A crucial limitation of research on strategic planning is that it has always viewed strategic planning as a single process in a corporation. In practice, strategic planning in complex multi-business corporations has evolved into a network of multi-level and multi-unit strategic planning processes. This makes it challenging for managers and strategists to undertake the activities needed to run those strategic planning systems effectively. The interactions between strategy practitioners as they enact those planning processes play a crucial role in determining effectiveness of the planning process as a whole. Therefore, this thesis is based on a conceptual framework that represents strategic planning as a network of collaboration amongst quasi-independent processes taking place across multiple levels and units. This thesis adopts an embedded design within two in-depth case studies and one pilot case study to examine the strategising activities, practices and interaction dynamics of strategic planning within the M-form based firms. The result articulates the dynamics of strategy practitioners’ interactions in a series of four generic interaction patterns: (1) the Bilateral Scheme, (2) the Cohesive Facilitation Scheme, (3) the Ambassadorial Coordination Scheme, and (4) the Supervisory Driven Scheme. The result also sheds light on the extended roles of strategic planning within a multi-level and multi-unit environment, and on how different actors contribute to the vertical and horizontal aspects of strategic planning. The findings of this research have implications for both theory and practice. This thesis mainly contributes to strategy as practice perspective, strategic planning literature, organisational theory, situated learning literature, sensemaking perspective on practice, power theory, and agency theory. Theoretically, this study introduces a new method for examining the practice of strategic planning based on studying strategic planning links between practitioners representing horizontally as well as vertically differentiated units. In doing so, I have represented strategic planning as a multi-unit as well as a multi-level process, and hence have been able to show how it operates as a network of collaborative relationships and activities. This extends the view of strategic planning prevailing in the literature, which portrays a largely hierarchical, vertically-based structure. Practically, the results provide managers and practitioners with an illustration of how different practitioner roles and managerial levels contribute in distinctive ways to strategic planning from both horizontal and vertical perspectives. It is apparent from my investigation of the case study firms that their planning and decentralised decision-making mechanisms are linked together heterarchically as well as hierarchically.

Health is related to the growth of life quality and longevity, helping people to have equilibrium in all personal life areas. In this context, the actual study consists in to develop a Personal Health Strategic Planning Model, to establish or to improve individual health. The study was based on the Strategic Planning and the Planning Model of Estrada (2006); Personal Strategic Planning and Models of Personal Strategic Planning, which tells about the changeable variables of Health. The adopted work methodology was the qualitative research, with exploratory objective and exploratory character. The procedure design adopted for to collect data, from the technical point of view, was the biographic research. The theoretical analysis let to establish the main elements for the composition of the Personal Health Strategic Planning Model purposed. To improve the understanding of this study, the purposed model is composed on two types: biological and psychosocial. The first one is composed by three elements: clinical control, nutrition and fitness, and the second one is composed by the resilient concept (stress adaptive answer), which is divided on three types: academic, emotional and social. It was possible to see that the Personal Health Planning can contribute for the Health promotion and the sickness prevention, because it systematizes the elements of Health and its scientific technical recommendations, guiding people to have healthy habits. / A saúde está relacionada ao aumento da qualidade de vida e longevidade, contribuindo para que o indivíduo tenha equilíbrio em todas as áreas da sua vida pessoal. Neste contexto, o presente estudo consiste em desenvolver um Modelo de Planejamento Estratégico Pessoal da Saúde, para manter ou melhorar a saúde individual. O estudo tomou como base o Planejamento Estratégico e o Modelo de Planejamento Estratégico de Estrada (2006); Planejamento Estratégico Pessoal e Modelos de Planejamento Estratégico Pessoal, que mencionam os aspectos determinantes modificáveis da saúde. A metodologia constituiu-se de pesquisa de natureza qualitativa, com objetivo e caráter exploratório. O delineamento dos procedimentos, para a coleta de dados, do ponto de vista técnico, foi a pesquisa bibliográfica. A análise da fundamentação teórica permitiu estabelecer os elementos essenciais para a composição do Modelo de Planejamento Estratégico Pessoal da Saúde proposto. Para facilitar a compreensão, o modelo proposto foi dividido em duas categorias: biológica e psicossocial. A primeira composta por três elementos: controle clínico, nutrição e condicionamento físico, e a segunda envolvendo o conceito de resiliência (resposta adaptativa ao estresse), dividindose em três tipos: acadêmica, emocional e social. Percebeu-se que o Modelo de Planejamento Estratégico Pessoal da Saúde proposto, pode contribuir para promoção da saúde e prevenção de doenças, pois sistematiza os elementos da saúde e as suas respectivas recomendações técnico científicas, orientando as pessoas à prática de hábitos saudáveis.

