in an ever larger global arena which is very competitive and highly regulated. Many large non-bank competitors, that are well equipped with similar products and services, are entering this market. They have low barriers to entry as they have real advantages in that they have substantially less capital requirements and fewer regulatory constraints than those of the banking industry. A risk-based strategic business model was devised and developed by following a top-down approach to a firm. Models and theories were incorporated in this process. An organisation was broken down into activities, inherent risks identified, the levels of risk determined through the assessment of risk factors and elements, with the extent of control being determined. After having conceptually modelled the risk-based SBM, it was put to practice, more specifically for a bank. The risk-based strategic management model was then applied to a bank's strategic management process. The four different phases of the strategic management process, namely strategic information gathering, planning with formulation, implementation and control, were all dealt with. It was ascertained through interviews that all four of the major local banks had subscribed to strategic management, but applied it with different intensities. Strategic management, however, was still in an infant or start-up phase within the banking industry. In conclusion, the assessment of a bank's internal situation, by taking risk into account, will provide it with an objective view on its own capabilities. A competitive edge over its rivals can be obtained by taking calculated business risks and outcontrolling rivals.
- Full Text:
Areas of competitive advantage in South African manufacturing
- Authors: Pagel, Chris Alexander
- Date: 2015-03-18
- Subjects: Production planning , Strategic planning - South Africa , Competition, International , Industries - South Africa
- Type: Thesis
- Identifier: uj:13468 , http://hdl.handle.net/10210/13502
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
- Full Text:
- Authors: Pagel, Chris Alexander
- Date: 2015-03-18
- Subjects: Production planning , Strategic planning - South Africa , Competition, International , Industries - South Africa
- Type: Thesis
- Identifier: uj:13468 , http://hdl.handle.net/10210/13502
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
- Full Text:
An integrated approach towards corporate social involvement in a non-apartheid South Africa
- Authors: Visagie, Jacobus Johannes
- Date: 2014-05-14
- Subjects: Organizational change - South Africa , Strategic planning - South Africa
- Type: Thesis
- Identifier: uj:11070 , http://hdl.handle.net/10210/10643
- Description: M.Comm. (Strategic Management) , The volatile and politically challenging climate in which business has to operate during the period of transition to representative government and a subsequent non-apartheid political dispensation in South Africa calls for a new innovative approach towards corporate social involvement. The challenge posed is no less than to make a visible and adequate contribution towards the socio-economic and socio-political reconstruction and development ofthe country. The ultimate purpose of this involvement by business in development is to create an environment which will be conducive to economic growth and profitable business. The socio-economic realities of the South African society dictate the focus and direction of corporate social involvement programmes, but the perceptions and opinions of the major stakeholders in development including the political and social role players within the recipient domain - are also to be recognised. For a social involvement programme to be effective and efficient, three major areas of involvement have been identified. As a corporate citizen a company has a responsibility to assist in the maintenance of society through grants and donations to non-governmental organisations and development agencies. It also has an obligation to render support to existing development projects and to create appropriate support mechanisms and programmes to facilitate development. In the process the private sector provides a delivery system for the transfer of technology from its source to appropriate recipients. One of the most significant obstacles preventing accelerated development is, however, is the lack of institutional capacity within local communities. The private sector, therefore, must also focus on people centered development and the establishment of appropriate processes to enhance socio-economic as well as socio-politlcal development. With all the resources vested within the company - not in the corporate social involvement function only, but also in other disciplines - business has a substantial contribution to make. This study focuses on the development of an integrated approach towards corporate social involvement, including the integration of internal and external resources within the influence sphere of the company. It also endeavours to develop an integrated development process to bring about synergy between traditionally opposing sides of the socio-political arena in South Africa. It departs from the central premises that people who depend on each other for economic survival and growth, have to co-operate, regardless of the political, cultural or religious differences between them. Research has been based on experience in the workplace and interaction with a wide variety of practitioners in the corporate social involvement field. The study concludes that South Africa needs to address the issues prohibiting real economic growth, including the socio-economic and socio-political deficiencies, with vigour if the country is to become a strong contender in the world economy. The private sector can only make a substantial contribution through its social involvement programmes if an integrated approach is followed to empower the programme. This does not imply unnecessary increases in social budgets during periods of economic decline. Through the integrated development process which is developed in the study, the expertise, organisation, financial resources and facilities of all the role players external and internal to the company - are mobilised to accept joint responsibility and ownership for the development of their own destinies.
- Full Text:
- Authors: Visagie, Jacobus Johannes
- Date: 2014-05-14
- Subjects: Organizational change - South Africa , Strategic planning - South Africa
- Type: Thesis
- Identifier: uj:11070 , http://hdl.handle.net/10210/10643
- Description: M.Comm. (Strategic Management) , The volatile and politically challenging climate in which business has to operate during the period of transition to representative government and a subsequent non-apartheid political dispensation in South Africa calls for a new innovative approach towards corporate social involvement. The challenge posed is no less than to make a visible and adequate contribution towards the socio-economic and socio-political reconstruction and development ofthe country. The ultimate purpose of this involvement by business in development is to create an environment which will be conducive to economic growth and profitable business. The socio-economic realities of the South African society dictate the focus and direction of corporate social involvement programmes, but the perceptions and opinions of the major stakeholders in development including the political and social role players within the recipient domain - are also to be recognised. For a social involvement programme to be effective and efficient, three major areas of involvement have been identified. As a corporate citizen a company has a responsibility to assist in the maintenance of society through grants and donations to non-governmental organisations and development agencies. It also has an obligation to render support to existing development projects and to create appropriate support mechanisms and programmes to facilitate development. In the process the private sector provides a delivery system for the transfer of technology from its source to appropriate recipients. One of the most significant obstacles preventing accelerated development is, however, is the lack of institutional capacity within local communities. The private sector, therefore, must also focus on people centered development and the establishment of appropriate processes to enhance socio-economic as well as socio-politlcal development. With all the resources vested within the company - not in the corporate social involvement function only, but also in other disciplines - business has a substantial contribution to make. This study focuses on the development of an integrated approach towards corporate social involvement, including the integration of internal and external resources within the influence sphere of the company. It also endeavours to develop an integrated development process to bring about synergy between traditionally opposing sides of the socio-political arena in South Africa. It departs from the central premises that people who depend on each other for economic survival and growth, have to co-operate, regardless of the political, cultural or religious differences between them. Research has been based on experience in the workplace and interaction with a wide variety of practitioners in the corporate social involvement field. The study concludes that South Africa needs to address the issues prohibiting real economic growth, including the socio-economic and socio-political deficiencies, with vigour if the country is to become a strong contender in the world economy. The private sector can only make a substantial contribution through its social involvement programmes if an integrated approach is followed to empower the programme. This does not imply unnecessary increases in social budgets during periods of economic decline. Through the integrated development process which is developed in the study, the expertise, organisation, financial resources and facilities of all the role players external and internal to the company - are mobilised to accept joint responsibility and ownership for the development of their own destinies.
