In an ever-changing environment, it has become difficult for organisation to create and maintain a competitive advantage. Nowhere is it more evident than in the manufacturing industry. For organisations to be successful, it is imperative for them to have a clear and well-defined strategy. This strategy should be viewed as the steering mechanism of the organisation. With the ever-increasing demands of customers, organisations have been forced to be agile in order to adapt to sudden changes. Now more than ever, technology can be used as a powerful tool. For organisations to be profitable and grow, they need to have a management team that is competent to manage the organisation in turbulent times. To ensure a competitive advantage, management must be able to predict the future needs of the organisation. The use of technology forecasting and technology audits can assist management in addressing this process. Most organisations are technology intensive and deliver products or services. The research attempts to determine a strategy for the successful implementation and management of technology in a manufacturing organisation. It also tries to establish the impact of technology auditing on the competitive advantage of the organisation. A comprehensive technological audit questionnaire was used in conducting an audit at Valor Fruit Processors (Pty) Ltd. It must be emphasised that this model is a generic model and should be customised to suit each particular organisation.

Organizations vary greatly in their approaches and success in justifying investment in advanced manufacturing technology (AMT). This study investigates usage of various justification approaches by US manufacturers and examines the impact of such practices on the ultimate performance of AMT projects. Responses from a survey mailed to 584 plants in the US were used to test four propositions concerning AMT justification practices. We first discover that the majority of plants are not utilizing the more sophisticated justification techniques that are being touted by many researchers. Significantly, firms using hybrid justification strategies which include both economic and strategic justification approaches were found to attain higher levels of success from their AMT projects than plants that used only one method. However, once a plant used a hybrid justification method, preference for either strategic or economic criteria had no impact on the level of success of the project. Not surprisingly, plants using the more complex manufacturing technologies were more likely to have multiple functional departments involved in the justification process. Finally, the composition of inter-departmental teams for planning, justification and installation activities have an impact on the success of the AMT project.

A research report submitted to the Faculty of Commerce, University of the Witwatersrand, Johannesburg, in partial fulfillment of the requirement for the degree of Master of Commerce, / Logistics is a management discipline that has been spoken about for years and is yet to deliver the full potential that it purports to bring about. Excellence in logistics has been identified as one of the major challenges that products related organisations currently face to ensure continued success in an increasingly competitive, global market. One of the key enablers to integration is the effective application of information technology. Most managers easily accept this as fact but few are clear in describing how this can be achieved. Two prime works used as reference for this research are Bowersox's research into logistics, providing a reference framework on the role of logistics in organisations, and Cilliers's study of logistics at ISO South African companies, providing a South African reference point, It is the combination of the Bowersox attributes and the Cilliers qualified sample of South African companies that provides the basis for an exciting research initiative establishing the role of information technology in achieving logistics excellence in South Africa Both successful and less successful organisations were measured against a set of attributes to determine which were most crucial in achieving logistics excellence: It is clear from the survey that logistics excellent companies have a marked difference in their approach to information teclmology as compared to those who are not logistics excellent. This is mapped out in the paper in some detail and some of the detailed responses may be somewhat of a surprise to the reader as they challenge conventional wisdom. The results of the survey were encapsulated into a simple model. This should act as a quick reference to IT professionals seeking to playa leading role in driving their company towards logistics excellence. Information technology plays a vital role in achieving logistics excellence. This paper provides some insight into the factors that are critical in achieving this goal. / Andrew Chakane 2018

Risk management is an evolving discipline in the developing and developed world and has received increased prominence from the 1990s’ corporate accounting scandals, the Turnbull study in the US and the 2009 global financial crisis. Within organisations, risk management is competing with profit making whereas the focus of risk management is on improving organisational performance. The aim of this study was to establish the effectiveness of a risk management strategy at an Information Technology organisation in South Africa. An exploratory research approach was used and was conducted using a survey. An extensive literature review was conducted and seven research questions were subsequently formulated to guide the study. A mailed questionnaire designed with a Likert scale was used to collect data and the questionnaire was administered to a convenience sample of 25.9 percent of employees from a population of 204 employees. Descriptive and inferential statistical analyses were performed to interpret data and revealed that the employees believed that risk management is essential and that management support is necessary but not sufficient to implement an effective risk management strategy. A salient feature was that management needed to perform continuous improvement in the ever-changing risk management landscape and in addition, the inculcation of a risk management culture was equally vital. The study recommends that organisations need to assess the current corporate risk maturity level and review the current corporate risk strategy, risk structure, and risk criteria, as part of a risk management programme. The study suggests further research into the impact of industry drivers on risk management. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2010.

