The advent of the global financial recession, its impact on the economy with respect to market turbulence and the increase in customer demands have put organisations under intense pressure to increase the efficiency and effectiveness of their operations. By virtue of it not being business as usual in the business arena, organisations are forced to constantly devise strategies that are geared towards growth, transformation and continuous improvement. This cuts across all spheres of organisational structures, which means that every division has a role to play.

There are an estimated 300 state-owned enterprises in South Africa with nine reporting to the Department of Public Enterprises (Chabane, 2010). The remaining institutions report to various national ministries, provinces and municipalities. The problem faced by these institutions is related to performance management practices that do not assist these institutions to be effective, efficient, responsive and accountable service delivery arms as per the guiding principle of their establishment. The current performance management practices in these institutions prevent the institutions from achieving set goals and targets and being able to operate efficiently in a highly competitive environment. Performance management is a broad field and includes any activity that organisational leaders may undertake which is designed to ensure that personal and organisational goals are consistently achieved. In reality, most of the day-to-day activities of individual employees, teams, and business units make some contribution to the performance management effort. The objective of this study was to evaluate the use of performance management system in state development agencies in the Eastern Cape Province and recommend a framework for performance management that can be implemented to improve productivity. The empirical study was conducted, using a questionnaire with a semi-structured question design. The results of this study suggest that performance management is still a top down approach that results in sub-units and individual employees (not) taking ownership of the process. Another shortcoming in the implementation of performance management is related to the unavailability of easy-to-use technology for collecting performance information. Furthermore, a majority of the agencies do not use a strategy map which is an additional procedural framework through which the score card can be applied as a system to strengthen the management of the organisation’s strategy. State development agencies should find ways to improve their performance management systems to ensure that these are effective, efficient, responsive and accountable service delivery arms as per the guiding principle of their establishment. Despite all the shortcomings identified, the majority of the respondents agreed that performance management is a method of management designed to ensure that organisations and all its components work together in order to optimise the organisational goals. It is recommended that in order for the institutions to be effective and efficient delivery arms of government, a lot of work needs to be done to reengineer the implementation of performance management as a day-to-day management tool to drive the strategy of the organisations. This includes:  Taking advantage of technology and adopt easy-to-use computer-based programmes to collect performance data. These systems can be linked to the company intranet and allow all employees to update performance information in an effective and efficient manner.  Focus on their reward and recognition process. The reward and recognition should be linked directly to performance not a status, job grade or seniority. Reward and recognition should be given as soon as possible after outstanding performance. In doing so, institutions should move away from secrecy about performance evaluation results and remuneration, and towards an environment of more openness (transparency).  Lastly, institutions should make strategic management a core competency. This new management discipline has been adopted by the local government sphere. This means organisations should look at creating a position of strategic manager at a senior management level in their organograms.

Due to scarce financial resources, over-stretched budgets, pressures for service delivery and the dynamic nature of local government, asset management plays a key strategic role in enhancing local municipal functionality and efficiency. Asset management is the management of physical assets, infrastructure, and immoveable assets. It is an evolving discipline that is enhanced by the understanding of asset conditions and performance. It improves decision-making within local government. Every year, local government announces millions of Rands’ worth of assets that are unaccounted for and that go missing in annual reports. It was the purpose of this study to assess the asset management function at the Nelson Mandela Bay Municipality (NMBM). The aim is to improve the management of moveable assets by investigating the following variables: strategic management of assets, knowledge management, governance, leadership, the impact of corruption and skills management. The approach to the study is a qualitative research paradigm with a case study methodology and an interview as a research instrument. The sample chosen comprised people from the top level of municipal management down to municipal asset controllers. The two forms of data that were collected in the study were primary data and secondary data. Primary data was collected from municipal workers and collated together for analysis purposes. Secondary data was gathered from library sources such as journals, books, conference papers, government acts, municipal policies and local newspapers. This data informed the interview questions. The interview strategy was chosen as the best way to conduct the empirical part of this research and was guided by an interview guide. The study found that there are operational defects in the way asset management is organised. This makes the function seem unimportant. The results also indicated a lack of staff members and skills shortages; such as management and computer skills. Indications are that theft, negligence, corruption and carelessness negatively impact the management of assets. Recommendations include the filling of vacant posts, tightening of internal controls, providing the necessary training and improving the asset management. The study makes a contribution to the current body of knowledge.

