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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
1

An empirical investigation of factors affecting collaboration between marketing and human resource management

Chimanzi, Jacqueline S. January 2000 (has links)
No description available.
2

Factors which cause the greatest resistance during subsidiary evolution as a global strategy is implemented

Kruiskamp, Lara 05 May 2010 (has links)
This study describes the factors which cause resistance to subsidiary evolution in twenty-eight geographically dispersed subsidiaries, as a global strategy is implemented by a mature multinational corporation (MNC). The subsidiaries are diverse in terms of the roles they perform within the MNC. Strategic change of this nature requires that subsidiaries roles evolve, in most cases to Implementer of head office decisions. Based on the interplay between subsidiary evolution factors namely; head-office assignment, subsidiary choice and local environments, this study evaluates which factors cause the most resistance to different subsidiary roles as a new MNC structure is implemented. Global Innovators experience the most resistance from headquarter factors, local innovators face the most resistance from subsidiary factors and Implementers experience low levels of resistance from the strategic change. / Dissertation (MBA)--University of Pretoria, 2009. / Gordon Institute of Business Science (GIBS) / unrestricted
3

Strategy implementation for middle management

Jha, Zinni Shulin 08 February 2012 (has links)
The focus of this master’s thesis is to understand the challenges that middle managers face in highly turbulent internal and external environments of an organization. Middle Managers have to often perform several roles in an organization such as Entrepreneur, Translator, Team Leader, and Motivator. This research provides tools and techniques for the Middle Managers to implement strategy and to help them become an integral part of strategic renewal process, while performing these roles. The research identifies techniques that could help address the challenge of maintaining a balance between concurrent existence of stability and creative chaos within their organizations. The output of the research is a guideline that Middle Managers can use to facilitate successful execution of strategy at middle levels and in-turn build middle management excellence. / text
4

Successful criteria for implementing strategies within the banking industry

Toolsee, Avashna 20 August 2012 (has links)
The objectives of this study are to investigate the formulation and implementation of strategies within Retail Bank at corporate, business unit, functional and operational levels, focusing specifically on who is accountable and responsible for strategy formulation and implementation at each of these levels, as well as the factors related to the success or failure of strategy implementation and how success is measured. In addition, this study attempts to determine whether or not the financial industry as a whole plays a significant role in the success of strategy implementation within Retail Bank.
5

Successful criteria for implementing strategies within the banking industry

Toolsee, Avashna 20 August 2012 (has links)
The objectives of this study are to investigate the formulation and implementation of strategies within Retail Bank at corporate, business unit, functional and operational levels, focusing specifically on who is accountable and responsible for strategy formulation and implementation at each of these levels, as well as the factors related to the success or failure of strategy implementation and how success is measured. In addition, this study attempts to determine whether or not the financial industry as a whole plays a significant role in the success of strategy implementation within Retail Bank.
6

Senior management's perceptions with regard to strategy implementation in the Limpopo Department of Health

Baloyi, Wiston Mbhazima January 2018 (has links)
Thesis (MBA. (Business Management)) --University of Limpopo, 2018 / Strategy implementation has always been a challenge in government departments. However, this study argues that strategy implementation should not be perceived as an obstacle in an organisation, but as a vehicle for realising organisational goals. Strategy implementation in the public sector has experienced a limited research, whereas, organisational cultures, organisational structures, resource allocation and processes of linking the strategy formulation and implementation all remain a key challenge. Therefore, a strategy implementation process in the Limpopo Department of Health (LDoH) was investigated. The purpose of the study was to probe the perceptions of senior managers concerning the implementation of the strategy in the Limpopo Department of Health. A qualitative research approach was used to collect data. Data was collected through a self-administered questionnaires. The overall target population was 120 employees of the Limpopo Department of Health. The sample consisted of 30 respondents (N=30). The IBM SPSS statistics (Version 24) were used to interpret and analyse the data that was collected. Further, this study espoused non-probability purposive sampling and consequently research findings cannot be generalised to the government departments. The findings showed that respondents are aware of the factors influencing strategy implementation in the LDoH. The preliminary findings revealed that incompetence, devoting less time to the core business, and continual engagement in politics by senior managers have often lead to ineffective strategy implementation. This study therefore recommends that the appointment of competent senior management who are capable of staying away from party politics during working hours should be considered, so as to improve strategy implementation processes in the Limpopo Department of Health. The study recommended the enforcement of team-work and appropriate reward systems to ensure that the members engage enthusiastically. This study also recommended the regular communication between senior management and employees of the Limpopo Department of Health. This implies the employment of effective communication strategies and channels to accelerate the strategy implementation process, in order to achieve the long-term goals of the organisation and remain sustainable in the provision of service delivery to the citizens of Limpopo v | P a g e Province. The senior management’s ability to identify the internal capabilities (organisational structure, supportive culture, reward systems, alignment and appropriate leadership style) should be fundamental in overcoming the challenges arising from inside and outside the organisation. Finally, senior management should apply relevant tools and techniques to measure organisational performance within the Department. This involves gaining knowledge in terms of assessing and evaluating performance using the four perspectives of balanced scorecard which include financial, customer, internal business processes and learning and growth.
7

