D.Litt. et Phil. (Public Management and Governance) / This study focused on the variables that influence change leadership competencies to strategically manage transformation within the South African public sector. One of the key aims was to develop a competency framework for transformational leaders in senior public management positions. The thesis provided a conceptual description and explanation of appropriate and adequate leadership concepts, theories, approaches and phenomena that influence leadership role competencies for change management. It also contributed to a specific level of understanding of appropriate and adequate change concepts, theories and phenomena regarding the problem of change leadership role competencies. Furthermore, the study also investigated strategic leadership concepts, theories and approaches for addressing the problem of strategic leadership role competencies. A modernist qualitative research methodology was followed, where grounded theory was applied as the research strategy. Furthermore, a qualitative coding paradigm was established to develop an integrated model of strategic and transformational leadership competencies in order to manage organisational change. Importantly, the qualitative coding paradigm was developed to enable public sector employers to develop a competency framework that encompass the key leadership skills, behaviours, attributes and knowledge for senior public managers who have to cope effectively with organisational change within a public sector environment. The study contributed to the development of a substantive theory of the organisational change process. Furthermore, on a practical level, it contributed to the disciplinary and methodological fields of Public Management, Public Leadership and Public Governance.

M.Com. (Strategic Management) / Computer technology is a phenomena that has impacted on each and every sphere of life. The business world, in particular, has had to take cognisance of this fact. This study focused on how South African banks have made use of computer technology, more specifically CBIS. The study concentrated on the four largest banks in South Africa, being ABSA, FNB, Nedcor and SBIC. Besides being rated as some of the largest businesses in the country, these banks were also extensive users of CBIS. They also regarded IS of great strategic importance to them. Technology and information resources were looked at from a banking perspective. The technology resource was narrowed down to computer technology, consisting of hardware and software components. Information, having its origin in data, is a resource that was either overlooked or neglected by businesses. Banks did recognise the strategic importance of these resources, however they rated top managements' computer literacy somewhat unfavourable, which poses a problem for them. EIS was stated as a medium for executives to obtain their information from. The integration of IS as a strategic resource into the strategic management process of a bank formed the crux of this study. The strategic management process has to address this issue at a corporate level. In banks IS was regarded as an IT matter rather than a VlJ management matter, resulting in top management not getting involved or supporting IS strategies effectively. The supporting role of IS, both in business activities and management decisions, have to be fully understood and appreciated for optimal use of this resource. The strategic management process was discussed with strategy formulation coming first. Practical ways of integrating IS activities were given by addressing the strategic fit between the organisation and IS. Banks said that they did focus on IS in their strategic management process and that IS strategies were mostly implemented by them. Strategic control has to determine whether the intended IS strategies have materialised in what they were set out to achieve. A practical framework, based on IRM, was developed for banks. Some alternate strategies for IS, related to the revamping or upgrading of IS, were also highlighted. Banking IS for the future seem to be unlimited with new technologies developing daily. IS for banks in the future has to form an integral part of their strategic management processes. A bank has to assess where they are now regarding their IS, where they would like to be and then how to get there.

M.Comm. / The facts are : There is very little (if any) guidance from even the most reliable sources in terms of how to deal with labour at the moment. Poor discipline, unreasonable demands/expectations, unprocedural (unreasonable) work stoppages, etc., etc., are "the order of the day" everywhere we look and, hence, the "spillover" onto the shop floor. There is no single identified management style that will succeed without some failure during these times. In addition to that there is one huge awakening awaiting most of our managers in the manner in which they approach, discipline and manage subordinates. The objectives of this project can be summarised as follows : To gain some input, share experience and thoughts from other companies that are experiencing similar challenges. To carefully and objectively evaluate and analyse the existing strengths and weaknesses, opportunities and threats at the Company. To establish a strategic Management Model that will assist this, and other companies, to manage and remain focused through these times and that will improve communication, trust and understanding between all the role players in this complex business environment of ours. To set structures for tracking meetings to evaluate progress, share problems and concerns and to enhance cohesion amongst the management team.

