Thesis (Ph. D.)--University of Missouri-Columbia, 2001. / Typescript. Vita. Includes bibliographical references (leaves 190-205). Also available on the Internet.

This study has been undertaken to determine and examine the managerial competencies required by library managers at different managerial levels in effectively managing change in university libraries in South Africa. South African universities have experienced a large number of changes since 1994 which have inevitably affected the libraries of these universities. Library managers have been faced with a number of challenges. The study includes a literature review which highlights the findings that library managers in university libraries in South Africa, are not prepared to manage change. The literature review also identifies the competencies that are required to manage change. These are: • Communication • Planning and administration • Teamwork • Strategic action • Global awareness • Self-management. The following management functions are also highlighted in the literature review: • Job descriptions • Job/person specifications • Human resource planning • Recruitment and selection of staff • Staff appraisal • Staff training and development. Questionnaires were used to gather data from the population of the study. The data was analysed using Statistical Package for Social Scientists (SPSS) Version 15. The main findings of the study are: • Library managers in the university libraries are not equipped to manage change • First line managers do not require any of the competencies to manage change. • Middle managers require communication competencies and teamwork competencies. • Communication competencies, planning and administration competencies, teamwork competencies and strategic action competencies are required by senior managers to manage change. Based on the descriptive statistics and the hypotheses tested, this study provides a basis for a model that identifies the competencies and managerial functions that are required by the different managerial levels to manage change in university libraries in South Africa. Recommendations include that: • Library schools introduce a module on change management • Competencies to be work shopped to all levels of library managers • Structured training needs to be undertaken that cover all managerial functions • A management qualification must become a minimum requirement for all managerial jobs in university libraries • All senior managers should at least have a management major in their first degree or a Master of Business Administration (MBA). / Thesis (Ph.D.)-University of KwaZulu-Natal, Pietermaritzburg, 2009.

A survey was undertaken for a contract cleaning company in Durban. In order to preserve the confidentiality of the information contained in this dissertation, a fictitious name, Kleen Co, has been used. The aim of the survey was to find further similarities within the existing segments. At present, the traditional geographic and industry-type bases of segmentation (namely healthcare, hospitality, offices and shopping centres in various regions) are used. Recent literature suggests that similarities can be sought in three areas: 1. expectations of service; 2. perceptions of service; 3. unique benefits of the service. In the survey, clients were asked to rate their expectations and perceptions for six attributes (price of the cleaning service, customer service, quality of cleaning, innovativeness of cleaning methods, assessment of cleaning requirements, and consistency of the cleaning service) . They were also asked to rate the relevance of four reasons for outsourcing (cheaper to outsource, need for specialised cleaning, company policy to outsource, and labour problems). The results indicate that price and innovation can be used as further bases for segmentation for the following segments: • offices and healthcare have the same high expectation for price; healthcare and hospitality have the same high expectation for innovation; • shopping centres and hospitality have the same low expectation for price; • offices and shopping centres have the same low expectation for innovativeness; • healthcare and hospitality have the same high perceptions for price and innovation; • offices and shopping centres have the same low perceptions for price and innovation. For outsourcing are concerned, the following reasons were found: • offices: all reasons are relevant except for price of service. • healthcare: need for specialised cleaning and labour problems are relevant; price of service and company policy are irrelevant; • shopping centres: price of service and company policy are relevant; need for specialised cleaning and labour problems are irrelevant. • hospitals: all reasons are relevant except company policy to outsource. Although the main aim of the survey was to identify new segments, client satisfaction was also measured. Clients were asked whether they had raised a complaint with the company and, if so, how satisfied they were with the outcome. This was done in order to test the loyalty of clients, the hypothesis being that the longer the client had been with Kleen Co, the more satisfied they would be with the outcome of their complaints - and more loyal. However, the data reflect that clients who have been with the company for more than four years are no more satisfied in this regard than clients who have been with the company for shorter periods of time. / Thesis (MBA)-University of Natal, Durban, 2001.

Abstract available in attached PDF document. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2006.