Thesis (Mcomm)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: The focus of this research was to compile a practical, step by step approach that can be followed by those persons charged with the governance of enterprises in South Africa to successfully bridge the information technology gap. The King Code of Corporate Governance for South Africa and the King Report on Corporate Governance for South Africa (together KINGIII) was identified as a starting point for the compilation of the approach. KINGIII is the corporate governance standard in South Africa and in the introduction to KINGIII it is recommended that the principles contained in the Code should be implemented by all entities. KINGIII is the third report on governance issued by the King Committee and introduced governance principles for Information Technology (IT). The Code contains seven IT governance principles and 24 recommended practices. The application of the IT governance principles of KINGIII, as well as the related recommended practices, is a complicated endeavour. This is partly because IT in itself is complex and also partly because the governance of IT is a relatively new area of corporate governance. Through a detailed study of the seven IT governance principles of KINGIII, as well as the related recommended practices and narrative discussions, it was identified that in order to successfully implement IT governance, a company has to establish and implement an IT governance framework which includes relevant structures, processes and mechanisms to enable IT to deliver value to the business. It was also identified that the IT governance framework has to facilitate and enhance the company’s ability to reach its stated objectives by ensuring that the most appropriate decisions are made in respect of the incorporation of IT into the operations of the business. Lastly, it was identified that a company must acquire and use appropriate technology and people to support its business.To address the requirement for the establishment and implementation of relevant structures, processes and mechanisms, a framework of 33 IT governance practices was identified, mapped to the IT governance principles of KINGIII and an analysis performed. Through this analysis the IT governance practices that can be utilised to implement the IT governance principles of KINGIII were identified and discussed. To address the requirement of ensuring that the framework facilitates that the most appropriate decisions are made in respect of the incorporation of IT into the operations of the business, five key decisions that have to be made in respect of IT was identified and discussed. The five decisions were mapped to (1) the KINGIII principles to demonstrate which of the IT governance principles are addressed by each of the decisions and (2) the IT governance structures identified in the framework above to demonstrate which of the IT governance structures can be used to provide input into taking the relevant decision and which can be used to take the decision. Finally, to address the requirement that a company must acquire and use appropriate people and technology to support its business, a framework of organizational competencies required in small and medium-sized enterprises (SME’s) was identified and mapped to (1) the KING III principles to demonstrate which of the IT governance principles could be addressed by each of the relevant competencies and (2) to the five key IT decisions identified above to demonstrate which of the competencies can be utilised to make each of the five key decisions. Based on the findings of the research conducted as set out above, the practical, step by step approach was compiled. / AFRIKAANSE OPSOMMING: Die fokus van hierdie navorsing was die samestelling van ‘n praktiese, stapsgewyse benadering wat gebruik kan word deur daardie persone wat verantwoordelik is vir die korporatiewe beheer van ondernemings in Suid Afrika om suksesvol die inligtings tegnologie (IT) gaping te oorbrug. Die King Code of Corporate Governance for South Africa en die King Report on Corporate Governance for South Africa (gesamentlik KINGIII), was geidentifiseer as ‘n beginpunt vir die samestelling van die benadering. KINGIII is die korporatiewe beheer standaard in Suid Afrika en in die inleiding tot KINGIII word alle ondernemings aanbeveel om die korporatiewe beheer beginsels en gepaardgaande aanbeveelde praktyke te implementeer. KINGIII is die derde verslag oor korporatiewe beheer wat deur die King Komitee uitgereik is en het korporatiewe beheer beginsels met betrekking tot IT bekend gestel. KINGIII bevat sewe koporatiewe beheer beginsels wat met IT verband hou, asook 