Investigating the levels of management and leadership development among medical doctors
- Authors: Mdingi, Simphiwe Lukhanyo
- Date: 2018
- Subjects: Leadership -- South Africa -- Research
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/22957 , vital:30154
- Description: Private medical practice, as a division of primary healthcare, involves profitable medical practices and businesses owned and run by qualified medical practitioners that provide a healthcare service to their community. It is thus inevitable that the function of management forms a vital part of the medical practitioner’s responsibilities and entails daily, weekly and monthly duties such as training and managing staff members, general administration, ordering medical supplies, liaising with patients, clients and suppliers, generating accurate invoices, paying bills, wages and salaries, handling debtors and creditors; as well as many other tasks aimed at ensuring that his/her medical practice runs smoothly and cost effectively while continuing to focus on growing its patient/client base and income generating capabilities. Therefore, competent and effective management and leadership skills are essential to the success of a private medical practice and healthcare department at large, that will be able to provide its community with a healthcare service marked by excellence; contributing not only to its community’s employment rate and economy, but also to the general well being of its members. The treatise has identified that, although the medical industry in South Africa has invested heavily in the academic, clinical and practical development and training of medical practitioners and healthcare personnel in the past, many gaps exist in adequately equipping medical practitioners and other healthcare professionals with leadership skills aimed at the successful management of their private practices, healthcare departments and hospitals at large. With a view to bridge these gaps, it has been the main purpose of this study to identify the primary and specific factors that contribute to the lack of leadership and management development among medical practitioners in private practice. The empirical study included data collected via the distribution of a self-administered online survey among 100 medical practitioners in private practice and in management positions in the Western Cape area. The findings generated by the survey indicate that the level of management and leadership development among medical doctors in private practice in western cape is low mainly due to the current academic curriculum for medical doctors, lack of relevant, contemporary information regarding effective management and leadership development training for medical practitioners, lack of clinical leadership development and training, lack of suitable, available leadership and management mentoring/coaching for medical practitioners, as well as the medical profession’s neglect of conveying and imprinting the importance of the need for medical practitioners’ to acquire and become equipped with these skills. In light of these findings, a framework for management and leadership skills development among medical practitioners was constructed for consideration by policy makers, accompanied by recommendations aimed at actioning improvements that will positively impact the healthcare industry at large.
- Full Text:
- Date Issued: 2018
- Authors: Mdingi, Simphiwe Lukhanyo
- Date: 2018
- Subjects: Leadership -- South Africa -- Research
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/22957 , vital:30154
- Description: Private medical practice, as a division of primary healthcare, involves profitable medical practices and businesses owned and run by qualified medical practitioners that provide a healthcare service to their community. It is thus inevitable that the function of management forms a vital part of the medical practitioner’s responsibilities and entails daily, weekly and monthly duties such as training and managing staff members, general administration, ordering medical supplies, liaising with patients, clients and suppliers, generating accurate invoices, paying bills, wages and salaries, handling debtors and creditors; as well as many other tasks aimed at ensuring that his/her medical practice runs smoothly and cost effectively while continuing to focus on growing its patient/client base and income generating capabilities. Therefore, competent and effective management and leadership skills are essential to the success of a private medical practice and healthcare department at large, that will be able to provide its community with a healthcare service marked by excellence; contributing not only to its community’s employment rate and economy, but also to the general well being of its members. The treatise has identified that, although the medical industry in South Africa has invested heavily in the academic, clinical and practical development and training of medical practitioners and healthcare personnel in the past, many gaps exist in adequately equipping medical practitioners and other healthcare professionals with leadership skills aimed at the successful management of their private practices, healthcare departments and hospitals at large. With a view to bridge these gaps, it has been the main purpose of this study to identify the primary and specific factors that contribute to the lack of leadership and management development among medical practitioners in private practice. The empirical study included data collected via the distribution of a self-administered online survey among 100 medical practitioners in private practice and in management positions in the Western Cape area. The findings generated by the survey indicate that the level of management and leadership development among medical doctors in private practice in western cape is low mainly due to the current academic curriculum for medical doctors, lack of relevant, contemporary information regarding effective management and leadership development training for medical practitioners, lack of clinical leadership development and training, lack of suitable, available leadership and management mentoring/coaching for medical practitioners, as well as the medical profession’s neglect of conveying and imprinting the importance of the need for medical practitioners’ to acquire and become equipped with these skills. In light of these findings, a framework for management and leadership skills development among medical practitioners was constructed for consideration by policy makers, accompanied by recommendations aimed at actioning improvements that will positively impact the healthcare industry at large.
