Strategy formulation, alignment and implementation to ensure that Behr is competitive internationally : a case study
- Authors: Samuels, Donald
- Date: 2006
- Subjects: Automobile industry and trade -- South Africa , Competition, International , Globalization , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8761 , http://hdl.handle.net/10948/600 , http://hdl.handle.net/10948/d1011685 , Automobile industry and trade -- South Africa , Competition, International , Globalization , Strategic planning
- Description: South Africa’s transition to democracy in 1994 has heralded a re-entry into the global economy. This has meant that for the first time in more than 40 years of isolation because of “apartheid” policies, South African companies are facing global competition. The South African automotive industry has undergone major changes over the past few years. All the assemblers are now either wholly or partially owned by overseas parent companies. Under globalisation, foreign ownership of locally owned suppliers has also been escalating. The Behr strategy and values were examined to determine whether they are consistent with companies operating in the international environment. The literature study was conducted by using textbooks, periodicals and the internet. The empirical study was conducted by means of a questionnaire addressed to the Behr executives. The results of this empirical study were then directly correlated to the theoretical aspects. Distinctive competences, market growth and product development strategies were identified and comparisons made with theory.
- Full Text:
- Date Issued: 2006
- Authors: Samuels, Donald
- Date: 2006
- Subjects: Automobile industry and trade -- South Africa , Competition, International , Globalization , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8761 , http://hdl.handle.net/10948/600 , http://hdl.handle.net/10948/d1011685 , Automobile industry and trade -- South Africa , Competition, International , Globalization , Strategic planning
- Description: South Africa’s transition to democracy in 1994 has heralded a re-entry into the global economy. This has meant that for the first time in more than 40 years of isolation because of “apartheid” policies, South African companies are facing global competition. The South African automotive industry has undergone major changes over the past few years. All the assemblers are now either wholly or partially owned by overseas parent companies. Under globalisation, foreign ownership of locally owned suppliers has also been escalating. The Behr strategy and values were examined to determine whether they are consistent with companies operating in the international environment. The literature study was conducted by using textbooks, periodicals and the internet. The empirical study was conducted by means of a questionnaire addressed to the Behr executives. The results of this empirical study were then directly correlated to the theoretical aspects. Distinctive competences, market growth and product development strategies were identified and comparisons made with theory.
- Full Text:
- Date Issued: 2006
A study of the factors influencing the success of internet marketing in small South African tourism businesses
- Authors: Elliott, Roger Michael
- Date: 2005
- Subjects: Tourism -- South Africa -- Management , Small business -- South Africa -- Management , Internet marketing -- South Africa , Strategic planning , Marketing -- Management , Communication in management
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:1204 , http://hdl.handle.net/10962/d1016252
- Description: The tourism sector has been identified as an industry that has the potential to make a substantial contribution to job creation, economic growth, and redressing past imbalances in South Africa as it has been recognised as an underexploited sector with considerable potential for growth. The majority of tourism enterprises fall within the definition of small businesses, which have been identified as the most appropriate enterprises through which the economic challenges facing South Africa can be addressed. Small businesses differ from their larger counterparts not only in terms of size, but also in regard to access to resources and marketing expertise. Not surprisingly, one of the issues identified as preventing this sector from reaching its full potential is access to markets. The focus of this study is to identify the primary factors driving the success of the use of the Internet for marketing in small businesses operating in the tourism sector in South Africa. If these factors can be identified, this will allow existing and emerging small businesses to access markets and retain customers more easily leading to a proliferation of these enterprises. A theoretical model was formulated from the literature in which the factors influencing the success of Internet marketing were identified. These factors can broadly be divided into generic (marketing or management) factors and Internet specific factors. The technological aspects of the Internet were not ignored, but regarded as a resource to be managed rather than an autonomous source of competitive advantage. This model was tested by making use of a large-scale empirical study. Convenience sampling was used and the data was collected from small tourism businesses (that is businesses with fewer than 100 employees) in the Western Cape, Eastern Cape and KwaZulu-Natal provinces of South Africa. The factors were identified using exploratory factor analysis and the Cronbach alpha coefficients were assessed to confirm the reliability of these scales. Structural equation modelling was used as the principal mode of statistical analysis to measure the relationships amongst the variables in the model proposed in this study. A correlation analysis was used to measure the impact of marketing objectives on the success of Internet marketing. The primary determinants of the success of Internet marketing in small businesses operating in the tow-ism sector in South Africa were identified by the empirical study as: Product champion Links Alliances Owner-manager knowledge Entrepreneurial orientation Owner-manager vision Customer orientation Marketing objectives Interestingly, one factor, Strategic planning, recorded a negative influence on the success of Internet marketing. This is possibly because the owner-manager felt that this was a redundant exercise given the dominant and pervasive influence of the owner-manager in all spheres of the business. Nevertheless, if small tourism firms consider the factors identified in this thesis as essential aspects in the use of the Internet for marketing, this will allow them to overcome one of the biggest hurdles to their prosperity, namely, the access to markets.