Notable in strategic management research is a paradigm shift from industry/market factors as determinants of competitive strategy to a resource-based view. This study focuses on the extent to which firms in the reinsurance industry use resources for strategic positioning and differentiation. A qualitative case study approach has been adopted for this study. On the basis of open-ended questions, interviews were conducted with 6 executives of the 6 chosen non-life reinsurance companies. In addition to interviews, company annual reports were used. Results obtained point to similarities in broader categorisation of resources, namely human capital, financial resources, information systems and organisational culture. Despite similarities in the broader grouping of resources, uniqueness in resources and competitive advantage derived therefrom is in the attributes of each of the resources that a reinsurance firm own. The main driver for basing positioning and differentiation strategies is that resources are controllable and manipulative compared to industry factors. Though the results support the underlying principles of the resource-based view, it is notable that its prescriptive nature with regard to resource characteristics, does not hold for some of the resources such as human resources, which are not perfectly immobile. / Graduate School of Business Leadership / MBL

The purpose of this paper is to determine whether marketing leaders have different skills and leadership qualities in comparison to know leadership theory. In addition, the researcher will aim to establish clear cut ways of identifying the leadership skills and qualities that are unique to marketing managers. There seems to be a lack of literature on this subject, however, the researcher will aim to establish value added relevance that will justify the purpose of and reasons behind this study. The research will take the form of a qualitative study, specifically because no prior focussed research in this regard has been done. For the purposes of this paper a case study approach will be followed, as it will assist the Researcher in learning and understanding more about what leadership qualities marketing leaders have. Data will be collected by means of in-depth interviews with marketing leaders, observations in the researcher's own business environment as well as job advertisements in newspapers and other sources stating what is expected of candidates and what type of candidates are required for the position. The respondents interviewed for the purposes of this study were from a diverse range of industries. An enlightening aspect was that most of their answers were more or less the same. This leads the Researcher to believe that these individuals have years of experience in leadership positions. This is reflected by the fact that the respondents have a good idea of what is required to be a good leader and that they apply it in their working environment. There are a set of basic leadership qualities that are the same for all the leaders/managers in an organisation. There are differences between various managers in an organisation and the leadership styles they apply and the function often determine the leadership qualities that are important. Each leader has different qualities and their personality also plays a great role in the leadership style they apply. What distinguishes marketing leaders is the fact that they should be more outward focussed, more creative and visionary than their counterparts. This requires from them to be sensory about their environment. They need to embrace change and be able to work with a diverse range of people. Marketing managers often have to deal with external media and unhappy clients, other managers are fairly isolated from this. Marketing managers have to brainstorm and come up with new ideas almost on a daily basis. They have to handle communication both internal and external to the organisation and have to work with all the departments on a daily basis. Surprisingly the best manager to lead an organisation would be a Marketing Manager. They are supposed to take the organisation forward. The way the industry and business in general is structured, almost paves the way for the Marketing function to start taking the lead in organisations. Focussed research is required to shed more light on this issue. It will lead to the generation of profiles for all managers in an organisation, specifically for marketing managers. This will assist organisations in the recruitment and selection of the ideal candidates. Organisations and the external business environment need to change their perception of the marketing function. Marketing is much more than promotions, events and "bells and whistles". It is a profit driven function, which has a big impact on the profitability and survival of an organisation. Therefore organisations should focus on the development of the skills and leadership qualities of their marketing managers. / Graduate School of Business Leadership / M.B.L.