The aim of the study was to investigate the factors influencing marketing strategy formulation for small and medium enterprises (SMEs) in Polokwane. SMEs, worldwide, are regarded as the cornerstone for economic development. However, SMEs are faced with business marketing constraints that lead to their downfall. The study objectives were set and led to the formation of the hypotheses. The study adopted a quantitative approach and collected data from a sample of 412 SMEs from Polokwane using non-probability sampling methods, which are convenience and snowball sampling. A survey questionnaire sought responses from the respondents. The pilot test was done, and responses were used to eliminate unnecessary and confusing statements. The respondents were required to indicate their agreement or disagreement with questions on a five-point Likert scale. Descriptive statistical analysis, factor analysis, ANOVA and regression analysis were done to determine if the objectives of the study were achieved and to test hypotheses. SMEs were found to be using sales promotions, digital marketing, business branding, personal selling and email communication as part of marketing communication strategies. Product strategies used are product quality and packaging, branding and collaborative product development. The findings of the study depict that SMEs marketing communications and product strategies have a positive influence on their performance. The main challenges experienced by SMEs are lack of understanding for marketing research, lack of finance, lack of business planning, inexperienced employees and, the least experienced challenge, lack of customer demands. It was further found that demographic factors (business operation/ maturity, business training and annual turnover) have a significant influence on the marketing communication strategies adopted and the challenges facing SMEs. SMEs that have been in existence for over 10 years perceive marketing challenges differently from SMEs with less than 10 years of operation. It is necessary for the government to put in place progressive policies that can assist SMEs to improve their marketing strategy. It was recommended that SMEs attend training related to marketing to be equipped with marketing and business operations knowledge to minimise the experienced marketing challenges. Training will enable SMEs to do better in marketing communication or/and product strategies. / Business Management / M. Com. (Business Management)

Today companies are competing on the basis of what they know, how fast they learn it, and how well they use what they learn. At the heart of this knowledge-based competition lie knowledge and even more important intelligence. Competitive Intelligence, as a discipline, is increasingly being viewed as a critical enabler to reach competitive advantage. Previous research, however, suggest that South African com¬panies showed a general lack of appropriate pro¬cesses or structures for competitive intelligence compared to their international counterparts. The research aims to demonstrate, through a case study, how the theoretical concepts associated with competitive intelligence can be translated into practice so as to ensure efficient and cost effective competitive intelligence practices and thus contribute to the future success of competitive intelligence programmes in South Africa. / Information Science / M. Inf.

Today companies are competing on the basis of what they know, how fast they learn it, and how well they use what they learn. At the heart of this knowledge-based competition lie knowledge and even more important intelligence. Competitive Intelligence, as a discipline, is increasingly being viewed as a critical enabler to reach competitive advantage. Previous research, however, suggest that South African com¬panies showed a general lack of appropriate pro¬cesses or structures for competitive intelligence compared to their international counterparts. The research aims to demonstrate, through a case study, how the theoretical concepts associated with competitive intelligence can be translated into practice so as to ensure efficient and cost effective competitive intelligence practices and thus contribute to the future success of competitive intelligence programmes in South Africa. / Information Science / M. Inf.

Changes and challenges that have occurred in the past two decades have forced a radical shift in the basic foundations of how business is conducted. Internal, as well as external forces have forced organisations to constantly monitor their surrounding environment in order to create an awareness of opportunities and threats to allow them to survive in their competitive environment. Organisations need to gather all the information at their disposal, and turn the raw data into intelligence through a process of analysis and an exercise of human judgement. By utilising the potential offered by information systems in the process of generating intelligence and creating a corporate knowledge base to be used in strategic decision-making will lead to competitive advantage and constant innovation. Strategic Intelligence has information as its foundation. This research proposes that through its ability to absorb sources of information, the synergy of Business Intelligence, Competitive Intelligence, and Knowledge Management combined to form Strategic Intelligence, will allow organisations to incorporate all of their information and intellectual capital into a single database or system which will meet the intelligence requirements of management. The purpose of this study is to identify the current use of Strategic Intelligence in the Long-term Insurance Industry in the South African environment, and through the use of a survey questioned the benefits or problems experienced by executive management who have not yet implemented and used Strategic Intelligence as an input to the Strategic Management process, and identified the perceived value Strategic Intelligence could add in the decision-making process. The research study shows that organisations have not yet fully embraced a model for a cooperative global internal corporate Strategic Intelligence System or Portal that will incorporate all aspects of Strategic Intelligence into a single, easily manageable resource for management’s strategic planning and decision-making process, even though it could enhance their ability to withstand the onslaught of global competitors and expand their business into new markets, protect their local market or identify potential merger or acquisition targets, and increase innovation within the organisations. / Business Management / M. Com. (Business Management

