The observation that similar firms faced with a similar situation and seemingly applying similar market strategies and achieving differing degrees of success sparked the study. The question that arose was whether the market strategies applied by these firms adhered to the principles of a sound market strategy put forward in the literature. The study found that the market strategy applied by the firms in question complied with the principles of market strategy, to varying degrees. The firms that adhered to these principles to a greater degree appeared to have been more successful than the others. It appeared that the latter firms neglected the principle "sustainable competitive advantage''. It was concluded that the adherence to the principles of a sound market strategy could lead to improved performance. / Business Management / D. Comm. (Business Management)

In South Africa, the small business sector has been identified as a sector that is not performing optimally. In a turbulent environment, this type of small business profile is magnified. Therefore, it is important to examine mechanisms through which the performance of this sector can be enhanced. Dynamic capabilities have emerged as a strategic tool of the highest order in terms of firm management and strengthening these capabilities is a key concern for firms that operate in a turbulent environment. Dynamic capabilities are described as the processes required to reconfigure existing resources into new functional competencies. Therefore, this study investigated the strategic processes of small businesses and developed a new strategic model and theory to illustrate and elucidate intervention mechanisms and strategies to strengthen the dynamic capabilities of these small businesses. Methodology: The retail community pharmacy sector was chosen as a model sector for this study since it is a sector that comprises mainly of small businesses and it is currently experiencing environmental turbulence. The methodology followed an initial exploratory, qualitative approach followed by a formal, empirical, quantitative approach. The research questionnaire was derived after ensuring that content validity, criterion related validity, construct validity and reliability criteria were met. This questionnaire was administered to a sample of 477 out of a population of 2549 small businesses in the retail community pharmacy sector, using an unrestricted, simple, random, probability sampling approach. As a consequence of having received 130 completed questionnaires, the results obtained in this study were expressed at the 95% confidence level with a confidence interval of 0.08. Results and Discussion: From a gap analysis of the level of importance of dynamic capabilities and their extent of implementation, seven dynamic capabilities whose implementation can be enhanced by an alteration of the management importance perception of them, were extracted. These capabilities revolve around staff reward, well-being, empowerment and education and training, as well as the abilities of the small business leadership to sense the environment and opportunities while being sensitive to stakeholder needs. Through a consolidation of the results of the gap analysis, a model for the initiation and the sustaining of innovative resource reconfigurations was developed. Conclusion: For the management practice setting, this study�s findings suggest that the dynamic capabilities of small firms operating in a turbulent environment can be enhanced and strengthened by the employment of the model developed by this study. From a management education perspective, this study�s findings also suggest that the employment of specific and focussed management education that revolves around the seven identified processes will enable not only the initiating phase of the proposed model but will also provide a multiplier effect in the model since management capability is also part of the general resource base of the firm. This study thus proposes the use of these management practice and educational approaches to strengthen and enhance the dynamic capabilities of small businesses operating in a turbulent environment. / Graduate School of Business Leadership / D. BL.

In the global economy of the 21st century, competition is complex, challenging and fraught with competitive opportunities and threats. Strategic leadership is increasingly becoming the main focus for business and academics alike and is the key issue facing contemporary organisations. Without effective strategic leadership, the capability of a company to achieve or sustain a competitive advantage is greatly constrained. More than 30 years of Harvard Business School research have shown that aligned and integrated companies outperform their nearest competitors by every major financial measure. The organisational effectiveness emanating from alignment is a significant competitive advantage. Alignment is that optimal state in which strategy, employees, customers and key processes work in concert to propel growth and profits. Aligned organisations enjoy greater customer and employee satisfaction and produce superior results. Can leadership make a difference? Some leaders do, some do not - and many more could. Effective strategic leadership can thus help organisations enhance performance while competing in turbulent and unpredictable environments. However, there has been little empirical evidence of the effects of strategic level leadership on organisational processes that have distinctive strategic significance. A greater understanding of the criteria that influence success in organisations will enable organisations to take positive action to become more successful. iv This study examines the importance of critical leadership criteria and the degree of alignment in high-performing organisations. A quantitative research design was used in this study to assess the impact of strategic leadership on strategic alignment of business organisations in South Africa. The research instruments to test the research questions comprised two questionnaires. The first was used to establish the value top leadership place on selected critical leadership criteria, and the second to establish the level of alignment in the organisations under investigation. The population selected for this study consisted of the companies included in the 200 top-performing organisations which appeared in the 2007 Financial Mail. Six companies participated in the research. The data was electronically collated into a database and the results were then analysed using the statistical inferential techniques of correlation and linear regression analysis. The study proposes that strategic leadership will positively influence strategic alignment which, in turn, will have a beneficial effect on organisational performance. / Graduate School for Business Leadership / (D. B. L.)

