M.Phil. (Labour Law and Employment Relations) / The purpose of this study is to bring to an end the debate that has been fuelled by the fact that many strategies fail whilst others are not implemented at all or at best only partially implemented. Finding a solution to this burning issue is crucial to all organisations in the current turbulent and volatile business environment. The problems that cause strategic plans failure are categorised by literature into the strategy planning process, a quality strategy, implementation of the strategy as well as the organisation structure and climate. When cause-and-effect is applied to this categorisation, it follows that Process drives Quality which in turn drives rate of success or failure of the implementation of the Strategic Plan. Although it is recognised that there are numerous contextual factors that impact on the successful implementation of a strategic plan, it is postulated that the quality of the strategic plan is core to its success. It therefore follows that a well-conceived and a good quality strategic plan would lead to flawless implementation and a significantly superior performance. The purpose of this study is to confirm this assertion. The research methodology to be followed will be the descriptive quantitative research. A self-administered survey questionnaire will be used to collect data in which the respondents are asked to complete it themselves. The research methodology will enable the researcher to observe, analyse and then interpret what has been observed. The findings of the research confirmed the researcher’s hypothesis. The confirmation is to the effect that a well-conceived and a good quality strategy lead to flawless implementation and organisational competitiveness and effectiveness.

A research report submitted to the Faculty of Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Management (in the field of Public Policy) , April 2016 / Child labour is a social problem that affects several countries worldwide, and South Africa is not an exception. It is the result of adverse economic conditions in the country, where children feel they have to resort to finding employment in order to support their families. There is a general consensus that child labour in South Africa needs to be dealt with, and this is seen via the ratification of the two most important ILO conventions that speak to child labour. The ratification of these conventions led to the development of a child labour policy for South Africa; the Child Labour Programme of Action. However, despite the existence of this policy and its implementation, child labour continues. This report looked at how the child labour policy was implemented, and to verify if the continued occurrence of child labour was due to a disconnection between the policy as it is presented on paper, and those who are supposed to implement the policy on the ground. The report used qualitative methods, specifically documentary analysis and interviews. The documents that were analysed included the Child Labour Programme of Action, as well as its follow up documents. Meanwhile, government officials as well as members of civil society were the interview subjects. The main finding of the research is that the implementers of the policy do not have a full understanding of the policy and what it entails. And because of this they are unable to properly implement the policy to produce an effective solution against child labour. The report concludes with recommendations intended to help the government to get more out of the Child Labour Programme of Action. / MT2018

The purpose of the study is to compare the dispute resolution systems of Uganda and South Africa. The historical developments of both systems were discussed so as to understand the factors that contributed to their growth or demise. From the study, it is clear to see that the Ugandan system’s development has been greatly affected with every regime change, between 1894 to the present. The developments that were tackled are closely related to various historical and political phases through which Uganda has passed and these significant periods are 1894- 1962 (pre-independence), 1962-1971 (Obote 1), 1971-1979 (Amin), 1980-1985 (Obote II), 1986- 2006 (NRM) and 2006 to the present Multi-party system. The South African system on the other hand is divided into four eras with the first one beginning from 1870 to 1948, the second era from 1948 to 1979, the third from 1979-1994 and the last era from 1994 to the present date. The South African system has been greatly influenced by the past government’s move to create a dual system of labour relations that was eventually removed. The two systems were compared using a framework created basing on literature by ILO (2013), Brand, Lotter, Mischke, & Steadman (1997) and Thompson (2010). The framework for comparison outlines the elements of a dispute resolution which include the nature of the dispute, coverage, processes, avenues and human resources. It further presents the criteria and possible indicators to evaluate the performance of the system which are legitimacy, efficiency, informality, affordability, accessibility, a full range of services, accountability and resources. The comparison highlighted the various differences between both countries. The study established differences in the nature of disputes as the Ugandan system does not differentiate between the different types of dispute unlike the South African system which differentiates them and has different avenues for their settlement, the fact that the South African system has a number of avenues to cater to the different types of disputes unlike the Ugandan system which only has one route beginning with the Labour officers and the Industrial court if unresolved. An evaluation of the performance of both systems brought to light the number of changes the Ugandan system has to undergo so as to meet the expectations of the International Labour Organisation and have an effective system. The South African system proves to be more legitimate, efficient, informal, affordable, and accessible than the Ugandan system. Further still the South African system provides a full range of services is more accountable and has enough resources when compared with the Ugandan system. Recommendations have been proposed at the end of the study, mainly for the Ugandan system as the South African system appears to be more advanced and more effective in dispute resolution by international standards. The recommendations suggested are creating an independent dispute resolution system, mass sensitisation on labour rights, accreditation of private agencies, create a separate dispute resolution system for the informal sector, proper routing of disputes, creation of an independent body to monitor the national system, encouraging the creation of more democratic workplaces, re-establish the industrial court and finally, employing and training more labour officers.