The research at hand seeks to provide an answer to the following business problem: How should FBSDL (Pty) Ltd define, develop and maintain an effective Strategic Management System to ensure the long-term survival and sustainable growth of the company? After setting out the background of the company and the motivation for the research, a model for strategic management is developed including five main elements. These are the strategic Intent, Position, Choices, Implementation and Performance. This theoretical model is then converted into a questionnaire that is used as a tool for collecting information about the company relating to the various aspects of strategic management. Information is obtained via the analysis of company data, interviewing of relevant personnel and passive observation of company practices. The company data is evaluated against the theory together with an assessment of how well suited the status quo is to emerging internal and external conditions. Finally, recommendations are made for the enhancement of the strategic management of the company - satisfying the ultimate objective of the study. / Thesis (MBA)-University of Natal, Durban, 2003.

The following is an exploratory study, of a newly formed company called Duys Aftermarket Components (D.A.M). D.A.M was formed out of Duys Component Manufacturers (D.C.M) a division of The Duys Group. The reason for forming D.A.M came about due to an environmental change. Toyota was D.C.M's main client and the whole business was geared around them, until Toyota announced that they would no longer be fitting bull bars and roll bars (D.C.M's core products), at factory level. So, in do or die mode, D.A.M was formed to focus attention on the automotive aftermarket, to find clients for the products that the company was so proficient at making, while D.C.M attempts to find new products for the Toyota factory. This study follows a gap analysis type approach. First, the theoretical ideal is laid out and discussed in detail. Next, facts pertaining to D.A.M and its environment are gathered in the form of a case study. Matching these two sections together allows an analysis of the changed environment and of the company's resources and internal workings. From this analysis, strategic models are created and grand strategies formed which are then tested for suitability against the same internal and external factors previously discussed. From the grand strategies, the study generates more specific courses of action as options for the management of Duys to consider. These are optional ways in which the management might consider breaching the gap between the theoretical ideal laid out and the current situation. The expectation is that the research will develop a workable strategy for the management of Duys to work with and to build on, in an emergent fashion. / Thesis (MBA)-University of Natal, Durban, 2003.

Visuotinė globalizacija, technologijų internacionalizacija bei jų diegimo sparta, visuomenės senėjimas ir didėjanti migracija – tai pagrindiniai veiksniai lemiantys iššūkius pasaulio visuomenei. Darbo rinkos tampa vis atviresnės ir įtraukiančios vis daugiau žmonių bei verčiančios gerinti prisitaikymo gebėjimus. Europos Sąjungai ir Lietuvai tenka ieškoti kelių kaip išlikti konkurencingomis, vykdyti ekonominę plėtrą, tikslingai naudoti žmogiškuosius išteklius ir ugdyti kvalifikuotą darbo jėgą. Todėl bendroje ES erdvėje išskirtinę reikšmę įgauna sąveikos tarp veiklos ir švietimo sistemų visavertiškumas ir darna, perėjimo iš švietimo sistemos į darbo rinką palengvinimas ir bendri įgytų žinių, veiklos patirties ir kompetencijų vertinimo principai. Be to, tampa aktualus tautinės savimonės bei identiteto klausimas, siekis išsaugoti nacionalinį unikalumą globalaus pasaulio fone. Atsižvelgiant į tai, tampa reikalingi aukštos kvalifikacijos specialistai, kurie turi reikiamų žinių ir įgūdžių, mokosi visą gyvenimą, sugeba įtakoti mokyklų kaitos procesus. Strateginis planavimas yra visos mokyklos bendruomenės nuomonės bei lūkesčių visuma skatinanti kurti sau ir savo vaikams tobulesnę ateitį. Tuo remiantis buvo iškelta tyrimo problema bandant nustatyti ar strateginis planavimas yra sąlygojamas teigiamų pokyčių ir ar pats sąlygoja pokyčius bendrojo lavinimo mokyklose. Tyrimo tikslas – išanalizuoti strateginio planavimo ypatumus bendrojo lavinimo mokyklose, numatyti jo tobulinimo galimybes... [toliau žr. visą tekstą] / Universal globalization, internationalization and technology deployment rate, an aging population and growing migration are the main factors determining the challenges of global society. More and more people are incorporated into labour markets and compelling to improve the adaptability while they are becoming more open. European Union and Lithuania have to find ways to remain competitive for economic development, to use human resources in appropriate way and to develop a skilled workforce. Therefore, the common EU space takes on a unique significance of the interaction between business and education systems, usefulness and sustainability, the transition from education to labour market facilitation and evaluation of the knowledge, operational experience and competency principles. In addition, an important part of national consciousness and identity is desired the preservation of the national uniqueness in the global world is needed. In this context, there is a need for highly skilled professionals who possess the necessary knowledge and skills for lifelong learning and are able to influence the change process in schools. Strategic planning is the opinion and expectations of the whole school community which promotes the development of better future for themselves and their children. According to that, this study raised the problem of trying to determine if strategic planning is influenced by positive changes and if it leads to changes in the secondary schools. The aim of the... [to full text]

