Thesis (Ph. D.)--University of North Texas, Aug., 2008. / Title from title page display. Includes bibliographical references.

Thesis (Ph. D.)--Hong Kong University of Science and Technology, 2003. / Includes bibliographical references (leaves 51-56). Also available in electronic version. Access restricted to campus users.

published_or_final_version / Public Administration / Master / Master of Public Administration

published_or_final_version / abstract / toc / Real Estate and Construction / Doctoral / Doctor of Philosophy

published_or_final_version / Business / Master / Master of Philosophy

No description available.

The objective of this research is to examine whether the implementation of the High level (Strategic) Balanced Scorecard at Mangosuthu Technikon could provide solutions to the following problems: Translating Vision and Strategy to operational tenus: The organisation's strategy must be executed at all levels of the organisation. The key to this transformation is putting strategy at the centre of the management process. Aligning the organisation around the strategy: For maximum effectiveness, the strategies and the scorecards of all business units should be aligned and linked with one another. Making strategy a continuous process: This is how the organisation get all its employees to make strategy part of their daily job. Strategy Evaluation and Selection: The organisation's strategy must fit within one of the following criteria: Consistency, Consonance, Advantage, and Feasibility. The Balanced Scorecard building process is designed to deliver the following: • Establishment/ Confirmation of the Vision • Establishment/Confirmation of the organization's strategy • Measurement perspective selection • Strategy development for each perspective • Identification of factors which are critical to the success of the strategy in each perspective • Definition of the measures which drive the critical success factors The Balanced Scorecard theory is such that by achieving each of the process outputs, clarity and focus for the organization's future is determined as well as how to achieve that future objective. This clarity and focus provides the basis to resolve the problems identified. A high level (Strategic) Balanced Scorecard can be built in a relatively short period of time. However, adherence to the methodology is crucial for the resulting scorecard to be meaningful and, therefore, useful. Senior management, and especially the CEO, have to be fully committed to both the project and methodology compliance. Deviations reduce the effectiveness of the effectiveness of the initiative and can completely undermine the resulting scorecard. Kaplan & Norton first suggested the Balanced Scorecard in 1992. It is still being implemented in organizations today, to provide a solution to a variety of organizational issues. This continued usage and support is a confirmation of the quality, durability and adaptability of the tool, as well as its ability to deliver. / Thesis (MBA)-University of Natal, Durban, 2003.

Thesis (M.Sc.)-University of KwaZulu-Natal, Durban, 2009. / The focus of the study falls into leadership development in the social sector as it pursues sustainability of organisations through strategic partnerships that add value and impact. The research uses the context created by the establishment of the National Development Agency (NDA) because of its pivotal role as the only agency mandated to address poverty and its root causes. The research, however, also looks at other case studies from four non-profit organisations located in distinctly different social contexts and serving diverse stakeholders for practical, empirical purposes. The problem statement that informed the study is based on the following questions: (1) Can social partnerships develop and nurture greater, effective leadership and create organisational sustainability? (2) If so, what are the leadership behavioural traits or characteristics that provide support for sustainability through partnerships? Leadership in this study has therefore been narrowed down to those elements and characteristics that add value to building social entrepreneurship, sustainability, self-reliance, cooperative accountability and governance through partnerships. Leadership and partnerships enable people and organisations to tap into the inner-human potential of networks, which as a result build robust and vibrant communities. The study endeavours to suggest practical ways in which leadership and partnerships can enhance social development in an otherwise complex, but developing, transforming and growing sector. Alternative options to enhance partnerships are also explored in order to contribute to a search for knowledge and to gain some understanding to the current social leadership and partnerships dynamics in a post-apartheid era, which may directly or indirectly impact on the private, public and civil society sectors. The research methodology and design used for this study were qualitative and quantitative in nature using interviews and discussions with strategic leaders. An analysis was made in order to establish a theoretical base that would provide insight into the topic under research. The outcomes of the study provide a conclusion that leadership and partnerships form the bases for social enterprise and sustainable development to ensure sustainable and vibrant partnerships. In this discourse, leadership has evolved from situational leadership to a competency-based and character-based model. The study concludes by defining five broad leadership elements that create partnerships and sustain organisations: These are: relationships, trust, sustained dialogue and conversation, social compact and principle-based leadership.

Every organization has to undergo change at some time or another. To achieve successful change, the management of the organization have to follow a well structured and organized process. This change process poses a challenge to management to ensure that all its complexities are effectively handled. In light of this, the dissertation on hand is an evaluation of the change process at Dow Agrochemicals (KwaZulu Natal) and the impact it has on the organization's strategic objectives. The method chosen for this study was exploratory using a case study and an extensive literature survey. The technique used for this exploration was qualitative. The strategies and techniques for effective change management have been explored through the literature survey, and the information for the case study was obtained from interviews, questionnaires, documentation and observation. The empirical survey has been compared to the literature survey to evaluate the change process in the organization. Although there were pitfalls in the change process, it was found that the overall management of the change process was done well. Recommendations are presented which are intended to improve the change initiative in order to survive in a competitive environment. Lastly, the areas for future research on this subject have been outlined. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2006.

This research project focuses on understanding the reasons why projects executed within Denel UAVS do not meet the objectives as set out in beginning of the project and inevitably, the project fails. The aim of the study is to meet the following objectives: 1) To evaluate the effect the current project management process practiced within Denel UAVS has on project success. 2) To evaluate the effect of size and complexity of projects executed within Denel UAVS has on project success. 3) To establish the most important interpersonal skills required by project managers, within Denel UA VS for project success. 4) To evaluate the influence the current organisational structure within Denel UAVS has on project success. The research method for this research project consists of two phases: namely phase one - Literature Review and phase two - Empirical study. The Literature review was conducted to evaluate the common reasons for project failure and to gain a better understanding of defining project success. A survey questionnaire was distributed to employees of Denel UAVS to obtain quantitative data as part of the Empirical study. The research provides information on results obtained and specific analysis of data collected from employees within Denel UAVS. The research also provides information on the reasons for project failure within Denel UAVS. The researcher makes recommendations to the management of Denel UAVS based on the results obtained from this study. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2006.