Thesis (MPhil (Information Science))--University of Stellenbosch, 2010. / ENGLISH ABSTRACT: Knowledge is increasingly being recognised as the key element to an organisation’s sustainability and competitiveness. Knowledge assets refer to organisational resources made of or incorporating knowledge. These assets ultimately create the ability for an organisation to carry out a process or an activity aimed to create and/or deliver value. Knowledge assets are identified as firstly, Human Capital Assets, which are embodied in the employees of an organisation whose talent and experience create the products and services that can be sold. Secondly, Structural Capital Assets refers to knowledge that is captured or institutionalised within the structure, processes and culture of the organisation. Finally, Customer Capital Assets which refers to the combined value of the relationships with customers, suppliers, industry associations and markets and their customers perception of value of an organisation. Information technology is also recognised as an enabling tool to facilitate knowledge transfer and sharing as it enables knowledge and information flows. In particular, the use of enterprise portals as an information technology enabling platform can provide secure, customised, personalised and integrated access for employees, customers and business partners to dynamic knowledge assets from a variety of sources in a variety of formats, with an increasing focus on business performance. The research focuses on how organisations can effectively manage their knowledge assets using enterprise portals and how managing these assets can complement organisational core capabilities and competences. Theoretical insights from Boisot’s I-Space framework are used as the foundation for analysis of the behaviour of information flows and the creation and diffusion of knowledge within organisations. The role of technologies as enabling partners in this process are examined and management of knowledge assets through the processes of codification, abstraction and diffusion is investigated. Competitive advantage does not flow automatically from the possession of knowledge assets. An organisation has to know how to extract value from them and extracting value from knowledge assets requires an ability to manage them. The Boisot I-Space framework provides constructive and dynamic processes, namely codification, abstraction and diffusion that significantly improve the ability to manage knowledge assets. When these processes are integrated into the way an Enterprise Portal is designed and used by an organisation, the ability to manage human, structural and customer capital assets is improved. Furthermore, the opportunity for enhanced support of an organisation’s capabilities and core competences can be achieved and hence the prospect for improved business performance can be realised. / AFRIKAANSE OPSOMMING: Kennis word toenemend herken as die sleutelelement in ‘n onderneming se volhoubaarheid en mededingendheid. Kennisbates verwys na organisatoriese bates wat bestaan uit kennis of wat kennis bevat. Hierdie bates verleen uiteindelik aan ‘n ondernemening die vermoëns om ‘n proses of handeling uit te voer wat daarop gerig is om waarde te skep en/of te lewer. Kennisbates word eerstens uitgeken as Menslike Kapitaalbates, wat gesetel is in die werknemers van ‘n organisasie, wie se talente en ervaring die produkte en dienste skep wat verkoop kan word. Tweedens verwys Strukturele Kapitaalbates na die kennis wat in die strukture, prosesse en kultuur van die onderneming vasgevang of geïnstitusionaliseer is. Ten slotte verwys Kliëntekapitaalbates na die saamgestelde waarde van ‘n onderneming se verhoudings met kliënte, leweransiers, bedryfsverenigings en markte, tesame met kliënte se persepsie van die waarde van daardie onderneming. Inligtingstegnologie word ook beskou as ‘n hulpmiddel vir die fasilitering van die oordrag en deling van kennis deurdat dit die vloei van kennis en inligting aanhelp. In die besonder kan die gebruik van ondernemingsportale, as ‘n platform vir die bevordering van inligtingstegnologie, aan werknemers, kliënte en sakevennote veilige, persoonlike en integrale toegang bied tot dinamiese kennisbates uit ‘n reeks bronne en in ‘n verskeidenheid formate, met toenemende ingesteldheid op ‘n onderneming se prestasies. Die navorsing hieronder ondersoek in besonder die manier waarop ondernemings hulle kennisbates doeltreffend kan bestuur deur ondernemingsportale te gebruik en hoe die bestuur van hierdie bates organisatoriese kernvaardighede en vermoëns kan aanvul. Teoretiese insigte uit Boisot se “ ISpace”- raamwerk word gebruik as basis vir die ontleding van inligtingvloei en van die skepping en verspreiding van kennis in organisasies. Die rol van tegnologieë as hulpmiddel in hierdie proses en die bestuur van kennisbates deur middel van kodifisering, abstraksie en diffusie word ondersoek en ontleed. Mededingende voorsprong vloei nie nie vanself uit die besit van kennisbates nie - ‘n onderneming moet leer hoe om waarde daaruit te put en dié proses vereis die vermoë om kennisbates te bestuur. Die Boisot “I-Space”-raamwerk verskaf konstruktiewe en dinamiese prosesse, naamlik kodifisering, abstraksie en diffusie, wat die vermoë om kennisbates te bestuur aansienlik verbeter. Wanneer dié prosesse geïntegreer word in die wyse waarop ‘n Ondernemingsportaal deur ‘n onderneming ontwerp en aangewend word, word sy vermoë om menslike, strukturele en kliëntekapitaalbates te bestuur verbeter. Daarbenewens kan die moontlikheid van verbeterde steun vir ‘n onderneming se vermoëns en kernvaardighede op geïntegreerde wyse bewerkstellig word en die vooruitsigte op verhoogde besigheidsprestasie sodoende verwerklik word.

