Text in Afrikaans / Summaries in Afrikaans and English / 'n Sentrale tema van strategiese bestuur is dat ondememings voortdurend moet pas by hulle snelveranderende eksteme omgewings. Die eksteme omgewing van SuidAfrikaanse ondememings ondergaan tans verreikende veranderings. Die sukses van hierdie ondememings word nie alleen bemvloed deur die kompeterendheid van 'n toenemend gemtemasionaliseerde markomgewing nie, maar veral ook deur die eise wat gestel word deur die nuwe politieke bestel in Suid-Afrika. Die Regering van Nasionale Eenheid is verbind tot die daarstelling van 'n mensgesentreerde gemeenskap. Nuwe arbeidswetgewing wat vakbonde bemagtig word in 1996 van krag en belangrike bestuursuitdagings wat verband hou met die "menslik:e dimensie" van ondernemingsbestuur spruit voort uit hierdie veranderende omgewing. Ten einde Suid-Afrikaanse ondememings onder hierdie omstandighede strategies te bestuur, moet strategiese bestuursbesluite geneem word oor die diensverhouding. Dit impliseer die behoefte aan 'n strategiese be adering tot menslik:ehulpbron- en arbeidsverhoudingebestuur binne ondememingsverband. In hierdie ondersoek word aspekte van algemene en strategiese bestuur toegepas op die "menslik:e dimensie" van ondememingsbestuur. Die fokus is op langtermynbesluite en -aksies insake beplanning, organisering, leiding en beheeruitoefening ten opsigte van aspekte wat verband hou met die diensverhouding. Die noodsaaklik:heid van vertikale en horisontale integrasie by die bestuur van die diensverhouding word beklemtoon. Laasgenoemde dui op die noodsaaklik:heid om die individuele en kollektiewe dimensies van diensverhoudingebestuur, oftewel menslik:ehulpbronen arbeidsverhoudingebestuur, te integreer. Vertikale integrasie verwys na menslik: ehulpbron- en arbeidsverhoudingebestuur wat 'n integrale deel van algemene bestuur behoort te wees. Die resultate van 'n tweeledige empiriese ondersoek word gemtegreer met 'n literatuurstudie om 'n bestuurswetenskaplik:e raamwerk daar te stel wat die proses van strategiese diensverhoudingebestuur konseptualiseer. 'n Matriks word ook ontwerp wat bestuursbesluitneming oor die inhoud van diensverhoudingestrategie kan fasiliteer. Gevolgtrekkings en aanbevelings word ook gemaak oor die praktyk van strategiese diensverhoudingebestuur by Telkom SA Bpk en by groot Suid-Afrikaanse mynbouen vervaardigingsondememings, sowel as oor navorsing en ond~rrig ten opsigte van hierdie onderwerp van Sakebestuur ( oftewel Bedryfsekonomie, Ondernemingsbestuur of Bestuurswese ). / A central theme of strategic management is that organisations should constantly match or fit their fast-changing external environments. The external environment of South African organisations is currently undergoing far-reaching changes. The success of these organisations is not only influenced by the competitiveness of an increasingly internationalised market environment, but especially by the demands resulting from the new political dispensation in the country. The Government of National Unity is committed to establish a people-centred society. New labour legislation which empowers trade unions will be in force in 1996. Important challenges regarding the "human dimension" of management stem from this changing environment. In order to manage South African organisations strategically under these circumstances it is necessary to make strategic management decisions regarding the employment relationship. This implies the need for a strategic approach to human resource and labour relations management within organisational context. In this investigation aspects of general and strategic management are applied to the "human dimension" of management. The focus is on long-term decisions and actions regarding the planning, organising, leading and control of aspects relating to the employment relationship. The importance of vertical and horizontal integration in the management of the employment relationship is emphasised. The latter refers to the necessity of integrating the individual and collective dimensions of employment relations management, in other words the integration of human resource and labour relations management. Vertical integration relates to human resource and labour relations management which ought to be an integral part of general management. The results of a dual empirical investigation are integrated with a literature survey to devise a managerial framework that conceptualises the process of strategic employment relations management. A matrix is also devised that can facilitate management decision making regarding the content of employment relations strategy. Conclusions and recommendations are also made regarding strategic employment relations management practice at Telkom SA Ltd and large South African mining and manufacturing organisations, as well as regarding research and tuition mrespect of this topic of Business Management (or Business Economics). / Economic & Management Sciences / D.Com.