This study set out to explore how Official Development Assistance was practised in South Africa. An exploratory narrative design was followed to uncover the ‘strategy in the skin’ of strategy practitioners in the unit of analysis and to respond, therefore, to the research questions. This study has contributed to the body of knowledge in that it has brought together an alternative confluence of three theoretical perspectives of strategy as practice; complex adaptive systems and organisational hypocrisy and has explored the impact of the practice lens on these standpoints. While there has been extensive research on each of the theoretical perspectives, there has not yet been a study that has drawn together the three perspectives in relation to an empirical unit of analysis such as Official Development Assistance practices and practitioners. The study responded to a knowledge gap in relation to how public sector organisations, such as government units and the strategy practitioners of such units, practice strategy beyond the reified, formalised conceptions of strategy and in relation to their inhabiting complex, political organisational systems. The study arrived at two central theoretical findings. Firstly, that strategising represents a calibration of strategic practices towards strategic outcomes through the activities of complex adaptive practitioners v within the more politically inclined organisation. Secondly, that beyond the text of strategy, there is sub-text that is equally part of the micro strategy towards strategic outcomes.The skilful and sometimes delicate balancing act, that strategists perform to legitimise the calibrated combinations of action and politics in organisational strategy, equally needs nuanced, subtle and more complex forms of organisational communication. The study, therefore, makes the claim that complex adaptive systems and the characteristics of political organisations (as not being geared to action) are inherently broadened through the multiple dimensions of the practice turn and strategy as sub-text. The research confirmed that strategy as practice is a useful lens to understand strategy beyond the formally documented scripts and espoused pronouncements of strategy within organisational studies / Business Management / Thesis (D. B. L.)

This study set out to explore the strategising practices of middle managers and thereby expand the body of knowledge in terms of middle management practices in strategising in general, and makes an original contribution at the frontiers of middle management practices in a university context in South Africa. Although some research has been done on middle managers and strategy, a knowledge gap still exists, especially regarding strategising in emerging economies, such as South Africa. More specifically, the actions of middle managers at universities are open for exploration. Universities are increasingly exposed to new challenges in a competitive environment due to declining state funding, changing student demographics, new technological developments and increased market pressures. The sustainability of universities is also threatened by changes inside the universities, such as the drive for corporatisation and a changing internal focus. The way universities respond to and pre-empt dealing with these challenges will influence the sustainability and competitiveness of the university and subsequently the nations it serves. However, very little is known about the university managers who are powerful in terms of the administrative systems and decision processes. In order to understand strategy work viii and to know what enables or constrains it, it is necessary to look at middle managers at universities. This research puts forward three main arguments: firstly, strategy is dispersed throughout the entire organisation and includes middle managers’ strategising activities. Secondly, a need exists for practically relevant research founded in the organisational realities. Thirdly, universities present a relevant context within which to study strategising practices. An exploratory qualitative case study was followed to answer the research questions. Findings indicate that university middle managers, who operate within a machine bureaucracy, create systems within systems in order to cope with the organisational demands. Middle managers are mostly responsible for strategy implementation and the support role of university managers is prominent. Findings also indicate that the strategy loses its meaning and in an environment where the strategy textual artefacts and talk are abundant. In such an environment compliance takes precedence over buy-in. Finally, this study identified the enablers of and constraints on the strategy work of university middle managers. This research confirmed that strategy and strategising are human actions and confirmed that knowledge of what people do in relation to the strategies of organisations is required. / Economics / D. Com. (Business Management)