Thesis (MPhil)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: The increased rate of competitive challenges imposed on organisations by global economy, technological product changes, processes (Dixon, 1992; Dodgson, 1993), and abundance of information available (Huber 1991) necessitate organisations to unlearn, learn and relearn faster than others to survive. The development of sustainable competitive advantages is a vital management function and an important organisational requirement is to nurture learning and create new knowledge enabling organisations to exploit, develop and utilise resources better than rivals do. This paper originated from the need identified in my company that learning and use of new knowledge are essential elements to sustain competitive advantage. At the moment this is not the case and the challenges imposed on the organisation regarding technological advancements and rapid local and global environmental changes, has already negatively impacted the organisation's competitive position. Today learning is being experiences as just another expense and the use of new knowledge is not visible, as a matter of fact knowledge is being confused with information. Information is being "recycled"; in other words more of the same is shared and used within the organisation. Hardly any new knowledge is generated as the same minds that created problems are being used to solve them. In my opinion both learning and knowledge are strategic organisational requirements which must be nurtured and managed to (i) ensure return on investments, and (ii) strengthen the organisations future competitive position. The focus of the paper is to contribute to a deeper understanding of learning and knowledge, the linkage between individuals, organisations and learning loop approaches. Barriers preventing learning and use of knowledge will be identified as well as how the use of knowledge forms the foundation to achieve sustained competitive advantages to outsmart, outmaneuver and outwit the competition. Keywords: Knowledge; learning; organisational learning; competitive advantage; learning approaches, organisational barriers. / AFRIKAANSE OPSOMMING: Die snel veranderende kompeterende uitdagings waaraan maatskappy vandag blootgestel word, bv globalisering, ekonomiese impak, tegnologiese produk en proses veranderinge asook die oorvloed inligting wat beskikbaar is, vereis dat maatskappye hul leerprosesse mbt "unlearn, learn and relearn" vinniger moet toepas om kompterend te bly. Die ontwikkeling van kompeterende voordele is 'n kern bestuursfunksie en 'n belangrike voorvereiste tov die organisatoriese leerproses en skepping van nuwe kennis om 'n voorsprong bo die konkurrente te bewerkstellig. Die oorspronklike idee vir die skripsie het binne my eie maatskappy ontstaan, waar die tekortkominge mbt die gefokusde daarstelling en gebruik van nuwe kennis, vir die behoud van 'n mark leierskap posisie, tans nie sigbaar is nie. Die snel veranderende tegnologiese en ekonomiese eksterne omgewing het reeds 'n negatiewe en detrimentele impak op die maatskappy gehad. Vandag is die leerkurwe en gebruik van nuwe kennis binne die maatskappy nie 'n fokus area nie. Kennis word tans met inligting verwar en dieselfde persone verantwoordelik vir die oorsaak/skep van probleme word gebruik om probleme op te los, maw inligting word "gehersirkuleer" binne die maatskappy. Die doel van die skripsie is om 'n bydrae te maak mbt die raakvlakke tussen die onderskeie leer benaderings, kennis, individue en die maatskappy en hoe die onderskeie benaderings by die leerproses inpas. Hindernisse wat die gebruik van kennis kan inhibeer en beperk word ge-identifiseer en laastens word die fokus op hoe die gebruik van kennis en kundigheid die basis kan vorm vir die verkryging van onderhoudende kompeterende voordele, geplaas.