This study set out to explore the strategising practices of middle managers and thereby expand the body of knowledge in terms of middle management practices in strategising in general, and makes an original contribution at the frontiers of middle management practices in a university context in South Africa. Although some research has been done on middle managers and strategy, a knowledge gap still exists, especially regarding strategising in emerging economies, such as South Africa. More specifically, the actions of middle managers at universities are open for exploration. Universities are increasingly exposed to new challenges in a competitive environment due to declining state funding, changing student demographics, new technological developments and increased market pressures. The sustainability of universities is also threatened by changes inside the universities, such as the drive for corporatisation and a changing internal focus. The way universities respond to and pre-empt dealing with these challenges will influence the sustainability and competitiveness of the university and subsequently the nations it serves. However, very little is known about the university managers who are powerful in terms of the administrative systems and decision processes. In order to understand strategy work viii and to know what enables or constrains it, it is necessary to look at middle managers at universities. This research puts forward three main arguments: firstly, strategy is dispersed throughout the entire organisation and includes middle managers’ strategising activities. Secondly, a need exists for practically relevant research founded in the organisational realities. Thirdly, universities present a relevant context within which to study strategising practices. An exploratory qualitative case study was followed to answer the research questions. Findings indicate that university middle managers, who operate within a machine bureaucracy, create systems within systems in order to cope with the organisational demands. Middle managers are mostly responsible for strategy implementation and the support role of university managers is prominent. Findings also indicate that the strategy loses its meaning and in an environment where the strategy textual artefacts and talk are abundant. In such an environment compliance takes precedence over buy-in. Finally, this study identified the enablers of and constraints on the strategy work of university middle managers. This research confirmed that strategy and strategising are human actions and confirmed that knowledge of what people do in relation to the strategies of organisations is required. / Economics / D. Com. (Business Management)

In a comprehensive review of literature on the strategic adoption of information systems (IS), various approaches to strategic IS adoption were unable to verify and coordinate different factors for IS investment as a strategic business unit. An assessment of different models in this area through the review of empirical case studies was required to identify the factors that affect IS strategic adoption, because these factors support the evaluation and adoption of both the process and result of IS strategic adoption. Thus, a study to investigate and evaluate the adoption of strategic information systems planning (SISP) within organisations is required in order to identify the factors that affect this type of adoption. The research in this thesis takes into account the adoption process and the factors for the adoption of SISP. There is also a need to understand and evaluate different IS planning techniques within a framework that can support decision-makers through the entire IS strategic adoption process. This framework is a component of the proposed novel model that considers other crucial factors that influence IS strategic evaluation and adoption. Decision-makers may employ such a model and evaluation framework that considers important SISP criteria, such as (a) SISP benefits, (b) SISP requirements and, (c) SISP drivers, as an important reference tool. After presenting the conceptual components of this research, the empirical side expresses the application of a qualitative research approach through a case study strategy to investigate the proposed model of SISP adoption. As a result, two global organisations were investigated, reported, and analysed. Additional factors for the adoption of SISP emerged from these analyses. The proposed conceptual model was modified to present 11 factors that influence the adoption of SISP, including (a) planning team; (b) benefits; (c) requirements; (d) drivers; (e) costs; (f) IS performance measurement; (g) framework for the evaluation of SISP techniques; (h) SISP methods; (i) SISP tools; (j) support; and (k) IS strategy. The primary contribution of this thesis is a comprehensive novel model for the evaluation and adoption of SISP. The model includes two levels of original contribution. Firstly, it accounts for previous studies in SISP and their factors, which supports the conceptual level of this contribution. The researcher incorporated and extended these studies to merge the factors which were recognised in the normative literature. In addition, factors from empirical work have also been combined in the proposed model, thus developing a consistent paradigm for the evaluation and adoption of SISP. Secondly, the concept and process of the proposed model can be applied as an educational guide throughout the IS strategic evaluation and adoption process. Nevertheless, this model contains a proposed framework for the evaluation of IS strategic planning techniques as factors that influence the adoption of SISP. This framework is novel, since it is a part of the proposed model as well as a classification of IS planning techniques, and supports decision-makers’ understanding and evaluation of planning techniques during the adoption of SISP.