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'n Teoretiese beskouing van die bedingingsmagrol van verbruikers as komponent van die mededingende voordeelmodel van Porter
- Authors: Coetzer, Gerbadus Johannes
- Date: 1995
- Subjects: Strategic planning - South Africa , Industrial management , Customer services - South Africa - Management
- Language: Afrikaans
- Type: Masters Thesis
- Identifier: http://hdl.handle.net/10210/21153 , uj:16117
- Description: Abstract: Please refer to full text to view abstract , M.Com. (Business Management)
- Full Text:
- Authors: Coetzer, Gerbadus Johannes
- Date: 1995
- Subjects: Strategic planning - South Africa , Industrial management , Customer services - South Africa - Management
- Language: Afrikaans
- Type: Masters Thesis
- Identifier: http://hdl.handle.net/10210/21153 , uj:16117
- Description: Abstract: Please refer to full text to view abstract , M.Com. (Business Management)
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'n Strategiese bestuursmodel vir die klein sakeonderneming
- Authors: Burger, Pieter
- Date: 2014-04-24
- Subjects: Small business - South Africa - Management , Strategic planning - South Africa , Entrepreneurship - South Africa
- Type: Thesis
- Identifier: uj:10857 , http://hdl.handle.net/10210/10364
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
- Full Text:
- Authors: Burger, Pieter
- Date: 2014-04-24
- Subjects: Small business - South Africa - Management , Strategic planning - South Africa , Entrepreneurship - South Africa
- Type: Thesis
- Identifier: uj:10857 , http://hdl.handle.net/10210/10364
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
- Full Text:
Rekenaargebaseerde bestuursimulasies vir Suid-Afrikaanse bestuurders
- Visagie, Sarel Petrus Jacobus
- Authors: Visagie, Sarel Petrus Jacobus
- Date: 2014-04-24
- Subjects: Executives - Training of South Africa , Strategic planning - South Africa
- Type: Thesis
- Identifier: uj:10905 , http://hdl.handle.net/10210/10412
- Description: M.Com. (Enterprise Management) , South African managers will in future be more exposed to the turbulent environment as experienced by their overseas counterparts. The application of the strategic management process by competent management could enhance the organisation's chances to succeed. A number of local studies have proven that South African managers are lacking experience in the strategic management process. Few organisations can afford the losses that may arise through bad decisionmaking by inexperienced managers. The only alternative is to supply quality management training and development programmes. Management training for South African managers of the nineties should be adapted for local conditions without losing sight of internationally applicable principles. At the same time alternative methods of training and education should be investigated. Computer Based management simulations can be cost effectively applied in the preparation of management for the nineties. The purpose of this study is to determine the requirements for an appropriate computer based management simulation for the training of South African managers in the strategic management process. The process of strategic management and the identification of the strategic issues relevant to the South African manager are specifically addressed
- Full Text:
- Authors: Visagie, Sarel Petrus Jacobus
- Date: 2014-04-24
- Subjects: Executives - Training of South Africa , Strategic planning - South Africa
- Type: Thesis
- Identifier: uj:10905 , http://hdl.handle.net/10210/10412
- Description: M.Com. (Enterprise Management) , South African managers will in future be more exposed to the turbulent environment as experienced by their overseas counterparts. The application of the strategic management process by competent management could enhance the organisation's chances to succeed. A number of local studies have proven that South African managers are lacking experience in the strategic management process. Few organisations can afford the losses that may arise through bad decisionmaking by inexperienced managers. The only alternative is to supply quality management training and development programmes. Management training for South African managers of the nineties should be adapted for local conditions without losing sight of internationally applicable principles. At the same time alternative methods of training and education should be investigated. Computer Based management simulations can be cost effectively applied in the preparation of management for the nineties. The purpose of this study is to determine the requirements for an appropriate computer based management simulation for the training of South African managers in the strategic management process. The process of strategic management and the identification of the strategic issues relevant to the South African manager are specifically addressed
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Strategic management in the South African gold mining industry : a case study of Sibanye Gold
- Authors: Tsoai, Kgotso Orient
- Date: 2017
- Subjects: Strategic planning - South Africa , Gold mines and mining - South Africa - Management , Competition
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/233604 , uj:23855
- Description: M.Phil. (Engineering Management) , Abstract: The South African gold mining industry dominated the global gold mining industry for more than 100 years since the late19th century. The industry has however faced significant challenges since its inception and has undergone a sequence of maturity stages and it is now considered to be in a declining phase. By 2012, South Africa was no longer the world’s largest gold producer, and of the seven great South African gold mining organizations, Anglo-American had abandoned gold, other organizations were swallowed by mergers, take over’s and attrition. Sibanye Gold Ltd (Sibanye) is one of the new entrants in this volatile, uncertain, complex and ambiguous South African gold mining environment and it is considered to be profitable and on a growth path. The main objective of this research paper is to understand how Sibanye uses strategic management (strategic formulation, implementation and control) to gain a competitive advantage in the South African gold mining industry. The research objective is achieved by answering two research questions: 1. Why is Sibanye considered to be profitable and on a growth path given the challenges facing the South African gold mining industry. 2. How is the organization utilizing strategic management as a tool to survive? This study utilizes a combination of qualitative and quantitative research methods to understand how Sibanye uses strategic management to survive. Adopting a mixed method research strategy may represent a strategy on its own or it may be incorporated within another research strategy as in the case of adopting a case study design. Mixed methods research also mean working with different types of data. This is achieved by presenting and analyzing results of structured questionnaires which utilizes Sibanye’s 40 employees at management level as the sample. The results of the structured questionnaires are compared with Sibanye’s archival documentation and participant observation to validate the research. The motivation for choosing this research design is elaborated in chapter 3. From the research data it can be concluded that Sibanye is performing satisfactorily regarding a variety of factors in its strategic management process; Strategic formulation: This research project established that Sibanye’s vision, mission, strategic goals and its SWOT analysis process are in line with recommendations cited in the literature review...
