A developmental state like South Africa requires a capable and effective public service to implement its national development plan. In essence, to achieve its developmental goals, South Africa will have to depend upon the commitment, strength and competence of public servants who must convert the stated developmental goals into coherent programmes. Currently, the South African government is structured into three spheres; the national, provincial and local. Each of the three spheres derives its public service delivery mandate and competence from the Constitution, 1996. Furthermore, in terms of the Constitution the public service is comprised of the national and provincial spheres of government, while the local sphere of government remains distinct and independent from the other two. Therefore, this structure has led to a public service delivery by national and provincial spheres on the one hand and the local sphere on the other. Consequently, the Constitution, 1996 recognises the interdependence of the three spheres and fosters co-operation among them in the quest to deliver public services. The single public service envisaged in the commonly known Single Public Service Bill currently before Parliament contains a potential for bridging the organisational gaps associated with the current structure of government and is intended for citizens to benefit from a seamless interface with government machinery. Apart from the service delivery opportunities offered by the unification of the administration in the three spheres of government in a Single Public Service, some challenges remain. The notion of a Single Public Service in ensuring seamless public service delivery in South Africa is critically examined in the article. The objectives of the notion are critically explored as well the opportunities and challenges presented by the unification of the administration in the three spheres of government on public service delivery. The article concludes with recommendations for seamless service delivery.

Organisations are increasingly delivering their business through multiple complex programs and facing the challenge of building project management capability. An organisational Project Management Maturity Assessment is an effective method for establishing a baseline and provides an impetus for organisational change. The methodology allows for the setting of organisationally specific maturity goals, with the ability to implement improvements in a staged approach at a pace which is logical to that company. Over the past decade Project Management Maturity Models have become effective tools for benchmarking and driving improvements in organisational performance. This paper presents a case study in applying a project management maturity model to review, assess, and analyze the degree of organisational project management maturity of one of the national departments of the South African Government. This reflects the project management practices and capabilities of a national department of government. This model was a critical guide to setting targets for project management maturity and providing a clear path for organisational improvement. The focus of this paper is to not only to demonstrate the methodology and results of the assessment, but to also aim to report on the outcome of the study and make necessary recommendations for improvement. The attention of the research was focused on those departments which are involved in Public Private Partnership (PPP) projects. For reasons of confidentiality this strategic department in this dissertation is referred to as “The Agency”. There is currently one similar study that was carried out by Rwelamila (2007), in one of the large infrastructure departments in South Africa. Rwelamila (2007) found that the department’s programme management system was very poor and at the lowest level of maturity (level 1 out of 5). However, since Rwelamila’s (2007) findings the researcher’s underlying proposition of this research is that the levels of maturity of these organisations have improved and climbed to level 2 of the Project Management maturity ladder, based on the reasons indicated in the following two paragraphs. The fact of the modern business landscape is that organisations are changing in fundamental ways within a short space of time and at a fast pace — structurally, operationally, culturally — in response to globalization, new technology, competition, and the world economy that is at a historic turning point. The researcher further considered the fact that organisations are under pressure to improve performance in order to continue to be successful in the global marketplace and therefore they strive on daily basis to improve on their projects or program delivery in order to attain competitive advantage and sustained growth. Therefore, in light of these factual considerations, the researcher deemed it appropriate to evaluate without delay the current levels of maturity in similar organisations to those evaluated by Rwelamila (2007). Effective organisational project management is a source of competitive advantage and as such places the levels of organisational project maturity at the nexus of the indicated fundamental shifts. Today, effective Organisational Project Management is top of mind as a competitive weapon and the most successful firms are innovating not only their offerings and business models, but changing their project management processes. To achieve dramatic performance gains, companies find that they must rethink, or transform, the way they manage their projects or programs. In order to achieve the study objectives two models were used, the first model being called “Organisational Project Management Maturity (OPM3)” and second being “Project Management Maturity Matrix Model” were used as a tools to assess the degree of The Agency’s project management maturity/competence and highlighted a recommended path for improvement of its overall effectiveness.OPM3 is an acronym for the Organisational Portfolio, Program, and Project Management Maturity Model- a standard developed under the stewardship of Project Management Institute. The purpose of the OPM3 model is to provide a way for organisations to understand organisational project management and to measure their maturity against a comprehensive and broad–based set of organisational project management Best Practices. OPM3 also helps organisations wishing to increase their organisational project management maturity to plan for improvement. An evaluation of the performance of The Agency and its projects/programs was carried out in relation to its scope of mandate in order to assess its PM competence and maturity. The assessment of the degree of organisational project management maturity of The Agency provided the basis to evaluate its success in achieving the best-in-class project management practices. The results of the assessment provided the opportunity to make recommendations designed to channel The Agency to a path that will continually improve and develop its competitive position and promote its business by projects. The researcher therefore considered it imperative to examine the degree of maturity of project management in the national department of a public sector based on the OPM3 and Project Management Maturity Matrix maturity models. The project management maturity model is a widely accepted concept in business. It shows different stages of the project management development in a corporation. It is worth mentioning that these systems and process do not guarantee success, they just increase the probability of success. The findings of this study indicate that The Agency is at Ad Hoc/Standardize phase (level 1) of maturity. The study is concluded with recommendations which could assist The Agency to plan for improvement and increase its degree of maturity against the Best Practices and capabilities identified in the OPM3 Standard.