"Can you define 'plan' as 'a loose sequence of manifestly inadequate observations and conjectures, held together by panic, indecision, and ignorance'? If so, it was a very good plan." Jonathan Stroud, The Ring of Solomon Jonathan Stroud knew that a plan cannot stand alone and needs more. Every business needs a strategy. Academics in the field of strategic management have bewailed the field's disparate, ambiguous nature. The question arises: how can these concerns be compliant with the substantial success that strategic management experienced in the past? The weaknesses of strategic management seem to be its strengths. In their study, Nag, Hambrick and Chen (2007) suggest that strategic management acts as an intellectual dealer entity, which thrives by enabling the simultaneous pursuit of multiple research orientations by a variety of disciplinary and philosophical regimes. The Bain and Company Management Tools and Trends, (Rigby & Bilodeau 2011) indicated the importance of management tools and how these tools can enhance an organisation's ability to strategise for the future. Mankins and Steele (2005) identified factors resulting in a strategy-to-performance gap and made recommendations on how an organisation can minimise such gaps. Tait and Nienaber (2010) came to the conclusion that the use of management tools could reduce challenges of formulation, implementation and evaluation resulting in closing or minimising the strategy-to-performance gap. In view of the findings of these three above-mentioned studies, this study of SAEO aimed to explore (identify, describe and understand) what factors top, middle and frontline managers perceived to hinder strategy implementation at SAEO during the 2009/10-2010/11 financial years, resulting in a strategy-to-performance gap and to determine how these factors affect the organisation. This study was conducted as a qualitative case study that used empirical evidence from real people in a real-life organisation. Data was collected from a South African electronics organisation (henceforth referred to as SAEO) involving 14 managers at three different hierarchical levels (top, middle and frontline managers). They were required to answer semi-structured questions on to how these strategy-formulation-implementation-evaluation phases affect their working environment. The interviews were conducted at the premises of the organisation and permission was sought from the CEO who granted permission for the researcher to request the managers to participate. Information was used from previous authors and a replication study was conducted using the Mankins and Steele (2005) and Tait and Nienaber (2010) studies. The purpose of this study was to identify, describe and understand "what factors, if any, hinder strategy implementation" (Ehlers & Lazenby, 2004; Mankins & Steele, 2005; Tait & Nienaber, 2010). Ehlers and Lazenby (2004:117) and Mankins and Steele (2005:66) have indicated that strategy implementation is the most difficult part of the strategic management process. In the Mankins and Steele (2005) and Tait and Nienaber (2010) studies, although the order differed, the most prevalent performance factors contributing to the strategy-to-performance gap were identified as a lack of focus/conflicting priorities and no resources, inadequate skills and capabilities, unclear accountabilities for execution, insufficient rewards and consequences and poorly communicated strategies. The results of this SAEO study confirmed that ineffective communication, followed by inadequate monitoring; insufficient leadership and no approved strategy were the main reasons for the strategy-to-performance gap. It seemed as if SAEO had a bigger challenge in communicating its strategy to employees than was the case in the Mankins and Steele (2005) and the Tait and Nienaber (2010) studies. Although the biggest challenge at the four South African Life Insurers (Tait & Nienaber, 2010) was inadequate or unavailable resources, the challenge at SAEO was ineffective communication and it was evident that it should be addressed to close the strategy-to-performance gap. Both challenges are part of the strategy implementation phase although communication could be related to formulation, implementation and evaluation of strategy. Although the results (ranking of factors indicated to contribute to the strategy-to-performance phenomenon) of this study did not entirely concur with the studies of Mankins and Steele (2005) and Tait and Nienaber (2010), the important fact remains that without a formulated strategy on how to ensure survival and growth of an organisation, challenges such as ineffective communication and/or inadequate or unavailable resources which were found in the three studies (Mankins & Steele, 2005; Tait & Nienaber, 2010; and the SAEO study) will have a negative effect on an organisation's future growth and prosperity. It became evident from this (SAEO) study that every member of an organisation will be affected should a strategy-to-performance gap exist. Therefore it is crucial that each organisation timeously identify possible factors that can result in a strategy-to-performance gap and determine what can be done to close or narrow those performance gaps. Lear (2012) contends that even if an organisation has the most outstanding strategy, the strategy will mean nothing if it is not understood at all levels within the organisation. That includes all processes to be aligned to achieve the organisation's objectives. / Business Management / M. Tech. (Business Administration)