- Full Text:
- Authors: Tsoai, Kgotso Orient
- Date: 2017
- Subjects: Strategic planning - South Africa , Gold mines and mining - South Africa - Management , Competition
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/233604 , uj:23855
- Description: M.Phil. (Engineering Management) , Abstract: The South African gold mining industry dominated the global gold mining industry for more than 100 years since the late19th century. The industry has however faced significant challenges since its inception and has undergone a sequence of maturity stages and it is now considered to be in a declining phase. By 2012, South Africa was no longer the world’s largest gold producer, and of the seven great South African gold mining organizations, Anglo-American had abandoned gold, other organizations were swallowed by mergers, take over’s and attrition. Sibanye Gold Ltd (Sibanye) is one of the new entrants in this volatile, uncertain, complex and ambiguous South African gold mining environment and it is considered to be profitable and on a growth path. The main objective of this research paper is to understand how Sibanye uses strategic management (strategic formulation, implementation and control) to gain a competitive advantage in the South African gold mining industry. The research objective is achieved by answering two research questions: 1. Why is Sibanye considered to be profitable and on a growth path given the challenges facing the South African gold mining industry. 2. How is the organization utilizing strategic management as a tool to survive? This study utilizes a combination of qualitative and quantitative research methods to understand how Sibanye uses strategic management to survive. Adopting a mixed method research strategy may represent a strategy on its own or it may be incorporated within another research strategy as in the case of adopting a case study design. Mixed methods research also mean working with different types of data. This is achieved by presenting and analyzing results of structured questionnaires which utilizes Sibanye’s 40 employees at management level as the sample. The results of the structured questionnaires are compared with Sibanye’s archival documentation and participant observation to validate the research. The motivation for choosing this research design is elaborated in chapter 3. From the research data it can be concluded that Sibanye is performing satisfactorily regarding a variety of factors in its strategic management process; Strategic formulation: This research project established that Sibanye’s vision, mission, strategic goals and its SWOT analysis process are in line with recommendations cited in the literature review...
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Die rol van ondermeningskultuur by die implementering van 'n strategieverandering
- Authors: Myburgh, Hendrik Jacobus
- Date: 2014-04-15
- Subjects: Strategic planning - South Africa , Business enterprises - Evaluation
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/389200 , uj:10674 , http://hdl.handle.net/10210/10190
- Description: M.Com. (Business Management) , During August 1991, Kanhym Fresh Meat, Northern Transvaal, and Sams Meat (Pty) Ltd, Pietersburg, merged their activities in the Northern Transvaal to form a joint venture. The name of the new company is Pietersburg Abattoir (Pty) Ltd, trading as Meatcor. Because of the different cultures and the clashes between them, this project was undertaken to try and help create a new, strong corporate culture. The first section of this paper gives an in-depth discussion of the theory on corporate culture. It is very important that the people involved in the management of the company have a clear understanding of what a strong corporate culture is before any actions can be taken in trying to build such a culture. The next step was to make an assessment on the state of the current culture that exists in the company, as well as to define the desired culture of the middle and top management of the company. To be able to do this, a culture audit questionnaire was used. The questionnaire was answered by all middle and top management, as well as the directors of the company. The results of the questionnaire were plotted on various graphics. These graphics were used to assess the current culture within the company and also to define the desired culture of the various respondents. These results were then used to determine and define the gap between the current culture and the desired culture. The questionnaire tested 32 dimensions of culture and the results were given in these 32 dimensions, which were grouped into five main groups. The last part of the paper consists of an action plan to bridge the culture gap and to enable management to establish a new, strong corporate culture. The strategy to develop and establish a new, strong corporate culture is discussed under the five main dimension groups. I firmly believe that this paper, if used by management, would make an enormous contribution towards establishing a new, strong corporate culture which in the end will have a positive effect on the productivity and profitability of the company.
- Full Text:
- Authors: Myburgh, Hendrik Jacobus
- Date: 2014-04-15
- Subjects: Strategic planning - South Africa , Business enterprises - Evaluation
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/389200 , uj:10674 , http://hdl.handle.net/10210/10190
- Description: M.Com. (Business Management) , During August 1991, Kanhym Fresh Meat, Northern Transvaal, and Sams Meat (Pty) Ltd, Pietersburg, merged their activities in the Northern Transvaal to form a joint venture. The name of the new company is Pietersburg Abattoir (Pty) Ltd, trading as Meatcor. Because of the different cultures and the clashes between them, this project was undertaken to try and help create a new, strong corporate culture. The first section of this paper gives an in-depth discussion of the theory on corporate culture. It is very important that the people involved in the management of the company have a clear understanding of what a strong corporate culture is before any actions can be taken in trying to build such a culture. The next step was to make an assessment on the state of the current culture that exists in the company, as well as to define the desired culture of the middle and top management of the company. To be able to do this, a culture audit questionnaire was used. The questionnaire was answered by all middle and top management, as well as the directors of the company. The results of the questionnaire were plotted on various graphics. These graphics were used to assess the current culture within the company and also to define the desired culture of the various respondents. These results were then used to determine and define the gap between the current culture and the desired culture. The questionnaire tested 32 dimensions of culture and the results were given in these 32 dimensions, which were grouped into five main groups. The last part of the paper consists of an action plan to bridge the culture gap and to enable management to establish a new, strong corporate culture. The strategy to develop and establish a new, strong corporate culture is discussed under the five main dimension groups. I firmly believe that this paper, if used by management, would make an enormous contribution towards establishing a new, strong corporate culture which in the end will have a positive effect on the productivity and profitability of the company.
