The importance of effective strategic leadership in organisations
- Authors: Van Eeden, Cornelia Maria
- Date: 2012-08-13
- Subjects: Leadership. , Human capital. , Corporate culture , Strategic planning. , Business ethics. , Corporate governance.
- Type: Mini-Dissertation
- Identifier: uj:9128 , http://hdl.handle.net/10210/5584
- Description: M.Comm. , This research is intended to describe the elements that underline and compromise strategic leadership. Having strategic leaders with substantive expertise in the firm's core functions and businesses is important to the effectiveness of a management team. A heterogenic management team is associated positively with innovation and strategic change and may force them to "think outside of the box" (Hitt et al.,2001:493). Key elements of strategic leadership is used to identify weaknesses and strengths within the organisation and explored. The type of effective strategic leadership that results in the successful implementation of strategies is exemplified by developing human capital through training to establish a strategic direction, fostering an effective culture, exploiting core competencies, using effective organisational control systems and establish ethical practices (Hitt et al., 2001: 509).
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- Authors: Van Eeden, Cornelia Maria
- Date: 2012-08-13
- Subjects: Leadership. , Human capital. , Corporate culture , Strategic planning. , Business ethics. , Corporate governance.
- Type: Mini-Dissertation
- Identifier: uj:9128 , http://hdl.handle.net/10210/5584
- Description: M.Comm. , This research is intended to describe the elements that underline and compromise strategic leadership. Having strategic leaders with substantive expertise in the firm's core functions and businesses is important to the effectiveness of a management team. A heterogenic management team is associated positively with innovation and strategic change and may force them to "think outside of the box" (Hitt et al.,2001:493). Key elements of strategic leadership is used to identify weaknesses and strengths within the organisation and explored. The type of effective strategic leadership that results in the successful implementation of strategies is exemplified by developing human capital through training to establish a strategic direction, fostering an effective culture, exploiting core competencies, using effective organisational control systems and establish ethical practices (Hitt et al., 2001: 509).
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A quantitative evaluation of the South African Bureau of Standards' process of implementing a small, medium and micro enterprise strategy
- Authors: Diaz, Maphutha Stephen
- Date: 2012-08-13
- Subjects: South African Bureau of Standards - Management. , Strategic planning.
- Type: Mini-Dissertation
- Identifier: uj:9110 , http://hdl.handle.net/10210/5568
- Description: M. Comm. , The SABS is responsible to Council of the SABS. In May 1997, Council expressed in minutes of a meeting, its wish for the SABS top management to make submissions regarding black economic empowerment. Council goes on to point out that the SABS must give visibility to its involvement in this regard (Council, 1997:1). A small, medium and micro enterprise (SMME) unit has since been set up in 1998, to implement this SMME development strategy. Therefore, the need has arisen to determine how successful the implementation of this strategy has been, thus resulting in the undertaking of this study.
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- Authors: Diaz, Maphutha Stephen
- Date: 2012-08-13
- Subjects: South African Bureau of Standards - Management. , Strategic planning.
- Type: Mini-Dissertation
- Identifier: uj:9110 , http://hdl.handle.net/10210/5568
- Description: M. Comm. , The SABS is responsible to Council of the SABS. In May 1997, Council expressed in minutes of a meeting, its wish for the SABS top management to make submissions regarding black economic empowerment. Council goes on to point out that the SABS must give visibility to its involvement in this regard (Council, 1997:1). A small, medium and micro enterprise (SMME) unit has since been set up in 1998, to implement this SMME development strategy. Therefore, the need has arisen to determine how successful the implementation of this strategy has been, thus resulting in the undertaking of this study.
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The supportive role of organisational culture in strategy implementation
- Authors: Prinsloo, Lizelle
- Date: 2012-08-15
- Subjects: Corporate culture. , Strategic planning. , Organizational change.
- Type: Mini-Dissertation
- Identifier: uj:9310 , http://hdl.handle.net/10210/5751
- Description: M.Comm. , Management has a huge responsibility in terms of successful goal orientated strategy implementation. They have to ensure that the organisational culture supports the strategy and that employees on all levels co-operate in the strategy implementation. In order to achieve the company's objectives, a supportive organisational culture must be created and maintained. Management has to realize the important role culture plays in an organisation. The objective of this study is to provide a literature overview of organisational culture, the relationship between organisational culture and strategy and the actualisation and management thereof. In the light of the above mentioned, the following objectives have been formulated for the study: to understand the concept "culture" and its place and role in the organisation; to understand the relationship between organisational culture and strategy implementation; to describe how management and remuneration structures, amongst others, will assist and actualise and manage the process of culture change.
