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In any organisation processes can be seen evolving throughout their lifecycle and play a deciding role in the efficiency of organisational activities. Tender processes are no different and with growing competitiveness and globalisation it has become the responsibility of managerial staff to ensure continuous improvement is applied to processes so organisational goals are consistently met and knowledge, talents and other success factors are institutionalised therein. The objective of this study was to perform an iteration of process re-engineering on the tender process within Tubular Track, so that a tender could be performed more efficiently and more competitively, and be more manageable. The investigation was carried out by means of a literature review and interviews. This was done to establish an accurate baseline from the current process and then re-engineer the system in its entirety. Verification of the investigation method was done through application of the PMBOK proven project management methods, while validation was done by comparison of processes through process improvement methodology principles as relationship. Process improvement and its management is a continuous procedure but because this study only focuses on the design of a new tender process for Tubular Track the conclusion that was made through literature application and comparison was that the newly designed process is expected to improve efficiency, manageability and time to complete. In the final conclusion stage recommendations were also made that re-engineering phases be planned and followed with corresponding risk and change management plans. Training needed for personnel so that implementation would be optimally applied and continuous improvement institutionalised would also need inspecting. / MIng (Development and Management Engineering), North-West University, Potchefstroom Campus, 2015

In any organisation processes can be seen evolving throughout their lifecycle and play a deciding role in the efficiency of organisational activities. Tender processes are no different and with growing competitiveness and globalisation it has become the responsibility of managerial staff to ensure continuous improvement is applied to processes so organisational goals are consistently met and knowledge, talents and other success factors are institutionalised therein. The objective of this study was to perform an iteration of process re-engineering on the tender process within Tubular Track, so that a tender could be performed more efficiently and more competitively, and be more manageable. The investigation was carried out by means of a literature review and interviews. This was done to establish an accurate baseline from the current process and then re-engineer the system in its entirety. Verification of the investigation method was done through application of the PMBOK proven project management methods, while validation was done by comparison of processes through process improvement methodology principles as relationship. Process improvement and its management is a continuous procedure but because this study only focuses on the design of a new tender process for Tubular Track the conclusion that was made through literature application and comparison was that the newly designed process is expected to improve efficiency, manageability and time to complete. In the final conclusion stage recommendations were also made that re-engineering phases be planned and followed with corresponding risk and change management plans. Training needed for personnel so that implementation would be optimally applied and continuous improvement institutionalised would also need inspecting. / MIng (Development and Management Engineering), North-West University, Potchefstroom Campus, 2015

This empirical research focuses on exploring the role of strategic leadership in the shift from Electronic Government (eGovernment) to Transformational Government (tGovernment). Despite the fact that many countries have implemented eGovernment, the literature reports a number of themhave failed to reach the promised seamless transformation. Moreover, there is a dearth of research into the domain of tGovernment; the research which exists is limited in extent thus leaving scope for timely and novel research contributions. This thesis reveals that a valuable contribution to knowledge could be derived from exploring the domain of transformational government. The leadership motivationand incentives to conduct a radical government organisational change have become an area of great importance. There is limited research on the strategic role of leadership in achieving transformational government domain; hence, the implications of seamless integration for transformational government have yet to be explored. This research discusses transformational government by using a qualitative, multiple case study research strategy. Data is triangulated and analysed according to its explanatory properties and underlying structural context. This researchextends established norms in literature for tGovernment implementation by incorporating established theories in organisational change from other related disciplines. This is to explain the significance of the underlying philosophical nature of the emerging themes, thus enabling government leaders to create robust strategic proposals for tGovernment. This empirical research is conducted in a Middle Eastern cultural context based in Dubai, United Arab Emirates. The research arrives at several key findings and themesthat contribute to the body of knowledge. A primary finding is the need for a radical change and an innovative managerial approach in using ICT to enable radical change in government organisations. A related finding of this research is that many assumptions underlying the various tGovernment models for transformation fall short to empirically explain the transformational government domain. The government visionary leadership has been proven to be a powerful driver for change in terms of initiating and leading the process for transformational government.

