D.Phil. (Engineering Management) / This research has its roots in Engineering Management, where the premise of improving and managing efficiency, effectiveness, productivity and quality is the most common and accepted source of organizational excellence and performance. This dissertation addresses a new paradigm for competitive advantage – business processes capability. The notion of capability is first and foremost the primary differentiator of organisational competitiveness ensuring sustained long-term prosperity. The title of this dissertation is essentially imperative of every organisation functioning within the competitive domain to obtain business process capability. Where organisational capability and performance were traditionally considered antonymous, the assimilation of these two notions is fundamental to the assurance of long-term organisational prosperity. Organisations are required, now more than ever, to grow and ensure that optimisation is achievable through well-defined systems and supporting business processes. Organisations need to understand operational and individual business processes as well as their strategic impact they have on the entire supply network. The key to successful process decisions requires taking the following into consideration (a) the best fit for the situation (b) optimisation of one process at the expense of another, (c) processes are building blocks that create a total business value chain which include the cumulative phases of business processes affecting output, customer satisfaction and competitive advantage, (d) there is no distinction between any processes in the value chain either performed by internal or by outside suppliers, and (e) that managers must pay attention to interfacing all processes ensuring cross-functional coordination.

The aim of this study is to develop and propose a strategic role enhancement for the Internal Auditing function for South African companies, by incorporating the Balanced Scorecard as a guide. The proposed strategy will be developed based on the methodology and the relevant elements and aspects for such a strategy derived from the latest literature on the subject. The concepts of Internal Auditing, strategy and Balanced Scorecard will be defined and discussed, by means of literature research. The intent of this paper is to consider the critical aspects regarding the utilisation of the Balanced Scorecard to enhance the strategic role of the Internal Auditor. / Mr. J. Bredenkamp

This study investigates the challenges of implementing a performance management development system (PMDS) in the Department of Transport as a learning organisation. The objectives were: * To evaluate the PMDS that is currently utilised to motivate employees and to determine problems encountered in the implementation thereof with a view to employing a learning organisation approach. * To determine new approaches to the implementation of the PMDS. * To uncover problems encountered in the implementation of the PMDS. The study focused on managers and supervisors as the main role-players in the assessment of the PMDS. Supervisors were given questionnaires concerning issues pertaining to PMDS and learning organisations. Respondents were asked whether the role of trainers is visible in strengthening communication structures allowing employees to participate meaningfully in the decision-making processes of their organisation. The following research questions were asked: * What challenges do the Department of Transport in KZN, Pietermaritzburg faces concerning the PDMS and in becoming a mature learning organisation? * Is the PMDS compatible with a learning organisation? * How has the PMDS been utilised to motivate employees and to uncover problems encountered in the implementation of the PMDS? * How does the Department of Transport identify new approaches required for the implementation of the PMDS? / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2010.

There are many views about the meaning and importance of performance measurement of employees and of organizations. This thesis is concerned with many of these views but is most concerned with performance contracts and quality management and the relationship between them. The whole concept of the measurement of performance is sometimes questioned and in some cases regarded as being both subjective and futile. Van de Ven and Ferry (1980) argued that: "Whether the difficulties associated with assessing the performance of complex organizations can be met by a single set of measurement instruments and process guidelines has still to be proven." Glover and Kelly (1987) contended that measuring the performance of individual jobs can also be difficult: "Performance is hard or impossible to measure with many jobs and occupations, think for example of the differences between the work of architects, surgical appliance fitters, design engineers, criminals, politicians, street traders and musicians. There is often a conflict between volume and quantity of output in the long-term and the short-term such as when profits come before investment and vice-versa." Similarly, Van De Yen and Morgan (1980) argued with regard to organizational performance that: "Performance is a complex construct that reflects the criteria and standards used by decision makers to assess the functioning of an organization. As this definition suggests, performance is a value judgement on the results desired from the organization at different levels of analysis--and--often change over time." However, the demand for measurement of performance, whether it comes from the first level of supervision or from a shareholders' meeting, does tend to mean that attempts be made to measure performance (Talley, 1991).

M.Comm.