24 aanbeveelde korporatiewe beheer praktyke. Die toepassing van die IT korporatiewe beheer beginsels van KINGIII, asook die aanbeveelde praktyke, is ‘n ingewikkelde onderneming. Dit is gedeeltelik omdat IT self kompleks is, maar ook omdat die korporatiewe beheer van IT ‘n relatiewe nuwe area van korporatiewe beheer is. Deur middel van ‘n in diepte studie van die sewe korporatiewe beheer beginsels van KINGIII, insluitend die aanbeveelde korporatiewe beheer praktyke en besprekings, is daar geïndetifiseer dat ‘n IT korporatiewe beheer raamwerk saamgestel en geimplementeer moet word as deel van die implementering van korporatiewe beheer oor IT. Hierdie IT korporatiewe beheer raamwerk moet relevante strukture, prosesse en meganismes bevat wat IT daartoe instaat sal stel om waarde toe te voeg tot die onderneming. Dit is ook geïdentifiseer dat die IT korporatiewe beheer raamwerk die onderneming se vermoeë om sy doelstellings te bereik moet verbeter deur te verseker dat die mees gepaste besluite geneem word met betrekking tot die integrasie van IT in die bedrywighede van die onderneming. Laastens is daar geïdentifiseer dat ‘n maatskappy toepaslike tegnologie en mense moet bekom en aanwend om die bedrywighede van die onderneming te ondersteun. Om die vereiste vir die samestelling en implementering van relevante strukture, prosesse en meganismes aan te spreek, is ‘n raamwerk van 33 IT korporatiewe beheer praktyke geïdentifiseer, kruisverwys na die IT korporatiewe beheer beginsels van KINGIII en verder ontleed. Deur hierdie ontleding is die IT koporatiewe beheer praktyke wat aangewend kan word om die IT korporatiewe beheer beginsels te implementeer geïdentifiseer en bespreek. Om die vereiste aan te spreek dat die raamwerk fasiliteer dat die mees gepaste besluite geneem word met betrekking tot die integrasie van IT in die bedrywighede van die onderneming, is vyf sleutel besluite wat in verband met IT geneem moet word geïdentifiseer en bespreek. Die vyf besluite is (1) kruisverwys na die IT korporatiewe beheer beginsels van KINGIII om te demonstreer watter IT korporatiewe beheer beginsels deur elke besluit aangespreek word en (2) na die IT korporatiewe beheer strukture wat in die bogenoemde raamwerk geidentifiseer is om aan te dui watter IT korporatiewe beheer strukture gebruik kan word om insette te verskaf vir die neem van die vyf sleutel besluite en watter strukture gebruik kan word om die besluite te neem. Laastens, om die vereiste aan te spreek dat ‘n maatskappy toepaslike tegnologie en mense moet bekom en aanwend om sy bedrywighede te ondersteun, is ‘n raamwerk van organisatoriese bevoegdhede wat benodig word in klein tot medium-groote ondernemings (SME’s) geïdentifiseer en kruisverwys na (1) die KINGIII korporatiewe beheer beginsels om aan te dui watter IT korporatiewe beheer beginsels deur die relevante bevoegdhede aangespreek word en (2) na die vyf sleutel besluite wat hierbo geïdentifiseer is om aan te dui watter van die bevoegdhede aangewend kan word om elkeen van die vyf sleutel besluite te neem. Die stapsgewyse benadering tot die korporatiewe beheer van IT is gevolglik saamgestel met verwysing na die bevindinge van die navorsing wat uitgevoer is soos hierbo uiteengesit.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The objective of this research report is to identify alignment factors, symptoms, and remedies influencing the Business and Information Technology (IT) relationship. To put discussions around this topic in context, a sound theoretical basis is built with a background check on the position of IT, relative to the business of an organisation. Through an in-depth literature review, the business value of IT is explained and the vital importance of interaction between these two 'worlds' is discussed, where after the concept of alignment (the bonding agent between these two worlds) is explained. Factors commonly known to impact upon alignment are discussed, together with symptoms characteristically associated with each misaligned problem factor. Lastly, remedies to misaligned factors are collated. Although alignment factors, symptoms, and remedies proved to be fairly interrelated and intertwined, discussions nevertheless aim to describe these in isolation as far as it logically make sense. The following alignment factors were identified in the literature review, and are summarised in Figure 5.2: • Communications. • Technology Scope. • Competency Value measurements. • Governance. • Partnership. • Skills. Findings in the literature review are summarised and condensed, and symptoms and remedies are categorised on factor level to formulate an alignment-guiding framework (Table 5.1 - 5.6). The