M.Com. / Please refer to full text to view abstract

M.Com. / Driven by fierce world-wide market competition, companies are being forced to explore new technologies to gain a competitive advantage. One such technology that promises dramatic advantages from the successful use of it, is high technology systems, and more specifically computer-aided systems ...

D.Ing. / This study documents the process whereby a practical and relevant industry-wide strategic management information system (SMIS) was developed for the South African consulting engineering industry. The SMIS was designed to provide South African consulting engineers with an improved understanding of the business environment in which they operate and to provide some advance warning of new trends in order to extend the strategic planning horizons of management and owners of consulting engineering firms. This was done against a background of very limited availability of current industry statistics. A literature survey of available historical or secondary data relating to the South African consulting engineering, building and construction industries was conducted in order to determine the relevance and usefulness of such data for the purposes of developing the SMIS. This survey provided background information on the consulting engineering industry, relevant aspects of the South African business environment and the impact of changes in this environment on the local consulting engineering industry. The importance and principles of strategic planning and strategic management are discussed, with specific reference to the nature of environmental scanning. The use of management information systems in the business environment is reviewed with specific emphasis on the application of management information systems in consulting engineering enterprises. The quantitative secondary data collected in the literature survey was used as a benchmark or reference databank to calibrate and/ or evaluate the accuracy of the information collected through ten regular industry surveys that were conducted to collect statistically representative primary data. The secondary and primary data were used to construct a number of time series for each of three key indicators of the health of the South African consulting engineering industry, namely employment, salaries and fee income. The SMIS developed, consists of: • A system to identify new key issues in the business environment and to decide on issues that no longer require further monitoring, • a system of industry surveys at fixed intervals, using both quantitative and qualitative survey techniques, • a system to capture and interpret survey data, • updating time series for key business indicators with latest survey data, and • producing reports on the state of the industry, including limited short term forecasts for business conditions. The SMIS has proved itself useful and provides information to assist strategic management in the South African consulting engineering industry, especially in decision situations regarding large strategic management issues. The system also manages to address the needs of other current and potential users of the system, such as operational managers, industry lobbyists, media liaison and public relations managers, human resources managers, construction contractors etc. The SMIS furthermore complies with all the specific criteria that were set at the commencement of this study, such as confidential handling of source data, affordability and sustainability and, by improving general understanding of the business of consulting engineering in South Africa, contributes to the previously existing knowledge base.

M.Comm. / South Africa as a country continues to rank low in the world of competitiveness. The research done for this dissertation focused on the need for South African organisations to perceive Competitive Intelligence (CI) as one of the most important tools to improve their competitiveness through a systematic, practical approach to make the CI cycle worth while, especially through skills development. This study intends to identify the skills CI professionals in South Africa need in order to conduct the CI process in organisations effectively, thereby improving the country’s competitive position. However, the difficulty of this task lies with organisations in general not acknowledging the necessity of CI in the workplace. Only a limited number of organisations recognise the importance of such a unit. A survey was therefore conducted, by questionnaire, among organisations with existing CI units in which the respondents had to identify the skills they deemed necessary for the CI professional to run the CI process effectively. Findings suggested that the majority of respondents were 40 years and older, in the top structure of larger organisations and had been using CI for longer than five years. The overwhelming result is thus that there are skills inequalities between what skills respondents view as crucial and those that rated highest in their self-evaluation. Skills identified as most important include, among others, networking and research skills analytical abilities. The research also indicated that where CI had been established in certain organisations for at least five years, it did not reflect positively overall on South Africa’s current competitive situation. However, where there is a systematic CI approach, problem-solving is easier to address and negatives could be turned around. With this in mind and a proper “buy-in” into skills development, it will have a very positive outcome for all the organisations that wish to improve their competitiveness.