South Africa is a country facing divisive social and economic challenges. It has a history that generated imbalances within the economy and requires urgent solutions to one of the most significant issues the country faces, having too few South Africans in work. Globally, a key solution to creating work has been to make small business the engine-room of economies. Consequently, the South African Government has identified the establishment of small businesses as a priority, which incorporates the development of collaborative forms of businesses in marginalised communities. The co-operative form of business and a strong co-operative movement is, therefore, a critical element of government’s initiative to create work and economic independence for South Africans. Governed by the seven International Labour Organization (ILO) principles, this form of business is often more complex than a typical firm, making the task of establishing and growing these entities particularly challenging. This study analyses the literature to gain an understanding of co-operative movements across the globe. It then looks at the specific challenges the movement faces in South Africa, followed by an analysis of best practice that a business should engage in its establishment and growth. Specifically, the literature examines whether there is a relationship between opportunity-related industry, market and entrepreneurial team aspects and improved business performance of business entities such as co-operatives. The study collates data from co-operatives in the South African economy using two separate methodologies. Firstly, a structured interview was used to acquire information on the opportunity-related aspects. Secondly, business transactions were recorded and basic financial statements were produced for each co-operative, enabling a rating on business performance. The primary data was then analysed within Chapter 6, to investigate the strength of the relationship between opportunity-related aspects and business performance. The findings extracted from the primary data reinforced certain facts within the body of knowledge as it relates to the relationship between opportunity-related aspects and business performance, but there were also some interesting new insights that were extracted from the data. The South African co-operative movement has achieved certain success and momentum as well as experiencing certain failures, and the study clearly highlights both, and makes recommendations to improve the movements and government’s efforts to establish a vibrant and meaningful co-operative sector.

This article examines the appropriateness of applying the South African Excellence Model for Public Service Performance Excellence in developing a strategy for the South African Military Health Service (SAMHS) to enhance Military Health Service delivery and performance excellence. The need for a strategy to improve Military Health Service delivery and performance excellence was theoretically, empirically and practically informed by different strategic imperatives. The production of the White paper on the Transformation of the Public Service by the South African Department of Public Service and Administration highlighted one of the main reasons for undertaking a study of this nature. The White Paper provided a framework to enable public services to develop performance excellence strategies. The results achieved by the application of the South African Excellence ModeI for Public Service Performance Excellence Self-assessment Questionnaire provide potential benefits for the SAMHS to enhance Military Health Service delivery and performance excellence. The Excellence Model identifies SAMHS strengths and areas for improvement based upon well-established internationally accepted theoretical frameworks and recognised criteria for performance excellence. From this study it is inferred that determining Military Health Service performance excellence continues to be a challenge. It became evident that applying the South African Excellence Model for Public Service Performance Excellence as an integrated self-assessment framework within the SAMHS as a public service health care organisation could be the starting point for a regular strategic planning process within the organisation and could ensure continuous improvement in the performance excellence levels of Military Health Service organisations. / Prof. J Uys

This research tests for correlation between corporate performance and use of financial measures, nonfinancial measures, and number of balanced scorecard categories used. Literature notes a preference for managing by nonfinancial measures because financial measures are lagging indicators, but little empirical evidence is available on the relationship between nonfinancial measures and financial performance, and few companies are found to realize the benefits of nonfinancial measurements. The balanced scorecard has been studied to find the impact of diversity of performance measures, and anecdotal improvements have been reported, but there is a paucity of empirical evidence regarding how the use of a balanced scorecard impacts organizational performance. These issues are investigated in this research with a web based survey distributed to a sample of publicly traded companies using a systematic selection process based on randomly selected numbers generated for each 3-digit NAICS category. The dependent variable is a rank of high, medium or low performance based on 12-month rolling average stock price comparisons from January 2005 to January 2009. These averages are analyzed as a percent change for each company, with performance standardized by 3-digit NAICS category to eliminate cross industry variance in performance ranking. Kruskal-Wallis one-way ANOVA is used to test for correlation. High performers show greatest utilization of both financial and nonfinancial measures, followed by medium performers, with low performers utilizing both measures the least. Nonfinancial performance measures are more correlated to firm value than financial measures with the high performers' mean score for nonfinancial measures being higher than for financial measures. By contrast, medium and low performers exhibit the opposite: higher mean scores for financial measures than for nonfinancial measures [p ≤ 0.05 for nonfinancial measures and p ≤ 0.1 for financial measures]. Correlation is found to be borderline significant (p = 0.06) for the number of balanced scorecard categories used with high performers utilizing the highest number of categories and low performers utilizing the lowest number of categories [p = 0.009 with inclusion of two respondents reporting no usage of balanced scorecard categories].

