The assessment of the international organisations high performance strategy, through global business unit managers
- Authors: Van den Heever, Andette
- Date: 2012
- Subjects: Organisation Effectiviness , Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8837 , http://hdl.handle.net/10948/d1019966
- Description: In today’s competitive global environment it is vital for businesses to continuously outperform their competitors, making each business more and more dependent upon product quality and the ability to adjust rapidly to change. To survive, businesses more and more depend on the creativity, initiative and problem-solving abilities of their employees. The research in this treatise will focus on the components of a high performance organisation, when assessing the international high performance strategy of Company A, developed by top management. The implementation of Company A’s strategy relies on how well the organisation fosters an environment which is conducive to high performance. At this stage it is not clear if the chosen strategy will succeed and direct the organisation towards sustainable high performance in the long run. Hence, the research question, which is the crux of this study, is to assess the effectiveness of Company A’s international high performance strategy in creating a sustainable high performance organisation in the long run. To achieve the primary objective of this research study, the researcher compared various prominent models of high performance organisations with one another. Despite the limitations, the researcher believes that the significance of De Waal’s model is that he managed to identify the factors involved in creating a high performance organisation. Based on the quantitative and qualitative comparisons, the researcher decided to use the research conducted by De Waal as the framework for the basis of this study. The Delphi Technique was used to identify the effectiveness of the strategy through a consensus seeking and commitment building process. Contrary to expectations, the empirical results indicated that Company A’s strategy does clearly indicate a high percentage of effectiveness. Although it definitely indicates that there is still a long road ahead of Company A to reach ultimate sustainable high performance, it definitely is on the right track. The research highlighted a few areas of concern, but with continuous adjustment and alignment of their strategy Company A would have a solid framework to work towards high performance in the long run.
- Full Text:
- Date Issued: 2012
- Authors: Van den Heever, Andette
- Date: 2012
- Subjects: Organisation Effectiviness , Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8837 , http://hdl.handle.net/10948/d1019966
- Description: In today’s competitive global environment it is vital for businesses to continuously outperform their competitors, making each business more and more dependent upon product quality and the ability to adjust rapidly to change. To survive, businesses more and more depend on the creativity, initiative and problem-solving abilities of their employees. The research in this treatise will focus on the components of a high performance organisation, when assessing the international high performance strategy of Company A, developed by top management. The implementation of Company A’s strategy relies on how well the organisation fosters an environment which is conducive to high performance. At this stage it is not clear if the chosen strategy will succeed and direct the organisation towards sustainable high performance in the long run. Hence, the research question, which is the crux of this study, is to assess the effectiveness of Company A’s international high performance strategy in creating a sustainable high performance organisation in the long run. To achieve the primary objective of this research study, the researcher compared various prominent models of high performance organisations with one another. Despite the limitations, the researcher believes that the significance of De Waal’s model is that he managed to identify the factors involved in creating a high performance organisation. Based on the quantitative and qualitative comparisons, the researcher decided to use the research conducted by De Waal as the framework for the basis of this study. The Delphi Technique was used to identify the effectiveness of the strategy through a consensus seeking and commitment building process. Contrary to expectations, the empirical results indicated that Company A’s strategy does clearly indicate a high percentage of effectiveness. Although it definitely indicates that there is still a long road ahead of Company A to reach ultimate sustainable high performance, it definitely is on the right track. The research highlighted a few areas of concern, but with continuous adjustment and alignment of their strategy Company A would have a solid framework to work towards high performance in the long run.
- Full Text:
- Date Issued: 2012
Assessing the role of leadership in strategic planning
- Authors: Solomon, Wesley Anthony
- Date: 2006
- Subjects: Leadership , Strategic planning , Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8758 , http://hdl.handle.net/10948/609 , Leadership , Strategic planning , Management
- Description: Effective leadership is one of the most important factors that influence the performance of an organization. Effective leadership together with supervision are similar in terms of their influence on others towards achieving the goals of the organization. Therefore, effective leadership and supervision are principal activities through which organizational goals and objectives are achieved.
- Full Text:
- Date Issued: 2006
- Authors: Solomon, Wesley Anthony
- Date: 2006
- Subjects: Leadership , Strategic planning , Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8758 , http://hdl.handle.net/10948/609 , Leadership , Strategic planning , Management
- Description: Effective leadership is one of the most important factors that influence the performance of an organization. Effective leadership together with supervision are similar in terms of their influence on others towards achieving the goals of the organization. Therefore, effective leadership and supervision are principal activities through which organizational goals and objectives are achieved.