- Full Text:
- Date Issued: 2018
The influence of inbound and outbound logistics on the competitiveness of the South African automobile industry
- Authors: Fourie, Quinton
- Date: 2013
- Subjects: Business logistics -- South Africa -- Costs , Competition -- South Africa , Automobile industry and trade -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8863 , http://hdl.handle.net/10948/d1020217
- Description: The South African automotive industry has been identified as an important influence on the economy of South Africa. In particular, it plays a role in job creation in a country with high unemployment rates. However, being linked to a global industry, its competitive position and future relevance have come into question on numerous occasions. After a period of isolation and protection, the local industry had to enter global competition. The competitive playing field had suddenly widened from companies competing locally amongst each other for local market share, to competing globally for international sales. In addition it was found that competition was not only limited to opposing brands but also existed within the subsidiaries of the same brand. The reason for this was the existence of overcapacity in the manufacturing facilities internationally. Coupled with this, most of the dominant vehicle manufacturers were creating more capacity in developing markets to support demand as well as to benefit from cheaper resources. There are of course many influencing factors on the competitive position of such an important industry. The value chain has been identified as a tool to analyse and compare the activities within rival businesses or industry role players. Two primary activities within the value chain are inbound logistics and outbound logistics. The objective of the research was to investigate the influence of inbound and outbound logistics on the competitiveness of the South African automotive industry. A literature review created the conceptual framework for the research. It was necessary to discuss the automotive industry in a global sense to understand the history and trends of the development within the industry. It was also necessary to understand the South African automotive industry within this context to identify its place and relevance in global terms. It was found that, although important to the local economy, the local industry was not a dominant force to be reckoned with and was in fact being over taken by many of its competitors. Part of this investigation was spent on the development of the local industry in a protected environment and what it meant for the growth of local content and exports. This was also important as the component manufacturers based in South Africa need critical mass to create an efficient platform to be globally competitive. It was found that historic development programmes did not do much to improve this aspect but there is optimism about the latest programme which promotes an increase in production volumes. The state of logistics in South Africa was critically analysed to understand the influence it has on the automotive industry. It was found that although the logistics infrastructure within South Africa is the best in Africa, it is behind the standards of its competitors. This is influencing the automotive industry as a result of inadequate rail infrastructure. The reason for this was that most of the freight which was being transported by road would be more efficiently transported by rail. The cost of logistics was also found to be high in South Africa and skills were also a concern to improve the current situation. A research questionnaire was created from the findings of the literature review. The questionnaire formed the primary research tool for this study. The sample was identified as respondents from vehicle assemblers and component manufacturers who would have sufficient knowledge of this topic. It was found that inbound and outbound logistics costs formed a relatively large component of total costs. The high levels of imported parts being used as well as export levels added to the logistics costs. This also caused uneconomical inventory levels as stock needed to be kept for longer periods before being replenished. The respondents were also aware of the fact that rail would improve the situation if the infrastructure was sufficient. The respondents seemed to be of the opinion that the skills of the employees responsible for logistics were not a major influencing factor and that logistics service providers were in addition, not creating an overwhelming cost improvement. The incentive programmes were also not seen to be doing much to address the influence of logistics on the automotive industry.