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.

Organisations are increasingly delivering their business through multiple complex programs and facing the challenge of building project management capability. An organisational Project Management Maturity Assessment is an effective method for establishing a baseline and provides an impetus for organisational change. The methodology allows for the setting of organisationally specific maturity goals, with the ability to implement improvements in a staged approach at a pace which is logical to that company. Over the past decade Project Management Maturity Models have become effective tools for benchmarking and driving improvements in organisational performance. This paper presents a case study in applying a project management maturity model to review, assess, and analyze the degree of organisational project management maturity of one of the national departments of the South African Government. This reflects the project management practices and capabilities of a national department of government. This model was a critical guide to setting targets for project management maturity and providing a clear path for organisational improvement. The focus of this paper is to not only to demonstrate the methodology and results of the assessment, but to also aim to report on the outcome of the study and make necessary recommendations for improvement. The attention of the research was focused on those departments which are involved in Public Private Partnership (PPP) projects. For reasons of confidentiality this strategic department in this dissertation is referred to as “The Agency”. There is currently one similar study that was carried out by Rwelamila (2007), in one of the large infrastructure departments in South Africa. Rwelamila (2007) found that the department’s programme management system was very poor and at the lowest level of maturity (level 1 out of 5). However, since Rwelamila’s (2007) findings the researcher’s underlying proposition of this research is that the levels of maturity of these organisations have improved and climbed to level 2 of the Project Management maturity ladder, based on the reasons indicated in the following two paragraphs. The fact of the modern business landscape is that organisations are changing in fundamental ways within a short space of time and at a fast pace — structurally, operationally, culturally — in response to globalization, new technology, competition, and the world economy that is at a historic turning point. The researcher further considered the fact that organisations are under pressure to improve performance in order to continue to be successful in the global marketplace and therefore they strive on daily basis to improve on their projects or program delivery in order to attain competitive advantage and sustained growth. Therefore, in light of these factual considerations, the researcher deemed it appropriate to evaluate without delay the current levels of maturity in similar organisations to those evaluated by Rwelamila (2007). Effective organisational project management is a source of competitive advantage and as such places the levels of organisational project maturity at the nexus of the indicated fundamental shifts. Today, effective Organisational Project Management is top of mind as a competitive weapon and the most successful firms are innovating not only their offerings and business models, but changing their project management processes. To achieve dramatic performance gains, companies find that they must rethink, or transform, the way they manage their projects or programs. In order to achieve the study objectives two models were used, the first model being called “Organisational Project Management Maturity (OPM3)” and second being “Project Management Maturity Matrix Model” were used as a tools to assess the degree of The Agency’s project management maturity/competence and highlighted a recommended path for improvement of its overall effectiveness.OPM3 is an acronym for the Organisational Portfolio, Program, and Project Management Maturity Model- a standard developed under the stewardship of Project Management Institute. The purpose of the OPM3 model is to provide a way for organisations to understand organisational project management and to measure their maturity against a comprehensive and broad–based set of organisational project management Best Practices. OPM3 also helps organisations wishing to increase their organisational project management maturity to plan for improvement. An evaluation of the performance of The Agency and its projects/programs was carried out in relation to its scope of mandate in order to assess its PM competence and maturity. The assessment of the degree of organisational project management maturity of The Agency provided the basis to evaluate its success in achieving the best-in-class project management practices. The results of the assessment provided the opportunity to make recommendations designed to channel The Agency to a path that will continually improve and develop its competitive position and promote its business by projects. The researcher therefore considered it imperative to examine the degree of maturity of project management in the national department of a public sector based on the OPM3 and Project Management Maturity Matrix maturity models. The project management maturity model is a widely accepted concept in business. It shows different stages of the project management development in a corporation. It is worth mentioning that these systems and process do not guarantee success, they just increase the probability of success. The findings of this study indicate that The Agency is at Ad Hoc/Standardize phase (level 1) of maturity. The study is concluded with recommendations which could assist The Agency to plan for improvement and increase its degree of maturity against the Best Practices and capabilities identified in the OPM3 Standard.

