Formulating an operational efficient strategy for the national health laboratory services in the Eastern Cape
- Authors: Sizila, Wandile
- Date: 2023-12
- Subjects: Strategic planning , Organizational effectiveness , Success in business
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/65993 , vital:74294
- Description: This treatise presents the formulation of an operational efficient strategy for the National Health Laboratory Services (NHLS) in the Eastern Cape. Operational inefficiency in the NHLS has the potential to delay laboratory results delivery for necessary health intervention, which may have a negative impact on individuals’ health or lead to death. The aim of the study is to highlight inadequacies that may cause poor service delivery and formulate an operational plan for the NHLS in the Eastern Cape. Strategic efficiency is derived from the resource-based and agent theories. Even though there is a difference between service and manufacturing industries, the operational strategic framework can be used in both. A strategic framework is implemented by assessing market requirements and using the top-down or bottom-up approach. To monitor and regulate these strategies, one can utilise, among others, scorecards, corporate social responsibility and risk management. This is a qualitative research study using semi-structured interviews to gather information from 11 participants. The study targeted managers in the NHLS Eastern Cape region, with a non-probability method, as the large number of managers in the entire region made it impossible to do a random study. Furthermore, the data were analysed by the thematic analysis method. The literature review identified six factors that influence public sector efficiency, namely, compliance issues, ethics, financial expense management, resource optimisation, accountability and service delivery. The primary study revealed several inadequacies in the NHLS Eastern Cape, namely, inefficient human resources practices, underutilising technology, ambiguous policies, delayed turnaround time, lack of financial training for management and lack of support from cross-functional departments. In addition, the results of the study warrant the following recommendations: Proper orientation of staff, with modules pertaining not only to their duties and reporting structure but also to the policies of the organisations and conduct; SWOT analyses and surveys could also be used to assess internal staff and external factors that may hinder efficiency; the installation of solar panels for laboratories, starting with the vulnerable labs in remote areas, wireless internet technology, mobile applications and software. The region also needs to practice good corporate governance, update its policies regularly and budget for all operations, including quasi fiscal activities. Lastly, support departments need to comply with an ISO certification. , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business School, 2023 , Abstract.
- Full Text: false
- Date Issued: 2022-04
- Date Issued: 2023-12
- Authors: Sizila, Wandile
- Date: 2023-12
- Subjects: Strategic planning , Organizational effectiveness , Success in business
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/65993 , vital:74294
- Description: This treatise presents the formulation of an operational efficient strategy for the National Health Laboratory Services (NHLS) in the Eastern Cape. Operational inefficiency in the NHLS has the potential to delay laboratory results delivery for necessary health intervention, which may have a negative impact on individuals’ health or lead to death. The aim of the study is to highlight inadequacies that may cause poor service delivery and formulate an operational plan for the NHLS in the Eastern Cape. Strategic efficiency is derived from the resource-based and agent theories. Even though there is a difference between service and manufacturing industries, the operational strategic framework can be used in both. A strategic framework is implemented by assessing market requirements and using the top-down or bottom-up approach. To monitor and regulate these strategies, one can utilise, among others, scorecards, corporate social responsibility and risk management. This is a qualitative research study using semi-structured interviews to gather information from 11 participants. The study targeted managers in the NHLS Eastern Cape region, with a non-probability method, as the large number of managers in the entire region made it impossible to do a random study. Furthermore, the data were analysed by the thematic analysis method. The literature review identified six factors that influence public sector efficiency, namely, compliance issues, ethics, financial expense management, resource optimisation, accountability and service delivery. The primary study revealed several inadequacies in the NHLS Eastern Cape, namely, inefficient human resources practices, underutilising technology, ambiguous policies, delayed turnaround time, lack of financial training for management and lack of support from cross-functional departments. In addition, the results of the study warrant the following recommendations: Proper orientation of staff, with modules pertaining not only to their duties and reporting structure but also to the policies of the organisations and conduct; SWOT analyses and surveys could also be used to assess internal staff and external factors that may hinder efficiency; the installation of solar panels for laboratories, starting with the vulnerable labs in remote areas, wireless internet technology, mobile applications and software. The region also needs to practice good corporate governance, update its policies regularly and budget for all operations, including quasi fiscal activities. Lastly, support departments need to comply with an ISO certification. , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business School, 2023 , Abstract.
- Full Text: false
- Date Issued: 2022-04
- Date Issued: 2023-12
The mediating role of strategic innovation on the relationship between strategic thinking, strategic planning and performance of women-owned small businesses
- Nyati, Nokhutula Tinotenda https://orcid.org/0000-0002-6546-1786
- Authors: Nyati, Nokhutula Tinotenda https://orcid.org/0000-0002-6546-1786
- Date: 2023-09
- Subjects: Women-owned business enterprises -- Management , Strategic planning , Business enterprises
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/28948 , vital:75576
- Description: In recent years the number of SMMEs in general has been on the rise; moreover, what is remarkable about this rise is that the number of women entrepreneurs has also risen at the same time. Over the past decade’s women entrepreneurs have attracted the attention of many scholars because of the significant impact they have been having on economic growth, economic development and job creation, among many other benefits. Entrepreneurship and the participation of women in the formation of SMMEs has been recognised as a new strategy for women to be part of the ever-growing entrepreneurship population. Although there has been a rise in the number of womenowned SMMEs, there is however, a general under-performance of women-owned businesses versus their male counterparts. As such it is crucial to understand what impacts the performance of women-owned SMMEs and amongst the key factors is strategy which encompasses strategic thinking, strategic planning and strategic innovation. The purpose of this study was to investigate these factors, specifically the mediating role of strategic innovation, on the relationship between strategic thinking, strategic planning and performance of women-owned SMMEs. To achieve the purpose of this study, the study adopted a positivist paradigm because of its objective nature which is also supported by the quantitative research approach; in addition the study adopted the descriptive research design. An electronic questionnaire (online-administered) system was administered to the women in the Buffalo City Metropolitan Municipality (BCMM) which yielded 200 responses. Participants were selected through the convenience sampling technique across small businesses in the BCMM in the Eastern Cape province of South Africa. The Statistical Package for Social Sciences (SPSS) software and Smart PLS software were used for data analysis to test the hypotheses. Tests such as multiple linear regression, factor analysis, correlations, ANOVA and t-tests were used to test the hypotheses. The findings of the study showed that strategic thinking, strategic planning and strategic innovation have a significant influence on the performance of women-owned SMMEs. The study also found that strategic innovation does not mediate the relationship between strategic thinking, strategic planning and the performance of women-owned SMMEs. Instead, it is strategic planning that was found to have this mediating effect. As such, amongst other recommendations, it is recommended that women should take time to educate themselves on the concepts of strategy, strategic thinking, planning and innovation so that they can improve their performance and achieve competitive advantage within their respective industries. The study also recommended that the government and metropolitan municipality should encourage and develop support structures that will help women entrepreneurs to enhance and develop their strategic thinking, strategic planning and strategic innovation skills. , Thesis (MA) -- Faculty of Management and Commerce, 2023
- Full Text:
- Date Issued: 2023-09
- Authors: Nyati, Nokhutula Tinotenda https://orcid.org/0000-0002-6546-1786
- Date: 2023-09
- Subjects: Women-owned business enterprises -- Management , Strategic planning , Business enterprises
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/28948 , vital:75576
- Description: In recent years the number of SMMEs in general has been on the rise; moreover, what is remarkable about this rise is that the number of women entrepreneurs has also risen at the same time. Over the past decade’s women entrepreneurs have attracted the attention of many scholars because of the significant impact they have been having on economic growth, economic development and job creation, among many other benefits. Entrepreneurship and the participation of women in the formation of SMMEs has been recognised as a new strategy for women to be part of the ever-growing entrepreneurship population. Although there has been a rise in the number of womenowned SMMEs, there is however, a general under-performance of women-owned businesses versus their male counterparts. As such it is crucial to understand what impacts the performance of women-owned SMMEs and amongst the key factors is strategy which encompasses strategic thinking, strategic planning and strategic innovation. The purpose of this study was to investigate these factors, specifically the mediating role of strategic innovation, on the relationship between strategic thinking, strategic planning and performance of women-owned SMMEs. To achieve the purpose of this study, the study adopted a positivist paradigm because of its objective nature which is also supported by the quantitative research approach; in addition the study adopted the descriptive research design. An electronic questionnaire (online-administered) system was administered to the women in the Buffalo City Metropolitan Municipality (BCMM) which yielded 200 responses. Participants were selected through the convenience sampling technique across small businesses in the BCMM in the Eastern Cape province of South Africa. The Statistical Package for Social Sciences (SPSS) software and Smart PLS software were used for data analysis to test the hypotheses. Tests such as multiple linear regression, factor analysis, correlations, ANOVA and t-tests were used to test the hypotheses. The findings of the study showed that strategic thinking, strategic planning and strategic innovation have a significant influence on the performance of women-owned SMMEs. The study also found that strategic innovation does not mediate the relationship between strategic thinking, strategic planning and the performance of women-owned SMMEs. Instead, it is strategic planning that was found to have this mediating effect. As such, amongst other recommendations, it is recommended that women should take time to educate themselves on the concepts of strategy, strategic thinking, planning and innovation so that they can improve their performance and achieve competitive advantage within their respective industries. The study also recommended that the government and metropolitan municipality should encourage and develop support structures that will help women entrepreneurs to enhance and develop their strategic thinking, strategic planning and strategic innovation skills. , Thesis (MA) -- Faculty of Management and Commerce, 2023
- Full Text:
- Date Issued: 2023-09
Factors influencing strategy implementation within a selected state-owned entity in the Eastern Cape
- Authors: Matroos, Seth
- Date: 2022-04
- Subjects: corporate governance , Strategic planning
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/57894 , vital:58306
- Description: Strategy implementation faces many challenges within the public sector of South Africa. Previous research suggests that factors such as strategy formulation, strategy control and follow-up, leadership and suitability motivation, management and employees and corporate governance leading the change influence strategy implementation to various degrees. These factors are said to influence strategy implementation positively. The aim of the study was to investigate the relationships between the above-mentioned independent variables against a dependent variable, namely, strategy implementation. In the literature review, various topics such as leadership, strategy formulation and motivation, were discussed. Descriptive statistics were derived with regard to the prevailing levels of the various independent variables within the Coega Development Corporation. The sample of this study consisted of 50 employees at different levels within the Coega Development Corporation in the Eastern Cape. The regression analysis of this study showed that all factors were statically significant except leadership and suitability motivation, management, and employees. This factor was found to be statistically insignificant as the p value was greater than 0.05 (p= 0.169289). Furthermore, the statistical data analysis indicated that strategy implementation within the Coega Development Corporations is influenced positively by factors such as strategy formulation, strategy control and follow-up and corporate governance leading the change. The managerial implications of the empirical results were discussed in the study. , Thesis (MA) -- Faculty of Business and Economic science, 2022
- Full Text:
- Date Issued: 2022-04
Factors influencing strategy implementation within a selected state-owned entity in the Eastern Cape
- Authors: Matroos, Seth
- Date: 2022-04
- Subjects: corporate governance , Strategic planning
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/57894 , vital:58306
- Description: Strategy implementation faces many challenges within the public sector of South Africa. Previous research suggests that factors such as strategy formulation, strategy control and follow-up, leadership and suitability motivation, management and employees and corporate governance leading the change influence strategy implementation to various degrees. These factors are said to influence strategy implementation positively. The aim of the study was to investigate the relationships between the above-mentioned independent variables against a dependent variable, namely, strategy implementation. In the literature review, various topics such as leadership, strategy formulation and motivation, were discussed. Descriptive statistics were derived with regard to the prevailing levels of the various independent variables within the Coega Development Corporation. The sample of this study consisted of 50 employees at different levels within the Coega Development Corporation in the Eastern Cape. The regression analysis of this study showed that all factors were statically significant except leadership and suitability motivation, management, and employees. This factor was found to be statistically insignificant as the p value was greater than 0.05 (p= 0.169289). Furthermore, the statistical data analysis indicated that strategy implementation within the Coega Development Corporations is influenced positively by factors such as strategy formulation, strategy control and follow-up and corporate governance leading the change. The managerial implications of the empirical results were discussed in the study. , Thesis (MA) -- Faculty of Business and Economic science, 2022
- Full Text:
- Date Issued: 2022-04
How the roles of CEO's differ in response to different circumstances and in the context of succession: Anglo American-a case study
- Authors: Ball, Leslie
- Date: 2018
- Subjects: Organizational change , Strategic planning , Executive succession , Anglo American Corporation of South Africa, ltd.