application of the framework is explained in these four basic steps: • Step 1: Assess the 'health' of a company' alignment factors. • Step 2: Determine the sub-factors' level of alignment. • Step 3: Remedy misaligned factors. • Step 4: Periodical re-evaluation / AFRIKAANSE OPSOMMING: Die doel van hierdie navorsingsverslag is om die belyningsfaktore, simptome, en oplossings wat op die Besigheid en Informasietegnologie (IT) verhouding impakteer, te identifiseer. Om latere besprekings rondom hierdie onderwerp in konteks te sit, word 'n deeglike teoretiese basis gebou met 'n blik op die herkoms van IT, relatief tot die besigheid van die organisasie. Deur middel van 'n deeglike literatuurstudie word die besigheidswaarde van IT en die uiters belangrike interaksie tussen hierdie twee werelde beklemtoon, waarna die konsep van beleining (die gom wat hierdie twee werelde bymekaar hou) verduidelik word. Faktore algemeen bekend as invloedryk op die gebied van belyning, en simptome wat tipies geassosieer word met onbelyningsfaktore word bespreek. Laastens word oplossings vir die geidentifiseerde probleme bymekaar gemaak. Alhoewel belyningsfaktore, simptome, en oplossings bewys is as verbasend naby verwant aan mekaar en deurmekaar gevleg, poog besprekings nietemin am elkeen van die drie in isolasie te bespreek, sover dit logies sin maak. Die volgende belyningsfaktore is deur die literatuurstudie geidentifiseer, en word opgesom in Figuur 5.2: • Kommunikasie. • Tegnologie-dekking. • Bevoegdheid/waarde-metings. • Bestuur. • Vennootskap. • Vaardighede. Simptome en oplossings word op faktor-vlak gekategoriseer ten einde doel die belynings-riglyn raamwerk te ontwikkel (Tabel 5.1 - 5.6). Toepassing van die raamwerk word in vier basiese stappe verduidelik: • Stap 1: "Assess the 'health' of a company' alignment factors." • Stap 2: "Determine the sub-factors' level of alignment." • Stap 3: "Remedy misaligned factors." • Stap 4: "Periodical re-evaluation."

Thesis (MBA (Business Management))--University of Stellenbosch, 2010. / ENGLISH ABSTRACT: Despite the growth and adoption of project management expertise and techniques, the increase in organisational project-maturity and the emergence of the Web, project success remains a challenge. A key factor leading to the continued failure in IT projects is the lack of identification and appreciation for the key factors that influence the success of project management success. Therefore the researcher embarked on this study to determine the top five critical success factors of project management in the South African ICT environment. The researcher also determined during which phases of the project life cycle these critical success factors occur. In order to determine these objectives, qualitative research was conducted that included a study of literature, available material, views from experts as well as a content analysis from sample interviews. South African ICT companies do not directly focus on any critical success factors, but indirectly they do focus on certain areas that will increase the probability of project management success. The research identified the top five critical success factors as a comprehensive project management plan, well defined scope, skilled and experienced project managers, user / customer involvement and top management support. The research also identified that the focusing on the project planning and project execution and monitoring phases of the project life cycle are the most crucial for project management success. In addition the research identified that project managers who have a strong technical background understand the complexities of the product better and do tend to manage the deferent component of the projects more effectively. / AFRIKAANSE OPSOMMING: Ten spyte van die groei en toename in projekbestuurkundigheid en -tegnieke, die toename in organisatoriese projek volwassenheid en die uitbreiding van die Web, bly projeksukses ‘n uitdaging. Om die rede het die navorser die studie onderneem om die vyf top kritiese suksesfaktore van projekbestuur in die Suid-Afrikaanse ICT omgewing te bepaal. Om hierdie doelwit te bepaal is kwalitatiewe navorsing onderneem wat ‘n literatuurstudie, beskikbare materiaal, opinies van kundiges sowel as inhoudsanalise van onderhoude gevoer insluit. Suid-Afrikaanse ICT maatskappye fokus nie direk op enige kritiese suksesfaktore nie, maar indirek fokus hulle wel op sekere areas wat die waarskynlikheid van projekbestuur sukses sal laat toeneem. Die navorsing identifiseer die vyf kritiese suksesfaktore as ‘n samevattende projekbestuursplan, goed gedefinieerde omvang, kundige en ervare projekbestuurders, gebruiker/kliënt betrokkenheid en topbestuur ondersteuning. Die navorsing het ook identifiseer dat die fokus op projekbestuursbeplanning, en projekuitvoering en monitering fases van die projeklewensiklus die mees kritiese is vir projeksukses. Die navorsing het ook identifiseer dat projekbestuurders wat ‘n sterk tegniese agtergrond het die ingewikkeldheid van die eindproduk beter verstaan asook die verskillende komponente van die projek meer effektief bestuur.