In order to enhance the inherent potential of cooperatives to support society’s move towards global socio-ecological sustainability, they need to plan strategically. Strategic planning with this goal in mind requires organisations to describe and identify steps towards a desired future. The research team set out to provide practical and context-appropriate guidance to cooperatives, describing opportunities to use strategic planning in the starting-up phase in support of their long-term success. The team deployed a qualitative and iterative approach based on grounded theory and conducted a total of twenty-four interviews with cooperative practitioners and experts as well as strategic planning experts.  The outcome of the interviews are thematic areas recommended to cover in the starting-up phase of a cooperative. The thematic areas are presented in an ABCD Strategic Planning process which aims to build a shared mental model among all stakeholders, using a participatory approach. The process may be useful for newcomers to the cooperative world; future research in support of cooperatives may want to implement the above mentioned strategic planning process while capturing lessons for its improvement.

Thesis (MComm)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: It is well understood that the advancement in information technology and increasing globalization has led our business environment to become much more complex and uncertain. Similarly the appropriateness of a firm's strategy can be defined in terms of its fit, match or congruence with the environment or organizational contingencies facing the firm. Thus at the turn of the 21st century, the concepts of industry and organizational fitness playa significant and predominant role in ensuring survival. The study presumed that, although various models and tools related to measuring and building industry and organizational fitness have been contributed by various authors, there exists an absence of comprehensiveness and coherence between them. Thus it aimed at investigating and analyzing different contemporary strategic management approaches and tools, so as to describe the comprehensive nature of industry and organizational fitness and find all-inclusive areas of measuring and building organizational fitness. According to the analysis done it was found that a significant level of overlap components of industry fitness and bewilderment exists in differentiating the elements and and organizational fitness. Moreover, although no considerable disagreement and deviation was detected between the various contemporary approaches and tools related to measuring and building organizational fitness, there is a high degree of replication and disintegration between them. In addition to this most of the approaches have a partial coverage of the important factors that influence organizational fitness and attempt to deal with problems from limited perspectives. On the bases of the analysis and findings, recommendations are provided for improving the understanding of the concepts and the nature of industry and organizational fitness. Moreover, suggestions for integrating and cohering the various strategic management approaches and tools of measuring and building organizational fitness are given. / AFRIKAANSE OPSOMMING: Dit is welbekend dat ons sake omgewing baie meer kompleks en onseker geraak het weens die vooruitgang in informasietegnologie en toenemende globalisasie. Die geskiktheid van 'n firma se strategie kan gemeet word aan hoever dit pas by die omgewing en die gebeurlikhede wat die firma mee moet deel. Aan die begin van die 21 ste eeu speel konsepte van industrie en van organisoriese fiksheid 'n oorheersende en betekenisvolle rol in die bepaling van oorlewing. Daar is gevind dat, alhoewel daar al baie geskryf is oor verskillende modelle en metodes om industrie en organisoriese fiksheid te meet en te bou, daar tog 'n gebrek is aan volledigheid en samehangendheid. Dus ondersoek en analiseer hierdie studie die eietydse benadering tot strategiese bestuur en die metodes wat gebruik word. Die doel is om die aard van industrie en die fiksheid van 'n organisasie omvattend te beskryf en om metodes te vind om dit te meet en uit te bou. Die analise toon dat daar 'n groot mate van verwarring en oorvleueling bestaan in die uitkenning van die elemente en komponente van die fiksheid van 'n industrie en 'n organisasie. Alhoewel daar nie groot verskille of afwykings tussen die eietydse benaderings en metodes is nie, is daar wel baie herhaling en disintegrasie. Die meeste benaderings dek ook net gedeeltelik die belangrike faktore wat 'n organisasie beïnvloed en benader die probleme vanaf beperkte perspektiewe. Op die basis van die analise en bevindings word aanbevelings gedoen sodat die konsepte en aard van die industrie en organisoriese fiksheid beter verstaan kan word. Ook is daar voorstelle vir die integrering van die verskillende strategiese bestuursbenaderings en die metodes vir die meet en opbou van organisoriese fiksheid.