Violent and traumatic events are a regular occurrence in many South Africans’ lives. The term 'continuous traumatic stress’ was coined by South African anti-apartheid health professionals in the 1980’s to explain the continuous nature of violence and trauma happening within the country. Although the political agenda may have shifted, many South Africans are still living within a context in which violent and traumatic events regularly occur. However, little is known about how health workers respond to continuous trauma within the South African setting. The Community Health Workers - within this study - are part of the South African health model called ‘Primary Health Care Re-engineering’ that is currently being piloted. The research was exploratory in nature and used a mixed methods design. Twenty three Community Health Workers who participated in the study were from two sub-districts within the Ekurhuleni district, Gauteng, Johannesburg. The research included two face to face semi-structured individual interviews. The first included qualitative questions and completion of the quantitative Stressful Life Events Screening Questionnaire (1998) to explore past trauma experiences. Over a seven month period, the participants were asked to document traumatic event exposure and responses through the adapted Life Events Checklist (1995) and personal journaling. At the end of this period, participants were interviewed again to explore their current traumatic experiences. Qualitative data were analysed through thematic content analysis and quantitative data were used to substantiate information from the interviews and checklists. Results show that Community Health Workers – within this study - have a high prevalence of exposure to traumatic events (directly experiencing, witnessing and hearing about). Prominent events included physical and sexual assault, transport accidents, fires and explosions. Media played a powerful role in exposure to events. Traumatic and unexpected losses were key experiences that need to be considered when working with trauma in the South African context. Acknowledgement of experiences (peer and external) is an essential element in developing support structures. These findings – from the context of Ekurhuleni, South Africa - contribute to exploring and understanding the experience of ‘continuous traumatic stress’ for Community Health Workers.

<p>Syftet med uppsatsen har varit att undersöka framgångsfaktorer vid införandet av ERP-system i olika företag. Både kundernas och leverantörens syn på framgångsfaktorer vid införandet har klargjorts. </p><p>Min empiriska undersökning har utförts på fem olika företag och jag har intervjuat totalt fem personer som samtliga haft mycket centrala roller vid ERP-införandena. Vid intervjuerna har jag använt mig av kvalitativ ansats där informanterna har fått berätta relativt fritt om vad de uppfattat kunna påverka framgången med införandet av ERP-systemen. Jag analyserade det insamlade materialet med hjälp av empirinär kvalitativ bearbetning, i form av innehållsanalys. </p><p>Undersökningens resultat visar att kunderna och leverantören inte ser helt lika på vilka faktorer som bidrar till framgång. Det finns dock några tydliga samband mellan leverantörens och kundens syn på framgångsfaktorer. Samsyn ligger i att kunden ska göra en dokumenterad processmappning av verksamhetens före och efterläge vilket leder till att leverantörens arbete underlättas och implementeringen av systemet kommer igång snabbare. Vidare samsyn finns kring det faktum att kunden ska förbereda sig på den kommande förändringen genom att utbilda personalen i handhavandet av systemet samt ge personalen ökad förståelse kring förändringsproblematiken. Detta leder till större engagemang hos kunden och snabbare acceptans av systemet i företaget.</p> / <p>The purpose of this report has been to investigate successfactors when implementing ERP-systems in different companies. The opinion of both the supplier and the customer’s point of view about the successfactors has been explained. </p><p>The empiricalstudy has included five different companies and a total of five persons. I have used a qualitative approach during the different interviews. The material from the interviews was analysed with the qualitative method content analysis. </p><p>The study shows the supplier and the customers both have and have not the same opinion about which successfactors to consider when implementing. There are a few obvious connections between the supplier and the customer’s point of view. They agree about the importance of linking business processes and information to the system in the feasibility study. This will lead to an easier and more rapid implementation phase. They also agree about the importance of educating the personal, both in practical skills of the system and also information of the reactions of change in the organisation. This will lead to a greater engagement from the customer and quicker system acceptance.</p>

