Aspekte van finansiële bestuur wat fokus op waardetoevoeging en produktiwiteitsverhoging
- Authors: Booysen, Dawid Jacobus Louw
- Date: 2015-03-18
- Subjects: Industrial management , Business enterprises - Finance
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/369386 , uj:13467 , http://hdl.handle.net/10210/13501
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
- Full Text:
- Authors: Booysen, Dawid Jacobus Louw
- Date: 2015-03-18
- Subjects: Industrial management , Business enterprises - Finance
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/369386 , uj:13467 , http://hdl.handle.net/10210/13501
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
- Full Text:
Building and validating a competency model delivered by a corporate university
- Authors: Brits, David Wilhelmus
- Date: 2013-07-10
- Subjects: Industrial management , Success in business , Competency-based educational tests
- Type: Thesis
- Identifier: uj:7600 , http://hdl.handle.net/10210/8466
- Description: D.Phil. (Leadership in Performance & Change) , Over the past four to five years, the role of central banks has grown increasingly important globally in respect of national and international financial and economic stability. The recent financial crises have emphasised the critical role that central banks, in particular their bank supervisors and regulators, could and should play in stabilising the financial sector to curb the potential spread of economic and financial instability internationally. Though many central banks agree on what the core functions of a central bank should be, there is little or no consensus globally about what constitutes a “competent central banker”. It is for this reason that this study was undertaken. More specifically, the study was intended to enable central banks to have a “common language” for describing central banker competencies. A validated central banker competency model could also help to align and create in central banks a common focus on ensuring effective human resources management. Furthermore, there is a need in central banks for an integrated learning and development delivery model which could deliver the critical competencies required by central bankers, in particular the use by central banks of the corporate university model as the principal learning and development delivery mechanism. In this regard, the study discusses the core features that underpin the principles on which most corporate universities are based, namely (a) a learning business driven by and focusing proactively on real-time business needs; (b) the custodian of the intellectual equity of the organisation as expressed in its core organisational competencies and its people’s skills, knowledge and expertise; (c) the seamless merging of learning/teaching and business action into a single, connected process; (d) the adoption of a comprehensive, integrated learning/teaching perspective on the business and its respective role players; and (e) a key enabler to, catalyst of, and institutor of organisation-wide change at the strategic, managerial and operational levels. Against the above background, the two-fold problem statement of the study was, firstly, to develop and validate a central banker competency model for central bankers; and secondly, to identify and assess a suitable learning and development delivery model which could effectively deliver these competencies, and more specifically the suitability of a corporate university in playing this delivery role for central banks.
- Full Text:
- Authors: Brits, David Wilhelmus
- Date: 2013-07-10
- Subjects: Industrial management , Success in business , Competency-based educational tests
- Type: Thesis
- Identifier: uj:7600 , http://hdl.handle.net/10210/8466
- Description: D.Phil. (Leadership in Performance & Change) , Over the past four to five years, the role of central banks has grown increasingly important globally in respect of national and international financial and economic stability. The recent financial crises have emphasised the critical role that central banks, in particular their bank supervisors and regulators, could and should play in stabilising the financial sector to curb the potential spread of economic and financial instability internationally. Though many central banks agree on what the core functions of a central bank should be, there is little or no consensus globally about what constitutes a “competent central banker”. It is for this reason that this study was undertaken. More specifically, the study was intended to enable central banks to have a “common language” for describing central banker competencies. A validated central banker competency model could also help to align and create in central banks a common focus on ensuring effective human resources management. Furthermore, there is a need in central banks for an integrated learning and development delivery model which could deliver the critical competencies required by central bankers, in particular the use by central banks of the corporate university model as the principal learning and development delivery mechanism. In this regard, the study discusses the core features that underpin the principles on which most corporate universities are based, namely (a) a learning business driven by and focusing proactively on real-time business needs; (b) the custodian of the intellectual equity of the organisation as expressed in its core organisational competencies and its people’s skills, knowledge and expertise; (c) the seamless merging of learning/teaching and business action into a single, connected process; (d) the adoption of a comprehensive, integrated learning/teaching perspective on the business and its respective role players; and (e) a key enabler to, catalyst of, and institutor of organisation-wide change at the strategic, managerial and operational levels. Against the above background, the two-fold problem statement of the study was, firstly, to develop and validate a central banker competency model for central bankers; and secondly, to identify and assess a suitable learning and development delivery model which could effectively deliver these competencies, and more specifically the suitability of a corporate university in playing this delivery role for central banks.
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A comparative investigation into the management style and culture of a 2nd wave organisation and a 4th wave organisation
- Authors: Carneiro, H.
- Date: 2010-10-04T08:36:24Z
- Subjects: Organizational change , Management , Industrial management
- Type: Thesis
- Identifier: uj:6917 , http://hdl.handle.net/10210/3428
- Description: M.Comm. , The aim of this research is to determine the difference between Ericsson South Africa and Ericsson Sweden in terms of wave management, leadership and management style, culture and change management. The research proposes to determine what behaviours are exhibited in Ericsson South Africa versus the behaviours exhibited in Ericsson Sweden and how this affects the organisation. This will then be used to provide the management team of Ericsson South Africa with feedback in terms of what the current issues are in the organisation and the proposed changes. A thorough literature study of wave management, leadership and management style, culture and change management was undertaken. The study revealed that there is a distinct difference in 2nd wave and 4th wave organisations in relation to leadership and management, culture and change management. It emphasised that organisations in 4th wave are far more advanced in all the elements which allows the organisations to be very successful. The research was conducted by a using qualitative approach. The benefit of qualitative research is that it allows for a greater understanding of the concept as well as to learn more about the concept. A questionnaire was used which was sent out to employees in Ericsson South Africa and Ericsson Sweden. The data was then analysed which allowed for certain conclusions to be drawn. It raised some pertinent issues that the management team in Ericsson South Africa need to focus on. The research has indicated that currently Ericsson South Africa is a 2nd wave organisation and that the key focus areas for the organisation is the leadership and management style, culture and change management.
- Full Text:
- Authors: Carneiro, H.
- Date: 2010-10-04T08:36:24Z
- Subjects: Organizational change , Management , Industrial management
- Type: Thesis
- Identifier: uj:6917 , http://hdl.handle.net/10210/3428
- Description: M.Comm. , The aim of this research is to determine the difference between Ericsson South Africa and Ericsson Sweden in terms of wave management, leadership and management style, culture and change management. The research proposes to determine what behaviours are exhibited in Ericsson South Africa versus the behaviours exhibited in Ericsson Sweden and how this affects the organisation. This will then be used to provide the management team of Ericsson South Africa with feedback in terms of what the current issues are in the organisation and the proposed changes. A thorough literature study of wave management, leadership and management style, culture and change management was undertaken. The study revealed that there is a distinct difference in 2nd wave and 4th wave organisations in relation to leadership and management, culture and change management. It emphasised that organisations in 4th wave are far more advanced in all the elements which allows the organisations to be very successful. The research was conducted by a using qualitative approach. The benefit of qualitative research is that it allows for a greater understanding of the concept as well as to learn more about the concept. A questionnaire was used which was sent out to employees in Ericsson South Africa and Ericsson Sweden. The data was then analysed which allowed for certain conclusions to be drawn. It raised some pertinent issues that the management team in Ericsson South Africa need to focus on. The research has indicated that currently Ericsson South Africa is a 2nd wave organisation and that the key focus areas for the organisation is the leadership and management style, culture and change management.