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- Authors: Prinsloo, Lizelle
- Date: 2012-08-15
- Subjects: Corporate culture. , Strategic planning. , Organizational change.
- Type: Mini-Dissertation
- Identifier: uj:9310 , http://hdl.handle.net/10210/5751
- Description: M.Comm. , Management has a huge responsibility in terms of successful goal orientated strategy implementation. They have to ensure that the organisational culture supports the strategy and that employees on all levels co-operate in the strategy implementation. In order to achieve the company's objectives, a supportive organisational culture must be created and maintained. Management has to realize the important role culture plays in an organisation. The objective of this study is to provide a literature overview of organisational culture, the relationship between organisational culture and strategy and the actualisation and management thereof. In the light of the above mentioned, the following objectives have been formulated for the study: to understand the concept "culture" and its place and role in the organisation; to understand the relationship between organisational culture and strategy implementation; to describe how management and remuneration structures, amongst others, will assist and actualise and manage the process of culture change.
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Productivity and quality improvement through the use of an integrated management system
- Authors: Van Niekerk, George
- Date: 2012-08-20
- Subjects: Industrial productivity - Management. , Quality assurance - Management. , Performance - Measurement. , Strategic planning.
- Type: Thesis
- Identifier: uj:2750 , http://hdl.handle.net/10210/6190
- Description: M. Comm. , The aim of this study is to present a practical solution to companies for creating a mechanism whereby the conversion of organisational goals to concrete action items becomes reality. "Over the years we have seen many senior executives that believe that they have a well-developed well-understood and articulated vision that most employees buy into, but without understanding or providing an adequate mechanism with which to actually accomplish the goals" (Best, 1998: 5-9). The references made to the concepts of quality and productivity will refer to the following two definitions respectively: Quality of Organisation "As is the case so often in South Africa, it is quite possible to produce a quality product with a very ineffective and inefficient business process: the penalty that customers pay is getting a quality product which is totally overpriced in order to subsidise the inefficiencies of the business process" (Scholtz, 1998: 33-39). Productivity "The orientation of any new measures will be less concerned with the volume of output (such as the number of orders processed) and more concerned with the value-adding content of work (whether orders are processed correctly the first time and without delay)" (Hope and Hope, 1997: 191-192). Tom Peters supports the view taken on these two definitions in his book Thriving on Chaos (1987:23). Tom Peters is of the opinion that adding value will result from superior quality of products and in exceptional service and responsiveness to customers. Through experience gained in the banking, education, retail and chemical sectors, the problem of dealing with inefficient processes and not having a single accurate, timely and comprehensive source of reference information for decision-making, has been encountered on numerous occasions.
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- Authors: Van Niekerk, George
- Date: 2012-08-20
- Subjects: Industrial productivity - Management. , Quality assurance - Management. , Performance - Measurement. , Strategic planning.
- Type: Thesis
- Identifier: uj:2750 , http://hdl.handle.net/10210/6190
- Description: M. Comm. , The aim of this study is to present a practical solution to companies for creating a mechanism whereby the conversion of organisational goals to concrete action items becomes reality. "Over the years we have seen many senior executives that believe that they have a well-developed well-understood and articulated vision that most employees buy into, but without understanding or providing an adequate mechanism with which to actually accomplish the goals" (Best, 1998: 5-9). The references made to the concepts of quality and productivity will refer to the following two definitions respectively: Quality of Organisation "As is the case so often in South Africa, it is quite possible to produce a quality product with a very ineffective and inefficient business process: the penalty that customers pay is getting a quality product which is totally overpriced in order to subsidise the inefficiencies of the business process" (Scholtz, 1998: 33-39). Productivity "The orientation of any new measures will be less concerned with the volume of output (such as the number of orders processed) and more concerned with the value-adding content of work (whether orders are processed correctly the first time and without delay)" (Hope and Hope, 1997: 191-192). Tom Peters supports the view taken on these two definitions in his book Thriving on Chaos (1987:23). Tom Peters is of the opinion that adding value will result from superior quality of products and in exceptional service and responsiveness to customers. Through experience gained in the banking, education, retail and chemical sectors, the problem of dealing with inefficient processes and not having a single accurate, timely and comprehensive source of reference information for decision-making, has been encountered on numerous occasions.
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Die rol van organisasiekultuur by strategie-verandering
- Authors: Halforty, Cedric
- Date: 2012-09-11
- Subjects: Corporate culture. , Corporate culture - Management. , Organizational change. , Strategic planning.