- Full Text:
- Date Issued: 2006
Festivals_as_a_Niche_for_Local_Economic_Developmen (1).pdf
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1661 , vital:37863
- Full Text:
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1661 , vital:37863
- Full Text:
article_13_vol_6__1__2017.pdf
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1680 , vital:37874
- Full Text:
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1680 , vital:37874
- Full Text:
article_34_vol_8_3__2019.pdf
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1668 , vital:37876
- Full Text:
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1668 , vital:37876
- Full Text:
article_20_vol_6__1__2017.pdf
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1698 , vital:37865
- Full Text:
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1698 , vital:37865
- Full Text:
article_36_vol_5__3__final.pdf
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1671 , vital:37868
- Full Text:
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1671 , vital:37868
- Full Text:
article_32_vol_9_2__2020_wsu.pdf
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1685 , vital:37864
- Full Text:
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1685 , vital:37864
- Full Text:
Skills_as_Impediment_to_Small_and_Medium_Tourism_E (1).pdf
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1694 , vital:37873
- Full Text:
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1694 , vital:37873
- Full Text:
article_49_vol_8_4__2019_wsu.pdf
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1689 , vital:37870
- Full Text:
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1689 , vital:37870
- Full Text:
article_9_vol_7_5__2018.pdf
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1705 , vital:37866
- Full Text:
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1705 , vital:37866
- Full Text:
marketingReligioustourism (1).pdf
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1658 , vital:37872
- Full Text:
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1658 , vital:37872
- Full Text:
article_9_vol_9_2__2020_wsu.pdf
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1653 , vital:37862
- Full Text:
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1653 , vital:37862
- Full Text:
article_43_vol_7__2__2018.pdf
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1676 , vital:37871
- Full Text:
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1676 , vital:37871
- Full Text:
6t5h7p00000kbhw0.pdf
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1681 , vital:37875
- Full Text:
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1681 , vital:37875
- Full Text:
article_33_vol_7_4__2018.pdf
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1652 , vital:37869
- Full Text:
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1652 , vital:37869
- Full Text:
article_27_vol_9_2__2020_wsu.pdf
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1701 , vital:37867
- Full Text:
- Authors: Siyabonga Mxunyelwa
- Subjects: Tourism , Management , Small Business , Festivals and Events , Sport Tourism , Local Economic Development
- Identifier: http://hdl.handle.net/11260/1701 , vital:37867
- Full Text:
Introduction to Business Management: BEC 121 & 121E
- Puchert, Juliet, Masocha, Reginald, Rungani, Ellen
- Authors: Puchert, Juliet , Masocha, Reginald , Rungani, Ellen
- Date: 2012-01
- Subjects: Management
- Language: English
- Type: Examination paper
- Identifier: vital:17442 , http://hdl.handle.net/10353/d1010253
- Description: Introduction to Business Management: BEC 121 & 121E, Supplementary examination January 2012.
- Full Text: false
- Date Issued: 2012-01
- Authors: Puchert, Juliet , Masocha, Reginald , Rungani, Ellen
- Date: 2012-01
- Subjects: Management
- Language: English
- Type: Examination paper
- Identifier: vital:17442 , http://hdl.handle.net/10353/d1010253
- Description: Introduction to Business Management: BEC 121 & 121E, Supplementary examination January 2012.
- Full Text: false
- Date Issued: 2012-01
The importance of managerial skills for medical doctors
- Authors: Ngxukumeshe, Tandiswa
- Date: 2008
- Subjects: Physician executives -- South Africa -- Port Elizabeth , Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8709 , http://hdl.handle.net/10948/977 , Physician executives -- South Africa -- Port Elizabeth , Management
- Description: The role played by medical doctors and the employment positions they hold in South Africa and in the world today has shifted from being clinical only to include management. They were once only responsible for patient care, now are responsible for their organization's management. Physician managers have difficult tasks for which medical school provides no preparation. Doctors in an assortment of roles take on management responsibilities to varying degrees: these may be a single-handed private practitioner or lead a small clinical team; or a clinical or medical director or a chief executive; or hold senior management positions in National or Regional Legislature. Some are also managing and supervising colleagues in public or private hospitals and are responsible for managing budgets, allocation of resources; developing policies and making other management decisions. These roles require knowledge and competence of managerial skills in order to facilitate and lead in an effective and efficient manner. This study revealed that medical doctors, as business owners, in Mercantile Hospital are running their businesses, the medical private practices, without any managerial skills’ training. There was a general consensus that there is a need for managerial skills in any business and the respondents confirmed that managerial skills are important and necessary for the successful achievement of goals in a medical private practice.