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A case study on project initiation, implementation and termination in a heavy industry
- Authors: Cathey, Steve William
- Date: 2011-11-21
- Subjects: Project management , Industrial management
- Type: Thesis
- Identifier: uj:1705 , http://hdl.handle.net/10210/4049
- Description: M.Ing. , The emphasis in this dissertation will thus be to apply a case study to project initiation, implementation and termination theoretical steps and practically apply these steps to a brick making plant environment so as to guide project managers in systematic steps of nmning their own heavy industry project. To familiarise the reader with the following issues is the main objective. Vital components include project planning of works, project time and cost control, monitoring and control of designed work, monitoring and control of on and off-site work, quality control and expediting operational commissioning. These issues will be discussed under the abovementioned headings of project initiation, implementation and tennination. The appendices contain a practical application and set format that could be used to run a project of small scale and adjusted to suite larger projects. The format and plmming tools of the case study has been developed by the author and is free to be used if so needed.
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- Authors: Cathey, Steve William
- Date: 2011-11-21
- Subjects: Project management , Industrial management
- Type: Thesis
- Identifier: uj:1705 , http://hdl.handle.net/10210/4049
- Description: M.Ing. , The emphasis in this dissertation will thus be to apply a case study to project initiation, implementation and termination theoretical steps and practically apply these steps to a brick making plant environment so as to guide project managers in systematic steps of nmning their own heavy industry project. To familiarise the reader with the following issues is the main objective. Vital components include project planning of works, project time and cost control, monitoring and control of designed work, monitoring and control of on and off-site work, quality control and expediting operational commissioning. These issues will be discussed under the abovementioned headings of project initiation, implementation and tennination. The appendices contain a practical application and set format that could be used to run a project of small scale and adjusted to suite larger projects. The format and plmming tools of the case study has been developed by the author and is free to be used if so needed.
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Die bestuur en opleiding van SABS ISO 9000 reeks
- Authors: Gerber, Gert Robert Stephen
- Date: 2014-05-08
- Subjects: Industrial management , Competition, International - Case studies , Quality of products - South Africa - Management
- Type: Thesis
- Identifier: uj:10941 , http://hdl.handle.net/10210/10514
- Description: With the lifting of sanctions, South African businesses are faced with a new challenge to compete against their international counterparts on the international and domestic markets. Competing on the international markets is dependant on conforming to a recognised quality management system standard such as ISO 9000 (ISO International Standards Organisation). The South African equivalent for this standard is SABS ISO 9000. (SABS - South African Bureau of Standards). It is thus important for South African companies to conform to the requirements of the recognised quality management system and to deliver quality goods by adopting a quality improvement plan. The subject of quality has been studied and put into effect the early 1950's. The four most well known gurus on this subject are Deming, Juran, Crosby and Ishikawa. All of them have different philosophies on how to implement quality. Deming has developed fourteen points for management; Juran concentrated on the planning for quality based on the needs of the customers; Crosby has been the father of the cost of quality, but has since changed his stance to the cost of non-eonformity; Ishikawa, a student of Deming, has developed the cause and effect diagram for determining the root cause of problems. The importance of the above is to evaluate the organisation to determine the .quality needs and then to adopt a philosophy which can be used. The quality needs of an organisation can be determined by means of this diagram. Based on these results a usable philosophy can be adopted. The implementation of quality and a quality management system should take place simultaneously. Both these systems are dependant on each other for successful functioning. Both should be managed as a unit to ensure total quality management. The implementation of a total quality management system is a four step process. These steps are: 1. Awakening 2. Involvement, 3. Commitment, 4. Ownership. The different aspects of the implementation of quality and a quality management system must be addressed in each of the above steps to ensure the success of the quality management system. An important aspect which needs to be addressed when implementing quality management system, is training. This should take place during each of the above mentioned steps. Training for quality is related to on-the-job training and training with regard to new technology. Training for a quality management system should be directed to the development of quality documentation such as procedures and work instructions.
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- Authors: Gerber, Gert Robert Stephen
- Date: 2014-05-08
- Subjects: Industrial management , Competition, International - Case studies , Quality of products - South Africa - Management
- Type: Thesis
- Identifier: uj:10941 , http://hdl.handle.net/10210/10514
- Description: With the lifting of sanctions, South African businesses are faced with a new challenge to compete against their international counterparts on the international and domestic markets. Competing on the international markets is dependant on conforming to a recognised quality management system standard such as ISO 9000 (ISO International Standards Organisation). The South African equivalent for this standard is SABS ISO 9000. (SABS - South African Bureau of Standards). It is thus important for South African companies to conform to the requirements of the recognised quality management system and to deliver quality goods by adopting a quality improvement plan. The subject of quality has been studied and put into effect the early 1950's. The four most well known gurus on this subject are Deming, Juran, Crosby and Ishikawa. All of them have different philosophies on how to implement quality. Deming has developed fourteen points for management; Juran concentrated on the planning for quality based on the needs of the customers; Crosby has been the father of the cost of quality, but has since changed his stance to the cost of non-eonformity; Ishikawa, a student of Deming, has developed the cause and effect diagram for determining the root cause of problems. The importance of the above is to evaluate the organisation to determine the .quality needs and then to adopt a philosophy which can be used. The quality needs of an organisation can be determined by means of this diagram. Based on these results a usable philosophy can be adopted. The implementation of quality and a quality management system should take place simultaneously. Both these systems are dependant on each other for successful functioning. Both should be managed as a unit to ensure total quality management. The implementation of a total quality management system is a four step process. These steps are: 1. Awakening 2. Involvement, 3. Commitment, 4. Ownership. The different aspects of the implementation of quality and a quality management system must be addressed in each of the above steps to ensure the success of the quality management system. An important aspect which needs to be addressed when implementing quality management system, is training. This should take place during each of the above mentioned steps. Training for quality is related to on-the-job training and training with regard to new technology. Training for a quality management system should be directed to the development of quality documentation such as procedures and work instructions.
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Die ontleding van die tendense vir handhaafbare groei by geselekteerde ondernemings
- Authors: Louw, Tobie
- Date: 2014-05-08
- Subjects: Industrial management , Strategic planning - South Africa - Case studies
- Type: Thesis
- Identifier: uj:10984 , http://hdl.handle.net/10210/10557
- Description: M.Com. (Business Management) , The fact that growth is important for the survival of a business cannot be contradicted. It is however, necessary to plan the growth of a business and to keep it within the means of the business. To measure this growth in a meaningful manner, poses a problem. Various definitions for the ideal growth rate, referred to as sustainable growth, do exist. In essence it is the ability of the company to grow without any negative effects on the resources of the company. In managerial and financial literature, models on the aspect of sustainable growth have been developed. In this study these models have been critically analysed and applied to eleven companies quoted on the J.S.E. A comparison of the results, derived from these models, were made and it was found that there were substantial differences in the proposed growth rates. None of these models mentioned, allowed for the effect of inflation. An additional model was developed to eliminate the effect of inflation on growth. The principle of this model was to calculate the growth necessary to maintain business activities at the same levels. All funds in excess of, the financing needed to maintain current activity levels, were available for expansion and growth. This new proposed model was also applied to the same companies for the years investigated. The results were compared and the calculated growth rates from the existing models were not indicative of the real situation, regarding the after inflation growth potential of the companies. It was obvious in the results of the new model, that much less funds were available for growth. Should a company exceeds this proposed level of growth, the company is actually depleting the existing resources and become more dependent on additional borrowed funds. Investors and managers can use this model as a mechanism to predict, plan, manage and monitor the sustainable growth of a business.