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: The term DERI stands for Defence Evaluation and Research Institute. DERls are strategic institutes, established primarily to provide technological support to the Department of Defence. They are responsible for the cost-effective development, maintenance and application of advanced technologies and concentrate on specific application areas in the South African Defence Force, corresponding to the User Support Teams in the Armament Technology Acquisition Secretariat. The research problem is how to strategically manage such a DERI in terms of vision, mission, goals, structure of organisation, clients, alliances and resources such as funding, personnel, facilities and equipment, to optimally provide the best possible service to the main client, the DoD and in the process ensure the long term sustainability of the DERI. An interview was held with the senior executive manager of each of the five official DERls and also with two very knowledgeable persons on the subject of Defence and Evaluation Research management, with the aim of determining which attributes or factors they deem important in the strategic management of a DERI. The interviews were typed ver batim and all the attributes were included in a questionnaire. A few more attributes determined from literature and discussions with De Wet, were also added. Afterwards the abovementioned managers completed a questionnaire in which they indicated the relative importance of the various attributes. The attributes that scored the highest rating were grouped into clusters and are analysed accordingly. The clusters are as follows: • ''people" cluster since it is about the knowledge, skills and trust of people • ''value-for-money cluster since the attributes are about planning, funding and objectives • "you-have-to-earn-your-survival cluster since it is about disciplines, application of R&D and the right of existence of a DERI All three clusters are enlightened by the comments, remarks, suggestions and concerns raised during the interviews with the senior executive managers. People attributes came out as being the most critical success factor in the strategic management of a DERI. "People" can effectively be divided into two categories - the DERI's employees on the one hand and the clients' employees on the other. Everything concerning people is seen as important namely: training. remuneration, quality service (internal and external), trust, growth and development, communication, Black Economic Empowerment, stakeholder interface, etc. There is a concern about the longer-term survival of the DERls because they are currently situated in two different organisations in two different state departments with different visions, missions and goals. A clear indication of the road ahead should be given as soon as possible. A solution to the integration question would be an independent investigation by people who have no vested interests in the outcome of the decision. Whatever the final answer (one of the two current state departments or a new organisation or the slatus quo), both departments (Arts, Science and Technology and Defence) should not feel endangered and the solution should be a win-win situation for both parties. / AFRIKAANSE OPSOMMING: DERI is die verkorte vorm vir Defence Evaluation and Research Institute oftewel Evaluasie- en Navorsingsinstituut vir die Weermag. DERI's is strategiese institute wat daargestel is om tegnologiese ondersteuning aan die Departement van Verdediging te bied. DERI's is verantwoordelik vir die koste-effektiewe ontwikkeling, instandhouding en aanwending van gevorderde tegnologiee en fokus op spesifieke toepassingsareas in die Suid-Afrikaanse Weermag. Die ondersteuning vind plaas in ooreenstemming met die behoeftes van gebruiker ondersteuningspanne in die Wapen Tegnologie Aanskaffingsekretariaat. Die navorsingsonderwerp is hoe om 'n DERI strategies te bestuur in terme van visie, missie, doelwitte, struktuur van organisasie, kliente en bronne soos befondsing, personeel, fasiliteite en toerusting, Ten einde die bes moontlike diens aan die hoofklient, die Departement van Verdediging, te lewer en terselfdertyd die DERI volhoubaar te maak oor die lang termyn. 'n Onderhoud is gevoer met die senior uitvoerende bestuurder van elke DERI sowel as met twee baie kundige persone op die gebied van Verdedigingsevaluasie en Navorsingsbestuur. Die doel hiervan was om te bepaal watter faktore as die belangrikste in die strategiese bestuur van 'n DERI, beskou word. Die onderhoude is woordeliks getik en al die faktore aangedui, in 'n vraelys opgeneem. 'n Verdere aantal faktore, wat uit literatuurstudies en gesprekke met De Wet verkry is. is ook ingesluit in die vraelys. Die vraelys is aan die betrokke persone gestuur met die versoek om die relatiewe belangrikheid van die faktore aan te dui. Die faktore wat die meeste gewig dra, is in groepe saamgevoeg en sodanig ontleed. Die groeperings is as volg: • "mense" groepering aangesien dit handel oor kennis, vaardighede en onderlinge vertroue tussen mense • "waarde-vir-geld" groepering aangesien dit handel oor beplanning, befondsing en strategiese doelstellings • "moet-jou-oorlewing-verdien" groepering aangesien dit handel oor dissiplines, die toepassing van navorsing en ontwikkeling en die bestaansreg van 'n DERI Die drie groepe word toegelig deur kommentaar, opmerkings en voorstelle van die bestuurders tydens die onderhoude. Die "mens"-faktor is verreweg die belangrikste sukses faktor in die strategiese bestuur van 'n DERI. "Mense" kan in twee kategoriee verdeel word - die DERI se werknemers aan die een kant en die van die klient aan die ander kant. Alle aspekte rakende mense, word beskou as belangrik naamlik: opleiding, vergoeding, kwaliteit van diens (intern sowel as ekstern), vertroue, groei en ontwikkeling, kommunikasie, Swart Ekonomiese bemagtiging, kontak met belangehouers, ensovoorts. Daar bestaan onsekerheid oor die voortbestaan van die DERl's oor die langtermyn as gevolg van die feit dat hulle tans deel is van twee organisasies binne twee verskillende staatsdepartemente. Hierdie departemente het verskillende visies, missies en doelstellings. 'n Aanduiding van die pad vorentoe moet so gou as moontlik verskaf word.