by Lum Wai-mun. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 46-47). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / LIST OF FIGURES --- p.vi / LIST OF TABLES --- p.vii / LIST OF APPENDIX --- p.viii / ACKNOWLEDGMENTS --- p.ix / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Background --- p.1 / Objective of Study --- p.2 / Methodology --- p.3 / Chapter II. --- STRATEGIC PLANNING --- p.6 / What is strategic planning --- p.6 / Benefits of Adopting Strategic Planning --- p.6 / Chapter III --- STRATEGIC PLANNING IN THE CITY UNIVERSITY OF HONG KONG --- p.8 / Threats and Opportunities in the External Environment --- p.8 / Strength of City University of Hong Kong --- p.10 / Weaknesses of City University of Hong Kong --- p.12 / Mission --- p.13 / Strategies --- p.15 / Chapter IV --- CAREER COUNSELLING SERVICE OF THE CITY UNIVERSITY OF HONG KONG --- p.16 / Background --- p.16 / Its role in Supporting the Corporate Strategies --- p.17 / Chapter V --- STRATEGIC PLANNING FOR THE CAREER COUNSELLING SERVICE --- p.21 / SWOT Analysis --- p.21 / Student Needs Analysis --- p.28 / Chapter VI --- RECOMMENDATIONS FOR CAREER COUNSELLING SERVICE / Strategies --- p.34 / Shared Value --- p.36 / Style --- p.37 / Staff and Skills --- p.37 / Structure --- p.37 / System --- p.38 / Chapter VII --- CONCLUSION AND RECOMMENDATIONS FOR FURTHER STUDIES --- p.40 / APPENDIX --- p.42 / BIBLIOGRAPHY --- p.46

by Ma Pui Yin, Flora. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaf 62). / Chapter I. --- INTRODUCTION / The Company Background --- p.1 / The Appeal of PRC --- p.3 / Scope and Objectives --- p.5 / Structure of the Paper --- p.5 / Chapter II. --- METHODOLOGY / Michael Porter's Model --- p.7 / Evaluation of Porter's Model --- p.8 / Lessons from Case Studies --- p.14 / Chapter III. --- INDUSTRY ANALYSIS / Intensity of Rivalry Among Existing Competitors --- p.15 / Threat of New Entrants --- p.21 / Threat of Substitutes --- p.32 / Bargaining Power of Buyers --- p.33 / Bargaining Power of Suppliers --- p.35 / Summary --- p.35 / Chapter IV. --- COMPETITIVE STRATEGY / Entry Strategy --- p.38 / Portfolio Strategy --- p.41 / Targeting Strategy --- p.44 / Alliance Strategy --- p.46 / Chapter V. --- CONCLUSION --- p.49 / APPENDIX --- p.53 / REFERENCES --- p.62

by Choy Chung Shing. / Thesis (M.B.A.)--Chinese University of Hong Kong, 2000. / Includes bibliographical references (leaves 47-48). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.ii / HSBC - A BRIEF HISTORY --- p.1 / HSBC IN ASIAN FINANCIAL CRISIS --- p.4 / Asian On Fire --- p.5 / Impact of Asian Financial Crisis on HSBC --- p.8 / Re-engineering --- p.9 / First Action ´ؤ Re-branding --- p.9 / Second Action -Primary listing on NYSE --- p.10 / Third Action -Acquisition --- p.11 / STILL More Arrows in the Quiver ?? --- p.13 / MANAGING FOR VALUE --- p.14 / Corporate Strategy --- p.16 / Brandname Management Strategy --- p.17 / Expansion Strategy --- p.19 / CHALLENGES ON HOMETOWNS --- p.21 / Hongkong --- p.22 / Expansion Opportunities --- p.25 / Japan --- p.25 / Britain and Europe --- p.28 / Britain --- p.28 / Continental Europe --- p.29 / Beyond the hometowns --- p.32 / North America --- p.33 / Execution of Expansion Strategy --- p.34 / SURVIVING THE ASIAN FINANCIAL CRISIS --- p.37 / Aggressive Players --- p.37 / Retreating Players --- p.39 / MORE FRONTIER --- p.40 / The Internet --- p.40 / LESS THAN SURPRISE --- p.44 / Final word --- p.45 / BIBLOGRAPHY --- p.47

