- Title
- Strategy implementation: a critical assessment of the application of integrated risk management in the implementation of Eastern Cape Province provincial growth and development strategy (ECPGDS)
- Creator
- Tshayingca-Mashiya, Nontsikelelo Valencia
- Subject
- Risk assessment -- South Africa -- Eastern Cape -- Growth
- Subject
- Risk assessment -- Development -- South Africa -- Eastern Cape
- Subject
- Strategic planning
- Subject
- Risk management
- Date Issued
- 2012
- Date
- 2012
- Type
- Thesis
- Type
- Doctoral
- Type
- PhD (in Public Administration)
- Identifier
- vital:11678
- Identifier
- http://hdl.handle.net/10353/d1007305
- Identifier
- Risk assessment -- South Africa -- Eastern Cape -- Growth
- Identifier
- Risk assessment -- Development -- South Africa -- Eastern Cape
- Identifier
- Strategic planning
- Identifier
- Risk management
- Description
- Strategic Management cycle consist of strategic planning, implementation, monitoring, evaluation and review of strategy. Strategy implementation has thus become the most significant management challenge. Yang et al. (2010) claim that although formulating a consistent strategy is a difficult task for any management team, making that strategy work and implementing it throughout the organisation is even more difficult. Yang further argues that Strategy implementation has been recorded as a key challenge for today’s organisations. According to Gurowitz (2008, there is evidence which shows that less than 10 percent of strategies formulated are effectively executed. Hrebiniak (2005) advances that; failure in organisations to effectively execute strategies is often as a result of limitation in linking organisational goals with objectives (operations). There are many other factors that influence the success of strategy implementation, ranging from the people who communicate or implement the strategy, to the systems or mechanisms in place for co-ordination. Brynard (2005) asserts that strategy implementation is equally challenging for management in Government departments, given that efforts of Government are aimed at improving service delivery. Poor strategy implementation is linked to poor service delivery. It is also worth noting that whilst implementation is acknowledged as a challenge, joint planning and joint implementation policies and strategies experience even a greater challenge in their implementation According to Young (2006), Debra and Yeates (2008), strategy implementation is in itself a risk because of its impact on the processes, people, and the systems. Strategy implementation is thus considered one of the main risk factors in organisations. In concurring with this view, Lorenzi et al. (2008) proposes that, strategy implementation implies change, and therefore poses risk to the processes, the people and the systems.
- Format
- 255 leaves
- Format
- Publisher
- University of Fort Hare
- Publisher
- Faculty of Management & Commerce
- Language
- English
- Rights
- University of Fort Hare
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| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | SOURCE1 | Microsoft Word - Tshayingca_mashiya_final_Phd_thesis_2012_FINAL | 5 MB | Adobe Acrobat PDF | View Details Download | ||
| View Details Download | SOURCE2 | Risk Register 24 Jan 2012 2nd.xlsx | 30 KB | Adobe Acrobat PDF | View Details Download |