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Masters in Public Administration - MPA / This study has evaluated the strategic planning and management of the University of Namibia. The crucial objective was to assess the strategic planning process of the University of Namibia to see if the strategic plans were properly developed and also determine how the Northern Campus feature in the overall strategic plan of the University of Namibia. The research has used the body of knowledge on strategic planning and management to investigate the problem.

The changing business environment has increasingly driven organisations to incorporate sustainability into their corporate strategy for them to remain competitive. The economic, social and environmental goals and objectives of the organisation are now being factored into corporate strategy. This is as a result of the opportunities presented with the adoption of sustainability as a strategy and the threats caused by failure to adopt sustainability within their corporate strategy. For organisations to reap any benefits of incorporating sustainability, successful implementation of the strategy is needed. The role employees’ play in the implementation process of the sustainability strategy is critical. For successful implementation of the strategy, employee commitment is required as they have to adjust their actions and behaviours to be congruent with those required for the successful implementation of the sustainability strategy. However literature suggests that employees have received little attention in past research in regard to sustainability especially in emerging markets where research on sustainability has been limited. For this reason, the research problem for this study was how employee commitment can be improved towards the implementation of the sustainability strategy in their day-to-day operations. To achieve this objective, a conceptual framework was developed by investigating the organisational factors that impact on employee commitment to implementing sustainability in their day-to-day activities. To develop the conceptual framework, a literature review was conducted. The conceptual framework served as a basis for the construction of the questionnaire, to determine the nature of employee commitment to sustainability, to what extent they were implementing sustainability in their day-to-day activities and finally for the employees who were committed and were implementing sustainability what were the organisational factors that influenced their commitment to the sustainability strategy. The questionnaire was distributed to employees of different organisations in the Nelson Mandela Bay Metropolitan area who were MBA students at Nelson Mandela Metropolitan University. The findings of the empirical study indicate that the majority (75.5%) of the respondents were committed to all the tenets of sustainability, and were implementing the sustainability strategy. Though there were trade-offs in how the sustainability strategy was implemented, with the economic aspect having precedence where 84.5% of the respondents were implementing it, 70% of the respondents were implementing the social aspect of sustainability and 72.2% implementing the environmental tenet of sustainability. The organisational factors that influenced employee commitment to sustainability as was developed in the conceptual framework were all positively confirmed by the findings of the empirical study. Employee socialisation had the highest influence on commitment, followed by leadership, culture, communication, sustainability programmes and finally performance management. Formal and informal socialisation in the form of training and influence from experienced employees was the leading organisational factor that influenced commitment. The different roles top and middle management played in regard to sustainability followed. The organisational culture that existed in the organisation and the internal communication that was received all contributed to employee commitment to sustainability. The sustainability programmes in place and performance management systems in place were all organisational factors contributing to employee commitment to sustainability.

This research study addressed the importance of succession planning for the organisations’ survival, which depends on the continuous supply of competent, experienced and well trained managers. It addresses the problem of determining the strategies that can be used by SARS Enforcement Port Elizabeth to manage succession planning effectively. To achieve this objective a comprehensive literature study was performed to determine the views on various succession planning models. The literature review serves as a model in the development of a guideline for SARS Enforcement Port Elizabeth management to manage succession planning. An interview was conducted with the Human Resource Manager and Middle management from the various departments who were requested to complete a questionnaire in order to determine the current practices of succession planning. The questionnaire was developed in accordance with the findings from the research. A pilot study was conducted to evaluate the relevance of the study to the problem questions and to evaluate whether the questionnaire will be easily understood. The answers of the respondents were analysed and compared to the findings of the literature study. The information obtained from the literature study and from the respondents resulted in various recommendations and conclusions.