Submitted by Maicon Juliano Schmidt (maicons) on 2015-04-23T19:43:55Z No. of bitstreams: 1 Paulo Sérgio Postingher.pdf: 1226835 bytes, checksum: 7db03668299a7d79ab445b863dbafd19 (MD5) / Made available in DSpace on 2015-04-23T19:43:55Z (GMT). No. of bitstreams: 1 Paulo Sérgio Postingher.pdf: 1226835 bytes, checksum: 7db03668299a7d79ab445b863dbafd19 (MD5) Previous issue date: 2014-06-30 / Nenhuma / Este trabalho teve como objetivo descrever os principais desafios e dificuldades enfrentadas no processo de implantação do planejamento estratégico no Centro de Educação Profissional São João Calábria, organização sem fins lucrativos de Porto Alegre no Rio Grande do Sul de acordo com a perspectiva dos seus principais gestores. Além de descrever e analisar os desafios e dificuldades enfrentadas no processo de implantação, também buscou demonstrar alguns de seus resultados. A pesquisa contemplou analisar o processo de adoção da técnica do planejamento estratégico, enfatizando a sua motivação, a forma de implementação, o grau de participação decisória dos membros não-gestores nesse processo, a sua estratégia na orientação das ações sociais típicas do terceiro setor nesta entidade profissional e voluntária e também avaliar os resultados alcançados pela organização após a implementação do planejamento estratégico. Foi realizada uma revisão da literatura sobre estratégia, gestão estratégica, planejamento estratégico e implementação do planejamento estratégico. A natureza da metodologia foi qualitativa, quanto aos fins, tratou-se de um estudo de campo descritivo, e quanto ao meio, um estudo de caso, pois se objetiva verificar o planejamento e a estratégia adotada e implementada na perspectiva dos gestores desta organização. Foram entrevistados sete gestores do Conselho operacional da organização, um gestor da Congregação dos Pobres Servos da Divina Providência e outros cinco colaboradores das atividades operacionais e de apoio. Os resultados revelam que o planejamento trouxe muitos benefícios e um crescimento da organização nos últimos dez anos, desde quando foi implantado. Também revelou que apesar do crescimento existem algumas lacunas que devem ser melhoradas para melhorar a vida dos colaboradores e dos beneficiários. O estudo ajudou a ter uma visão diferente das organizações de terceiro setor, que, muitas vezes, são avessas a ferramentas de gestão e de planejamento, pois os gestores confundem questões sociais com a sobrevivência, esquecendo de planejar e pensar as suas estratégias. / This paper aims to describe the implementation process of strategic planning at the Centro de Educação Profissional São João Calábria, a nonprofit organization in Porto Alegre, Rio Grande do Sul, according to the perspective of its key managers. Besides analyzing this implementation process, it also seeks to show the results from it. For this research we analyzed the process of adopting the technique of strategic planning, highlighting its motivation, its way of implementation, the level of decisional participation of the non-managing members in this process, the strategy applied to guide the typical social actions of the third sector in this professional and voluntary institution, and we also evaluated the results achieved by the organization after the implementation of the strategic planning process. A literature review was conducted on strategy, strategic management, strategic planning and its implementation. The research consists of a case study with qualitative methodology applied to conduct a descriptive field study, since its aim is to verify the planning and strategy adopted and implemented in the perspective of managers of this organization. We interviewed seven members of the Operational Management Team in the organization, one manager of Congregação dos Pobres Servos da Divina Providência (Congregation of the Poor Servants of the Divine Providence) and five other subjects involved in the operational and support activities. The results show that planning has brought many benefits and growth to the organization over the past decade, since it was implemented. The results also revealed that, despite the growth, there are some gaps that need to be improved to improve the lives of both employees and beneficiaries. This study helped to have a different view of third sector organizations, which are often averse to planning and management tools, because managers misunderstand social issues and survival, forgetting to plan and think about their strategies.

This thesis presents a computational tool to aid the Strategic Personnel of Estrada. The Model of Strategic Personnel Planning of Estrada is composed of five areas of expertise or performance: individual planning, professional planning, family planning, business planning and personal social participation planning. The developed tool is simple to use, and can be accessed by who is doing the planning and who is helping the planning. The planning is always tied to a period, and should be reviewed periodically to keep in line with the desires of the person, so the system should also allow the same person to have different plans. / Esta dissertação apresenta uma ferramenta computacional para auxiliar o Planejamento Estratégico Pessoal de Estrada. O Modelo de Planejamento Estratégico Pessoal de Estrada é composto por cinco áreas de atuação ou desempenho: planejamento individual, planejamento profissional, planejamento familiar, planejamento de negócios pessoais e planejamento da participação social. A ferramenta desenvolvida é simples de usar, e pode ser acessada tanto por quem está realizando o planejamento como quem está auxiliando o desenvolvimento. O planejamento está sempre vinculado a um período, e deve ser revisado periodicamente para que se mantenha em consonância com os anseios da pessoa, por isso o sistema deve também permitir que a mesma pessoa tenha diferentes planejamentos.