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Die invloed van regstellende aksie op ondernemingskultuur
- Authors: Fourie, Sophia Elizabeth
- Date: 2014-08-27
- Subjects: Organizational change , Strategic planning - South Africa , Affirmative action programs - South Africa
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/375393 , uj:12158 , http://hdl.handle.net/10210/11901
- Description: M.Com. (Business Management) , Change is no longer only an option but a necessity in the changing socio-economic environment in which businesses have found themselves in the new democratic South Africa. Businesses are confronted with so many new challenges every day (for instance affirmative action) that the need for transformation and change have become an integral component of strategic management and planning. The aim of this study was to determine the effect of affirmative action on organisational culture. A positive and supportive organisational culture is needed for successful implementation of affirmative action. Substantial consensus has been reached by researchers that each enterprise has its own identifiable culture and that this culture has a powerful influence on the management process and performance of the enterprise. Within the context of strategic management the shared values and beliefs of the employees are a major determinant in aligning organisational culture and a strategy of affirmative action. Managers have an important task to manage the interactive role of strategy and organisational culture and have to be role models of non-discriminative and non-racist behaviour in businesses that promote equal opportunities for all, irrespective of race or gender.
- Full Text:
- Authors: Fourie, Sophia Elizabeth
- Date: 2014-08-27
- Subjects: Organizational change , Strategic planning - South Africa , Affirmative action programs - South Africa
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/375393 , uj:12158 , http://hdl.handle.net/10210/11901
- Description: M.Com. (Business Management) , Change is no longer only an option but a necessity in the changing socio-economic environment in which businesses have found themselves in the new democratic South Africa. Businesses are confronted with so many new challenges every day (for instance affirmative action) that the need for transformation and change have become an integral component of strategic management and planning. The aim of this study was to determine the effect of affirmative action on organisational culture. A positive and supportive organisational culture is needed for successful implementation of affirmative action. Substantial consensus has been reached by researchers that each enterprise has its own identifiable culture and that this culture has a powerful influence on the management process and performance of the enterprise. Within the context of strategic management the shared values and beliefs of the employees are a major determinant in aligning organisational culture and a strategy of affirmative action. Managers have an important task to manage the interactive role of strategy and organisational culture and have to be role models of non-discriminative and non-racist behaviour in businesses that promote equal opportunities for all, irrespective of race or gender.
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Inligting en strategiese bestuur by vervoerorganisasies
- Authors: Viljoen, Leon
- Date: 2014-07-15
- Subjects: Strategic planning - South Africa , Business planning - South Africa
- Type: Thesis
- Identifier: uj:11704 , http://hdl.handle.net/10210/11425
- Description: M.Com. (Economics) , Please refer to full text to view abstract
- Full Text:
- Authors: Viljoen, Leon
- Date: 2014-07-15
- Subjects: Strategic planning - South Africa , Business planning - South Africa
- Type: Thesis
- Identifier: uj:11704 , http://hdl.handle.net/10210/11425
- Description: M.Com. (Economics) , Please refer to full text to view abstract
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Strategiese gerigtheid : 'n bestuursperspektief vir die jaar 2000
- Van der Westhuizen, Cornelius J.
- Authors: Van der Westhuizen, Cornelius J.
- Date: 2014-05-08
- Subjects: Strategic planning - South Africa
- Type: Thesis
- Identifier: uj:10991 , http://hdl.handle.net/10210/10564
- Description: M.Com. (Business Management) , The objective of this dissertation is to provide a general, functional and business oriented model for strategic alignment. The development, measurement and implementation of strategic alignment play a major part during the positioning of an organisation in order to obtain and maintain a competitive advantage. Business conditions (internal and external) are now changing and creating new competitive situations due to factors such as (Beer, Eisenstat & Spector, 1990a:158): • Increased internationalisation of the entire value chain from vendors and producers to customers; • the extended need to measure strategic positioning and alignment; • increased customer demands for quality, lead times and delivery performance; • the need to invest in technology and competence development in respect of both products and processes. Successful organisations are those that evolve rapidly and effectively. Yet innovative organisations can not evolve in a vacuum. They must attract resources of all sorts, drawing in capital, partners, suppliers, and customers to create cooperative networks. The motivation of this study lies first of all in the economic and strategic importance of strategic alignment (internal and external) for an organisation. Secondly, it lies in the importance of network creation, not only for network competition but also to enhance total quality management (TQM), customer satisfaction and continuous organisational improvement. There has been much speculation about such networks, under the rubrics of strategic alliances, virtual organisations, and the like. But these frameworks provide little systematic assistance to organisations and managers that seek to understand the underlying strategic logic of change.
- Full Text:
- Authors: Van der Westhuizen, Cornelius J.
- Date: 2014-05-08
- Subjects: Strategic planning - South Africa
- Type: Thesis
- Identifier: uj:10991 , http://hdl.handle.net/10210/10564
- Description: M.Com. (Business Management) , The objective of this dissertation is to provide a general, functional and business oriented model for strategic alignment. The development, measurement and implementation of strategic alignment play a major part during the positioning of an organisation in order to obtain and maintain a competitive advantage. Business conditions (internal and external) are now changing and creating new competitive situations due to factors such as (Beer, Eisenstat & Spector, 1990a:158): • Increased internationalisation of the entire value chain from vendors and producers to customers; • the extended need to measure strategic positioning and alignment; • increased customer demands for quality, lead times and delivery performance; • the need to invest in technology and competence development in respect of both products and processes. Successful organisations are those that evolve rapidly and effectively. Yet innovative organisations can not evolve in a vacuum. They must attract resources of all sorts, drawing in capital, partners, suppliers, and customers to create cooperative networks. The motivation of this study lies first of all in the economic and strategic importance of strategic alignment (internal and external) for an organisation. Secondly, it lies in the importance of network creation, not only for network competition but also to enhance total quality management (TQM), customer satisfaction and continuous organisational improvement. There has been much speculation about such networks, under the rubrics of strategic alliances, virtual organisations, and the like. But these frameworks provide little systematic assistance to organisations and managers that seek to understand the underlying strategic logic of change.