- Full Text:
- Date Issued: 2005
- Authors: Elliott, Roger Michael
- Date: 2005
- Subjects: Tourism -- South Africa -- Management , Small business -- South Africa -- Management , Internet marketing -- South Africa , Strategic planning , Marketing -- Management , Communication in management
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:1204 , http://hdl.handle.net/10962/d1016252
- Description: The tourism sector has been identified as an industry that has the potential to make a substantial contribution to job creation, economic growth, and redressing past imbalances in South Africa as it has been recognised as an underexploited sector with considerable potential for growth. The majority of tourism enterprises fall within the definition of small businesses, which have been identified as the most appropriate enterprises through which the economic challenges facing South Africa can be addressed. Small businesses differ from their larger counterparts not only in terms of size, but also in regard to access to resources and marketing expertise. Not surprisingly, one of the issues identified as preventing this sector from reaching its full potential is access to markets. The focus of this study is to identify the primary factors driving the success of the use of the Internet for marketing in small businesses operating in the tourism sector in South Africa. If these factors can be identified, this will allow existing and emerging small businesses to access markets and retain customers more easily leading to a proliferation of these enterprises. A theoretical model was formulated from the literature in which the factors influencing the success of Internet marketing were identified. These factors can broadly be divided into generic (marketing or management) factors and Internet specific factors. The technological aspects of the Internet were not ignored, but regarded as a resource to be managed rather than an autonomous source of competitive advantage. This model was tested by making use of a large-scale empirical study. Convenience sampling was used and the data was collected from small tourism businesses (that is businesses with fewer than 100 employees) in the Western Cape, Eastern Cape and KwaZulu-Natal provinces of South Africa. The factors were identified using exploratory factor analysis and the Cronbach alpha coefficients were assessed to confirm the reliability of these scales. Structural equation modelling was used as the principal mode of statistical analysis to measure the relationships amongst the variables in the model proposed in this study. A correlation analysis was used to measure the impact of marketing objectives on the success of Internet marketing. The primary determinants of the success of Internet marketing in small businesses operating in the tow-ism sector in South Africa were identified by the empirical study as: Product champion Links Alliances Owner-manager knowledge Entrepreneurial orientation Owner-manager vision Customer orientation Marketing objectives Interestingly, one factor, Strategic planning, recorded a negative influence on the success of Internet marketing. This is possibly because the owner-manager felt that this was a redundant exercise given the dominant and pervasive influence of the owner-manager in all spheres of the business. Nevertheless, if small tourism firms consider the factors identified in this thesis as essential aspects in the use of the Internet for marketing, this will allow them to overcome one of the biggest hurdles to their prosperity, namely, the access to markets.
