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article_9_vol_7_5__2018.pdf

A framework for the successful management of the service suppliers in the public sector in South Africa

  • Authors: Fudu, Anele George
  • Date: 2021-04
  • Subjects: Management , Business logistics , Government business enterprises -- Management
  • Language: English
  • Type: Master's theses , text
  • Identifier: http://hdl.handle.net/10948/51411 , vital:43272
  • Description: The Public sector outsources the service to the private service suppliers through tendering and the awarding of contracts to the successful service providers. There is a lot of money budgeted and spent on service providers; therefore, there is a great need to manage the service providers successfully, in order to deliver a reliable service to the community; and to reduce the cost thereof. The study focused on the successful management of the service suppliers, in order to deliver contract deliverables. Poor performance of the service providers might well lead to schedule overruns, contract over-expenditure and contract cancellations. Inadequate performance management causes service suppliers not to perform at their optimum level. The study aimed to contribute to the development of the framework for performance management of the service suppliers in the public sector in South Africa. The primary objectives of the study were to investigate and develop a framework for managing and enhancing the performance of the service suppliers in the public sector. More specifically, the study investigated the influence of scope of work, a contract strategy, performance management, risk management and change management. The study sought to formulate a structured and practical approach on how to manage service suppliers to the public sector. The study will seek to understand what influences the success for the win-win approach in the Public Sector and Services Suppliers – so that both parties can see themselves as partners in the delivery of the services. The sample consists of 70 employees across all the public sector in South Africa, which consists of national government, provincial municipalities, district municipalities, local government and State-owned companies. The study targeted those respondents involved in the management of the service suppliers to the public study. The empirical results show that the management of the service providers’ performance in the public sector is critical to the service delivery and the management of the final cost. , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business Administration, 2021
  • Full Text:
  • Date Issued: 2021-04

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

Management and performance indicators of micro-finance institutions in Uganda

  • Authors: Milly, Kwagala
  • Date: 2011
  • Subjects: Microfinance -- Uganda , Financial institutions -- Uganda -- Management , Management , Performance standards
  • Language: English
  • Type: Thesis , Doctoral , DPhil
  • Identifier: vital:9273 , http://hdl.handle.net/10948/1641 , Microfinance -- Uganda , Financial institutions -- Uganda -- Management , Management , Performance standards
  • Description: The purpose of this study is to examine how the management of micro-finance institutions in Uganda has affected the performance indicators of these institutions, and whether or not the management of these institutions is responsible for their failure. The need to carry out this study arose as micro-finance institutions in Uganda failed to attain their planned performance indicators, to such a degree that most of them closed down. Although at their inception there was considerable entrepreneurial activity supported by a highly favourable government policy environment, their closure soon after establishment raised concern as to what caused them to fail. This study was encouraged by the observation that most of these institutions failed to realise their performance indicators as planned, but the underlying cause was not clear. Thus, the study focuses on establishing stakeholder perceptions of the management of the micro-finance institutions, and the relationship between their management (planning, implementation of planned programmes, and control) and their performance indicators, following the rationale of the functional and contingency paradigms of the concept of management. The study examines the way management dealt with these institutions‟ internal and external environments to influence their ability to realise their planned performance. The study is conducted using positivistic research methodology. This involved a collection of quantitative data from a sample of 454 respondents, including 64 managers, 177 employees, and 213 clients. Structured questionnaires were used to collect the data, and purposive and convenience sampling were applied to select the respondents. The respondents were selected from 56 randomly selected micro-finance institutions operating in Central Uganda and representing 75 percent of the country‟s operational institutions by December 2009. The data were analysed using the narrative, chi-square test, the ANOVA, factor analysis, and correlation and regression methods of analysis aided by the SPSS programme. The findings show that 79.2 percent of stakeholders (managers, employees, and clients) perceived that the management of their institutions was not conducted well in terms of planning, plan implementation, and control. Eighty-one (81) percent of both managers and employees and 83.4 percent of clients held the perception that the institutions failed xvi to achieve their performance indicators as planned. Furthermore, 81.7 percent of both managers and employees described their institutions‟ internal environment as largely defined by unsatisfactory supervision, and 66.9 percent of them revealed that their institutions‟ external environment was defined by family relations. These relations adversely affected the ownership, decision-making, employee recruitment, and deployment in the institutions. The findings also show that there were significant positive but weak relationships between management (planning, implementation, control, and dealing with the internal environment and the impact of the external environment) and the performance indicators of the institutions. The management of the institutions realised only 24.8 percent of their predicted performance indicators. Of the 13 null hypotheses that were formulated for this study, seven were rejected and the alternative hypotheses were accepted, while six were accepted. All the dimensions of the management of the micro-finance institutions in Uganda need to be developed if the performance of the institutions is to be improved and sustained to desired levels. It is suggested that large performance improvements will be realised by ameliorating all the dimensions of the institutions' management, while placing more emphasis on improving the following dimensions: the organisation of the institutions; the managing of their internal environment and the impact of their external environment; the conduct of their internal concurrent control; and the planning of their performance indicators and marketing, involving all the stakeholders, in particular the managers, employees, clients, Government, and the Uganda Micro-finance Forum, where necessary. Further research is recommended into other factors affecting the performance indicators of the institutions, since none of the management functions had explained them properly.
  • Full Text:
  • Date Issued: 2011

