The airline industry has grown rapidly over the past few decades, recording a ten-fold rise in passenger numbers and a fourteen-fold increase in cargo volumes. This growth has created overwhelming value to airline passengers, employees, suppliers and the broader economy. Unfortunately, this industry has been affected by terrorism attacks, wars, revolutions, pandemic fears, earthquakes, volcanoes, failing economies and skyrocketing fuel prices all of which have negatively impacted on profitability and resulted in intense competition. Consequently, airlines have spent the last decade in survival mode having to adapt to harsh changes. Air Zimbabwe, a state-run organisation which operates in this highly regulated and turbulent industry, is faced with numerous micro and macro environmental challenges and has been purposively selected for this study. According to company statistics, the airline’s annual passenger uplifts have declined from a peak of over 1 million in the 1990s to less than 200 000 in 2011, with revenue generation declining in correlation. Whilst Air Zimbabwe has experienced depressed demand for its services, competitor airlines are recording brisk business. The aim of this study was to investigate how a struggling organisation, which operates in a turbulent environment, can improve its competitiveness and profitability by better understanding the impact of industry role players and adapting organisational strategies to industry variations. This study examined, from the point of view of the industry players themselves, the extent to which customers, suppliers, competitors, regulatory authorities, substitute products and new entrants have impacted on the competitiveness and profitability of the airline. Major findings reveal that an organisation cannot operate in isolation and be competitive or profitable, but constantly needs to analyse the industry environment in which it operates in and to amicably interact with other industry role players. The research outlines the need for competition in certain areas and cooperation in others. / Business Management / M. Com. (Business Management)

The airline industry has grown rapidly over the past few decades, recording a ten-fold rise in passenger numbers and a fourteen-fold increase in cargo volumes. This growth has created overwhelming value to airline passengers, employees, suppliers and the broader economy. Unfortunately, this industry has been affected by terrorism attacks, wars, revolutions, pandemic fears, earthquakes, volcanoes, failing economies and skyrocketing fuel prices all of which have negatively impacted on profitability and resulted in intense competition. Consequently, airlines have spent the last decade in survival mode having to adapt to harsh changes. Air Zimbabwe, a state-run organisation which operates in this highly regulated and turbulent industry, is faced with numerous micro and macro environmental challenges and has been purposively selected for this study. According to company statistics, the airline’s annual passenger uplifts have declined from a peak of over 1 million in the 1990s to less than 200 000 in 2011, with revenue generation declining in correlation. Whilst Air Zimbabwe has experienced depressed demand for its services, competitor airlines are recording brisk business. The aim of this study was to investigate how a struggling organisation, which operates in a turbulent environment, can improve its competitiveness and profitability by better understanding the impact of industry role players and adapting organisational strategies to industry variations. This study examined, from the point of view of the industry players themselves, the extent to which customers, suppliers, competitors, regulatory authorities, substitute products and new entrants have impacted on the competitiveness and profitability of the airline. Major findings reveal that an organisation cannot operate in isolation and be competitive or profitable, but constantly needs to analyse the industry environment in which it operates in and to amicably interact with other industry role players. The research outlines the need for competition in certain areas and cooperation in others. / Business Management / M. Com. (Business Management)

This study searches for the management attributes of excellent companies in Zimbabwe in order to reveal the management practices that have made these companies successful. Seven most successful companies from among those quoted on the Zimbabwean Stock Exchange (ZSE) were selected in terms of their financial criteria and the macroeconomic criteria in their industrial categories. The research for attributes of excellence has been qualitative - consisting mainly of interviews of chief executives, departmental managers, skilled, semi-skilled, and unskilled employees of the companies. The interviewees were also asked to complete two quantitative instruments: a semantic differential and an observation chart. Altogether 408 people were interviewed and given a semantic differential and an observation chart to complete. Of these, 398 responded to the semantic differential while 308 responded to the observation chart. Qualitative data for the study were content analysed and the data obtained through the quantitative instruments were analysed through the use of the Statistical Analysis Systems (SAS) at the Unisa Computer Services Centre. There was agreement in the results obtained through the use of the three different approaches of the research. The management attributes which were elicited by the study are that the Zimbabwean excellent companies : (a) have a participative style of management; (b) always engage in constant communication with all levels oftheir employees; (c) reward good work; (d) train their employees; (e) promote from within; (f) are concerned with the quality of their products and services; (g) care for customers; and (h) are involved in social responsibility. These management attributes can be applied by and could thus benefit any type of organisation, trading or non-trading, and private or public. The application of the attributes may not be limited to the enterprises in Zimbabwe - the host country in which the study was conducted - but it may also be effected in companies in other countries with a similar socioeconomic situation to Zimbabwe's. / Business Leadership / D.B.L.