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/60799 , vital:27832
- Description: A review of the literature revealed that firms are inherently influenced by leadership in the upper echelons of the organization. The seminal paper of Hambrick and Mason (1984) has sparked much interest in the realm of organizational leadership. Studies involving organizational leadership have concentrated on leadership styles, the manner in which leadership takes place, leadership succession and organizational performance in an attempt to understand the dynamics of the senior leadership of organizations. Research has also explored how changes in the top management of firms has impacted its performance. This research has primarily been concerned with how a firm is impacted, once succession takes place, and has focused on financial performance, change in strategy and stockholder reaction (Shen & Cannella, 2002; Barron, Chulkov & Waddell, 2011; Friedman & Singh, 1989). Although their predisposition will largely influence the manner in which the incoming CEO acts, the literature has largely neglected the role the incoming CEO must fulfil, and how he/she steers the company, once appointed. In response, the following aim was developed to address this gap: To describe how the roles of two CEO's of the same company differed, during different time periods. The CEO assumes various strategic leadership roles, which they carry out in the context of their new environment once succession has taken place. From the literature, six strategic leadership roles were identified, which formed the foundation of this study. These were strategy formulation, strategy implementation, developing organizational culture, emphasizing ethical practices, managing the firm's resource portfolio and establishing balanced controls. The study set out to comparatively analyze two CEO's of the same firm during different periods. Both CEO's were investigated from the perspective of strategic leadership roles, allowing a comparison of their behaviour. The study analyses and describes these roles, and how they differed between the CEO's, in reaction to differing situational factors and in the context of succession. The study employed a deductive qualitative case study research design. This allowed the researcher to examine the complex phenomenon which have previously been studied at a more superficial level using quantitative methods (Baxter & Jack, 2008; Parrino, 1997; Jooste & Fourie, 2009). A qualitative methodological approach allowed the researcher to examine the topic through a lens which takes into account human variables and processes (Baxter & Jack, 2008). Data was sampled using purposive and convenience sampling while applying the critical incident technique. Data was collected through information sources such as news articles, press releases, annual reports, online interviews, news websites and other documents. Thematical analysis was used during the analysis phase of the study and allowed for patterns and links to be drawn between the collected data. The succession from one CEO to the next served as the comparative element of the study, which allowed for a contrasting of how both CEO's carried out their strategic leadership roles by adapting to their environment, and how they guided the strategic trajectory of the company. The study also took into account what both CEO's were confronted with at the start of their tenure and how this influenced how they carried out their leadership roles. It was found that Cynthia Carroll exercised her roles in a manner which addressed ethical and stakeholder engagement issues within the business. This was translated directly into how she guided the trajectory of the company. Upon appointment, Mark Cutifani exercised his roles in a manner which addressed the organizational performance and financial well-being of the company. This translated directly into how he shaped Anglo's trajectory in an attempt to better its financial performance. Given how they exercised their strategic roles in the company, each CEO influenced Anglo American's direction in a different way, which in turn, influenced the performance of the organization. It was shown that Cynthia Carroll improved the stakeholder engagement, communication and safety within the company, demonstrating behaviour that emphasized the importance of the ethics of the company. When the business had been carrying out its ethical practices effectively, but underperforming financially, Cutifani demonstrated the roles which would be geared toward resurrecting the organizational performance of the organization. Recommendations are made for further research including applying the same research method to investigate how these roles are carried out in companies which operate in a broad spectrum of industries.
- Full Text:
- Date Issued: 2018
- Authors: Ball, Leslie
- Date: 2018
- Subjects: Organizational change , Strategic planning , Executive succession , Anglo American Corporation of South Africa, ltd.
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/60799 , vital:27832
- Description: A review of the literature revealed that firms are inherently influenced by leadership in the upper echelons of the organization. The seminal paper of Hambrick and Mason (1984) has sparked much interest in the realm of organizational leadership. Studies involving organizational leadership have concentrated on leadership styles, the manner in which leadership takes place, leadership succession and organizational performance in an attempt to understand the dynamics of the senior leadership of organizations. Research has also explored how changes in the top management of firms has impacted its performance. This research has primarily been concerned with how a firm is impacted, once succession takes place, and has focused on financial performance, change in strategy and stockholder reaction (Shen & Cannella, 2002; Barron, Chulkov & Waddell, 2011; Friedman & Singh, 1989). Although their predisposition will largely influence the manner in which the incoming CEO acts, the literature has largely neglected the role the incoming CEO must fulfil, and how he/she steers the company, once appointed. In response, the following aim was developed to address this gap: To describe how the roles of two CEO's of the same company differed, during different time periods. The CEO assumes various strategic leadership roles, which they carry out in the context of their new environment once succession has taken place. From the literature, six strategic leadership roles were identified, which formed the foundation of this study. These were strategy formulation, strategy implementation, developing organizational culture, emphasizing ethical practices, managing the firm's resource portfolio and establishing balanced controls. The study set out to comparatively analyze two CEO's of the same firm during different periods. Both CEO's were investigated from the perspective of strategic leadership roles, allowing a comparison of their behaviour. The study analyses and describes these roles, and how they differed between the CEO's, in reaction to differing situational factors and in the context of succession. The study employed a deductive qualitative case study research design. This allowed the researcher to examine the complex phenomenon which have previously been studied at a more superficial level using quantitative methods (Baxter & Jack, 2008; Parrino, 1997; Jooste & Fourie, 2009). A qualitative methodological approach allowed the researcher to examine the topic through a lens which takes into account human variables and processes (Baxter & Jack, 2008). Data was sampled using purposive and convenience sampling while applying the critical incident technique. Data was collected through information sources such as news articles, press releases, annual reports, online interviews, news websites and other documents. Thematical analysis was used during the analysis phase of the study and allowed for patterns and links to be drawn between the collected data. The succession from one CEO to the next served as the comparative element of the study, which allowed for a contrasting of how both CEO's carried out their strategic leadership roles by adapting to their environment, and how they guided the strategic trajectory of the company. The study also took into account what both CEO's were confronted with at the start of their tenure and how this influenced how they carried out their leadership roles. It was found that Cynthia Carroll exercised her roles in a manner which addressed ethical and stakeholder engagement issues within the business. This was translated directly into how she guided the trajectory of the company. Upon appointment, Mark Cutifani exercised his roles in a manner which addressed the organizational performance and financial well-being of the company. This translated directly into how he shaped Anglo's trajectory in an attempt to better its financial performance. Given how they exercised their strategic roles in the company, each CEO influenced Anglo American's direction in a different way, which in turn, influenced the performance of the organization. It was shown that Cynthia Carroll improved the stakeholder engagement, communication and safety within the company, demonstrating behaviour that emphasized the importance of the ethics of the company. When the business had been carrying out its ethical practices effectively, but underperforming financially, Cutifani demonstrated the roles which would be geared toward resurrecting the organizational performance of the organization. Recommendations are made for further research including applying the same research method to investigate how these roles are carried out in companies which operate in a broad spectrum of industries.
- Full Text:
- Date Issued: 2018
Labour and external stakeholder management in construction projects
- Authors: Sisilana, Vuyisile
- Date: 2018
- Subjects: Strategic planning , Project management Customer services -- Management
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: http://hdl.handle.net/10948/35622 , vital:33764
- Description: In the face of the unemployment crisis in South Africa, organisations involved in infrastructure projects are encouraged to engage local communities, to source any available skills as a form of labour on those projects, as an initiative to alleviate unemployment. This initiative presents numerous challenges in the coordination of resources and activities across organisations. Although this collaborative effort is for combating social problems in our local communities; it has resulted in costing organisations and government millions of Rands because of delays due to work stoppages and cost overruns in construction projects. Stakeholder management theory provides the grounding for this research. Although a framework already exists in project management for stakeholder management, but there is lack of research in the engagement of external stakeholders especially in local community projects and project managers struggle to make the stakeholder management processes relevant to this stakeholder. A qualitative study was undertaken, and the data was collected in the form of semi-structured interviews, to collect the views and perceptions from construction project managers involved in projects affected by local labour work stoppages. This study seeks to find out the real causes and effects of local labour work stoppages and finding efficient ways of resolving this. This research seeks to be a starting point for further research in work stoppages caused by business forums as it was concluded as a major cause during interviews with industry professionals. This research found that disruptions from business forums are one of the causes of work stoppages, which was not found in literature. This research concluded that government intervention is required to resolve this growing challenge. It has been concluded that the project stakeholder management processes are not applied in construction projects by project managers.
- Full Text:
- Date Issued: 2018
- Authors: Sisilana, Vuyisile
- Date: 2018
- Subjects: Strategic planning , Project management Customer services -- Management
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: http://hdl.handle.net/10948/35622 , vital:33764
- Description: In the face of the unemployment crisis in South Africa, organisations involved in infrastructure projects are encouraged to engage local communities, to source any available skills as a form of labour on those projects, as an initiative to alleviate unemployment. This initiative presents numerous challenges in the coordination of resources and activities across organisations. Although this collaborative effort is for combating social problems in our local communities; it has resulted in costing organisations and government millions of Rands because of delays due to work stoppages and cost overruns in construction projects. Stakeholder management theory provides the grounding for this research. Although a framework already exists in project management for stakeholder management, but there is lack of research in the engagement of external stakeholders especially in local community projects and project managers struggle to make the stakeholder management processes relevant to this stakeholder. A qualitative study was undertaken, and the data was collected in the form of semi-structured interviews, to collect the views and perceptions from construction project managers involved in projects affected by local labour work stoppages. This study seeks to find out the real causes and effects of local labour work stoppages and finding efficient ways of resolving this. This research seeks to be a starting point for further research in work stoppages caused by business forums as it was concluded as a major cause during interviews with industry professionals. This research found that disruptions from business forums are one of the causes of work stoppages, which was not found in literature. This research concluded that government intervention is required to resolve this growing challenge. It has been concluded that the project stakeholder management processes are not applied in construction projects by project managers.
- Full Text:
- Date Issued: 2018
The use of risk management practices in achieving strategic objectives at the Eastern Cape Socio-Economic Consultative Council (ECSECC)
- Authors: Somniso, Nozuko
- Date: 2017
- Subjects: Risk management -- South Africa -- Eastern Cape Risk management -- Case studies , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/14367 , vital:27575
- Description: The practices of risk management are important in business, because they allow organisations to improve communication with all stakeholders and to be upfront and proactive in dealing with risks. Risk management also supports the achievement of the organisation’s strategic objectives which leads to a controlled working environment characterised by quality, efficiency and effectiveness. As such it is necessary to understand risk management, its benefits, significance and importance in implementing an organisation’s responsibilities. This understanding is especially vital for ECSECC so that risk management is utilised to achieve strategic objectives in a more deliberate manner. This qualitative study was conducted to demonstrate how ECSECC uses risk management to achieve its strategic objectives by analysing ECSECC’s risk management initiatives, their effectiveness and ultimately to provide recommendations to improve the current practices. The total population of nine executive managers from ECSECC was sampled and the data was collected through personal interviews and the content analysis of ECSECC documents. The findings of the research showed that ECSECC was aware of its risk and risks were identified for 2015/2016 and recorded in ECSECC documents. This awareness was also confirmed by the interview findings. The interview findings also revealed that risk management is indeed embedded in ECSECC activities and there are various risk management interventions in place. However the risk management interventions in mitigating the identified risks were relatively ineffective as certain shortcomings were identified. The study is beneficial to ECSECC management in order to ensure that the current risk management initiatives are effective and that there is a clear connection between the utilisation of risk management in achieving ECSECC’s strategic objectives. Organisations similar to ECSECC can also learn the importance of managing risks effectively to achieve strategic objectives and the benefits of risk management as a management tool.
