O trabalho visou à aplicação do uso da ferramenta de gestão Balanced Scorecard (BSC) na Rede Escola de Governo da Fundação para o Desenvolvimento de Recursos Humanos, e os resultados obtidos a partir desta situação. A Rede Escola de Governo surge como uma forma inédita no âmbito de rede de conhecimento, sendo importante avaliar se seus resultados se refletem positivamente no campo educacional e de gestão. A primeira parte relata a ferramenta Balanced Scorecard como solução de resultados para o planejamento estratégico de organizações. A segunda parte foca a teoria do planejamento estratégico e o BSC em sua essência. A terceira parte relata o estudo de caso com a metodologia utilizada e os resultados da aplicação do BSC na Rede Escola de Governo.Os resultados na maior parte são válidos, por consequência de que em suas perspectivas financeira, sociedade, processos internos e aprendizado e crescimento, atingiram em seus objetivos estratégicos a meta de 100%. As metas que obtiveram resultados em 100% foram: extensões, oficinas, seminários e eventos, especialização, ensino a distância, cursos finalizados e publicações. Apenas as metas cursos, com 84,44%, e contratação, com 75%, não foram válidas. O Balanced Scorecard, objeto de estudo deste, mostra-se, assim; como uma alternativa de ferramenta de gestão eficaz, mensurando resultados de desempenho, tornando possível a realização da aplicação do processo operacional da estratégia, ponto falho na maioria dos planejamentos estratégicos. / The work aimed at the application of the use of the Balanced Scorecard management system (BSC) in the Foundation Government School Network for Human Resource Development, and the results from this situation. The Government School Network emerges as a novel form of knowledge within the network, it is important to assess whether their results positively reflect in education and management. The first part tells the Balanced Scorecard tool as a result of solution to the strategic planning of organizations. The second part focuses on the theory of strategic planning and the BSC in its essence. The third part reports the case study with the methodology used and the BSC application results in the School Network Governo.Os results are mostly valid, therefore that in their financial perspectives, society, internal processes and learning and growth They reached in its strategic objectives the goal of 100%. The goals we have obtained results in 100% were extensions, workshops, seminars and events, expertise, distance learning, completed courses and publications. Only courses goals, with 84.44%, and hiring, with 75%, were not valid. The Balanced Scorecard, subject matter of this shows up as well; as an alternative to effective management tool, measuring performance results, making it possible to carry out the implementation of the operational process of the strategy, flawed point in most strategic planning.

O trabalho visou à aplicação do uso da ferramenta de gestão Balanced Scorecard (BSC) na Rede Escola de Governo da Fundação para o Desenvolvimento de Recursos Humanos, e os resultados obtidos a partir desta situação. A Rede Escola de Governo surge como uma forma inédita no âmbito de rede de conhecimento, sendo importante avaliar se seus resultados se refletem positivamente no campo educacional e de gestão. A primeira parte relata a ferramenta Balanced Scorecard como solução de resultados para o planejamento estratégico de organizações. A segunda parte foca a teoria do planejamento estratégico e o BSC em sua essência. A terceira parte relata o estudo de caso com a metodologia utilizada e os resultados da aplicação do BSC na Rede Escola de Governo.Os resultados na maior parte são válidos, por consequência de que em suas perspectivas financeira, sociedade, processos internos e aprendizado e crescimento, atingiram em seus objetivos estratégicos a meta de 100%. As metas que obtiveram resultados em 100% foram: extensões, oficinas, seminários e eventos, especialização, ensino a distância, cursos finalizados e publicações. Apenas as metas cursos, com 84,44%, e contratação, com 75%, não foram válidas. O Balanced Scorecard, objeto de estudo deste, mostra-se, assim; como uma alternativa de ferramenta de gestão eficaz, mensurando resultados de desempenho, tornando possível a realização da aplicação do processo operacional da estratégia, ponto falho na maioria dos planejamentos estratégicos. / The work aimed at the application of the use of the Balanced Scorecard management system (BSC) in the Foundation Government School Network for Human Resource Development, and the results from this situation. The Government School Network emerges as a novel form of knowledge within the network, it is important to assess whether their results positively reflect in education and management. The first part tells the Balanced Scorecard tool as a result of solution to the strategic planning of organizations. The second part focuses on the theory of strategic planning and the BSC in its essence. The third part reports the case study with the methodology used and the BSC application results in the School Network Governo.Os results are mostly valid, therefore that in their financial perspectives, society, internal processes and learning and growth They reached in its strategic objectives the goal of 100%. The goals we have obtained results in 100% were extensions, workshops, seminars and events, expertise, distance learning, completed courses and publications. Only courses goals, with 84.44%, and hiring, with 75%, were not valid. The Balanced Scorecard, subject matter of this shows up as well; as an alternative to effective management tool, measuring performance results, making it possible to carry out the implementation of the operational process of the strategy, flawed point in most strategic planning.