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: KUMBA Resources (KUMBA) is a listed mining company on the Johannesburg Securities Exchange (JSE), with an annual turnover of about seven billion Rand. Their main operations consist of iron ore, coal, heavy minerals, base metals and industrial minerals. In this study project the writer will attempt to define the process followed by KUMBA to establish a winning mindset to ensure superior performance. The basic objectives defined for this study are to: • Define the process that KUMBA followed to develop a set of values for the organisation. • Explain the process followed to develop a validated questionnaire to measure the values. • Discuss the process that was followed to develop a system to support the process. • Lastly, to discuss the results of the actual ratings in June 2003 and the recommendations made after the completion of the process. The KUMBA Way was defined as a vehicle to drive this process. Core to this process is the KUMBA Values. Strategically, KUMBA decided that their values would be a distinctive lever in the company that will ensure superior performance. KUMBA then embarked on a process to develop one set of values for all the KUMBA mines. The end result was the foundation (minimum behaviour required by KUMBA) and motivational (behaviour that can be developed to achieve overall business success) values. Foundation Values: • Integrity • Respect • Accountability • Fairness • Caring Motivational Values: • We do it together • People make it happen • Let's do it • We do it better every time KUMBA also used the framework of transformational leadership and the competency model of Jay Hall as basis to entrench their values in the organisation. These processes are driven at business unit level and the line managers took the ownership of this process. A further decision KUMBA took was to measure their values. A validated questionnaire was needed to be able to deal with the process. Two pilot studies were conducted to validate the questionnaire and the questionnaire passed the criteria of reliability and validity. The questionnaire scored an overall Cronbach Alpha of 0,88. This result was higher than the minimum requirement of 0,6 for a self constructed questionnaire. A process was also followed to develop an in house system to support the overall measurement process. This system was based on the 360-degree approach. The actual measurement of the values took place in June 2003 and the results were outstanding. The results of the actual ratings compared very favourably to the results of the pilot studies. The results of the actual assessment must still be forwarded to Deloittes and Touche Human Capital Corporation to do a final Cronbach Alpha analysis. This will allow KUMBA to determine if the increase in the number of participants influenced the overall reliability and validity of the questionnaire. Furthermore, KUMBA also needs to revisit the process after one year to examine whether the measurement of these values contributed to the overall improvement of the organisational culture. / AFRIKAANSE OPSOMMING: KUMBA Resources (KUMBA) is 'n mynbou maatskappy wat op die Johannesburgse effektebeurs gelys is en het 'n jaarlikse omset van sewe miljard rand. Die basiese bedryf bestaan uit ystererts, steenkool, swaar minerale, basiese metale en industriële minerale. Die skrywer gaan, met hierdie studie, probeer om 'n wen gesindheid te skep ten einde superieure prestasie te lewer. Die basiese doelwitte vir hierdie studie word as volg gedefinieer, naamlik: • Definieer die proses wat KUMBA gevolg het ten einde een stel waardes vir die organisasie te ontwikkel. • Verduidelik die proses wat gevolg was om 'n vraelys te valideer wat die waardes sou meet. • Bespreek die proses wat gevolg was om 'n stelsel te ontwikkel wat hierdie proses sou ondersteun. • Laastens, om die resultate van die werklike meting in Junie 2003 en aanbevelings na afloop van die proses te bespreek. Die KUMBA manier was as voertuig gedefinieer om hierdie proses te dryf. Kern tot hierdie proses is die KUMBA waardes. Strategies het KUMBA besluit dat hulle waardes 'n hefboom gaan wees wat hulle graag na 'n onderskeidende vlak dryf ten einde superieure prestasie te verseker. KUMBA het met 'n proses begin om een stel waardes vir al sy besigheidseenhede te ontwikkel. Die eindresultaat was die KUMBA "Foundation" waardes (minimum gedrag wat deur KUMBA vereis word) en die "Motivational" waardes (gedrag wat ontwikkel kan word ten einde besigheid-sukses te kan bereik). "Foundation" waardes: • Integriteit • Respek • Toerekenbaarheid • Regverdigheid • Sorgvuldigheid "Motivational" waardes: • Ons doen dit saam • Mense laat dit gebeur • Kom ons doen dit • Ons doen dit beter elke keer KUMBA het ook die raamwerk van transformele leierskap en die bevoegdheidsproses van Jay Hall gebruik om waardes in die maatskappy te vestig. Hierdie prosesse was gedryf deur die besigheidseenhede en die lynbestuurders het eienaarskap van die proses geneem. 'n Verdere besluit wat KUMBA gneem het, was om hulle waardes te meet. 