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Die ontwikkeling van 'n strategiese bemarkingsplan vir die Johannesburgse Vervoerdirektoraat
- Authors: Venter, Jan Adriaan Jakobus
- Date: 2014-05-13
- Subjects: Strategic planning - South Africa
- Type: Thesis
- Identifier: uj:11037 , http://hdl.handle.net/10210/10609
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
- Full Text:
- Authors: Venter, Jan Adriaan Jakobus
- Date: 2014-05-13
- Subjects: Strategic planning - South Africa
- Type: Thesis
- Identifier: uj:11037 , http://hdl.handle.net/10210/10609
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
- Full Text:
Strategiese beplanning as bestuursfunksie van onderwysbestuurders in 'n veranderde onderwysomgewing
- Du Toit, Jacobus Frederick Cornelius
- Authors: Du Toit, Jacobus Frederick Cornelius
- Date: 2014-08-27
- Subjects: Strategic planning - South Africa , Schools - South Africa - Management
- Type: Thesis
- Identifier: uj:12155 , http://hdl.handle.net/10210/11899
- Description: M.Com. (Business Management) , The aim of this research is to create, within the framework of the South African Educational system, the opportunity for the educational manager to determine new management outcomes through the application of relevant planning techniques. This study, therefore, focuses on planning as management function and in particular addresses strategic planning as management task to determine management outcomes. From this important factors were identfied that will influence strategies of education managers when introducing change within the Department of Education. During strategic planning sessions various group dynamic manifestations appear that usually influence group decision making. In order to establish an effective strategic planning session, it is imperative that group techniques are utilized which support the group decision making process. Therefore, managers need to understand the basic principles of group dynamics as it will eventually influence the outcome of group process and ultimately the strategic planning process.
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- Authors: Du Toit, Jacobus Frederick Cornelius
- Date: 2014-08-27
- Subjects: Strategic planning - South Africa , Schools - South Africa - Management
- Type: Thesis
- Identifier: uj:12155 , http://hdl.handle.net/10210/11899
- Description: M.Com. (Business Management) , The aim of this research is to create, within the framework of the South African Educational system, the opportunity for the educational manager to determine new management outcomes through the application of relevant planning techniques. This study, therefore, focuses on planning as management function and in particular addresses strategic planning as management task to determine management outcomes. From this important factors were identfied that will influence strategies of education managers when introducing change within the Department of Education. During strategic planning sessions various group dynamic manifestations appear that usually influence group decision making. In order to establish an effective strategic planning session, it is imperative that group techniques are utilized which support the group decision making process. Therefore, managers need to understand the basic principles of group dynamics as it will eventually influence the outcome of group process and ultimately the strategic planning process.
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A strategic approach for facilitating community development in South Africa
- Authors: Rippon, Anthony Edward
- Date: 2014-01-30
- Subjects: Community development - South Africa , Community development - South Africa - Management , Strategic planning - South Africa
- Type: Thesis
- Identifier: uj:7978 , http://hdl.handle.net/10210/8917
- Description: D.Comm. (Strategic Management) , In South Africa, civil society, supported by local government, plays an important role in transformation processes that affect a variety of existing and newly developing South African community environments. The ultimate community challenge is to ensure sustainable community development within a community environment, and to efficiently manage a variety of sourced and allocated resources. To achieve the desired results more efficiently, this research concentrates on the best Strategic Management practices needed to assist community leaders with tools for facilitating community development in South Africa. Many South African communities are not applying best practices for sourcing, allocating and managing the variety of available resources efficiently in their respective community environments and as a result, the desired sustainable community development objectives are not being achieved. The research undertaken is to provide, community leaders with a clearer understanding of how Strategic Management principles and processes can assist community leaders. The research will provide leaders with a tool how to apply efficient management to community resources. This process, if applied well, can assist achieving sustainable development in South African communities for generations to come...
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- Authors: Rippon, Anthony Edward
- Date: 2014-01-30
- Subjects: Community development - South Africa , Community development - South Africa - Management , Strategic planning - South Africa
- Type: Thesis
- Identifier: uj:7978 , http://hdl.handle.net/10210/8917
- Description: D.Comm. (Strategic Management) , In South Africa, civil society, supported by local government, plays an important role in transformation processes that affect a variety of existing and newly developing South African community environments. The ultimate community challenge is to ensure sustainable community development within a community environment, and to efficiently manage a variety of sourced and allocated resources. To achieve the desired results more efficiently, this research concentrates on the best Strategic Management practices needed to assist community leaders with tools for facilitating community development in South Africa. Many South African communities are not applying best practices for sourcing, allocating and managing the variety of available resources efficiently in their respective community environments and as a result, the desired sustainable community development objectives are not being achieved. The research undertaken is to provide, community leaders with a clearer understanding of how Strategic Management principles and processes can assist community leaders. The research will provide leaders with a tool how to apply efficient management to community resources. This process, if applied well, can assist achieving sustainable development in South African communities for generations to come...
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'n Strategiese bestuursmodel vir die Suid-Afrikaanse Spoorpendelkorporasie Beperk
- Authors: Human, Gert Jacobus
- Date: 2014-06-10
- Subjects: Transportation - South Africa , Transportation - South Africa - Planning , Strategic planning - South Africa
- Type: Thesis
- Identifier: uj:11463 , http://hdl.handle.net/10210/11159
- Description: D.Com. (Business Management) , The South African Rail Commuter Corporation Limited was established on1 April 1990 according to the Legal Succession Act of the South African Transport Services (9/1989). The newly established Corporation was faced by a lack of focus with reference to strategic direction. A duplication of activities prevailed which resulted in conflict between organisational units and individuals. The gap between the actual and desired organisational climate profile of the Corporation was also unacceptably wide. The need for a strategic management model in order to focus all activities of the Corporation became crucial and resulted in the undertaking of this study...
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- Authors: Human, Gert Jacobus
- Date: 2014-06-10
- Subjects: Transportation - South Africa , Transportation - South Africa - Planning , Strategic planning - South Africa
- Type: Thesis
- Identifier: uj:11463 , http://hdl.handle.net/10210/11159
- Description: D.Com. (Business Management) , The South African Rail Commuter Corporation Limited was established on1 April 1990 according to the Legal Succession Act of the South African Transport Services (9/1989). The newly established Corporation was faced by a lack of focus with reference to strategic direction. A duplication of activities prevailed which resulted in conflict between organisational units and individuals. The gap between the actual and desired organisational climate profile of the Corporation was also unacceptably wide. The need for a strategic management model in order to focus all activities of the Corporation became crucial and resulted in the undertaking of this study...
