Poor project performance creates a dilemma for managers in both the public and private sectors. Much research has been conducted on project success, but the relationship between organisational architecture and project success has not been fully explored. This led to the main research question of the study, which was: How can project success be better explained and understood from the perspective of organisational architecture theory? A literature review was conducted on the nature of projects, the project environment, and how project success can be defined and measured, including a discussion on success criteria and critical success factors. Organisational architecture was broken down into its core components. These components were further categorised into structural, operational or procedural, and behavioural (culture, motivation and leadership) components after which literature within each of these components were analysed and discussed. The study used a positivistic paradigm and collected quantitative data that was statistically analysed. An electronic questionnaire was successfully launched and distributed via an email link, which worked through the Nelson Mandela Metropolitan University (NMMU) web survey system. This was done within the framework of built environment projects that are typically implemented through partnerships between the public and private sector. A satisfactory response rate was obtained from built environment professionals in South Africa to allow inference of the sample results to the population. The following hypotheses were tested in this study: H1.1: The perception of South African built environment professionals is that there is a significant relationship between organisational structure and project success. H1.2: The perception of South African built environment professionals is that there is a significant relationship between the use and application of traditional operations management tools and techniques and project success. H1.3: The perception of South African built environment professionals is that there is a significant relationship between organisational culture and project success. H1.4: The perception of South African built environment professionals is that there is a significant relationship between motivation and project success. H1.5: The perception of South African built environment professionals is that there is a significant relationship between leadership and project success. An analysis of the survey results revealed that, according to South African built environment professionals, there is an overall significant relationship between organisational architecture and project success. Following an overview of the main findings, an Organisational Architecture – Project Success (OAPS) framework was presented as a recommendation of how to better explain and understand the relationship between organisational architecture and project success.

Effective leadership is one of the most important factors that influence the performance of an organization. Effective leadership together with supervision are similar in terms of their influence on others towards achieving the goals of the organization. Therefore, effective leadership and supervision are principal activities through which organizational goals and objectives are achieved.

Leadership and planning requires more strategic thinkers on all management levels in an organization. Historically, senior management does not effectively identify those leaders that posses the core traits and competencies to adequately influence the corporate culture by way of transformational and visionary leadership styles, so that it is aligned to the long-term strategy. In this research the author first embarked on a theoretical study into leadership and the associated contingency models, which have lead to the emergence of new styles of leadership, such as transformational, situational and visionary leadership. Thereafter, successful strategy planning and implementation was investigated to determine which leadership styles did the literature reveal are more conducive to successfully executing strategy in adaptive and culturally diverse corporate cultures. Thirdly, an empirical study was conducted to ascertain to what extent transformational and transactional leadership practices by South African firms are being adopted, and the amount of emphasis placed on the strategic thinking process between the leadership styles. Lastly, the data was analysed to explain the relationship between transformational and transactional leadership and strategic planning, and to make recommendations based on the research.

M.Comm. / The case method can serve as an instrument to improve the learner's skills across a wide spectrum. It is extremely important that the theoretical background of the learner be focused in such a way to be of practical use for the embryo-manager. The correct use of the case method is a powerful tool for the developer, but incorrectly used, it can have negative results. The case method relies on the learning-by-doing principle. The learner does not merely hear or read about situations within the work place, but experiences analysis and problem solving first-hand during the class discussion.The facilitator ought not use the first case study he lays his hands on when planning a class discussion. Cases must be selected with great care, to suit the learning objectives and must take into account the learners' level of knowledge and development. The use of a standardised classification matrix can assist the facilitator to identify the appropriate case study. Before a learner can be expected to analyse and discuss cases, he/she should receive the necessary guidance beforehand. The use of a set of generic guidelines in case analysis, should enable the learner to solve virtually any case he/she is confronted with. As the learner gains experience in case analysis, the generic guidelines can be adapted to conform with the learners specific needs as well as with the specific nature of the case under discussion. Research regarding the use of the case method to develop managerial skills is still totally inadequate.

M.Comm. / The value of Strategic Management in organisation has been realised all across the world. Strategic Management theory has been proven on all levels of organisation from corporate, through organisational and also functional areas. It is not uncommon for organisation to have well-published and effective functional strategies, such as financial, marketing and human resources. Strategy however in the engineering functions of organisations is often neglected or even non-existent. Process Automation is one of these functional areas, which is extremely seldom strategised. This study aims at addressing these shortcomings, by firstly recognising the change world economy, which illustrate the volatility of the modern economy. The study then attempt to prove that in order to have a competitive advantage, is it necessary to establish and implement a strategic plan. The chapter illustrates that operational effectiveness is a function of strategic planning but not in itself a competitive advantage. The study continues at evaluating different sources of strategic management to supply insight and background into the strategic management area. The second part of the study moves away from commercial items and address the field of process control and automation. It illustrates the scope and importance of process automation for all modern industries. Once strategic management and process automation has been adequately discussed, it is necessary to derive the Process Automation Strategy through combining the two very different fields of study. It is important to consider Process Automation Strategy not as an isolated subject field, but an integrated part of the organisation. For this reason was all influences considered on the organisation. A theoretical guideline to the establishment of a Process Automation Strategy was derived through the Strategic Management procedure discussed earlier in the study.