Thesis (MA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: The aim of the study was to formulate guidelines whereby social work managers can use strategic planning as a management tool especially with regard to the formulation of service proposals or business plans. In order to accomplish this, a literature review was done about social work management within the context of a changing environment, the nature and process of strategic planning, and social work planning and the development of program financing. An empirical research was done to determine the use of strategic planning and to analyse the relationship between the formulation of service proposals and the implementation of strategic planning. The research sample was determined through a selection of welfare organisations which previously formulated a service proposal and who employ two or more top- or middle level managers. This led to six state welfare offices and ten private welfare organisations being included in the study. Self administered questionnaires were distributed to top- and middle management of which 21 of the respondents formed part of a state district welfare office and 19 formed part of a private welfare organisation. The findings are related to the following four aspects: The identified details of social work managers; the application of social work management; the use of strategic planning; and the use of service proposals. The most important findings were that certain social work managers occupy managerial positions without the necessary management training; they do not integrate and implement the components of management as a continuous process; middle management are confused about the application of strategic planning; welfare organisations do, to a greater extent, use and apply strategic planning but there is uncertainty concerning aspects of strategic planning. Furthermore, it was found that social work managers and personnel working for the specific state welfare offices are less optimistic about the formulation of service proposals compared to those working for private welfare organisations. It was also found that social work managers are of the opinion that strategic planning first needs to be applied before service proposals or business plans can be formulated. The literature review and the conclusions influenced the recommendations made concerning managerial training, development of managerial skills, the upgrading and use of planning instruments and the integration of the different planning types namely strategic planning, business planning or service proposals, and operational planning. / AFRIKAANSE OPSOMMING: Die doel van die studie was om riglyne op te stel waarvolgens maatskaplikewerk-bestuurders strategiese beplanning as bestuurshulpmiddel kan benut, veral met betrekking tot die formulering van diensvoorstelle of besigheidsplanne. Ten einde die riglyne op te stel is 'n literatuurstudie gedoen oor maatskaplikewerk-bestuur binne die konteks van 'n veranderde omgewing, die aard en proses van strategiese beplanning, en maatskaplikewerk-beplanning en die ontwikkeling van programfinansiering. 'n Empiriese ondersoek is ook gedoen om die benutting van strategiese beplanning te bepaal en om die verband tussen die formulering van diensvoorstelle en die toepassing van strategiese beplanning te analiseer. Die steekproef is verkry deur 'n doelbewuste seleksie van welsynsinstansies wat voorheen 'n diensvoorstel geformuleer het, en wat twee of meer top of middelvlakbestuurders in diens het. Hiervolgens is ses staatswelsynskantore en tien privaat welsynsorganisasies by die studie betrek. Daar is hoofsaaklik gebruik gemaak van die self geadministreerde vraelys, en is aan top en middelvlak maatskaplikewerk-bestuurders versprei, waarvan 21 respondente indiens is van distrikswelsynskantore verbonde aan die Departement van Maatskaplike Dienste en 19 respondente, vorm deel van die privaat welsynsorganisasies. Die bevindings wat gemaak is hou hoofsaaklik verband met die volgende vier aspekte; Die identifiseerde besonderhede van maatskaplikewerk-bestuurders; die toepassing van maatskaplikewerk-bestuur; die benutting van strategiese beplanning; en die gebruik van diensvoorstelle. Die belangrikste bevindings was: - dat sekere maatskaplikewerk-bestuurders bestuursposisies beklee sonder die nodige bestuursopleiding, dat maatskaplikewerk-bestuurders nie die komponente van bestuur as deel van 'n aaneenlopende proses tot uitvoering bring nie, middelvlakbestuurders verwar is ten opsigte van die toepassing van strategiese beplanning, dat welsynsinstansies tot 'n groot mate wel strategiese beplanning toepas, maar dat daar steeds onsekerheid is ten opsigte van sekere aspekte van strategiese beplanning. Verder is bevind dat maatskaplikewerk-bestuurders en maatskaplikewerk-personeel verbonde aan die staatsdiens minder positief is oor die formulering van diensvoorstelle as diegene werksaam by privaat welsynsorganisasies en dat die formulering van diensvoorstelle of besigheidsplanne voorafgegaan moet word met die toepassing van strategiese beplanning. Op grond van die afleidings en gevolgtrekkings, asook die literatuurstudie is sekere aanbevelings gemaak rakende bestuursopleiding, ontwikkeling van bestuursvaardighede, verbetering van die gebruik van beplanningsinstrumente, en die integrering van die volgende beplanningstipes, naamlik strategiese beplanning, besigheidsplanne of diensvoorstelle en operasionele beplanning.