The reason that a firm have to run its business in diversify ways, is to extend contents that it produced, enhance its business values and gain more benefits. Diversification has two kinds of business models, which is vertical and horizontal diversification. As for a steel company, vertical diversify is use its main business as the core, then extend to other new territories of steel business. A firm, which uses internationalization strategy, has several internal and external factors. The internal factors, which are like domestic market is to small, rise to the labor costs, values of people change, traditional industries move abroad, and lack of lobar power. For external factors is free market economy, change of the business environments. To lower the cost, company has to integrate domestic and abroad advantageous resources. The firm has to advancing its own competitiveness by internationalization. Corporation merge is for the purpose of expanding the organization scale and operation abilities, and to pursue growth of external businesses. By buying target company¡¦s properties, to reach the goal of corporation merges. With the transnational merge can also achieve the internationalization strategy. The integration and re-engineering of working process, is the key task after to take over the management of the merged company. To co-operate with company strategy, review the resources needed during the integration. To plan and design the method of improves working process. And to start the implementation. To review the achievements of the integration and improvement of the working process. Can be judged by key events, which defined by different main manufacturing and managing issues. And with review in each phase, the effective of improvement could be ensured. For every company, every important decision made. Will lurking with several uncontrollable factors. To face with the risks, which are coming from any miss-judgment or fails decisions during the merging process that could ruin the whole merging process. In conclusion and suggestion section, we will discuss more about the best processing model of merging task.

Shared Services (SS) involves the convergence and streamlining of an organisation’s functions to ensure timely service delivery as effectively and efficiently as possible. As a management structure designed to promote value generation, cost savings and improved service delivery by leveraging on economies of scale, the idea of SS is driven by cost reduction and improvements in quality levels of service and efficiency. Current conventional wisdom is that the potential for SS is increasing due to the increasing costs of changing systems and business requirements for organisations and in implementing and running information systems. In addition, due to commoditisation of large information systems such as enterprise systems, many common, supporting functions across organisations are becoming more similar than not, leading to an increasing overlap in processes and fuelling the notion that it is possible for organisations to derive benefits from collaborating and sharing their common services through an inter-organisational shared services (IOSS) arrangement. While there is some research on traditional SS, very little research has been done on IOSS. In particular, it is unclear what are the potential drivers and inhibitors of IOSS. As the concepts of IOSS and SS are closely related to that of Outsourcing, and their distinction is sometimes blurred, this research has the first objective of seeking a clear conceptual understanding of the differences between SS and Outsourcing (in motivators, arrangements, benefits, disadvantages, etc) and based on this conceptual understanding, the second objective of this research is to develop a decision model (Shared Services Potential model) which would aid organisations in deciding which arrangement would be more appropriate for them to adopt in pursuit of process improvements for their operations. As the context of the study is on universities in higher education sharing administrative services common to or across them and with the assumption that such services were homogenous in nature, this thesis also reports on a case study. The case study involved face to face interviews from representatives of an Australian university to explore the potential for IOSS. Our key findings suggest that it is possible for universities to share services common across them as most of them were currently using the same systems although independently.

This study examines how the adoption of transformational leadership by the patriarchs in GCC elevates learning, innovative capabilities and competencies of employees to deliver differentiated products and retain competitive advantage. It aims to explain how the adoption of the following attributes allows a patriarch in a family firm to abandon autocratic practices, attain performance excellence and sustain growth: To explore the above, mixed method of research is used. It leads to the utilization of a questionnaire and indepth interview schedule. It facilitates the use of a Survey of 179 respondents and an interview of 12 participants. Multiple Regression Analysis and Content Analysis are used to assess the validity of the data obtained from the responses. The findings of the study reveal that the patriarchs in family firms realize the importance of embracing transformational leadership qualities to change and connect to employees emotionally, win their trust and loyalty. Focus these stimulates their passion to mentor employees, encourage creativity, demonstrate admirable behaviour, display of convictions, articulate vision, challenge assumptions, encourage creativity. The findings also clarify that over reliance on such leadership qualities may not help patriarch and family firms in the GCCC. Such reliance breeds a false sense of power and leadership, weakening unity of command, and promoting indiscipline and disorderly actions. They dampen collective competence and impair the desire to act in time and attain goals set. Such failure constricts abilities of family firms to compete and sustain growth in the region. Finally the study highlights the necessity to control such weaknesses. The motivation to alter these leads patriarchs to adopt transactional leadership qualities, namely contingent rewards and management-by exception, in conjunction with transformational leadership qualities. Their combined application influences the passion of employees to pursue judicious innovation, orderly measures to excel, surpass benchmarks set, compete and establish leadership in the GCC.