Strategy Formation in Chinese Universities

Fraser, Ian, ian.fraser@rmit.edu.au January 2007 (has links)
This thesis explores the process by which Chinese universities carry out strategy formation. It aims to provide an insight into the lives of the managers of Chinese universities in the period 2002-2003 which was a time of transition from the regime of President Jiang Zemin to that of President Hu Jintao. Chinese refer to this period as the transition from the third to the fourth generation of leaders. Strategy was defined as a course of action aimed at achieving an organization's purpose and strategy formation was defined as including strategy development and implementation. Answers were sought to the following questions based on data from a small number of universities using stakeholder theory to inform the data collection process: · What is the process by which strategy development and implementation takes place in Chinese universities? · How is the process applied in different universities? · How can an understanding of strategy formation in Chinese universities assist in the development of joint ventures in China by foreign educational institutions? The method of data collection involved interviewing three levels of management in six different universities drawn from three major cities in China. In order to guarantee confidentiality, the identities of the instutions and the individuals involved has been concealed. Background information collected included the history of Chinese universities to 2002 and important features of Chinese culture, society and politics. Stakeholder theory was found to provide a useful framework for analysing the process of strategy formation. It was found that assumptions based on the operations of Australian universities did not apply in China, particularly in the areas of work relationships, reporting and performance management and in the conduct of research. Findings included: · Three approaches to strategy emerged, including the President making unilateral decisions, a consultative approach including stakeholders, and an approach involving consultation with staff. · The process varies between universities depending on factors such as the guanxi relationships of the President. · The learnings from this project can be applied to other joint ventures in education in China.
8

A importância da abordagem de gestão de projetos visando a implementação de estratégias organizacionais. / The importancy of project management approach to organizational strategy implementation.

