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Оценка и пути повышения конкурентоспособности высшего учебного заведения : магистерская диссертация / Assessment and ways to improve the competitiveness of a higher education institutionТараненко, Л. Н., Taranenko, L. N. January 2023 (has links)
Целью работы является совершенствование методического инструментария оценки и повышения конкурентоспособности вуза. В основе методики расчета интегрального показателя оценки конкурентоспособности высшего учебного заведения отражаются позиции четырех заинтересованных сторон образовательной деятельности: студентов, родителей, преподавателей, работодателей. Предложен алгоритм выбора направлений повышения конкурентоспособности ВУЗа на основе произведенной оценки и отбора мероприятий, наиболее эффективно ее поднимающих, что позволяет более точно оценивать конкурентные позиции ВУЗа, отслеживать динамику их изменения и эффективно корректировать. / The aim of the work is to improve the methodical tools for assessing and increasing the competitiveness of the university. The methodology for calculating the integral indicator for assessing the competitiveness of a higher educational institution reflects the positions of four stakeholders of educational activities: students, parents, teachers, employers. An algorithm for choosing directions to increase the competitiveness of the university based on the assessment and selection of measures that most effectively raise it is proposed, which allows you to more accurately assess the competitive position of the university, track the dynamics of their change and effectively correct.
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South African local government performance : satisfactory to be globally competitive?Kroukamp, Hendri January 2008 (has links)
Published Article / The changes brought about by global competitiveness place increasing pressure on local government to deliver more and better services to communities. To determine whether South Africa has benefited from globalisation per se in terms of improved performance, performance management in the South African local government needs to be investigated through benchmarking the prerequisites for such a system set, and an appraisal of the performance of local government in South Africa since 1994. Strategies for improved performances to be globally competitive will furthermore be advanced.
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Job satisfaction and motivation of graduate engineers and actuariesRusconi, Julian Michael January 2005 (has links)
The job diagnostic survey will be used to gather data on job satisfaction and motivation from the chosen data set. This is a structured questionnaire which provides quantitative results. These results wil be used to calculate the motivation potential score for each individual. Statistical methods will then be used to evaluate the results. This information, together with theory such as Hertsberg's 2-factor theory and Hackman and Oldham's job characteristics model will be used to propose ways of enhancing the jobs of graduate South African engineers. This will improve their job satisfaction and motivation allowing companies to attract, retain and gain greater performance from them. / This research has three main purposes. Firstly, it examines the level of job
satisfaction and motivation of engineers and actuaries in South Africa and
compares this with other groups. Secondly it examines the role of job design in
their job satisfaction and motivation. Thirdly, it recommends ways to increase
the level of satisfaction and motivation. The research methodology was based
on Hackman and Oldham’s Job Characteristics Model (JCM) and
accompanying Job Diagnostic Survey. It states that high satisfaction, motivation
and effectiveness will result from the presence of five job characteristics as long
as certain intervening factors are also present.
It was found that Job design, as proposed by the model, does contribute to
satisfaction and motivation. Relative to other groups of employees, actuaries
and engineers in South Africa are satisfied. Of those surveyed, civil engineers
had the highest level of satisfaction and electrical engineers the lowest.
Actuaries scored higher than engineers. The results of this research suggest
organisations should increase feedback to employees and improve
opportunities for growth. Further research should be done on the intervening
factors and the effects of demographic differences within the two groups.
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The effect of relationship banking on customer loyalty in the retail business banking environmentRavesteyn, Louis Johannes van January 2005 (has links)
Customer relationship management (CRM) as an academic subject and a business tool is as relevant today as ever before. As part of the CRM model banks have implemented the concept of relationship banking. The retail banking industry has been troubled with the issue of customer loyalty as both personal and commercial customers have shown the tendency to utilise different products and services from different banks or financial institutions. The problem seems to be Customer Loyalty (or is it?), which as a field of research has been exploited in recent years. The aim of the research report will be to contribute to the existing research on Customer Loyalty and the effects of Relationship Banking (as part of a CRM model) thereon. / Relationship banking, as exemplified by retail banks, is a valuable enabling
strategy that promotes competitiveness and provides sustainable success. The
utilisation of relationship banking as a business strategy to increase customer
retention, create customer loyalty and ultimately increase long-term profits is a
relative young tactic, originating in the 1980s and gathering pace during the
1990s. The correct application of relationship banking could impact on the bottomline
of banks favourably. Hence the positioning of this research to investigate the
effect of the relationship banking offering on customer loyalty, and its use in
realising customer loyalty and long-term value from relationship banking
initiatives.