- Type: Thesis
- Identifier: uj:9981 , http://hdl.handle.net/10210/7375
- Description: M.Comm. , Suid-Afrika is besig om snellende fundamentele veranderinge op politieke, ekonomiese en sosiale gebied te ervaar wat 'n wesenlike treficrag op die bedryf van ondernemings het. Vir ondernemings om te oorleef moet hulle voortdurend aanpas en derhalwe moet hulle beskik oor 'n dinamiese strategie wat deurentyd aanpas by die veranderde omgewing. `n Veranderde omgewing vereis heel dikwels herorganisasie. Lae produktiwiteit en behoeftes wat deur verbruikers gestel word soos onder andere, waarde vir geld, goeie en verbeterde dienslewering, en nuwe tegnologie is enkele faktore wat die onderneming noodsaak om voortdurend aan te pas. Strategie is 'n rasionele bestuursproses wat tot aksies lei om 'n onderneming se produkte en dienslewering aan te pas by 'n spesifieke mark of groep verbruikers. Organisasiekultuur verskaf ondersteuning aan die strategie en beinvloed die sukses tydens die implementeringsfase (Robert et a1.,1994:47). Uitvoerende bestuurders sou waarskynlik van mening wees dat die twee mees kritiese aspekte vir die ondememing in die volgende eeu die bereiking is van die diepste vlakke van kreatiwiteit en die hoogste vlaklce van produktiwiteit van hulle werknemers. In 'n wereld van globale mededinging en waar kennis en tegnologie vrylik oor internasionale grense vloei, besef bestuurders dat die enigste wyse om 'n werklike volhoubare mededingende voordeel te skep, deur die aanwending van menslike hulpbronne is. Hierdeur word maatskappye gedwing om hulle organisasiekulture en —waardes weer in oenskou te neem. Visioenere leiers besef dat werknemerselfvervulling, sosiale verantwoordelikheid en omgewingsbestuur die sleutels is tot verhoogde produktiwiteit en kreatiwiteit in die toekoms (Barret, 1998). Vele maatskappye verander hulle organisasiekulture om hulle mededingendheid te verbeter. Kliente diens, kwaliteit en werknemerbetrokkenheid is slegs enkele faktore waarop gefokus word om die organisasiekultuur ten goede te verander (Gordon, 1996:470).
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- Authors: Halforty, Cedric
- Date: 2012-09-11
- Subjects: Corporate culture. , Corporate culture - Management. , Organizational change. , Strategic planning.
- Type: Thesis
- Identifier: uj:9981 , http://hdl.handle.net/10210/7375
- Description: M.Comm. , Suid-Afrika is besig om snellende fundamentele veranderinge op politieke, ekonomiese en sosiale gebied te ervaar wat 'n wesenlike treficrag op die bedryf van ondernemings het. Vir ondernemings om te oorleef moet hulle voortdurend aanpas en derhalwe moet hulle beskik oor 'n dinamiese strategie wat deurentyd aanpas by die veranderde omgewing. `n Veranderde omgewing vereis heel dikwels herorganisasie. Lae produktiwiteit en behoeftes wat deur verbruikers gestel word soos onder andere, waarde vir geld, goeie en verbeterde dienslewering, en nuwe tegnologie is enkele faktore wat die onderneming noodsaak om voortdurend aan te pas. Strategie is 'n rasionele bestuursproses wat tot aksies lei om 'n onderneming se produkte en dienslewering aan te pas by 'n spesifieke mark of groep verbruikers. Organisasiekultuur verskaf ondersteuning aan die strategie en beinvloed die sukses tydens die implementeringsfase (Robert et a1.,1994:47). Uitvoerende bestuurders sou waarskynlik van mening wees dat die twee mees kritiese aspekte vir die ondememing in die volgende eeu die bereiking is van die diepste vlakke van kreatiwiteit en die hoogste vlaklce van produktiwiteit van hulle werknemers. In 'n wereld van globale mededinging en waar kennis en tegnologie vrylik oor internasionale grense vloei, besef bestuurders dat die enigste wyse om 'n werklike volhoubare mededingende voordeel te skep, deur die aanwending van menslike hulpbronne is. Hierdeur word maatskappye gedwing om hulle organisasiekulture en —waardes weer in oenskou te neem. Visioenere leiers besef dat werknemerselfvervulling, sosiale verantwoordelikheid en omgewingsbestuur die sleutels is tot verhoogde produktiwiteit en kreatiwiteit in die toekoms (Barret, 1998). Vele maatskappye verander hulle organisasiekulture om hulle mededingendheid te verbeter. Kliente diens, kwaliteit en werknemerbetrokkenheid is slegs enkele faktore waarop gefokus word om die organisasiekultuur ten goede te verander (Gordon, 1996:470).
