Finding ways to deal with complex situations has been a long issue of interest by researchers and scholars alike. Researchers and scholars have provided the strategy community with an insightful understanding of the phenomenon of complexity. The traditional understanding of complexity in strategic management, mainly coming from the design school of strategy, has given way to modern complexity perspectives. These perspectives are from Chaos Theory, Dissipative Structures and Complex Adaptive Systems (CAS). Complexity sciences seek to look at the challenges associated with knowing and understanding the unknowable by focusing on the interactions in complex systems. The properties of complex systems in turn provide lessons that can be transferred to the field of strategic management in a form of approaches to deal with complexity. The CAS metaphor will be used as a model to contrast the approaches in current use by the organisation of study in strategic management. Insights from studies on complex systems points to a need for constant exploratory studies in organisations to determine how well organisations are responding to complexity. The aim of this study is to explore approaches that inform thinking and management practices in strategic management by the KwaZulu-Natal Department of Education (department) in view of complexity - increasing difficulties to understand the world. Firstly, results of the study are intended to contribute to understanding how insights arising from the study of complex systems, in the world, are being used to rethink and design government departments – public sector organisations - systems and strategic approaches, so that they are more flexible, adaptable and able to respond efficiently and effectively to changes in larger environment. Secondly, where the study finds that the current complexity approaches of the department are not informed by the latest thinking on complexity, recommendations are made on ways the department can improve its approaches. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2011.

There are numerous government and private sector initiatives aimed at supporting micro business in South Africa, yet there seems to be a lack of coercion, synergy and harmony in these endeavours to assist such businesses. A common perception about government is that all of its business programmes, have a string of protocols, red tape and intermediaries resulting in delays and inefficient support. Efforts to access this assistance is burdensome for micro-business. There is loss of time and resources in the process. This research paper sought to establish what business management strategies are employed by the micro-business owner in the Pinetown area, as a means to survive and grow. Business management strategies have been discussed in light of their strength to help the business survive and grow. The effectiveness and the efficiency of these management strategies is measured based on the classification of micro- business and the research methodology chosen. Questionnaires have been self administered to the micro-business owners to obtain their response on strategies practical for their survival. The area of study selected has been the Pinetown Area located within the Ethekwini Municipality, and part of the Province of KwaZulu- Natal. Findings from literature have highlighted constraints limiting micro business growth in South Africa. Findings have also highlighted major survival strategies viewed as the main motivating factor for micro-business owners to survive. Two key findings emerged from the study; firstly the need micro business owners to be financially prudent and to manage their business better. The second major finding was the existence of collaborative savings (stokvel), utilized as a traditional investment strategy. Recommendations based on these are the provision of financial management skills to micro business, through mentorship and financial assistance programmes by government agencies. This would benefit the micro-business owners realize their dreams of substantial and extensive business expansion. / MBA. University of KwaZulu-Natal, Durban 2012.