The observation that similar firms faced with a similar situation and seemingly applying similar market strategies and achieving differing degrees of success sparked the study. The question that arose was whether the market strategies applied by these firms adhered to the principles of a sound market strategy put forward in the literature. The study found that the market strategy applied by the firms in question complied with the principles of market strategy, to varying degrees. The firms that adhered to these principles to a greater degree appeared to have been more successful than the others. It appeared that the latter firms neglected the principle "sustainable competitive advantage''. It was concluded that the adherence to the principles of a sound market strategy could lead to improved performance. / Business Management / D. Comm. (Business Management)

Text in Afrikaans / Summaries in Afrikaans and English / 'n Sentrale tema van strategiese bestuur is dat ondememings voortdurend moet pas by hulle snelveranderende eksteme omgewings. Die eksteme omgewing van SuidAfrikaanse ondememings ondergaan tans verreikende veranderings. Die sukses van hierdie ondememings word nie alleen bemvloed deur die kompeterendheid van 'n toenemend gemtemasionaliseerde markomgewing nie, maar veral ook deur die eise wat gestel word deur die nuwe politieke bestel in Suid-Afrika. Die Regering van Nasionale Eenheid is verbind tot die daarstelling van 'n mensgesentreerde gemeenskap. Nuwe arbeidswetgewing wat vakbonde bemagtig word in 1996 van krag en belangrike bestuursuitdagings wat verband hou met die "menslik:e dimensie" van ondernemingsbestuur spruit voort uit hierdie veranderende omgewing. Ten einde Suid-Afrikaanse ondememings onder hierdie omstandighede strategies te bestuur, moet strategiese bestuursbesluite geneem word oor die diensverhouding. Dit impliseer die behoefte aan 'n strategiese be adering tot menslik:ehulpbron- en arbeidsverhoudingebestuur binne ondememingsverband. In hierdie ondersoek word aspekte van algemene en strategiese bestuur toegepas op die "menslik:e dimensie" van ondememingsbestuur. Die fokus is op langtermynbesluite en -aksies insake beplanning, organisering, leiding en beheeruitoefening ten opsigte van aspekte wat verband hou met die diensverhouding. Die noodsaaklik:heid van vertikale en horisontale integrasie by die bestuur van die diensverhouding word beklemtoon. Laasgenoemde dui op die noodsaaklik:heid om die individuele en kollektiewe dimensies van diensverhoudingebestuur, oftewel menslik:ehulpbronen arbeidsverhoudingebestuur, te integreer. Vertikale integrasie verwys na menslik: ehulpbron- en arbeidsverhoudingebestuur wat 'n integrale deel van algemene bestuur behoort te wees. Die resultate van 'n tweeledige empiriese ondersoek word gemtegreer met 'n literatuurstudie om 'n bestuurswetenskaplik:e raamwerk daar te stel wat die proses van strategiese diensverhoudingebestuur konseptualiseer. 'n Matriks word ook ontwerp wat bestuursbesluitneming oor die inhoud van diensverhoudingestrategie kan fasiliteer. Gevolgtrekkings en aanbevelings word ook gemaak oor die praktyk van strategiese diensverhoudingebestuur by Telkom SA Bpk en by groot Suid-Afrikaanse mynbouen vervaardigingsondememings, sowel as oor navorsing en ond~rrig ten opsigte van hierdie onderwerp van Sakebestuur ( oftewel Bedryfsekonomie, Ondernemingsbestuur of Bestuurswese ). / A central theme of strategic management is that organisations should constantly match or fit their fast-changing external environments. The external environment of South African organisations is currently undergoing far-reaching changes. The success of these organisations is not only influenced by the competitiveness of an increasingly internationalised market environment, but especially by the demands resulting from the new political dispensation in the country. The Government of National Unity is committed to establish a people-centred society. New labour legislation which empowers trade unions will be in force in 1996. Important challenges regarding the "human dimension" of management stem from this changing environment. In order to manage South African organisations strategically under these circumstances it is necessary to make strategic management decisions regarding the employment relationship. This implies the need for a strategic approach to human resource and labour relations management within organisational context. In this investigation aspects of general and strategic management are applied to the "human dimension" of management. The focus is on long-term decisions and actions regarding the planning, organising, leading and control of aspects relating to the employment relationship. The importance of vertical and horizontal integration in the management of the employment relationship is emphasised. The latter refers to the necessity of integrating the individual and collective dimensions of employment relations management, in other words the integration of human resource and labour relations management. Vertical integration relates to human resource and labour relations management which ought to be an integral part of general management. The results of a dual empirical investigation are integrated with a literature survey to devise a managerial framework that conceptualises the process of strategic employment relations management. A matrix is also devised that can facilitate management decision making regarding the content of employment relations strategy. Conclusions and recommendations are also made regarding strategic employment relations management practice at Telkom SA Ltd and large South African mining and manufacturing organisations, as well as regarding research and tuition mrespect of this topic of Business Management (or Business Economics). / Economic and Management Sciences / D.Com.