- Full Text:
- Date Issued: 2005
The development of turnaround strategies for the Calitzdorp Spa Tourism resort
- Authors: Holtzhausen, Beatrix
- Date: 2004
- Subjects: Corporate turnarounds -- Management , Health resorts -- South Africa -- Western Cape , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8541 , http://hdl.handle.net/10948/225 , Corporate turnarounds -- Management , Health resorts -- South Africa -- Western Cape , Strategic planning
- Description: The objective of this study was to develop turnaround strategies for the Calitzdorp Spa Tourism Resort (herein after referred to as Calitzdorp Spa) to stop the performance decline and put it back on the road of recovery again. The development of turnaround strategies are dependent on establishing the cause of the performance decline and to enable management to plan effective and optimal strategies for the tourism resort focused on the recovery response. An analysis of various sources on strategic management models were undertaken to find a theoretical framework for the development of a strategic management model that could be applied to a tourism resort. The following model for the strategic management of a tourism resort was consequently developed and consists of the following main components: • Mission, objectives and stakeholders; • Strategic position; • Strategic choice; and • Strategic implementation. A second model for the Turnaround Process of a tourism resort was proposed to assist management in guiding the resort to recovery, consisting of two main phases, namely: • Turnaround situation; and the • Turnaround response. The research methodology followed included: • a literature survey to define the important concepts of tourism, resorts, strategic management and turnaround strategies; • a questionnaire survey to determine customer satisfaction at the Calitzdorp Spa; • telephone interviews to determine the marketing and positioning strategies of the Calitzdorp Spa; and • a focus group discussion session to determine the current situation at the resort and to plan future management strategies of the Calitzdorp Spa. Specific conclusions were made and specific actions recommended based on the results obtained.
- Full Text:
- Date Issued: 2004
- Authors: Holtzhausen, Beatrix
- Date: 2004
- Subjects: Corporate turnarounds -- Management , Health resorts -- South Africa -- Western Cape , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8541 , http://hdl.handle.net/10948/225 , Corporate turnarounds -- Management , Health resorts -- South Africa -- Western Cape , Strategic planning
- Description: The objective of this study was to develop turnaround strategies for the Calitzdorp Spa Tourism Resort (herein after referred to as Calitzdorp Spa) to stop the performance decline and put it back on the road of recovery again. The development of turnaround strategies are dependent on establishing the cause of the performance decline and to enable management to plan effective and optimal strategies for the tourism resort focused on the recovery response. An analysis of various sources on strategic management models were undertaken to find a theoretical framework for the development of a strategic management model that could be applied to a tourism resort. The following model for the strategic management of a tourism resort was consequently developed and consists of the following main components: • Mission, objectives and stakeholders; • Strategic position; • Strategic choice; and • Strategic implementation. A second model for the Turnaround Process of a tourism resort was proposed to assist management in guiding the resort to recovery, consisting of two main phases, namely: • Turnaround situation; and the • Turnaround response. The research methodology followed included: • a literature survey to define the important concepts of tourism, resorts, strategic management and turnaround strategies; • a questionnaire survey to determine customer satisfaction at the Calitzdorp Spa; • telephone interviews to determine the marketing and positioning strategies of the Calitzdorp Spa; and • a focus group discussion session to determine the current situation at the resort and to plan future management strategies of the Calitzdorp Spa. Specific conclusions were made and specific actions recommended based on the results obtained.
- Full Text:
- Date Issued: 2004
An investigation of knowledge management implementation strategies
- Authors: Sunassee, Nakkiran N
- Date: 2003
- Subjects: Knowledge management , Strategic planning , Automobile industry and trade -- South Africa -- Management
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: vital:1141 , http://hdl.handle.net/10962/d1002770 , Knowledge management , Strategic planning , Automobile industry and trade -- South Africa -- Management
- Description: The world is experiencing an era which has been termed the “knowledge age” or the “knowledge economy”. In this new context, knowledge is the primary commodity, and knowledge flows are regarded as the most important factors in the economy. The management of knowledge flows within organisations has become a crucial activity because many of the activities of organisations and the broader economic and social life today are knowledge-driven. In recent years, this managerial activity has become known as Knowledge Management. Equally important are the associated Knowledge Management implementation strategies. Driven by a need expressed by the South African Motor Vehicle Industry for a knowledge management implementation strategy tailored to their needs, this research aimed to develop a knowledge management implementation strategy suited to the needs of this industry. Following an extensive literature survey and a study of the target industry using Duffy’s Knowledge Benchmarking Questionnaire, a model of knowledge management implementation is proposed that is suited to the needs of the South African Motor Vehicle Industry. The model consists of three main interlinked components: Knowledge Management of the Organisation, People, and Infrastructure and Processes. Furthermore, the model recommends a holistic approach to managing knowledge. The critical success factors of the model were tested by means of a survey of industry opinions that validated certain aspects of the model and motivated for changes in others. Additionally, despite the focus of the model on the target industry, it is considered sufficiently appropriate for use by other organisations.