Thesis (MScAgric (Agricultural Economics))--University of Stellenbosch, 2010. / ENGLISH ABSTRACT: The South African table grape industry has evolved significantly in the last two decades. Ever improving supply chain technologies, post-harvest technology innovation, and more efficient production inputs have all stimulated the production of table grapes in all five South African production regions. While the industry in general is well developed, from the late 1990s the competitiveness status of the South African table grape industry has been negative as far as international competitiveness is rated. Prior to this, from 1961 to 1998, the industry had recorded positive trends in competitiveness. The recent decline, from as early as the 2000s, in the competitiveness of the industry can be attributed to rising competition from alternate Southern Hemisphere suppliers, increasing production costs and export costs, as well as inadequate market diversification. As a result of its negative competitiveness status, the table grape industry wants to diversify its export markets in order to improve and protect the industry‟s position in the global table grape markets. The objective of this study is to investigate the viability of specific export market diversification scenarios. The aim is to evaluate the potential impact on the table grape industry if export volumes were to be relocated from traditional to emerging markets, and the potential risk if the industry were to maintain the current market distribution. The study developed a deterministic farm-level model based on accounting principles as a tool for simulating and analysing the impact of changes in markets on the financial viability of farms under different scenarios. A scenario development process is adopted in this study as it offers the possibility of integrating various kinds of data in a consistent manner, and it can represent the views and expectations of several stakeholders simultaneously. Three scenarios were developed: (i) Scenario 1 presents the continuation of current market distributions (i.e. 85% of South African exports are marketed in Europe and another 15% are distributed to other global markets); (ii) Scenario 2A depicts a situation where export volumes are slowly redistributed to emerging markets; and (iii) Scenario 2B presents a situation where export volumes are rapidly redistributed to emerging markets. The targets for both Scenarios 2A and 2B are to market 60% of South African exports to Europe and 40% to other global markets. Scenarios 2A and 2B are driven by similar factors, including improving industry information, globalisation, increasing competition, and table grape prices An analysis of factors shaping the table grape export sector shows that the industry can no longer afford to send large export quantities predominantly to its traditional markets, due to increasing competition and diminishing market prices. Furthermore, the analysis shows that continuing with the current market diversification will have a negative impact on the industry, as farm returns, employment and farm units will decline under this scenario. The results suggest that the industry would be better off if export volumes were redistributed away from Europe to other markets. / AFRIKAANSE OPSOMMING: Gedurende die laaste twee dekades het die Suid Afrikaanse