Graduate School of Governance Master of Management (in the field of Public and Development Management) June 2016 / Knowledge on strategy implementation in the public sector is limited. A deeper understanding of how public sector economic regulators such as competition agencies implement strategies is required to ensure that these organisations are able to reap the benefits of strategy-making and implementation. The purpose of this research was to explore how competition agencies with the mandate to regulate competition implement their strategies by examining the Competition Commission South Africa (CCSA). The research aimed to uncover how the organisation’s processes and practices enable the implementation of its prioritisation strategy and how this contributes to the development of dynamic capabilities. The study identified six organisational processes associated with prioritisation that enable three categories of actions. Firstly, the governance, strategic and business planning, and scoping processes support priority setting in the organisation. Secondly, the resource allocation and case management processes support the marshalling of resources towards assembling the resources required for accomplishing organisational priorities. Thirdly, performance monitoring and evaluation processes are evaluative in that they structure actions that assess progress and account for performance, while making adjustments where required. In the analysis of the four organisational practices associated with prioritisation, it was revealed that each practice constitutes a specific mode of action and promotes specific values. The practice of managing cases from ‘cradle-to-grave’ is an approach that encourages ownership of investigations and cases. The practice of constituting interdivisional teams is a specific form of organisation that promotes joint responsibility and shared accountability. The mid-term review is a mode of alignment as it provides an opportunity to calibrate organisational alignment to priorities in a structured and periodic fashion. The practice of colour-coding the business plan according to organisational priorities is a mode of communication that supports the implementation of priorities. Finally, the research demonstrates how the capabilities built up in the organisation’s priority setting processes, sector expertise, and fledgling project management capacity enable the identification of opportunities and re-configuration of the CCSA resource base to take advantage of those opportunities The study concludes that the implementation of the prioritisation strategy has strengthened the internal capabilities of the CCSA, but that external factors should also be taken into account when evaluating effective regulatory governance. / MT2016

Thesis (M.A. (Business administration)) University of Limpopo, 2008 / This research report is based on an integrated approach to strategy implementation in the Limpopo Department of Roads and Transport. The purpose of this research was to investigate which factors are key in the implementation of strategies and how can they be integrated to achieve the stated goals of the Limpopo Department of Roads and Transport. This report included both qualitative and quantitative research methods. The major finding of the study was that there are four key drivers of strategy implementation. These key drivers are management and leadership, organizational culture, organizational structure and organizational processes/systems. The integration of these key drivers is essential for the implementation of strategy, leading to improved service delivery to various stakeholders. The report concludes that in order to approach strategy implementation in an integrated manner, the following should take place: (1) managers who are responsible for strategy implementation should also be involved in strategy formulation processes; (2) organizational culture should be changed to create a conducive environment for the managers to be motivated; (3) leadership and management should guide the vision and mission; (4) organizational processes/systems should be coordinated and integrated for efficiency and effectiveness

Thesis ( MPA.) --University of Limpopo, 2015 / The aim of the study is to evaluate the implementation of the strategic planning and management in Waterberg District municipalities and to identify any constraints that might be affecting the implementation of strategic planning and management which is the basis for poor service delivery, which in turn, causes service delivery protests by members of the public against municipalities, and in order to provide policy recommendations. Therefore, the approach to the research is qualitative because the study solicited for views and opinions of respondents, in this case, public officials, politicians and members of the public. The secondary data aspect included the reviewing of documents of different municipalities in terms of planning and their own management styles. The quantitative approach is also applied in this study to validate the municipal performance score cards which is a content analysis. Data were collected through questionnaires and interviews. The findings reflected the key issues with regard to the impact of the implementation of strategic planning and management in municipalities in the Waterberg district Limpopo Province. The study revealed appropriate opportunities for possible interventions to improve the implementation of strategic planning and management. The general conclusion as revealed by the study is that the municipal strategic plans are not successfully implemented and not properly managed. The audit opinions awarded to the municipalities bear reference to the matter. The study provided recommendations for municipalities to improve on the implementation of strategic planning and management. For instance, strategic plans need to be aligned with other municipal plans and the plans of other government spheres, namely, the provincial and national spheres of government; it is imperative that skilled personnel be appointed, the staff and councillors of a municipality must be trained and retained in order to ensure a high level of service provision; municipal capacity building should be a core element of a broader performance management strategy and all stakeholders of the municipalities should be capacitated and trained in terms of policy formulation so that they understand what is expected of them in terms of policy analysis, formulation and policy evaluation

