This thesis is a study of a leadership model for the effective management of Further Education and Training (FET) colleges in the Gauteng Province. This research was triggered by the need for quality and sound leadership skills highly needed in FET colleges. The vision of FET colleges lies at the heart of the integration of the country's education and training system. Leadership is the distinguishing factor in bringing about organisational transformation. A key contemporary issue in the development of a high quality education service relates to the new thinking about how best to pursue quality and excellence in FET colleges. Leadership, strategic planning and the need for alternative models of management lead, inevitably, towards a reconsideration of both staff competencies and continuing staff and organisational development. This research seeks to assist those who have the responsibility of leading and managing the further conceptualisation and implementation of further education and training. A qualitative research was conducted, in which a newly merged college in Pretoria was chosen as a case study for this research. The following constituted the broad aims of this study:  To examine the leadership strategies that should be employed for effective management of FET colleges;  To investigate the vision and mission development and implementation and the organisational structures established;  To determine the opportunities and challenges offered by the new large and multi-sited college; and  To investigate a leadership model for the effective management of FET colleges. Semi-structured individual interviews were conducted with the leadership of the college ranging from the senior managers, campus managers, middle managers to educators. Analysis of documents and observation notes was also done to supply more data about FET leadership. Data were analysed and interpreted by identifying themes and categories that would shed more light into the effective leadership of the college. The following recommendations were made:  A new approach to the leadership of the college should be adopted;  The leadership of the college should be more accountable and responsive to community needs;  More financial support should be allocated to FET colleges; and  More focus should be given to learner support. / Educational Studies / D.Ed. (Education Management)

The researcher undertook exploratory research to see whether characteristics of visionary organizations, as discovered in research undertaken by Collins and Porras (2000), are present and applicable to non-profit organizations in Gauteng, South Africa. The characteristics are: - a core ideology (core purpose and core values) - big hairy audacious goals - a cult-like culture - purposeful evolution and continuous self improvement - management continuity - alignment. A schedule was used to interview directors of ten non-profit organizations. Some staff in each organization were given a questionnaire to see whether their answers correlated with the director responses. The research indicated that most characteristics are present, to some degree, in the non-profit organizations. These characteristics could however be explored more thoroughly in further research. The research includes recommendations for management of non-profit organizations to implement, to become visionary organizations. / Social work / M.A. (Social Work)

The Government of South Africa adopted a policy on Free Open Source Software (FOSS) in 2003. This policy requires all government entities to migrate their IT to open source. This adoption of the FOSS policy is based on evidence of potential FOSS contributions to economic development generally, and directly support South African economic development priorities. In spite of the adoption of this policy, rates of adoption of FOSS in the SA government are low. This is partly because there is a lack of documentation of successful cases of migration. In addition, there is no strategic management framework that managers can use as a guide for migration. This lack of documentation may result in managers in government finding it difficult to know how best to go about migrating to FOSS. A failure to address this problem will delay the take-up of FOSS, in spite of all its stated benefits. Evidence so far within the government of South Africa is that the adoption of FOSS is progressing rather slowly. Making use of a qualitative research method that combines grounded theory with a case study method in four South African Government organisations, this study develops a strategic management framework for IT migration to FOSS in the South African public service. The four organisations that were part of this study were: the National Library of South Africa; the Presidential National Commission on Information Society and Development; the Electronic National Traffic Information System and the State Information Technology Agency. Data was collected using an open-ended interview guide. A strategic management framework for Information Technology migration to FOSS will assist the Government of South Africa with the better implementation of its FOSS policy. The framework will provide guidance to public sector managers regarding how the process of migrating can best be managed. Content analysis is used to derive the framework that shows that IT migration to FOSS in the public sector of South Africa follows a strategic management process. This process goes through the phases of strategic planning, operational planning, implementation and monitoring and evaluation. The framework is developed using eclectic explanations of strategic management, including mechanistic and organic perspectives. Correspondence analysis is used to corroborate and validate the framework. The framework is accompanied by a set of management guidelines that managers in the public sector can use in migrating their organisations' IT to FOSS. / School for Business Leadership / (D.B.L. (Strategic Management))