- Full Text:
- Authors: Louw, Tobie
- Date: 2014-05-08
- Subjects: Industrial management , Strategic planning - South Africa - Case studies
- Type: Thesis
- Identifier: uj:10984 , http://hdl.handle.net/10210/10557
- Description: M.Com. (Business Management) , The fact that growth is important for the survival of a business cannot be contradicted. It is however, necessary to plan the growth of a business and to keep it within the means of the business. To measure this growth in a meaningful manner, poses a problem. Various definitions for the ideal growth rate, referred to as sustainable growth, do exist. In essence it is the ability of the company to grow without any negative effects on the resources of the company. In managerial and financial literature, models on the aspect of sustainable growth have been developed. In this study these models have been critically analysed and applied to eleven companies quoted on the J.S.E. A comparison of the results, derived from these models, were made and it was found that there were substantial differences in the proposed growth rates. None of these models mentioned, allowed for the effect of inflation. An additional model was developed to eliminate the effect of inflation on growth. The principle of this model was to calculate the growth necessary to maintain business activities at the same levels. All funds in excess of, the financing needed to maintain current activity levels, were available for expansion and growth. This new proposed model was also applied to the same companies for the years investigated. The results were compared and the calculated growth rates from the existing models were not indicative of the real situation, regarding the after inflation growth potential of the companies. It was obvious in the results of the new model, that much less funds were available for growth. Should a company exceeds this proposed level of growth, the company is actually depleting the existing resources and become more dependent on additional borrowed funds. Investors and managers can use this model as a mechanism to predict, plan, manage and monitor the sustainable growth of a business.
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Measuring leader reputation within the South African business context : a study in two financial industry organisations
- Lumadi, Ndamulelo Innocentia
- Authors: Lumadi, Ndamulelo Innocentia
- Date: 2015-05-06
- Subjects: Leadership , Industrial management , Leadership - Executive management
- Type: Thesis
- Identifier: uj:13591 , http://hdl.handle.net/10210/13734
- Description: M.A. (Strategic Communication) , In today’s increasingly competitive business environments, one of the greatest challenges that continue to face organisations extends beyond financial performance, market share, and attracting and retaining employees and customers, to now include the reputation of the individual that heads up or leads the organisation – in most instances the Chief Executive Officer (CEO). The leader’s reputation has become increasingly important for a number of reasons, one of which includes customers making purchasing and contracting decisions based on the reputation of the CEO and no longer on the products and services offered by organisations only. It is no surprise then that leaders who have a solid leadership stature, reputation or ‘personal brand’, attract more customers. The CEO’s reputation impacts on all aspects of organisational existence – from internal communication to branding, from customer service to the external image and reputation and media exposure. The aim of this study was to develop a measurement scale with which to measure leader reputation in the South African business context by using two high profile organisations in the financial industry. In order to do so, a conceptually relevant set of leader reputation criteria were developed from a comprehensive review of available literature. Eight key dimensions of leader reputation were developed, which served as the framework for measuring leader reputation within the South African business context, namely; Individual Accountability, People Alignment, Brand Citizenship, Communication Competence, People Management, Personal Charisma, Ethical Leadership and Adaptability. This study adopted a quantitative research design which used a survey questionnaire, descriptive analysis and multivariate research techniques. The survey questionnaire was completed by 122 respondents from two financial industry organisations. The results of the statistical analysis suggest that the survey questionnaire was a reliable and valid instrument, and that there are very few differences between various subsets (based on biographical data) of the sample.
- Full Text:
- Authors: Lumadi, Ndamulelo Innocentia
- Date: 2015-05-06
- Subjects: Leadership , Industrial management , Leadership - Executive management
- Type: Thesis
- Identifier: uj:13591 , http://hdl.handle.net/10210/13734
- Description: M.A. (Strategic Communication) , In today’s increasingly competitive business environments, one of the greatest challenges that continue to face organisations extends beyond financial performance, market share, and attracting and retaining employees and customers, to now include the reputation of the individual that heads up or leads the organisation – in most instances the Chief Executive Officer (CEO). The leader’s reputation has become increasingly important for a number of reasons, one of which includes customers making purchasing and contracting decisions based on the reputation of the CEO and no longer on the products and services offered by organisations only. It is no surprise then that leaders who have a solid leadership stature, reputation or ‘personal brand’, attract more customers. The CEO’s reputation impacts on all aspects of organisational existence – from internal communication to branding, from customer service to the external image and reputation and media exposure. The aim of this study was to develop a measurement scale with which to measure leader reputation in the South African business context by using two high profile organisations in the financial industry. In order to do so, a conceptually relevant set of leader reputation criteria were developed from a comprehensive review of available literature. Eight key dimensions of leader reputation were developed, which served as the framework for measuring leader reputation within the South African business context, namely; Individual Accountability, People Alignment, Brand Citizenship, Communication Competence, People Management, Personal Charisma, Ethical Leadership and Adaptability. This study adopted a quantitative research design which used a survey questionnaire, descriptive analysis and multivariate research techniques. The survey questionnaire was completed by 122 respondents from two financial industry organisations. The results of the statistical analysis suggest that the survey questionnaire was a reliable and valid instrument, and that there are very few differences between various subsets (based on biographical data) of the sample.
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Die belangrikheid en rol van korporatiewe identiteit vir 'n motorvervaardiger
- Authors: Mans-Combrinck, M
- Date: 2014-08-27
- Subjects: Industrial management , Automobile industry and trade - Management
- Type: Thesis
- Identifier: uj:12175 , http://hdl.handle.net/10210/11917
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
- Full Text:
- Authors: Mans-Combrinck, M
- Date: 2014-08-27
- Subjects: Industrial management , Automobile industry and trade - Management
- Type: Thesis
- Identifier: uj:12175 , http://hdl.handle.net/10210/11917
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
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Exploring the elements and dynamics of transformational change
- Authors: Mdletye, Mbongeni Andile
- Date: 2013-05-01
- Subjects: Transformational change , Industrial management , Problem solving , Theory of constraints (Management) , Decision trees - Computer programs
- Type: Thesis
- Identifier: uj:7501 , http://hdl.handle.net/10210/8359
- Description: D.Phil. (Leadership in Performance and Change) , The desire for organisational competitiveness as a result of factors such as the changing and increasing needs of customers, deregulation, the globalisation of the economy and work, the increasing competition due to globalisation, the need to control costs and increase efficiency, as well as the fast pace of technological advancement, has compelled organisations to embark on changes that take place at a fast and ever-increasing rate. However, it was noted that organisations are not at all succeeding in implementing and institutionalising change initiatives effectively. There is a high failure rate in the implementation of transformational change efforts, and this is attributed to the fact that managers are not well-equipped to deal with challenges associated with the implementation of transformational changes in organisations. As a result of the high failure rate in change implementation, there had been a number of empirical studies conducted, which investigated reasons behind this low success rate. Unfortunately very few studies have focused on the human side of transformational change. Most of the researches have dwelt more on the technical side of change. This quantitative study was then conducted in order to identify and explore the elements and dynamics of transformational change, which can be regarded as constituting the human dimension of transformational change. Specifically, the main objective of this study was to determine the extent to which the elements and dynamics of transformational change (that is, perceptions, reactions, experiences, personal impact, and organisational impact) relate to the status of the change process. This research adopted a two-pronged approach, which incorporated a literature study first, and thereafter an empirical study. The literature study contextualised the elements and dynamics of transformational change within the Correctional Services environment. An overview of transformational change in the Department of Correctional Services was also provided. Based on the results of the literature study, a theoretical model, which hypothesised the relationships between perceptions and experience on one side, and the status of change on the other, was developed and empirically tested. The empirical data was collected by means of two survey questionnaires – one for correctional officials and the other for offenders, which were administered to 1000 correctional officials and 500 offenders. Methodologically, the study was guided by an exploratory, survey, descriptive, correlational and explanatory research designs, which were underpinned by ontological and epistemological perspectives. All completed and returned questionnaires were computed to analyse the responses of the respondents. The results of the analysis of data showed that the DCS change was characterised by positive perceptions; positive, negative and introspective-anxious experiences; negative responses in terms of emotional reactions and resistance; negative personal impact at intrapersonal and interpersonal levels; and positive organisational impact as the key aspects of the elements and dynamics of transformational change. The discussion in this thesis revolves around the above-named elements and dynamics of transformational change. Through performing exploratory and confirmatory factor analyses, a three-factor measurement model which encompassed perception, experience and the status of change, was identified and confirmed. The structural equation modelling found that both perceptions and experiences were the predictors of the status of change.