M.Comm. (Strategic Management) / The volatile and politically challenging climate in which business has to operate during the period of transition to representative government and a subsequent non-apartheid political dispensation in South Africa calls for a new innovative approach towards corporate social involvement. The challenge posed is no less than to make a visible and adequate contribution towards the socio-economic and socio-political reconstruction and development ofthe country. The ultimate purpose of this involvement by business in development is to create an environment which will be conducive to economic growth and profitable business. The socio-economic realities of the South African society dictate the focus and direction of corporate social involvement programmes, but the perceptions and opinions of the major stakeholders in development including the political and social role players within the recipient domain - are also to be recognised. For a social involvement programme to be effective and efficient, three major areas of involvement have been identified. As a corporate citizen a company has a responsibility to assist in the maintenance of society through grants and donations to non-governmental organisations and development agencies. It also has an obligation to render support to existing development projects and to create appropriate support mechanisms and programmes to facilitate development. In the process the private sector provides a delivery system for the transfer of technology from its source to appropriate recipients. One of the most significant obstacles preventing accelerated development is, however, is the lack of institutional capacity within local communities. The private sector, therefore, must also focus on people centered development and the establishment of appropriate processes to enhance socio-economic as well as socio-politlcal development. With all the resources vested within the company - not in the corporate social involvement function only, but also in other disciplines - business has a substantial contribution to make. This study focuses on the development of an integrated approach towards corporate social involvement, including the integration of internal and external resources within the influence sphere of the company. It also endeavours to develop an integrated development process to bring about synergy between traditionally opposing sides of the socio-political arena in South Africa. It departs from the central premises that people who depend on each other for economic survival and growth, have to co-operate, regardless of the political, cultural or religious differences between them. Research has been based on experience in the workplace and interaction with a wide variety of practitioners in the corporate social involvement field. The study concludes that South Africa needs to address the issues prohibiting real economic growth, including the socio-economic and socio-political deficiencies, with vigour if the country is to become a strong contender in the world economy. The private sector can only make a substantial contribution through its social involvement programmes if an integrated approach is followed to empower the programme. This does not imply unnecessary increases in social budgets during periods of economic decline. Through the integrated development process which is developed in the study, the expertise, organisation, financial resources and facilities of all the role players external and internal to the company - are mobilised to accept joint responsibility and ownership for the development of their own destinies.

M.Com. (Business Management) / The aim of this research is to create, within the framework of the South African Educational system, the opportunity for the educational manager to determine new management outcomes through the application of relevant planning techniques. This study, therefore, focuses on planning as management function and in particular addresses strategic planning as management task to determine management outcomes. From this important factors were identfied that will influence strategies of education managers when introducing change within the Department of Education. During strategic planning sessions various group dynamic manifestations appear that usually influence group decision making. In order to establish an effective strategic planning session, it is imperative that group techniques are utilized which support the group decision making process. Therefore, managers need to understand the basic principles of group dynamics as it will eventually influence the outcome of group process and ultimately the strategic planning process.

M.Com. (Financial Management) / During the last decade, options, which are financial instruments used for trading and hedging, have shown greater development than any other financial instrument over the same period of time. Because option dealing is perceived in the market-place as an instrument which is technically advanced, innovative and, complex, many potential option players do not take part in trading. This process' of withdrawal is fuelled by constant negative publicity given to option trading, but very seldom are reports written on success stories relating to option trading. Current option-trading participants are also constantly reminded by the press; other companies, senior management, board members and shareholders that they run the risk of losing vast sums of money and could take the company down with one reckless transaction. What is unfortunate is that they will not be able to prevent or detect transactions that could lead to such losses. Trading risk is further increased by the fact that quality risk management staff are also very difficult to acquire as this function is perceived to be not as glamorous as being an option dealer. Given the above scenario of what is really happening out there in the world of option trading, the question arises whether option trading activities should be embarked upon by Institutions who have never dealt in options and whether current option trading participants should continue trading or should discontinue trading activities as soon as possible.

