Problem: Då omvärlden är under ständig förändring behöver organisationer anpassa sig med nya strategier, mål och styrningsmetoder för att överleva. FranklinCovey har nyligen tagit fram ett, enligt dem, nytt och revolutionerande styrningsverktyg som kommer styra team och organisationer framåt. Kan detta vara nästa stora teori inom ekonomistyrning? Syfte: Uppsatsen syfte är att kritiskt och empiriskt redogöra för samt analysera ”The 4 Disciplines of Execution” som styrningsverktyg i organisationer. Vidare ämnar studien undersöka om metoden är ett värdeskapande instrument eller enbart ett likvärdigt substitut till existerande och mer etablerade styrningsteorier. Metod: Studien är en kvalitativ enfallsstudie av deskriptiv och explorativ karaktär. Undersökningen har präglats av en induktiv ansats där semi-strukturerade intervjuer på Atea AB stått till grund för studiens resultat. Vidare analyserades resultatet med hjälp av Otleys ramverk för utvärdering av management control systems. Resultat: Studien visar att ”The 4 Discplines of Execution inte är något revolutionerande men likväl ett värdefullt komplement till ekonomistyrning. Då verktyget fokuserar på förändringsprocessen i beteendet hos medarbetare och involverar hela organisationen från företagsledning till individnivå, är det användbart i dagens miljö som ständigt förändras.

published_or_final_version / Public Administration / Master / Master of Public Administration

Increasingly Manufacturing Enterprises (MEs) need to perform competitively to survive in today s global markets. This thesis investigates the notion that competitive product realisation is not simply dependent on deploying state of the art operational and infrastructural support processes but also depends upon the adoption of management processes that ensure efficient and effective use of human and non human resources. Having an experience of more than two decades working in a public sector ME located in Pakistan the author has observed that improvements in timelines, quality and profit begins from measurement; followed by goal, problem & solution understanding, then planning and control of needed change. Therefore, a desire to enhance best practice qualitative and quantitative measurement of management processes triggered and focussed this research. Consequently the aim of this research has been to contribute to knowledge by using state of the art modelling techniques to structure and enable quantitative measurement of management processes within MEs. Subsequent research of the author has conceived, implemented and case tested a modelling methodology that is designed to measure the Level of Application of Management Process (LAMP) in pursuit of ME productivity improvement. In order to achieve the aim of this research, a semi generic model of management processes deployed in MEs was defined and explicitly modelled by using an ISO Enterprise Modelling technique. The definition of this semi-generic model was realised consequent upon (1) a literature review and (2) conducting semi-structured interviews with experts (n=42) in three public sector MEs located in Pakistan. Use of the Enterprise Modelling technique enabled decomposition and classification of management processes into so called Domain Processes, which subsequently were explicitly defined as Business Processes at a more detailed level of modelling abstraction. Then during subsequent research the author conceived and developed the use of a methodology to apply a LAMP scorecard the use of which was tested whilst conducting structured interviews with project managers (n=25) in three public sector MEs located in Pakistan that operate on project oriented management structures. The case study results partially validated the fitness for purpose of the model driven measurement methodology, identified opportunities for future methodological research and illustrated how LAMP identified and enabled measurements can help to define, quantify and direct potential opportunities for ME enhancement.