'n Gevalideerde vraelys was benodig vir hierdie proses. Twee loods-studies was afgeneem om die vraelys te valideer en die vraelys het aan die kriteria van geldigheid en betroubaarheid voldoen. Die vraelys het 'n algehele Cronbach Alpha van 0,88 behaal. Hierdie resultaat was hoër as die minimum vereiste van 0,6 vir 'n selfgekonstrueerde vraelys. 'n Proses was ook gevolg om 'n in-huis stelsel te ontwikkel wat die algehele metingsaksie sou ondersteun. Hierdie stelsel was gebaseer op 'n 360°-benadering. Die werklike meting het in Junie 2003 plaasgevind en die resultate was uitstekend. Die resultate van die werklike meting het baie goed vergelyk met die resultate van die tweede loods-studie. Die resultate van die werklike meting moet nog steeds aan Deloitles en Touche gestuur word ten einde 'n finale Cronbach Alpha te doen. Dit sal KUMBA in staat stel om te bepaal of die toename in die aantal deelnemers enigsins die algehele geldigheid en betroubaarheid van die vraelys beïnvloed het. KUMBA moet ook hierdie proses na 'n jaar hersien om te bepaal of die meting enigsins 'n bydrae tot die algemene organisasie-kultuur lewer.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: The study project was aimed to evaluate a questionnaire designed by AB Reynolds and adapted by Mario Denton that is used to determine the funtionality of an organisation. The object was to determine how reliable the instrument is and if it was testing the necessary areas/processes. As the purpose·ofmost instruments is to help management determine the current position of an organisation , the management itself, the management of the employees and the workplace, it was important to validate a questionnaire by statistically analysing all the processes/factors used in the questionnaire as well as the questions. Although it was found that the twenty-one (21) organisational processes is used in the questionnaire is of major importance to all organisations, the statistical analyses reduced the processes to eight (8) namely: 1. Performance management, development, appraisal, reward and recognition 2. Effective leadership 3. Vision and mission 4. Strategy and structure 5. Communication 6. Competitor analyses 7. Customer needs 8. Core competencies The three hundred and fifty one (351) questions were also reduced to one hundred and thirty four. The validated revised questionnaire can now be used to determine an organisations health and is a two phased technique designed to assist organisational effectiveness. It will give management a foundation to use in strategic planning as it spells out the weaknesses and strengths of an organisation and also indicate area/processes of concern that will need attention. The revised questionnaire is therefore an information gathering instrument that measures the employees perception of the organisation and focuses on all facets of organisational functioning. It is a tool for continuous organisational development and improvement and will help an organisation in correcting the weaknesses identified. The questionnaire is therefore a management tool. It can be highly effective and can be used by all organisations to improve their competitiveness and ensure their survival. / AFRIKAANSE OPSOMMING: Die projek was daarop gemik om 'n vraelys, opgestel deur AB Reynolds en aangepas deur Mario Denton wat die funktionaliteit van 'n organisasie toets, te evalueer. Die doelwit was om vas te stel hoe betroubaar die instrument is en of dit die nodige areas/prosesse toets. Aangesien die doel van die instrument is om bestuur te help om die huidige possisie van organisasie, bestuur self, die bestuur van werknemers en die werksplek te toets, is dit noodsaaklik om so 'n vraelys te valideer deur al die prosesse/faktore in die vraelys, sowel as die vrae statisties te ontleed. Alhoewel daar gevind is dat al die een en twintig (21) organisatoriese prosesse, soos in die vraelys gebruik, van kardinale belang vir organisasies is ,het die statistiese analise dit na die volgende agt (8) prosesse verminder: 1. Prestasie bestuur, ontwikkeling, beoordeling, vergoeding en erkenning 2. Effektiewe leierskap 3. Visie en missie 4. Strategie en struktuur 5. Kommunikasie 6. Analise van mededingers 7. Behoeftes van kliênte 8. Kern vaardighede Die drie honderd een en vyftig (351) vrae is ook verminder na een honderd vier en dertig vrae. Die gevalideerde vraelys kan nou aangewend word om die gesondheid van 'n organisasie te toets en is 'n tegniek wat uit twee fases bestaan wat behulpsaam kan wees om organisatoriese effektiwiteit te bevorder. Dit sal aan bestuur 'n wegspringpunt verleen in strategiese beplanning aangesien dit die vermoëns en gebreke van 'n organisasie uitwys, asook die swak areas/prosesse wat aandag verg. Die gekorrigeerde vraelys is daarom 'n informasie insamelings instrument wat werknemers se persepsie aangaande die organisasie meet en fokus op alle fasette van organisatoriese funksionering. Dit is dus 'n instrument om organisatoriese ontwikkeling en verbetering voortdurend toe te pas, en help 'n organisasie om swakhede wat geidentifiseer is, reg te stel. Die vraelys is dus 'n bestuursinstrument wat effektief deur alle organisasies aangewend kan word om mededingend te word om sodoende hulle voortbestaan te verseker.