Towards sustainable municipalities : an evaluation of sustainability integration in Elundini Local Municipality strategy
- Authors: Sokutu, Nonkuselo
- Date: 2014
- Subjects: Municipal government -- South Africa -- Eastern Cape , Strategic planning -- South Africa -- Eastern Cape , Sustainability -- South Africa -- Eastern Cape , Sustainable development -- South Africa -- Eastern Cape , Sustainable development -- Social aspects -- South Africa -- Eastern Cape , Sustainable development -- Environmental aspects -- South Africa -- Eastern Cape , Sustainable development -- Economic aspects -- South Africa -- Eastern Cape , Environmental impact analysis -- South Africa -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:830 , http://hdl.handle.net/10962/d1013018
- Description: This research study evaluated and assessed the extent to which strategic management processes integrated economic, environmental and social sustainability elements in the fiveyear strategy (2012) of Elundini Local Municipality (ELM). The study focused on three areas of strategic management, that is, environmental analysis, strategic direction and strategy formulation. The study also looked at possible reasons for sustainability integration in ELM strategy or lack thereof and also recommended possible solutions. The literature reviewed revealed that there was adequate basis for municipalities to integrate sustainable development in their strategies even though sustainability was noted as an evolving, complex and changing phenomenon. Local Agenda 21 principles, national legislative & policy framework, regulations and other relevant guidelines were found to be adequate for municipalities to develop credible sustainability strategies. The objectives of the study were achieved by data collected through the review of existing literature; the review of ELM Five Year Strategy (2012-2017); and SIAT-based questionnaires that were filled in by ELM employees. The results of the study showed that economic and social sustainability activities were identified most in the ELM strategy compared to environmental sustainability. The study then mainly recommended the review of the current strategy in order to improve all areas of strategy formulation; introduction of Economic, Social and Environmental sustainability – Strengths, Weaknesses, Opportunities and Threats (ESEs-SWOT) for internal analysis as an improvement of SWOT analysis; introduction of Sustainability Integration and Strategic Management Framework (SISMF) as an improvement to existing framework.
- Full Text:
- Date Issued: 2014
- Authors: Sokutu, Nonkuselo
- Date: 2014
- Subjects: Municipal government -- South Africa -- Eastern Cape , Strategic planning -- South Africa -- Eastern Cape , Sustainability -- South Africa -- Eastern Cape , Sustainable development -- South Africa -- Eastern Cape , Sustainable development -- Social aspects -- South Africa -- Eastern Cape , Sustainable development -- Environmental aspects -- South Africa -- Eastern Cape , Sustainable development -- Economic aspects -- South Africa -- Eastern Cape , Environmental impact analysis -- South Africa -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:830 , http://hdl.handle.net/10962/d1013018
- Description: This research study evaluated and assessed the extent to which strategic management processes integrated economic, environmental and social sustainability elements in the fiveyear strategy (2012) of Elundini Local Municipality (ELM). The study focused on three areas of strategic management, that is, environmental analysis, strategic direction and strategy formulation. The study also looked at possible reasons for sustainability integration in ELM strategy or lack thereof and also recommended possible solutions. The literature reviewed revealed that there was adequate basis for municipalities to integrate sustainable development in their strategies even though sustainability was noted as an evolving, complex and changing phenomenon. Local Agenda 21 principles, national legislative & policy framework, regulations and other relevant guidelines were found to be adequate for municipalities to develop credible sustainability strategies. The objectives of the study were achieved by data collected through the review of existing literature; the review of ELM Five Year Strategy (2012-2017); and SIAT-based questionnaires that were filled in by ELM employees. The results of the study showed that economic and social sustainability activities were identified most in the ELM strategy compared to environmental sustainability. The study then mainly recommended the review of the current strategy in order to improve all areas of strategy formulation; introduction of Economic, Social and Environmental sustainability – Strengths, Weaknesses, Opportunities and Threats (ESEs-SWOT) for internal analysis as an improvement of SWOT analysis; introduction of Sustainability Integration and Strategic Management Framework (SISMF) as an improvement to existing framework.