Tafeldruif Industrie met rasse skrede vooruitgegaan. Dit kan grootliks toegeskryf word aan verbeterde tegnologiese ontwikkeling en innovasie in die voorsieningsketting en na-oes tegnologie arenas, asook aan meer doeltreffende produksie insette wat produksie toenames in al vyf die Suid Afrikaanse produksie areas gestimuleer het. Alhoewel die industrie relatief goed ontwikkeld was sedert sy ontstaan, was die kompeterende status daarvan meestal negatief sedert die 1990‟s, gemeet aan internasionale kompetisie. Daar was egter tussen 1961 en 1998 ook positiewe mededinging tendense. Die onlangse verlaagde vlakke van mededingendheid van die industrie (veral sedert die vroeë 2000‟s) kan toegeskryf word aan verhoogde kompetisie vanaf ander Suidelike Halfrond verskaffers, verhoogde produksie- en uitvoerkoste, asook aan onvoldoende mark diversifisering. As gevolg van die negatiewe mededingendheid status, wil die tafeldruif industrie sy uitvoer markte diversifiseer om te verseker dat die industrie sy posisie in die globale tafeldruif mark kan beskerm. Die doel van hierdie studie is dus om die lewensvatbaarheid van spesifieke uitvoer mark diversifisering scenario‟s te ondersoek. Daarmee saam is die potensiële impak op die industrie ook bepaal vir (a) „n hoë persentasie uitvoer volumes wat verskuif vanaf tradisionele markte na ontluikende market, of (b) wat die risiko sal wees indien die huidige markverspreiding vlakke behou word. Die studie ontwikkel „n deterministiese plaasvlak model, gebaseer op rekeningkundige beginsels, om as hulpmiddel te dien vir die simulering en analise van die impak van verandering van teikenmarkte op die fnansiële lewensvatbaarheid van plase onder verskillende omstandighede. „n Scenario intwikkelings proses word in hierdie studie aangeneem aangesien dit toelaat vir die integrasie van verskillende tipes data op „n eenvormige wyse, terwyl dit ook die sieninge en verwagtinge van verskeie rolspelers terselfdertyd kan verteenwoordig. Drie scenario‟s word ontwikkel naamlik (i) Scenario 1: Dit verteenwoordig die huidige mark verspreiding (85% van Suid Afrikaanse uitvoere word in Europa bemark terwyl 15% versprei word na ander globale markte); (ii) Scenario 2A: Hier word die situasie uitgebeeld indien uitvoer volumes stadig herverdeel word na ontluikende markte; en (iii) Scenario 2B: Hier word die situasie uitgebeeld indien uitvoer volumes vinnig herverdeel word na ontluikende markte. Die teikens vir beide Scenario 2A en 2B is om 60% van die Suid Afrikaanse uitvoere in Europa te bemark en 40% in ander globale markte. Beide scenario‟s word deur dieselfde faktore gestu wat onder andere verbeterde industrie inligting, globalisering, verhoogde kompetisie en produk pryse insluit. „n Ontleding van die vormende faktore van die tafeldruif uitvoer sektor toon dat die industrie nie langer kan bekostig om hoë uitvoer volumes na die tradisionele markte te stuur nie, as gevolg van sterker kompetisie en krimpende markpryse. Die ontleding toon ook verder dat, indien voortgegaan word met die huidige mark diversifiserings model, die industrie negatief beïnvloed sal word in terme van verlaagde plaas inkomste, werkverskaffing en die aantal boerdery eenhede. Die uitslae dui dus daarop dat die industrie beter daaraan toe sal wees indien die huidige uitvoer volumes herverdeel kan word na ander (nie-Europese) markte.