- Full Text:
- Date Issued: 2017
- Authors: Somniso, Nozuko
- Date: 2017
- Subjects: Risk management -- South Africa -- Eastern Cape Risk management -- Case studies , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/14367 , vital:27575
- Description: The practices of risk management are important in business, because they allow organisations to improve communication with all stakeholders and to be upfront and proactive in dealing with risks. Risk management also supports the achievement of the organisation’s strategic objectives which leads to a controlled working environment characterised by quality, efficiency and effectiveness. As such it is necessary to understand risk management, its benefits, significance and importance in implementing an organisation’s responsibilities. This understanding is especially vital for ECSECC so that risk management is utilised to achieve strategic objectives in a more deliberate manner. This qualitative study was conducted to demonstrate how ECSECC uses risk management to achieve its strategic objectives by analysing ECSECC’s risk management initiatives, their effectiveness and ultimately to provide recommendations to improve the current practices. The total population of nine executive managers from ECSECC was sampled and the data was collected through personal interviews and the content analysis of ECSECC documents. The findings of the research showed that ECSECC was aware of its risk and risks were identified for 2015/2016 and recorded in ECSECC documents. This awareness was also confirmed by the interview findings. The interview findings also revealed that risk management is indeed embedded in ECSECC activities and there are various risk management interventions in place. However the risk management interventions in mitigating the identified risks were relatively ineffective as certain shortcomings were identified. The study is beneficial to ECSECC management in order to ensure that the current risk management initiatives are effective and that there is a clear connection between the utilisation of risk management in achieving ECSECC’s strategic objectives. Organisations similar to ECSECC can also learn the importance of managing risks effectively to achieve strategic objectives and the benefits of risk management as a management tool.
- Full Text:
- Date Issued: 2017
A frame for improving employee commitment to a sustainability strategy
- Authors: Kanyi, Juliet
- Date: 2015
- Subjects: Employee morale , Strategic planning , Sustainable development
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/3832 , vital:20467
- Description: The changing business environment has increasingly driven organisations to incorporate sustainability into their corporate strategy for them to remain competitive. The economic, social and environmental goals and objectives of the organisation are now being factored into corporate strategy. This is as a result of the opportunities presented with the adoption of sustainability as a strategy and the threats caused by failure to adopt sustainability within their corporate strategy. For organisations to reap any benefits of incorporating sustainability, successful implementation of the strategy is needed. The role employees’ play in the implementation process of the sustainability strategy is critical. For successful implementation of the strategy, employee commitment is required as they have to adjust their actions and behaviours to be congruent with those required for the successful implementation of the sustainability strategy. However literature suggests that employees have received little attention in past research in regard to sustainability especially in emerging markets where research on sustainability has been limited. For this reason, the research problem for this study was how employee commitment can be improved towards the implementation of the sustainability strategy in their day-to-day operations. To achieve this objective, a conceptual framework was developed by investigating the organisational factors that impact on employee commitment to implementing sustainability in their day-to-day activities. To develop the conceptual framework, a literature review was conducted. The conceptual framework served as a basis for the construction of the questionnaire, to determine the nature of employee commitment to sustainability, to what extent they were implementing sustainability in their day-to-day activities and finally for the employees who were committed and were implementing sustainability what were the organisational factors that influenced their commitment to the sustainability strategy. The questionnaire was distributed to employees of different organisations in the Nelson Mandela Bay Metropolitan area who were MBA students at Nelson Mandela Metropolitan University. The findings of the empirical study indicate that the majority (75.5%) of the respondents were committed to all the tenets of sustainability, and were implementing the sustainability strategy. Though there were trade-offs in how the sustainability strategy was implemented, with the economic aspect having precedence where 84.5% of the respondents were implementing it, 70% of the respondents were implementing the social aspect of sustainability and 72.2% implementing the environmental tenet of sustainability. The organisational factors that influenced employee commitment to sustainability as was developed in the conceptual framework were all positively confirmed by the findings of the empirical study. Employee socialisation had the highest influence on commitment, followed by leadership, culture, communication, sustainability programmes and finally performance management. Formal and informal socialisation in the form of training and influence from experienced employees was the leading organisational factor that influenced commitment. The different roles top and middle management played in regard to sustainability followed. The organisational culture that existed in the organisation and the internal communication that was received all contributed to employee commitment to sustainability. The sustainability programmes in place and performance management systems in place were all organisational factors contributing to employee commitment to sustainability.
- Full Text:
- Date Issued: 2015
- Authors: Kanyi, Juliet
- Date: 2015
- Subjects: Employee morale , Strategic planning , Sustainable development
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/3832 , vital:20467
- Description: The changing business environment has increasingly driven organisations to incorporate sustainability into their corporate strategy for them to remain competitive. The economic, social and environmental goals and objectives of the organisation are now being factored into corporate strategy. This is as a result of the opportunities presented with the adoption of sustainability as a strategy and the threats caused by failure to adopt sustainability within their corporate strategy. For organisations to reap any benefits of incorporating sustainability, successful implementation of the strategy is needed. The role employees’ play in the implementation process of the sustainability strategy is critical. For successful implementation of the strategy, employee commitment is required as they have to adjust their actions and behaviours to be congruent with those required for the successful implementation of the sustainability strategy. However literature suggests that employees have received little attention in past research in regard to sustainability especially in emerging markets where research on sustainability has been limited. For this reason, the research problem for this study was how employee commitment can be improved towards the implementation of the sustainability strategy in their day-to-day operations. To achieve this objective, a conceptual framework was developed by investigating the organisational factors that impact on employee commitment to implementing sustainability in their day-to-day activities. To develop the conceptual framework, a literature review was conducted. The conceptual framework served as a basis for the construction of the questionnaire, to determine the nature of employee commitment to sustainability, to what extent they were implementing sustainability in their day-to-day activities and finally for the employees who were committed and were implementing sustainability what were the organisational factors that influenced their commitment to the sustainability strategy. The questionnaire was distributed to employees of different organisations in the Nelson Mandela Bay Metropolitan area who were MBA students at Nelson Mandela Metropolitan University. The findings of the empirical study indicate that the majority (75.5%) of the respondents were committed to all the tenets of sustainability, and were implementing the sustainability strategy. Though there were trade-offs in how the sustainability strategy was implemented, with the economic aspect having precedence where 84.5% of the respondents were implementing it, 70% of the respondents were implementing the social aspect of sustainability and 72.2% implementing the environmental tenet of sustainability. The organisational factors that influenced employee commitment to sustainability as was developed in the conceptual framework were all positively confirmed by the findings of the empirical study. Employee socialisation had the highest influence on commitment, followed by leadership, culture, communication, sustainability programmes and finally performance management. Formal and informal socialisation in the form of training and influence from experienced employees was the leading organisational factor that influenced commitment. The different roles top and middle management played in regard to sustainability followed. The organisational culture that existed in the organisation and the internal communication that was received all contributed to employee commitment to sustainability. The sustainability programmes in place and performance management systems in place were all organisational factors contributing to employee commitment to sustainability.
- Full Text:
- Date Issued: 2015
Enhancing project success using an organisational architecture approach
- Authors: Jonker, Martin
- Date: 2015
- Subjects: Project management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/4101 , vital:20512
- Description: Poor project performance creates a dilemma for managers in both the public and private sectors. Much research has been conducted on project success, but the relationship between organisational architecture and project success has not been fully explored. This led to the main research question of the study, which was: How can project success be better explained and understood from the perspective of organisational architecture theory? A literature review was conducted on the nature of projects, the project environment, and how project success can be defined and measured, including a discussion on success criteria and critical success factors. Organisational architecture was broken down into its core components. These components were further categorised into structural, operational or procedural, and behavioural (culture, motivation and leadership) components after which literature within each of these components were analysed and discussed. The study used a positivistic paradigm and collected quantitative data that was statistically analysed. An electronic questionnaire was successfully launched and distributed via an email link, which worked through the Nelson Mandela Metropolitan University (NMMU) web survey system. This was done within the framework of built environment projects that are typically implemented through partnerships between the public and private sector. A satisfactory response rate was obtained from built environment professionals in South Africa to allow inference of the sample results to the population. The following hypotheses were tested in this study: H1.1: The perception of South African built environment professionals is that there is a significant relationship between organisational structure and project success. H1.2: The perception of South African built environment professionals is that there is a significant relationship between the use and application of traditional operations management tools and techniques and project success. H1.3: The perception of South African built environment professionals is that there is a significant relationship between organisational culture and project success. H1.4: The perception of South African built environment professionals is that there is a significant relationship between motivation and project success. H1.5: The perception of South African built environment professionals is that there is a significant relationship between leadership and project success. An analysis of the survey results revealed that, according to South African built environment professionals, there is an overall significant relationship between organisational architecture and project success. Following an overview of the main findings, an Organisational Architecture – Project Success (OAPS) framework was presented as a recommendation of how to better explain and understand the relationship between organisational architecture and project success.
- Full Text:
- Date Issued: 2015
- Authors: Jonker, Martin
- Date: 2015
- Subjects: Project management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/4101 , vital:20512
- Description: Poor project performance creates a dilemma for managers in both the public and private sectors. Much research has been conducted on project success, but the relationship between organisational architecture and project success has not been fully explored. This led to the main research question of the study, which was: How can project success be better explained and understood from the perspective of organisational architecture theory? A literature review was conducted on the nature of projects, the project environment, and how project success can be defined and measured, including a discussion on success criteria and critical success factors. Organisational architecture was broken down into its core components. These components were further categorised into structural, operational or procedural, and behavioural (culture, motivation and leadership) components after which literature within each of these components were analysed and discussed. The study used a positivistic paradigm and collected quantitative data that was statistically analysed. An electronic questionnaire was successfully launched and distributed via an email link, which worked through the Nelson Mandela Metropolitan University (NMMU) web survey system. This was done within the framework of built environment projects that are typically implemented through partnerships between the public and private sector. A satisfactory response rate was obtained from built environment professionals in South Africa to allow inference of the sample results to the population. The following hypotheses were tested in this study: H1.1: The perception of South African built environment professionals is that there is a significant relationship between organisational structure and project success. H1.2: The perception of South African built environment professionals is that there is a significant relationship between the use and application of traditional operations management tools and techniques and project success. H1.3: The perception of South African built environment professionals is that there is a significant relationship between organisational culture and project success. H1.4: The perception of South African built environment professionals is that there is a significant relationship between motivation and project success. H1.5: The perception of South African built environment professionals is that there is a significant relationship between leadership and project success. An analysis of the survey results revealed that, according to South African built environment professionals, there is an overall significant relationship between organisational architecture and project success. Following an overview of the main findings, an Organisational Architecture – Project Success (OAPS) framework was presented as a recommendation of how to better explain and understand the relationship between organisational architecture and project success.
- Full Text:
- Date Issued: 2015
Strategic planning as a tool for investment decision-making for SMEs in Nelson Mandela Metropole
- Authors: Kikine, Bereng Nimrode
- Date: 2013
- Subjects: Small business -- Management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6455 , vital:21092
- Description: All around the world, SMEs are perceived as the engine room of economic growth, job creation and poverty alleviation, due to their flexibility and quick adaptability to change. It is believed that, for developing countries to address their social and economic challenges, it would be beneficial if they leverage the potential that the SME sector potentially possess. However, despite the government focus on supporting and encouraging the establishment of SMEs through the small business development programmes in order to address these social challenges, SME sector has experienced a high degree of business mortality, which impacts negatively on the ability to create sustainable employment opportunities in the long term. This view is supported by the work of (Ligthelm and Cant 2003). According to the global economic monitor (GEM), the small business mortality in South Africa is among the highest in the world. It is said that that most newly established SMEs will not survive beyond 48 months Von Broembsen, as cited in Olawale and Garwe (2010: 730). One of the reasons that lead to the high failure rate of SMEs is the lack of strategic planning and the poor allocation of resources. The literature review suggests that SMEs that embark on strategic planning are the ones that are most likely to experience sales growth, personnel growth and asset value growth, as opposed those that do not do any strategic planning at all. The primary objective of this research was to establish how a strategic planning process can be used as an investment decision-making tool for manufacturing SMEs in the Nelson Mandela Metropole. In order to address this research problem, the following sub-problems had to be solved: - What strategic planning processes do current SME managers use? - What strategic performance measurement systems do SME owner-managers currently use? - What capital budgeting techniques are currently being used by SME’s in the region? - How do SME owner-managers evaluate the risk of the projects at hand? The research design was methodological triangulation in nature, that is, using both qualitative and quantitative methodologies, though a quantitative paradigm was more dominant that the qualitative paradigm. A questionnaire was designed as a primary source of data collection from a selected sample group. The empirical study revealed that there is some level of strategic planning amongst SMEs, however, it is mostly informal and unstructured. It also emerged that strategic planning can be used as more than just a performance measurement tool, it can contribute more effectively to strategic alignment, organisational learning and diffusion of knowledge throughout the organisation. The empirical study also suggests that SMEs understand that capital budgeting is critical for the success of the organisations. However, very few SMEs have a formal capital budgeting process. It also became evident that most SMEs are still relying on the traditional capital budgeting techniques; that is, ‘gut feel’ and the payback methods of evaluating projects. The empirical study suggests that the largest group of SMEs rely on break-even analysis and scenario planning as the major indicators of the impact the projects will or may have on the organisation. The recommendations have thus been made to address the challenges facing SMEs with regard to strategic planning, strategic performance measurement, capital budgeting and project risk evaluation.