- Full Text:
- Date Issued: 2008
- Authors: Ngxukumeshe, Tandiswa
- Date: 2008
- Subjects: Physician executives -- South Africa -- Port Elizabeth , Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8709 , http://hdl.handle.net/10948/977 , Physician executives -- South Africa -- Port Elizabeth , Management
- Description: The role played by medical doctors and the employment positions they hold in South Africa and in the world today has shifted from being clinical only to include management. They were once only responsible for patient care, now are responsible for their organization's management. Physician managers have difficult tasks for which medical school provides no preparation. Doctors in an assortment of roles take on management responsibilities to varying degrees: these may be a single-handed private practitioner or lead a small clinical team; or a clinical or medical director or a chief executive; or hold senior management positions in National or Regional Legislature. Some are also managing and supervising colleagues in public or private hospitals and are responsible for managing budgets, allocation of resources; developing policies and making other management decisions. These roles require knowledge and competence of managerial skills in order to facilitate and lead in an effective and efficient manner. This study revealed that medical doctors, as business owners, in Mercantile Hospital are running their businesses, the medical private practices, without any managerial skills’ training. There was a general consensus that there is a need for managerial skills in any business and the respondents confirmed that managerial skills are important and necessary for the successful achievement of goals in a medical private practice.
- Full Text:
- Date Issued: 2008
Management and performance indicators of micro-finance institutions in Uganda
- Authors: Milly, Kwagala
- Date: 2011
- Subjects: Microfinance -- Uganda , Financial institutions -- Uganda -- Management , Management , Performance standards
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: vital:9273 , http://hdl.handle.net/10948/1641 , Microfinance -- Uganda , Financial institutions -- Uganda -- Management , Management , Performance standards
- Description: The purpose of this study is to examine how the management of micro-finance institutions in Uganda has affected the performance indicators of these institutions, and whether or not the management of these institutions is responsible for their failure. The need to carry out this study arose as micro-finance institutions in Uganda failed to attain their planned performance indicators, to such a degree that most of them closed down. Although at their inception there was considerable entrepreneurial activity supported by a highly favourable government policy environment, their closure soon after establishment raised concern as to what caused them to fail. This study was encouraged by the observation that most of these institutions failed to realise their performance indicators as planned, but the underlying cause was not clear. Thus, the study focuses on establishing stakeholder perceptions of the management of the micro-finance institutions, and the relationship between their management (planning, implementation of planned programmes, and control) and their performance indicators, following the rationale of the functional and contingency paradigms of the concept of management. The study examines the way management dealt with these institutions‟ internal and external environments to influence their ability to realise their planned performance. The study is conducted using positivistic research methodology. This involved a collection of quantitative data from a sample of 454 respondents, including 64 managers, 177 employees, and 213 clients. Structured questionnaires were used to collect the data, and purposive and convenience sampling were applied to select the respondents. The respondents were selected from 56 randomly selected micro-finance institutions operating in Central Uganda and representing 75 percent of the country‟s operational institutions by December 2009. The data were analysed using the narrative, chi-square test, the ANOVA, factor analysis, and correlation and regression methods of analysis aided by the SPSS programme. The findings show that 79.2 percent of stakeholders (managers, employees, and clients) perceived that the management of their institutions was not conducted well in terms of planning, plan implementation, and control. Eighty-one (81) percent of both managers and employees and 83.4 percent of clients held the perception that the institutions failed xvi to achieve their performance indicators as planned. Furthermore, 81.7 percent of both managers and employees described their institutions‟ internal environment as largely defined by unsatisfactory supervision, and 66.9 percent of them revealed that their institutions‟ external environment was defined by family relations. These relations adversely affected the ownership, decision-making, employee recruitment, and deployment in the institutions. The findings also show that there were significant positive but weak relationships between management (planning, implementation, control, and dealing with the internal environment and the impact of the external environment) and the performance indicators of the institutions. The management of the institutions realised only 24.8 percent of their predicted performance indicators. Of the 13 null hypotheses that were formulated for this study, seven were rejected and the alternative hypotheses were accepted, while six were accepted. All the dimensions of the management of the micro-finance institutions in Uganda need to be developed if the performance of the institutions is to be improved and sustained to desired levels. It is suggested that large performance improvements will be realised by ameliorating all the dimensions of the institutions' management, while placing more emphasis on improving the following dimensions: the organisation of the institutions; the managing of their internal environment and the impact of their external environment; the conduct of their internal concurrent control; and the planning of their performance indicators and marketing, involving all the stakeholders, in particular the managers, employees, clients, Government, and the Uganda Micro-finance Forum, where necessary. Further research is recommended into other factors affecting the performance indicators of the institutions, since none of the management functions had explained them properly.