- Full Text:
- Date Issued: 2003
- Authors: Sunassee, Nakkiran N
- Date: 2003
- Subjects: Knowledge management , Strategic planning , Automobile industry and trade -- South Africa -- Management
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: vital:1141 , http://hdl.handle.net/10962/d1002770 , Knowledge management , Strategic planning , Automobile industry and trade -- South Africa -- Management
- Description: The world is experiencing an era which has been termed the “knowledge age” or the “knowledge economy”. In this new context, knowledge is the primary commodity, and knowledge flows are regarded as the most important factors in the economy. The management of knowledge flows within organisations has become a crucial activity because many of the activities of organisations and the broader economic and social life today are knowledge-driven. In recent years, this managerial activity has become known as Knowledge Management. Equally important are the associated Knowledge Management implementation strategies. Driven by a need expressed by the South African Motor Vehicle Industry for a knowledge management implementation strategy tailored to their needs, this research aimed to develop a knowledge management implementation strategy suited to the needs of this industry. Following an extensive literature survey and a study of the target industry using Duffy’s Knowledge Benchmarking Questionnaire, a model of knowledge management implementation is proposed that is suited to the needs of the South African Motor Vehicle Industry. The model consists of three main interlinked components: Knowledge Management of the Organisation, People, and Infrastructure and Processes. Furthermore, the model recommends a holistic approach to managing knowledge. The critical success factors of the model were tested by means of a survey of industry opinions that validated certain aspects of the model and motivated for changes in others. Additionally, despite the focus of the model on the target industry, it is considered sufficiently appropriate for use by other organisations.
- Full Text:
- Date Issued: 2003
Strategic change and its impact on the organisational structure of Pennypinchers (PTY) Ltd.: a case study
- Authors: Kemp, Leona
- Date: 2003
- Subjects: Organizational change , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10877 , http://hdl.handle.net/10948/262 , Organizational change , Strategic planning
- Description: During the 1990’s many South African companies experienced the need to change and adapt. This was largely because of the environmental changes brought about by a new political regime. One of these changes was the exposure of South African companies to global competition. Because the South African business environment had remained relatively static during the 1980’s, many companies had no idea of how to manage change when it became necessary for economic survival. This inability led to the demise of many organisations. As change as a business concept covers a vast area, the main objective of this study was to isolate one area of change and examine it in a practical context. The chosen area was the relationship, if any, between strategy and organisational structure. The practical context chosen was an organisation, which had recently undergone strategic change. The research methodology for this study included the conducting of an intensive literature study, to determine the academic stance on the strategy/structure relationship. Various academic theories were examined to determine whether there was a relationship between the two concepts, and if so, what the relationship should be. This provided a background for the practical evaluation. Literary opinion showed consensus that there was indeed a relationship between the two; in fact the one was integral to the success of the other. That is, if an organisation chooses to consider adopting a change strategy, it should carefully consider its impact on organisational structure. To summarise, in a situation of change, structure should support strategy to ensure a successful transition. An empirical study was then conducted at Pennypinchers (Pty) Ltd , which had recently undertaken to implement a change strategy. The focus of the empirical study was the relationship between the chosen change strategy and organisational structure. The aim was to determine whether the strategy had an impact on organisational structure, and if so, whether the structure underwent During the 1990’s many South African companies experienced the need to change and adapt. This was largely because of the environmental changes brought about by a new political regime. One of these changes was the exposure of South African companies to global competition. Because the South African business environment had remained relatively static during the 1980’s, many companies had no idea of how to manage change when it became necessary for economic survival. This inability led to the demise of many organisations. As change as a business concept covers a vast area, the main objective of this study was to isolate one area of change and examine it in a practical context. The chosen area was the relationship, if any, between strategy and organisational structure. The practical context chosen was an organisation, which had recently undergone strategic change. The research methodology for this study included the conducting of an intensive