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Option dealing strategies and the related risk management procedures
- Authors: Viljoen, Carel Braam
- Date: 2014-02-11
- Subjects: Risk management - South Africa , Strategic planning - South Africa
- Type: Thesis
- Identifier: uj:3786 , http://hdl.handle.net/10210/9160
- Description: M.Com. (Financial Management) , During the last decade, options, which are financial instruments used for trading and hedging, have shown greater development than any other financial instrument over the same period of time. Because option dealing is perceived in the market-place as an instrument which is technically advanced, innovative and, complex, many potential option players do not take part in trading. This process' of withdrawal is fuelled by constant negative publicity given to option trading, but very seldom are reports written on success stories relating to option trading. Current option-trading participants are also constantly reminded by the press; other companies, senior management, board members and shareholders that they run the risk of losing vast sums of money and could take the company down with one reckless transaction. What is unfortunate is that they will not be able to prevent or detect transactions that could lead to such losses. Trading risk is further increased by the fact that quality risk management staff are also very difficult to acquire as this function is perceived to be not as glamorous as being an option dealer. Given the above scenario of what is really happening out there in the world of option trading, the question arises whether option trading activities should be embarked upon by Institutions who have never dealt in options and whether current option trading participants should continue trading or should discontinue trading activities as soon as possible.
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- Authors: Viljoen, Carel Braam
- Date: 2014-02-11
- Subjects: Risk management - South Africa , Strategic planning - South Africa
- Type: Thesis
- Identifier: uj:3786 , http://hdl.handle.net/10210/9160
- Description: M.Com. (Financial Management) , During the last decade, options, which are financial instruments used for trading and hedging, have shown greater development than any other financial instrument over the same period of time. Because option dealing is perceived in the market-place as an instrument which is technically advanced, innovative and, complex, many potential option players do not take part in trading. This process' of withdrawal is fuelled by constant negative publicity given to option trading, but very seldom are reports written on success stories relating to option trading. Current option-trading participants are also constantly reminded by the press; other companies, senior management, board members and shareholders that they run the risk of losing vast sums of money and could take the company down with one reckless transaction. What is unfortunate is that they will not be able to prevent or detect transactions that could lead to such losses. Trading risk is further increased by the fact that quality risk management staff are also very difficult to acquire as this function is perceived to be not as glamorous as being an option dealer. Given the above scenario of what is really happening out there in the world of option trading, the question arises whether option trading activities should be embarked upon by Institutions who have never dealt in options and whether current option trading participants should continue trading or should discontinue trading activities as soon as possible.
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'n Strategiese bestuursmodel vir die stadsraad van Nelspruit
- Authors: Erasmus, Nicolaas Johannes
- Date: 2014-03-18
- Subjects: Strategic planning - South Africa , Nelspruit City Council
- Type: Thesis
- Identifier: uj:4427 , http://hdl.handle.net/10210/9771
- Description: M.Com. (Business Management) , Any organisation being it at local authority or private sector concern operates in an ever changing and dynamic macro-environment. The City Council of Nelspruit realised this fact and conducted a situational analysis 10 conjunction with the National Productivity Institute during the first half of 1989. The situational analysis established that departmental plans and actions were not effectively coordinated and focussed towards the attainment of goals and objectives. Certain recommendations followed and as a result a strategic management model was implemented during the second half of 1989. Local Authorities find themselves since then. and even more since the promulgation of the Local Authorities Transitional Act (214 of 1993). in an even more volatile and dynamic macro-environment. It was therefore decided to conduct a literature search in order to recommend a recent and applicable strategic management model to the City Council of Nelspruit. The fact that local authorities forms part of the structure of government is pointed out while the unique role and function of local authorities in the process of governance is stressed. Attention is also given to important differences between public sector and private sector concerns. Particular attention is also given to the strategic management model as devised by Pearce & Robinson (l991: 11). This model describes strategic management as "the set of decisions and actions that result in the formulation and implementation of plans designed to achieve a company's objectives". In the study special attention is given to the implementation of the strategic management model. Strategic managers' attention is drawn to the fact that the organisational structure should he supportive to the chosen strategy. Management's attention is also drawn to the fact that the desired organisational culture is of utmost importance for the successful implementation of strategic plans. The literature search clearly indicated that the strategic management model of Pearce & Robinson (1991: II) can be implemented at the City Council of Nelspruit because it provides a step by step process whilst allowing management to take cognisance of the unique circumstances of the organisation. The use of checklists for the implementation of the strategic planning model is recommended. Each checklist provides management with a number of questions to guide the implementation process. Certain recommendations are made in the last chapter of the study. First of all it is recommended that the suggested strategic management model be implemented by means of checklists. Secondly, that councillors and officials be trained in the principles of strategic management. The strategic plan should thirdly be published and communicated to an the stakeholders and fourthly that the value of strategic management and the influence of the integration of local authorities be researched.