M.Com. (Business Management) / Many organisations in today’s business environment are failing to achieve their stated strategic objectives. This is largely reported as a failure to effectively execute the planned strategy. Against this backdrop, this dissertation aims to analyse the strategic process followed by a private education provider which operates as a standalone division of a large financial services organisation. The study combines an exploratory literature review with survey research conducted in the subject organisation. A cross sectional survey, which focused on strategy formulation and implementation, was designed and implemented to assess employees’ knowledge and perceptions of the organisation’s internal strategic process. The results of the research revealed high levels of uncertainty surrounding the current strategic objectives, which suggest difficulty on the part of the organisation in effectively realising the intended strategy. A course of action was recommended to rectify this situation, which will serve as the blueprint for further research into the development of a well-rounded generic model for improving the strategic process in an organisation.

M.Comm. (Strategic Management) / Due to dramatic changes in the organisational landscape, organisations have had to review and amend risk management frameworks, processes and principles more regularly. Consequently, organisations now require an approach to risk management that enables the achievement of strategy, objectives and business activities. Risk management has to be implemented with the consideration of both the internal and external business environment on an enterprise-wide basis. The latter should result in a competitive advantage that drives organisational performance and reduces the total cost of risk. A pro-active approach to managing the effects of uncertainty on objectives has become a necessity for remaining competitive in constantly changing business environment. This study investigates the context and ideology through which risk management can be implemented. The purpose of the research was to identify, customize and recommend a sound methodology which can be incorporated in order to implement risk management as a business enabler. By adopting an exploratory approach, the researcher conducted qualitative research, in the form of an in-depth case study, on a multinational financial services organisation. Structured interviews were held with senior individuals in order to gather data regarding the risk management practices of the organisation.

M.B.A. / Newspapers traditionally have had little trouble in producing profits. This is no longer the case and aspects such as the number of newspapers competing with each other for marketplace, have definitely brought in a sense of business to the world of communication. Coupled with ever increasing and very strong competition from both broadcast and new internet media for the same advertising slice, newspapers are slowly realizing that the media-marketplace is very different in the 21s t century. In a changing world, newspapers have to adapt or die. The challenge newspapers of 2002 and beyond face, is to appeal to even more readers and advertisers, to segment those readers better than ever before, to control costs while still investing in new technologies and to compete better with television yet retain the essential characteristics of newspapers. Change in the newspaper business is inevitable and in order to survive, newspapers will have to look more and more towards sound Media Management Principles, including Strategic Media Management, in order to turn newspapers into businesses and ensure survival

M.Com. (Computer auditing) / 1. Overview of Topic This dissertation deals with the question of the computer auditor's involvement in IT (Information Technology) strategic planning. Increasingly, organizations have come to value IT for the competitive or strategic advantage that it can provide in the modern marketplace. IT has thus moved from being an administrative function to being of strategic importance to an organization. The IT strategic plan expresses an organization's beliefs and goals relating to the use of information technology and the use of IT for strategic purposes. The IT strategic plan should ideally support the organizational goals and the principles identified in the organizational strategic plan. 2. Research Problem and Methodology The purpose of this research project is to identify whether a computer auditor should be involved in IT strategy planning. It is contended that the involvement would normally be that of auditing an IT strategy, but could also extend to providing input into the development of such a strategy. This dissertation suggests that the IT strategy is a risk area in the organization and as such should be examined by the computer auditor. In addition, the concept of IT strategy being a key control system within the organization is introduced. A survey of literature is used to justify the above. Based on points gleaned from the literature survey, a suggested guideline for auditing an IT strategy is proposed. 3. Results of the Research Although a comprehensive survey of literature was performed. no indication was found that this topic had been dealt with in the past. The literature survey. however, proved to be of value in defining IT strategy and identifying it's risk areas. In addition, some of the literature did imply that there was scope for the involvement of the computer auditor in IT strategy planning. The literature survey also indicated that the topic of IT strategy was of importance to South African companies. Based on the literature survey it was concluded that, because IT strategy represented a risk area to the organization, the computer auditor should be involved in the audit thereof. The following guidelines were drawn up: one to assist in identifying when an IT strategy should be audited, one to identify control objectives relating to IT strategy and a corresponding audit guideline for each control objective. 4. Conclusion The literature surveyed indicated that there was a definite need for the computer auditor to become involved in the audit of IT strategy. The guideline presented for the audit of an IT strategy should prove to be useful to the computer auditor in identifying when and how an IT strategy should be audited. Investigating the actual involvement of the computer auditor in IT strategic planning was identified as an area for possible future research.

M.Com. (Business Management) / The objective of this dissertation is to provide a general, functional and business oriented model for strategic alignment. The development, measurement and implementation of strategic alignment play a major part during the positioning of an organisation in order to obtain and maintain a competitive advantage. Business conditions (internal and external) are now changing and creating new competitive situations due to factors such as (Beer, Eisenstat & Spector, 1990a:158): • Increased internationalisation of the entire value chain from vendors and producers to customers; • the extended need to measure strategic positioning and alignment; • increased customer demands for quality, lead times and delivery performance; • the need to invest in technology and competence development in respect of both products and processes. Successful organisations are those that evolve rapidly and effectively. Yet innovative organisations can not evolve in a vacuum. They must attract resources of all sorts, drawing in capital, partners, suppliers, and customers to create cooperative networks. The motivation of this study lies first of all in the economic and strategic importance of strategic alignment (internal and external) for an organisation. Secondly, it lies in the importance of network creation, not only for network competition but also to enhance total quality management (TQM), customer satisfaction and continuous organisational improvement. There has been much speculation about such networks, under the rubrics of strategic alliances, virtual organisations, and the like. But these frameworks provide little systematic assistance to organisations and managers that seek to understand the underlying strategic logic of change.