M.Com. / The study was conducted with the primary purpose of developing, within the framework of business management, with specific reference to strategic management, a management approach for combl-taxi facilities. Currently no formal approach for the efficient management and operation of combi-taxi facilities exists. The management and operation of combi-taxi facilities occurs on an ad hoc basis, is fragmented and restricted to only a few functions that are executed. Existing combi-taxi facilities are, however, a management and financial burden for the owner (traditionally a local authority) and gave reason to the physical deterioration' of the infrastructure and poor or insufficient management and operation thereof. The quality of combi-taxi services are dependent on the standard of combi-taxi facilities and related activities. In this study a systems approach was followed for the development of a holistic approach for the management and operation of combi-taxi facilities. The objectives of this management approach from a business perspective are the creation of self supporting combi-taxi facilities that are efficiently managed and operated, as well as an effective management structure with a healthy income base. Management, as the nucleus of the successful functioning of combi-taxi facilities in the context of this study, is regarded as the planning of and the organizing, leading and control of persons in the business which are responsible for the operation of the combi-taxifacility through the execution of activities and tasks within the relevant business functions, to ensure the optimal utilisation of scarce resources and the achievement of goals.

The overall objective of this study was to study Corporate Performance Management (CPM) with specific reference to best practice in CPM. Every organisation, regardless of type, needs a clear and cohesive performance measurement framework that is understood by all levels of the organisation and that supports the execution of strategy. CPM describes the methodologies, metrics, processes and systems used to monitor and manage the business performance of an enterprise. CPM is one the hottest trends in business intelligence. CPM is an enterprise-wide strategy that seeks to align departmental initiatives to prevent managers from optimising local business at the expense of the overall corporate performance. One of the key issues in business performance is not only the development of strategy, but ensuring that the strategy is executed. Therefore, an organisation requires a performance management process that is integrated with the strategy management process. The ability to execute a chosen strategy is as important as the strategy itself. Executives must have the ability to execute against a chosen strategy. With the right processes, methodologies, measurements and technology support, today’s companies can develop the competencies needed to execute its strategic vision in even the most turbulent of times. CPM solutions offer organisations these right processes, methodologies, measurements and technology to successfully execute against their strategies. Best practice can be defined as those practices that have produced outstanding results in other organisations that can be adapted for use in your own organisation. In implementing a CPM solution in an organisation it is possible to learn from best practice applications already in use. Best practice companies understand that effective management reporting is a balance among quality, quantity and speed of information. The problem is not necessarily the quantity or speed but rather the quality of the information. Best practice assists organisations in finding this balance. Organisations attempt to implement performance management solutions, often without success. If a framework of best practice was adopted the chances of success would have been greatly improved. The challenges of performance management are readily addressable through improved technology and best-practice processes. Studies have identified common critical success factors and best practices when implementing CPM solutions at organisations. Organisations can greatly increase the chance of successful implementations by taking cognisance of best practice in CPM / Prof. W.M. Conradie

M.Com. (Business Management) / This study was conducted with the purpose of finding a thorough understanding, within the framework of business management, the integrating of the Information System strategy and Information Technology strategy, into the business strategy so as to move towards Strategic Information Systems. The individual enterprise needs more attention to participate in the implementation of the strategic planning process and the development of better techniques for the integrated Information Technology and strategic planning in the enterprise, and the increase in the management and control over Information Technology. Substantial consensus has been reached that an enterprise can only gain competitive advantage with the establishment of Strategic Information Systems. Most companies have an effective business strategy but those strategies are not integrated with the enterprise's Information System strategy and Information Technology strategy, and vice versa.