M.Com. (Business Management) / The main objective of the study is to measure the relationship between the practices of corporate entrepreneurship and lean six sigma within the South African financial sector. Although studies on these management styles are prevalent in the literature, few of them provide a direct comparison of the styles. There is a further gap in the literature that addresses the South African context. The study design included anonymously submitted questionnaire data on the levels of corporate entrepreneurship, lean six sigma and organisational performance from employees at South African banks. 248 potential participants were contacted, with a snowball sampling method being utilised. The final response rate was 41% (102 completed surveys), and this is the number used in the study. Respondents were employees at South African banking institutions. Likert scales were used to score the various constructs of corporate entrepreneurship and lean six sigma. The study looked to determine if there are statistically significant relationships between these constructs. In addition, the relationship between organisational performance, corporate entrepreneurship and lean six sigma was reviewed. The findings were that there are low-level practices of entrepreneurship and lean six sigma in the South African financial institutions. The main findings showed that in general the elements of corporate entrepreneurship had a correlation to the elements of lean six sigma, as evidenced in four out of the six possible correlations. This being said; the correlations were weak to slightly moderate in nature. As for the correlation to organisational performance, four out of the five potential correlations were statistically significant, all be it either weak or almost moderate. There was a positive direction to the correlation in all instances. The main implications of the findings are that corporate entrepreneurship and lean six sigma, though vastly differentiating in history and styles can co-exist in a single organisation. There were no instances of negative correlation as may be expected from the seemingly incomplete and incompatible nature of the two methods. The recommendation is that these two strategies can and should be implemented in conjunction, given their explicit impact on organisational performance. The main limitation of the study was that a small sample used. Another limitation was the focus on banks and not the entire financial sector. Future research could target other financial institutions that are not full service banking operations. The study could contain more detail to determine if, the size and age of the organisation impact on the practice of corporate entrepreneurship and lean six sigma.

Traditional cost-accounting approaches have served manufacturers well over a long period, but due to the changing nature of the modern manufacturing environment shortcomings have resulted and are no longer regarded as suitable (Gagne & Discenza 1993: 68). Similarly, Monden and Lee (1993: 22) state that many practitioners and academicians have questioned the effectiveness of standard cost systems, which have been used as the primary cost control measure for the last several decades. Cooper and Slagmulder (1997: 2) point out that in contrast to the conventional cost management techniques, target costing adopts a feed-forward approach. The objective of target costing is to design costs out of products, and not to find ways of eliminating costs after the products enter production. Few firms can afford to ignore such a powerful mechanism to increase profits in today’s highly competitive environment.

The aim of this chapter is to provide an overview of the research topic, conceptualising and defining three critical concepts that the research will focus on. The first part deals with the South African understanding of local economic development, rural development, as well as the role of small towns to local economic development. In order to present the role of small towns in rural economic development it is important to define and contextualise the current meaning and understanding of rural development and local economic development. How small towns can promote the role of rural economic development particularly in relation to their surrounding rural villages. The chapter also briefly introduces the small town of Keiskammahoek as research study area.

Literature indicates that the sustainability of Non-Profit Organisations (NPOs) is important as they provide pivotal services to the community. In this study, the researcher investigates common problems associated with strategy formulation and implementation in NPOs in the Nelson Mandela Metropole. The researcher reports on the importance of strategy within all organisations and outlines a strategy process that can be used as a guide to measure strategic planning in NPOs. In pursuit of conducting qualitative research, a self-constructed questionnaire was used to perform telephonic interviews with managers of NPOs. The study yielded a low response rate, but based on the analysis of the data collected, findings indicate that the main problem is not with strategy formulation or implementation, but with the understanding of the concept of strategic planning. During the interview process, it became evident that there is a common misconception that the annual operations planning constitutes a strategic plan. A major limitation to this study was the absence of a benchmark against which to measure success. Unlike a for-profit organisation where success is measured by profit margins, NPOs have different priorities and therefore successful strategic planning differs from one organisation to another. A recommendation for managers at NPOs is that they start thinking strategically about their organisation, its planning, and methods for doing so (which is discussed in Chapter Five).