The primary objective of the study was to establish the role that is played by team member leadership and strategic leadership, in complementing project manager competencies, on project success. Ultimately, the study is meant to assist project organizations and project managers in crafting leadership development programmes and plans that entrench leadership as a complementary aspect among project participators. The study is modelled on the concept that there are essentially three levels of leadership in projects, namely: (a) executive, (b) management and (c) operational level (DuBrin, 2010). There is therefore a complementary leadership relationship between company executives, project managers and team members that contribute to project success. Most current project leadership practices emphasize the project manager’s competencies as the key driving force in project success. Howell and Shamir (2005) assert that many writers in leadership agree that leadership is an interdependent relationship between the leader and the follower, yet leadership theories are too “leader-centric”. Beyer (1999) and Yukl (1998) in Howell and Shamir (2005) also criticized charismatic leadership theories as promoting stereotypes of “heroic leadership” that single-handedly determine the fate of the groups and organizations and that followers are a submissive lot to the leader’s will and demands. The literature study revealed that there are different perspectives on project success. Project managers and team members mostly focus on operational objectives of cost, time and quality requirements to the detriment of the business results, yet top management focus on business results. Further the literature showed that certain leadership theories only recognise the project manager for leadership on projects while others accept that followers themselves are leaders and that formal leadership is becoming irrelevant. Leadership is meant to be distributed to various role players in the team since it is a complementary construct. The empirical study consisted of a structured questionnaire distributed to a population of company executives, project managers and project team members in various project organizations predominantly in the Eastern Cape. The structured questionnaire was aimed at gathering views on the aspects of project success and project leadership, especially the role played by the strategic leadership and team member leadership as active participants that complement the project manager in achieving project success. The results of the empirical study revealed that: Project success straddled both the notion of meeting time, cost and quality requirements as well as achieving strategic business results. Leadership is a relationship between the leader and the led and that it must be dispersed to various participators in the team. Top management (executives) play a valuable role in linking projects to strategy and ensuring an aligned selection of projects. Team members play an active role in leadership, empowering the project leader and influencing his or her behaviour and consequently determining the results of the leadership relationship. Recommendations are presented for increasing project success through total leadership. These recommendations include that: Management in project organisations should expand the definition and understanding of project success at all levels. Executive management in project organisations should always view projects as strategic weapons to compete in the market place. The strategic imperatives of projects and project selection are not a once-off exercise but further taken to implementation at project level through strategy implementation and monitoring. Team members should be recognised as active participators in project leadership relationship. It is an obsolete idea to assume that as a result of the project manager having good leadership qualities and competencies that the team members will automatically follow.

We are living in an era of inconceivable knowledge, skills and talent paucity as technology continue to revolutionise the world, creating new and diverse economic opportunities and changing the perception of work, its environments and the skills and knowledge demanded in organisations. This phenomenon has resulted in global competition for skilled and knowledge workers as the new world of work morphs enigmatically, leaving organisations vulnerable, and unable to deal with this complex issue. Organisational leaders are cognisant of the changes, but are grappling with the problems of managing, retaining, and creating a resilient workforce. If talent is put onto the back burner and left unattended, it has the potential to create overwhelming turmoil in the South African economy and the economies throughout the world. The global changes will impact directly on how we approach workforce challenges in the future. Today, human capital is regarded as the distinct wealth contributor and creator for economic and organisational prosperity (Meyer, 2004). Hence, Human Capital Planning is crucial for every organisation, including Eskom, to ensure that its strategic objectives are met through the effective management and utilisation of its human resources in order to maintain its competitive advantage and ensure its sustainability into the future. Globally, as well as in South Africa, various contributing factors have resulted in skills shortages throughout the energy industry. Eskom has embarked on several growth initiatives requiring additional manpower, diverse specialist knowledge and skills-sets, and a more robust pipeline of technically qualified employees across all levels in the organisation firstly, to sustain itself, and secondly to embed the transition of a high performing organisation by attracting and acquiring the right skills and talent in the right jobs (Eskom Business Plan, 2010). Human Capital Planning is therefore crucial especially for Eskom Distribution, Southern Region to ensure that its strategic objectives are met through the effective management and optimisation of its human resources, whilst simultaneously cognisant of the changing landscape both internally, viz. within the region and the broader Eskom, and externally in South Africa and the global markets.