Evaluating systems engineering capability of the systems and automation department in a transportation infrastructure organization
- Authors: Dlamini, Asanda
- Date: 2018
- Subjects: Transport and logics industry - South Africa , Technological innovations - Management , Engineering management , Manufacturing processes - South Africa
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/280220 , uj:30107
- Description: M.Ing. (Engineering Management) , Abstract: The transport and logistics industry is identified as an important component of the South African economy contributing 12.7 % to the GDP. Transnet with the largest market share and thus a key member of the industry is increasing its infrastructure in anticipation of greater demand. The organization is investing billions of rands by undertaking infrastructure projects through its specialist division, Transnet Group Capital (TGC). The purpose of the study is to evaluate the use of systems engineering in the organization by assessing the capability of its developmental processes, and to compare the model used by the organization with SEMBASE model.The study uses qualitative research methods, data from interviews conducted is analysed by identifying patterns from SE theory. Findings indicate that the department does use systems engineering, but its capability levels need great improvements. These finding show that the company needs to review and continuously develop its departmental processes. The main recommendation emerging from the study is that the department review their developmental model. This would involve a selection of the critical processes and improvement of their capability levels, and thereafter institutionalising the processes using clear and specific goals.
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- Authors: Dlamini, Asanda
- Date: 2018
- Subjects: Transport and logics industry - South Africa , Technological innovations - Management , Engineering management , Manufacturing processes - South Africa
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/280220 , uj:30107
- Description: M.Ing. (Engineering Management) , Abstract: The transport and logistics industry is identified as an important component of the South African economy contributing 12.7 % to the GDP. Transnet with the largest market share and thus a key member of the industry is increasing its infrastructure in anticipation of greater demand. The organization is investing billions of rands by undertaking infrastructure projects through its specialist division, Transnet Group Capital (TGC). The purpose of the study is to evaluate the use of systems engineering in the organization by assessing the capability of its developmental processes, and to compare the model used by the organization with SEMBASE model.The study uses qualitative research methods, data from interviews conducted is analysed by identifying patterns from SE theory. Findings indicate that the department does use systems engineering, but its capability levels need great improvements. These finding show that the company needs to review and continuously develop its departmental processes. The main recommendation emerging from the study is that the department review their developmental model. This would involve a selection of the critical processes and improvement of their capability levels, and thereafter institutionalising the processes using clear and specific goals.
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Identification of stakeholders in the capital project life cycle for a state owned enterprise
- Authors: Maphanga, Penny
- Date: 2018
- Subjects: Engineering - Management , Industrial management , Project management , Technological innovations - Management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/393703 , uj:32584
- Description: Abstract : The aim of this study was to identify stakeholders in Capital projects and to assess the process of identification of stakeholders in capital projects. The stakeholder identification process was assessed throughout the stages of a project cycle in a State Owned Enterprises (SOE). The research followed a case study approach and it was conducted in a bulk water supplier SOE. The study found that identification of stakeholders is a known phenomenon in the organization however it has not fully matured. This study has also formed a foundation for academics who want to study and advance stakeholder identification within the SOE environment. It has thus recommended that the organization advance their stakeholder identification processes to ensure that project delays due to unhappy stakeholders is minimized. The advantage of proper stakeholder identification is that it will minimize project variations and improve projects completion time as stakeholder identification will be part of the organization project management processes. , M.Phil. (Engineering Management)
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- Authors: Maphanga, Penny
- Date: 2018
- Subjects: Engineering - Management , Industrial management , Project management , Technological innovations - Management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/393703 , uj:32584
- Description: Abstract : The aim of this study was to identify stakeholders in Capital projects and to assess the process of identification of stakeholders in capital projects. The stakeholder identification process was assessed throughout the stages of a project cycle in a State Owned Enterprises (SOE). The research followed a case study approach and it was conducted in a bulk water supplier SOE. The study found that identification of stakeholders is a known phenomenon in the organization however it has not fully matured. This study has also formed a foundation for academics who want to study and advance stakeholder identification within the SOE environment. It has thus recommended that the organization advance their stakeholder identification processes to ensure that project delays due to unhappy stakeholders is minimized. The advantage of proper stakeholder identification is that it will minimize project variations and improve projects completion time as stakeholder identification will be part of the organization project management processes. , M.Phil. (Engineering Management)
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Leadership capabilities and opportunity realisation in the Fourth Industrial Revolution
- Authors: Venter, Johannes
- Date: 2019
- Subjects: Leadership , Technological innovations - Management , Industrial revolution , Artificial intelligence , Coal mines and mining - South Africa
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/446406 , uj:39090
- Description: M.Com. (Business Management) , Abstract: The study explored the leadership capabilities required to realise opportunities brought by the fourth industrial revolution in the South African coal mining sector. A qualitative research paradigm methodology was used. During the literature review references by other researchers were used to form a basic understanding of the origins of 4IR as well as how 4IR is used to modernise the mining sector, considering the current mining industry economic condition. The governments involvement as well as other industries like manufacturing in Industry 4.0 were also explored. Leadership evolution, risks and challenges through the industrial revolutions were furthermore researched and broaden the study’s knowledge base. A total of ten leadership professionals in the coal mining industry that has expert knowledge and experience with 4IR was interviewed and provided valuable input to the study. The research data transcripts were analysed for themes and subthemes that emerged repeatedly...
