An investigation into the role of leadership in strategic planning
- Authors: Van Wyk, Luhan George
- Date: 2001
- Subjects: Leadership , Strategic planning
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10888 , http://hdl.handle.net/10948/65 , Leadership , Strategic planning
- Description: Strategic planning will reach its full potential once leadership operates effectively within the South African organisation. In this research, theoretical views of strategic planning and the role leadership should perform within South African organisations in the year 2000 are investigated. Firstly, the author conducted a theoretical study into the strategic management model, and the most important factors influencing it. Secondly, the author investigated the leadership theories in relation to strategic planning. Thirdly, an empirical study was conducted to determine to which extent South African managers are successful leaders, and the resulted impact on strategic planning. Lastly, the author evaluated the empirical study, and made recommendations based on the literature and empirical study conducted.
- Full Text:
- Date Issued: 2001
- Authors: Van Wyk, Luhan George
- Date: 2001
- Subjects: Leadership , Strategic planning
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10888 , http://hdl.handle.net/10948/65 , Leadership , Strategic planning
- Description: Strategic planning will reach its full potential once leadership operates effectively within the South African organisation. In this research, theoretical views of strategic planning and the role leadership should perform within South African organisations in the year 2000 are investigated. Firstly, the author conducted a theoretical study into the strategic management model, and the most important factors influencing it. Secondly, the author investigated the leadership theories in relation to strategic planning. Thirdly, an empirical study was conducted to determine to which extent South African managers are successful leaders, and the resulted impact on strategic planning. Lastly, the author evaluated the empirical study, and made recommendations based on the literature and empirical study conducted.
- Full Text:
- Date Issued: 2001
The development of a balanced scorecard for strategic planning in a frozen vegetable processing plant
- Authors: Du Plessis, Francois
- Date: 2001
- Subjects: Food industry and trade -- South Africa -- Management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10887 , http://hdl.handle.net/10948/52 , Food industry and trade -- South Africa -- Management , Strategic planning
- Description: This research investigated the development of a balanced scorecard for a frozen vegetable processing plant. The balanced scorecard can be utilised as a strategic management and performance measurement system. First, an overview of the balanced scorecard concept was presented. Its four perspectives, namely financial, customer, internal business process, and learning and growth were explained. Thereafter, the process of developing a balanced scorecard was outlined and the translation of a firm’s vision into measurable objectives and targets was discussed. Finally, the literature study evaluated the development of balanced scorecards by means of selected case studies. This included an analysis of the successes and failures of balanced scorecards in practice. The research methodology consisted of: (a) A literature study to determine a framework for developing a balanced scorecard. (b) Interviews and workshops to gather the primary data required to develop a balanced scorecard. The development of a balanced scorecard for a frozen vegetable processing plant using the findings from (a) and (b) above. The following recommendations were made: · Targets and action plans should be developed for the outstanding strategic objectives of the plant, and all key performance measurements should be formalised on key performance area documents. All role players should be involved in this process. · All employees must be exposed to, and understand the plant’s vision, mission statement and the purpose of the balanced scorecard. · All employees need to understand how their actions impact on other employees and the well-being of the plant. They must have set objectives and targets that can be measured. · To increase the chance of a successful scorecard implementation, regular feedback must be provided to all employees, and managers must hold people accountable for using the system.