The main purpose of this study is to define important criteria to consider when selecting and implementing performance measures on a strategic, tactical and operational level. The thesis is built around the questions "What to measure" and "How to measure". Generally within the thesis the question of "what" concerns different frameworks and working procedures that can be used to determine what to measure, while the question of "how" concerns criteria to consider when implementing performance measures, such as how to design measure formulas and targets, how to communicate measures, etc. The study has been conducted as a qualitative study, where the empirical data has been collected through interviews and by using information material from the case company. The purpose of the case study was to test the theoretical framework. The studied case company was Sandvik Process Systems, a product area within the Sandvik group. The case study was complemented by two minor comparative studies of companies also belonging to the Sandvik group. In total the study comprised interviews with 15 persons within different organizational levels. Several different frameworks aiming to help organizations to answer the question of what to measure have been developed during the last decades. The frameworks differ more or less, but theorists appear to agree on several matters. My conclusions of the most important criteria to be taken into consideration when answering the question of what to measure is: * Complement the outcome measures, i.e. the financial measures that show the results from past efforts, by pro-active performance drivers - the measures that drive the future performance * Ensure linkage between performance measures and company vision and strategic objectives * Involve the co-workers in the process of developing measures * Use an overall comprehensive view and methodic approach * Limit the amount of measures * Retain the methodic approach – manage the performance measurement system After answering the question of what to measure there are also a number of important criteria to consider when it comes to how to measure and implement measures into the organization: * Define measure purposes * Assign reasonable targets to the measures * Consider the field of application when designing a performance measure * Communicate the performance measures * Specify the measures Despite attempting to simplify a complicated reality the frameworks aiming to help organizations to select measures are all rather complex. Hence, to develop and implement a PMS (Performance Measurement System) by the book will imply an extensive project for any company. How time- and resource demanding the project will become will differ from one company to another. Thus, a general conclusion of this study is that a company must start out from its own conditions in order for the development and implementation not to become too complex a project, where the organization loses focus and fails to manage the project all the way through. Companies must consider factors such as the size and complexity of the organization, how the business is controlled and managed as well as the structure and control of an already existing PMS. For large organizations, already possessing a rather unstructured PMS, the best approach could be to look upon the development as a constantly on-going activity in the spirit of continuous improvements, rather than a complex project running over a limited time. A vital success factor is also to communicate the intentions to the whole organization at an early stage. If the whole organization is aware of the intention and the purpose this will facilitate the process of developing and implementing a successful PMS.

In this dissertation a study is undertaken of the performance appraisal function in South African local authorities. Local authorities in South Africa are the third tier of government and are subordinate to the other two tiers, namely, the central and provincial authorities. They are established to render a variety of goods and services to the local community and to contribute to the national goal of community welfare. In the light of changing circumstances in South Africa, communities are becoming more advanced and complex and are placing new demands on local authorities everyday. Therefore, local authorities must ensure that their limited human resources are utilised as efficiently and effectively as possible to achieve an acceptable quality of life for the local community. Thus, municipal personnel administration plays an important role in contributing to the welfare of the local community. Municipal personnel administration comprises of several component activities such as personnel provisioning, support functions, training and development, and personnel utilisation functions. Performance appraisal falls within ambit of the personnel utilisation function and plays a pivotal role in promoting the improved· productivity of municipal personnel. In view of the aforementioned, this study investigates the implementation of the performance appraisal function in South African local authorities. The research was necessitated by the fact that local authority employees make up 14,8 percent of public sector employment and up to 70 percent of a local authority's operating budget is allocated for staff expenditure. Therefore, it is important that local authorities have an efficient and effective work force, and one of the ways this can be achieved is through the implementation of the performance appraisal function. Furthermore, very little research has been undertaken on the performance appraisal function as an activity within municipal personnel administration. Municipal employees must ensure that all activities constituting the performance appraisal function be implemented in terms of the dictates of the generic administrative, management, functional and auxiliary and instrumental activities. They must also adhere to the normative guidelines which have direct bearing on the performance appraisal function, such as legislative supremacy, maintenance of public accountability, efficiency and effectiveness, respect for community values and ethical standards. The study undertaken on the performance appraisal function in South African local authorities is viewed from a theoretical and operational perspective as follows: performance appraisal and municipal administration; theoretical perspectives of the performance appraisal function; nature and content of performance appraisal systems; the performance appraisal function in South African local authorities; and developing an acceptable performance appraisal system for South African local authorities. The performance appraisal systems at local authorities studied, are primarily viewed within an administrative frame of reference. Particular attention is focused on the generic administrative, management, functional and auxiliary and instrumental activities, as well as the normative factors of public administration. The efficient and effective utilisation of municipal personnel resources, especially in regard to their placement, development and promotion through the use of the performance appraisal function, is stressed. In the light of the aforementioned the following recommendations are made: (i) that municipal councils and high-ranking officials give due regard to the importance of the performance appraisal function within the context of municipal personnel administration; (ii) introduction of the performance management and development programme as postulated in chapter 6; (iii) review of performance appraisal on an ongoing basis (at least once a year) within an administrative frame of reference with particular attention to the following: legislative measures; policy directives; organising; financing; staffing; determining systems and procedures; and exercising control; (iv) that supervisors (appraisers) in municipal departments undergo training to implement the appraisal system and to keep abreast with the latest developments in the field; and (v) the creation of a separate department or section to deal specifically with the performance appraisal function. / Thesis (M.A.)-University of Durban-Westville, 1993.