- Full Text:
- Date Issued: 2013
- Authors: Kikine, Bereng Nimrode
- Date: 2013
- Subjects: Small business -- Management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6455 , vital:21092
- Description: All around the world, SMEs are perceived as the engine room of economic growth, job creation and poverty alleviation, due to their flexibility and quick adaptability to change. It is believed that, for developing countries to address their social and economic challenges, it would be beneficial if they leverage the potential that the SME sector potentially possess. However, despite the government focus on supporting and encouraging the establishment of SMEs through the small business development programmes in order to address these social challenges, SME sector has experienced a high degree of business mortality, which impacts negatively on the ability to create sustainable employment opportunities in the long term. This view is supported by the work of (Ligthelm and Cant 2003). According to the global economic monitor (GEM), the small business mortality in South Africa is among the highest in the world. It is said that that most newly established SMEs will not survive beyond 48 months Von Broembsen, as cited in Olawale and Garwe (2010: 730). One of the reasons that lead to the high failure rate of SMEs is the lack of strategic planning and the poor allocation of resources. The literature review suggests that SMEs that embark on strategic planning are the ones that are most likely to experience sales growth, personnel growth and asset value growth, as opposed those that do not do any strategic planning at all. The primary objective of this research was to establish how a strategic planning process can be used as an investment decision-making tool for manufacturing SMEs in the Nelson Mandela Metropole. In order to address this research problem, the following sub-problems had to be solved: - What strategic planning processes do current SME managers use? - What strategic performance measurement systems do SME owner-managers currently use? - What capital budgeting techniques are currently being used by SME’s in the region? - How do SME owner-managers evaluate the risk of the projects at hand? The research design was methodological triangulation in nature, that is, using both qualitative and quantitative methodologies, though a quantitative paradigm was more dominant that the qualitative paradigm. A questionnaire was designed as a primary source of data collection from a selected sample group. The empirical study revealed that there is some level of strategic planning amongst SMEs, however, it is mostly informal and unstructured. It also emerged that strategic planning can be used as more than just a performance measurement tool, it can contribute more effectively to strategic alignment, organisational learning and diffusion of knowledge throughout the organisation. The empirical study also suggests that SMEs understand that capital budgeting is critical for the success of the organisations. However, very few SMEs have a formal capital budgeting process. It also became evident that most SMEs are still relying on the traditional capital budgeting techniques; that is, ‘gut feel’ and the payback methods of evaluating projects. The empirical study suggests that the largest group of SMEs rely on break-even analysis and scenario planning as the major indicators of the impact the projects will or may have on the organisation. The recommendations have thus been made to address the challenges facing SMEs with regard to strategic planning, strategic performance measurement, capital budgeting and project risk evaluation.
- Full Text:
- Date Issued: 2013
Strategic planning as a tool for investment decision-making for SMEs in Nelson Mandela Metropole
- Authors: Kikine, Bereng Nimrode
- Date: 2013
- Subjects: Small business -- Management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6465 , vital:21094
- Description: All around the world, SMEs are perceived as the engine room of economic growth, job creation and poverty alleviation, due to their flexibility and quick adaptability to change. It is believed that, for developing countries to address their social and economic challenges, it would be beneficial if they leverage the potential that the SME sector potentially possess. However, despite the government focus on supporting and encouraging the establishment of SMEs through the small business development programmes in order to address these social challenges, SME sector has experienced a high degree of business mortality, which impacts negatively on the ability to create sustainable employment opportunities in the long term. This view is supported by the work of (Ligthelm and Cant 2003). According to the global economic monitor (GEM), the small business mortality in South Africa is among the highest in the world. It is said that that most newly established SMEs will not survive beyond 48 months Von Broembsen, as cited in Olawale and Garwe (2010: 730). One of the reasons that lead to the high failure rate of SMEs is the lack of strategic planning and the poor allocation of resources. The literature review suggests that SMEs that embark on strategic planning are the ones that are most likely to experience sales growth, personnel growth and asset value growth, as opposed those that do not do any strategic planning at all. The primary objective of this research was to establish how a strategic planning process can be used as an investment decision-making tool for manufacturing SMEs in the Nelson Mandela Metropole. In order to address this research problem, the following sub-problems had to be solved: What strategic planning processes do current SME managers use?; What strategic performance measurement systems do SME owner-managers currently use?; What capital budgeting techniques are currently being used by SME’s in the region?; How do SME owner-managers evaluate the risk of the projects at hand?. The research design was methodological triangulation in nature, that is, using both qualitative and quantitative methodologies, though a quantitative paradigm was more dominant that the qualitative paradigm. A questionnaire was designed as a primary source of data collection from a selected sample group. The empirical study revealed that there is some level of strategic planning amongst SMEs, however, it is mostly informal and unstructured. It also emerged that strategic planning can be used as more than just a performance measurement tool, it can contribute more effectively to strategic alignment, organisational learning and diffusion of knowledge throughout the organisation. The empirical study also suggests that SMEs understand that capital budgeting is critical for the success of the organisations. However, very few SMEs have a formal capital budgeting process. It also became evident that most SMEs are still relying on the traditional capital budgeting techniques; that is, ‘gut feel’ and the payback methods of evaluating projects. The empirical study suggests that the largest group of SMEs rely on break-even analysis and scenario planning as the major indicators of the impact the projects will or may have on the organisation. The recommendations have thus been made to address the challenges facing SMEs with regard to strategic planning, strategic performance measurement, capital budgeting and project risk evaluation.
- Full Text:
- Date Issued: 2013
- Authors: Kikine, Bereng Nimrode
- Date: 2013
- Subjects: Small business -- Management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6465 , vital:21094
- Description: All around the world, SMEs are perceived as the engine room of economic growth, job creation and poverty alleviation, due to their flexibility and quick adaptability to change. It is believed that, for developing countries to address their social and economic challenges, it would be beneficial if they leverage the potential that the SME sector potentially possess. However, despite the government focus on supporting and encouraging the establishment of SMEs through the small business development programmes in order to address these social challenges, SME sector has experienced a high degree of business mortality, which impacts negatively on the ability to create sustainable employment opportunities in the long term. This view is supported by the work of (Ligthelm and Cant 2003). According to the global economic monitor (GEM), the small business mortality in South Africa is among the highest in the world. It is said that that most newly established SMEs will not survive beyond 48 months Von Broembsen, as cited in Olawale and Garwe (2010: 730). One of the reasons that lead to the high failure rate of SMEs is the lack of strategic planning and the poor allocation of resources. The literature review suggests that SMEs that embark on strategic planning are the ones that are most likely to experience sales growth, personnel growth and asset value growth, as opposed those that do not do any strategic planning at all. The primary objective of this research was to establish how a strategic planning process can be used as an investment decision-making tool for manufacturing SMEs in the Nelson Mandela Metropole. In order to address this research problem, the following sub-problems had to be solved: What strategic planning processes do current SME managers use?; What strategic performance measurement systems do SME owner-managers currently use?; What capital budgeting techniques are currently being used by SME’s in the region?; How do SME owner-managers evaluate the risk of the projects at hand?. The research design was methodological triangulation in nature, that is, using both qualitative and quantitative methodologies, though a quantitative paradigm was more dominant that the qualitative paradigm. A questionnaire was designed as a primary source of data collection from a selected sample group. The empirical study revealed that there is some level of strategic planning amongst SMEs, however, it is mostly informal and unstructured. It also emerged that strategic planning can be used as more than just a performance measurement tool, it can contribute more effectively to strategic alignment, organisational learning and diffusion of knowledge throughout the organisation. The empirical study also suggests that SMEs understand that capital budgeting is critical for the success of the organisations. However, very few SMEs have a formal capital budgeting process. It also became evident that most SMEs are still relying on the traditional capital budgeting techniques; that is, ‘gut feel’ and the payback methods of evaluating projects. The empirical study suggests that the largest group of SMEs rely on break-even analysis and scenario planning as the major indicators of the impact the projects will or may have on the organisation. The recommendations have thus been made to address the challenges facing SMEs with regard to strategic planning, strategic performance measurement, capital budgeting and project risk evaluation.
- Full Text:
- Date Issued: 2013
The influence of dynamic capabilities on innovation capability in dynamic high velocity environments
- Authors: Williams, Barry Owen
- Date: 2013
- Subjects: Reengineering (Management) , Technological innovations , Organizational change -- Management , Strategic planning , Organizational effectiveness
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9310 , http://hdl.handle.net/10948/d1018577
- Description: The current business environment is experiencing increased levels of uncertainty, competition and change. Influenced by forces such as globalisation, fast paced technological change, recession and emerging markets, the current business environment is required to continuously adapt to these conditions and deliver new products or services to an increasingly demanding market. Such dynamic environments are characterised by fast and unpredictable changes that place traditional competitive advantages under pressure, requiring a continual pursuit of temporary game changers or radical disruptors. With radical innovation considered to be one of the key drivers of disruption and success within these environments, it has become critical for organisations to create a sustainable stream of new products that push the boundaries of technology and that ensures that those organisations stay ahead of their competitors. In dynamic environments, success is short-lived and temporary gains are quickly eroded as the competition catches up or jumps ahead. The ability for continual change, agility, ambidexterity and superior decision making, all contribute to maintaining the current advantages and quickly closing widening gaps in the innovation race. This study investigates the degree to which these dynamic capabilities influence an organisation’s innovation capability.
- Full Text:
- Date Issued: 2013
The influence of dynamic capabilities on innovation capability in dynamic high velocity environments
- Authors: Williams, Barry Owen
- Date: 2013
- Subjects: Reengineering (Management) , Technological innovations , Organizational change -- Management , Strategic planning , Organizational effectiveness
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9310 , http://hdl.handle.net/10948/d1018577
- Description: The current business environment is experiencing increased levels of uncertainty, competition and change. Influenced by forces such as globalisation, fast paced technological change, recession and emerging markets, the current business environment is required to continuously adapt to these conditions and deliver new products or services to an increasingly demanding market. Such dynamic environments are characterised by fast and unpredictable changes that place traditional competitive advantages under pressure, requiring a continual pursuit of temporary game changers or radical disruptors. With radical innovation considered to be one of the key drivers of disruption and success within these environments, it has become critical for organisations to create a sustainable stream of new products that push the boundaries of technology and that ensures that those organisations stay ahead of their competitors. In dynamic environments, success is short-lived and temporary gains are quickly eroded as the competition catches up or jumps ahead. The ability for continual change, agility, ambidexterity and superior decision making, all contribute to maintaining the current advantages and quickly closing widening gaps in the innovation race. This study investigates the degree to which these dynamic capabilities influence an organisation’s innovation capability.
