The effect of strategic project leadership elements on successful strategic management implementation
- Authors: Nel, Nevin Narhan
- Date: 2012
- Subjects: Strategic management , Project management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8819 , http://hdl.handle.net/10948/d1018931
- Description: Executives and managers are required to develop the required competencies to ensure the long term success of their organisations. In the competitive and dynamic business environment organisations are faced with, strategic management and planning has gained momentum as a management science which aids managers and executives in circumventing the challenges that such a dynamic environment can present. Strategic management and planning is, however, of no consequence unless the strategic plan is deployed and implemented in an organisation and the implemented plan is evaluated in action. Many organisations find the process of strategy implementation much more of a challenge than the process of strategy formulation. Consequently, many of these organisations have utilised project management to assist in the strategic management implementation process. The competitive and dynamic business environment also requires organisations to constantly develop and execute more innovative business strategies to remain competitive. In order to do this, many organisations have started to explore the alignment between business strategy and project management strategy. Various commentators note that successful implementation of strategy is challenging, especially considering the 70 per cent execution failure rate. It is further noted that organisations only realise 60 per cent of the potential value of their intended strategies due to failures in planning and implementation. Consequently, projects are often chosen as vehicles to implement these business strategies. The primary objective of this research is to improve the implementation of strategic management initiatives within organisations. This was achieved by investigating whether Shenhar’s strategic project leadership elements (i.e. organisational structure, process definition, implementation metrics, implementation tools and organisational culture) have an impact on the successful implementation of strategic management initiatives. The study also aims to investigate whether age, gender, race, designation, education, industry experience and tenure at Eskom Telecommunications, have an impact on the perception of the following variables under investigation: Implementation metrics; Implementation tools; Organisational structure; Organisational culture; Process definition; and Strategic management implementation. If the correlation between strategic management implementation and Shenhar’s strategic project leadership elements is established, it would assist organisations in the implementation of successful strategic management initiatives, by aiding an understanding of how these independent variables affect the implementation process. Improved implementation of strategic management initiatives would assist management teams in organisations to overcome the unique challenges that change in an organisation’s internal and external environment cause. The scope of this study was limited to be conducted in Eskom Telecommunications only. The study is concluded with a number of recommendations that Eskom Telecommunications could implement to improve strategic management implementation and a synopsis of this study’s contribution to theory is provided, in addition to recommendations for future research.
- Full Text:
- Date Issued: 2012
- Authors: Nel, Nevin Narhan
- Date: 2012
- Subjects: Strategic management , Project management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8819 , http://hdl.handle.net/10948/d1018931
- Description: Executives and managers are required to develop the required competencies to ensure the long term success of their organisations. In the competitive and dynamic business environment organisations are faced with, strategic management and planning has gained momentum as a management science which aids managers and executives in circumventing the challenges that such a dynamic environment can present. Strategic management and planning is, however, of no consequence unless the strategic plan is deployed and implemented in an organisation and the implemented plan is evaluated in action. Many organisations find the process of strategy implementation much more of a challenge than the process of strategy formulation. Consequently, many of these organisations have utilised project management to assist in the strategic management implementation process. The competitive and dynamic business environment also requires organisations to constantly develop and execute more innovative business strategies to remain competitive. In order to do this, many organisations have started to explore the alignment between business strategy and project management strategy. Various commentators note that successful implementation of strategy is challenging, especially considering the 70 per cent execution failure rate. It is further noted that organisations only realise 60 per cent of the potential value of their intended strategies due to failures in planning and implementation. Consequently, projects are often chosen as vehicles to implement these business strategies. The primary objective of this research is to improve the implementation of strategic management initiatives within organisations. This was achieved by investigating whether Shenhar’s strategic project leadership elements (i.e. organisational structure, process definition, implementation metrics, implementation tools and organisational culture) have an impact on the successful implementation of strategic management initiatives. The study also aims to investigate whether age, gender, race, designation, education, industry experience and tenure at Eskom Telecommunications, have an impact on the perception of the following variables under investigation: Implementation metrics; Implementation tools; Organisational structure; Organisational culture; Process definition; and Strategic management implementation. If the correlation between strategic management implementation and Shenhar’s strategic project leadership elements is established, it would assist organisations in the implementation of successful strategic management initiatives, by aiding an understanding of how these independent variables affect the implementation process. Improved implementation of strategic management initiatives would assist management teams in organisations to overcome the unique challenges that change in an organisation’s internal and external environment cause. The scope of this study was limited to be conducted in Eskom Telecommunications only. The study is concluded with a number of recommendations that Eskom Telecommunications could implement to improve strategic management implementation and a synopsis of this study’s contribution to theory is provided, in addition to recommendations for future research.