Corporate governance and management by values have become vital for organisations in South Africa. Recent allegations of corruption, corporate failures and the abuse of leadership power highlight the need for solid moral and ethical foundations. A set of shared values in an organisation may prove to be a significant competitive advantage. The competence of employees as reflected through the evaluation of their individual job goals has been widely measured for many years. Currently, limited information is available on the measurement and evaluation of the conformance of employees to corporate values. This study explores the conformance of individual members to core values as part of a regular, systematic performance measurement system. Introducing such a system may assist in enforcing accountability for individual ethical behaviour. Literature on the topic advises that the core values of an organisation should be carefully and correctly identified before individual conformance to the values can be measured. Managing by values entails that preferred behaviours should be entrenched in all codes, policies, and procedures of an organisation, including the performance measurement system. A 360-degree evaluation is considered the most appropriate method to evaluate individual conformance to corporate values. Information gathered from the model development part of this study indicates the following: 360-Degree evaluation of values conformance may be incorporated into any existing performance measurement system that conforms to the criteria established in this study. A performance/values template used for the evaluation of job performance and values conformance results effectively differentiates employees into categories. The model developed in this study was effectively implemented and tested in an organisation. It is expected that the implementation of the model will enhance the performance of individuals and ultimately facilitate the creation of a motivating climate within the organisation. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2008.

Valstybės finansinių išteklių paskirstymas yra vienas iš svarbiausių valstybės valdymo uždavinių. Racionalus šių resursų paskirstymas sudaro prielaidas efektyviai naudoti turimus svarbiausius išteklius, pasiekti prioritetinius valstybės tikslus ir aktyviai įgyvendinti numatytų sričių veiklą. Programinio finansavimo sistema yra viena iš Naujosios viešosios vadybos elementų, skatinančių modernizuoti šalies biudžetinio finansų valdymo sistemą. Pats programinis biudžetas nėra biudžeto sudarymas programiniu principu, tai daugiau veiklos rezultatų valdymo įrankis, kartu su strateginio planavimo, kaupiamojo biudžeto ir rezultatų vertinimo bruožais. Programinio finansavimo sistema yra biudžetinio finansavimo sistema, kuri identifikuoja institucijos misiją, tikslus ir uždavinius, integruoja strateginio planavimo, veiklos efektyvumo informaciją ir rezultatus į biudžeto procesą, naudoja veiklos efektyvumo valdymą ir veiklos efektyvumo kontraktų sistemą, biudžetą ir apskaitą sudaro kaupimo principu, paskirsto išteklius decentralizuotai ir vertina veiklą, veiklos rezultatus ir programas. Danija ir Australija įdiegė programinio finansavimo sistemą daugiau kaip prieš 15 metų. Šalys atitinkamų reformų metu pasinaudojo veiklos efektyvumo sistemos pranašumais ir įdiegė modernią biudžetinio finansavimo sistemą. Nors šalys skaičiuoja jau nebe pirma dešimtmetį veiklos efektyvumo sistemos srityje, tačiau ir šiose šalyse vis dar susiduriama su tam tikrais, kiekvienai šaliai būdingais iššūkiais ir... [toliau žr. visą tekstą] / Allocation of State financial resources is one of the most important tasks of public administration. Rational allocation of these resources for the effective use of available resources essential to achieve national objectives and priorities to implement the areas of activity. Program budgeting system is one of the new public management elements to promote the modernization of the country budget financial management system. Program budgeting is more than budgeting method by the programming principle, it can be identified as performance management tool, in conjunction with strategic planning, budgeting by the results and the performance mesurament and evaluation. Program budgeting system is the budgeting system, which identifies the institutions mission, goals and objectives, integrates strategic planning, performance information and results in the budget process, it uses performance management information, accrual budgeting and acounting, allocates resourses in decentalized way and evaluates activities and performance. Denmark and Australia have introduced the program budgeting system for more than 15 years ago. While the countries are no longer calculate the first decade of operational efficiency in the system, but they are still faced with some, country-specific challenges and problems. The main problems and challenges faced by countries are mostly technical in nature, because there is a different management culture problems. South Korea obtaining assistance of the United... [to full text]