Thesis (MPhil (Information Science))--University of Stellenbosch, 2011. / ENGLISH ABSTRACT: The thesis offers an integration of theories of Organizational Learning and a specific framework regarding the dimensions of Learning Organizations. In a case study the extent to which a small consultancy firm display the characteristics of a learning organization is investigated and used as a basis to reflect up the challenges faced by similar organizations trying to increasingly become Learning Organizations. At first various theories of Organizational Learning are reviewed and thereafter the notion of a Learning Organization is unpacked along seven dimensions. The description of management practices for facilitating a Learning Organization and theories about Organizational Learning are then brought together in the form of steps an organization could follow. In the case study a questionnaire based on Watkins and Marsick’s “Dimensions of a Learning Organization Questionnaire” is administered in the organization and the findings discussed against the background of the preceding literature review. The relationship between organizational learning and organizational culture, as well as the relationship between leadership and learning processes, and the impact of systemic exploitation of knowledge assets on organizational efficiency and effectiveness are examined. From the results it is clear that the organization cannot yet lay claim to being a learning organization, yet it displayed some characteristics of a learning organization. Leadership and connecting the organization to its environment were the areas where the company showed most development. However, empowering people toward a collective vision was the least developed area in the organization due to the perception of lack of freedom to choose one’s work assignment and the invitation to contribute to the organization’s vision. / AFRIKAANSE OPSOMMING: Die tesis bied ‘n integrasie van die teorieë oor Organisatoriese Leer en `n spesifieke raamwerk oor die dimensies van Lerende Organisasies. In `n gevallestudie word die mate waartoe ‘n klein konsultasie firma die eienskappe van ‘n Lerende Organisasie vertoon ondersoek en gereflekteer op die uitdagings wat soortgelyke organisasies moet oorkom om hulself toenemend in Lerende Organisasies te omwentel. Dit word gedoen deur ‘n oorsig van verskillende teorieë van Organisatoriese Leer en daarna word die idee van ‘n Lerende Organisasie uitgepak in sewe dimensies. Die beskrywing van bestuurspraktyke rondom Lerende Organisasies en die toerie van Organisatoriese Leer word dan geintegreer in die vorm van `n stappe wat ‘n organisasie sou kon volg. Hierop volg die gevallestudie waarin ‘n vraelys (Watkins en Marsick se “Dimensies van ‘n Lerende Organisasie Vraelys”) gebaseer op die sewe dimensies van die Lerende Organisasie onder bestuurders in die organisasie versprei is. Die resultate van die vraelys word bespreek teen die agtergrond van die voorafgaande literatuur-oorsig. Die verhoudinge tussen organisatoriese leer en organisasie kultuur, sowel as tussen leierskap en leerprosesse, en die impak van die sistemiese ontginning van kennis-bates op organisatoriese effektiwiteit word ondersoek. Uit die resultate is did duidelik dat die organisasie nog nie werklik ‘n Lerende Organisasie is nie, maar dit vertoon wel eienskappe wat eie is aan Lerende Organisasies. Leierskap en die koppeling van die organisasie aan sy omgewing is die areas waar die organisasie die meeste ontwikkeling getoon het, terwyl die bemagtiging van mense om ‘n bydrae te lewer tot die kollektiewe visie van die organisasie die minste ontwikkelde area was as gevolg van die indruk onder lede dat hulle min vryheid het om hulle take te kies en die gebrek aan ‘n uitnodiging om deel te neem.

