Labour and external stakeholder management in construction projects
- Authors: Sisilana, Vuyisile
- Date: 2018
- Subjects: Strategic planning , Project management Customer services -- Management
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: http://hdl.handle.net/10948/35622 , vital:33764
- Description: In the face of the unemployment crisis in South Africa, organisations involved in infrastructure projects are encouraged to engage local communities, to source any available skills as a form of labour on those projects, as an initiative to alleviate unemployment. This initiative presents numerous challenges in the coordination of resources and activities across organisations. Although this collaborative effort is for combating social problems in our local communities; it has resulted in costing organisations and government millions of Rands because of delays due to work stoppages and cost overruns in construction projects. Stakeholder management theory provides the grounding for this research. Although a framework already exists in project management for stakeholder management, but there is lack of research in the engagement of external stakeholders especially in local community projects and project managers struggle to make the stakeholder management processes relevant to this stakeholder. A qualitative study was undertaken, and the data was collected in the form of semi-structured interviews, to collect the views and perceptions from construction project managers involved in projects affected by local labour work stoppages. This study seeks to find out the real causes and effects of local labour work stoppages and finding efficient ways of resolving this. This research seeks to be a starting point for further research in work stoppages caused by business forums as it was concluded as a major cause during interviews with industry professionals. This research found that disruptions from business forums are one of the causes of work stoppages, which was not found in literature. This research concluded that government intervention is required to resolve this growing challenge. It has been concluded that the project stakeholder management processes are not applied in construction projects by project managers.
- Full Text:
- Date Issued: 2018
- Authors: Sisilana, Vuyisile
- Date: 2018
- Subjects: Strategic planning , Project management Customer services -- Management
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: http://hdl.handle.net/10948/35622 , vital:33764
- Description: In the face of the unemployment crisis in South Africa, organisations involved in infrastructure projects are encouraged to engage local communities, to source any available skills as a form of labour on those projects, as an initiative to alleviate unemployment. This initiative presents numerous challenges in the coordination of resources and activities across organisations. Although this collaborative effort is for combating social problems in our local communities; it has resulted in costing organisations and government millions of Rands because of delays due to work stoppages and cost overruns in construction projects. Stakeholder management theory provides the grounding for this research. Although a framework already exists in project management for stakeholder management, but there is lack of research in the engagement of external stakeholders especially in local community projects and project managers struggle to make the stakeholder management processes relevant to this stakeholder. A qualitative study was undertaken, and the data was collected in the form of semi-structured interviews, to collect the views and perceptions from construction project managers involved in projects affected by local labour work stoppages. This study seeks to find out the real causes and effects of local labour work stoppages and finding efficient ways of resolving this. This research seeks to be a starting point for further research in work stoppages caused by business forums as it was concluded as a major cause during interviews with industry professionals. This research found that disruptions from business forums are one of the causes of work stoppages, which was not found in literature. This research concluded that government intervention is required to resolve this growing challenge. It has been concluded that the project stakeholder management processes are not applied in construction projects by project managers.
- Full Text:
- Date Issued: 2018
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
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