M.B.A. / The last decade has been a period of great transformation in South Africa and many companies have found themselves facing many challenges. Prospering in this environment have lead many companies to embark on programmes of restructuring and refocusing their companies in order to face the new challenges locally and globally. For this reason the purpose of this study is to determine if management in non-listed companies based in Gauteng have a formalised business plan in place to achieve its short-term objectives and a formalised strategy that would synergise the company's short-term objectives with its long-term vision. The reason for undertaking this research was to enable the researcher to provide an in-depth analysis of the strategic planning process used by nonlisted companies in Gauteng when in developing its business strategy in a transformational environment. The researcher relied on quantitative research techniques and the following data collection method was utilised. Email survey questionnaires produced by the researcher on a proprietary software programme to respondents of the sample group. In assessing the research data and the literature review, the researcher provides a wealth of knowledge on strategic planning in non-listed companies in Gauteng and globally. With this insight strategy consultants will be ideally positioned to facilitate a strategic planning session or the development of a strategic business plan/strategy for a non-listed company in Gauteng. The researcher is confident that the literature review, the research data and the recommendations will provide excellent insight into the strategic planning process in non-listed companies based in Gauteng, South Africa.

M.Com. (Business Management) / The fact that growth is important for the survival of a business cannot be contradicted. It is however, necessary to plan the growth of a business and to keep it within the means of the business. To measure this growth in a meaningful manner, poses a problem. Various definitions for the ideal growth rate, referred to as sustainable growth, do exist. In essence it is the ability of the company to grow without any negative effects on the resources of the company. In managerial and financial literature, models on the aspect of sustainable growth have been developed. In this study these models have been critically analysed and applied to eleven companies quoted on the J.S.E. A comparison of the results, derived from these models, were made and it was found that there were substantial differences in the proposed growth rates. None of these models mentioned, allowed for the effect of inflation. An additional model was developed to eliminate the effect of inflation on growth. The principle of this model was to calculate the growth necessary to maintain business activities at the same levels. All funds in excess of, the financing needed to maintain current activity levels, were available for expansion and growth. This new proposed model was also applied to the same companies for the years investigated. The results were compared and the calculated growth rates from the existing models were not indicative of the real situation, regarding the after inflation growth potential of the companies. It was obvious in the results of the new model, that much less funds were available for growth. Should a company exceeds this proposed level of growth, the company is actually depleting the existing resources and become more dependent on additional borrowed funds. Investors and managers can use this model as a mechanism to predict, plan, manage and monitor the sustainable growth of a business.

M.Com. (Computer Auditing) / Please refer to full text to view abstract

M.Com. (Business Management) / Years of service, and training in strategic management, showed shortcomings in the management of the Randfontein local authority. This apparent problems had to be addressed and the application of strategic management is a possible tool in addressing the shortcomings. PURPOSE The main purpose of the study is to determine whether the concept of strategic management is applied in any of the five local authorities on the West Rand. If the concept of strategic"management is not applied, a reason for this is sought and would recommendations be made to help with the application of strategic management in mediumsized local authorities. METHOD OF STUDY In this study a comprehensive study to the purpose of a local authority were done to determine whether a local authority needed to apply the theory of strategic management. A questionnaire were then compiled, which formed the basis of a structured interview with the chief executive officer of the relevant local authorities. FINDINGS The study clearly showed that local authorities in the new dispensation were facing major changes and had to adapt to this changes. The application of strategic management could help in facing and manage the changes necessary to survive. Not one of the five medium sized local authorities on the West Rand however apply the theory of strategic management. It was found that politics, knowledge, culture, communication and a poor information system is hampering the application of strategic management application. If these shortcomings are addressed the strategic management theory can be applied in the local authorities in the study area.