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- Authors: Venter, Johannes
- Date: 2019
- Subjects: Leadership , Technological innovations - Management , Industrial revolution , Artificial intelligence , Coal mines and mining - South Africa
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/446406 , uj:39090
- Description: M.Com. (Business Management) , Abstract: The study explored the leadership capabilities required to realise opportunities brought by the fourth industrial revolution in the South African coal mining sector. A qualitative research paradigm methodology was used. During the literature review references by other researchers were used to form a basic understanding of the origins of 4IR as well as how 4IR is used to modernise the mining sector, considering the current mining industry economic condition. The governments involvement as well as other industries like manufacturing in Industry 4.0 were also explored. Leadership evolution, risks and challenges through the industrial revolutions were furthermore researched and broaden the study’s knowledge base. A total of ten leadership professionals in the coal mining industry that has expert knowledge and experience with 4IR was interviewed and provided valuable input to the study. The research data transcripts were analysed for themes and subthemes that emerged repeatedly...
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Productivity improvement in a specific furniture manufacturing company
- Authors: Steyn, J. M. C.
- Date: 2015-08-19
- Subjects: Production management , Industrial productivity , Furniture making , Technological innovations - Management
- Type: Thesis
- Identifier: uj:13915 , http://hdl.handle.net/10210/14265
- Description: M.Tech. (Operations Management) , Please refer to full text to view abstract
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- Authors: Steyn, J. M. C.
- Date: 2015-08-19
- Subjects: Production management , Industrial productivity , Furniture making , Technological innovations - Management
- Type: Thesis
- Identifier: uj:13915 , http://hdl.handle.net/10210/14265
- Description: M.Tech. (Operations Management) , Please refer to full text to view abstract
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Towards the sixth generation of R and D management
- Authors: Kensen, Alex Kwaku
- Date: 2014-09-17
- Subjects: Research, Industrial - Management , Technological innovations - Management , Organizational change , Strategic planning
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/383538 , uj:12331 , http://hdl.handle.net/10210/12118
- Description: M.Ing. (Engineering Management) , It is apparent that understanding the link between the role of innovation in competitiveness and economic development is essential. This is because innovation ultimately holds the key to addressing the most pressing social and human challenges of nations. In the past, some organizations viewed research and development (R & D) as an intangible process that is difficult to manage and measure. However, the upsurge in enabling technologies such as the internet is changing such perceptions of managing R & D processes, which is now moving from a technology-oriented model to one that is more interactive and collaborative. Moreover, organizations that have a clear understanding of R & D management have great successes in exploiting it to speed up the commercialization of new technologies that enable them to achieve numerous competitive benefits such as first-to-market advantages, greater market shares for their innovations, premium prices and dominant designs relative to their counterparts. While it is evident that there is increased focus on fine-tuning R & D management processes, the majority of these efforts were confined to the USA, Europe, Asia and other developed economies, with limited developments in the less developed economies like those in Africa. This dissertation explores the five generations of R & D management practices and attempts to predict the best practices that managers will adopt in the R & D sixth generation. The findings suggest that the sixth generation will be characterized by greater multi-disciplinary approaches emphasizing cross-functional communication, collaboration, as well as greater inclusion of stakeholders such as suppliers, customers and partners in the full life cycle of R & D process.