Companies seeking competitive advantage in the highly competitive fast moving consumer goods (FMCG) industry can no longer differentiate themselves from competitors on products and pricing alone. Customer service and the perceived value that customers gain from suppliers is key in staying ahead. The FMCG industry in South Africa (SA) does not place much emphasis on evaluating customer service. This study is an evaluation of the outbound logistics customer service of Unilever Home and Personal Care (UHPC), a multinational FMCG company in SA. The study focuses on attributes of customer service that major retail customers with distribution centres {DC's) consider important and evaluates logistics customer service against key competitors. A survey of three major retail customers' of UHPC was conducted in the major regions of SA. Thirty self-administered questionnaires were sent out to staff at Shoprite, Clicks and Spar DC's across SA. Staff targeted were those associated with inbound logistics and included people as senior as DC Managers to Receiving Controllers. As these are specialised job functions, the sample size comprised of only 30 respondents. A total of 24 responses were analysed to determine the attributes of customer service which UHPC customers consider important and also to determine the perceived performance of UHPC against other competitors. The results revealed that DC customer consider order accuracy, timeliness of delivery, order quality, product availability, order fulfilment, personnel contact, cooperation of supplier, alerts on transportation delays, relationship with supplier and service level agreements to be the ten most important attributes of logistics customer service. The different customer groups did not rank the attributes in the same way. Shoprite and Clicks perceive UHPC's logistics customer service to perform from good to excellent on all 32 attributes whilst Spar felt that UHPC under-performed on 8 attributes. UHPC was highly rated amongst key competitors in the local FMCG industry and outperformed competitors on 28 attributes of logistics customer service. The following areas of improvement were identified for UHPC: order discrepancy handling after delivery, quality/durability of packaging, personal contact knowledge and ability and helpfulness in solving problems and supplier innovation in improving delivery. Recommendations for improvement in UHPC's logistics customer service were made based on the results and the literature review which included repeating the survey at least quarterly on attributes needing improvement so as not having to wait for at least 3 years for another competitor benchmarking survey. / Thesis (M.B.A.)-University of KwaZulu-Natal, Pietermaritzburg, 2005.

This thesis examines the development of management in financial services and its implications on managers' activities and socialisation. The thesis uses gender and emotional labour as the main themes for the discussion of management in the financial services. The thesis reports on two ethnographic case studies within two UK retail banks. Analyses are based on data derived from interviews, observations and documents. Both the literature and data suggest that management in the service sector centres around the management of organisational cultures. Managers must disseminate the organisational values in order to extract excellent customer service from the front-line staff. Managers themselves are acculturated into the organisation and its values, in order to more easily acculturate their staff. The data indicates that although management appears to have been feminised, masculine values still dominate. Managers are socialised into organisational cultures in which human relations rhetoric looms large and both male and female managers employ 'feminine' management styles. Confusingly however, male managers' skills seem to be valued more and male-dominated business areas receive greater kudos. A disjunction between rhetoric and reality is thus evident. In addition, both management and emotional labour are presented as gendered in sociological literature. The data indicates that although management styles and practices are perceived to be gendered, there is little evidence to support the stereotypes. Both men and women can be seen to be performing emotional labour too, but it is the expectations of others and their different life experiences that can lead to gender differences in the way that emotional labour is displayed.

<p>The aim of this study was to examine the extent to which providers' practices affect the cost of hospital procedures incurred by patients. The spsecific objective was to explore the magnitude of variations and statistically establish the significance of relationships between admission/specialist costs incurred by patients for four major procedures and the hospital group, geographical location, employer group and demmographic realted risk profiles. The study contributes to a better understanding of the way in which managed care companies could channel beneficiaries of medical schemes to efficient providers.</p>

Dynamic selection and composition of autonomous and loosely-coupled Web services is increasingly used to automate business processes. The typical long-running characteristic of business processes imposes new management challenges such as dynamic adaptation of running process instances. However, current process orchestration engines provide limited flexibility to dynamically adapt to changing runtime conditions (e.g., presence of faults). Additionally, current process specification languages exhibit some limitations regarding modularity of crosscutting management concerns. In particular, monitoring and adaptation logic is often scattered across several process definitions and intertwined with the business logic. This leads to monolithic and complex processes that are hard to understand, reuse, maintain, and evolve. To address these limitations, we developed a policy-based change management framework, named Manageable and Adaptable Service Compositions (MASC), to declaratively express crosscutting monitoring and process adaptation concerns in a separate and modular way. MASC policies use a set of simple, but flexible and relatively powerful, constructs to declaratively specify policies that govern: (1) discovery and selection of services to be used, (2) monitoring to detect the need for adaptation, (3) reconfiguration and adaptation of the process to handle special cases (e.g., context-dependant behaviour) and recover from typical faults in service-based processes. The identified constructs are executed by a lightweight service-oriented management middleware named MASC middleware. The adaptation is transparent because it preserves the original functional behaviour of the business process and does not tangle the adaptation logic with that of the business process. Additionally, policies do not have to be necessarily defined when designing the process; they can also be introduced later during deployment or at runtime. We implemented a MASC proof-of-concept prototype and evaluated it on Stock Trading case study scenarios. We conducted extensive studies to demonstrate the feasibility of the proposed techniques and illustrate the benefits of our approach in providing adaptive composite services using the policy-based approach. Our performance and scalability studies indicate that MASC middleware is scalable and the introduced overhead are acceptable.

Thesis (Ph. D.)--University of Canterbury, 2008. / Typescript (photocopy). Includes bibliographical references (leaves 287-334). Also available via the World Wide Web.

Thesis (M.P.A.)--Kutztown University of Pennsylvania, 1996. / Source: Masters Abstracts International, Volume: 45-06, page: 2951. Typescript. Abstract precedes second title page. Includes bibliographical references (leaves 107-110).