- Full Text:
- Date Issued: 2001
- Authors: Du Plessis, Francois
- Date: 2001
- Subjects: Food industry and trade -- South Africa -- Management , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10887 , http://hdl.handle.net/10948/52 , Food industry and trade -- South Africa -- Management , Strategic planning
- Description: This research investigated the development of a balanced scorecard for a frozen vegetable processing plant. The balanced scorecard can be utilised as a strategic management and performance measurement system. First, an overview of the balanced scorecard concept was presented. Its four perspectives, namely financial, customer, internal business process, and learning and growth were explained. Thereafter, the process of developing a balanced scorecard was outlined and the translation of a firm’s vision into measurable objectives and targets was discussed. Finally, the literature study evaluated the development of balanced scorecards by means of selected case studies. This included an analysis of the successes and failures of balanced scorecards in practice. The research methodology consisted of: (a) A literature study to determine a framework for developing a balanced scorecard. (b) Interviews and workshops to gather the primary data required to develop a balanced scorecard. The development of a balanced scorecard for a frozen vegetable processing plant using the findings from (a) and (b) above. The following recommendations were made: · Targets and action plans should be developed for the outstanding strategic objectives of the plant, and all key performance measurements should be formalised on key performance area documents. All role players should be involved in this process. · All employees must be exposed to, and understand the plant’s vision, mission statement and the purpose of the balanced scorecard. · All employees need to understand how their actions impact on other employees and the well-being of the plant. They must have set objectives and targets that can be measured. · To increase the chance of a successful scorecard implementation, regular feedback must be provided to all employees, and managers must hold people accountable for using the system.
- Full Text:
- Date Issued: 2001
The role of strategic control in implementing an empowerment strategy in a selected higher education institution
- Kolver, Willem Andreas Pieter
- Authors: Kolver, Willem Andreas Pieter
- Date: 2001
- Subjects: Education, Higher -- South Africa -- Management , Employee empowerment , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10890 , http://hdl.handle.net/10948/71 , Education, Higher -- South Africa -- Management , Employee empowerment , Strategic planning
- Description: Higher education institutions in South Africa are under pressure on account of changes in their environment so those institutions which can adapt to the changes and continue to carry out their purposes will be the most successful. According to Wellins, Byham and Wilson (1991:21) the employee empowerment and energy that comes with a feeling of ownership, are necessary prerequisites for continuous improvement. When organisational values, leadership actions and human resources systems, for example, rewards, training, and organisational structures are focused on empowerment, continuous improvement actions result. These, in turn, could lead to competitive quality, increased productivity and improved customer service. This dissertation aims to assess what would be an appropriate strategic control model when implementing an empowerment strategy. To this end an empowerment process management model is presented, as well as an investigation into the most effective environment where empowerment can be implemented and the management style needed. Secondly, the characteristics of strategic control are considered and lastly, the particular circumstances of a tertiary education institution are discussed. The findings of this study are that the concept of strategic control and empowerment and the reality which exists at the selected higher education institution concur in certain instances, from the managers’ perspective. Further research to investigate the role of strategic control in implementing an empowerment strategy at the selected higher education institution when all role players are included, is recommended.
- Full Text:
- Date Issued: 2001
- Authors: Kolver, Willem Andreas Pieter
- Date: 2001
- Subjects: Education, Higher -- South Africa -- Management , Employee empowerment , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10890 , http://hdl.handle.net/10948/71 , Education, Higher -- South Africa -- Management , Employee empowerment , Strategic planning
- Description: Higher education institutions in South Africa are under pressure on account of changes in their environment so those institutions which can adapt to the changes and continue to carry out their purposes will be the most successful. According to Wellins, Byham and Wilson (1991:21) the employee empowerment and energy that comes with a feeling of ownership, are necessary prerequisites for continuous improvement. When organisational values, leadership actions and human resources systems, for example, rewards, training, and organisational structures are focused on empowerment, continuous improvement actions result. These, in turn, could lead to competitive quality, increased productivity and improved customer service. This dissertation aims to assess what would be an appropriate strategic control model when implementing an empowerment strategy. To this end an empowerment process management model is presented, as well as an investigation into the most effective environment where empowerment can be implemented and the management style needed. Secondly, the characteristics of strategic control are considered and lastly, the particular circumstances of a tertiary education institution are discussed. The findings of this study are that the concept of strategic control and empowerment and the reality which exists at the selected higher education institution concur in certain instances, from the managers’ perspective. Further research to investigate the role of strategic control in implementing an empowerment strategy at the selected higher education institution when all role players are included, is recommended.
- Full Text:
- Date Issued: 2001
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