- Full Text:
- Date Issued: 2014
Improving indirect purchasing competitiveness in manufacturing firms through strategic purchasing
- Authors: Makubalo, Gcobisa
- Date: 2011
- Subjects: Industrial procurement -- Management -- South Africa -- Eastern Cape , Purchasing -- Management , Strategic planning -- South Africa -- Eastern Cape , Business logistics -- South Africa -- Eastern Cape -- Management , Organization -- Strategic aspects
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8535 , http://hdl.handle.net/10948/1653 , Industrial procurement -- Management -- South Africa -- Eastern Cape , Purchasing -- Management , Strategic planning -- South Africa -- Eastern Cape , Business logistics -- South Africa -- Eastern Cape -- Management , Organization -- Strategic aspects
- Description: The advent of the global financial recession, its impact on the economy with respect to market turbulence and the increase in customer demands have put organisations under intense pressure to increase the efficiency and effectiveness of their operations. By virtue of it not being business as usual in the business arena, organisations are forced to constantly devise strategies that are geared towards growth, transformation and continuous improvement. This cuts across all spheres of organisational structures, which means that every division has a role to play.
- Full Text:
- Date Issued: 2011
- Authors: Makubalo, Gcobisa
- Date: 2011
- Subjects: Industrial procurement -- Management -- South Africa -- Eastern Cape , Purchasing -- Management , Strategic planning -- South Africa -- Eastern Cape , Business logistics -- South Africa -- Eastern Cape -- Management , Organization -- Strategic aspects
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8535 , http://hdl.handle.net/10948/1653 , Industrial procurement -- Management -- South Africa -- Eastern Cape , Purchasing -- Management , Strategic planning -- South Africa -- Eastern Cape , Business logistics -- South Africa -- Eastern Cape -- Management , Organization -- Strategic aspects
- Description: The advent of the global financial recession, its impact on the economy with respect to market turbulence and the increase in customer demands have put organisations under intense pressure to increase the efficiency and effectiveness of their operations. By virtue of it not being business as usual in the business arena, organisations are forced to constantly devise strategies that are geared towards growth, transformation and continuous improvement. This cuts across all spheres of organisational structures, which means that every division has a role to play.
- Full Text:
- Date Issued: 2011
Performance management in state development agencies in South Africa: a framework
- Authors: Mashologu, Thukela Eustice
- Date: 2011
- Subjects: Performance standards -- South Africa -- Eastern Cape , Management science -- South Africa -- Eastern Cape , Strategic planning -- South Africa -- Eastern Cape , Government business enterprises -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8815 , http://hdl.handle.net/10948/d1018802
- Description: There are an estimated 300 state-owned enterprises in South Africa with nine reporting to the Department of Public Enterprises (Chabane, 2010). The remaining institutions report to various national ministries, provinces and municipalities. The problem faced by these institutions is related to performance management practices that do not assist these institutions to be effective, efficient, responsive and accountable service delivery arms as per the guiding principle of their establishment. The current performance management practices in these institutions prevent the institutions from achieving set goals and targets and being able to operate efficiently in a highly competitive environment. Performance management is a broad field and includes any activity that organisational leaders may undertake which is designed to ensure that personal and organisational goals are consistently achieved. In reality, most of the day-to-day activities of individual employees, teams, and business units make some contribution to the performance management effort. The objective of this study was to evaluate the use of performance management system in state development agencies in the Eastern Cape Province and recommend a framework for performance management that can be implemented to improve productivity. The empirical study was conducted, using a questionnaire with a semi-structured question design. The results of this study suggest that performance management is still a top down approach that results in sub-units and individual employees (not) taking ownership of the process. Another shortcoming in the implementation of performance management is related to the unavailability of easy-to-use technology for collecting performance information. Furthermore, a majority of the agencies do not use a strategy map which is an additional procedural framework through which the score card can be applied as a system to strengthen the management of the organisation’s strategy. State development agencies should find ways to improve their performance management systems to ensure that these are effective, efficient, responsive and accountable service delivery arms as per the guiding principle of their establishment. Despite all the shortcomings identified, the majority of the respondents agreed that performance management is a method of management designed to ensure that organisations and all its components work together in order to optimise the organisational goals. It is recommended that in order for the institutions to be effective and efficient delivery arms of government, a lot of work needs to be done to reengineer the implementation of performance management as a day-to-day management tool to drive the strategy of the organisations. This includes: Taking advantage of technology and adopt easy-to-use computer-based programmes to collect performance data. These systems can be linked to the company intranet and allow all employees to update performance information in an effective and efficient manner. Focus on their reward and recognition process. The reward and recognition should be linked directly to performance not a status, job grade or seniority. Reward and recognition should be given as soon as possible after outstanding performance. In doing so, institutions should move away from secrecy about performance evaluation results and remuneration, and towards an environment of more openness (transparency). Lastly, institutions should make strategic management a core competency. This new management discipline has been adopted by the local government sphere. This means organisations should look at creating a position of strategic manager at a senior management level in their organograms.