Thesis (MA)--University of Stellenbosch, 2006. / ENGLISH ABSTRACT: The study examines the Western Cape municipal Integrated Development Plans (IDPs) and questions whether these IDPs include Information and Communication Technology (ICT) initiatives that promote development. IDPs are used by municipalities as multi-sectoral plans that provide situation analyses of municipal areas and determine development priorities in municipal areas. These development priorities must be met within certain budget and time constraints. Globalisation and the technological revolution have led to the rapid development and convergence of technology. Technology, such as the Internet and cellular telephones, has had various influences on society. One of these influences includes the possible application of ICT for the purpose of development. Therefore both IDPs and ICT can be applied for developmental purposes. The study thus brings together two seemingly unrelated concepts, namely Integrated Development Plans and Information and Communication Technology and aligns them with one another through the concept of development. The study includes three main objectives. Firstly, the Integrated Development Plans of the municipalities in the Western Cape were examined to ascertain whether these municipalities address ICT in their IDPs. Secondly, the nature of the ICT initiatives was determined. This refers to whether the ICT initiatives are for use in the community or for use in the municipality. Finally, a framework was developed, which includes the classification of the different types of municipalities, together with the different types of ICT initiatives. Recommendations were made based on this framework. The various theoretical issues discussed in this study include the transformation of local government in South Africa and the establishment of developmental local government. Various issues concerning the use of ICT for development are also discussed and they include the ‘Information Society’, the ‘Digital Divide’ and ICT for development. This discussion emphasises that success of ICT initiatives for development depends on the nature of the underlying policy agenda; this agenda must be demand-driven and pro-poor. / AFRIKAANSE OPSOMMING: Hierdie studie ondersoek die Wes-Kaap munisipale Geintegreerde Ontwikkelingsplanne (GOP’s) en bevraagteken of dié GOP’s Inligting en Kommunikasie Tegnologie (IKT) inisiatiewe wat ontwikkeling bevorder, insluit. GOP’s word deur munisipaliteite as multi-sektorale planne gebruik wat toestandsontledings van munisipale gebiede voorsien en die ontwikkelingsprioriteite in munisipale gebiede bepaal. Hierdie ontwikkelingsprioriteite moet binne sekere begrotings- en tydsbeperkings bevredig word. Globalisering en die tegnologiese revolusie het tot die spoedige ontwikkeling en samevoeging van tegnologie gelei. Tegnologie, soos die Internet en selulêre telefone, het verskeie uitwerkings op die samelewing teweeggebring. Een van die uitwerkings sluit die moontlike aanwending van IKT vir ontwikkelingsdoeleindes in. Beide GOP’s en IKT kan dus vir ontwikkelingsdoeleindes aangewend word. Die studie bring daarom twee oënskynlik onverwante onderwerpe, naamlik Geintegreerde Ontwikkelingsplanne en Informasie en Kommunikasie Tegnologie deur die konsep van ontwikkeling by mekaar uit. Die studie bevat drie hoof doelwitte. Eerstens om die Geintegreerde Ontwikkelingsplanne van die munisipaliteite in die Wes-Kaap te ondersoek om vas te stel of hierdie munisipaliteite IKT in hul GOP’s aanspreek. Tweedens is die aard van die IKT inisiatiewe vasgestel. Dit verwys na IKT inisiatiewe wat binne die gemeenskap óf binne die munisipaliteit plaasvind. Laastens is ’n raamwerk ontwikkel. Dit sluit ’n klassifikasie van die verskillende soorte munisipaliteite, asook die verskillende soorte IKT inisiatiewe in. Aanbevelings wat gemaak word, word op hierdie raamwerk gegrond. Verskeie teoretiese kwessies word ook verder in hierdie studie bespreek. Dit sluit die transformasie van plaaslike regering in Suid-Afrika en die totstandkoming van ontwikkelingsgerigte plaaslike regering in. Verskeie kwessies wat die gebruik van IKT vir ontwikkeling betref, word ook bespreek. Dit sluit die ‘Inligting-gedrewe Samelewing’, die ‘Digitale Gaping’ en IKT vir ontwikkeling, in. Hierdie bespreking beklemtoon dat die geslaagdheid van IKT inisiatiewe vir ontwikkeling van die aard van die onderliggende beleidsagenda afhang; dié agenda moet aanvraag-gedrewe en ten gunste van armes wees.