- Full Text:
- Date Issued: 2013
An evaluation of the nature and extent of alignment between the strategic performance plans of selected Eastern Cape provincial government departments and the provincial growth and development plan 2004-2014
- Authors: Mbanga, Sijekula Larrington
- Date: 2012
- Subjects: Eastern Cape Provincial government (South Africa) , Strategic planning , Public administration -- South Africa -- Planning , Performance -- Management
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: vital:8253 , http://hdl.handle.net/10948/d1011942 , Eastern Cape Provincial government (South Africa) , Strategic planning , Public administration -- South Africa -- Planning , Performance -- Management
- Description: One of the key challenges that continue to confront governments, worldwide, with regard to development management, other than the obvious limited resources to meet the overwhelming and competing needs of the constituencies, is the efficiency and effectiveness of the state machinery. Within state machinery itself the major issue that is viewed as a primary shortcoming is the process of translating sound development policies into implementable programmes and projects. Within the processes of policy implementation the key weaknesses appear to lie on planning processes. As such, governments continue to cite poor alignment between policies, plans and priorities across various spheres of government, a challenge that manifests itself in a lack of integrated service delivery, duplication in application of resources and efforts, lack of sustainability of development initiatives, slow pace and poor quality of services provided to communities. This study was aimed at evaluating the nature and extent of alignment between the Strategic Performance Plans of selected Eastern Cape provincial government departments and the Provincial Growth and Development Plan (PGDP): 2004-2014. The main objectives of the study were to gain insight into the nature and extent of alignment between the Strategic Performance Plans of selected Eastern Cape provincial government departments and the PGDP objectives, indicators and targets; identify the new service delivery mechanisms, policies, procedures and change management plans that have been introduced, if any, to ensure the successful implementation of the PGDP programmes; and indentify risks and challenges that pose a threat to the successful implementation of the PGDP programmes and provide preliminary risk response strategies. Of paramount importance is that this study was not limited to assessing the nature and extent of harmony or strategic fit between a macro-provincial plan, known as the PGDP, and sector specific plans, called Strategic Performance Plans, but it sought to determine the bases of alignment, where it exists, and sources of misalignment where planning disjuncture are found. To this end, the study was intended to generate a conceptual framework for assessing alignment of plans within public institutions across all levels of government. Ten provincial government departments drawn from the four provincial administrative clusters that feed their work into, and hence accountable to various Cabinet Committees and, ultimately, Cabinet, participated in the study. Key issues that emerged, and remained unresolved, during the direct engagement of provincial government departments were consolidated and verified, later on, with the public entity that supports the Office of the Premier on matters of macro-policy and strategy development and socio-economic research, known as the Eastern Cape Socio Economic and Consultative Council (ECSECC). This study followed a qualitative research methodology approach. Strategic Performance Plans of selected provincial government departments were analysed to establish linkages with the PGDP. A standard Alignment Evaluation Matrix was utilized to provide the results of content analysis of departmental plans. This Matrix was developed based on extensive literature study conducted that yielded a working Strategic Planning Alignment Model. The results of analysis of departmental plans and the key features of the Planning Alignment Model formed the basis of engagement of selected government departments during field study. Managers and officials working in components such as Strategic Planning, Monitoring and Evaluation, Special Programmes, infrastructure Planning, Demand Management and Research, Budget Planning and Control, Municipal Support, Geographic Information Systems and Spatial Planning, participated in the focus groupdiscussions. This study revealed both positive and negative factors on how provincial government departments have, over time, attempted to give effect to the intentions of the Provincial Growth and Development Plan; 2004-2014. Firstly, the study demonstrated that the PGDP was viewed in the same light as any other planning framework generated at national and local government level, with its priorities and targets found in the same basket of policy issues that are competing for limited resources. Secondly, it was found that the PGDP has, over time, degenerated in terms of its strategic significance in the planning environment, with new priorities that have emerged at a national government level securing more attention of politicians and senior administrators at the detriment of the PGDP intentions. Political championing of the PGDP was viewed as having dwindled from one term of government to the next. As such, the PGDP was not found to be having the level of significance and traction that the regionalist-planning paradigm is beginning to suggest within the global policy development discourse. Thirdly, the study revealed that while plans of selected government departments had a sound articulation of the PGDP goals, this did not translate into well-costed operational plans with clear targets and timelines that link to the 2014 targets. Organisational structures and service delivery models of the selected government departments had not fundamentally changed since the PGDP was introduced in the Province. Incremental changes to departmental processes have been seen since the PGDP came into effect. The changes were more influenced by new priorities that emerged at national government level. As such, provincial government departments continued to be more inclined towards sector priorities which could be viewed as unfunded provincial priorities. As such, budget allocation to PGDP programmes was limited from department to department, due to competing national priorities. One argument advanced for this disjuncture in planning was that the PGDP itself should have, from time to time, been reviewed to consider priorities that might have emerged at national and local government sphere, including conditions that have changed in the socio, economic and political environments. This seemed not to have happened, despite a Planning Coordination and Monitoring Unit being established within the Office of the Premier, during PGDP inception, for this explicit purpose. Fourthly, the study noted the challenge of different planning cycles between the provincial and local government spheres, which was viewed as promoting planning disjuncture within the two spheres. This was pointed out as of critical importance in alignment since provincial government departments are expected to respond to community needs that are embodied in Integrated Development Plans of municipalities. For this vertical integration to happen, the study revealed that there has been over-reliance in inter-governmental structures which were relatively weak in various municipalities. In the same vein, horizontal integration at provincial government level seemed to be a challenge also due to the ineffectiveness of the cluster system introduced since 1999. While part of a Cluster system, and submitting plans and reports to Clusters, provincial government departments continued to work in silos. Priority setting, spatial targeting and resource allocation has remained a competency of individual provincial departments. The cluster budgeting and programme implementation envisaged in the PGDP was still to be seen, and it appeared that there was no Treasury tool to give effect to this noble intention. In fact, this intention was viewed as contradictory with the spirit of the Public Finance Management Act, 1999 that places single financial accountability on Heads of Departments, as individuals rather than a group or cluster. Fifthly, the study further revealed that the PGDP itself had design deficiencies that created a challenge for implementation, monitoring and evaluation. The PGDP was viewed as straddling between being a strategic framework that guides socio-economic planning, with a longer-term focus, and being a provincial plan. The PGDP was also found to be an all encompassing plan that contains a basket of everything that a provincial government would be expected to do. A viewpoint advanced herein regards international experience which suggests that being strategic means being selective, sorting the critical few from the important many, and giving that selection a ‘bite’ by shifting resources and demanding performance sufficient to make the desired impact. The latter was viewed as a fundamental shortcoming of the PGDP. In fact, the study revealed that some of the PGDP programmes were underway within provincial government departments even before the PGDP was formulated. Whether those programmes would serve the province achieve the few outcomes it set itself for 2014, is a matter the PGDP design could not confirm. It also transpired that a number of provincial departments were not adequately consulted during the determination of PGDP targets. Furthermore, it has emerged that the province lacks coherent competency at a level higher than provincial departments, which is capacitated with a pool of analysts possessing a deeper appreciation of various government sectors and the provincial economy. This competency would include development planners, spatial planners, sector policy analysts, researchers and other technical skills.
- Full Text:
- Date Issued: 2012
- Authors: Mbanga, Sijekula Larrington
- Date: 2012
- Subjects: Eastern Cape Provincial government (South Africa) , Strategic planning , Public administration -- South Africa -- Planning , Performance -- Management
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: vital:8253 , http://hdl.handle.net/10948/d1011942 , Eastern Cape Provincial government (South Africa) , Strategic planning , Public administration -- South Africa -- Planning , Performance -- Management
- Description: One of the key challenges that continue to confront governments, worldwide, with regard to development management, other than the obvious limited resources to meet the overwhelming and competing needs of the constituencies, is the efficiency and effectiveness of the state machinery. Within state machinery itself the major issue that is viewed as a primary shortcoming is the process of translating sound development policies into implementable programmes and projects. Within the processes of policy implementation the key weaknesses appear to lie on planning processes. As such, governments continue to cite poor alignment between policies, plans and priorities across various spheres of government, a challenge that manifests itself in a lack of integrated service delivery, duplication in application of resources and efforts, lack of sustainability of development initiatives, slow pace and poor quality of services provided to communities. This study was aimed at evaluating the nature and extent of alignment between the Strategic Performance Plans of selected Eastern Cape provincial government departments and the Provincial Growth and Development Plan (PGDP): 2004-2014. The main objectives of the study were to gain insight into the nature and extent of alignment between the Strategic Performance Plans of selected Eastern Cape provincial government departments and the PGDP objectives, indicators and targets; identify the new service delivery mechanisms, policies, procedures and change management plans that have been introduced, if any, to ensure the successful implementation of the PGDP programmes; and indentify risks and challenges that pose a threat to the successful implementation of the PGDP programmes and provide preliminary risk response strategies. Of paramount importance is that this study was not limited to assessing the nature and extent of harmony or strategic fit between a macro-provincial plan, known as the PGDP, and sector specific plans, called Strategic Performance Plans, but it sought to determine the bases of alignment, where it exists, and sources of misalignment where planning disjuncture are found. To this end, the study was intended to generate a conceptual framework for assessing alignment of plans within public institutions across all levels of government. Ten provincial government departments drawn from the four provincial administrative clusters that feed their work into, and hence accountable to various Cabinet Committees and, ultimately, Cabinet, participated in the study. Key issues that emerged, and remained unresolved, during the direct engagement of provincial government departments were consolidated and verified, later on, with the public entity that supports the Office of the Premier on matters of macro-policy and strategy development and socio-economic research, known as the Eastern Cape Socio Economic and Consultative Council (ECSECC). This study followed a qualitative research methodology approach. Strategic Performance Plans of selected provincial government departments were analysed to establish linkages with the PGDP. A standard Alignment Evaluation Matrix was utilized to provide the results of content analysis of departmental plans. This Matrix was developed based on extensive literature study conducted that yielded a working Strategic Planning Alignment Model. The results of analysis of departmental plans and the key features of the Planning Alignment Model formed the basis of engagement of selected government departments during field study. Managers and officials working in components such as Strategic Planning, Monitoring and Evaluation, Special Programmes, infrastructure Planning, Demand Management and Research, Budget Planning and Control, Municipal Support, Geographic Information Systems and Spatial Planning, participated in the focus groupdiscussions. This study revealed both positive and negative factors on how provincial government departments have, over time, attempted to give effect to the intentions of the Provincial Growth and Development Plan; 2004-2014. Firstly, the study demonstrated that the PGDP was viewed in the same light as any other planning framework generated at national and local government level, with its priorities and targets found in the same basket of policy issues that are competing for limited resources. Secondly, it was found that the PGDP has, over time, degenerated in terms of its strategic significance in the planning environment, with new priorities that have emerged at a national government level securing more attention of politicians and senior administrators at the detriment of the PGDP intentions. Political championing of the PGDP was viewed as having dwindled from one term of government to the next. As such, the PGDP was not found to be having the level of significance and traction that the regionalist-planning paradigm is beginning to suggest within the global policy development discourse. Thirdly, the study revealed that while plans of selected government departments had a sound articulation of the PGDP goals, this did not translate into well-costed operational plans with clear targets and timelines that link to the 2014 targets. Organisational structures and service delivery models of the selected government departments had not fundamentally changed since the PGDP was introduced in the Province. Incremental changes to departmental processes have been seen since the PGDP came into effect. The changes were more influenced by new priorities that emerged at national government level. As such, provincial government departments continued to be more inclined towards sector priorities which could be viewed as unfunded provincial priorities. As such, budget allocation to PGDP programmes was limited from department to department, due to competing national priorities. One argument advanced for this disjuncture in planning was that the PGDP itself should have, from time to time, been reviewed to consider priorities that might have emerged at national and local government sphere, including conditions that have changed in the socio, economic and political environments. This seemed not to have happened, despite a Planning Coordination and Monitoring Unit being established within the Office of the Premier, during PGDP inception, for this explicit purpose. Fourthly, the study noted the challenge of different planning cycles between the provincial and local government spheres, which was viewed as promoting planning disjuncture within the two spheres. This was pointed out as of critical importance in alignment since provincial government departments are expected to respond to community needs that are embodied in Integrated Development Plans of municipalities. For this vertical integration to happen, the study revealed that there has been over-reliance in inter-governmental structures which were relatively weak in various municipalities. In the same vein, horizontal integration at provincial government level seemed to be a challenge also due to the ineffectiveness of the cluster system introduced since 1999. While part of a Cluster system, and submitting plans and reports to Clusters, provincial government departments continued to work in silos. Priority setting, spatial targeting and resource allocation has remained a competency of individual provincial departments. The cluster budgeting and programme implementation envisaged in the PGDP was still to be seen, and it appeared that there was no Treasury tool to give effect to this noble intention. In fact, this intention was viewed as contradictory with the spirit of the Public Finance Management Act, 1999 that places single financial accountability on Heads of Departments, as individuals rather than a group or cluster. Fifthly, the study further revealed that the PGDP itself had design deficiencies that created a challenge for implementation, monitoring and evaluation. The PGDP was viewed as straddling between being a strategic framework that guides socio-economic planning, with a longer-term focus, and being a provincial plan. The PGDP was also found to be an all encompassing plan that contains a basket of everything that a provincial government would be expected to do. A viewpoint advanced herein regards international experience which suggests that being strategic means being selective, sorting the critical few from the important many, and giving that selection a ‘bite’ by shifting resources and demanding performance sufficient to make the desired impact. The latter was viewed as a fundamental shortcoming of the PGDP. In fact, the study revealed that some of the PGDP programmes were underway within provincial government departments even before the PGDP was formulated. Whether those programmes would serve the province achieve the few outcomes it set itself for 2014, is a matter the PGDP design could not confirm. It also transpired that a number of provincial departments were not adequately consulted during the determination of PGDP targets. Furthermore, it has emerged that the province lacks coherent competency at a level higher than provincial departments, which is capacitated with a pool of analysts possessing a deeper appreciation of various government sectors and the provincial economy. This competency would include development planners, spatial planners, sector policy analysts, researchers and other technical skills.