- Full Text:
- Date Issued: 2011
- Authors: Mashologu, Thukela Eustice
- Date: 2011
- Subjects: Performance standards -- South Africa -- Eastern Cape , Management science -- South Africa -- Eastern Cape , Strategic planning -- South Africa -- Eastern Cape , Government business enterprises -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8815 , http://hdl.handle.net/10948/d1018802
- Description: There are an estimated 300 state-owned enterprises in South Africa with nine reporting to the Department of Public Enterprises (Chabane, 2010). The remaining institutions report to various national ministries, provinces and municipalities. The problem faced by these institutions is related to performance management practices that do not assist these institutions to be effective, efficient, responsive and accountable service delivery arms as per the guiding principle of their establishment. The current performance management practices in these institutions prevent the institutions from achieving set goals and targets and being able to operate efficiently in a highly competitive environment. Performance management is a broad field and includes any activity that organisational leaders may undertake which is designed to ensure that personal and organisational goals are consistently achieved. In reality, most of the day-to-day activities of individual employees, teams, and business units make some contribution to the performance management effort. The objective of this study was to evaluate the use of performance management system in state development agencies in the Eastern Cape Province and recommend a framework for performance management that can be implemented to improve productivity. The empirical study was conducted, using a questionnaire with a semi-structured question design. The results of this study suggest that performance management is still a top down approach that results in sub-units and individual employees (not) taking ownership of the process. Another shortcoming in the implementation of performance management is related to the unavailability of easy-to-use technology for collecting performance information. Furthermore, a majority of the agencies do not use a strategy map which is an additional procedural framework through which the score card can be applied as a system to strengthen the management of the organisation’s strategy. State development agencies should find ways to improve their performance management systems to ensure that these are effective, efficient, responsive and accountable service delivery arms as per the guiding principle of their establishment. Despite all the shortcomings identified, the majority of the respondents agreed that performance management is a method of management designed to ensure that organisations and all its components work together in order to optimise the organisational goals. It is recommended that in order for the institutions to be effective and efficient delivery arms of government, a lot of work needs to be done to reengineer the implementation of performance management as a day-to-day management tool to drive the strategy of the organisations. This includes: Taking advantage of technology and adopt easy-to-use computer-based programmes to collect performance data. These systems can be linked to the company intranet and allow all employees to update performance information in an effective and efficient manner. Focus on their reward and recognition process. The reward and recognition should be linked directly to performance not a status, job grade or seniority. Reward and recognition should be given as soon as possible after outstanding performance. In doing so, institutions should move away from secrecy about performance evaluation results and remuneration, and towards an environment of more openness (transparency). Lastly, institutions should make strategic management a core competency. This new management discipline has been adopted by the local government sphere. This means organisations should look at creating a position of strategic manager at a senior management level in their organograms.
- Full Text:
- Date Issued: 2011
Small town regeneration as a strategy for rural development : case study of Keiskammahoek
- Authors: Qayi, Sandiswa
- Date: 2010
- Subjects: Rural development -- South Africa Case studies , Strategic planning -- South Africa -- Eastern Cape , Economic development projects -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8654 , http://hdl.handle.net/10948/1361 , Rural development -- South Africa Case studies , Strategic planning -- South Africa -- Eastern Cape , Economic development projects -- South Africa -- Eastern Cape
- Description: The aim of this chapter is to provide an overview of the research topic, conceptualising and defining three critical concepts that the research will focus on. The first part deals with the South African understanding of local economic development, rural development, as well as the role of small towns to local economic development. In order to present the role of small towns in rural economic development it is important to define and contextualise the current meaning and understanding of rural development and local economic development. How small towns can promote the role of rural economic development particularly in relation to their surrounding rural villages. The chapter also briefly introduces the small town of Keiskammahoek as research study area.
- Full Text:
- Date Issued: 2010
- Authors: Qayi, Sandiswa
- Date: 2010
- Subjects: Rural development -- South Africa Case studies , Strategic planning -- South Africa -- Eastern Cape , Economic development projects -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8654 , http://hdl.handle.net/10948/1361 , Rural development -- South Africa Case studies , Strategic planning -- South Africa -- Eastern Cape , Economic development projects -- South Africa -- Eastern Cape
- Description: The aim of this chapter is to provide an overview of the research topic, conceptualising and defining three critical concepts that the research will focus on. The first part deals with the South African understanding of local economic development, rural development, as well as the role of small towns to local economic development. In order to present the role of small towns in rural economic development it is important to define and contextualise the current meaning and understanding of rural development and local economic development. How small towns can promote the role of rural economic development particularly in relation to their surrounding rural villages. The chapter also briefly introduces the small town of Keiskammahoek as research study area.
- Full Text:
- Date Issued: 2010
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