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Managing strategic and corporate change within a turbulent environmental context : a strategic management approach
- Authors: Weeks, Richard Vernon
- Date: 2014-02-20
- Subjects: Strategic planning. , Organizational change - Management.
- Type: Thesis
- Identifier: uj:4181 , http://hdl.handle.net/10210/9528
- Description: D.Com. , Traditional strategic management thinking is no longer appropriate within a prevailing context of discontinuous and rapid environmental change. A swiftly changing environment necessitates the need for a new approach to strategic management. Executives frequently experiences great difficulty. in managing strategic and organizational change. Managing strategic change requires a new way of dealing with the future, one often requiring executives to go against practice anchored in experience and traditional theory, frequently acquired within a less volatile context. A dynamic unpredictable and swiftly changing context provides impetus for challenging and researching the underlying assumptions on which the tradi tional strategic management paradigm is based. This study is thus directed at acquiring an understanding of the complexities and dynamics involved in managing strategic change, within a turbulent context. In this study an endeavour is made to gain an understanding of strategic and organizational change, from a theoretical and a practical perspective. A central premises of this study is that in order to understand the management of strategic change a clear understanding must be attained, as regards the dynamics of environmental change. Privatisation and deregulation, as environmental determinants, will in all probability have a profound impact on organizations in the public sector and they thus serve as an ideal frame of reference for researching the management of strategic and corporate change. An analytic-descriptive research approach is followed. The study is based on two fundamental foundations, namely acquiring a sound theoretical understanding of the concepts and processes involved in managing strategic change within a turbulent context and substantiating these insights acquired, by means of interviews conducted with management practitioners from selected organizations in both the public and the private sector. The former organizations in particular have been subjected to a traumatic period of micro- and macro-environmental change, stimulated by the privatisation process. It is concluded from this study that the future can no longer be extrapolated in terms of historical trends or events, as the future rarely resembles the past. Visionary leadership, incorporating the unknown in a dynamic context, is identified as being a vital dimension in managing strategic change. Management must in particular note that an established organizational culture can generate resistance to change, resulting in stagnation, thus preventing the organization from realizing its vision and strategic objectives. In conclusion it is affirmed that a holistic management approach is vital for contending with corporate and strategic change in a dynamic future milieu.
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- Authors: Weeks, Richard Vernon
- Date: 2014-02-20
- Subjects: Strategic planning. , Organizational change - Management.
- Type: Thesis
- Identifier: uj:4181 , http://hdl.handle.net/10210/9528
- Description: D.Com. , Traditional strategic management thinking is no longer appropriate within a prevailing context of discontinuous and rapid environmental change. A swiftly changing environment necessitates the need for a new approach to strategic management. Executives frequently experiences great difficulty. in managing strategic and organizational change. Managing strategic change requires a new way of dealing with the future, one often requiring executives to go against practice anchored in experience and traditional theory, frequently acquired within a less volatile context. A dynamic unpredictable and swiftly changing context provides impetus for challenging and researching the underlying assumptions on which the tradi tional strategic management paradigm is based. This study is thus directed at acquiring an understanding of the complexities and dynamics involved in managing strategic change, within a turbulent context. In this study an endeavour is made to gain an understanding of strategic and organizational change, from a theoretical and a practical perspective. A central premises of this study is that in order to understand the management of strategic change a clear understanding must be attained, as regards the dynamics of environmental change. Privatisation and deregulation, as environmental determinants, will in all probability have a profound impact on organizations in the public sector and they thus serve as an ideal frame of reference for researching the management of strategic and corporate change. An analytic-descriptive research approach is followed. The study is based on two fundamental foundations, namely acquiring a sound theoretical understanding of the concepts and processes involved in managing strategic change within a turbulent context and substantiating these insights acquired, by means of interviews conducted with management practitioners from selected organizations in both the public and the private sector. The former organizations in particular have been subjected to a traumatic period of micro- and macro-environmental change, stimulated by the privatisation process. It is concluded from this study that the future can no longer be extrapolated in terms of historical trends or events, as the future rarely resembles the past. Visionary leadership, incorporating the unknown in a dynamic context, is identified as being a vital dimension in managing strategic change. Management must in particular note that an established organizational culture can generate resistance to change, resulting in stagnation, thus preventing the organization from realizing its vision and strategic objectives. In conclusion it is affirmed that a holistic management approach is vital for contending with corporate and strategic change in a dynamic future milieu.
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