- Full Text:
- Date Issued: 2012
Can project managers do it alone?: the role of total project leadership on project success
- Authors: Mangqalaza, Qaqambile
- Date: 2012
- Subjects: Project managers , Project management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8802 , http://hdl.handle.net/10948/d1017029
- Description: The primary objective of the study was to establish the role that is played by team member leadership and strategic leadership, in complementing project manager competencies, on project success. Ultimately, the study is meant to assist project organizations and project managers in crafting leadership development programmes and plans that entrench leadership as a complementary aspect among project participators. The study is modelled on the concept that there are essentially three levels of leadership in projects, namely: (a) executive, (b) management and (c) operational level (DuBrin, 2010). There is therefore a complementary leadership relationship between company executives, project managers and team members that contribute to project success. Most current project leadership practices emphasize the project manager’s competencies as the key driving force in project success. Howell and Shamir (2005) assert that many writers in leadership agree that leadership is an interdependent relationship between the leader and the follower, yet leadership theories are too “leader-centric”. Beyer (1999) and Yukl (1998) in Howell and Shamir (2005) also criticized charismatic leadership theories as promoting stereotypes of “heroic leadership” that single-handedly determine the fate of the groups and organizations and that followers are a submissive lot to the leader’s will and demands. The literature study revealed that there are different perspectives on project success. Project managers and team members mostly focus on operational objectives of cost, time and quality requirements to the detriment of the business results, yet top management focus on business results. Further the literature showed that certain leadership theories only recognise the project manager for leadership on projects while others accept that followers themselves are leaders and that formal leadership is becoming irrelevant. Leadership is meant to be distributed to various role players in the team since it is a complementary construct. The empirical study consisted of a structured questionnaire distributed to a population of company executives, project managers and project team members in various project organizations predominantly in the Eastern Cape. The structured questionnaire was aimed at gathering views on the aspects of project success and project leadership, especially the role played by the strategic leadership and team member leadership as active participants that complement the project manager in achieving project success. The results of the empirical study revealed that: Project success straddled both the notion of meeting time, cost and quality requirements as well as achieving strategic business results. Leadership is a relationship between the leader and the led and that it must be dispersed to various participators in the team. Top management (executives) play a valuable role in linking projects to strategy and ensuring an aligned selection of projects. Team members play an active role in leadership, empowering the project leader and influencing his or her behaviour and consequently determining the results of the leadership relationship. Recommendations are presented for increasing project success through total leadership. These recommendations include that: Management in project organisations should expand the definition and understanding of project success at all levels. Executive management in project organisations should always view projects as strategic weapons to compete in the market place. The strategic imperatives of projects and project selection are not a once-off exercise but further taken to implementation at project level through strategy implementation and monitoring. Team members should be recognised as active participators in project leadership relationship. It is an obsolete idea to assume that as a result of the project manager having good leadership qualities and competencies that the team members will automatically follow.
- Full Text:
- Date Issued: 2012
- Authors: Mangqalaza, Qaqambile
- Date: 2012
- Subjects: Project managers , Project management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8802 , http://hdl.handle.net/10948/d1017029
- Description: The primary objective of the study was to establish the role that is played by team member leadership and strategic leadership, in complementing project manager competencies, on project success. Ultimately, the study is meant to assist project organizations and project managers in crafting leadership development programmes and plans that entrench leadership as a complementary aspect among project participators. The study is modelled on the concept that there are essentially three levels of leadership in projects, namely: (a) executive, (b) management and (c) operational level (DuBrin, 2010). There is therefore a complementary leadership relationship between company executives, project managers and team members that contribute to project success. Most current project leadership practices emphasize the project manager’s competencies as the key driving force in project success. Howell and Shamir (2005) assert that many writers in leadership agree that leadership is an interdependent relationship between the leader and the follower, yet leadership theories are too “leader-centric”. Beyer (1999) and Yukl (1998) in Howell and Shamir (2005) also criticized charismatic leadership theories as promoting stereotypes of “heroic leadership” that single-handedly determine the fate of the groups and organizations and that followers are a submissive lot to the leader’s will and demands. The literature study revealed that there are different perspectives on project success. Project managers and team members mostly focus on operational objectives of cost, time and quality requirements to the detriment of the business results, yet top management focus on business results. Further the literature showed that certain leadership theories only recognise the project manager for leadership on projects while others accept that followers themselves are leaders and that formal leadership is becoming irrelevant. Leadership is meant to be distributed to various role players in the team since it is a complementary construct. The empirical study consisted of a structured questionnaire distributed to a population of company executives, project managers and project team members in various project organizations predominantly in the Eastern Cape. The structured questionnaire was aimed at gathering views on the aspects of project success and project leadership, especially the role played by the strategic leadership and team member leadership as active participants that complement the project manager in achieving project success. The results of the empirical study revealed that: Project success straddled both the notion of meeting time, cost and quality requirements as well as achieving strategic business results. Leadership is a relationship between the leader and the led and that it must be dispersed to various participators in the team. Top management (executives) play a valuable role in linking projects to strategy and ensuring an aligned selection of projects. Team members play an active role in leadership, empowering the project leader and influencing his or her behaviour and consequently determining the results of the leadership relationship. Recommendations are presented for increasing project success through total leadership. These recommendations include that: Management in project organisations should expand the definition and understanding of project success at all levels. Executive management in project organisations should always view projects as strategic weapons to compete in the market place. The strategic imperatives of projects and project selection are not a once-off exercise but further taken to implementation at project level through strategy implementation and monitoring. Team members should be recognised as active participators in project leadership relationship. It is an obsolete idea to assume that as a result of the project manager having good leadership qualities and competencies that the team members will automatically follow.
- Full Text:
- Date Issued: 2012
Elements in global hospitality expansion
- Authors: Van Oudtshoorn, Clive Niel
- Date: 2012
- Subjects: Hospitality industry , International business enterprises , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8838 , http://hdl.handle.net/10948/d1019970
- Description: This study reflects an investigation into four elements that could affect global expansion strategies within the hotel industry. In both emerging and developed economies, the increased growth within the services sector has become more apparent. There is considerable knowledge and literature available on the process of internationalisation, globalisation and expansion within the services sector and as this information is important to understand the internationalisation process itself, the decision to expand (cross border) presents a number of opportunities and challenges to the hotel industry. Hotels are comprised of a number of divisions and departments, which collectively offer unique services and facilities to various markets. Within this context, careful consideration is required with respect to an organisation‟s overall strategic objectives, the internal structure and how government and cultural influences and differences affect global expansion. Organisational matters such as strategic objectives as well as operational functions such as financial, marketing and sales, human resources and organisational design must also be considered as hotels require synergy within each of these various components in order to function optimally. When international or globalisation opportunities present themselves or are proactively sought, organisations need to ensure that various factors are clearly understood, analysed and identified. These include the most appropriate strategy required, the organisations own internal capacity levels, governmental influences and cultural dynamics. An in-depth literature review regarding the internationalisation process was conducted where-after a review was compiled and interviews set up with directors of hotel groups who are responsible for global expansion within their respective organisations. The sample included three local South African and two international hotel groups who either were contemplating or who had already expanded internationally. It is evident that hotel companies have a preference to non-equity based expansion either through management contracts or joint ventures. In addition, expansion into emerging markets required a different approach to that of developed markets and a unique understanding of the government and cultural influences of the host country was required.
- Full Text:
- Date Issued: 2012
- Authors: Van Oudtshoorn, Clive Niel
- Date: 2012
- Subjects: Hospitality industry , International business enterprises , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8838 , http://hdl.handle.net/10948/d1019970
- Description: This study reflects an investigation into four elements that could affect global expansion strategies within the hotel industry. In both emerging and developed economies, the increased growth within the services sector has become more apparent. There is considerable knowledge and literature available on the process of internationalisation, globalisation and expansion within the services sector and as this information is important to understand the internationalisation process itself, the decision to expand (cross border) presents a number of opportunities and challenges to the hotel industry. Hotels are comprised of a number of divisions and departments, which collectively offer unique services and facilities to various markets. Within this context, careful consideration is required with respect to an organisation‟s overall strategic objectives, the internal structure and how government and cultural influences and differences affect global expansion. Organisational matters such as strategic objectives as well as operational functions such as financial, marketing and sales, human resources and organisational design must also be considered as hotels require synergy within each of these various components in order to function optimally. When international or globalisation opportunities present themselves or are proactively sought, organisations need to ensure that various factors are clearly understood, analysed and identified. These include the most appropriate strategy required, the organisations own internal capacity levels, governmental influences and cultural dynamics. An in-depth literature review regarding the internationalisation process was conducted where-after a review was compiled and interviews set up with directors of hotel groups who are responsible for global expansion within their respective organisations. The sample included three local South African and two international hotel groups who either were contemplating or who had already expanded internationally. It is evident that hotel companies have a preference to non-equity based expansion either through management contracts or joint ventures. In addition, expansion into emerging markets required a different approach to that of developed markets and a unique understanding of the government and cultural influences of the host country was required.
- Full Text:
- Date Issued: 2012
Strategy implementation: a critical assessment of the application of integrated risk management in the implementation of Eastern Cape Province provincial growth and development strategy (ECPGDS)
- Tshayingca-Mashiya, Nontsikelelo Valencia
- Authors: Tshayingca-Mashiya, Nontsikelelo Valencia
- Date: 2012
- Subjects: Risk assessment -- South Africa -- Eastern Cape -- Growth , Risk assessment -- Development -- South Africa -- Eastern Cape , Strategic planning , Risk management
- Language: English
- Type: Thesis , Doctoral , PhD (in Public Administration)
- Identifier: vital:11678 , http://hdl.handle.net/10353/d1007305 , Risk assessment -- South Africa -- Eastern Cape -- Growth , Risk assessment -- Development -- South Africa -- Eastern Cape , Strategic planning , Risk management
- Description: Strategic Management cycle consist of strategic planning, implementation, monitoring, evaluation and review of strategy. Strategy implementation has thus become the most significant management challenge. Yang et al. (2010) claim that although formulating a consistent strategy is a difficult task for any management team, making that strategy work and implementing it throughout the organisation is even more difficult. Yang further argues that Strategy implementation has been recorded as a key challenge for today’s organisations. According to Gurowitz (2008, there is evidence which shows that less than 10 percent of strategies formulated are effectively executed. Hrebiniak (2005) advances that; failure in organisations to effectively execute strategies is often as a result of limitation in linking organisational goals with objectives (operations). There are many other factors that influence the success of strategy implementation, ranging from the people who communicate or implement the strategy, to the systems or mechanisms in place for co-ordination. Brynard (2005) asserts that strategy implementation is equally challenging for management in Government departments, given that efforts of Government are aimed at improving service delivery. Poor strategy implementation is linked to poor service delivery. It is also worth noting that whilst implementation is acknowledged as a challenge, joint planning and joint implementation policies and strategies experience even a greater challenge in their implementation According to Young (2006), Debra and Yeates (2008), strategy implementation is in itself a risk because of its impact on the processes, people, and the systems. Strategy implementation is thus considered one of the main risk factors in organisations. In concurring with this view, Lorenzi et al. (2008) proposes that, strategy implementation implies change, and therefore poses risk to the processes, the people and the systems.