- Full Text:
- Authors: Mdletye, Mbongeni Andile
- Date: 2013-05-01
- Subjects: Transformational change , Industrial management , Problem solving , Theory of constraints (Management) , Decision trees - Computer programs
- Type: Thesis
- Identifier: uj:7501 , http://hdl.handle.net/10210/8359
- Description: D.Phil. (Leadership in Performance and Change) , The desire for organisational competitiveness as a result of factors such as the changing and increasing needs of customers, deregulation, the globalisation of the economy and work, the increasing competition due to globalisation, the need to control costs and increase efficiency, as well as the fast pace of technological advancement, has compelled organisations to embark on changes that take place at a fast and ever-increasing rate. However, it was noted that organisations are not at all succeeding in implementing and institutionalising change initiatives effectively. There is a high failure rate in the implementation of transformational change efforts, and this is attributed to the fact that managers are not well-equipped to deal with challenges associated with the implementation of transformational changes in organisations. As a result of the high failure rate in change implementation, there had been a number of empirical studies conducted, which investigated reasons behind this low success rate. Unfortunately very few studies have focused on the human side of transformational change. Most of the researches have dwelt more on the technical side of change. This quantitative study was then conducted in order to identify and explore the elements and dynamics of transformational change, which can be regarded as constituting the human dimension of transformational change. Specifically, the main objective of this study was to determine the extent to which the elements and dynamics of transformational change (that is, perceptions, reactions, experiences, personal impact, and organisational impact) relate to the status of the change process. This research adopted a two-pronged approach, which incorporated a literature study first, and thereafter an empirical study. The literature study contextualised the elements and dynamics of transformational change within the Correctional Services environment. An overview of transformational change in the Department of Correctional Services was also provided. Based on the results of the literature study, a theoretical model, which hypothesised the relationships between perceptions and experience on one side, and the status of change on the other, was developed and empirically tested. The empirical data was collected by means of two survey questionnaires – one for correctional officials and the other for offenders, which were administered to 1000 correctional officials and 500 offenders. Methodologically, the study was guided by an exploratory, survey, descriptive, correlational and explanatory research designs, which were underpinned by ontological and epistemological perspectives. All completed and returned questionnaires were computed to analyse the responses of the respondents. The results of the analysis of data showed that the DCS change was characterised by positive perceptions; positive, negative and introspective-anxious experiences; negative responses in terms of emotional reactions and resistance; negative personal impact at intrapersonal and interpersonal levels; and positive organisational impact as the key aspects of the elements and dynamics of transformational change. The discussion in this thesis revolves around the above-named elements and dynamics of transformational change. Through performing exploratory and confirmatory factor analyses, a three-factor measurement model which encompassed perception, experience and the status of change, was identified and confirmed. The structural equation modelling found that both perceptions and experiences were the predictors of the status of change.
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An entrepreneurial entity’s experience with opportunity realisation
- Authors: Nel, Le Roi
- Date: 2013-12-09
- Subjects: Entrepreneurship , Industrial management , Organizational change
- Type: Thesis
- Identifier: uj:7871 , http://hdl.handle.net/10210/8763
- Description: M.Comm. (Business Management) , Over the past ten years the insurance industry has been subject to extreme losses due to dual exposure in both underwriting and investments. Financial survival was the number one priority for many insurance firms in the aftermath of the September 11 terrorist attack in America in 2001, the natural catastrophe losses across the USA, and most recently the global financial crisis. Multinational European and North American insurance firms have been forced to focus on core business activities, and this has necessitated improvement of holistic risk and capital management of global and regional operations. Against this evolving microeconomic and managerial backdrop, multinational insurance firms withdrew from the South African insurance market in an attempt to improve financial performance by recapitalising funds to their core operations in Europe and America, and to mitigate their international risk exposure in developing countries. This study explores the phenomenon of how an entrepreneurial entity experienced opportunity realisation within the South African insurance industry when multinational insurance firms withdrew from the South African market. This research employed qualitative case study methodology to illustrate the phenomenon under investigation. Participants of this study included a purposefully selected group consisting of 12 candidates who have been directly involved in the opportunity realisation of the entrepreneurial entity. Grounded Theory analysis allowed for insightful descriptions of opportunity realisation within the South African insurance industry. The empirical evidence suggest opportunity realisation to be impacted by five dominant forces, namely, the South African insurance market, an entrepreneurial entity, opportunity identification, strategic development, and organisational design. Collectively, these five forces constitute the Inductive Opportunity Realisation (IOR) theory. This study focuses on entrepreneurial behaviour to realise opportunities within the South African insurance industry. The IOR theory also highlights the important role of constructive and deconstructive entrepreneurial behaviour in realising opportunities.
- Full Text:
- Authors: Nel, Le Roi
- Date: 2013-12-09
- Subjects: Entrepreneurship , Industrial management , Organizational change
- Type: Thesis
- Identifier: uj:7871 , http://hdl.handle.net/10210/8763
- Description: M.Comm. (Business Management) , Over the past ten years the insurance industry has been subject to extreme losses due to dual exposure in both underwriting and investments. Financial survival was the number one priority for many insurance firms in the aftermath of the September 11 terrorist attack in America in 2001, the natural catastrophe losses across the USA, and most recently the global financial crisis. Multinational European and North American insurance firms have been forced to focus on core business activities, and this has necessitated improvement of holistic risk and capital management of global and regional operations. Against this evolving microeconomic and managerial backdrop, multinational insurance firms withdrew from the South African insurance market in an attempt to improve financial performance by recapitalising funds to their core operations in Europe and America, and to mitigate their international risk exposure in developing countries. This study explores the phenomenon of how an entrepreneurial entity experienced opportunity realisation within the South African insurance industry when multinational insurance firms withdrew from the South African market. This research employed qualitative case study methodology to illustrate the phenomenon under investigation. Participants of this study included a purposefully selected group consisting of 12 candidates who have been directly involved in the opportunity realisation of the entrepreneurial entity. Grounded Theory analysis allowed for insightful descriptions of opportunity realisation within the South African insurance industry. The empirical evidence suggest opportunity realisation to be impacted by five dominant forces, namely, the South African insurance market, an entrepreneurial entity, opportunity identification, strategic development, and organisational design. Collectively, these five forces constitute the Inductive Opportunity Realisation (IOR) theory. This study focuses on entrepreneurial behaviour to realise opportunities within the South African insurance industry. The IOR theory also highlights the important role of constructive and deconstructive entrepreneurial behaviour in realising opportunities.