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: This assignment is a case study for Strategic Management and based on a South African company. The company is SASOL Ltd, one of South Africa's leading companies regarding to technological resourcefulness and diversification. The first chapter of this assignment will give a small introduction and explain why SASOL was chosen for this project, as well as the methodology used. Chapter two covers the development of SASOL from a state owned company in the 1950's, to a global player in the field of fuel and chemicals. Included in this chapter is the industry analysis of the fuel and chemical markets. In this chapter, it becomes apparent that SASOL has built its status on the modified Fisher-Tropsch process. Using the process by-products, SASOL was able to penetrate various chemical markets to form a portfolio of different products. In chapter three, a strategic evaluation was done as part of the requirement for this paper. A model of Thompson and Strickland, the prescribed handbook for Strategic Management students, were used as part of the evaluation. The following chapter contained more information on the different business units and the last five years' financial results. These chapters are included to supply additional information that may not have been covered in the broader view of chapter two. To complete the paper a chapter of questions and answers was included, which contains twenty generalised questions asked specifically around SASOL's strategy and information that is contained in this paper. / AFRIKAANSE OPSOMMING: Die opdrag is 'n saak studie vir die vak Strategiese Bestuur en is gebasseer op 'n Suid Afrikaanse maatskappy. Die maatskappy is SASOL Bpk, en is een van Suid Afrika se mees vooraanstaande maatskappy ten opsigte van tegnologies innovering en diversifisering. Die eerste hoofstuk gee 'n kort verduideliking waarom SASOL gekies is asook die metodiek wat gebruik sal word. Hoofstuk twee handel oor die ontwikkeling van SASOL vanaf 'n Staats besitte maatskappy in die vroeë 1950's tot en met waar die maatskappy 'n wereld speler is op die gebied van brandstof en chemikalië. Ingesluit in die hoofstuk is die industrie analiese van die brandstof en chemikalië markte. Dit word hier duidelik dat SASOL sy huidige posisie bereik het op die Fisher- Tropsch proses en deur die gebruik van die proses se byprodukte was SASOL daartoe in staat om verskeie nuwe markte te penetreer. In hoofstuk drie is 'n strategiese evaluasie gedoen aan die hand van 'n model wat beskryf word in Thompson en Strickland, 'n handboek vir Strategiese Bestuurs studente. Die daarop volgende hoofstukke is daartoe gewy om die student meer inligting te gee van die verskillende besigheidseenhede en het ook die finasieële resultate van die afgelope vyf jaar ingesluit. Om die werksopdrag af te sluit is twintig vrae en antwoorde wat betrekking het op SASOL se strategie en algemene inligting in die laaste hoofstuk.

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: Mission and vision statements are concepts that are often discussed at meetings where companies discuss and debate whether or not to implement them to ensure sustained profitability or increase the motivation of employees. This, however, is a misconception in the business world since mission and vision statements do not lead to instantaneous success. Mission and vision statements are strategic tools to help organisations to focus on what they are good at and what they stand for. Mission statements help an organisation to identify which current direction the organisation should be taking, whereas a vision statement helps an organisation to identify where it wants to be in the future. A mission and vision statement provides a goal towards which the people of the company can work so that it can be profitable and endure lasting success. This goal binds the workers of an organisation, resulting in people that are happy since they know what the organisation's core purpose is. They key importance of these statements is that they provide guidance of strategic and day-ta-day operational decision-making. Companies that enjoy enduring success have core values and a core purpose that remain fixed, while their business strategies and practices endlessly adapt to a changing world. The dynamics of preserving the core while stimulating progress is the reason that companies such as Hewlett Packard, 3M, Merck, Sony and Nordstrom became elite institutions able to renew themselves. It is important to realise is that there is no documented proof