Thesis (MPhil)--Stellenbosch University, 2012. / ENGLISH ABSTRACT: Volatility, globalisation, turbulence and constant change are some of the challenges facing the business environment today. Companies have proposed and tested many strategies to cope with the unpredictable world of business. In this thesis, a project by an anonymous South African company (The Company) to respond by improving organisational excellence is analysed and evaluated against its success in fostering organisational learning. The Company initiated a project in which Lean Manufacturing, Six Sigma and Clear Leadership Engagement were combined in search of operational excellence. In Chapter 1, the context is set out. The research question is formulated as follows: to what extent does organisational learning depend on organisational excellence? Chapter 2 discusses and defines key process concepts. These are: Lean Manufacturing, Six Sigma, Lean Six Sigma and Clear Leadership Engagement Models. The chapter also outlines the key practices and the shortcomings of each process. Chapter 3 discusses and defines the conceptual building blocks of the thesis. These are the notions of organisational learning and learning organisation. Tools used to diagnose whether an organisation is learning are introduced together with an Organisational Learning model to be used to assess the relationship between Organisational Learning and Operational Excellence. Chapter 4 focuses on the project of the Company – the Operational Excellence “journey”. How the journey was conceived, the players were involved and steps taken to drive it are described. In Chapter 5, the combination of Lean Six Sigma, Lean Manufacturing and the engagement models that the Company used, is assessed. The chapter attempts to unravel the reasons behind this combination and determine how this combination worked in practice. It is through this chapter that an attempt is made to explain the logic of this unusual combination. Other businesses have implemented different forms of improvement in isolation, but it is rare to find a company that combines operational improvement methodologies with an engagement model. In Chapter 6, all the theories and empirical evidence come together. In this chapter, the relationship between Pursuing Operational Excellence (POE) and Organisational Learning is tested. The author uses the seven salient characteristics of learning organisations, distilled by the researcher, to prove the positive relationship between Organisational Learning and Operational Excellence. Through this chapter, the researcher answers the question whether a positive link exists between POE and Organisational Learning. It was clear from the research that there is indeed a positive link between POE and Organisational Learning. What the research could not determine is the degree or the rate of learning linked to POE, or what percentage of learning the organisation achieved over a period of time. / AFRIKAANSE OPSOMMING: Volatiliteit, globalisering, turbulensie en konstante verandering is ‘n uitdaging waarmee die sake-omgewing deesdae te doen kry. Baie strategieë is voorgestel en getoets deur maatskappye ten einde by te bly in die onvoorspelbare sake-wêreld. In hierdie tesis word ‘n projek wat in ‘n anonieme Suid-Afrikaanse maatskappy (The Company) uitgevoer is om op die uitdagings te reageer, by wyse van ‘n dryf na operasionele uitnemendheid, geanaliseer en geëvalueer aan die hand van die mate waarin sodanige aksies organisatoriese leer bevorder het. The Company het ‘n projek geloods waarin Lean Manufacturing, Six Sigma en Clear Leadership Engagement gekombineer is op soek na operasionele uitnemendheid. In Hoofstuk 1 word die konteks uiteengesit en die navorsingsvraag geformuleer as die vraag in watter mate organisatoriese leer deur operasionele uitnemendheid bepaal word. In Hoofstuk 2 word die kern prosesbegrippe bespreek en gedefinieer. Dit is: Lean Manufacturing, Six Sigma, Lean Six Sigma en Clear Leadership Engagement models. Die hoofstuk gee ook ’n oorsig oor die hoofpraktyke en tekortkominge van elke model. Hoofstuk 3 bespreek die konseptuele basis van die navorsing. Dit is die konsepte: Organisatoriese Leer en Lerende Organisasie. Instrumente om te diagnoseer of ’n organisasie leer, word voorgestel, asook ’n model van Organisatoriese Leer wat gebruik sal word om die verband tussen Organisatoriese Leer en Operasionele Uitmuntendheid te bepaal. Hoofstuk 4 fokus op die projek wat The Company onderneem het. In hierdie hoofstuk word die “reis” na operasionele uitnemendheid beskryf; hoe dit ontstaan het, die rolspelers wat betrokke was en die stappe wat op die reis geneem is. In Hoofstuk 5 beoordeel die kombinasie van Lean Six Sigma, Lean Manufacturing en die engagement modelle wat deur die Company gebruik is. Die hoofstuk probeer ontrafel wat die motivering vir hierdie kombinasie is en hoe dit in die praktyk uitgewerk het. In die hoofstuk word gepoog om die logika van hierdie ongewone kombinasie te peil. Ander ondernemings het verskillende vorms van verbetering in isolasie geïmplementeer, maar dit is selde dat ’n mens ’n maatskappy vind wat operasionele verbeteringsmetodologieë kombineer met ’n engagement model. In Hoofstuk 6 kom al die teorieë en empiriese gegewens bymekaar. Dit is in hierdie hoofstuk waar die verhouding tussen die nastrewing van Operasionele Uitnemendheid en Organisatoriese Leer getoets word. Die navorser gebruik die sewe kenmerke van Lerende Organisasies wat tevore geïdentifiseer is om ’n positiewe verband tussen Organisatoriese Leer en Operasionele Uitnemendheid aan te toon. Uit die navorsing was dit duidelik dat daar ’n positiewe verband is tussen die nastrewing van Operasionele Uitnemendheid en Organisatoriese Leer. Maar, wat die navorsing nie kon beantwoord nie, is die graad of spoed van leer wat met die nastrewing van Operasionele Uitnemendheid verbind kan word, of watter persentasie leer die organisasie oor ’n gegewe tydperk bereik het.