- Full Text:
- Date Issued: 2012
The effects of strategic planning and oversight on electricity service delivery outcomes in South African local municipalities: a case study of Inxuba Yethemba Municipality
- Authors: Ntintili, Noxolo Indwe
- Date: 2022-10-14
- Subjects: Strategic planning South Africa , Strategic management , Municipal services South Africa , Local government South Africa , Local service delivery , Public sector , Oversight
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/408693 , vital:70517
- Description: Poor service delivery in South Africa is a widely researched phenomenon. Yet despite the existing knowledge production efforts, in a context of a progressive developmental municipal legislative framework, South African municipalities continue to be plagued with corruption and poor service delivery performance. This thesis aims to transcend the tendency to attribute poor service delivery to a sole cause (e.g. corruption) by explaining the effects of strategic planning and oversight on several municipal service delivery processes. Therefore, this thesis introduces the Municipal Public Resource Management (MPRM) model as a strategic management tool to explain the relationship between strategic planning, the practical implementation of municipal services, and oversight processes. Specifically, thesis triangulates legislative mandates, documents published by Inxuba Yethemba Municipality (IYM) and responses from semi-structured interviews conducted with three municipal officials and three Municipal Public Accounts Committee (MPAC) councillors to uncover descriptions and explanations of service delivery processes in IYM. Findings from this thesis confirm that poor strategic planning and weak oversight contributed to poor electricity service delivery outcomes in IYM in the 2018/19 – 2019/20 financial year, and this highlights the importance of implementing strategic management for improved service delivery in South African local municipalities. , Thesis (MSocSci) -- Faculty of Humanities, Sociology, 2022
- Full Text:
- Date Issued: 2022-10-14
- Authors: Ntintili, Noxolo Indwe
- Date: 2022-10-14
- Subjects: Strategic planning South Africa , Strategic management , Municipal services South Africa , Local government South Africa , Local service delivery , Public sector , Oversight
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/408693 , vital:70517
- Description: Poor service delivery in South Africa is a widely researched phenomenon. Yet despite the existing knowledge production efforts, in a context of a progressive developmental municipal legislative framework, South African municipalities continue to be plagued with corruption and poor service delivery performance. This thesis aims to transcend the tendency to attribute poor service delivery to a sole cause (e.g. corruption) by explaining the effects of strategic planning and oversight on several municipal service delivery processes. Therefore, this thesis introduces the Municipal Public Resource Management (MPRM) model as a strategic management tool to explain the relationship between strategic planning, the practical implementation of municipal services, and oversight processes. Specifically, thesis triangulates legislative mandates, documents published by Inxuba Yethemba Municipality (IYM) and responses from semi-structured interviews conducted with three municipal officials and three Municipal Public Accounts Committee (MPAC) councillors to uncover descriptions and explanations of service delivery processes in IYM. Findings from this thesis confirm that poor strategic planning and weak oversight contributed to poor electricity service delivery outcomes in IYM in the 2018/19 – 2019/20 financial year, and this highlights the importance of implementing strategic management for improved service delivery in South African local municipalities. , Thesis (MSocSci) -- Faculty of Humanities, Sociology, 2022
- Full Text:
- Date Issued: 2022-10-14
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