The South African government like most governments around the world create public entities to perform functions on its behalf and achieve particular objectives ranging from facilitating investments, delivering services or providing goods and advice. These public entities receive annual funding either whole or in part from the national fiscus and report to parliament through their respective Ministries. In the 2005/6 financial year government funded Umalusi 7, 69 million rands through direct transfer payments from the Department of Education, excluding any indirect payments from other governmental structures. Many public entities, about three hundred and thirty odd or so in South Africa, were promulgated to ensure and improve service delivery to the nation. However, they were not intended to be seen as an extension of their reporting departments. This research work evaluates the effectiveness of Umalusi in the education regulatory system and seeks to find ways to improve public entity effectiveness using the South African Excellence Model (SAEM) as the base tool to measure organisational effectiveness. A brief conclusion to this study is that Umalusi as a public entity, is adequately meeting its intended purpose. This is confirmed through its annual reports having never received a qualified audit since its inception. This research triangulates the results of the South African Excellence Model, the Questionnaire to senior education officials and the Auditors' Reports to confirm that Umalusi is effective as a public entity in the South African regulatory system. / Busniness Management / M.Tech. (Busniness Administration)

The Council for Geoscience (CGS) is one of the National Science Councils of South Africa and is the legal successor to the Geological Survey of South Africa. The total staff complements numbered 291 as of March 2006, consisting of four executive managers, 18 unit managers, 124 professionals, 84 technicians, 41 administrative personnel, 17 unskilled labourers 3 skilled workers. The strength of the CGS is manifested in its core of competent geoscience and technical staff. The primary business of the CGS is science; therefore scientists, apart from human resources, finance and procurement, are appointed to senior positions in the organisation. The criteria for scientists to qualify for managerial positions are either a masters or doctorate degree in science. Although a sound knowledge of science is needed for these positions, the necessary managerial and leadership characteristics have never played a significant role in the appointment of unit leaders. Therefore, it is the aim of this study to determine the leadership style of the scientists that were appointed as unit leaders. Theories on leadership provide for a variety of potential explanations regarding effective leadership, including personal attributes, contingencies, and the role of subordinates. By analysing managerial leadership, it becomes important to consider and recognise the complex interplay among the structure of organisational life, patterns of behaviour, varied beliefs, values, interests, and initiatives of the individuals who create and work within this structure. Research on organisational leadership has grown systematically with the advance of industrialisation. Large work organisations are associated with bureaucratic and technological complexity that affects the demand for managers and the need for coordination and leadership roles. Leadership theories have evolved over time, becoming more sophisticated and even more applicable for their “innovation”. Different perspectives have featured throughout history. Theories of leadership are primarily analytical, directed at better understanding of the leadership process and the variations among them. The most up- to- date concept within leadership is the theory of transformational and transactional leadership. Transformational leadership comprises five factors — (1) idealised influence: attributed; (2) idealised influence: behaviour; (3) inspirational motivation; (4) intellectual simulation; and (5) individualised consideration — of which the first two factors refer to the concern, power, personal morality, and sacrifice of the leader, as well as his or her ability to instil collective pride in the group’s mission. The third factor relates to motivating the group to accomplish missions through challenging goals and by indicating certainty in areas of uncertainty, which, in turn, arouse individual and team spirit. The fourth factor refers to the leaders’ ability to relate at an individual level to the follower and the fifth factor to intellectual stimulation. Transactional leadership display behaviours associated with constructive and corrective transactions, and comprises three factors— (1) contingent reward leadership; (2) management-by-exception: active; and (3) management-by-exception: passive — of which relates to leaders who involve themselves only when things go wrong, i.e. the constructive style. Their interventions are associated with failure and punishment. The corrective style is labelled management-by-expectation: active, which refers to the closer involvement in monitoring the subordinates’ actions. Contingent reward leadership relates to rewards for work performance. The Multifactor Leadership