Thesis (MScEng)--Stellenbosch University, 2013. / ENGLISH ABSTRACT: Since 1994 the government of South Africa has spent substantial amounts of money on the development and expantion of infrastructure to include the previously disadvantaged. Each year the amount spent on infrastructure increased, and still the poor is marginalised. The title proposes that there should rather be a focus on creating a sustainable environment to deliver infrastructure. The economy, unemployment, people living in poverty and level of human resources determine the environment in which infrastructure is delivered. South Africa is on a growth path towards 2030 that aims to reduce unemployment by aproximately 10% and increase the economic growth rate 5% per annum. Key challenges that inhibits economic growth were identified by the National Planning Commision (NPC). These key challenges such as poverty, poor education, unsatisfactory public tranport and a divided society represent the environment that South Africa is currently operating in. If these key challenges could be addressed and nullified a sustainable environment could be reached. The purpose of this thesis is to investigate a sustainable environment to deliver infrastructure. Existing models will be analysed and the key principles will then be incorporated in the development of the proposed Infra-Connect Model. Strategic Planning and decision-making tools will also assist in the process towards developing the Infra-Connect Model. The theoretical results that are obtained are positive. It conforms to the goals that are set out based on the key challenges presented by the NPC. The financial resources are found to be distributed more effectively and the poor is empowered to take part in the economic activities and hence a sustainable environment to deliver infrastructure is created. / AFRIKAANSE OPSOMMING: Sedert 1994 is daar aansienlike bedrae bestee op die opgradering en uitbreiding van infrastruktuur. Steeds is die huidige infrastruktuur nie voldoende nie en onontwikkeld. Die behoeftiges is steeds uitgesluit uit die ekonomiese aktiwiteite en gemarginaliseer. Hierdie verhandeling beoog om die fokus te plaas op die skepping van ‘n volhoubare omgewing wat die ontwikkeling van infrastruktuur tot gevolg het. Die omgewing verwys na die ekonomie, die behoeftiges, vlak van werkloosheid, en die kwaliteit van onderrig en mense ontwikkeling. Suid Afrika is in die proses om ‘n groeiplan saam te stel vir 2030. Onbevredigende dienslewering, ‘n verdeelde samelewing, en onvoldoende onderrig is onder andere faktore wat die groei van Suid Afrika verhinder om ‘n positiewe, kompeterende land teen 2030 te wees, soos geïdentifiseer deur die National Planning Commision. Hierdie faktore verhoed dat Suid Afrika positiewe ekonomiese groei ervaar. Die doel van die verhandeling is om die skepping van ‘n volhoubare omgewing wat infrastruktuur lewering tot gevolg sal hê, te ondersoek. Bestaande modelle word geanaliseer en gebruik om ‘n model vir munisipaliteite saam te stel wat sal help om fondse reg aan te wend en die druk rondom infrastruktuur lewering te verlig. Die teoretiese uitkomstes is positief en daar is gevind dat die model die bepalende faktore aanspreek. Die behoeftiges is na afloop van die model beter af waar hul bemagtig is en ‘n werksgeleentheid gebied word. Die gevolg is dan ‘n verlaging in die werkloosheidskoers en ‘n verwagting dat Suid Afrika se ekonomie positief sal groei. Voldoende lewering van infrastruktuur en dienste word dan ook verwag. Sodoende word ‘n volhoubare omgewing geskep vir effektiewe ontwikkeling en lewering van infrastruktuur en basiese dienste.