Thesis (MPhil (Sustainable Development Planning and Management))--University of Stellenbosch, 2009. / The awareness of the environmental crisis and the impact of rising poverty globally has led to the search for sustainable solutions. The United Nations Millennium Development Goals (MDGs) describe the solution as a secure peaceful world, a healthier environment and a better quality of life for all. Nongovernmental organisations (NGOs) are important development actors in realising this goal. They work within civil society and focus on the empowerment of the vulnerable and marginalised through the transfer of skills, resources and power. Their flexibility, commitment to social justice and strong relationships with the community allow NGOs to develop creative responses, developing new models for sustainable solutions. A weakness of NGOs is the inability to provide reliable evidence of the effect, or impact, of programmes and their contribution towards a better society. Further the reliance on donor funding can change the focus of accountability from the beneficiaries to donors and stakeholders. The study is based in the given reality that NGOs are required to adopt a more strategic outcomes orientated approach to programme and project planning to be able to measure the impact of services to improve the effectiveness of services and prove their added value to society. This is most often done through the Logical Framework Approach (LFA) as a planning model, as many governments, multilateral aid agencies and donors use this model to develop policies and determine funding priorities. This study therefore gives an overview of the literature regarding the principles, benefits and challenges of the LFA from various sources. These are considered within the diverse and complex development context and how the complexity affects the use of this tool in planning, monitoring and evaluation. The LFA is based on the Management by Objectives model. The LFA provides a relatively objective, systematic and thoughtful guide to project planning which enables organisations to measure their progress in realising goals. The visually accessible log frame explains how the use of resources will contribute towards reaching the goal. It enables the organisation to present their projects to a wider audience increasing its accountability to donors, stakeholders and beneficiaries. Yet, organisations are often very critical of the use of the Logical Framework Approach as it assumes that society is a stable environment where factors can be manipulated to bring about expected results. It ignores the dynamic, complex and frequently unpredictable nature of society and the non-linear path of social learning and empowerment. Further the model can be misused and exploited to enforce power relationships resulting in the development of inappropriate or irrelevant projects that do not meet the needs of the intended beneficiaries. The study concludes that, despite all the criticisms, the Logical Framework Approach can be a very useful tool and provides recommendations that will help find a balance between the structured planning process and the participative and creative social learning techniques. NGOs can be focussed and accountable and still remain more responsive to the needs of communities.

Thesis (MPA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: The year 1999 was announced as the year of service delivery by the National Commissioner of Police, and the Police Plan for the RSA underwent a name change to the "policy priorities and objectives" in the same year. The Police Plan, consisting of policy priorities and objectives and internal focus areas, can be seen as the strategic plan of the South African Police Service. Such a strategic plan needs an implementation plan to put it into operation and ensure the involvement of every member in the Service. The prime objective of the South African Police Service is the establishment of a safe and secure environment in partnership with the community. The emphasis should therefore be on - • improving the quality and effectiveness of service to the community; • supporting the transformation process in South Africa in general and in the South African Police Service in particular; • instituting a new style of Community Policing and Management; and • establishing a process for efficient and effective policing. The above priorities consist of a number of objectives to put actions into operation in order to reach a desired outcome. These actions will be addressed at all managerial levels from top to lower levels through the integrated planning process. The South African Police Service in the Western Cape is divided into four policing areas at present, namely the Eastern Metropole, Western Metropole, Boland and Southern Cape. Each area consists of stations which are responsible to the Area, and each station must give feedback to the Area on its strategic management plan. The strategic management plan of the SAPS in the Western Cape can be seen as a combination of the Policing Priorities and Objectives for the province, the Service Delivery Improvement Programme (SDIP) and the Area Operational Plan. The main goal of this research project is to design an integrated Strategic Management model through which every Police Station in the Western Cape can provide feedback in the