Questionnaire (MLQ) has become a standard instrument for assessing a variety of transformational, transactional and non-leadership scales and was used to assess the leadership style of scientists of the Council for Geoscience. The instrument measures a broad range of leadership types: passive leaders, leaders who give contingent rewards to subordinates and leaders who transform their subordinates into leaders themselves. The objectives of the study were to (1) determine the leadership style of scientists in positions of unit leaders; (2) how their supervisors, peers and subordinates perceive their leadership style; and (3) whether scientists as unit leaders, perceive their own leadership style differently than do their supervisors, peers and subordinates. The MLQ instrument contains 45 items that identify and measure key leadership and effectiveness behaviours. A five point rating scale (0: 1: 2: 3: 4) is used for rating the frequency of observed leader behaviour where 0=not at all, and 4=frequently, if not always. The average scores of the MLQ questionnaire for the Council for Geoscience ranged from 2 to 3 on the transformational leadership factors. Participants in general perceive scientists in unit leader positions more as transformational leaders as apposed to transactional leaders. The 2.5 rating on transformational leadership indicates that the unit leaders are often influential in the awareness of what is important. The ratings of scientists as unit leaders were similar to the ratings of their peers and 'others'. Supervisors and subordinates, however, rated them lower. Transactional leadership ratings for the majority of leaders were between 2.0–3.0 on CR, and MBEA and 1.0–2.0 on MBEP. The ratings obtained, indicate that unit leaders would be seen as people wwho prefer to monitor and take action before failures occur. Supervisors, peers and others rated the scientists as unit leaders higher on transactional leadership, except for subordinates who rated them lower. Leaders are rated 0–1 on laissez-faire leadership style. Supervisors, peers and subordinates rated scientists as unit leaders higher on laissez-faire leadership style than the rating they gave themselves (self-rating). The low rating on the laissez-faire leadership style confirms that leaders do get involved in important issues and have a need to be involved in the decision-making process. Scientists as unit leaders, however, perceive themselves to be more involved than do supervisors and subordinates. Attribution ratings (extra-effort, effectiveness and satisfaction) varied from 2.0–3.0. For attribution dimensions, supervisors and subordinates rated the scientists as unit leaders lower on extra-effort, effectiveness and satisfaction, whereas peers rated them higher. The satisfaction dimension indicates that unit leaders often work with others in a satisfactory way. For attribution dimensions, supervisors and subordinates rated the scientists as unit leaders lower on extra-effort, effectiveness and satisfaction, whereas peers rated them higher. Supervisors are less satisfied with the leaders than subordinates are. The results obtained from the MLQ questionnaire for the leadership style of scientists in the Council for Geoscience are slightly different from those of United States companies. The Council for Geoscience, compared with United States (US) companies, rated lower on both transformational leadership and attribution dimensions (extra-effort, effectiveness and satisfaction) and higher on both transactional and laissez-faire leadership styles. This seems to indicate that the Council for Geoscience tends to follow a less inspirational and influential leadership style with more objective setting and less satisfying methods of leadership, compared with US companies. Transformational leadership development is recommended for the scientists as unit leaders of the Council for Geoscience. It is important to note that false transformational leaders (seemingly transformational leaders with a self-absorbed tendency) should be distinguished from the genuine ones. Optimism and employee frustration can be used in future surveys by the Council for Geoscience to determine the progress of transformational leadership development in the organisation. The leadership of an organisation influences the organisational culture. Upper management is responsible for the implementation of the necessary changes to promote transformational leadership. The culture of an organisation is a reflection of upper management. If upper management does not realise the importance of transformational leadership, the chances for the rest of the organisation to promote a transformational leadership culture in the organisation are not good. One recommendation to consider is for the Council for Geoscience to employ people with adequate managerial skills in unit leader positions. These skills would include leadership traits, operational skills, financial skills, etc. A decision needs to be taken by the Council for Geoscience that when scientists are employed as unit leaders or as members of the upper management cadre, they must have adequate managerial and leadership skills, and all parties have to agree with the competency and be satisfied with the management styles. / Graduate School of Business Leadership / M.B.L.