During the late 1980s, government agencies in many countries commenced the implementation of public sector management reforms in an effort to improve their efficiency and effectiveness. Many of these reforms arose as a result of demands placed on governments for improved use of public funds. These reforms, which have been wide ranging, have involved important improvements in the methods in which public sector agencies collect and report information related to accountability, particularly in the area of performance measurement. This study seeks to add to the literature on public sector accountability and performance measurement by undertaking a comparative cross-country study involving Australia and Malaysia, a developed and a developing country. Each of these countries have adopted, in varying degrees, reforms to their public sector reporting mechanisms as a result of major demands for changes to public sector funding, accountability and reporting methods. Within the study, a multiple theory approach is undertaken which uses aspects of both agency theory and institutional theory to provide a more informed understanding of the impact specific influential parties have on the level of disclosure and dissemination of accountability related information. This study examines the impact of agency and institutional related variables on the extent and frequency of the disclosure and dissemination of performance measurement information by Australian and Malaysian government departments. / The major sources of data for this study comprise firstly, an analysis of the 2003/2004 annual reports of Australian and Malaysian government departments, secondly semi-structured interviews with senior finance officers of selected government departments and thirdly, a questionnaire survey forwarded to senior finance officers of all government departments in Australia and Malaysia. The findings of the content analysis and interviews concerning performance indicator disclosure by Australian Federal government departments show that cost and effectiveness performance indicators are the most disclosed indicator. For Malaysian Federal government departments, results and quantity performance indicators are the most disclosed indicators. For Australia, performance dissemination happens most often on a monthly basis whilst for Malaysia this occurs more regularly on an annual basis. In relation to performance indicator dissemination, Australian government departments are making increased use of the web to disseminate performance indicators whilst the main method of dissemination for Malaysia is their availability upon request. The major questionnaire was prepared using the annual report content analysis and interviews as a base and it was sent to the senior financer officers of all Australian and Malaysian Government Departments. The questionnaire resulted in a 37.1% response rate for Australia and a 21.7% response rate for Malaysian departments. The questionnaire was used as the base to test the influence of agency theory-related variables and institutional theory-related variables and culture on performance indicator disclosure and dissemination. / The results of the agency theory-related variables rejected the hypothesised influence of oversight bodies on performance indicator disclosure and dissemination for both Australian and Malaysian government departments. The relevant size of government departments was also rejected as being an influence on the frequency of performance indicator disclosure by both countries. However, for Australian government departments, a significant influence for frequency of size of government departments of performance indicator dissemination was found to exist. The citizenry was found to have no significant influence on performance indicator disclosure by both countries. However, in the case of Malaysia, the citizenry were found to have an influence on the level of performance indicator dissemination. The results of the institutional theory related variables provided evidence that none of the variables have an influence on the frequency of performance indicator disclosure and dissemination in both countries. Finally, the results for culture showed there is a level of influence of culture on the frequency of performance indicator disclosure and dissemination. Overall the results of this study indicate both some differences and similarities between Australia and Malaysia government departments in the disclosure and dissemination of performance indicators. There is evidence in this study to indicate that in Australia, both efficiency and effectiveness performance indicators are being disclosed more often in the annual reports of government departments. However, the results for Malaysia show a considerably lower level of disclosure of efficiency and effectiveness performance indicators in government departments' annual reports than in Australia. / Therefore the contrasts between the mail survey results and interview results provide for some future research that could expand the interview survey to include a larger sample to see if the Sofas perceptions are the same or different in regards to performance indicator disclosure and dissemination. The dual paradigm (agency and institutional) modeling of the determinants of performance indicator disclosure and dissemination have provided important findings from the perspectives of both the variables and the countries on which this study was based. The important findings of this study are that accountability and managerially have had differing emphases in Australia as compared to Malaysia, and that there are varying levels of disclosure, dissemination and use of performance measurement information between both individual government departments and the countries in which they reside. A range of future research possibilities are generated by this study. These possibilities range from extending the context of the hypotheses to encompass other government entities, other countries and other forms of performance measurement.

