- Title
- Strategy execution in a manufacturing facility in the Nelson Mandela Bay
- Creator
- Butler, Charles Ted
- Subject
- Business planning -- South Africa -- Nelson Mandela Bay Municipality
- Subject
- Manufacturing industries -- South Africa -- Nelson Mandela Bay Municipality
- Date Issued
- 2014
- Date
- 2014
- Type
- Thesis
- Type
- Masters
- Type
- MBA
- Identifier
- vital:8843
- Identifier
- http://hdl.handle.net/10948/d1020075
- Description
- The most basic role of operations is to execute a strategy (Pycraft, Singh, Phihlela, Slack, Chambers & Johnston, 2010). The aim of this study is to make a contribution to operational performance by analysing the effectiveness of strategy execution at a confectionery manufacturing facility situated in the Nelson Mandela Bay (NMB). The primary objective of the study is to improve strategy execution at this manufacturing facility by investigating the influence of strategy; business processes; organisational factors; human resources; macro factors and leadership toward the success of strategy execution. The researcher gave consideration to whether this manufacturing facility measured on a strategy grid, is in a professional (champions’) league, headed towards a spectacular success; or headed towards being relegated and failure; or will it achieve somewhere in between like playing in the amateur (first division). The study was conducted in the quantitative paradigm. Data was collected using a structured questionnaire and sourced instruments were used to measure the variables in the hypothesised model. The objective of the questionnaire was to analyse the respondent’s understanding of how strategy is executed, thereby identifying the possible areas that need to be improved. It was found that most managers disagreed that the business processes, organisational factors and human resources effectively support the execution of the operational strategy and that the average response from the managers were neutral in respect of effectiveness of strategy and leadership. The inference is that although this manufacturing facility has a fair strategy, execution thereof is below average. The researcher therefore deduced that the most appropriate section for the manufacturing facility is between the first division and relegation. The research findings indicate that the management team is not effectively executing the operational strategy. The management implication of this finding translates into lost opportunities. These lost opportunities probably contributed to the poor results reported by the plant director in his quarterly performance review. The empirical results are discussed and recommendations are proposed to improve strategy execution, complementing the manufacturing facility’s goals to deliver the best performance and ultimately realise their stated vision: “to be the best and most loved confectionary site in the world”.
- Format
- xii, 112 leaves
- Format
- Publisher
- Nelson Mandela Metropolitan University
- Publisher
- Faculty of Business and Economic Sciences
- Language
- English
- Rights
- Nelson Mandela Metropolitan University
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