The major focus and question emanating from the research is: to what extent do the operational action plans, policies, functions, procedures and activities as well as their implementation within the Directorate: Student Admissions and Registrations correlate with the strategic objectives of the University of South Africa (Unisa)? In alignment with the above, the major challenge of the study was to identify adequate and appropriate approaches to ensure appropriate correlation levels between strategic objectives and their successful implementation relevant to the Directorate: Student Admissions and Registrations. The challenge of every Departmental Head is to turn theory into practice; to make something happen and to translate strategic plans into real business results. This will be accomplished only when there is synergy or connectivity between strategic and operational planning towards effective implementation. Various literature reviews and research topics on strategic management focus either on strategic planning or strategic implementation as separate identities. Few publications address the challenge of connecting the pursuit of strategic objectives with operational plans. Even fewer literature reviews indicate the relationship or correlation levels between strategic objectives and operational plans of an organisation; the desirable or appropriate level thereof, to ensure the effective pursuit of strategic objectives. The outcomes of this study could contribute to the identification of an appropriate approach and measurement criteria to ensure connectivity/alignment between specific strategic objectives and operational plans relevant to the Directorate: Student Admissions and Registrations. By doing this, the strategic objectives are effectively and efficiently promoted to those responsible for carrying out the execution plan. The researcher has adopted a comprehensively-integrated-aligned-strategic-processmanagement- approach as part of the standardised operational plans of the Directorate: Student Admissions and Registrations so as to ensure more effective and efficient (appropriate) correlation levels in respect of specific strategic objectives relevant to the Directorate: Student Admissions and Registrations due to a lack of correlation in some instances. The above approach represents a total view of an organisation‟s strategic management and control systems and consists of the strategic planning, operational plans and resultsmanagement plans. The mentioned approach will also consist of a measurement criterion which identifies critical enablers, dependencies and drivers to ensure vertical and horizontal alignment in respect of original planning (the what and why) with the implementation plans (when, how and by whom).The integrated-aligned-strategic-management-process-approach enforces the timely availability of major enablers, dependencies and drivers necessary to support the execution of activities, related to specific strategic objectives. It also identifies the possible lack thereof prior to the implementation of strategic plans. Specific alternatives or workarounds can be identified to ensure continuity in respect of the implementation processes related to specific strategic objectives. In this way, the above approach will enhance the effective and efficient management and coordination of an organisation to drive intended strategic outcomes within a specific process, taking into account project management-driven principles within a specific sequence of activities (grouping together what belongs together). The latter will involve all roleplayers in the work situation accountable for the implementation process (creating ownership). By doing this, duplication and overlapping of activities will be eliminated and connectivity/alignment between specific strategic objectives and their implementation will be enforced. The focus falls on the entire key/core process and cycle, producing outcomes of success in respect of the implementation of objectives (the right people will be doing the right things at the right time).The integrated-aligned-strategic-management-process-approach enforces the timely availability of major enablers, dependencies and drivers necessary to support the execution of activities, related to specific strategic objectives. It also identifies the possible lack thereof prior to the implementation of strategic plans. Specific alternatives or workarounds can be identified to ensure continuity in respect of the implementation processes related to specific strategic objectives. In this way, the above approach will enhance the effective and efficient management and coordination of an organisation to drive intended strategic outcomes within a specific process, taking into account project management-driven principles within a specific sequence of activities (grouping together what belongs together). The latter will involve all roleplayers in the work situation accountable for the implementation process (creating ownership). By doing this, duplication and overlapping of activities will be eliminated and connectivity/alignment between specific strategic objectives and their implementation will be enforced. The focus falls on the entire key/core process and cycle, producing outcomes of success in respect of the implementation of objectives (the right people will be doing the right things at the right time). The integrated-aligned-strategic-management-process-approach enforces the timely availability of major enablers, dependencies and drivers necessary to support the execution of activities, related to specific strategic objectives. It also identifies the possible lack thereof prior to the implementation of strategic plans. Specific alternatives or workarounds can be identified to ensure continuity in respect of the implementation processes related to specific strategic objectives. In this way, the above approach will enhance the effective and efficient management and coordination of an organisation to drive intended strategic outcomes within a specific process, taking into account project management-driven principles within a specific sequence of activities (grouping together what belongs together). The latter will involve all roleplayers in the work situation accountable for the implementation process (creating ownership). By doing this, duplication and overlapping of activities will be eliminated and connectivity/alignment between specific strategic objectives and their implementation will be enforced. The focus falls on the entire key/core process and cycle, producing outcomes of success in respect of the implementation of objectives (the right people will be doing the right things at the right time). The integrated-aligned-strategic-management-process-approach enforces the timely availability of major enablers, dependencies and drivers necessary to support the execution of activities, related to specific strategic objectives. It also identifies the possible lack thereof prior to the implementation of strategic plans. Specific alternatives or workarounds can be identified to ensure continuity in respect of the implementation processes related to specific strategic objectives. In this way, the above approach will enhance the effective and efficient management and coordination of an organisation to drive intended strategic outcomes within a specific process, taking into account project management-driven principles within a specific sequence of activities (grouping together what belongs together). The latter will involve all roleplayers in the work situation accountable for the implementation process (creating ownership). By doing this, duplication and overlapping of activities will be eliminated and connectivity/alignment between specific strategic objectives and their implementation will be enforced. The focus falls on the entire key/core process and cycle, producing outcomes of success in respect of the implementation of objectives (the right people will be doing the right things at the right time). / Public Administration & Management / M.A. (Public Administration)