The aim of this study was to investigate the alignment of human resources with the strategic plan at Emalahleni Local Municipality in Chris Hani District Municipality, Eastern Cape. The alignment of the human resources plan with the strategic plan is the requirement for inclusive integrated planning legislated in local government acts. The research in this area does not investigate the alignment of the human resources plan with the strategic plan especially in Eastern Cape local government. Integrated planning which is inclusive of human resource development and performance management is a legal requirement legislated in the Local Government Municipal Systems Act no. 32 of 2000. From the literature review it was evident that it is essential for organisations to have a clear vision and measurable specific attainable time-bound objectives which could transpire into measurable performance standards. For achievement of the strategic objectives human resource planning of the organisation has to be informed by the objectives of the organisation so that there can be a relationship between the employees and the business in which they are employed. The literature raised the importance of the involvement of the human resource manager and employees in general in the development of human resource strategy and strategy planning in the organisation and the performance of the organisation. A combination of the qualitative and quantitative approaches was used to achieve the objectives of evaluation research used as the research design in the study. A document study, interviews, and questionnaires were used to investigate the alignment studied. The participants were employees ranging from managers to lowest-level employees. The main patterns that emerged from collected data were the lack of clear strategic objectives, lack of alignment of the strategic plan and human resources, the lack of human resource strategy and development, and performance management systems. Emalahleni Local Municipality was then advised to review and reconceptualise its strategy plan to contain objectives which were clear, specific and measurable, and strategic objectives to include a human resource strategy for human resource alignment with the strategic plan. Such alignment could lead to integrated planning which could be measured to evaluate failure or success in the achievement of the strategic objectives.

Thesis (M.Com. (Accountancy))--University of the Witwatersrand, Faculty of Commerce, Law and Management, School of Accountancy, 2015 / Many studies considering the effects CEOs‟ characteristics have on the companies they run have been carried out in America. This study considers if organisational outcomes and strategic choices are partially predicted by managerial background characteristics as put forward by Hambrick and Mason (1984). It attempts to determine if the personality traits of CEOs of JSE listed companies (which result in them being classified as a narcissist) have an impact on the financial performance on the company for which they work. As identified by Chatterjee and Hambrick (2007), prior research has explored how executive‟s characteristics are manifested in organisational outcomes, however very little research addresses the narcissistic aspect of CEOs personalities. This study explored whether a relationship exists between CEO narcissism and strategic dynamism in a nonprobability, convenience sample.. A 5-item narcissism index was used as a proxy for narcissism and financial leverage, overhead efficiency and plant and equipment newness, were used to measure strategic dynamism. Multiple regression was used to analyse the data by applying CEO narcissism as the independent variable, strategic dynamism as the dependents variable whilst including control variables, including the CEO tenure, the age of the CEO, the age of the company, and indicator variable for the presence of a COO, the phase of the economy during which the CEO served his tenure and an indicator variable for which industry the company is operating in. The results of this study revealed that there is a viii correlation between the level of narcissism, captured using unobtrusive measures, of a JSE listed company‟s CEO and the level of strategic dynamism of that company. The results of the regression models suggest that whilst there is no observable relationship between narcissism and strategic dynamism, there is a relationship between narcissism and two of the components of strategic dynamism, financial leverage and plant and equipment newness. This research contributes further to the study of the effect of narcissistic CEO‟s on the companies for which they work and suggests that the personality traits of CEOs should be considered by company boards and shareholders when deciding to elect a person as CEO as well as by investors when deciding which companies to invest in.

Social Work / (M.A.(Social Work)