Strategic Management processes. / AFRIKAANSE OPSOMMING: Die jaar 1999 is tot die jaar van dienslewering deur die Nasionale Kommissaris van Polisie verklaar, en die Polisieplan vir die RSA het 'n naamverandering na die "beleidsprioriteite en doelwitte" in dieselfde jaar ondergaan. Die Polisieplan, wat bestaan uit beleidsprioriteite en doelwitte en interne fokusareas, kan as die strategiese plan van die Suid-Afrikaanse Polisiediens beskou word. So 'n strategiese plan benodig 'n implementeringsplan om dit in werking te stel en die betrokkenheid van alle lede van die Diens te verseker. Die hoofdoelwit van die Suid-Afrikaanse Polisiediens is om 'n veilige en beveiligde omgewing in 'n vennootskap met die gemeenskap te bewerkstellig. Daarom behoort die klem te val op - • verbetering van die kwaliteit en doeltreffendheid van die diens aan die gemeenskap; • ondersteuning van die transformasieproses in Suid-Afrika in die algemeen en in die Suid-Afrikaanse Polisiediens in die besonder; • die instelling van 'n nuwe styl van Gemeenskapspolisiëring en bestuur; en • die vestiging van 'n proses vir doelmatige en doeltreffende polisiëring. Bovermelde prioriteite bestaan uit 'n aantal doelwitte om aksies in werking te stel ten einde 'n beoogde resultaat te bereik. Hierdie aksies moet op alle bestuursvlakke vanaf topbestuur tot die laer vlakke deur die geïntegreerde beplanningsproses geloods word. Die Suid-Afrikaanse Polisiediens in die Wes-Kaap is in vier polisiëringsareas opgedeel, naamlik die Oos-Metropool, Wes-Metropool, Boland en Suid-Kaap. Elke area bestaan uit stasies wat aan die Area verantwoordelik is, en elke stasie moet aan die Area terugvoer verskaf oor sy strategiese bestuursplan. Die strategiese bestuursplan van die SAPD in die Wes-Kaap kan beskou word as 'n kombinasie van die Polisiëringsprioriteite en Doelwitte vir die provinsie, die Dienslewering Verbeteringsprogram (DVP) en die Area Operasionele Plan. Die hoofdoel van hierdie navorsingsprojek is om 'n geïntegreerde strategiese bestuursmodel te ontwerp waardeur alle polisiestasies in die Wes-Kaap terugvoer kan gee in die Strategiese Bestuursprosesse.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: PSG Investment Bank started out of the PSG Group in 1998. It was a successful enterprise that was rated highly by the public, institutions and employees. Through 1999, there was a struggle on executive level over the strategy that PSG Investment Bank should follow. The struggle culminated in 2000 with the resignation of the founder of PSG Investment Bank. The remaining executives put their strategy in action during 2000 and 2001. External factors made the environment difficult during late 2001 and 2002 and PSG Investment Bank was not able to respond in such a way that it could ensure its own survival. PSG Investment Bank was sold to Absa in August 2002, resulting in PSG Investment Bank's closure and delisting in 2003. This study examines the strategy of PSG Investment Bank through its life according to a model for strategic management put forward by Burger (2000). The vision of PSG Investment Bank, the external environment that influenced PSG Investment Bank and the internal environment of PSG Investment Bank are analysed as well as the strategic issues and options utilised by PSG Investment Bank. The conclusion of the study is that PSG Investment Bank faced a tough external environment that needed a strong internal environment to be able to survive. By not managing the most important internal resources, the employees, correctly, management lost the ability to ride out the storm brought about by the external circumstances and were left with few strategic options but to sell PSG Investment Bank. / AFRIKAANSE OPSOMMING: PSG Beleggingsbank is in 1998 uit die PSG Groep gebore. Dit was 'n hoogs suksesvolle onderneming wat deur die publiek, institusies en werknemers gerespekteer is. Deur die loop van 1999 was daar 'n stryd op topbestuursvlak oor die strategie wat PSG Beleggingsbank moes volg. Hierdie stryd het in 2000 die bedanking van die stigter van PSG Beleggingsbank tot gevolg gehad. Die oorblywende bestuurders het hulle strategie gedurende 2000 en 2001 in werking geplaas. Eksterne faktore het die omgewing moeilik gemaak gedurende laat 2001 en 2002 en PSG Beleggingsbank kon nie daarin slaag om sodanig op te treë om sy eie oorlewing te verseker nie. PSG Beleggingsbank is in Augustus 2002 aan Absa verkoop wat veroorsaak het dat PSG Beleggingsbank gedenoteer is en sy deure tydens 2003 gesluit is. Hierdie studie ondersoek die strategie van PSG Beleggingsbank deur die loop van die onderneming se lewe aan die hand van 'n model vir strategiese bestuur soos voorgestel deur Burger (2000). Die visie van PSG Beleggingsbank, die eksterne omgewing wat PSG Beleggingsbank beïnvloed het en die interne omgewing binne PSG Beleggingsbank sowel as die strategiese kwessies en keuses wat PSG Beleggingsbank uitgevoer het, word bestudeer. Die slotsom van die studie is dat PSG Beleggingsbank 'n moeilike eksterne omgewing ondervind het wat 'n sterk interne omgewing benodig het om in te oorleef. Deur nie sy belangrikste interne hulpbron, sy werknemers, reg te bestuur nie, het die bestuur die vermoë verloor om die storm wat deur eksterne faktore veroorsaak is, uit te sit en het met min strategiese opsies oorgebly anders as om PSG Beleggingsbank te verkoop.