South Africa has one of the highest unemployment rates in the world, currently 23.90%. One way for the government and policy-makers of South Africa to address this dire statistic is through the fostering and promotion of entrepreneurship and small business creation. The benefits of entrepreneurship are numerous and can include: increasing a country’s productivity, enhancing the welfare and well-being of its citizens, reducing emigration rates, improving economic development and perhaps, most importantly, increasing employment rates. Worldwide, small businesses within the private sector have become indispensable to sustainable job creation and therefore it is of the utmost importance that small businesses in any economy develop, grow and succeed. Despite the fact that research pertaining to small businesses has increased over the years, little empirical evidence has been established. In particular, research into what makes small businesses successful has been limited. Entrepreneurial activity in South Africa remains less than ideal and therefore it is appropriate that research into the success factors of small businesses in South Africa be investigated. Furthermore, the survival of South African small businesses beyond four to five years of being in operation is estimated at only 20.00%. It is evident that a lack of knowledge exists and with respect to this research the factors found to be the most common determinants of success for small businesses in Port Elizabeth were determined and investigated. Convenience- and snowball sampling techniques were used to identify potential participants. In total 43 usable questionnaires were returned. Methodological triangulation was used to analyse the data, according to descriptive- and inferential statistics, as well as content analysis. This being so, the research was conducted within two paradigms, primarily, the positivist research paradigm and also the phenomenological research paradigm. The key findings of this study indicate personal factors to be the most important success factor group, while the environmental success factor group is considered the least important. The most important factors attributable to the success of participants’ small businesses include: maintaining good customer services skills and relationships; having a strong commitment to product/service quality; and having honest employees with sound professional ii knowledge and a positive morale. The least important success factors include: trade exhibitions and business fairs; small business legislation; and industry structure and competition. Finally, the hypothesis tests indicate that significant differences only exist between: the relationship statuses and business factors and the business sectors and environmental factors. The results of this research have significant practical implications for the various stakeholders of entrepreneurship. It is hoped that the results will add to the existing body of knowledge and in turn aid South Africa in becoming aware of the factors essential for small business success. In doing so, South Africa at large will be able to take full advantage of entrepreneurship and small business creation, which continue to remain well within its reach

A TPM é uma abordagem de Melhoria Contínua reconhecida para o desenvolvimento de estratégias organizacionais, otimização do processo e o aumento de competitividade. Porém, durante sua implementação ocorrem muitas falhas e os resultados não ocorrem da maneira esperada. Para reduzir estas falhas, esta pesquisa tem como objetivo apresentar os Fatores Críticos de Sucesso (FCS) na implementação da TPM em um grupo de empresas brasileiras vencedoras do prêmio TPM Awards. Os FCS foram identificados através de uma pesquisa exploratória em casos de implementações bem sucedidas. Após identificados, estes fatores foram priorizados pelo método de Análise Hierárquica de Processo (AHP), por especialistas na metodologia TPM. As análises demonstram claramente, que o sucesso da metodologia TPM depende fortemente dos esforços dos gestores das empresas, principalmente a alta gestão. Desta forma, são apresentados os elementos fundamentais em que a gestão deve se concentrar em cada uma das quatro fases do programa. Este processo pode auxiliar os gestores a dar ênfase sobre os FCS e a identificar quais erros devem ser evitados para aumentar as chances de sucesso do programa da TPM. / The TPM is a Continuous Improvement approach recognized for developing organizational strategies, process optimization and increased competitiveness. However, during its implementation many failures occur and the results do not occur as expected. To reduce these flaws, this study aims to present the Critical Success Factors ( CSFs ) in the implementation of TPM in a group of Brazilian companies winning the award TPM Awards. The FCS were identified through an exploratory research on cases of successful implementations. Once identified, these factors were prioritized by Analytic Hierarchy Process method (AHP), by experts in the TPM methodology. The analyzes clearly demonstrate that the success of TPM methodology depends heavily on the efforts of corporate managers, especially top management . Thus, the key elements that the management should focus on each of the four phases of the program are presented. This process can help managers to give emphasis on the FCS and identify what mistakes should be avoided to increase the chances of success of the TPM program.

