Establish to what extent small and medium enterprises (SMEs) in the Port Elizabeth CBD comply with good governance principles and practices
- Authors: Mpafa, Dumisani
- Date: 2005
- Subjects: Corporate governance , Small business -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10904 , http://hdl.handle.net/10948/163 , Corporate governance , Small business -- South Africa -- Port Elizabeth
- Description: Throughout the world, corporate or good governance has become such a dominating terminology in the ever -increasing business vocabulary. Its fast rise and strategic relevance to the global business communi ty is part ly due to the desi re by the business leaders wor ldwide to be seen to be doing something about the scourge of corporate failures resulting f rom poor governance. The objective of the research was to establish to what extent Smal l and Medium Enterpr ises (SMEs) comply with good governance principles and practices. The SMEs in the Port Elizabeth CBD were chosen as the representative population of the SME sector throughout the country. The research methodology included: A li terature study to determine, on the one hand the current good governance pract ices global ly, and on the other the role, relevance and the challenges of the SMEs in the South Af rican Economy. An empir ical study in order to obtain the empir ical evidence concerning SME compliance to good governance principles and pract ice. This was done through a survey of SME sector in the Port Elizabeth CBD. Lastly, the conclusion and recommendations. The conclusion was reached, inter alia, that the major ity of SMEs do not comply wi th good governance principles and pract ices for various reasons. Therefore the following recommendations were made: Recommended that the organisational accountants appointed in terms of the law should not confine themselves to the financial aspects of the business only, but also look at governance of these small businesses. Recommended that a sub-code for SMEs be developed. Recommended that the existing code of governance be amended to include a clause that requires large and establish businesses to insist on good governance in the SMEs they deal with at any level. Recommended that the South African Qualifications Authority (SAQA) should develop a qualification or unit standard on good governance to facilitate training on good governance. Since good governance knowledge is a key competence for every manager, especially senior management. It is recommended that institutions of higher learning should have good governance in their curriculum.
- Full Text:
- Date Issued: 2005
- Authors: Mpafa, Dumisani
- Date: 2005
- Subjects: Corporate governance , Small business -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10904 , http://hdl.handle.net/10948/163 , Corporate governance , Small business -- South Africa -- Port Elizabeth
- Description: Throughout the world, corporate or good governance has become such a dominating terminology in the ever -increasing business vocabulary. Its fast rise and strategic relevance to the global business communi ty is part ly due to the desi re by the business leaders wor ldwide to be seen to be doing something about the scourge of corporate failures resulting f rom poor governance. The objective of the research was to establish to what extent Smal l and Medium Enterpr ises (SMEs) comply with good governance principles and practices. The SMEs in the Port Elizabeth CBD were chosen as the representative population of the SME sector throughout the country. The research methodology included: A li terature study to determine, on the one hand the current good governance pract ices global ly, and on the other the role, relevance and the challenges of the SMEs in the South Af rican Economy. An empir ical study in order to obtain the empir ical evidence concerning SME compliance to good governance principles and pract ice. This was done through a survey of SME sector in the Port Elizabeth CBD. Lastly, the conclusion and recommendations. The conclusion was reached, inter alia, that the major ity of SMEs do not comply wi th good governance principles and pract ices for various reasons. Therefore the following recommendations were made: Recommended that the organisational accountants appointed in terms of the law should not confine themselves to the financial aspects of the business only, but also look at governance of these small businesses. Recommended that a sub-code for SMEs be developed. Recommended that the existing code of governance be amended to include a clause that requires large and establish businesses to insist on good governance in the SMEs they deal with at any level. Recommended that the South African Qualifications Authority (SAQA) should develop a qualification or unit standard on good governance to facilitate training on good governance. Since good governance knowledge is a key competence for every manager, especially senior management. It is recommended that institutions of higher learning should have good governance in their curriculum.