Despite the fact that small family and non-family businesses in South Africa are important contributors to economic and social development, their failure rates are still high globally. Major contributing factors to this high failure rate are the lack of marketing skills and ineffective marketing practices. Therefore, the primary objective of this study was to establish what marketing mix strategies are used by small family and non-family businesses in the Eastern Cape and the influence of these strategies on Perceived business performance. The literature review dealt with the nature and importance of marketing, and the traditional marketing mix strategies were elaborated on from a small family and non-family business perspective. The traditional marketing mix strategies (4Ps) identified as influencing the Perceived business performance of small family and non-family businesses, were classified as Product-, Pricing-, Place-, and Promotion strategies. From the literature review, it was evident that the traditional marketing mix strategies have been criticised by a number of studies as not reflecting the holistic marketing concept within the 21st century. Yet, despite its simplicity various studies still find the traditional 4P framework to be a strong staple of the marketing mix. In this study, a quantitative research design was adopted and an exploratory and descriptive research approach of a cross-sectional nature were undertaken. A convenience sampling technique was used owing to the inaccessibility of a small family and non-family business database. The sample size in this study consisted of 195 small family-owned businesses and 145 small non-family businesses operating within the borders of the Eastern Cape. The primary data in this study was gathered by means of a structured, self-administered questionnaire. The measuring instrument was developed by sourcing items from several existing studies. Small family and non-family businesses were approached by fieldworkers and asked to participate in this study. In total 400 questionnaires were distributed, of which 340 were usable for further statistical analyses. Therefore, an effective response rate of 85% was achieved in this study. The validity and reliability of the measuring instrument were confirmed by means of an exploratory factor analysis (EFA) and by the calculation of Cronbach„s alpha (CA) coefficients. The five usable factors that were extracted from the EFA were identified as Pricing strategies, Competitive distribution strategies, Communication process strategies, Low cost promotion strategies and Perceived business performance. The CA coefficient for Pricing strategies indicated that the scale measuring this factor was not reliable due to it falling below the accepted norm of 0.6 and, therefore it was disregarded from further analysis. The CA coefficients returned for the remaining usable factors extracted from the EFA were greater than 0.6, thus indicating the scales measuring these variables provided satisfactory evidence of validity and reliability. The findings of the descriptive statistics showed that the highest mean score reported was for the independent variable Competitive distribution strategies, followed by Communication process strategies and Low cost promotion strategies. Based on the mean, respondents indicated that they often utilise Competitive distribution strategies and Communication process strategies, and seldom utilise Low cost promotion strategies. Pearson‟s product moment correlations revealed that all the marketing mix strategies, for both small family and non-family businesses, investigated were found to be significantly and positively correlated with the dependent variable Perceived business performance, and amongst themselves. The findings of the MRA showed that utilising Competitive distribution strategies have a significant positive influence on the Perceived business performance of small family businesses. The finding implies that the more small family businesses in this study provide high-quality and competitive products through distributions process methods by setting timing objectives, using distributions selection criteria and changing the distribution channel when needed to continuously satisfy customers‟ needs, the more likely the business is to experience growth in profit and sales and having loyal customers who make regular purchases and recommend the business to others. This study found no relationship between Competitive distribution strategies and the Perceived business performance of small non-family businesses, as well as between Communication Process strategies and Low cost promotion strategies and Perceived business performance of small family and non-family businesses. The results of the t-tests revealed that no statistically significant relationship was found between the Type of small business ownership and any of the three independent variables, Competitive distribution-, Communication Process-, and Low cost promotion strategies. Furthermore, the results of the Chi-square test for independence reported no statistically significant difference between using the family name as a marketing or branding tool and the size of the small business in this study. The results, however, indicated that as the business size increases, the more small businesses use their family name as a marketing- or branding tool. From the 18 sets of null hypotheses that were formulated, to explore whether the demographical variables had an influence on the marketing mix strategies utilised by the small family and non-family businesses, only 11 multivariant analysis of variance (MANOVA) relationships could be established as being statistically significant. These include the Gender of the business owner/manager, Age of the business owner/manager, Management qualifications of the business owner/manager, Ethnicity of the business owner/manager, Position in the small business, Years small business is in existence, Working experience of the business owner/manager, Management working experience of the business owner/manager, Form of business ownership, Area of business premises and Target market of the small business. This study has addressed a gap in the current literature regarding the influence of marketing mix strategies on business performance among small family and non-family businesses in a developing economy such as South Africa. This study has furthermore attempted to enlarge the body of knowledge available on marketing, especially concerning Communication Process, Competitive distribution strategies and Low cost promotion strategies. The results of the study differ somewhat from existing literature, and therefore add to the body of knowledge on marketing. Furthermore, the findings of this study show that small family businesses utilising Competitive distribution strategies have a significant positive influence on their Perceived business performance, and in doing so makes a small contribution towards increasing the success rate of these small family businesses and in return positively contribute to the economic growth and development of South Africa.