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2015. / The necessary skills and knowledge on how to open and manage a business can be mastered but the uncertainties during decision-making, as well as the risks, obstacles and barriers present in the business environment can change established ways of conducting a business. However, identifying the causes of such uncertainties, risks and obstacles is essential as it may reduce the probability of failure in the future, and supports effective policy-making. The purpose of this thesis was to examine the factors contributing to the failure of small enterprises in the Luanda province in Angola, with three specific objectives: to assess the critical management and financial factors; to examine the effect of market competition; and to assess the factors in the economic conditions associated with the causes of small business failures. Recommendations made to government could mitigate the high number of business failures. Similar studies were conducted in countries other than Angola. As alarmingly high rates of business failure exist in Angola, this study sought to examine the factors associated with such failures. This research was conducted under a positivism theoretical perspective and a quantitative research method was adopted. A questionnaire was the primary data collection instrument and the snowball sampling technique was employed. Questionnaires were distributed to 130 small business owners and managers who had experienced business failures and 108 questionnaires were collected. Statistical Package for the Social Sciences (SPSS) software was used to analyse the quantitative data which was collected. Results were statistically descriptive in nature and presented in tables, pie charts, and bar charts. The results indicated that critical factors which influenced the failure of small enterprises in Angola were: small business owners and managers lacked knowledge of business systems; small business owners and managers lacked financial accounting skills; and negligence by small business owners and managers in planning and controlling business resources. This indicates that institutions do not actively promote entrepreneurship knowledge and skills development and there is an absence of successful entrepreneur role models and business mentors or coaches for entrepreneurial capacity-building. Among others factors influencing business failure in Viana, this study identified a lack of economic support and availability of fundamental business resources such as raw material, skilled people and finance, rigid policy-making regulations, and a high level of corruption and theft in the country, to the extent that the small business may lack money and is unable to continue operations.The study recommends that since most small businesses operate on a basis of sole decision-making, it is important that the entrepreneur/manager should make a concerted effort to acquire the necessary knowledge and skills in management and finance systems, primarily to start a business or as needed, so that risk and probability of failure can be reduced. Policy-making should consider support structures for entrepreneurial capacity building, increase the production of primary products and raw material, provide entrepreneurial training and skills development (higher education), and develop mechanisms to allow easy access to information, reduce trading restrictions and reduce crime.

Problem: In South Africa, women have not always had opportunities in society or the workplace due to historical discriminatory political and socio-economic policies and practices, including apartheid (United Nations Economic Commission for Africa, 2011). Gender disparity at the top echelons of organisations is still prevalent, and the South African business landscape is not different despite progressive legislation promulgated in the late 90s when the democratic government took over. Aim of the study: The aim was to identify challenges faced by women when attempting to advance into executive positions and strategies that could assist them in this respect. Method: A literature study was conducted to establish what work had already been done in the field of gender studies and advancement of women in the corporate world. For the empirical study an interpretivist paradigm with a qualitative research approach was adopted. Interviews were conducted with ten women who were members of the Port Elizabeth branch of the Businesswomen's Association of South Africa (BWASA) and who were categorised as hopeful, emerging or already in executive positions. They were asked about the challenges they were facing or had experienced and the strategies that assisted or could assist them in advancing to an executive position. They were also asked to provide critical incidents with the view of enriching the data and gaining a deeper understanding of the phenomenon. Results: Gender-insensitive organisational policies, an unsupportive organisational culture and unknown barriers in selection emerged as key challenges experienced by the participants. Facilitative strategies that emerged included a supportive corporate culture, family support, an enabling supervisor and affiliation to professional bodies. Conclusion: Whilst a large pool of work has been done on the advancement of women, gender equality in corporate South Africa remained a challenge. This challenge should be addressed from a corporate, personal and professional perspective. Recommendations: An integrated organisational approach to this phenomenon is required which should include appropriate company policies, a supportive organisational culture and enabling supervisors. In addition, women should garner the support that their families provide and they could greatly benefit from affiliating to professional bodies.