M.Com. (Business Management) / This study concerns itself with the concepts of strategy, risk management and risk appetite. Strategy and risk management playa very important role in any business, but it is very difficult to determine the interrelationship between strategy and risk. There is no scientific/academic proof and there is no model or framework on what the alignment between an organisation's strategy and risk appetite is. Therefore, the purpose of this study is to develop a risk appetite model to align an organisation's strategy and risk management, so that management will be able to improve its decision-making. The research design is based on a qualitative evaluation of the various literature concepts on strategy, risk management and risk appetite. Furthermore, personal interviews were held with senior risk, strategy and financial managers in the South African financial services industry to test the risk appetite model and determine the relevance and robustness of the risk appetite model. The main findings of this study revealed that: • to take full advantage of business opportunities, risk management and strategy cannot operate independently in any organisation; they must be integrated or at least linked with one another; • risk appetite is an important concept on its own, but is even more crucial as the link between risk management and strategy; • most financial services organisations assume that there is a link between risk management, strategy and risk appetite but that there is no formal processor framework available to link the three concepts; • effective risk management enables financial services organisations to achieve a competitive advantage, which is achieved by optimising risks and rewards; and • organisations that probably will withstand future crises are those with appropriate enterprise risk management practices in place where risk and strategy are linked with each other; and the risk appetite model can play an important role in achieving this goal. The main conclusion is that the risk appetite model is the formal framework to integrate risk management with strategy, because the model: • takes a holistic view to risk management; • allows all employees at all levels to understand risk appetite because it is quantitative and not too mathematical; • utilises risk appetite as the "gel" to link strategy and risk management; • allows for measured decision-making and proper governing; • allows organisations to be proactive in their risk management; • takes the upside and downside of risk into consideration; • gives strategic direction to the business; and • addresses all the important steps to integrate risk management, risk appetite and strategy. Lastly, for the risk appetite model to be successful it is essential to: • have buy-in from everyone in the organisation; • have the right governance in place to ensure the effective implementation and communication of the organisation's risk appetite; and • continuously monitor the organisation's risk appetite.

The increase in global competition has led to many companies examining how they do business in an increasingly competitive environment, and in many cases adopting models that impact their supply chain competitiveness. Many companies are struggling to find the balance between cost containment and the increasing demands of customers requiring them to demonstrate greater flexibility and achieve higher service levels. This research evaluates the effectiveness of supply chain strategy, specifically related to the decisions made when retailers elect to insert their own distribution centres and the choices they make in the design thereof. Critically, these design decisions were evaluated from both a supplier and retailers perspective against academic articles which relate to effective supply chain collaboration methods. The research examined the consequences of an ineffective supply chain design decision and how this decision resulted in a constraint in the supply chain which reduced competitiveness through higher inventory levels and reduced sale throughput as a result of lost sales and low service levels. This research is exploratory by design and purposive sampling was used to select interviewees that would bring depth to the research by providing understanding as to the rationale behind the supply chain strategy selected. In addition, the research was conducted by reviewing quantitative data collected both pre and post the insertion of a retailer distribution centre to statistically compare the impact of this business strategy on supply chain competitiveness. / Dissertation (MBA)--University of Pretoria, 2013. / zkgibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

Prof. H.E.C. de Bruyn

M.Com. (Business Management) / During August 1991, Kanhym Fresh Meat, Northern Transvaal, and Sams Meat (Pty) Ltd, Pietersburg, merged their activities in the Northern Transvaal to form a joint venture. The name of the new company is Pietersburg Abattoir (Pty) Ltd, trading as Meatcor. Because of the different cultures and the clashes between them, this project was undertaken to try and help create a new, strong corporate culture. The first section of this paper gives an in-depth discussion of the theory on corporate culture. It is very important that the people involved in the management of the company have a clear understanding of what a strong corporate culture is before any actions can be taken in trying to build such a culture. The next step was to make an assessment on the state of the current culture that exists in the company, as well as to define the desired culture of the middle and top management of the company. To be able to do this, a culture audit questionnaire was used. The questionnaire was answered by all middle and top management, as well as the directors of the company. The results of the questionnaire were plotted on various graphics. These graphics were used to assess the current culture within the company and also to define the desired culture of the various respondents. These results were then used to determine and define the gap between the current culture and the desired culture. The questionnaire tested 32 dimensions of culture and the results were given in these 32 dimensions, which were grouped into five main groups. The last part of the paper consists of an action plan to bridge the culture gap and to enable management to establish a new, strong corporate culture. The strategy to develop and establish a new, strong corporate culture is discussed under the five main dimension groups. I firmly believe that this paper, if used by management, would make an enormous contribution towards establishing a new, strong corporate culture which in the end will have a positive effect on the productivity and profitability of the company.

M.Com. / The purpose of this study is to identify important factors for the formulation of a strategy for the management of change within the Johannesburg region of the Allied/United division of ABSA. The need for such a strategy arose after indications of a low level of motivation and a negative climate were identified within the organization. In this study the level of motivation and the climate is tested and the connection of these aspects with the process of change taking place within ABSA is studied. The situations within Allied and United are also compared...