- Full Text:
- Date Issued: 2012
- Authors: Tshayingca-Mashiya, Nontsikelelo Valencia
- Date: 2012
- Subjects: Risk assessment -- South Africa -- Eastern Cape -- Growth , Risk assessment -- Development -- South Africa -- Eastern Cape , Strategic planning , Risk management
- Language: English
- Type: Thesis , Doctoral , PhD (in Public Administration)
- Identifier: vital:11678 , http://hdl.handle.net/10353/d1007305 , Risk assessment -- South Africa -- Eastern Cape -- Growth , Risk assessment -- Development -- South Africa -- Eastern Cape , Strategic planning , Risk management
- Description: Strategic Management cycle consist of strategic planning, implementation, monitoring, evaluation and review of strategy. Strategy implementation has thus become the most significant management challenge. Yang et al. (2010) claim that although formulating a consistent strategy is a difficult task for any management team, making that strategy work and implementing it throughout the organisation is even more difficult. Yang further argues that Strategy implementation has been recorded as a key challenge for today’s organisations. According to Gurowitz (2008, there is evidence which shows that less than 10 percent of strategies formulated are effectively executed. Hrebiniak (2005) advances that; failure in organisations to effectively execute strategies is often as a result of limitation in linking organisational goals with objectives (operations). There are many other factors that influence the success of strategy implementation, ranging from the people who communicate or implement the strategy, to the systems or mechanisms in place for co-ordination. Brynard (2005) asserts that strategy implementation is equally challenging for management in Government departments, given that efforts of Government are aimed at improving service delivery. Poor strategy implementation is linked to poor service delivery. It is also worth noting that whilst implementation is acknowledged as a challenge, joint planning and joint implementation policies and strategies experience even a greater challenge in their implementation According to Young (2006), Debra and Yeates (2008), strategy implementation is in itself a risk because of its impact on the processes, people, and the systems. Strategy implementation is thus considered one of the main risk factors in organisations. In concurring with this view, Lorenzi et al. (2008) proposes that, strategy implementation implies change, and therefore poses risk to the processes, the people and the systems.
- Full Text:
- Date Issued: 2012
Perceptions of Chinese students on the quality of the academic programmes and services offered at Nelson Mandela Metropolitan University
- Authors: Song, Junli
- Date: 2011
- Subjects: Nelson Mandela Metropolitan University -- Curricula -- Chinese students , Chinese students -- Education (Higher) -- South Africa -- Port Elizabeth , Strategic planning , Service industries -- Marketing
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9359 , http://hdl.handle.net/10948/1368 , Nelson Mandela Metropolitan University -- Curricula -- Chinese students , Chinese students -- Education (Higher) -- South Africa -- Port Elizabeth , Strategic planning , Service industries -- Marketing
- Description: With English as the medium of academic exchange, Chinese students are the largest single overseas student group in the English speaking countries (2010). Relative to the outbound education market of other countries, the Chinese education market is large, and it is currently receiving much attention globally. Not only is South Africa one of countries where English is spoken, it has relatively speaking, low study fees and easily-accessed visas compared with countries in Europe and the United States. Therefore, South African universities have a virtually unlimited potential for receiving Chinese students. For South African education providers, particularly NMMU as the host university for the research in question, in order to render the expected education quality and to cater for the Chinese education market effectively, it is of utmost importance that the institutions have a clear understanding of Chinese students’ expectations as well as their actual academic experiences (in the broadest context) when studying at this university. The above is closely linked to the expected educational quality, the actual educational delivery as experienced by Chinese students, as well as the levels of satisfaction they experience as students at NMMU. The purpose of this research project is twofold. Firstly, it aims to construct a theoretical model showing the variables and relationships pertaining to expected and actual educational delivery as experienced by Chinese students. Having assessed the perceptions of the respondents based on the findings, another purpose is to design appropriate educational marketing strategies suitable to address the academic needs and expectations of Chinese students in the broadest context. By designing appropriate education strategies, the potential to develop the Chinese education market in South Africa will be enhanced. Given the purpose and nature of the research in question, methodological triangulation strategies were used. A Likert seven-point scale research instrument was developed and administered. Due to the limited number of respondents (n=61), the Likert scale instrument was further subjected to enrich the data by means of face-to-face interviews with 61 Chinese students (respondents), who shared their perceptions on the expectations and actual experiences of NMMU academic programme quality encounters. By following the methodological triangulation strategies, the validity of the findings is enhanced. The phenomenological dimension of the research was conducted according to guidelines as documented in secondary sources. The findings of the matched pair t-tests indicated that significant statistical differences do exist between the ‘expectations’ and ‘actual experiences’ of Chinese students’ perceived academic programme quality. Sufficient evidence is available at the 95 percent level of significance to support the hypothesis H1, namely: “There are differences between Chinese students’ ‘expected’ and ‘perceived’ academic programme quality (actual experience) of NMMU”. Besides the matched pair t-tests, further statistical analyses were performed by means of calculating Cohen’s ‘d’ values and relative percentage ratings to assess the magnitude of the “gap” between expectations and actual experiences of Chinese students studying at NMMU. The findings revealed that the Chinese students were not completely satisfied with their actual experiences when studying at NMMU. The above statistical findings were endorsed by the qualitative findings. Three sets of conclusions and recommendations were identified for this research. Firstly, conclusions emanating from secondary sources on service quality and students’ satisfaction literature were provided, such that students satisfaction is seen more as a psychological state which reveals an overall feeling of the students’ purchase and consumption experience. Secondly, the conclusions linked to the empirical findings revealed significant statistical differences between the expectations and perceptions (actual experiences) of Chinese students’ perceived academic programme quality. Finally, recommendations on relevant NMMU educational marketing objectives/ strategies can be grouped into four domains: - To build a customer-led education business which adheres to the principles of true marketing orientation with the focus on Chinese students. To achieve this objective a high level of understanding of Chinese students’ specific needs and wants when studying at NMMU is of utmost importance. The effective marketing positioning of NMMU can render leverage benefits to themselves and their clientele. - Findings from the biographic data analyses are significant to the positioning strategies and market segmentation strategies of NMMU. - The decision on a proper positioning strategy entails the choice of target market segments, which will determine where and how the education business competes and its choice of differential advantages. - The South African education providers should have appropriate educational brands to entice the Chinese students’ support.
- Full Text:
- Date Issued: 2011
- Authors: Song, Junli
- Date: 2011
- Subjects: Nelson Mandela Metropolitan University -- Curricula -- Chinese students , Chinese students -- Education (Higher) -- South Africa -- Port Elizabeth , Strategic planning , Service industries -- Marketing
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9359 , http://hdl.handle.net/10948/1368 , Nelson Mandela Metropolitan University -- Curricula -- Chinese students , Chinese students -- Education (Higher) -- South Africa -- Port Elizabeth , Strategic planning , Service industries -- Marketing
- Description: With English as the medium of academic exchange, Chinese students are the largest single overseas student group in the English speaking countries (2010). Relative to the outbound education market of other countries, the Chinese education market is large, and it is currently receiving much attention globally. Not only is South Africa one of countries where English is spoken, it has relatively speaking, low study fees and easily-accessed visas compared with countries in Europe and the United States. Therefore, South African universities have a virtually unlimited potential for receiving Chinese students. For South African education providers, particularly NMMU as the host university for the research in question, in order to render the expected education quality and to cater for the Chinese education market effectively, it is of utmost importance that the institutions have a clear understanding of Chinese students’ expectations as well as their actual academic experiences (in the broadest context) when studying at this university. The above is closely linked to the expected educational quality, the actual educational delivery as experienced by Chinese students, as well as the levels of satisfaction they experience as students at NMMU. The purpose of this research project is twofold. Firstly, it aims to construct a theoretical model showing the variables and relationships pertaining to expected and actual educational delivery as experienced by Chinese students. Having assessed the perceptions of the respondents based on the findings, another purpose is to design appropriate educational marketing strategies suitable to address the academic needs and expectations of Chinese students in the broadest context. By designing appropriate education strategies, the potential to develop the Chinese education market in South Africa will be enhanced. Given the purpose and nature of the research in question, methodological triangulation strategies were used. A Likert seven-point scale research instrument was developed and administered. Due to the limited number of respondents (n=61), the Likert scale instrument was further subjected to enrich the data by means of face-to-face interviews with 61 Chinese students (respondents), who shared their perceptions on the expectations and actual experiences of NMMU academic programme quality encounters. By following the methodological triangulation strategies, the validity of the findings is enhanced. The phenomenological dimension of the research was conducted according to guidelines as documented in secondary sources. The findings of the matched pair t-tests indicated that significant statistical differences do exist between the ‘expectations’ and ‘actual experiences’ of Chinese students’ perceived academic programme quality. Sufficient evidence is available at the 95 percent level of significance to support the hypothesis H1, namely: “There are differences between Chinese students’ ‘expected’ and ‘perceived’ academic programme quality (actual experience) of NMMU”. Besides the matched pair t-tests, further statistical analyses were performed by means of calculating Cohen’s ‘d’ values and relative percentage ratings to assess the magnitude of the “gap” between expectations and actual experiences of Chinese students studying at NMMU. The findings revealed that the Chinese students were not completely satisfied with their actual experiences when studying at NMMU. The above statistical findings were endorsed by the qualitative findings. Three sets of conclusions and recommendations were identified for this research. Firstly, conclusions emanating from secondary sources on service quality and students’ satisfaction literature were provided, such that students satisfaction is seen more as a psychological state which reveals an overall feeling of the students’ purchase and consumption experience. Secondly, the conclusions linked to the empirical findings revealed significant statistical differences between the expectations and perceptions (actual experiences) of Chinese students’ perceived academic programme quality. Finally, recommendations on relevant NMMU educational marketing objectives/ strategies can be grouped into four domains: - To build a customer-led education business which adheres to the principles of true marketing orientation with the focus on Chinese students. To achieve this objective a high level of understanding of Chinese students’ specific needs and wants when studying at NMMU is of utmost importance. The effective marketing positioning of NMMU can render leverage benefits to themselves and their clientele. - Findings from the biographic data analyses are significant to the positioning strategies and market segmentation strategies of NMMU. - The decision on a proper positioning strategy entails the choice of target market segments, which will determine where and how the education business competes and its choice of differential advantages. - The South African education providers should have appropriate educational brands to entice the Chinese students’ support.