Thesis (Ph. D.) -- Lincoln University, 2009. / Also available via the World Wide Web.

Thesis (M.B.A.)--University of Hong Kong, 1996. / Includes bibliographical references (leaf 91-92).

Thesis (M.B.A.)--University of Hong Kong, 1992.

Thesis (M.B.A.)--University of Hong Kong, 1993. / Includes bibliographical references.

Thesis (M.B.A.)--University of Hong Kong, 1997. / Includes bibliographical references (leaf 107-109).

This Work look, through a study of case in a beverage s industry at Santa Maria-RS, analyze and integration the corporative strategic planning to a tactic and operational level. The company, object of this works, CVI Refrigerantes Ltda., manufacture of Brazilian Coca Cola system, make carbonate beverages and resell not carbonate and alcoholic beverages. Show in her structure six different departments: System, Marketing, Financial-Administrative, Sales, Industrial and Controller. To the research, this work was done at the industrial department. This department management the all value chain, since the bought of raw material and insumos, crossing the production until to the delivery the product to the clients. To obtain the event of cross one strategic decision to her operational plan, we will know the corporative strategic planning company model and in sequence adjusting the industrial management with the functional strategic planning. This research has of her main goal direct the corporative strategic plain to the industrial department, looking for powerful strategic actions, to get the goals wished by the company, look and adjusting the different between strategic and operation, implement and implant the functional strategic planning at the department. / Este trabalho visa, através de um estudo de caso, em uma indústria de bebidas de Santa Maria-RS, analisar e integrar o Planejamento Estratégico Corporativo ao nível tático e operacional. A empresa, objeto deste estudo, CVI Refrigerantes Ltda, fabricante do sistema Coca-Cola Brasil, fabrica bebidas carbonatadas e revende bebidas não carbonatadas e alcoólicas. Apresenta, em seu organograma, seis departamentos distintos: Sistemas, Marketing, Administrativo-Financeiro, Comercial, Industrial e Controladoria. A efeito de pesquisa, o trabalho foi realizado no departamento industrial. Este departamento gerencia toda a cadeia de valores, desde compra de matéria prima e insumos, passando pela, produção até a entrega dos produtos aos clientes. Para conseguir o evento da passagem de uma decisão estratégica para seu plano operacional, estar-se-á conhecendo o modelo de Planejamento Estratégico Corporativo - PEC, desenvolvido na empresa, e, na seqüência, adequando, para a gestão industrial, utilizando o Planejamento Estratégico Funcional - PEF. Esta pesquisa tem como objetivo principal orientar o PEC para o departamento industrial, buscando ações, diretrizes eficazes, para alcançar as metas desejadas pela empresa, observando e eliminando as lacunas existentes entre a estratégia e a operação, implantando e implementando o PEF no departamento industrial.

This study compared the characteristic of strategic planning as used in the corporate world with the planning process used in a sample of television news departments. The purpose was to determine if commonalities exist; in what circumstances, and whether techniques and approaches used for many years by businesses could advance the process of planning in the fast-paced environment of local television news. In-depth interviews were conducted with a sample of highly experienced local news managers. The results indicated some similarities in planning approaches but suggested significant differences in how the two industries approach key elements of traditional strategic planning. The primary conclusion drawn from the research suggests the local television news industry has informally adapted strategic planning processes to their needs with heavy emphasis on tactical execution.