Text in Afrikaans / Hierdie studie is onderneem om die invloed van die veranderingsproses op die funksionering van 'n welsynsorganisasie te bepaal. 'n Literatuurstudie en empiriese studie is onderneem. Die navorsing het aangedui dat die redes vir verandering hoofsaaklik ekstern van aard is, dat 'n hoe persentasie respondente nie altyd die noodsaaklikheid of rede vir verandering verstaan nie, en dat die meerderheid die kommunikasieproses en deurgee van inligting nie altyd duidelik beleef nie. Die ondersoek dui verder aan dat die motivering van grondvlak maatskaplike werkers deur die bestuurders nie onderskat moet word nie. Die deurgee van inligting is positief ervaar, maar die werkers sou meer ondersteuning daarvan van die bestuur wou ervaar. Tydens die studie is daar 'n beperkte mate van weerstand gevind. Weerstand by werkers word egter beperk indien hulle ervaar dat hulle deel van die proses is, voorberei word op verandering, sekuriteit nie be"invloed word nie en hulle oor die nodige redes vir verandering ingelig wor / The purpose of this study was to establish the influence of the process of change on the functioning of a welfare organisation. A literature and empirical study was done. Research showed that reasons for change were primarily of an external kind, that a high percentage of respondents not always understand the necessity or reasons for change, and that most of the respondents experienced the communication channels and information not always as open and clear. The research shows that motivation of ground level social workers by managers must under no circumstances be under-estimated. The way in which information was given, was experienced positively, but workers needed more support with it from management. During the research a limited degree of resistance was further found. Resistance experienced by workers became less when they were part of the process, are prepared for change, their security not threatened and the reasons for change are known to them. / Social Work / M. Diac. (Maatskaplike Werk-rigting)

The purpose of this research was the evaluation of the American Strategic Duration Perspective, generally accepted and often criticized for being performance based shorttermism, to the detriment of its long term economic sustenance. The study sampled three hundred and thirty one corporate strategic leaders in three categories, namely; American, Japanese and Japanese-American. The survey instrument was a written, cross sectional, questionnaire. The study evaluated the American Strategic Duration Perspective in contrast to; the Japanese Strategic Duration Perspective, generally accepted as long-termism, secondly, by measuring Japanese-American SDP. adaptation made in relation or response to the American Operating Environment. The traditional Japanese-American Strategic Duration Perspective is Japanese long-termism. Thus, JapaneseAmerican SDP. adjustment to the American Operating Environment would "objectively' demonstrate whether the American Strategic Duration Perspective was an appropriate subjective (Japanese-American) perception or not. The data reflected that not only had the Japanese-American sample become more American in Strategic Duration Perspective, but that the Japanese had themselves shortened their SDP. "independent" of the American Operating Environment. These facts supported the status quo American Strategic Duration Perspective. Further, the shortening of Strategic Duration Perspective by the Japanese sample reflects a broader, global trend toward an increasingly RealTimestrategic management model / Economic and Management Sciences / D. BL.