- Full Text:
- Date Issued: 2005
Strategic leadership within the Duke of Edinburgh's International Award Association between 1988 and 2004
- Authors: Andrew, Craig Bruce
- Date: 2005
- Subjects: Duke of Edinburgh's Award (Organization) Duke of Edinburgh's Award -- History Nonprofit organizations -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:764 , http://hdl.handle.net/10962/d1003885
- Description: Providing strategic leadership for global Not-for-Profit organisations poses great challenges to the leadership structures of these voluntary organisations. This study looks at the phenomenon of strategic leadership in the Duke of Edinburgh’s (DOE) International Award Association (IAA) as a global Not-for-Profit Organisation (NPO). The main aim of the research was an in-depth examination of the processes involved in leadership at the top level in a global NPO. Eight strategic leaders from the top management team were interviewed. Further information was generated from a study of the Annual Reports spanning the 15 year period (1988/9 – 2003/4), and key strategic documents were used as supporting material. The research was conducted in a phenomenological paradigm, using the case study research method. Care was taken to minimize possible researcher bias and interpretations, as the researcher has been associated with this organisation for the past 18 years. It was found that the Royal Family play extremely valuable and multifaceted roles in the organisation. The triumvirate of The Royals; The Secretary General’s; and The Trustees; works well as individual ‘great groups’ yet when necessary, they form a collective collaborative grouping to effect strategic leadership for the IAA. The two main themes to emerge from the findings were the nature of the DOE as a global NPO and the role of strategic leadership in the DOE Award. The DOE Award has demonstrated that it has many unique strategic leadership features and is using these features to become more business-like in the application of its new strategic vision. The individual ‘great groups’ offer sound leadership throughout the process of overseeing and running the business of the DOE Award yet, when necessary and appropriate, these great groups appear to work collectively, perhaps in an unstructured manner, as the triumvirate of power. Their collective collaborative leadership is a unique feature of the DOE Award. The highly interactive role of the Royal Family is unique and sets the DOE Award apart from other similar youth organisations globally. The nature of the loose association of National Award Authorities all subscribing to the rules and conditions of association is also a very unique feature of this NPO. The DOE Award is not a movement organisation but is guided by its service ethic. The DOE Award is a service organisation in which the strategic leadership plays a crucial role yet the constitutional power resides with the International Award Association membership. This IAA membership meets every three years at the World Forum Triennium to approve all new policy and procedures.
- Full Text:
- Date Issued: 2005
- Authors: Andrew, Craig Bruce
- Date: 2005
- Subjects: Duke of Edinburgh's Award (Organization) Duke of Edinburgh's Award -- History Nonprofit organizations -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:764 , http://hdl.handle.net/10962/d1003885
- Description: Providing strategic leadership for global Not-for-Profit organisations poses great challenges to the leadership structures of these voluntary organisations. This study looks at the phenomenon of strategic leadership in the Duke of Edinburgh’s (DOE) International Award Association (IAA) as a global Not-for-Profit Organisation (NPO). The main aim of the research was an in-depth examination of the processes involved in leadership at the top level in a global NPO. Eight strategic leaders from the top management team were interviewed. Further information was generated from a study of the Annual Reports spanning the 15 year period (1988/9 – 2003/4), and key strategic documents were used as supporting material. The research was conducted in a phenomenological paradigm, using the case study research method. Care was taken to minimize possible researcher bias and interpretations, as the researcher has been associated with this organisation for the past 18 years. It was found that the Royal Family play extremely valuable and multifaceted roles in the organisation. The triumvirate of The Royals; The Secretary General’s; and The Trustees; works well as individual ‘great groups’ yet when necessary, they form a collective collaborative grouping to effect strategic leadership for the IAA. The two main themes to emerge from the findings were the nature of the DOE as a global NPO and the role of strategic leadership in the DOE Award. The DOE Award has demonstrated that it has many unique strategic leadership features and is using these features to become more business-like in the application of its new strategic vision. The individual ‘great groups’ offer sound leadership throughout the process of overseeing and running the business of the DOE Award yet, when necessary and appropriate, these great groups appear to work collectively, perhaps in an unstructured manner, as the triumvirate of power. Their collective collaborative leadership is a unique feature of the DOE Award. The highly interactive role of the Royal Family is unique and sets the DOE Award apart from other similar youth organisations globally. The nature of the loose association of National Award Authorities all subscribing to the rules and conditions of association is also a very unique feature of this NPO. The DOE Award is not a movement organisation but is guided by its service ethic. The DOE Award is a service organisation in which the strategic leadership plays a crucial role yet the constitutional power resides with the International Award Association membership. This IAA membership meets every three years at the World Forum Triennium to approve all new policy and procedures.
- Full Text:
- Date Issued: 2005
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