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- Authors: Erasmus, Nicolaas Johannes
- Date: 2014-03-18
- Subjects: Strategic planning - South Africa , Nelspruit City Council
- Type: Thesis
- Identifier: uj:4427 , http://hdl.handle.net/10210/9771
- Description: M.Com. (Business Management) , Any organisation being it at local authority or private sector concern operates in an ever changing and dynamic macro-environment. The City Council of Nelspruit realised this fact and conducted a situational analysis 10 conjunction with the National Productivity Institute during the first half of 1989. The situational analysis established that departmental plans and actions were not effectively coordinated and focussed towards the attainment of goals and objectives. Certain recommendations followed and as a result a strategic management model was implemented during the second half of 1989. Local Authorities find themselves since then. and even more since the promulgation of the Local Authorities Transitional Act (214 of 1993). in an even more volatile and dynamic macro-environment. It was therefore decided to conduct a literature search in order to recommend a recent and applicable strategic management model to the City Council of Nelspruit. The fact that local authorities forms part of the structure of government is pointed out while the unique role and function of local authorities in the process of governance is stressed. Attention is also given to important differences between public sector and private sector concerns. Particular attention is also given to the strategic management model as devised by Pearce & Robinson (l991: 11). This model describes strategic management as "the set of decisions and actions that result in the formulation and implementation of plans designed to achieve a company's objectives". In the study special attention is given to the implementation of the strategic management model. Strategic managers' attention is drawn to the fact that the organisational structure should he supportive to the chosen strategy. Management's attention is also drawn to the fact that the desired organisational culture is of utmost importance for the successful implementation of strategic plans. The literature search clearly indicated that the strategic management model of Pearce & Robinson (1991: II) can be implemented at the City Council of Nelspruit because it provides a step by step process whilst allowing management to take cognisance of the unique circumstances of the organisation. The use of checklists for the implementation of the strategic planning model is recommended. Each checklist provides management with a number of questions to guide the implementation process. Certain recommendations are made in the last chapter of the study. First of all it is recommended that the suggested strategic management model be implemented by means of checklists. Secondly, that councillors and officials be trained in the principles of strategic management. The strategic plan should thirdly be published and communicated to an the stakeholders and fourthly that the value of strategic management and the influence of the integration of local authorities be researched.
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Ouditrisiko's verbonde aan stelselontwikkeling met spesifieke verwysing na die strategiese besigheidsplan van Spoornet
- Authors: Basson, Jacques Harold
- Date: 2014-04-24
- Subjects: Strategic planning - South Africa , Auditors' reports , Financial statements - South Africa
- Type: Thesis
- Identifier: uj:10875 , http://hdl.handle.net/10210/10382
- Description: M.Com. (Computer Auditing) , Please refer to full text to view abstract
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- Authors: Basson, Jacques Harold
- Date: 2014-04-24
- Subjects: Strategic planning - South Africa , Auditors' reports , Financial statements - South Africa
- Type: Thesis
- Identifier: uj:10875 , http://hdl.handle.net/10210/10382
- Description: M.Com. (Computer Auditing) , Please refer to full text to view abstract
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The practice of corporate entrepreneurship and lean six sigma in the South African financial sector
- Authors: Goldsmith, Malcolm
- Date: 2015-03-26
- Subjects: Financial services industry - South Africa , Strategic planning - South Africa , Entrepreneurship - South Africa , Six sigma (Quality control standard)
- Type: Thesis
- Identifier: uj:13527 , http://hdl.handle.net/10210/13578
- Description: M.Com. (Business Management) , The main objective of the study is to measure the relationship between the practices of corporate entrepreneurship and lean six sigma within the South African financial sector. Although studies on these management styles are prevalent in the literature, few of them provide a direct comparison of the styles. There is a further gap in the literature that addresses the South African context. The study design included anonymously submitted questionnaire data on the levels of corporate entrepreneurship, lean six sigma and organisational performance from employees at South African banks. 248 potential participants were contacted, with a snowball sampling method being utilised. The final response rate was 41% (102 completed surveys), and this is the number used in the study. Respondents were employees at South African banking institutions. Likert scales were used to score the various constructs of corporate entrepreneurship and lean six sigma. The study looked to determine if there are statistically significant relationships between these constructs. In addition, the relationship between organisational performance, corporate entrepreneurship and lean six sigma was reviewed. The findings were that there are low-level practices of entrepreneurship and lean six sigma in the South African financial institutions. The main findings showed that in general the elements of corporate entrepreneurship had a correlation to the elements of lean six sigma, as evidenced in four out of the six possible correlations. This being said; the correlations were weak to slightly moderate in nature. As for the correlation to organisational performance, four out of the five potential correlations were statistically significant, all be it either weak or almost moderate. There was a positive direction to the correlation in all instances. The main implications of the findings are that corporate entrepreneurship and lean six sigma, though vastly differentiating in history and styles can co-exist in a single organisation. There were no instances of negative correlation as may be expected from the seemingly incomplete and incompatible nature of the two methods. The recommendation is that these two strategies can and should be implemented in conjunction, given their explicit impact on organisational performance. The main limitation of the study was that a small sample used. Another limitation was the focus on banks and not the entire financial sector. Future research could target other financial institutions that are not full service banking operations. The study could contain more detail to determine if, the size and age of the organisation impact on the practice of corporate entrepreneurship and lean six sigma.
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- Authors: Goldsmith, Malcolm
- Date: 2015-03-26
- Subjects: Financial services industry - South Africa , Strategic planning - South Africa , Entrepreneurship - South Africa , Six sigma (Quality control standard)
- Type: Thesis
- Identifier: uj:13527 , http://hdl.handle.net/10210/13578
- Description: M.Com. (Business Management) , The main objective of the study is to measure the relationship between the practices of corporate entrepreneurship and lean six sigma within the South African financial sector. Although studies on these management styles are prevalent in the literature, few of them provide a direct comparison of the styles. There is a further gap in the literature that addresses the South African context. The study design included anonymously submitted questionnaire data on the levels of corporate entrepreneurship, lean six sigma and organisational performance from employees at South African banks. 248 potential participants were contacted, with a snowball sampling method being utilised. The final response rate was 41% (102 completed surveys), and this is the number used in the study. Respondents were employees at South African banking institutions. Likert scales were used to score the various constructs of corporate entrepreneurship and lean six sigma. The study looked to determine if there are statistically significant relationships between these constructs. In addition, the relationship between organisational performance, corporate entrepreneurship and lean six sigma was reviewed. The findings were that there are low-level practices of entrepreneurship and lean six sigma in the South African financial institutions. The main findings showed that in general the elements of corporate entrepreneurship had a correlation to the elements of lean six sigma, as evidenced in four out of the six possible correlations. This being said; the correlations were weak to slightly moderate in nature. As for the correlation to organisational performance, four out of the five potential correlations were statistically significant, all be it either weak or almost moderate. There was a positive direction to the correlation in all instances. The main implications of the findings are that corporate entrepreneurship and lean six sigma, though vastly differentiating in history and styles can co-exist in a single organisation. There were no instances of negative correlation as may be expected from the seemingly incomplete and incompatible nature of the two methods. The recommendation is that these two strategies can and should be implemented in conjunction, given their explicit impact on organisational performance. The main limitation of the study was that a small sample used. Another limitation was the focus on banks and not the entire financial sector. Future research could target other financial institutions that are not full service banking operations. The study could contain more detail to determine if, the size and age of the organisation impact on the practice of corporate entrepreneurship and lean six sigma.