- Full Text:
- Date Issued: 2013
- Authors: Fourie, Quinton
- Date: 2013
- Subjects: Business logistics -- South Africa -- Costs , Competition -- South Africa , Automobile industry and trade -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8863 , http://hdl.handle.net/10948/d1020217
- Description: The South African automotive industry has been identified as an important influence on the economy of South Africa. In particular, it plays a role in job creation in a country with high unemployment rates. However, being linked to a global industry, its competitive position and future relevance have come into question on numerous occasions. After a period of isolation and protection, the local industry had to enter global competition. The competitive playing field had suddenly widened from companies competing locally amongst each other for local market share, to competing globally for international sales. In addition it was found that competition was not only limited to opposing brands but also existed within the subsidiaries of the same brand. The reason for this was the existence of overcapacity in the manufacturing facilities internationally. Coupled with this, most of the dominant vehicle manufacturers were creating more capacity in developing markets to support demand as well as to benefit from cheaper resources. There are of course many influencing factors on the competitive position of such an important industry. The value chain has been identified as a tool to analyse and compare the activities within rival businesses or industry role players. Two primary activities within the value chain are inbound logistics and outbound logistics. The objective of the research was to investigate the influence of inbound and outbound logistics on the competitiveness of the South African automotive industry. A literature review created the conceptual framework for the research. It was necessary to discuss the automotive industry in a global sense to understand the history and trends of the development within the industry. It was also necessary to understand the South African automotive industry within this context to identify its place and relevance in global terms. It was found that, although important to the local economy, the local industry was not a dominant force to be reckoned with and was in fact being over taken by many of its competitors. Part of this investigation was spent on the development of the local industry in a protected environment and what it meant for the growth of local content and exports. This was also important as the component manufacturers based in South Africa need critical mass to create an efficient platform to be globally competitive. It was found that historic development programmes did not do much to improve this aspect but there is optimism about the latest programme which promotes an increase in production volumes. The state of logistics in South Africa was critically analysed to understand the influence it has on the automotive industry. It was found that although the logistics infrastructure within South Africa is the best in Africa, it is behind the standards of its competitors. This is influencing the automotive industry as a result of inadequate rail infrastructure. The reason for this was that most of the freight which was being transported by road would be more efficiently transported by rail. The cost of logistics was also found to be high in South Africa and skills were also a concern to improve the current situation. A research questionnaire was created from the findings of the literature review. The questionnaire formed the primary research tool for this study. The sample was identified as respondents from vehicle assemblers and component manufacturers who would have sufficient knowledge of this topic. It was found that inbound and outbound logistics costs formed a relatively large component of total costs. The high levels of imported parts being used as well as export levels added to the logistics costs. This also caused uneconomical inventory levels as stock needed to be kept for longer periods before being replenished. The respondents were also aware of the fact that rail would improve the situation if the infrastructure was sufficient. The respondents seemed to be of the opinion that the skills of the employees responsible for logistics were not a major influencing factor and that logistics service providers were in addition, not creating an overwhelming cost improvement. The incentive programmes were also not seen to be doing much to address the influence of logistics on the automotive industry.
- Full Text:
- Date Issued: 2013
An understanding of corporate social investment within the context of the Sappi Forest Products Division in South Africa
- Authors: May, Jonathan Paul
- Date: 2006
- Subjects: Forests and forestry -- South Africa Forests and forestry -- Social aspects -- South Africa Forest products industry -- South Africa Corporate reorganizations Social responsibility of business -- South Africa Community development -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:768 , http://hdl.handle.net/10962/d1003889
- Description: This research which makes reference to Sappi South Africa is grounded in a South African context, within the forestry industry. The aims of the study are to- 1. Provide a description of corporate social investment (in a Sappi/ South African context) from a theoretical, corporate and legislative perspective which will describe current Sappi CSI activity, its implementation, measurement and the driving force behind them. 2. To articulate a sound understanding without judgement of the current status of corporate social investment based upon the application of (1) above. 3. To position Sappi’s CSI approach on a macro government/ corporate power scale which will facilitate rich understanding concerning the long term sustainability of Sappi’s CSI approach on the corporation, the forestry industry and the South African economy. 4. To distill a consensual interpretation that is more informed and sophisticated than previous constructions within Sappi Forest Products Division. The qualitative research is descriptive. A single case-study method has been adopted. Corporate Social Responsibility (CSR), as a late twentieth-century American movement, is a modern manifestation of an ancient debate amongst philosophers and theologians in many lands and cultures about the morality of commerce itself (Hood, 1996). Friedman (1962) quoted in Anshen (1980:10) argues that business should not and must not deviate from its profit orientation and that it should be concerned only with its economic performance. Friedman supported the notion ‘the business of business is business’ and adds, as quoted in Smith (1990:60), that to suggest corporations should have a social responsibility is to fail to understand the way in which the market is and must be played and asks, ‘if business does have a social responsibility other than making profits for shareholders, how are they to know what it is? Frederick et al, (1998:36) argue that Corporate Social Responsibility balances power with responsibility, responds to public needs and expectations and can contribute to correcting societal imbalances implicit in most economies. Smith (1990:89) suggests that the social control of business is achieved by either virtue of moral obligation, market forces and legislation, or, manipulation, inducement and force. Beesley and Evans (1978) quoted in Smith (1990:54) note ‘there is recognition of the growth of corporate power and the consequent perception of relative shift from government to companies as the source of social improvement and the means to promote specific items of social welfare.’ On this basis it may therefore be concluded that societal responsibilities should be shared between government and business, and in this way power balanced and a healthy pluralistic state developed. The vision of Sappi’s Corporate Social Investment program is to be instrumental in empowering and creating opportunities for both personnel and their dependent communities in order to address their self-defined needs. Sappi’s CSI activity is concentrated on education and community development, environmental preservation and conservation, social welfare and arts and culture. CSI practices are driven by morality, enlightened self-interest and by the South African Government. If the corporation had only started trading in 2005 would the CSI vision be driven by the same ‘gears’, or would the moral obligation and enlightened self-interest become less apparent? It is recommended that the Sappi CSI initiative must embrace CSI and uplift it to the next level by implementing the change management process, outsourcing at least the rural CSI initiative and expanding into a more brand orientated CSI strategy. Sappi also needs to make strategic CSI alliances with other organizations.