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- Authors: Kensen, Alex Kwaku
- Date: 2014-09-17
- Subjects: Research, Industrial - Management , Technological innovations - Management , Organizational change , Strategic planning
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/383538 , uj:12331 , http://hdl.handle.net/10210/12118
- Description: M.Ing. (Engineering Management) , It is apparent that understanding the link between the role of innovation in competitiveness and economic development is essential. This is because innovation ultimately holds the key to addressing the most pressing social and human challenges of nations. In the past, some organizations viewed research and development (R & D) as an intangible process that is difficult to manage and measure. However, the upsurge in enabling technologies such as the internet is changing such perceptions of managing R & D processes, which is now moving from a technology-oriented model to one that is more interactive and collaborative. Moreover, organizations that have a clear understanding of R & D management have great successes in exploiting it to speed up the commercialization of new technologies that enable them to achieve numerous competitive benefits such as first-to-market advantages, greater market shares for their innovations, premium prices and dominant designs relative to their counterparts. While it is evident that there is increased focus on fine-tuning R & D management processes, the majority of these efforts were confined to the USA, Europe, Asia and other developed economies, with limited developments in the less developed economies like those in Africa. This dissertation explores the five generations of R & D management practices and attempts to predict the best practices that managers will adopt in the R & D sixth generation. The findings suggest that the sixth generation will be characterized by greater multi-disciplinary approaches emphasizing cross-functional communication, collaboration, as well as greater inclusion of stakeholders such as suppliers, customers and partners in the full life cycle of R & D process.
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Validating a leadership model for stimulating innovation
- Authors: Naidoo, S.
- Date: 2016
- Subjects: Creative ability in business - Management , Leadership , Technological innovations - Management , Organizational change , Success in business
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/83137 , uj:19056
- Description: Abstract: The rapid changes and challenges in the macro external context, leading to an emerging new world force organisations to rethink and recalibrate on a continuous basis if they want to become competitive, and in the long term sustainable (Hewitt, 2012). Organisations recurrently mark their call to explore, create and to implement new ideas in order to remain ahead of competitors, generate profits and maintain a competitive global advantage (Slatten & Mehmetoglu, 2011). This necessitates the need amongst organisations to become more innovative; to diversify their products and services; introduce new technology and to pursue new leadership practices (Scott & Bruce, 1994; Zhao, 2005). Employees play a vital role in building an innovative workplace in terms of processes, procedures and functions. Additionally, leaders play a critical role in terms of motivating and triggering employees to accomplish a collective vision of cultivating innovative behaviour. The understanding of influential leadership behaviours and characteristics is therefore crucial in fostering successful innovative behaviour from employees within an organisation (Vroom & Jago, 2007). The aim of the study was to investigate the relationship amongst the leadership latent variables; rewards, resources and leadership vision as encapsulated in de Jong and Den Hartog’s (2007) conceptual framework for stimulating innovation. Understanding the relationship between the latent variables rewards, resources, leadership vision and innovation, allows leadership to be in a position to partially understand what might contribute to the generation and implementation of innovative ideas, thereby increasing innovation. Consequently, leaders can use these findings as managerial tools for stimulating more innovative output and thereby cultivate an innovative culture throughout the organisation. This in turn will lead to competitive high performing organisations... , M.Phil.
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- Authors: Naidoo, S.
- Date: 2016
- Subjects: Creative ability in business - Management , Leadership , Technological innovations - Management , Organizational change , Success in business
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/83137 , uj:19056
- Description: Abstract: The rapid changes and challenges in the macro external context, leading to an emerging new world force organisations to rethink and recalibrate on a continuous basis if they want to become competitive, and in the long term sustainable (Hewitt, 2012). Organisations recurrently mark their call to explore, create and to implement new ideas in order to remain ahead of competitors, generate profits and maintain a competitive global advantage (Slatten & Mehmetoglu, 2011). This necessitates the need amongst organisations to become more innovative; to diversify their products and services; introduce new technology and to pursue new leadership practices (Scott & Bruce, 1994; Zhao, 2005). Employees play a vital role in building an innovative workplace in terms of processes, procedures and functions. Additionally, leaders play a critical role in terms of motivating and triggering employees to accomplish a collective vision of cultivating innovative behaviour. The understanding of influential leadership behaviours and characteristics is therefore crucial in fostering successful innovative behaviour from employees within an organisation (Vroom & Jago, 2007). The aim of the study was to investigate the relationship amongst the leadership latent variables; rewards, resources and leadership vision as encapsulated in de Jong and Den Hartog’s (2007) conceptual framework for stimulating innovation. Understanding the relationship between the latent variables rewards, resources, leadership vision and innovation, allows leadership to be in a position to partially understand what might contribute to the generation and implementation of innovative ideas, thereby increasing innovation. Consequently, leaders can use these findings as managerial tools for stimulating more innovative output and thereby cultivate an innovative culture throughout the organisation. This in turn will lead to competitive high performing organisations... , M.Phil.
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