The present study attempted to measure the overlap of tasks being performed by Librarians Class One and Library Technicians Grades Two and Three in special libraries located in Commonwealth Government Departments and Statutory Authorities in the ACT. Overlap was also measured between the two groups in libraries with six or more staff, since size of library could have affected the results; and between graduates (those employees with university or college of advanced education degrees or graduate diplomas in library and information science), and nongraduates (those without such qualifications). To measure the overlap, a task list questionnaire was devised based on task lists utilised in other research studies or which had been the outcome of professional workshops. Work level guidelines and position classification standards developed by pertinent Australian employing authorities and the Library Association of Australia were also used. Results suggested that there may be considerable overlap in work being performed by Librarians Class One and Library Technicians Grades Two and Three in the nominated libraries. Of the eight functional areas of library work into which the task list questionnaire was divided, only two areas, Reference, and Current Awareness and User Services, resulted in proportions of the groups tested being assigned the tasks in significantly different proportions. For the six other functional areas, representing 125 of the 160 tasks Librarians Class One and Library Technicians Grades Two and Three performed the same tasks in similar proportions. Testing for size of library and qualifications of respondents made very little difference to these results. Conclusions drawn from the present study are limited because the questionnaire ignored the level of importance and the time occupied in completing these tasks. Other constraints occurred in relation to conclusions which could be made. The questionnaire methodology as utilised by the present study is more likely to evoke responses to what is there; and it does not identify what should be done or how well tasks are performed. The study is limited to special libraries within Commonwealth Government Departments and Statutory Authorities and is confined to three levels of staff only, Librarians Class One and Library Technicians Grades Two and Three. Despite these limitations, it seems clear that the levels of staff included in the present study are often assigned tasks on the basis of what tasks have to be done, rather than with regard to matching level of task to level of position within the boundaries of the work level guidelines; and this situation is also true of the larger libraries with six or more staff. These results have implications for those involved in educating professional librarians and library technicians, for the interpretation given by the profession to the meaning of professionalism and for staff relations between librarians and library technicians. Debate by the profession concerning the roles of librarians and library technicians is an issue demanding urgent attention.

<p>In this study, I explored the experiences of gender and power relations among a group of black women holding leadership positions in six government departments in the Western Cape. South Africa is in a process of transition and, to create a departure from the past, key objectives focus around the transformation of gender disparities and the eradication of racism and other forms of inequality and discrimination in all spheres of this society. There are many methods utilized to increase the number of women in leadership positions in the private and public sectors. However, there is a lack of research regarding the social environment for women once they have entered into these structures (Angevine, 2006). This study made use of a feminist qualitative methodology which guided the research. Six semi-structured, open-ended interviews were conducted in order to carry out an in-depth exploration of participants&rsquo / experiences. After the participants had given consent, the interviews were audio-recorded, then transcribed verbatim. Data was analyzed in accordance with qualitative thematic analysis. All standard ethical considerations to protect the participants and the researcher were taken into account and practised throughout the research. The findings show evidence that black African women leaders in government departments have internalized learnt subservient characteristics / and that this serves to undermine their authority as leaders. Specifically, larger social power relations and traditional forms of authority undermine their capacity to express authority in work environments. They also experience both subtle and blatant racist and sexist prejudice in the form of stereotypes and hostility in the workplace. A minority of women managers actively oppose the gendered notions that undermine their leadership. Ultimately, black African women managers are not accepted or supported as legitimate leaders in the workplace. Women leaders are perceived to be incapable of performing effectively as leaders because of gender and racial stereotypes that serve as hindrances to their expression of leadership. The study found that some participants conform to the socially constructed notion of maintaining a work-life balance and this poses a challenge for such leaders. Those who are married attempt to balance career and life by maximizing on their management of their time. A number of women had made the personal decision to remain single in order to focus explicitly on their careers.</p>