- Full Text:
- Date Issued: 2006
- Authors: May, Jonathan Paul
- Date: 2006
- Subjects: Forests and forestry -- South Africa Forests and forestry -- Social aspects -- South Africa Forest products industry -- South Africa Corporate reorganizations Social responsibility of business -- South Africa Community development -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:768 , http://hdl.handle.net/10962/d1003889
- Description: This research which makes reference to Sappi South Africa is grounded in a South African context, within the forestry industry. The aims of the study are to- 1. Provide a description of corporate social investment (in a Sappi/ South African context) from a theoretical, corporate and legislative perspective which will describe current Sappi CSI activity, its implementation, measurement and the driving force behind them. 2. To articulate a sound understanding without judgement of the current status of corporate social investment based upon the application of (1) above. 3. To position Sappi’s CSI approach on a macro government/ corporate power scale which will facilitate rich understanding concerning the long term sustainability of Sappi’s CSI approach on the corporation, the forestry industry and the South African economy. 4. To distill a consensual interpretation that is more informed and sophisticated than previous constructions within Sappi Forest Products Division. The qualitative research is descriptive. A single case-study method has been adopted. Corporate Social Responsibility (CSR), as a late twentieth-century American movement, is a modern manifestation of an ancient debate amongst philosophers and theologians in many lands and cultures about the morality of commerce itself (Hood, 1996). Friedman (1962) quoted in Anshen (1980:10) argues that business should not and must not deviate from its profit orientation and that it should be concerned only with its economic performance. Friedman supported the notion ‘the business of business is business’ and adds, as quoted in Smith (1990:60), that to suggest corporations should have a social responsibility is to fail to understand the way in which the market is and must be played and asks, ‘if business does have a social responsibility other than making profits for shareholders, how are they to know what it is? Frederick et al, (1998:36) argue that Corporate Social Responsibility balances power with responsibility, responds to public needs and expectations and can contribute to correcting societal imbalances implicit in most economies. Smith (1990:89) suggests that the social control of business is achieved by either virtue of moral obligation, market forces and legislation, or, manipulation, inducement and force. Beesley and Evans (1978) quoted in Smith (1990:54) note ‘there is recognition of the growth of corporate power and the consequent perception of relative shift from government to companies as the source of social improvement and the means to promote specific items of social welfare.’ On this basis it may therefore be concluded that societal responsibilities should be shared between government and business, and in this way power balanced and a healthy pluralistic state developed. The vision of Sappi’s Corporate Social Investment program is to be instrumental in empowering and creating opportunities for both personnel and their dependent communities in order to address their self-defined needs. Sappi’s CSI activity is concentrated on education and community development, environmental preservation and conservation, social welfare and arts and culture. CSI practices are driven by morality, enlightened self-interest and by the South African Government. If the corporation had only started trading in 2005 would the CSI vision be driven by the same ‘gears’, or would the moral obligation and enlightened self-interest become less apparent? It is recommended that the Sappi CSI initiative must embrace CSI and uplift it to the next level by implementing the change management process, outsourcing at least the rural CSI initiative and expanding into a more brand orientated CSI strategy. Sappi also needs to make strategic CSI alliances with other organizations.
- Full Text:
- Date Issued: 2006
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