that organisations that do not have these mission and vision statements are less successful than those that do have them. The dynamic of the concepts developed in Built to Last, i.e. preserving the core/stimulate the progress should be kept in mind. Neither vision nor mission statements are the primary engines of enduring great companies, and bear in mind that visions simply provide the guiding context for bringing the this dynamic to life. / AFRIKAANSE OPSOMMING: Missie en visie stellings word dikwels by maatskappy vergaderings bespreek. Die implementering hiervan word beredeneer ten einde voortgesette maatskappy winsgewendheid te verseker en verhoogde werknemer motivering te bewerkstellig. Die sakewêreld het egter 'n wanbegrip van missie en visie stellings aangesien dit nie opsigself lei tot onmiddellike sukses nie. Dit is bloot strategiese middele wat 'n organisasie help fokus op dit waarin hulle goed is en waarna hulle streef. Missie stellings help 'n organisasie om onmiddelik rigting te kry terwyl visie stellings help om toekomstige posisie te identifiseer. Die missie en visie stellings stel 'n doelwit waarna die mense in 'n maatskappy kan werk sodat winsgewendheid en volhoubare sukses behaal kan word. Werknemers in 'n maatskappy word verbind tot hierdie doelwit en dit het werkstevredenheid tot gevolg omdat die kern doel van die organisasie verstaan word. Die belangrikste aspek van hierdie stellings is dat dit 'n riglyn stel vir strategiese en daaglikse operasionele besluitneming. Maatskappye wat volhoubare sukses bewerkstellig, het 'n vaste doel en kern waardes terwyl hul sakestrategie en praktyk gedurig aanpas tot die veranderende wêreld. Die dinamiek van kernbehouding en die stimulasie van vooruitgang is die rede tot maatskappye soos Hewlett Packard, 3M, Merck, Sony en Nordstrom se posisie as elite instansies wat hulself kan hernu. Dit is belangrik om kennis te neem dat geen gedokumenteerde bewys bestaan dat maatskappye wat nie 'n missie en visie stelling het nie, minder suksesvol is as dié wat wel 'n missie en visie stelling het nie. Die dinamiek van die konsep ontwikkel in "Built to Last", naamlik behoud van die kern en stimulasie van vooruitgang, moet in gedagte gehou word. Visie en missie stellings is nie die primêre dryfkrag van blywende maatskappye nie, maar skep bloot die rigtinggewende konteks om hierdie dinamika lewe te gee.

ENGLISH ABSTRACT: Strategic thinking has evolved and different insights of strategy and the way that strategy works in organisations have developed over time. There is a view that strategy is something organisations posses. The strategy-as-practice approach, however, sees the field of strategy as something people do in organisations. The focus is thus on people, and doers of strategy in organisations, which leads to the question of who strategists are, what their role is in strategy work, and what strategy tools are deployed. The aim of this study was to review the existing body of knowledge in the strategy-as-practice domain and illustrate the findings of previous researchers, by virtue of an empirical study based on a financial services organisation in Namibia. The approach adopted in this research is an activity based view of strategy-as-practice in line with Jarzabkowski (2005) where the main focus is on practitioners, praxis/events and practices/process within the case study organisation. Praxis is defined by Jarzabkowski et al. (2007) with reference to Reckwitz (2002) and Sztompka (1991) as a stream of activity that interconnects the micro actions of individuals or groups with the wider institutions in which those actions are located and to which they contribute. The seven aspects of the biomatrix systems theory by Dostal, Cloete and Jaros (2004) are discussed and strategy-as-practice in the case study organisation is analysed according to the environment, ethos, aims, processes, structure, governance and mei (matter, energy & information). The ten schools of study as defined my Mintzberg, Ahstrand and Lampel (2005) is incorporated in this study in order to assess the presence of these schools of thought in the case study organisation. Evidence of the different forms of strategy as defined by Jarzabkowski (2005), namely procedural, integrative strategy and interactive strategy are also found in the case study organisation. Strategy-as-practice research done in the South African and Namibian context by researchers attached to the University of Stellenbosch is also reviewed in this research paper. SenseMaker™ Explorer software was used where respondents were required to do self-indexing on their narratives about strategy-as-practice in the case study organisation, to further support the findings of the template and thematic analysis. The SenseMaker™ software results gave the researcher more insight into respondents’ views about the implementation of strategy, strategic governance, the ethos of strategy-as-practice in the case study organisation and the strategy goals deployed in Old Mutual Namibia.