- Full Text:
The importance of growth, innovation and strategy in engineering entrepreneurship
- Authors: Neves, Mario
- Date: 2012-08-28
- Subjects: Strategic planning , Business planning , Industrial management , Engineering -- Management , Entrepreneurship -- Management , New business enterprises -- Management
- Type: Thesis
- Identifier: uj:3315 , http://hdl.handle.net/10210/6718
- Description: M.Ing. , The purpose of this research dissertation is to test the hypothesis that entrepreneurial engineers are not familiar with innovation, growth and business planning strategies, or simply do not apply them. The hypothesis is investigated with the help of case studies and published works; outlining the different methods and principles employed by relatively new business ventures to ensure continued success. The scope of this research dissertation is limited to why there is a need for well managed growth, continual innovation and the strategic positioning and planning in business. The form of research design chosen for the experimental program is characterised and based upon the "Method of Data Collection", outlined in Cooper and Schindler: Business Research Methods, 7iT h Ed., 2001. The refined method is based upon a Two Stage Design incorporating a Non probability, Convenience Sample. The literature review of this research dissertation will be viewed as the Exploratory Section of the Two Stage Design, as outlined by Cooper and Schindler. The results of the survey which was carried out indicate that entrepreneurial engineers have an equal chance of being familiar or not familiar with the concepts of innovation and growth. Those who were familiar with the concepts were more likely to have knowledge of the entrepreneurial strategies regarding the concepts and to implement the strategies. Entrepreneurial engineers were likely to be familiar with business strategies, and those who were familiar, were more likely to have strategic architecture and intents, but less likely to have company missions than those who were not familiar. There seemed to be no correlation between the field of engineering or the field of business, and the likelihood of familiarity with the concepts. However, engineers who had business and management experience prior to starting their business ventures were more likely to be familiar with the concepts, but no more likely to implement them than engineers without prior experience. The literature review and the survey carried out agree with the initial hypothesis that entrepreneurial engineers starting relatively new business ventures either were not familiar with the concepts of innovation, growth and strategy, or simply did not apply them. However the agreement between the survey results, and the hypothesis and literature review, are not to the extent that was originally expected.
- Full Text:
- Authors: Neves, Mario
- Date: 2012-08-28
- Subjects: Strategic planning , Business planning , Industrial management , Engineering -- Management , Entrepreneurship -- Management , New business enterprises -- Management
- Type: Thesis
- Identifier: uj:3315 , http://hdl.handle.net/10210/6718
- Description: M.Ing. , The purpose of this research dissertation is to test the hypothesis that entrepreneurial engineers are not familiar with innovation, growth and business planning strategies, or simply do not apply them. The hypothesis is investigated with the help of case studies and published works; outlining the different methods and principles employed by relatively new business ventures to ensure continued success. The scope of this research dissertation is limited to why there is a need for well managed growth, continual innovation and the strategic positioning and planning in business. The form of research design chosen for the experimental program is characterised and based upon the "Method of Data Collection", outlined in Cooper and Schindler: Business Research Methods, 7iT h Ed., 2001. The refined method is based upon a Two Stage Design incorporating a Non probability, Convenience Sample. The literature review of this research dissertation will be viewed as the Exploratory Section of the Two Stage Design, as outlined by Cooper and Schindler. The results of the survey which was carried out indicate that entrepreneurial engineers have an equal chance of being familiar or not familiar with the concepts of innovation and growth. Those who were familiar with the concepts were more likely to have knowledge of the entrepreneurial strategies regarding the concepts and to implement the strategies. Entrepreneurial engineers were likely to be familiar with business strategies, and those who were familiar, were more likely to have strategic architecture and intents, but less likely to have company missions than those who were not familiar. There seemed to be no correlation between the field of engineering or the field of business, and the likelihood of familiarity with the concepts. However, engineers who had business and management experience prior to starting their business ventures were more likely to be familiar with the concepts, but no more likely to implement them than engineers without prior experience. The literature review and the survey carried out agree with the initial hypothesis that entrepreneurial engineers starting relatively new business ventures either were not familiar with the concepts of innovation, growth and strategy, or simply did not apply them. However the agreement between the survey results, and the hypothesis and literature review, are not to the extent that was originally expected.
- Full Text:
Die bestuur van groepe in 'n prestasiegedrewe werksomgewing
- Authors: Olivier, Fourina Frederika
- Date: 2015-09-28
- Subjects: Industrial management , Personnel management
- Type: Thesis
- Identifier: uj:14197 , http://hdl.handle.net/10210/14640
- Description: M.Com. (Business Management) , Today's organizations are operating in a continually changing business environment. To be a growing and profitable business, it is important that management have a vision of where and how they want to direct the company to the desired future business outcome. Management must be in touch with both the internal and external factors that may influence the outcome of the changing environment ...
- Full Text:
- Authors: Olivier, Fourina Frederika
- Date: 2015-09-28
- Subjects: Industrial management , Personnel management
- Type: Thesis
- Identifier: uj:14197 , http://hdl.handle.net/10210/14640
- Description: M.Com. (Business Management) , Today's organizations are operating in a continually changing business environment. To be a growing and profitable business, it is important that management have a vision of where and how they want to direct the company to the desired future business outcome. Management must be in touch with both the internal and external factors that may influence the outcome of the changing environment ...
- Full Text:
Vestiging van 'n entrepreneurskapskultuur in ondernemings : 'n teoretiese beskouing
- Oosthuizen, Dirk Johannes Jacobus
- Authors: Oosthuizen, Dirk Johannes Jacobus
- Date: 2014-02-11
- Subjects: Industrial management , Entrepreneurship
- Type: Thesis
- Identifier: uj:3781 , http://hdl.handle.net/10210/9156
- Description: M.Comm. , Please refer to full text to view abstract
- Full Text:
- Authors: Oosthuizen, Dirk Johannes Jacobus
- Date: 2014-02-11
- Subjects: Industrial management , Entrepreneurship
- Type: Thesis
- Identifier: uj:3781 , http://hdl.handle.net/10210/9156
- Description: M.Comm. , Please refer to full text to view abstract
- Full Text:
The validity of world class business criteria across developed and developing countries
- Authors: Parker, Andre John
- Date: 2008-06-26T08:57:19Z
- Subjects: Organizational change , Industrial management , Business enterprises , Business planning , Leadership
- Type: Thesis
- Identifier: uj:9953 , http://hdl.handle.net/10210/734
- Description: The impact of globalisation continues to divide economies around the world into fast and slow moving economies. The former are producing wealth at an exponential rate whilst the latter continue to lag in their wake. The pace of change and challenges of the 21st Century have left business organisations no choice but to attain levels of operational excellence and fitness to compete with their counterparts in a demanding boundaryless global arena. Irrespective of whether they are global or local, organisations ascending to world class have a ‘global mindset’ which means that they see the rest of the world as their benchmark. These organisations know that good is never good enough and that the glory of being ahead in the race is but a fleeting moment in time. The performance gap between South Africa, classified as a ‘slow’ Developing economy and that of ‘fast’ Developed economies continues to widen. Organisations in Developing countries like South Africa have been slow to embrace performance-enhancing Criteria practised in world class organisations, and where they have been embraced, the success rate has not been encouraging. The motivation for the study was to provide relevant guidelines to organisations in developing countries, in particular South Africa, towards the design and implementation of organisation interventions that will find traction and are sustainable to become world class - and in so doing, the variables making up the contextual backdrop which constrain or enhance an organisation’s pursuit of becoming world class would be assessed for relevancy and improved understanding. Furthermore the study would re-direct and re-channel the study of world class Criteria in driving high performance in Developing countries as being unique in need, combination and formulation. Authors on what constitutes this ‘global mindset’, with few exceptions, adopt the view that the world class Criteria that make good organisations great are the same around the world. The problem propositioned and addressed in this study is that what is understood and practised as performance-enhancing world class Criteria, may not apply equally and may not be equally successful in Developed and Developing countries respectively. Restated as a research question, The validity of world class business Criteria across Developed and Developing countries was re-formulated as follows: Firstly, how do world class Criteria which result in high performance in Developed countries differ from those applied in Developing countries? Secondly, what can organisations in Developed countries, in particular South