Thesis(Mtech (Industrial Engineering)--Cape Peninsula University of Technology, 2010 / In the nuclear industry, Quality Management Systems are extremely important, especially if one wishes to improve public acceptance of radioactive solutions. There is normally minimum communication between the public and scientists, especially in nuclear science. People are not comfortable with nuclear technology, based on the past history of the Chernobyl catastrophe. Consequently, it is difficult to discuss important and sensitive issues like disposing of nuclear waste. Quality Management Systems can improve public confidence and communication. Integrated Management Systems in the project planning stage of the project can be a proactive step towards preventing unnecessary delays and costs. There is a perception that quality is implemented or executed at the implementation stage of the Project Life cycle. Most people believe that a Quality Management System is quality control only and forget the aspect of Quality assurance. The project managers are more concerned with finishing the project and saving costs. Quality holds together the three pillars of project management, which are schedule, costs and scope. There are a plethora of things that can go wrong if the Quality Management System is not implemented on time, like scope changes that are not captured, monitored and controlled. This can lead to scope creep, unnecessary costs and schedule overruns. If there is no cost control, the project can also overrun its budget and consequently be stopped. PBMR is the only company that is active in new nuclear projects in South Africa, except Koeberg, which was commissioned about thirty years ago.

Thesis (MTech (Public Management))--Cape Peninsula University of Technology, 2015. / The main aim of this study was to assess the effectiveness of the PMS applied by the SAPS, using the case of Nyanga Metropole. The primary objective of this study was to assess the effectiveness of employee performance management systems at the SAPS, in the Western Cape Province. The secondary objective of this study is to understand and investigate challenges experienced by SAPS while the PMS is implemented. To determine the existing practice and awareness of performance appraisal. To measure cooperation and coordination among members and other partners which will therefore assist in connecting jurisdictional tensions and prevent conflicts amongst members of SAPS and the community. To recommend workable approaches for improving the PMS, and suggest the performance management programmes that should be implemented and monitored for support of the SAPS. The rationale for selecting Nyanga was because it is a less developed location and also has a high poverty rate and lots of crime, which lead to affecting police member’s performance. The study employed mixed methods where data was triangulated between qualitative and quantitative sources. Mixed methods research provides strengths that offset the weaknesses of both quantitative and qualitative research. Mixed methods research provides more evidence for studying a research problem than either quantitative or qualitative research alone (Creswell, 2009: 12-13).

Thesis (MTech (Public Relations Management)--Cape Peninsula University of Technology, 2016. / The aim of this study is to determine the effects of internal communication on employee productivity and perception in the automotive services (aftermarket) industry in South Africa. The aim is also to provide recommendations to improve the internal communication in the industry. According to Grunig (2011), organisations are realising that employees are their most important competitive advantage, and effective communication helps unleash the talents and energies of their employees. The literature review, which provides the theoretical perspectives upon which this study is based, comprises literature from a South African and international perspective. The literature outlined includes the Systems Approach, Excellence Theory, internal communication, productivity, perception, the automotive industry and the role of the communications practitioner. A qualitative research method is used to seek answers to questions and to understand an aspect of the working environment. This method is also used to understand the experiences and attitudes of the participants. To collect the required data, in-depth interviews were conducted with eight employees at various levels in an automotive services organisation. The interview questions were asked under three headings, namely: Internal Communication; Productivity and the Role of the Communications Practitioner. The responses of the participants and the research findings are then compared to the literature review. The major findings indicate that internal communication definitely impacts on the productivity and perception of the employees in the organisation. While certain aspects of internal communication in the automotive services organisation are effective, there is still room for improvement. This improvement should not be a once-off task. Management in the organisation is encouraged to conduct regular and on-going research to remain current and also to ensure that communication remains effective. Various types of research may be conducted at all levels in the organisation, internally and externally, which should consider the various aspects and elements of the organisation.