Festivals_as_a_Niche_for_Local_Economic_Developmen (1).pdf

article_20_vol_6__1__2017.pdf

The relationship between organisational leadership and job satisfaction of three generational age groups in a school context

  • Authors: Haasbroek, Juan Gert Diedericks
  • Date: 2021
  • Subjects: Educational leadership -- South Africa , High Schools -- Administration -- South Africa -- Western Cape , Management , High school teachers -- South Africa -- Western Cape -- Case studies , High school teachers -- South Africa -- Western Cape -- Job satisfaction , High school teachers -- South Africa -- Western Cape -- Attitudes
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: http://hdl.handle.net/10962/170802 , vital:41961
  • Description: With multiple generations in education, there are different leadership styles preferred by schoolteachers that affect their job satisfaction (Cufaude and Riemersma, 1999:1-3). Schools should ensure that leadership works toward satisfied teachers to reach sustainable organisational performance. The resource-based view argues that organisations should look within the organisation, particularly human resources, to find sources that lead to improved organisational performance (Jurevicius, 2013:1). Therefore, organisations should equip themselves with the required leadership style(s) to meet employee expectations. Furthermore, it is imperative to look at different generations within the school’s context, as it will strengthen or weaken the relationship between organisational leadership and job satisfaction. The study adopted a quantitative approach, using the Multiple Leadership Questionnaire and the Minnesota Satisfaction Questionnaire as instruments for collecting primary data. The population consists of high school teachers in the Eden District, Western Cape that work at affluent schools, which are declared as quantile 4 and 5 model schools. There is a total of 13 high schools that fall within this specification with a total population of 220 teachers. In total, 111 questionnaires were distributed, of which 73 were returned. Sixty-eight were considered usable. Both sample parameters specified by the research instruments were met. The primary purpose of the study was to investigate the relationship between leadership within the organisation (referring to transformational, transactional, and passive-avoidant organisational leadership styles) and employee job satisfaction of high school teachers in the Eden District. Different generations, from the age group perspective, is composed as a moderating variable in the relationship between organisational leadership and job satisfaction. The empirical study established that the independent variables, the leadership styles employed by the organisation, are directly related to employee job satisfaction. Of the three independent variables, transformational leadership and, to a lesser extent, transactional leadership proved to have a positive association with job satisfaction. In contrast, passive-avoidant leadership has a negative relationship with job satisfaction. It is also established that the relationship is stronger or weaker based on generations, positioning generations from the age group perspective as satisfactory moderator. It was found that Millennials prefer the transactional leadership style as this will strengthen the relationship between organisational leadership and job satisfaction. Baby Boomers prefer transformational leadership for the greatest positivity. To a lesser extent, transactional leadership will also contribute to the relationship’s strength between organisational leadership and job satisfaction. Generation X is indifferent to transactional or transformational leadership.
  • Full Text:
  • Date Issued: 2021

Business Management: BEC 121 & 121E

  • Authors: Masocha, Reginald , Rungani, Ellen , Puchert, Juliet
  • Date: 2011-01
  • Subjects: Management
  • Language: English
  • Type: Examination paper
  • Identifier: vital:17515 , http://hdl.handle.net/10353/d1011118
  • Description: Business Management: BEC 121 & 121E, Supplementary examination January/February 2011.
  • Full Text: false
  • Date Issued: 2011-01

article_36_vol_5__3__final.pdf

Selected Topics in Financial Management: BEC 312

  • Authors: Fatoki, O O , Rowles, M , Ellen, Rungani , Tait, M
  • Date: 2011-06
  • Subjects: Management
  • Language: English
  • Type: Examination paper
  • Identifier: vital:17448 , http://hdl.handle.net/10353/d1010261
  • Description: Selected Topics in Financial Management: BEC 312, examination June 2011.
  • Full Text: false
  • Date Issued: 2011-06

The meaning of place of 'effective management' in the context of South African domestic tax law