Africa, learn from these differences to embrace best Practices that work and are sustainable for their respective environments? The research objective was to identify world class Criteria that are unique to Developing countries and to add value to organisations in Developing countries to ascend to world class by developing ‘road maps’ for continuous improvement that are valid within Developing country context. The direction of the research process and methodology was determined by the choice of the researcher between a quantitative, qualitative, or a combined qualitative-quantitative approach. Complete and objective data related to the research question within the research domain needed to be collected from individual participants in business organisations across the divide of countries and cultures. Uniformity and control of the data collection method were necessary to minimise the likelihood that different cultures within different business organisations within different country cultures could interpret the survey data differently. A uniform quantitative research approach which presented the same qualified statements in a consistent manner with a consistent response methodology was therefore chosen to ensure that all respondents were likely to understand the survey in the same way. The Proposition tested is that the Criteria for organisations to ascend to world class differ across the divide between Developed and Developing countries. The implications of this Proposition are that whilst there are world class Criteria that are universal across global boundaries, world class organisations in Developing countries, with particular reference to South Africa, have evolved their own set of world class Criteria that are unique to Developing countries. By ignoring the contextual backdrops within which Developed and Developing countries operate, appropriate learning for organisations in Developing countries to ascend to world class competitiveness is constrained. A web-based touchbutton survey questionnaire was designed for instant internet access to assigned and authorized respondents. Organisations considered world class in both Developed and Developing country context were approached to participate in the survey. Participants up to four reporting levels from the president/chief executive officer of the organisation were nominated by an appointed person in a participating organisation responsible for the survey. Email addresses provided by participating organisations were used to log participants on to the survey. Progress was monitored electronically on a daily basis. Since the survey design required that participants complete each part of the survey before proceeding to the next part, the possibility of incomplete data was eliminated. Data capturing took place in real time on a dedicated web site on an MS Office Excel spreadsheet as respondents responded on line. Five surveys completed on paper were fed manually into the data base. All data was therefore complete and ready for analysis at the time of closing the survey for further participation. The biographic data on individual respondents contained the following key features: 41% from 3rd reporting level in their organisations; 65% having more than 3 years’ experience in their organisations; 83% having been with their organisations for more than 3 years and 79.2% having a tertiary qualification. The qualifications and overall experience of the majority of respondents provided for a reasonable assumption that the sample could be relied on to provide well informed and therefore highly valid data. An overall individual response rate of 427 out of a possible 560 respondents was achieved, constituting a percentage response of 76.3%. Developed countries constituted 29% of the responses against 71% from Developing countries whilst organisation response ratio constituted 50 % (20) and 41% (14) respectively. The individual response rate from Developing countries was twice that of Developed countries. The response rate at organisation level presented a more balanced ratio of 59% Developed and 41% Developing country ratio. Organisations and respondents over Developed countries were well spread over several countries. Primary and secondary organisations were closely balanced within Developed and Developing countries respective responses. Countries surveyed were Belgium, France, Germany, Honduras, Hungary, Ireland; Italy, Namibia, Netherlands, Portugal, Russian Federation, South Africa, Spain, Sweden, Switzerland, United Kingdom and the USA. An equal number of 11 organisations from Developing and Developed countries respectively qualified for analysis. This amounted to 22 companies surveyed in all. In the exploratory part of the study the difference between Primary and Secondary sector organisations was found to be small and it was decided to abandon this distinction for any further analysis. An Exploratory Factor Analysis identified the relationships between the underlying Factors in their own right, ignoring the prior literature-based theoretical structure of 7 world-class Criteria with their related Practices. A Confirmatory Factor Analysis sought to confirm whether the extent to which the 7 world class Criteria and their related Practices as reported on in the literature review, and built into the survey instrument, actually did exist. Eighty-five point seven per cent of the Practices in the study could be confirmed in the literature reviewed, leaving 14.3% of the Practices unconfirmed. The implications of this finding are that not all world class Practices are applied consistently all the time by all organisations purported to be world class or who are ascending to becoming world class. Three Schools of Thought about the validity of world class Criteria over Developed and Developing countries emerged, each with its own set of implications and results. School of Thought One postulated that One size of world class criteria fits all, irrespective of Developed or Developing country context. However, no evidence could be found to support this ‘absolute’ School of Thought. Consequently this School of Thought had to be rejected. School of Thought Two postulates that Combinations of Criteria and their associated Practices are exclusive to Developed and Developing Countries In support of this postulate, two Exploratory Criteria (Performance and reward driven people and Customer-centric, shared vision driven leadership) and two Confirmatory Criteria (Ongoing stretch and future-driven strategising and An enabling and empowering people philosophy and practice) showed significant differences between Developed and Developing countries. In all instances of difference, the extent of practice in relation to each Criterion favoured Developed country organisations. The implication of this finding is twofold: Firstly, is that the School of Thought propagating that Combinations of Criteria and their associated Practices are exclusive to Developed and Developing Countries had to be accepted. Secondly, is that Developed Country organisations embrace the identified Criteria to a greater extent than their Developing country counterparts. This finding has a further implication in that it provides a notable explanation why organisations in Developed countries on the whole, outperform their counterparts in Developing countries. The practical significance of this implication has been built into a proposed empirically reconstituted world class model with ‘road maps’ for organisations in a Developing country like South Africa . Further to School of Thought Two, Extent of practice by importance revealed that the Practices: Leadership driving continual change; Core capabilities that enable business processes are built through ongoing learning; Innovative ideas born by working close to customers and suppliers are more important to Developing than Developing Countries: The implications of this evidence, and the reasons given, are that at practice level these three Practices are more important in Developing countries more as a matter of necessity and survival in a Developing Country context than groundbreaking forward-forging ways of doing business. , Prof. Theo H. Veldsman
- Full Text:
- Authors: Parker, Andre John
- Date: 2008-06-26T08:57:19Z
- Subjects: Organizational change , Industrial management , Business enterprises , Business planning , Leadership
- Type: Thesis
- Identifier: uj:9953 , http://hdl.handle.net/10210/734
- Description: The impact of globalisation continues to divide economies around the world into fast and slow moving economies. The former are producing wealth at an exponential rate whilst the latter continue to lag in their wake. The pace of change and challenges of the 21st Century have left business organisations no choice but to attain levels of operational excellence and fitness to compete with their counterparts in a demanding boundaryless global arena. Irrespective of whether they are global or local, organisations ascending to world class have a ‘global mindset’ which means that they see the rest of the world as their benchmark. These organisations know that good is never good enough and that the glory of being ahead in the race is but a fleeting moment in time. The performance gap between South Africa, classified as a ‘slow’ Developing economy and that of ‘fast’ Developed economies continues to widen. Organisations in Developing countries like South Africa have been slow to embrace performance-enhancing Criteria practised in world class organisations, and where they have been embraced, the success rate has not been encouraging. The motivation for the study was to provide relevant guidelines to organisations in developing countries, in particular South Africa, towards the design and implementation of organisation interventions that will find traction and are sustainable to become world class - and in so doing, the variables making up the contextual backdrop which constrain or enhance an organisation’s pursuit of becoming world class would be assessed for relevancy and improved understanding. Furthermore the study would re-direct and re-channel the study of world class Criteria in driving high performance in Developing countries as being unique in need, combination and formulation. Authors on what constitutes this ‘global mindset’, with few exceptions, adopt the view that the world class Criteria that make good organisations great are the same around the world. The problem propositioned and addressed in this study is that what is understood and practised