- Full Text:
- Date Issued: 2011
A model for green IT strategy : a content analysis approach
- Authors: Du Preez, Riekert
- Date: 2010
- Subjects: Information technology -- Environmental aspects , Green technology -- South Africa , Strategic planning , Climatic changes , Green movement
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8630 , http://hdl.handle.net/10948/1485 , Information technology -- Environmental aspects , Green technology -- South Africa , Strategic planning , Climatic changes , Green movement
- Description: Society’s reliance on Information Technology (IT) has increased tremendously in the last few decades. Unfortunately, the growth of the IT sector has occurred at the expense of the environment. The adverse environmental impact of IT operations is partly due to the production and disposal of IT equipment, which can result in harmful pollution and toxic materials being released into the environment. Furthermore, IT equipment consumes large amounts of electricity, and this results in significant amounts of carbon dioxide (CO2) being released into the atmosphere. Since CO2 is classified as a greenhouse gas, it contributes to the phenomenon of climate change. Organisations are socially and ethically required to minimise the environmental impact of their IT operations. However, in addition to fulfilling their responsibility towards environmental sustainability, organisations can gain a competitive advantage through adopting green IT practices. In order to reap the benefits of green IT and to fulfil their social and ethical responsibilities, organisations need to formulate and implement a comprehensive green IT strategy. When formulating strategic decisions, the use of a clear decision process enhances the effectiveness of such decisions. As a result, top IT management require a model or framework which could guide their thinking and allow for a clear decision process when formulating green IT strategy. However, after an extensive search of the literature had been conducted, a research gap was identified for the definition of a model which deals specifically with the formulation and execution of green IT strategy. As a result, this treatise sets out to answer the question of what organisations should consider when formulating and implementing green IT strategy. To answer the research question, the treatise defines a model for green IT strategy. The model was defined by conducting a content analysis of the literature on green IT. The content-analysis ABSTRACT iii research technique was utilised to identify the underlying concepts within the literature related to green IT strategy formulation and execution. The resulting model indicates that green IT strategy formulation requires holistic thinking, since several forces affect green IT strategy. As a result, these forces should be considered when a green IT strategy is to be formulated. However, even if a strategy is formulated by considering all the forces at play, it is of little use if it is not implemented effectively. The model indicates that green IT strategy should be implemented though a series of practices. These practices are not limited to IT practices alone, but include, in addition, several business practices. This indicates that green IT adoption extends far beyond the mere implementation of green technology.
- Full Text:
- Date Issued: 2010
- Authors: Du Preez, Riekert
- Date: 2010
- Subjects: Information technology -- Environmental aspects , Green technology -- South Africa , Strategic planning , Climatic changes , Green movement
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8630 , http://hdl.handle.net/10948/1485 , Information technology -- Environmental aspects , Green technology -- South Africa , Strategic planning , Climatic changes , Green movement
- Description: Society’s reliance on Information Technology (IT) has increased tremendously in the last few decades. Unfortunately, the growth of the IT sector has occurred at the expense of the environment. The adverse environmental impact of IT operations is partly due to the production and disposal of IT equipment, which can result in harmful pollution and toxic materials being released into the environment. Furthermore, IT equipment consumes large amounts of electricity, and this results in significant amounts of carbon dioxide (CO2) being released into the atmosphere. Since CO2 is classified as a greenhouse gas, it contributes to the phenomenon of climate change. Organisations are socially and ethically required to minimise the environmental impact of their IT operations. However, in addition to fulfilling their responsibility towards environmental sustainability, organisations can gain a competitive advantage through adopting green IT practices. In order to reap the benefits of green IT and to fulfil their social and ethical responsibilities, organisations need to formulate and implement a comprehensive green IT strategy. When formulating strategic decisions, the use of a clear decision process enhances the effectiveness of such decisions. As a result, top IT management require a model or framework which could guide their thinking and allow for a clear decision process when formulating green IT strategy. However, after an extensive search of the literature had been conducted, a research gap was identified for the definition of a model which deals specifically with the formulation and execution of green IT strategy. As a result, this treatise sets out to answer the question of what organisations should consider when formulating and implementing green IT strategy. To answer the research question, the treatise defines a model for green IT strategy. The model was defined by conducting a content analysis of the literature on green IT. The content-analysis ABSTRACT iii research technique was utilised to identify the underlying concepts within the literature related to green IT strategy formulation and execution. The resulting model indicates that green IT strategy formulation requires holistic thinking, since several forces affect green IT strategy. As a result, these forces should be considered when a green IT strategy is to be formulated. However, even if a strategy is formulated by considering all the forces at play, it is of little use if it is not implemented effectively. The model indicates that green IT strategy should be implemented though a series of practices. These practices are not limited to IT practices alone, but include, in addition, several business practices. This indicates that green IT adoption extends far beyond the mere implementation of green technology.
- Full Text:
- Date Issued: 2010
Strategic management guidelines for construction SMEs in the Eastern Cape
- Authors: Appels, Gaynor
- Date: 2010
- Subjects: Construction industry -- Management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8663 , http://hdl.handle.net/10948/1414 , Construction industry -- Management , Strategic planning
- Description: SMEs fulfil an important role in the long-term growth and development of the economy of the country. The development and growth of construction SMEs are important for all countries, as a strong SME base has the capacity to produce a high-quality infrastructure for the country. Construction SMEs also stimulate economic activity in other sectors of the economy. Research has, however, shown that the failure rate of small businesses within the first five years is high in South Africa. Reseatch has also indicated that the lack of long-term planning and the lack of strategic thinking are major contributing factors to the business failure of SMEs. SMEs operating in the construction industry are faced with the same challenges as their counterparts in other sectors of the economy, but in addition to those difficulties, construction SMEs also have to deal with the unique characteristics of the industry that have adverse implications for them. The construction industry has experienced considerable growth and success, in the past decade, particularly as a result of the government's considerable infrastructural spending, especially in the run-up to the 2010 FIFA World Cup. The growth in the construction industry has, however, not resulted in similar results for Construction SMEs; and research has shown that most of them have not developed into more established entities. In fact, in the Eastern Cape, 91 per cent of all registered contractors fall within the lowest level of the Construction Industry Development Board's classification system. Many construction SMEs perform poorly, but among them there are those that have the potential to grow and develop into larger more established entities. Research has shown that contractor development programmes aimed at assisting the growth and development of construction companies have been successful in increasing participation in the industry, but not in ensuring that small enterprises grow into self-sustainable established enterprises. In contrast, the research has shown that SMEs that practice strategic management perform better, and that there are many advantages for SMEs in applying strategic management principles. This study, therefore, investigates how strategic management can be applied to address the problems faced by construction SMEs, and to exploire techniques and tools of strategic management that can make a significant contribution to their growth and development.
- Full Text: false
- Date Issued: 2010
- Authors: Appels, Gaynor
- Date: 2010
- Subjects: Construction industry -- Management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8663 , http://hdl.handle.net/10948/1414 , Construction industry -- Management , Strategic planning
- Description: SMEs fulfil an important role in the long-term growth and development of the economy of the country. The development and growth of construction SMEs are important for all countries, as a strong SME base has the capacity to produce a high-quality infrastructure for the country. Construction SMEs also stimulate economic activity in other sectors of the economy. Research has, however, shown that the failure rate of small businesses within the first five years is high in South Africa. Reseatch has also indicated that the lack of long-term planning and the lack of strategic thinking are major contributing factors to the business failure of SMEs. SMEs operating in the construction industry are faced with the same challenges as their counterparts in other sectors of the economy, but in addition to those difficulties, construction SMEs also have to deal with the unique characteristics of the industry that have adverse implications for them. The construction industry has experienced considerable growth and success, in the past decade, particularly as a result of the government's considerable infrastructural spending, especially in the run-up to the 2010 FIFA World Cup. The growth in the construction industry has, however, not resulted in similar results for Construction SMEs; and research has shown that most of them have not developed into more established entities. In fact, in the Eastern Cape, 91 per cent of all registered contractors fall within the lowest level of the Construction Industry Development Board's classification system. Many construction SMEs perform poorly, but among them there are those that have the potential to grow and develop into larger more established entities. Research has shown that contractor development programmes aimed at assisting the growth and development of construction companies have been successful in increasing participation in the industry, but not in ensuring that small enterprises grow into self-sustainable established enterprises. In contrast, the research has shown that SMEs that practice strategic management perform better, and that there are many advantages for SMEs in applying strategic management principles. This study, therefore, investigates how strategic management can be applied to address the problems faced by construction SMEs, and to exploire techniques and tools of strategic management that can make a significant contribution to their growth and development.
- Full Text: false
- Date Issued: 2010
The effectiveness of succession planning in SARS enforcement Port Elizabeth
- Authors: Erasmus, Lynne
- Date: 2009
- Subjects: Executive succession , Manpower planning , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8669 , http://hdl.handle.net/10948/1208 , Executive succession , Manpower planning , Strategic planning
- Description: This research study addressed the importance of succession planning for the organisations’ survival, which depends on the continuous supply of competent, experienced and well trained managers. It addresses the problem of determining the strategies that can be used by SARS Enforcement Port Elizabeth to manage succession planning effectively. To achieve this objective a comprehensive literature study was performed to determine the views on various succession planning models. The literature review serves as a model in the development of a guideline for SARS Enforcement Port Elizabeth management to manage succession planning. An interview was conducted with the Human Resource Manager and Middle management from the various departments who were requested to complete a questionnaire in order to determine the current practices of succession planning. The questionnaire was developed in accordance with the findings from the research. A pilot study was conducted to evaluate the relevance of the study to the problem questions and to evaluate whether the questionnaire will be easily understood. The answers of the respondents were analysed and compared to the findings of the literature study. The information obtained from the literature study and from the respondents resulted in various recommendations and conclusions.
- Full Text:
- Date Issued: 2009
- Authors: Erasmus, Lynne
- Date: 2009
- Subjects: Executive succession , Manpower planning , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8669 , http://hdl.handle.net/10948/1208 , Executive succession , Manpower planning , Strategic planning
- Description: This research study addressed the importance of succession planning for the organisations’ survival, which depends on the continuous supply of competent, experienced and well trained managers. It addresses the problem of determining the strategies that can be used by SARS Enforcement Port Elizabeth to manage succession planning effectively. To achieve this objective a comprehensive literature study was performed to determine the views on various succession planning models. The literature review serves as a model in the development of a guideline for SARS Enforcement Port Elizabeth management to manage succession planning. An interview was conducted with the Human Resource Manager and Middle management from the various departments who were requested to complete a questionnaire in order to determine the current practices of succession planning. The questionnaire was developed in accordance with the findings from the research. A pilot study was conducted to evaluate the relevance of the study to the problem questions and to evaluate whether the questionnaire will be easily understood. The answers of the respondents were analysed and compared to the findings of the literature study. The information obtained from the literature study and from the respondents resulted in various recommendations and conclusions.
- Full Text:
- Date Issued: 2009
An investigation of the role of leadership in strategic planning
- Authors: Devenish, Sean
- Date: 2007
- Subjects: Leadership , Strategic planning , Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8744 , http://hdl.handle.net/10948/746 , Leadership , Strategic planning , Management
- Description: Leadership and planning requires more strategic thinkers on all management levels in an organization. Historically, senior management does not effectively identify those leaders that posses the core traits and competencies to adequately influence the corporate culture by way of transformational and visionary leadership styles, so that it is aligned to the long-term strategy. In this research the author first embarked on a theoretical study into leadership and the associated contingency models, which have lead to the emergence of new styles of leadership, such as transformational, situational and visionary leadership. Thereafter, successful strategy planning and implementation was investigated to determine which leadership styles did the literature reveal are more conducive to successfully executing strategy in adaptive and culturally diverse corporate cultures. Thirdly, an empirical study was conducted to ascertain to what extent transformational and transactional leadership practices by South African firms are being adopted, and the amount of emphasis placed on the strategic thinking process between the leadership styles. Lastly, the data was analysed to explain the relationship between transformational and transactional leadership and strategic planning, and to make recommendations based on the research.
- Full Text:
- Date Issued: 2007
- Authors: Devenish, Sean
- Date: 2007
- Subjects: Leadership , Strategic planning , Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8744 , http://hdl.handle.net/10948/746 , Leadership , Strategic planning , Management
- Description: Leadership and planning requires more strategic thinkers on all management levels in an organization. Historically, senior management does not effectively identify those leaders that posses the core traits and competencies to adequately influence the corporate culture by way of transformational and visionary leadership styles, so that it is aligned to the long-term strategy. In this research the author first embarked on a theoretical study into leadership and the associated contingency models, which have lead to the emergence of new styles of leadership, such as transformational, situational and visionary leadership. Thereafter, successful strategy planning and implementation was investigated to determine which leadership styles did the literature reveal are more conducive to successfully executing strategy in adaptive and culturally diverse corporate cultures. Thirdly, an empirical study was conducted to ascertain to what extent transformational and transactional leadership practices by South African firms are being adopted, and the amount of emphasis placed on the strategic thinking process between the leadership styles. Lastly, the data was analysed to explain the relationship between transformational and transactional leadership and strategic planning, and to make recommendations based on the research.
- Full Text:
- Date Issued: 2007