published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business / Doctoral / Doctor of Philosophy

Non-profit organisations are of great importance in community development. These organisations often take up those issues of concern in communities, which profit making organisations are not interested in pursuing. Many South African non-profit organisations remain dependent on sources of revenue such as subsidies, donations or grants (if available) from the government or the private sector. As times have changed in the country whereby such revenue sources are limited, non-profit organisations focus on becoming more efficient in the management of these organisations. Managing non-profit organisations is in many cases carried out by participants on a voluntary basis. Projects and programmes can ensure meaningful outcomes if Strategic Management principles and processes are applied efficiently in the initial phases of development. Some examples of non-profit organisations in communities are evident in the form of educational institutions, social and welfare organisations, environmental community forums and organisations representing the business sector. / Prof. N. Lessing

Preliminary desk researches suggested that strategic planing and management needs empirical evidence to broaden itsapplication to different industries, The purose of the study is to examine the practical framework for the plannng and development of strategy and strategic plans from the current practice of retail operations in Thailand. Theoretical reviews were carred out at early stage of the research on strategic decision making, planning systems, strategy and retailing to build a framework for research objectives and to form research questions. The main objective of the research is, therefore, to examine forms of strategy development process and the influence of marketing concepts to the planning processes of selected organisations. Fieldwork was planned to investigate at several modern retailers in Thailand, where retail competition has been intensive. Five retailers allowed their co-operation, and several methods of data collections, such as different types of interviews, observations and the analysis of achieval record, were employed to generate five case studies. The main conclusion drawn from the study would indicate that the term "strategic planning process", together with budgeting and long-range planning systems, are embedded in yearly periodical planning systems that react to external environment challenges only in the short term. The yearly periodical planing system together with an administrative system forms an on-going planning cycle. The strategic management process, on the other hand, is future-oriented planning process that has a time-span of more than a year. Strategic decisions generated by the strategic management process together with the outcome of other strategic decision-making are the inputs to both components of the on-going planning cycle. Therefore, short-term and long-term strategy development processes are distinct processes that require different approaches. However, the two processes are linked and both should be embedded within the overall strategic development process. The study also suggests that Thai retailers have to strengthen their strategy development process to be able to encourage learning and understanding of key business environments, business concepts and strategies before generating their own "winning formula". The outcome from the thesis is, therefore, a practical framework for the planning and development of strategy and strategic plans from the current practices of retail operations in Thailand that can be applied as a checklist for monitoring and evaluation in large-to-medium sized retailing organisations in similar trading environments.

M.Com. / In this treatise, research is done into the various theories with regard to the business phenomenon and the various phases of the business cycle according to various economic indicators. A characteristic of the South African economy as well as other capitalistic systems, is that business indicators have a unstable tendency. Times of prosperity are followed by times of recession when unemployment, production, prices, profits and economic welfare, decline. The recession is again followed by times of prosperity which are characterised by increases in job opportunities as well as rising prices, profits and living standards. This wave like movement in economic activity is known as the business phenomenon. There are certain forces which directly affect the business cycle - some of them force it upwards while others force it downwards. The direction of the business cycle depends on the dominant forces. As soon as the forces are exhausted, a turn in the cycle results. The series regarding the business cycle are classified according to specific schools of thought in order to investigate their development as well as the main causes of the wave like motion in economic activities. A simple classification can be made by dividing the theories into those which preceded the publication of J.M. Keynes' General Theory of Employment, Interest and Money in 1936 as the Classical or Pre-Keynesian, and those which form the Keynesian school of thought and which appeared since the thirties as the Post-Keynesian theories. Firstly the Pre-Keynesian business cycle theories are discussed with reference to amongst others the demand theories, supply theories, the monetary theories and. the impulse theories. Thereafter the Post-Keynesian business cycle theories are discussed, that is those of Hicks, Kalecki, Goodwin and Duesenberry. An examination of the different phases of the business cycle implies a study of the movement of economic data in a upward and downward direction. Four phases can be discerned within the business cycle namely: the upward phase, the upper turning point, the downward phase and the lower turning point. The position of the various indicators will determine in which phase a country's economy finds itself. Economic activities are never stagnant, with the result that a period of prosperity may be followed panicking or a pez'Lod of depression. Several economic indicators may indicate this sequence, for instance unemployment, declining output and profit margins, and the resulting loss of income on the national level. As soon as the lower turning point is reached, the economy starts to recover and a period of prosperity again follows. It can thus be argued that the business cycle is a result of interaction between demand and supply. The business cycle has a significant result on the economy as a whole. It influences the prosperity of the country and even that of the undertaking, its manpower position, its capacity occupation and its factors of production. Every individual is effected to the extend that his disposable income is directly determined by the position of the business cycle. The phases of the business cycle and the inclining and declining motion of economic data contains the nucleus of the effect of the external environment on the undertaking.

M.Comm. / The environment in which a South African business operates are distinguished by change. Businesses must on a continuous basis adopt to the demands of change in their environment. This study focus on the unseen or invisible components of a business, such as the structure, culture, leadership and human resource compliment, which enable the business to implement the formalised strategy, which in turn assist the business in adopting to the change in environment. Chapter two contains a short summary of strategy formulation and implementation. As soon as the strategy has been formalised and implementation of strategy must take place, the emphasised is moved to the unseen components of business. From Chapter three to six a iscussion on the resources required to support and manage the implementation of strategy, follows. In these chapters the following is raised: the structure that is required to ensure that strategy objectives are achieved; the required leadership, with emphasis on the role of leaders vs managers in a business; the relationship of strategy and culture; and the optimal composition of the human resource complement to ensure the implementation of the strategy. A summary of the recommendations of the study are the following: develop a suitable structure to support the strategy of business and tend to move to flatter organisational structures; obtain and develop leaders in the business; build and encourage a strong corporate culture; and Top Management must ensure and commit them to obtain the required human resource compliment in the business. In conclusion a recipe to the successful implementation of a strategy "Be customer focused and get the basis right.