The retail banking industry in South Africa is a complex and very competitive
environment, which is dominated by the big four banks (ABSA, First National
Bank, Nedbank, and Standard Bank). It is a business imperative for the
management of the banks to ensure that they establish, develop and improve
relationships with their most important asset, their customers. Operating in such a
dynamic environment requires of banks to fully understand all the factors of
relationship banking that affect their success and market share. What is the
impact of relationship banking on customer loyalty, and what are the possible
results that can flow from a close relationship between bank and customer?
The main research hypothesis states that business customers who receive the
relationship banking offering from their retail bankers are more loyal towards their
bank than those business customers who do not receive the relationship banking
offering. With this in mind the research seeks to clarify specific primary objectives
based on the hypothesis:
• To investigate the impact that relationship banking has on the loyalty of
business banking customers in the retail banks in South Africa.
ii
• To identify the critical factors of relationship banking that can influence
customer loyalty.
• To identify the benefits of relationship banking and customer loyalty.
The research composed of a field study in the retail banking industry, with a
sample of 80 business banking customers with a close business relationship with
their banker or having a personal banker looking after the relationship, and 80
business customers without a close business relationship with their banker or no
personal banker looking after their relationship. The survey focused on the attitude
or perception of business customers based on relationship and loyalty
dimensions.
The research, in combination with the literature review provided valuable insight
into the factors influencing relationship banking, its value as part of a retail
business banking proposition, as well as the effect it has on customer loyalty. It
also provided insight into the importance of customer loyalty and its impact on
customer retention and long-term profitability. It is clear from the literature review
and research that a relationship banking offering adds value with regard to
customer retention and loyalty. The results and findings from the research and
literature review represent a remarkable difference between the perceived
levels of customer loyalty of the two groups. This is an indication that
relationship banking affects customer loyalty positively.
The critical factors of relationship banking that were found to influence customer
loyalty included the value proposition, service and quality, employee competency
(relationship banker), price, reward and recognition, and communication. The
benefits of developing and building customer loyalty included: retention of
customers and staff, customer satisfaction, trust, word of mouth referrals and
growth, cost reduction, cross-sales, profitability (relationship lifetime value) and
enhancing the bank’s competitive advantage.
iii
The researcher recommends that retail banks must continue to implement
relationship banking offerings across all business customer segments. A possible
consideration will be to divide the relationship banking offering on different levels:
high-touch; medium-touch; and low-touch. These different value propositions
should represent mutual (bank and customer) requirements and financial
feasibility for banks. Banks must place customer-centricity at the core of their
relationship banking strategy.
To support the relationship strategies banks need to understand the behaviour of
their customers and their buying habits. Market segmentation is a critical aspect of
relationship marketing and the segmentation of business customers must be in
line with the different levels of relationship offerings. Segmentation should also be
in line with customer value or customer profitability, complexity of financial
demands, annual turnover and industry. This segmentation will allow banks to
provide the correct relationship banking offering to the right customer. To support
the segmentation process banks need to be able to determine the individual
customer profitability. Management information systems must be developed and
used to determine the customer’s profitability. Once the segmentation has been
concluded banks must implement and use applicable CRM strategies and CRM
systems to complement the relationship banking offering. It’s about knowing their
customers well enough to determine the kind of relationship they would like to
have. Banks must also try to extend their CRM strategy across all customers. The
support from top management and understanding of the relationship banking
offering is critical as a lack of support can derail the success.
The main recommendations for further study that transpired from the research
included:
• Research on the calculation of relationship life time value.
iv
• Research on a model for appropriate market segmentation of business
banking customers in South Africa.
• Research on the importance of reward and recognition strategies to valued
customers, plus loyalty programmes.
• Research on the key characteristics of relationship bankers.
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The opt-out revolution by women in management : myth or reality?Reddy, Krishnaveni January 2007 (has links)
Women around the world are not making much progress up the corporate ladder
but instead; many are frustrated and choosing to leave their jobs. The purpose of
this study was to identify what challenges are facing senior level women in the
corporate world, which would make them leave/desire to leave work and the role
played by organisations in this situation.
Interviews and survey research were done on a sample of qualified, experienced
women over the age of 30, who are either in the corporate world or who have left.
The study showed that women are leaving or have a strong desire to leave due
to a combination of workplace and personal factors, and that South African
organisations are not doing much to retain them. The implication of this is that
they are going to continue losing high calibre women, if they do not implement
effective retention strategies very quickly.