  • Authors: Daniels, Paul
  • Date: 2012
  • Subjects: Double taxation -- Treaties , Management
  • Language: English
  • Type: Thesis , Masters , MCom
  • Identifier: vital:8960 , http://hdl.handle.net/10948/d1018822
  • Description: South Africa has a residence based system of taxation in which South African tax residents are taxed on their worldwide income. A company or other artificial person is regarded as a South African resident for tax purposes if it is incorporated, established or formed in South Africa or if its ‗effective management‘ is located in South Africa. Where a tax treaty determines in terms of its tie breaker rule that an artificial person is not resident in South Africa for treaty purposes, the company will also not be regarded as a tax resident in terms of South African domestic law. Treaties to which South Africa is party will often use the effective management‘ as the tie-breaker where a person other than an individual is resident in both Contracting states in terms of the respective states‘ domestic laws. The tests of ‗incorporation, established and formed‘ provide simplicity and certainty to governments but are easily open to manipulation by taxpayers. Therefore, the legislature found it necessary to incorporate effective management‘ as a test for residency into the Act. Effective management‘ is a substance over form concept which be described as a function which embodies the periodic, most senior executive management functions, which are required for the management of the affairs of the entity as whole. The test of effective management‘ by its very nature is concerned with where the crucial decisions are made in order to make a business function. To identify the location of effective management‘ it is necessary to enquire who calls the shots‘ in the context of the management of the company as opposed to who controls the company notwithstanding that there may in certain instances be overlap between the two functions. It is submitted that any person who, on the face of it seems unconnected to a company, could effectively manage‘ a company if that person is, in substance, responsible for the most senior executive management functions of the company. The discussion paper issued by SARS recognises the principal difficulties experienced with its current interpretation of the concept and makes valuable points, concessions and recommendations. It also recognised that the 'calling of shots' by the most senior executive is a critical marker of effective management‘ and that control of a company is irrelevant in determining effective management‘. To determine who effectively manages‘ a company each situation would have to be analysed on its own as it is not possible to create a definitive rule on the concept. In many cases the nature of the entity and its modus operandi would have to be taken into account to determine effective management.
  • Full Text:
  • Date Issued: 2012

Introduction to Business Management: BEC 121 & 121E

  • Authors: Puchert, Juliet , Masocha, Reginald , Rungani, Ellen
  • Date: 2012-01
  • Subjects: Management
  • Language: English
  • Type: Examination paper
  • Identifier: vital:17442 , http://hdl.handle.net/10353/d1010253
  • Description: Introduction to Business Management: BEC 121 & 121E, Supplementary examination January 2012.
  • Full Text: false
  • Date Issued: 2012-01

The assessment of the international organisations high performance strategy, through global business unit managers

  • Authors: Van den Heever, Andette
  • Date: 2012
  • Subjects: Organisation Effectiviness , Management
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: vital:8837 , http://hdl.handle.net/10948/d1019966
  • Description: In today’s competitive global environment it is vital for businesses to continuously outperform their competitors, making each business more and more dependent upon product quality and the ability to adjust rapidly to change. To survive, businesses more and more depend on the creativity, initiative and problem-solving abilities of their employees. The research in this treatise will focus on the components of a high performance organisation, when assessing the international high performance strategy of Company A, developed by top management. The implementation of Company A’s strategy relies on how well the organisation fosters an environment which is conducive to high performance. At this stage it is not clear if the chosen strategy will succeed and direct the organisation towards sustainable high performance in the long run. Hence, the research question, which is the crux of this study, is to assess the effectiveness of Company A’s international high performance strategy in creating a sustainable high performance organisation in the long run. To achieve the primary objective of this research study, the researcher compared various prominent models of high performance organisations with one another. Despite the limitations, the researcher believes that the significance of De Waal’s model is that he managed to identify the factors involved in creating a high performance organisation. Based on the quantitative and qualitative comparisons, the researcher decided to use the research conducted by De Waal as the framework for the basis of this study. The Delphi Technique was used to identify the effectiveness of the strategy through a consensus seeking and commitment building process. Contrary to expectations, the empirical results indicated that Company A’s strategy does clearly indicate a high percentage of effectiveness. Although it definitely indicates that there is still a long road ahead of Company A to reach ultimate sustainable high performance, it definitely is on the right track. The research highlighted a few areas of concern, but with continuous adjustment and alignment of their strategy Company A would have a solid framework to work towards high performance in the long run.
  • Full Text:
  • Date Issued: 2012

article_13_vol_6__1__2017.pdf

marketingReligioustourism (1).pdf

article_32_vol_9_2__2020_wsu.pdf

article_49_vol_8_4__2019_wsu.pdf

article_9_vol_9_2__2020_wsu.pdf

Assessing the role of leadership in strategic planning

  • Authors: Solomon, Wesley Anthony
  • Date: 2006
  • Subjects: Leadership , Strategic planning , Management
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: vital:8758 , http://hdl.handle.net/10948/609 , Leadership , Strategic planning , Management
  • Description: Effective leadership is one of the most important factors that influence the performance of an organization. Effective leadership together with supervision are similar in terms of their influence on others towards achieving the goals of the organization. Therefore, effective leadership and supervision are principal activities through which organizational goals and objectives are achieved.
  • Full Text:
  • Date Issued: 2006

article_27_vol_9_2__2020_wsu.pdf

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