Teacher evaluation is a management tool for all educational organizations as it is used to research information on teacher performance. Information on teacher performance is important in the decision making process regarding employment of teachers, confirmation of appointment, and identifying potential for promotion and staff development. Over the years teachers have raised serious reservations about teacher evaluation procedures in South Arica. In the apartheid days teacher evaluation was summative and contentious. It was marked by unannounced visits by inspectors to observe teachers' lessons. No feedback would be offered after they left. This system was not very well received by educators and teacher unions. Teacher lobby groups, belonging mainly to S.A.D.T.U rejected this system and demanded that it be removed. This case study is a qualitative study of the perceptions of educators in the ex Model C schools in the Queensburgh area, these schools were previously under The House of Assembly and only admitted white children. The study aims to capture to some extent the feelings, views, attitudes and perceptions of the educators towards DAS. The interviews with these educators have provided me with direct evidence of teachers' perceptions towards DAS. DAS was introduced in 1998 and it replaced an autocratic, judgmental and summative system. This system allowed the educator to identify his own developmental needs, through a democratic and formative process with the participation of education managers, peers and experts. This is a developmental approach and it is important at the planning stage to build in time for reflection and improvement in developing strategies. The overall impression gained from the study was that most educators were favorably disposed towards DAS. DAS was found to be a good system and that it would definitely have a positive impact on the professional development and growth of the teacher. However, some educators had reservations about this new system of evaluation. They felt that it was too time consuming and the system allowed for abuse. The policy gave educators the opportunity to review their work output, their strengths and weaknesses, but most of all DAS allowed for helpful and supportive advice and guidance This is a developmental approach and it is important at the planning stage to build in time for reflection and improvement in development strategies for educators to identify their own developmental needs, through a democratic and formative process, together with the participation of education managers, peers and experts. If implemented correctly DAS can make a positive impact on our present education system. / Thesis (M.Ed.) - University of Durban-Westville, 2003.

The purpose of this research is to determine the role of employees' psychological contract in the successful implementation of management tactics and achieving optimum work performance. The concept of the psychological contract was first introduced by Argyris in 1960, in reference to the employer and employee expectations of the employment relationship (Smithson and Lewis, 2003). Recent research in the United Kingdom has revived the concept, with particular focus on how the psychological contract affects employee attitude or how it may be affected by employer actions. The perceived breach of psychological contracts, for example, may be linked to job satisfaction or staff retention. Research on the topic in a South African context is limited. The purpose of this research is to apply the concept to the South African context and to specifically determine how it impacts on strategy implementation through management tactics, as well as work performance. Furthermore the influence of factors such as gender, ethnicity and relative age will be investigated. Research will be conducted amongst employees of Engen Refinery, located in Durban, South Africa. It is expected that this study will add value to the body of knowledge in this field as well as benefit the company by identifying how an understanding of employees' psychological contracts is relevant to the implementation of tactics and achieving optimum work performance. Questionnaires will be administered to employees. A focus group discussion will be held with 5 employees. Two psychologists and one psychometrist will be interviewed. Two employees, who are also middle managers will be interviewed. Research findings indicate that the psychological contract of employees has a direct influence on the successful implementation of management tactics and optimising work performance at the Engen Refinery. Employees favour a relational psychological contract. It follows that meeting the relational needs of employees would result in an improvement in the successful implementation of tactics and work performance. Positive interpersonal relationships based on trust, respect and open communication minimise gaps in psychological contracts and reduce the degree of assumption with regard to mutual expectations. This has the effect of reducing feelings of inequity, which, based on equity theory, improves commitment and work performance and reduces perceptions of psychological contract violation. Recognition, and the application of behaviour modification theory, may be practically applied where a relational psychological contract is favoured, in order to influence the transactional aspects of the contract. While gender and age do not appear to influence how the psychological contract affects the implementation of tactics and work performance optimisation, ethnicity does, in the particular context of Employment Equity which is peculiar to South Africa. Research findings indicate that the concept of the psychological contract is relevant to improving the work environment, and can be used to effect change in order to enhance the successful execution of strategy and optimise employee work performance. / Thesis (MBA)-University of KwaZulu-Natal, 2005.

No abstract available. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2012.