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: The aim of this thesis is an investigation and study into the impact of emotional intelligence (EQ) on the leadership qualities and competencies of the management team of the T-Systems South-Africa’s Systems Integration (SI) department. The Information and Communication Technologies (ICT) business arena is a volatile and unpredictable environment that brings about unique challenges for the leadership qualities and skills of the modern leader and team member. During his studies towards the degree of Master in Business Administration (MBA) at the University of Stellenbosch, the researcher was introduced to the concept of emotional intelligence and the impact that it could have on the management of people and the growth and success of an organisation as a whole. Organisations are investing more and more in ICT practices to direct their business initiatives towards financial success. These investments include the professional disciplines such as program and project management. This lead to the question whether the so-called “hard” sciences that are applied on a daily base to govern a project, team or a business will be enough to sustain growth and ensure financial sustainability for a company. The importance of the “softer” sciences such as EQ are often overlooked and the researcher wanted to investigate the impact that increased awareness and knowledge regarding EQ abilities could have on leadership within an ICT department towards achieving overall success. The value of EQ can only be understood if managers and teams understand the concept and potential impact of EQ on both a personal and professional level to guide them to eventual success, even in difficult and trying times. The aim of this study, whilst focusing on the impact of EQ on leadership, will be to provide information and create awareness of the EQ concept to the broader SI department’s employees. / AFRIKAANSE OPSOMMING: Die doel van hierdie tesis is verkennende navorsing en verdere studie om die impak wat emosionele intelligensie (EQ) op die leierskap strukture binne die Stelsel Integrasie department (SI), van T-Systems, Suid-Afrika kan hê, verder te verken. Die korporatiewe omgewing van vandag is uiters mededingend, onvoorspelbaar en kompleks. Die omgewing bied unieke uitdagings aan die leierskapkwaliteite van die moderne leier en bestuurder binne die Informasie en Kommunikasie Tegnologie (IKT) veld. Gedurende sy studie aan die Universiteit Van Stellenbosch om die Meestergraad in Besigheidsadministrasie (MBA) te voltooi, was die navorser blootgestel aan die konsep van emosionele intelligensie en die onderlinge impak wat die wetenskaplike veld kan teweeg bring om volhoubare groei en ontwikkeling binne ‘n organisasie te stimuleer. Organisasies spandeer en investeer jaarliks miljoene rande aan Informasie en Tegnologie (IT) stelsels om hulle besigheidsprosesse te aktiveer en sodoende suksesvol te wees op alle strategiese gebiede insluitende volhoubare finansiële sukses. Die investerings sluit die konsepte van program- en projekbestuur in. Die vraag wat gereeld gevra word, is of die sogenaamde “harde” wetenskappe soos projekbestuur wat daagliks in ’n projekomgewing aangewend word, genoeg sal wees om te verseker dat ’n organisasie volhoubare groei en finansiële sukses op die langtermyn kan nastreef. Die belangrikheid van die “sagter” wetenskappe soos emosionele intelligensie word baie kere oorgesien en die navorser wil poog om die impak van emosionele intelligensie op die leierskapkwaliteit en standaarde binne die SI department te ondersoek en te bepaal of dit bydra tot die departement se sukses. Die waarde van emosionele intelligensie kan net verstaan word indien leiers en bestuurders die onderliggende konsepte en potensiële impak verstaan en die waarde besef wat die veld op beide hulle persoonlike maar ook professionele lewens mag hê om suksesvol te kan wees, selfs in moeilike tye. Die doel van die studie, alhoewel meer gerig op die impak wat emosionele intelligensie op leierskap mag hê, poog ook om bewustheid te skep en die nodige inligting rakende emosionele intelligensie konsepte uit te lig en van toepassing te maak op die werknemers binne die SI department.