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Veranderingsbestuur in Transnet as basis vir menslike hulpbronbestuur
- Authors: Mittner, Maarten Jan
- Date: 2012-09-12
- Subjects: Transnet (Firm : South Africa) , Personnel management - South Africa , Organizational change - South Africa - Management , Affirmative action programs - South Africa , Industrial relations - South Africa , Strategic planning - South Africa
- Type: Thesis
- Identifier: uj:10246 , http://hdl.handle.net/10210/7618
- Description: D.Phil. , The strategic change process that the South African Transport Services, South Africa's largest transport undertaking, had to undergo with its transformation into Transnet Limited in April 1990, was one of the most extensive any undertaking in South Africa had yet to go through. Central to the change process was the transformation of the company from an "undertaking of the State" to a commercialised/privatised entity. The process is characterised by three phases viz. deregulation, commercialisation and possible future privatisation. This discontinuous change process affects every aspect of the company, in particular the Human Resource processes thereof. Against this background an extensive theoretical conceptualisation of change management was devised from a modernist perspective. A model was developed describing the WHY, the WHAT, the HOW (process and micro-dynamics) and the WHO of the change process. Human Resource Management was identified as Human Resource Provision, Human Resource Maintenance, Human Resource Development, Labour Relations, Equal Opportunities/Affirmative Action and Social Investment. This dissertation is the result of an extensive diagnostic exercise on micro-level within Transnet to ascertain what the perceptions of Transnet employees are towards cardinal Human Resource variables. These variables were identified against the background of Human Resource theory and deemed as critical for the successful strategic change of Human Resources in Transnet. Against this background, problem areas could be identified, the readiness of employees to change could be scientifically measured and the overall "fit" of employees with the changing conditions could be ascertained. A test sample of 1 875 employees of all employee groups in Transnet (excluding the general group) was taken. The sample was spread out over ten regions of the country. The practical research was done in conjunction with the HSRC in September 1991 - roughly 18 months after Transnet was formed amidst an extensive process of commercialisation. An effective response of 60% was achieved. All statistical processing and analyses were done at the HSRC's computer centre in Pretoria. To make sense out of the mass of information, a factor analysis was done. Two main factors were identified in a second order analysis - one factor which was construed as broad Human Resource Management/Social Investment and a second as broad Labour Relations/Equal Opportunities. The main finding of the research was evidence of an entrenched Human Resource system and that a gap exists between aspects of Transnet's mission and the practical realisation thereof and perceptions of employees on the work floor. A participative culture has not yet been formed while additional problem areas were identified as the management style of the company, employees' motivation, discrimination, work organisation and individual relations, work security and upward mobility. An extensive strategic change model was conceptualised out of these findings so that problem areas could be addressed and managed effectively. Due to the diversity of Transnet's work force a second model, namely a typological model, was devised. The model was conceptualised after further statistical analysis (MANOVA/ANOVA) was done. Accordingly, further problem areas were identified around population group, language, region and occupation.
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- Authors: Mittner, Maarten Jan
- Date: 2012-09-12
- Subjects: Transnet (Firm : South Africa) , Personnel management - South Africa , Organizational change - South Africa - Management , Affirmative action programs - South Africa , Industrial relations - South Africa , Strategic planning - South Africa
- Type: Thesis
- Identifier: uj:10246 , http://hdl.handle.net/10210/7618
- Description: D.Phil. , The strategic change process that the South African Transport Services, South Africa's largest transport undertaking, had to undergo with its transformation into Transnet Limited in April 1990, was one of the most extensive any undertaking in South Africa had yet to go through. Central to the change process was the transformation of the company from an "undertaking of the State" to a commercialised/privatised entity. The process is characterised by three phases viz. deregulation, commercialisation and possible future privatisation. This discontinuous change process affects every aspect of the company, in particular the Human Resource processes thereof. Against this background an extensive theoretical conceptualisation of change management was devised from a modernist perspective. A model was developed describing the WHY, the WHAT, the HOW (process and micro-dynamics) and the WHO of the change process. Human Resource Management was identified as Human Resource Provision, Human Resource Maintenance, Human Resource Development, Labour Relations, Equal Opportunities/Affirmative Action and Social Investment. This dissertation is the result of an extensive diagnostic exercise on micro-level within Transnet to ascertain what the perceptions of Transnet employees are towards cardinal Human Resource variables. These variables were identified against the background of Human Resource theory and deemed as critical for the successful strategic change of Human Resources in Transnet. Against this background, problem areas could be identified, the readiness of employees to change could be scientifically measured and the overall "fit" of employees with the changing conditions could be ascertained. A test sample of 1 875 employees of all employee groups in Transnet (excluding the general group) was taken. The sample was spread out over ten regions of the country. The practical research was done in conjunction with the HSRC in September 1991 - roughly 18 months after Transnet was formed amidst an extensive process of commercialisation. An effective response of 60% was achieved. All statistical processing and analyses were done at the HSRC's computer centre in Pretoria. To make sense out of the mass of information, a factor analysis was done. Two main factors were identified in a second order analysis - one factor which was construed as broad Human Resource Management/Social Investment and a second as broad Labour Relations/Equal Opportunities. The main finding of the research was evidence of an entrenched Human Resource system and that a gap exists between aspects of Transnet's mission and the practical realisation thereof and perceptions of employees on the work floor. A participative culture has not yet been formed while additional problem areas were identified as the management style of the company, employees' motivation, discrimination, work organisation and individual relations, work security and upward mobility. An extensive strategic change model was conceptualised out of these findings so that problem areas could be addressed and managed effectively. Due to the diversity of Transnet's work force a second model, namely a typological model, was devised. The model was conceptualised after further statistical analysis (MANOVA/ANOVA) was done. Accordingly, further problem areas were identified around population group, language, region and occupation.
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