as performance-enhancing world class Criteria, may not apply equally and may not be equally successful in Developed and Developing countries respectively. Restated as a research question, The validity of world class business Criteria across Developed and Developing countries was re-formulated as follows: Firstly, how do world class Criteria which result in high performance in Developed countries differ from those applied in Developing countries? Secondly, what can organisations in Developed countries, in particular South Africa, learn from these differences to embrace best Practices that work and are sustainable for their respective environments? The research objective was to identify world class Criteria that are unique to Developing countries and to add value to organisations in Developing countries to ascend to world class by developing ‘road maps’ for continuous improvement that are valid within Developing country context. The direction of the research process and methodology was determined by the choice of the researcher between a quantitative, qualitative, or a combined qualitative-quantitative approach. Complete and objective data related to the research question within the research domain needed to be collected from individual participants in business organisations across the divide of countries and cultures. Uniformity and control of the data collection method were necessary to minimise the likelihood that different cultures within different business organisations within different country cultures could interpret the survey data differently. A uniform quantitative research approach which presented the same qualified statements in a consistent manner with a consistent response methodology was therefore chosen to ensure that all respondents were likely to understand the survey in the same way. The Proposition tested is that the Criteria for organisations to ascend to world class differ across the divide between Developed and Developing countries. The implications of this Proposition are that whilst there are world class Criteria that are universal across global boundaries, world class organisations in Developing countries, with particular reference to South Africa, have evolved their own set of world class Criteria that are unique to Developing countries. By ignoring the contextual backdrops within which Developed and Developing countries operate, appropriate learning for organisations in Developing countries to ascend to world class competitiveness is constrained. A web-based touchbutton survey questionnaire was designed for instant internet access to assigned and authorized respondents. Organisations considered world class in both Developed and Developing country context were approached to participate in the survey. Participants up to four reporting levels from the president/chief executive officer of the organisation were nominated by an appointed person in a participating organisation responsible for the survey. Email addresses provided by participating organisations were used to log participants on to the survey. Progress was monitored electronically on a daily basis. Since the survey design required that participants complete each part of the survey before proceeding to the next part, the possibility of incomplete data was eliminated. Data capturing took place in real time on a dedicated web site on an MS Office Excel spreadsheet as respondents responded on line. Five surveys completed on paper were fed manually into the data base. All data was therefore complete and ready for analysis at the time of closing the survey for further participation. The biographic data on individual respondents contained the following key features: 41% from 3rd reporting level in their organisations; 65% having more than 3 years’ experience in their organisations; 83% having been with their organisations for more than 3 years and 79.2% having a tertiary qualification. The qualifications and overall experience of the majority of respondents provided for a reasonable assumption that the sample could be relied on to provide well informed and therefore highly valid data. An overall individual response rate of 427 out of a possible 560 respondents was achieved, constituting a percentage response of 76.3%. Developed countries constituted 29% of the responses against 71% from Developing countries whilst organisation response ratio constituted 50 % (20) and 41% (14) respectively. The individual response rate from Developing countries was twice that of Developed countries. The response rate at organisation level presented a more balanced ratio of 59% Developed and 41% Developing country ratio. Organisations and respondents over Developed countries were well spread over several countries. Primary and secondary organisations were closely balanced within Developed and Developing countries respective responses. Countries surveyed were Belgium, France, Germany, Honduras, Hungary, Ireland; Italy, Namibia, Netherlands, Portugal, Russian Federation, South Africa, Spain, Sweden, Switzerland, United Kingdom and the USA. An equal number of 11 organisations from Developing and Developed countries respectively qualified for analysis. This amounted to 22 companies surveyed in all. In the exploratory part of the study the difference between Primary and Secondary sector organisations was found to be small and it was decided to abandon this distinction for any further analysis. An Exploratory Factor Analysis identified the relationships between the underlying Factors in their own right, ignoring the prior literature-based theoretical structure of 7 world-class Criteria with their related Practices. A Confirmatory Factor Analysis sought to confirm whether the extent to which the 7 world class Criteria and their related Practices as reported on in the literature review, and built into the survey instrument, actually did exist. Eighty-five point seven per cent of the Practices in the study could be confirmed in the literature reviewed, leaving 14.3% of the Practices unconfirmed. The implications of this finding are that not all world class Practices are applied consistently all the time by all organisations purported to be world class or who are ascending to becoming world class. Three Schools of Thought about the validity of world class Criteria over Developed and Developing countries emerged, each with its own set of implications and results. School of Thought One postulated that One size of world class criteria fits all, irrespective of Developed or Developing country context. However, no evidence could be found to support this ‘absolute’ School of Thought. Consequently this School of Thought had to be rejected. School of Thought Two postulates that Combinations of Criteria and their associated Practices are exclusive to Developed and Developing Countries In support of this postulate, two Exploratory Criteria (Performance and reward driven people and Customer-centric, shared vision driven leadership) and two Confirmatory Criteria (Ongoing stretch and future-driven strategising and An enabling and empowering people philosophy and practice) showed significant differences between Developed and Developing countries. In all instances of difference, the extent of practice in relation to each Criterion favoured Developed country organisations. The implication of this finding is twofold: Firstly, is that the School of Thought propagating that Combinations of Criteria and their associated Practices are exclusive to Developed and Developing Countries had to be accepted. Secondly, is that Developed Country organisations embrace the identified Criteria to a greater extent than their Developing country counterparts. This finding has a further implication in that it provides a notable explanation why organisations in Developed countries on the whole, outperform their counterparts in Developing countries. The practical significance of this implication has been built into a proposed empirically reconstituted world class model with ‘road maps’ for organisations in a Developing country like South Africa . Further to School of Thought Two, Extent of practice by importance revealed that the Practices: Leadership driving continual change; Core capabilities that enable business processes are built through ongoing learning; Innovative ideas born by working close to customers and suppliers are more important to Developing than Developing Countries: The implications of this evidence, and the reasons given, are that at practice level these three Practices are more important in Developing countries more as a matter of necessity and survival in a Developing Country context than groundbreaking forward-forging ways of doing business. , Prof. Theo H. Veldsman
- Full Text:
'n Organisasiestelsel vir 'n multidissiplinêre onderneming in die boubedryf
- Authors: Van Eeden, André
- Date: 2015-09-29
- Subjects: Building trades - Management , Industrial management
- Type: Thesis
- Identifier: uj:14211 , http://hdl.handle.net/10210/14658
- Description: M.Com. (Business Management) , Arising from the increasing complexity in the building industry, the co-ordination between the various disciplines becomes the primary problem. With the integration of disciplines into one organization, it seems that the proper structuring of the organization tend to obstruct coordination and effective collaboration. Because of the need to address this problem, this study was undertaken to present management of a multidisciplinary organization in the building industry with the necessary theoretical background regarding all the organizational aspects in order to accomplish the effective structuring of their activities ...
- Full Text:
- Authors: Van Eeden, André
- Date: 2015-09-29
- Subjects: Building trades - Management , Industrial management
- Type: Thesis
- Identifier: uj:14211 , http://hdl.handle.net/10210/14658
- Description: M.Com. (Business Management) , Arising from the increasing complexity in the building industry, the co-ordination between the various disciplines becomes the primary problem. With the integration of disciplines into one organization, it seems that the proper structuring of the organization tend to obstruct coordination and effective collaboration. Because of the need to address this problem, this study was undertaken to present management of a multidisciplinary organization in the building industry with the necessary theoretical background regarding all the organizational aspects in order to accomplish the effective structuring of their activities ...