<p>In this study, I explored the experiences of gender and power relations among a group of black women holding leadership positions in six government departments in the Western Cape. South Africa is in a process of transition and, to create a departure from the past, key objectives focus around the transformation of gender disparities and the eradication of racism and other forms of inequality and discrimination in all spheres of this society. There are many methods utilized to increase the number of women in leadership positions in the private and public sectors. However, there is a lack of research regarding the social environment for women once they have entered into these structures (Angevine, 2006). This study made use of a feminist qualitative methodology which guided the research. Six semi-structured, open-ended interviews were conducted in order to carry out an in-depth exploration of participants&rsquo / experiences. After the participants had given consent, the interviews were audio-recorded, then transcribed verbatim. Data was analyzed in accordance with qualitative thematic analysis. All standard ethical considerations to protect the participants and the researcher were taken into account and practised throughout the research. The findings show evidence that black African women leaders in government departments have internalized learnt subservient characteristics / and that this serves to undermine their authority as leaders. Specifically, larger social power relations and traditional forms of authority undermine their capacity to express authority in work environments. They also experience both subtle and blatant racist and sexist prejudice in the form of stereotypes and hostility in the workplace. A minority of women managers actively oppose the gendered notions that undermine their leadership. Ultimately, black African women managers are not accepted or supported as legitimate leaders in the workplace. Women leaders are perceived to be incapable of performing effectively as leaders because of gender and racial stereotypes that serve as hindrances to their expression of leadership. The study found that some participants conform to the socially constructed notion of maintaining a work-life balance and this poses a challenge for such leaders. Those who are married attempt to balance career and life by maximizing on their management of their time. A number of women had made the personal decision to remain single in order to focus explicitly on their careers.</p>

Masters of Art / In this study, I explored the experiences of gender and power relations among a group of black women holding leadership positions in six government departments in the Western Cape. South Africa is in a process of transition and, to create a departure from the past, key objectives focus around the transformation of gender disparities and the eradication of racism and other forms of inequality and discrimination in all spheres of this society. There are many methods utilized to increase the number of women in leadership positions in the private and public sectors. However, there is a lack of research regarding the social environment for women once they have entered into these structures (Angevine, 2006). This study made use of a feminist qualitative methodology which guided the research. Six semi-structured, open-ended interviews were conducted in order to carry out an in-depth exploration of participants’ experiences. After the participants had given consent, the interviews were audio-recorded, then transcribed verbatim. Data was analyzed in accordance with qualitative thematic analysis. All standard ethical considerations to protect the participants and the researcher were taken into account and practised throughout the research. The findings show evidence that black African women leaders in government departments have internalized learnt subservient characteristics; and that this serves to undermine their authority as leaders. Specifically, larger social power relations and traditional forms of authority undermine their capacity to express authority in work environments. They also experience both subtle and blatant racist and sexist prejudice in the form of stereotypes and hostility in the workplace. A minority of women managers actively oppose the gendered notions that undermine their leadership. Ultimately, black African women managers are not accepted or supported as legitimate leaders in the workplace. Women leaders are perceived to be incapable of performing effectively as leaders because of gender and racial stereotypes that serve as hindrances to their expression of leadership. The study found that some participants conform to the socially constructed notion of maintaining a work-life balance and this poses a challenge for such leaders. Those who are married attempt to balance career and life by maximizing on their management of their time. A number of women had made the personal decision to remain single in order to focus explicitly on their careers. / South Africa

Masters in Public Administration - MPA / This study examined the issues and concerns for improving productivity in the public sector in South Africa, aligned in particular with the processes of its fundamental transformation, and the aims and objectives of the Reconstruction and Development Programme (RDP). More than that, it provided the view, the approach, the strategies and techniques to bring about productivity improvement. Productivity is not presented as a panacea to solve all problems. It is presented mainly as an attitude about the importance of productivity that must be acquired followed by suggestions for how to bring about its development. To provide both a comprehensive and at the same time a focused approach to improving productivity in the public sector. A second objective was to describe new skills and proven strategies that could be used for productivity improvement. The study discusses various approaches to improving productivity in the public sector that can be implemented in a number of practical ways. A third and primary objective was to recommend a model that would effectively improve productivity in the public sector. This model deals with the quantification of productivity gains through the restructuring of budgets and thereby achieving significant savings that could be transferred to priority RDP programmes. This study used both qualitative and quantitative methods. The study reviewed both domestic and international published work and current research within universities, policy bodies, government departments and elsewhere, including a reconsideration of previous work. The following conclusions were reached and recommendations made: Substantial efficiency and productivity gains are envisaged through the introduction of various models for improving productivity which include a structured productivity improvement programme, the use of performance enhancing methods, performance measurements and performance related pay. Furthermore, savings, resources and capacity can be released by the RDP programmes through: Restructuring and reprioritizing the budget programmes by making small cuts in what were apartheid-serving programmes and reallocating the human, material and financial resources thus released for high priority RDP programmes/projects. International experiences show that a direct link between falls in public investment, physical infrastructure and decline in productivity exists. The effectiveness of the public sector to a large extent conditions economic development. The move towards a leaner and more cost effective public service in South Africa should be based, not on privatisation, but on the creation of effective partnerships between government, labour, business and civil society, and the building of high levels of community involvement in the local delivery of services.