literature study, to determine the academic stance on the strategy/structure relationship. Various academic theories were examined to determine whether there was a relationship between the two concepts, and if so, what the relationship should be. This provided a background for the practical evaluation. Literary opinion showed consensus that there was indeed a relationship between the two; in fact the one was integral to the success of the other. That is, if an organisation chooses to consider adopting a change strategy, it should carefully consider its impact on organisational structure. To summarise, in a situation of change, structure should support strategy to ensure a successful transition. An empirical study was then conducted at Pennypinchers (Pty) Ltd , which had recently undertaken to implement a change strategy. The focus of the empirical study was the relationship between the chosen change strategy and organisational structure. The aim was to determine whether the strategy had an impact on organisational structure, and if so, whether the structure underwent.
- Full Text:
- Date Issued: 2003
- Authors: Kemp, Leona
- Date: 2003
- Subjects: Organizational change , Strategic planning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10877 , http://hdl.handle.net/10948/262 , Organizational change , Strategic planning
- Description: During the 1990’s many South African companies experienced the need to change and adapt. This was largely because of the environmental changes brought about by a new political regime. One of these changes was the exposure of South African companies to global competition. Because the South African business environment had remained relatively static during the 1980’s, many companies had no idea of how to manage change when it became necessary for economic survival. This inability led to the demise of many organisations. As change as a business concept covers a vast area, the main objective of this study was to isolate one area of change and examine it in a practical context. The chosen area was the relationship, if any, between strategy and organisational structure. The practical context chosen was an organisation, which had recently undergone strategic change. The research methodology for this study included the conducting of an intensive literature study, to determine the academic stance on the strategy/structure relationship. Various academic theories were examined to determine whether there was a relationship between the two concepts, and if so, what the relationship should be. This provided a background for the practical evaluation. Literary opinion showed consensus that there was indeed a relationship between the two; in fact the one was integral to the success of the other. That is, if an organisation chooses to consider adopting a change strategy, it should carefully consider its impact on organisational structure. To summarise, in a situation of change, structure should support strategy to ensure a successful transition. An empirical study was then conducted at Pennypinchers (Pty) Ltd , which had recently undertaken to implement a change strategy. The focus of the empirical study was the relationship between the chosen change strategy and organisational structure. The aim was to determine whether the strategy had an impact on organisational structure, and if so, whether the structure underwent During the 1990’s many South African companies experienced the need to change and adapt. This was largely because of the environmental changes brought about by a new political regime. One of these changes was the exposure of South African companies to global competition. Because the South African business environment had remained relatively static during the 1980’s, many companies had no idea of how to manage change when it became necessary for economic survival. This inability led to the demise of many organisations. As change as a business concept covers a vast area, the main objective of this study was to isolate one area of change and examine it in a practical context. The chosen area was the relationship, if any, between strategy and organisational structure. The practical context chosen was an organisation, which had recently undergone strategic change. The research methodology for this study included the conducting of an intensive literature study, to determine the academic stance on the strategy/structure relationship. Various academic theories were examined to determine whether there was a relationship between the two concepts, and if so, what the relationship should be. This provided a background for the practical evaluation. Literary opinion showed consensus that there was indeed a relationship between the two; in fact the one was integral to the success of the other. That is, if an organisation chooses to consider adopting a change strategy, it should carefully consider its impact on organisational structure. To summarise, in a situation of change, structure should support strategy to ensure a successful transition. An empirical study was then conducted at Pennypinchers (Pty) Ltd , which had recently undertaken to implement a change strategy. The focus of the empirical study was the relationship between the chosen change strategy and organisational structure. The aim was to determine whether the strategy had an impact on organisational structure, and if so, whether the structure underwent.