- Full Text:
- Date Issued: 2011
- Authors: Milly, Kwagala
- Date: 2011
- Subjects: Microfinance -- Uganda , Financial institutions -- Uganda -- Management , Management , Performance standards
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: vital:9273 , http://hdl.handle.net/10948/1641 , Microfinance -- Uganda , Financial institutions -- Uganda -- Management , Management , Performance standards
- Description: The purpose of this study is to examine how the management of micro-finance institutions in Uganda has affected the performance indicators of these institutions, and whether or not the management of these institutions is responsible for their failure. The need to carry out this study arose as micro-finance institutions in Uganda failed to attain their planned performance indicators, to such a degree that most of them closed down. Although at their inception there was considerable entrepreneurial activity supported by a highly favourable government policy environment, their closure soon after establishment raised concern as to what caused them to fail. This study was encouraged by the observation that most of these institutions failed to realise their performance indicators as planned, but the underlying cause was not clear. Thus, the study focuses on establishing stakeholder perceptions of the management of the micro-finance institutions, and the relationship between their management (planning, implementation of planned programmes, and control) and their performance indicators, following the rationale of the functional and contingency paradigms of the concept of management. The study examines the way management dealt with these institutions‟ internal and external environments to influence their ability to realise their planned performance. The study is conducted using positivistic research methodology. This involved a collection of quantitative data from a sample of 454 respondents, including 64 managers, 177 employees, and 213 clients. Structured questionnaires were used to collect the data, and purposive and convenience sampling were applied to select the respondents. The respondents were selected from 56 randomly selected micro-finance institutions operating in Central Uganda and representing 75 percent of the country‟s operational institutions by December 2009. The data were analysed using the narrative, chi-square test, the ANOVA, factor analysis, and correlation and regression methods of analysis aided by the SPSS programme. The findings show that 79.2 percent of stakeholders (managers, employees, and clients) perceived that the management of their institutions was not conducted well in terms of planning, plan implementation, and control. Eighty-one (81) percent of both managers and employees and 83.4 percent of clients held the perception that the institutions failed xvi to achieve their performance indicators as planned. Furthermore, 81.7 percent of both managers and employees described their institutions‟ internal environment as largely defined by unsatisfactory supervision, and 66.9 percent of them revealed that their institutions‟ external environment was defined by family relations. These relations adversely affected the ownership, decision-making, employee recruitment, and deployment in the institutions. The findings also show that there were significant positive but weak relationships between management (planning, implementation, control, and dealing with the internal environment and the impact of the external environment) and the performance indicators of the institutions. The management of the institutions realised only 24.8 percent of their predicted performance indicators. Of the 13 null hypotheses that were formulated for this study, seven were rejected and the alternative hypotheses were accepted, while six were accepted. All the dimensions of the management of the micro-finance institutions in Uganda need to be developed if the performance of the institutions is to be improved and sustained to desired levels. It is suggested that large performance improvements will be realised by ameliorating all the dimensions of the institutions' management, while placing more emphasis on improving the following dimensions: the organisation of the institutions; the managing of their internal environment and the impact of their external environment; the conduct of their internal concurrent control; and the planning of their performance indicators and marketing, involving all the stakeholders, in particular the managers, employees, clients, Government, and the Uganda Micro-finance Forum, where necessary. Further research is recommended into other factors affecting the performance indicators of the institutions, since none of the management functions had explained them properly.
- Full Text:
- Date Issued: 2011