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An appraisal of the popularity of fundamental and technical analysis as decision making tools for investing in the equity markets by portfolio managers working for large institutional investors in South Africa.Essop, Yusuf Mahomed Moosa 11 1900 (has links)
The literature reveals that, behavioural finance lends some support to the
methodologies of both fundamental and technical analysis. Behavioural Finance
supports the concept of investment behaviour being grounded in two dimensions,
viz., the dimensions of emotion and rationality. The evidence, presented in the
literature suggests that fundamental analysis is grounded in the rational investor,
while technical analysis is an attempt to model the behavioural side of investing
through trend following, charting and the use of indicators (e.g., momentum,
stochastic, etc.).
Typically large investment houses tend to use both technical and fundamental
analysis; technical analysis appears to be used primarily for timing, while
fundamental analysis is used to establish intrinsic or fair value of the share under
focus – thus making it easy to establish whether the share is cheap or expensive.
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Creating global business competence : the role of strategic managementScott, George Alastair 15 November 2006 (has links)
The tension uncovered during this study is between two worlds: the very pragmatic
and enormously challenging world of managing in a rapidly changing and highly
competitive global market, and the scientific world of strategic management thinking
and the concern that contemporary strategic management is unable to deal
effectively with the modern dilemma of globalisation. This dilemma is as a result of
change; before a current scenario can be solved, the next evolution of scenarios is
upon the business community.
In today's turbulent world, globalisation is sweeping away the market and industry
structures that, historically, have defined competition. Swept away with them are the
classic approaches to strategic management, nearly all of which mistakenly assume
that a predictable path to the future can be paved from the experiences of the past.
The solution: Strategy should be dynamic and should change constantly in order to
contend with external turbulences. Organisations should brace themselves for a
future of hyper-competition. They should respond to these rapid changes in the
business environment by adopting a new approach to strategy, one that combines
speed, openness, and flexibility. Organisations need: an ability to sense changes in
their environment; an ability to understand the impact, of this change, on the whole; a
willingness to adapt to change; and an ability to adapt.
Experimenting with new strategies is also important. Constant testing, adaptation and
building on what is found to be successful with customers is the way ahead,
especially when one is trying to re-invent the value provided, or the way in which it is
produced and delivered.
The overall purpose of this experimental strategic learning and management process
is to establish which strategic options or elements thereof are robust across the
possible competitive scenarios, and use the healthiest elements to develop your
strategic intent - your core strategic focus or theme.
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A comparative study evaluating the individual employee response to a planned organisations chage report.Ntshalintshali, Veronic Clotilda 11 1900 (has links)
This study attempts to investigate one of the most cited reasons for the failure of
organisational change efforts: individual resistance to change. It also seeks to determine
what personal manifestations need to exist in order for an organisation to adequately
establish the extent to which a proposed change effort will yield a successful outcome. This
was evaluated through the job constructs of communication, job-insecurity, participation,
procedural justice and trust. The research also Management and Change Agent roles within
the change process to determine whether this had an impact on the individual change
experience at a cognitive and behavioural level. In a South African Motor Manufacturing
company data was obtained from 306 respondents. The findings clearly indicate that a
positive experience of the job constructs is likely to result in positive individual change which
will result in a successful implementation and sustainability of the change initiative.
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The structuring of diversity programmes at science councils in South Africa-Case Studies-MintekSingh, Viloshnee January 2007 (has links)
The peaceful transition from apartheid to a democratised society is one of South
Africa’s most impressive achievements. The attainment of these achievements
has placed enormous pressure on the country to “shift to a higher gear”, i.e.
increasing the number of players who contribute to the economic development of
the country, thus building on its’ political success (Thomas, 1996). The ability to
become competitive in the global economy will be determined by the capacity to
increase the pool of suitably qualified people and the willingness to accept, value
and empower the human talent of all South Africans.
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Sucess factors for the development of natural resource-based reports: a comparative analysis of Mphephu, Sagole and Tshipise thermal Springs, Limpopo, South AfricaTuwani, Ndiafhi Patrick 11 1900 (has links)
South Africa is endowed with hot springs, some operating as resorts. Some hot springs are either totally undeveloped or were developed in the past but now collapsed now in disuse. The main objective of this study was to identity competitive factors that contributed to the success or failure of the resorts as tourism destination. A multifaceted approach was used to gather data from three thermal springs located in Vhembe District Municipality in Limpopo, namely, Tshipise, Mphephu and Sagole, through personal observation, field trips, informal discussion, interviews with specific individuals, group interviews, published and unpublished literature. The data generated was analysed using Likert type scale as well as scoring the presence and absence of competitive elements to compare the success factors of the three resorts. Tourism Destination Competitiveness was used as a proxy indicator of successful development of the resorts. The results indicate that Tshipise was very successful, Mphephu less so and Sagole was declining. Elements that require improvement identified and recommendations were made to rejuvenate Sagole. / (M.Sc. Environmental Management)
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