- Full Text:
- Date Issued: 2003
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
The human resource department as a strategic business partner in organisations
- Authors: Sakonda, Archford
- Subjects: Human capital -- Management , Strategic planning , Employment agencies
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9431 , http://hdl.handle.net/10948/d1020178
- Description: The human resource department in many organisations is at a crossroad of relevance, constantly being faced with the challenge to prove that it can add value towards the objectives of the business. The Human Resource (HR) department is also faced with a reality that, if the department does not add value to the organisation, it will be farmed out to independent contractors, who can deliver the HR functions at a more efficient and cost effective way. However, organisations have a great opportunity to achieve excellence and competitive advantage through the utilisation of the organisation‟s human resources. Many scholars and authors argued that organisations can achieve the most out of its human resources if the HR department is a Strategic Business Partner (SBP) in these organisations. A thorough literature review has led to the discovery that, despite the appraisal of the Strategic Business Partners (SBP) approach to the management of human resources, little progress has been made with the reinvention of the HR departments from support function towards being a SBP (Lawler & Morhman, 2003; Keith, 2007). The slow progress in the transformation of the HR department was attributed to a wide range of factors including the lack of competencies to take up Strategic Business Partnership roles, lack of management support, and incongruent organisational cultures (Keith, 2007; Sanders & Frenkel, 2009; Ulrich & Brockbank, 2005). Semi-structured interviews were conducted with HR professionals, Managing Directors and other Directors, who sit on a strategic table, to identify the challenges and opportunities the HR department faced as a SBP in organisations. A self-administered questionnaire, based on an existing questionnaire (Ulrich & Cornell (1997) HR role assessment survey) was used to gather the perception of employees regarding the roles the HR departments play in organisations. In this study organisational culture was identified as having a huge impact towards the implementation of HR departments as SBPs. The study also identified the competencies needed for the effective execution of SBP roles, the challenges HR departments may face in the process as well as the important roles the HR department should be devoting most of its time and resources to.
- Full Text:
- Authors: Sakonda, Archford
- Subjects: Human capital -- Management , Strategic planning , Employment agencies
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9431 , http://hdl.handle.net/10948/d1020178
- Description: The human resource department in many organisations is at a crossroad of relevance, constantly being faced with the challenge to prove that it can add value towards the objectives of the business. The Human Resource (HR) department is also faced with a reality that, if the department does not add value to the organisation, it will be farmed out to independent contractors, who can deliver the HR functions at a more efficient and cost effective way. However, organisations have a great opportunity to achieve excellence and competitive advantage through the utilisation of the organisation‟s human resources. Many scholars and authors argued that organisations can achieve the most out of its human resources if the HR department is a Strategic Business Partner (SBP) in these organisations. A thorough literature review has led to the discovery that, despite the appraisal of the Strategic Business Partners (SBP) approach to the management of human resources, little progress has been made with the reinvention of the HR departments from support function towards being a SBP (Lawler & Morhman, 2003; Keith, 2007). The slow progress in the transformation of the HR department was attributed to a wide range of factors including the lack of competencies to take up Strategic Business Partnership roles, lack of management support, and incongruent organisational cultures (Keith, 2007; Sanders & Frenkel, 2009; Ulrich & Brockbank, 2005). Semi-structured interviews were conducted with HR professionals, Managing Directors and other Directors, who sit on a strategic table, to identify the challenges and opportunities the HR department faced as a SBP in organisations. A self-administered questionnaire, based on an existing questionnaire (Ulrich & Cornell (1997) HR role assessment survey) was used to gather the perception of employees regarding the roles the HR departments play in organisations. In this study organisational culture was identified as having a huge impact towards the implementation of HR departments as SBPs. The study also identified the competencies needed for the effective execution of SBP roles, the challenges HR departments may face in the process as well as the important roles the HR department should be devoting most of its time and resources to.
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