Boyadjian, João Paulo Paes de Barros 02 July 2008 (has links)
Esta dissertação tem por objetivo principal identificar a importância do gerenciamento de projetos para o processo de implementação de estratégias. De forma mais específica, a dissertação investiga o grau de associação entre as diversas técnicas e práticas de gerenciamento de projetos, bem como de gestão estratégica para o processo de implementação de estratégias. Este trabalho é decorrente de um estudo bibliográfico inicial, por meio do qual se buscou a ampliação do conhecimento sobre o tema, seguida de uma pesquisa de campo. A pesquisa teve o caráter quantitativo-descritivo, visou à descrição do conjunto de dados e a determinação das relações relevantes entre as variáveis de interesse. Para tanto, foram definidas as variáveis independentes, dependentes e intervenientes da pesquisa, como sendo, respectivamente, a satisfação e o percentual de estratégias implementadas; as técnicas de gerenciamento estratégico e de projetos; e os níveis de maturidade. Utilizou-se uma amostragem não probabilística, selecionando a amostra por conveniência e julgamento. A amostra da pesquisa foi composta por executivos da área de gerenciamento de projetos e planejamento estratégico das 1.000 maiores empresas do Brasil. Para a coleta de dados lançou-se mão de três questionários que também serviram de guia para a entrevista com os executivos. A maioria das entrevistas foi conduzida pessoalmente e algumas, pela distância, foram feitas pelo telefone. O tratamento dos dados foi feito com o uso de métodos estatísticos: análise descritiva, análise de correlação e regressão linear múltipla. A partir dos resultados da pesquisa pôde-se concluir que: 1) a maturidade não é a variável interveniente entre gerenciamento de projetos e sucesso na implementação de estratégias; 2) somente duas áreas do conhecimento tiveram alta correlação com implementação (escopo e aquisições); 3) foram apresentadas evidências positivas entre uma série de técnicas, conceitos e práticas de gestão estratégica e de projetos, com o sucesso na implementação de estratégias; 4) as empresas que possuíam satisfação com a implementação igual ou acima de 8 ou que conseguiram implementar mais do que 60% das estratégias possuíam níveis maiores de maturidade geral, principalmente, nas áreas de aquisições, custo e escopo. Cabe ressaltar que todas essas conclusões devem ficar restritas ao âmbito desta dissertação. Para pesquisas futuras recomenda-se: 1) a utilização de uma amostra maior e mais diversificada, o que permitiria obter uma estatística ainda mais rica e a comparação entre os diversos setores da economia ou focar apenas dentro de um setor; 2) a segmentação das empresas por porte; 3) a intensificação de estudos em outras áreas importantes, como recursos humanos e comunicação; e, 4) a coleta e análise de opiniões de funcionários táticos e operacionais, comparando os resultados. Por fim, o atual cenário brasileiro favorece a realização de estudos nesta temática, atendendo às necessidades de pesquisadores que se interessam pelo assunto. / This thesis aims to identify the main importance of project management for the process of strategy implementation. More specifically, the dissertation investigates the degree of association between the various techniques and practices of project management and strategic management to the process of implementing strategies. This work is due to an initial study literature, through which it sought the expansion of knowledge on the subject, followed by a field research. The research had the character quantitative-descriptive with the objective to describe the data set and determine relations between the relevant variables of interest. In such a way, some independent, dependent and intervenient variables of the research were defined, as, respectively, satisfaction and the percentage of strategies implemented the project management and strategic management techniques ment and strategic projects and the maturity levels. There was a non-probability sampling, selecting the sample with convenience and judgement. The survey sample was composed of executives from the area of project management and strategic planning of the 1,000 largest companies in Brazil. For data collection three questionnaires were used that also served as a guide for the executive interviews. Most of the interviews were conducted personally and some were made by telephone, because of the distance. Data analysis was done with the use of statistical methods like: descriptive analysis, correlation and multiple linear regression analysis. From the research its possible to conclude that: 1) the maturity is not the variable actor (intervenient) between project management and strategy implementation success, 2) only two knowledge areas had high correlation with implementation (scope and acquisitions); 3) the analysis showed that there are some positive evidence between the strategy implementation success and a variety of techniques, concepts and practice of strategic management and projects, 4) companies with strategy implementation satisfaction equal or above 8 or who managed to implement more than 60% of the strategies, had greater levels of maturity general, particularly in the procurement, cost and scope areas. It is important to emphasizing that all of these conclusions should be restricted to the scope of this dissertation. For future research it is recommended: 1) the use of a larger and more diverse sample may give a richer statistical comparison between industries or its possible to focus in only one sector, 2) its possible to compare the survey results by companys size, 3) intensify studies in other important areas such as human resources and communication, and 4) collect and analyse the tactic and operational opinions comparing the results with the executive perspective. Finally, the current Brazilian scenario favors studies in this area, attending the researchers needs who are interested in this issue.
9

A importância da abordagem de gestão de projetos visando a implementação de estratégias organizacionais. / The importancy of project management approach to organizational strategy implementation.