This study investigated relationships between marketing success, the level of external environmental complexity and turbulence, and marketing mix tactics. The literature suggested that more successful companies in simple and stable environments use stabilising marketing tactics, while more successful companies in complex and turbulent environments use destabilising tactics, regardless of industry habits, management preferences or market sector. A marketing mix model for the different environments was developed using a chaos and complexity theory perspective. The study was exploratory, using a qualitative, case study technique. Data was collected via depth interviews and document analysis from four companies in the information technology (IT) and packaging industries. These industries were identified as, respectively, the most complex and turbulent, and the simplest and most stable, South African environments. Two companies from each industry were chosen to reflect more successful and less successful companies. The more successful company in the complex/turbulent environment was found to use destabilising tactics, as did the more successful company in the simple/stable environment. Therefore, contrary to expectations, it appears that destabilising tactics contribute more to success than stabilising tactics do, regardless of the environment. It was also found, contrary to expectations, that stabilising tactics were used by both the less successful companies. The research concluded that destabilising tactics are related to more success and stabilising tactics to less success. The lack of clear differentiation between the two industries may be because the whole South African environment is complex and turbulent, because the packaging industry is not sufficiently simple and stable to differentiate it from the IT industry or because packaging industry managers perceive their industry to be complex and turbulent and act accordingly. Despite these uncertainties, the research showed the marketing mix model to be reasonably accurate for the complex/turbulent environment, and therefore of potential value to South African companies. To overcome the equivocal findings, further research is recommended in different industries, in countries with different levels of complexity and turbulence and into specific marketing mix tactics. Research into managers’ perceptions of environmental complexity and turbulence and into co-evolution of marketing tactics and external environments would also be of value.

Small and medium-sized enterprises (SMEs) are recognised internationally and in South Africa as a critical component of the economic development of a country as a result of their contribution to job creation, alleviation of poverty, sustainability and innovation. Furthermore, the majority of SMEs are also family-owned and play an increasingly important role in the South African economy, making up approximately 84 per cent of businesses in the country. Despite the critical role that family and non-family SMEs play in economic development, they are still plagued with high failure rates and unique challenges that make it difficult for them to survive. These challenges include, amongst others, regulatory burdens, restrictive labour policies, a lack of access to finance, markets and technology, as well as an overwhelmingly constant emphasis on survival. As a result of the added dynamic of family relationships within family-owned SMEs, they face additional challenges such as conflict between family members and inadequate succession planning. Focus is often placed on the factors leading to failure, but little is known about success-aiding behaviours that could reduce the high failure rate and improve the success rate of these businesses. As a result, it is important to examine what determines success and how it is measured. Success can be defined as the attainment of goals, therefore the achievement of goals plays a critical role in the success of the business.

No description available.

The project is to about employee job satisfaction and how outside and inside factors affect that satisfaction. The researcher used the Minnesota Satisfaction Questionnaire to measure satisfaction.

The purpose of this study is to define Intuitive Intelligence and identify the role of Intuitive Intelligence in Leadership Strategic Decision Making. The study provides a framework for Intuitive Intelligence within the context of leadership strategic decision making. Empirical study: The study used a dual phased research design, which included qualitative mixed methods; deconstruction, grounded theory, triangulation, and the use of Atlas ti. Research Limitations / Implications: This study would be enhanced by future studies using an extended scope. Suitable testing and assessment methods would also offer a suitable quantitative perspective. Value / Benefit: The study serves to assist executives' awareness of factors enhancing decision making skills such as the utilisation of Intuitive Intelligence; as well as to highlight those risk factors which may inhibit effective strategic decision making. Summary: The research study is focused on the role of Intuitive Intelligence in terms of effective leadership strategic decision making. Rooted within the epistemological context of Leadership, Complexity and Chaos, Strategy as Practice, Knowledge Management, Sense making and Decision making, the focus is on the role of Intuitive Intelligence within such context. The research study contributes toward an understanding of how Intuitive Intelligence enhances the effectiveness of leadership strategic decision making; within the context of business leadership in South Africa, and strives to serve business leaders engaged in such strategic decision making. Findings and conclusion: The findings support the case for the development, use and role of Intuitive Intelligence in terms of effectiveness of leadership strategic decision-making. / Business Management / D.B.L. (Business Leadership)