- Full Text:
Critical success factors for the implementation of lean thinking in South African manufacturing organisations
- Authors: Vermaak, Theodorus Daniel
- Date: 2010-10-25T06:34:09Z
- Subjects: Organizational effectiveness , Organizational change , Industrial efficiency , Industrial management , Manufacturing industries
- Type: Thesis
- Identifier: uj:6938 , http://hdl.handle.net/10210/3448
- Description: D.Comm. , The point of departure of this study is that South African manufacturing organisations are far from being competitive in world-class terms, and that lean thinking has become a strategic necessity for many South African manufacturing organisations that want to compete successfully in today’s globalised economy which is characterised by fierce competition. However, even amongst the pioneers and advocates of lean thinking there is uncertainty as to the reasons why lean sometimes fail or do not achieve the same results as is the case at Toyota, the organisation that pioneered lean thinking as a business management strategy. Given the former stated problem the primary objective of this study is to identify the critical success factors for the successful implementation of lean thinking in South African manufacturing organisations. The literature study conducted identified the theoretical critical success factors, the independent variables in this study, as mindset and attitude; leadership; ordinary employees; strategic driver; basic stability; promotion office; lean tools and techniques; and integration. The indicators of lean thinking success, the dependent variables of this study, were identified as cost reduction and customer satisfaction. A convenient sample was used to collect primary data by means of a self developed questionnaire or measuring instrument. A factor analysis of the data yielded 5 critical success factors, which were labelled as philosophy and principles; people or soft issues; basic stability; strategic driver; and promotion office. The research further revealed that lean thinking has a very low success rate in South African manufacturing organisations (thereby justifying the reason for this study); that senior leadership has the biggest impact or influence on the sustainable success of lean thinking; and that trade unions are considered to have a limited positive impact on successful lean implementation. The emerged factors were interpreted and operationalised, and translated into practical recommendations for the successful implementation of lean thinking in South African manufacturing organisations. The most important recommendations relate to the role of people and leadership in a lean transformation; finding of an experienced facilitator; and lean thinking as a strategic driver. Recommendations for further research include the role of, and skills required by the human resources function and practitioners in a lean thinking organisation; and lean thinking training on tertiary level in South Africa. The study thus has theoretical, practical and methodological value for successful lean thinking implementation in South African manufacturing organisations.
- Full Text:
- Authors: Vermaak, Theodorus Daniel
- Date: 2010-10-25T06:34:09Z
- Subjects: Organizational effectiveness , Organizational change , Industrial efficiency , Industrial management , Manufacturing industries
- Type: Thesis
- Identifier: uj:6938 , http://hdl.handle.net/10210/3448
- Description: D.Comm. , The point of departure of this study is that South African manufacturing organisations are far from being competitive in world-class terms, and that lean thinking has become a strategic necessity for many South African manufacturing organisations that want to compete successfully in today’s globalised economy which is characterised by fierce competition. However, even amongst the pioneers and advocates of lean thinking there is uncertainty as to the reasons why lean sometimes fail or do not achieve the same results as is the case at Toyota, the organisation that pioneered lean thinking as a business management strategy. Given the former stated problem the primary objective of this study is to identify the critical success factors for the successful implementation of lean thinking in South African manufacturing organisations. The literature study conducted identified the theoretical critical success factors, the independent variables in this study, as mindset and attitude; leadership; ordinary employees; strategic driver; basic stability; promotion office; lean tools and techniques; and integration. The indicators of lean thinking success, the dependent variables of this study, were identified as cost reduction and customer satisfaction. A convenient sample was used to collect primary data by means of a self developed questionnaire or measuring instrument. A factor analysis of the data yielded 5 critical success factors, which were labelled as philosophy and principles; people or soft issues; basic stability; strategic driver; and promotion office. The research further revealed that lean thinking has a very low success rate in South African manufacturing organisations (thereby justifying the reason for this study); that senior leadership has the biggest impact or influence on the sustainable success of lean thinking; and that trade unions are considered to have a limited positive impact on successful lean implementation. The emerged factors were interpreted and operationalised, and translated into practical recommendations for the successful implementation of lean thinking in South African manufacturing organisations. The most important recommendations relate to the role of people and leadership in a lean transformation; finding of an experienced facilitator; and lean thinking as a strategic driver. Recommendations for further research include the role of, and skills required by the human resources function and practitioners in a lean thinking organisation; and lean thinking training on tertiary level in South Africa. The study thus has theoretical, practical and methodological value for successful lean thinking implementation in South African manufacturing organisations.
- Full Text:
Die bestuur van verandering : 'n teoretiese beskouing
- Authors: Volschenk, Carel Gabriel
- Date: 2014-04-14
- Subjects: Industrial management , Organizational change - South Africa , Organizational behavior - Research - South Africa
- Type: Thesis
- Identifier: uj:10605 , http://hdl.handle.net/10210/10128
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
- Full Text:
- Authors: Volschenk, Carel Gabriel
- Date: 2014-04-14
- Subjects: Industrial management , Organizational change - South Africa , Organizational behavior - Research - South Africa
- Type: Thesis
- Identifier: uj:10605 , http://hdl.handle.net/10210/10128
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
- Full Text:
Take van die projekrekenmeester in nywerheidsprojekbestuur
- Authors: Welgemoed, Barend Matheus
- Date: 2014-07-28
- Subjects: Project management - South Africa , Industrial management , Personnel management
- Type: Thesis
- Identifier: uj:11894 , http://hdl.handle.net/10210/11622
- Description: M.Com. (Business Management) , In the literature on industrial projects, very little attention is given to the administrative and project accounting aspects of project management. The emphasis falls on technical aspects and project management as a whole, and not specifically on the administrative duties as they are normally executed by a project accountant or project administrator. The purpose of this study is to investigate the administrative duties and the organisation and planning of- procedures as applicable to an industrial project, with particular reference to the professional project managing company in South Africa. In so doing, the more important aspects of project administration will be highlighted, so that the study could serve as a guide to interested parties. The motivation for the study is the importance of cost control, accurate records and accurate forecasting. These aspects are of prime importance if management is to maintain adequate and proper control over the project. The study is aimed at placing these tasks of the project accountant into perspective, in relation to project management as a whole. The study takes the form of a study of the available literature on the subject of project administration. Only the more important and relevant aspects of project administration will be discussed, as the scope of the study does not allow for all aspects to be discussed in detail and at great length...
- Full Text:
- Authors: Welgemoed, Barend Matheus
- Date: 2014-07-28
- Subjects: Project management - South Africa , Industrial management , Personnel management
- Type: Thesis
- Identifier: uj:11894 , http://hdl.handle.net/10210/11622
- Description: M.Com. (Business Management) , In the literature on industrial projects, very little attention is given to the administrative and project accounting aspects of project management. The emphasis falls on technical aspects and project management as a whole, and not specifically on the administrative duties as they are normally executed by a project accountant or project administrator. The purpose of this study is to investigate the administrative duties and the organisation and planning of- procedures as applicable to an industrial project, with particular reference to the professional project managing company in South Africa. In so doing, the more important aspects of project administration will be highlighted, so that the study could serve as a guide to interested parties. The motivation for the study is the importance of cost control, accurate records and accurate forecasting. These aspects are of prime importance if management is to maintain adequate and proper control over the project. The study is aimed at placing these tasks of the project accountant into perspective, in relation to project management as a whole. The study takes the form of a study of the available literature on the subject of project administration. Only the more important and relevant aspects of project administration will be discussed, as the scope of the study does not allow for all aspects to be discussed in detail and at great length...
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