João Paulo Paes de Barros Boyadjian 02 July 2008 (has links)
Esta dissertação tem por objetivo principal identificar a importância do gerenciamento de projetos para o processo de implementação de estratégias. De forma mais específica, a dissertação investiga o grau de associação entre as diversas técnicas e práticas de gerenciamento de projetos, bem como de gestão estratégica para o processo de implementação de estratégias. Este trabalho é decorrente de um estudo bibliográfico inicial, por meio do qual se buscou a ampliação do conhecimento sobre o tema, seguida de uma pesquisa de campo. A pesquisa teve o caráter quantitativo-descritivo, visou à descrição do conjunto de dados e a determinação das relações relevantes entre as variáveis de interesse. Para tanto, foram definidas as variáveis independentes, dependentes e intervenientes da pesquisa, como sendo, respectivamente, a satisfação e o percentual de estratégias implementadas; as técnicas de gerenciamento estratégico e de projetos; e os níveis de maturidade. Utilizou-se uma amostragem não probabilística, selecionando a amostra por conveniência e julgamento. A amostra da pesquisa foi composta por executivos da área de gerenciamento de projetos e planejamento estratégico das 1.000 maiores empresas do Brasil. Para a coleta de dados lançou-se mão de três questionários que também serviram de guia para a entrevista com os executivos. A maioria das entrevistas foi conduzida pessoalmente e algumas, pela distância, foram feitas pelo telefone. O tratamento dos dados foi feito com o uso de métodos estatísticos: análise descritiva, análise de correlação e regressão linear múltipla. A partir dos resultados da pesquisa pôde-se concluir que: 1) a maturidade não é a variável interveniente entre gerenciamento de projetos e sucesso na implementação de estratégias; 2) somente duas áreas do conhecimento tiveram alta correlação com implementação (escopo e aquisições); 3) foram apresentadas evidências positivas entre uma série de técnicas, conceitos e práticas de gestão estratégica e de projetos, com o sucesso na implementação de estratégias; 4) as empresas que possuíam satisfação com a implementação igual ou acima de 8 ou que conseguiram implementar mais do que 60% das estratégias possuíam níveis maiores de maturidade geral, principalmente, nas áreas de aquisições, custo e escopo. Cabe ressaltar que todas essas conclusões devem ficar restritas ao âmbito desta dissertação. Para pesquisas futuras recomenda-se: 1) a utilização de uma amostra maior e mais diversificada, o que permitiria obter uma estatística ainda mais rica e a comparação entre os diversos setores da economia ou focar apenas dentro de um setor; 2) a segmentação das empresas por porte; 3) a intensificação de estudos em outras áreas importantes, como recursos humanos e comunicação; e, 4) a coleta e análise de opiniões de funcionários táticos e operacionais, comparando os resultados. Por fim, o atual cenário brasileiro favorece a realização de estudos nesta temática, atendendo às necessidades de pesquisadores que se interessam pelo assunto. / This thesis aims to identify the main importance of project management for the process of strategy implementation. More specifically, the dissertation investigates the degree of association between the various techniques and practices of project management and strategic management to the process of implementing strategies. This work is due to an initial study literature, through which it sought the expansion of knowledge on the subject, followed by a field research. The research had the character quantitative-descriptive with the objective to describe the data set and determine relations between the relevant variables of interest. In such a way, some independent, dependent and intervenient variables of the research were defined, as, respectively, satisfaction and the percentage of strategies implemented the project management and strategic management techniques ment and strategic projects and the maturity levels. There was a non-probability sampling, selecting the sample with convenience and judgement. The survey sample was composed of executives from the area of project management and strategic planning of the 1,000 largest companies in Brazil. For data collection three questionnaires were used that also served as a guide for the executive interviews. Most of the interviews were conducted personally and some were made by telephone, because of the distance. Data analysis was done with the use of statistical methods like: descriptive analysis, correlation and multiple linear regression analysis. From the research its possible to conclude that: 1) the maturity is not the variable actor (intervenient) between project management and strategy implementation success, 2) only two knowledge areas had high correlation with implementation (scope and acquisitions); 3) the analysis showed that there are some positive evidence between the strategy implementation success and a variety of techniques, concepts and practice of strategic management and projects, 4) companies with strategy implementation satisfaction equal or above 8 or who managed to implement more than 60% of the strategies, had greater levels of maturity general, particularly in the procurement, cost and scope areas. It is important to emphasizing that all of these conclusions should be restricted to the scope of this dissertation. For future research it is recommended: 1) the use of a larger and more diverse sample may give a richer statistical comparison between industries or its possible to focus in only one sector, 2) its possible to compare the survey results by companys size, 3) intensify studies in other important areas such as human resources and communication, and 4) collect and analyse the tactic and operational opinions comparing the results with the executive perspective. Finally, the current Brazilian scenario favors studies in this area, attending the researchers needs who are interested in this issue.
10

Significance of the organisation's climate on cross-functional behaviour and activities

Duvenage, Francois Colhardt 04 September 2012 (has links)
The aim of this research is to explore the relationship between culture and climate as well as the significance of an organisation’s climate on cross-functional behaviour, activities and actions (who, what and when) which forms an integral part of strategy implementation and increasing performance. A key component of an organisational development is team work; which facilitates organisational learning, establish common goals and provide support to achieve these goals. Within the Organisation under investigation there has not been any research into the subject of the significance of the climate on cross-functional behaviour and activities, which is impacted by ‘coopetition’ - the simultaneous role of cooperation and competition within organisations. The research by means of qualitative research should provide some insight into the significance of and if climate impact cross-functional behaviour and activities in organisations. The research methodology included a customised survey which was developed to elicit answers to determine the climate and cross-functional behaviour and activities within the Organisation. Interviews were conducted with Operating Unit Executive Directors of the Organisation. The results indicate that the perceived current climate of the Organisation is not positive and that there is still silo-behaviour within the Organisation which is as a result of the culture of the Organisation, a culture which existed prior to Beyond 60 process. The research confirmed the overlapping relationship between culture and climate and that climate indeed impact cross-functional behaviour and activities at the Organisational and Operating Unit level. / Graduate School for Business Leadership / (M.B.A.)

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