This study searches for the management attributes of excellent companies in Zimbabwe in order to reveal the management practices that have made these companies successful. Seven most successful companies from among those quoted on the Zimbabwean Stock Exchange (ZSE) were selected in terms of their financial criteria and the macroeconomic criteria in their industrial categories. The research for attributes of excellence has been qualitative - consisting mainly of interviews of chief executives, departmental managers, skilled, semi-skilled, and unskilled employees of the companies. The interviewees were also asked to complete two quantitative instruments: a semantic differential and an observation chart. Altogether 408 people were interviewed and given a semantic differential and an observation chart to complete. Of these, 398 responded to the semantic differential while 308 responded to the observation chart. Qualitative data for the study were content analysed and the data obtained through the quantitative instruments were analysed through the use of the Statistical Analysis Systems (SAS) at the Unisa Computer Services Centre. There was agreement in the results obtained through the use of the three different approaches of the research. The management attributes which were elicited by the study are that the Zimbabwean excellent companies : (a) have a participative style of management; (b) always engage in constant communication with all levels oftheir employees; (c) reward good work; (d) train their employees; (e) promote from within; (f) are concerned with the quality of their products and services; (g) care for customers; and (h) are involved in social responsibility. These management attributes can be applied by and could thus benefit any type of organisation, trading or non-trading, and private or public. The application of the attributes may not be limited to the enterprises in Zimbabwe - the host country in which the study was conducted - but it may also be effected in companies in other countries with a similar socioeconomic situation to Zimbabwe's. / Business Leadership / D.B.L.

There are different views on the nature and content of strategies that ensure positive performance in the economic crisis environment. This has created the need for studies focusing on the relationship between strategies and performance in different economic crises. Manufacturing firms in Zimbabwe have experienced declining performance since 1996. It is against this background that this study examined the dimension of strategic orientations (as measures of strategies) exercised by firms to determine their relationship with performance during the economic crisis. Data on the various dimensions of strategic orientation was collected through questionnaires, while data on performance were collected through questionnaires and financial statements. The study sample was obtained through a stratified sampling technique which falls within the sphere of probability sampling methods. The multiple regression analysis was used to examine the relationships between the six dimensions of strategic orientation and performance. The analysis dimension of strategic orientation was dominantly exercised by many firms. The analysis dimension of strategic orientation was also the most effective because it had a positive relationship with performance (positive profitability and growth). This makes the analysis dimension of strategic orientation relevant in economic crisis. The study showed that the pro-activeness dimension of strategic orientation focused by very few firms had a positive relationship with performance (positive profitability and growth) and hence making it relevant in economic crisis. Moreover, it was established that the relationship between aggressiveness and riskiness dimensions of strategic orientation was negative and hence less relevant in economic crisis. It is therefore recommended that, for manufacturing firms in Zimbabwe to survive, improve performance and ensure sustainability in the current economic crisis environment, they need to focus dominantly on the analysis and pro-activeness dimensions of strategic orientation. This requires firms to invest more in research and development, develop strategic partnerships with other firms, strong networks, innovative and creative capabilities. In addition, firms must avoid fighting competitors and taking risky decisions. This study considered firms that are currently operational and it is recommended that future studies consider firms that closed during the economic crisis to acquire a deeper understanding of the effective strategies in economic crisis. / Business Management / D.B.L.