Text in Afrikaans, summary in Afrikaans and English / Hierdie studie is onderneem om die effek van leierskap op verandering in 'n nie-winsgewende organisasie te bepaal. 'n Literatuur- en 'n empiriese studie is onderneem. Literatuur beklemtoon dat verandering 'n realiteit in 'n organisasie is, 'n veranderingsagent die proses moet dryf en dat die transformasieleierskapstyl die gewenste styl vir veranderingsbestuur is. Navorsing toon dat verandering vanwee ekstreme invloede wel voorkom. Verwarring ten opsigte van wie die rol en verantwoordelikheid as veranderingsagent moet vertolk kom egter in die navorsing na vore. Die wyse en frekwensie waarop kommunikasie ten opsigte van verandering plaasgevind het, word oor die algemeen positief deur die respondente ervaar, maar respondente toon egter ook positiewe en negatiewe gedragsreaksies aan ten opsigte van verandering. Respondente toon dat die transformasieleierskapstyl met leierskapsgedrag/-kenmerke wat verband hou met integriteit, toeganklikheid en objektlwiteit hul tot deelname aan verandering motiveer. Navorsing toon ook dat leierskapspotensiaal en die behoefte aan leierskapsontwikkeling by respondente teenwoordig is. Navorsing het bevestig dat leierskap 'n effek op verandering in 'n nie-winsgewende organisasie het. / This research aims to establish whether leadership has an effect on change in a not-for-profit organisation. A literature and empirical study were conducted. Literature indicated that change in organisations is a reality and that organisations need to appoint change agents in order to facilitate the change process. Research has shown that change in not-for-profit organisation was caused by external influences and indicated that confusion exists as to whom the role and responsibility of change agent belongs to. Respondents indicated that they were generally positive about the frequency and way in which change was communicated but they indicated both positive and negative behavioral reactions to change. The transformational leadership style is highlighted as the best leadership style to manage change. The transformational leadership style with leadership behavior such as integrity, approachability and objectivity motivates respondents to participate in the change process. Research also indicated that respondents have leadership potential and have a need for leadership development. This study confirmed that leadership has an effect on change in a not-for-profit organisation. / Social Work / M.Diac. (Maatskaplike Werk-rigting)

Momentous choices and opportunities have opened up in South Africa since a settlement was successfully negotiated and a new political and constitutional dispensation was created. Events such as the constitutional negotiations and the establishment of reconstruction and development initiatives have placed a renewed emphasis on development management, process facilitation and the development of policy. This study provides an overview of the broad field of policy studies and specifically focuses on policy process models. In particular, this study centres on the further development of the generic process model and provides an overview of the application thereof to the operational environment. From this, simulation exercises and case study material have been developed as policy learning methodologies. Institutional arrangements for policy processes and the institutionalisation of policy and related support capacities at intergovernmental and organisational level receive particular attention. The study demonstrates the application of the generic process model by applying the framework to a case study based on the provincial demarcation exercise. This study concludes that policy management, as a cross-cutting, lateral methodology, in conjunction with similar methodologies, such as strategic planning, research methodology and project management, should be regarded as a critical tool, by the academic community and development practitioners alike, for improving the decision-making capacity of government, the private sector and civil society. / D.Litt. et Phil. (Development Administration)

While it is acknowledged that CI is important to SMEs, it is not being practiced optimally in SMEs. The study of CI in SMEs has not been as well documented as it has been in larger enterprises. Moreover, there is no evidence of CI awareness and practices in SMEs. The purposes of this study are to, establish the level and extent of awareness and practices of CI in SMEs, identify the challenges SMEs face in implementing CI, and equip SMEs for decision making in order to help SMEs to gain competitive advantage in a turbulent global market and to enhance their economic growth. This research indicates that SMEs are aware of CI. It also indicates that while SMEs practice CI, they do so informally. It also shows that CI provides competitive advantage to SMEs. / Business Management / M.Comm. (Business Management)

