published_or_final_version / Public Administration / Master / Master of Public Administration

published_or_final_version / Public Administration / Master / Master of Social Sciences

Thesis (Ph. D.)--Ohio State University, 2008. / Title from first page of PDF file. Includes bibliographical references (p. 154-162).

published_or_final_version / Public Administration / Master / Master of Business Administration

Call number: LD2668 .T4 1959 F67

This thesis describes the development, application and evaluation of an OHS measurement tool incorporating positive performance indicators to measure OHS performance in Australia Post, a large multi-site postal organisation. Positive Performance Indicators (PPIs) are identified as systematically implemented measures of the management processes initiated to achieve strategic goals. A literature review indicated that there was widespread support for the use of PPIs to measure OHS performance, with proponents advocating their use to monitor and promote implementation of target OHS strategies, and to evaluate the effectiveness of these strategies by using PPIs in conjunction with outcome indicators. Despite this widespread support, there was little practical guidance published on the development or application of PPIs, nor was there empirical evidence validating the claims of advocates. A series of research projects was undertaken to firstly develop - then evaluate - a set of OHS self-assessment tools incorporating PPIs. These projects comprised: review of the Australia Post OHS strategic plan, as the basis for the development of PPIs to measure that plan; development of a set of paper-based self-assessment tools incorporating quantitative OHS PPIs to measure the local implementation of the OHS strategic plan; quasi-experimental pilot study of the use of the OHS PPI self-assessment tools by Postal Managers, to investigate the reliability and effectiveness of the OHS PPI process in monitoring and driving conformance of OHS management processes; experimental study of the use of the OHS PPI self-assessment tools by Postal Delivery Facility Managers, to validate and extend the findings of the pilot study; development of a web-based software application to facilitate OHS PPI data collection and reporting; and, the use of correlation statistics to study the relationship of OHS PPIs with OHS outcome measures, and to assess their role in evaluating the effectiveness of specific OHS strategies. The studies demonstrated that the OHS PPI self-assessment tool could be effectively used by local facility managers to assess and report their implementation of the OHS strategic plan. In addition, the OHS PPI self-assessment process proved to strongly improve the local implementation of those OHS management processes measured. The study further showed that the consistent attention to OHS management processes driven by the OHS PPI measurement process assisted in the achievement of impressive OHS outcome improvements. However, the study showed that the use of correlation statistics to link OHS PPIs with outcome measures to evaluate the effectiveness of OHS management strategies has only limited value. Limitations in both the OHS PPI and outcome measurement data and in the correlation statistics restrict the extent to which findings can be interpreted or that conclusive judgements concerning the effectiveness of strategies can be drawn. The thesis concludes with an account of Australia Post's experiences in integrating OHS PPIs into its OHS management system.

Thesis (M. Soc. Sc.)--University of Hong Kong, 1985.

Thesis (M.B.A.)--University of Hong Kong, 1983.

Disruptive technologies. Revolutionary products. Innovative services. Unpredictable change. Ever-shifting markets. Today's complex, entropic and volatile business environment poses a daunting challenge for organisations like the South African Post Office: how to create - and sustain - strategic advantage and customer value in the midst of such entropy (chaos). Most organisations respond to this challenge with more entropy-inducing mechanisms - endlessly elaborate rules, laborious processes and convoluted business, functional and technical systems to guide their strategic planning and decision-making. But this bogs organisations down, hindering business growth instead of spurring it; and ultimately restricting the organisation's ability to navigate shifting market terrain. The last few years have seen the Post Office grappling with such issues. In search of a muchneeded turnaround it has found itself engaging in, amongst others, initiatives such as the socalled strategic management partnerships than have left it worse off than it was in the first place. From an Information Management (lM) point of view, ill conceived Information Technology (IT) strategies were pursued which instead of bringing measurable value and benefits have turned out to be nothing more than mere exercises in "fire fighting". All the above issues have, if nothing else, highlighted the difficulty of doing business in the new economy, an economy that is fundamentally characterised by unpredictability, volatile markets, and disruptive technologies. Whilst this may, on the surface, point to limited value of using traditional business methods and strategies, this is in fact not so. Others may argue that the traditional business model is fast losing sustainability; this could not be further from the truth. As will be evidently demonstrated in this report, "brick" and "click" business models can be successfully implemented side by side in a complimentary manner, resulting in better competitiveness for the Post Office. Indeed, there has to be shifts in speed of thinking and planning, but the fundamentals of business remain to a large extent the same. This research looks at the Post Office's IT function in detail and provides specific competitive Information Management Strategies (lMS's) the aims of which are to enable the Post Office to effect a human-centered - instead of an IT-centered - approach to using technology in helping the organisation to navigate entropic environments and to realise its larger strategic turnaround goals and objectives. However, as is mostly the case, the proof of the proverbial pudding is still in the tasting as strategy is both hard thinking and doing. / Thesis(MBA)-University of Natal, 2003.

Thesis (M.P.A.)--University of Hong Kong, 2000. / Includes bibliographical references (leaves 147-151).