Esta tese propõe um modelo teórico de alinhamento estratégico interno e defende a hipótese de que o alinhamento interno, a partir do modelo proposto, tem impacto positivo sobre o desempenho organizacional. Define-se a estratégia, com base na tipologia de Miles e Snow, e a incerteza ambiental como variáveis moderadoras. Conceitua-se o alinhamento como o ajuste da organização tanto na dimensão vertical quanto horizontal. O alinhamento vertical refere-se ao conjunto de ações necessárias à implementação da estratégia, desde a estratégia formulada até o seu desdobramento por todos os níveis da organização. Define-se que os fatores envolvidos no alinhamento vertical são a abrangência da formulação da estratégia, capacidades gerenciais para a implementação da estratégia e envolvimento das pessoas com a estratégia. O construto abrangência da formulação é definido como multidimensional, composto pelas variáveis processo formal de planejamento, envolvimento da média gerência na formulação e consenso sobre a estratégia. O alinhamento horizontal envolve a compreensão das necessidades do cliente e o alinhamento dos processos (inter-funcionais) capazes de entregar o que o cliente necessita. As duas dimensões, vertical e horizontal, representam as variáveis a serem alinhadas e a ideia presente é que isoladamente não são suficientes para produzir o alinhamento interno, o que implica que nesta tese adota-se a perspectiva holística do alinhamento, também comumente denominada pela literatura como perspectiva sistêmica ou da covariação. Para a definição dos construtos componentes do modelo realizou-se uma revisão sistematizada da literatura, utilizando a base de dados Web of Science, que resultou em um total de 141 artigos. A revisão também serviu de base para a definição do instrumento de pesquisa que foi submetido à validação de conteúdo por especialistas e executivos. Os dados foram coletados por meio de um link para acesso on line e também em papel. A pesquisa foi conduzida com a média gerência ou profissionais diretamente envolvidos com a implementação da estratégia de negócios, de 125 empresas, de porte médio e grande. Os dados foram processados e validados por meio da técnica de Modelagem de Equações Estruturais com estimação pelo método Partial Least Squares (PLS), utilizando o software SmartPLS 2.0. Os resultados dão validação empírica ao modelo especificado, confirmando-se que a covariação entre o alinhamento vertical e horizontal tem impacto positivo sobre o desempenho organizacional. Contribuições desse estudo e sugestões para outros trabalhos também estão registradas. / This thesis proposes a theoretical model of internal strategic alignment and defends the hypothesis that an internal alignment, from the proposed model, is positively related to organizational performance. It is defined that the strategy, considering Miles and Snow typology, and the environmental uncertainty moderate this relationship. The alignment is conceptualized as an adjustment in both vertical and horizontal dimensions. Vertical alignment refers to the set of actions necessary to the strategy implementation, from the formulated strategy to its deployment at all organizational levels. It is defined that the factors involved in the vertical alignment are strategy formulation comprehensiveness, management capacity to the strategy implementation and employees involvement with the strategy. The construct strategy formulation comprehensiveness is defined as multidimensional composed with the variables formal process planning, middle management involvement in the formulation process and consensus about the strategy. Horizontal alignment involves understanding the customers needs and the alignment of the process (inter-functional) capable of delivering what the customers need. Both dimensions, vertical and horizontal, represent the variables to be aligned and the idea is that isolated they are not sufficient to produce the internal alignment. Therefore, this thesis adopts the alignment in the holistic perspective, also commonly named by the literature as systemic or covariation perspective. In order to define the model constructs it was performed an extensive literature review consulting Web of Science database which resulted in a total of 141 articles. This search also was the start point to the research instrument definition, which was submitted to validation of content by specialists and executives. The data were collected through a link to access the questionnaire on the internet and through paper. The research was conducted with middle managers and professionals directly involved in business strategy implementation, from 125 middle and large companies. The data were analyzed using structural equation modeling with estimation by partial least squares (PLS), using the software SmartPLS 2.0. The results give empirical and methodological validation to the model specified and confirm that the covariation between vertical and horizontal alignment has positive impact in the organizational performance. Contributions of this study and suggestions for other researches also are recorded.