Thesis (MBA)--Stellenbosch University, 2003. / Some digitised pages may appear illegible due to the condition of the original hard copy. / ENGLISH ABSTRACT: The manufacturing industry is an important contributor towards the economic well-being and competitiveness of any country. It is widely accepted that improvement in the standard of living is linked to the improvement in productivity, and that this can be achieved through the manufacturing sector of a country. The level of business excellence of manufacturing organisations in the Western Cape is not currently known. It was the aim of this research to determine the level of business excellence of manufacturing organisations in the Cape Metropolitan Area, to determine the content of manufacturing strategy, and to investigate the linkages of manufacturing strategy and levels of business excellence. The research was conducted amongst manufacturing organisations in the Cape Metroplitan Area with an annual turnover of at least R50 million rand. A questionnaire was designed and distributed to organisations. Twenty responses were received and analysed. Due to the small sample, this study can only be regarded as exploratory in nature. The main results of the research indicated that the respondent organisations tended to overscore themselves, with an . average level of business excellence of 73.6%. Furthermore, there is a significant difference in the perception of the SAEF model criteria weights between the surveyed organisations and the SAEF. Although it was not possible to identify a 'right' or the 'best' manufacturing strategy, important trends were identified. Furthermore, the research indicated that there are several manufacturing strategy related factors that can positively contribute towards higher levels of business excellence. One area is the focus on overall organisational strategy development, and another is the implementation of several manufacturing practices such as '5-S' and 'selfdirected work teams', 'balanced score card', and 'TQM', amongst others. Several recommendations were made, addressing issues such as specific actions for manufacturing organisation, policy makers, and the SAEF, but also recommendations regarding research methodology and future research areas. / AFRIKAANSE OPSOMMING: Die vervaardigingsindustrie is 'n belangrike bydraende faktor tot die ekonomiese welstand en kompeterendheid van 'n land. Dit word wyd aanvaar dat verbetering in produktiwitiet tot verbetering in lewenstandaarde lei, en dat dit deur middel van die vervaardigings sektor van 'n land bereik kan word. Die vlak van besigheids uitnemendheid van vervaardigings organisasies in die Wes-Kaap is nie tans bekend nie. Dit was die doel van hierdie navorsing om die vlak van besigheids uitnemendheid van vervaardigingsorganisasies in die Kaapse Metropolitaanse Area te bepaal, om die inhoud van vervaardigingstrategieë te bepaal, en om die verband tussen vervaardigingstrategie en vlakke van besigheidsuitnemendheid te ondersoek. Hierdie navorsmg was uitgevoer onder vervaardigingsorganisasies in die Kaapse Metropolitaanse Area met 'n omset van ten minste R50 miljoen. 'n Vraelys is ontwerp en versprei aan organisasies. Twintig response is ontvang en geanaliseer. Weens die klein steekproef, kan hierdie studie slegs as verkennend van aard beskou word. Die hoofresultate van die navorsing het getoon dat die organisasies geneig is om hulself te oorskat, met 'n gemiddelde waarde van die vlak van besigheids uitnemendheid van 73.6%. Verder is daar 'n beduidende verskil tussen die organisasies en die SAEF in die persepsie van die kriteria gewigte van die SAEF model. Alhoewel dit nie moontlik was om die 'regte' of 'beste' vervaardigingstrategie te bepaal nie, is belangrike tendense geïdentifiseer. Die navorsing het getoon dat daar verskeie vervaardigingstrategie faktore is wat positief bydra tot hoër vlakke van besigheids uitnemendheid. Een area is die fokus op algehele organisasie strategiese ontwikkeling, en 'n ander is die implementering van verskeie vervaardigingspraktyke soos onder andere '5-S', 'self-gerigte werkspanne', 'balanced score card', en 'TQM'. Verskeie aanbevelings is gemaak, wat kwessies aanspreek soos spesifieke aksies VIr vervaardigingsorganisasies, beleidmakers, en die SAEF, maar ook aanbevelings rakende navorsingsmetodologie en areas vir toekomstige navorsing.