Thesis (MBA)--Stellenbosch University, 2013. / ENGLISH ABSTRACT: Research into Business and IT alignment and the critical success factors is quite vast and diverse. Many studies have been carried out on specific industries and companies of a certain size. Other studies have dissected strategic IT alignment into different dimensions, intellectual and social. Yet other studies have taken different approaches, such as process-oriented, cognitive approaches, and resource-based approaches. All these were done in the quest to find the factors that influence the attainment of strategic alignment in organisations. There has, however, not been a study that sought to bring all these different factors together and provide one collective view on them, which this study seeks to do. There also have been some studies on how to measure alignment. Several different approaches were made in an effort to discern the way in which alignment can be measured and what criteria should be used. These efforts have been varied and no particular study has tried to bring them all together to assist practitioners in their attempts to determine the level of alignment in organisations. The purpose of this literature review is to collect all the different critical success factors as well as all the common success measures, and formulate a collated list for both. This research report seeks to give an integrated view of the factors required to bring about alignment as well as the measures practitioners–use to determine the level of alignment once these factors are in place. The findings show that there are commonalities among the factors that influence alignment. These have been tabulated into one list, bringing together all common factors from the pertinent literature to date. They were grouped into seven main categories based on similarity, which are shared knowledge, planning processes, executive commitment, communication, clarity of business goals, prior success of IT, and user involvement. These common factors are presented in Table 4.1. The measures for success are more varied and a separate list for the common success measures was also tabulated. The common measures of alignment had a total of 15 criteria, which are shown in Table 4.1.These lists can be used by the practitioner who needs guidance on which factors are important for the realisation of strategic alignment and which criteria to measure once the factors have been implemented.

Thesis (MEng)--University of Stellenbosch, 2002. / ENGLISH ABSTRACT: This thesis focuses on information systems for project management in the South African Government with special attention to the Consolidated Municipal Infrastructure Programme. Project data exchange standards and the suitability of these standards for project information management in the South African Government is reviewed. Information system technologies applicable to project management, with reference to computer programming languages, markup languages, communication technologies, Internet technologies, database technologies and document manipulation tools are discussed. Project information management forms are then discussed, followed by an overview of the flow of project information during the lifecycle of a project. The standards development organisation, ActionIt, and the project information management models developed by it are highlighted. A description of applications and a system that was implemented to illustrate the work covered in this thesis is provided with examples of the applications and the system. Hierna tesis fokus op inligting sisteme vir projekbestuur in die Suid Afrikaanse Regering met spesifieke verwysing na die Gekonsolideerde Munisipale Infrastruktuur Program. Standaarde vir die uitruil van projek inligting sowel as die toepaslikheid van hierdie standaarde vir die bestuur van projek inligting in die Suid Afrikaanse Regering word bespreek. Informasie sisteem tegnologiee wat van toepassing is op die bestuur van projek inligting word behandel en sluit in: rekenaar programerings tale, 'markup' tale, kommunikasie tegnologiee, Internet tegnologiee, databasis tegnologiee en gereedskap om dokumente te manipuleer. Verskillende projek vorms word behandel gevolg deur 'n beskrywing van die vloei van data gedurende 'n projek se leeftyd. "n Beskrywing van ActionIT, 'n organisasie vir die neerle van standaarde vir gebruik in die Suid Afrikaanse regering, sowel as die modelle wat deur ActionIT ontwikkel is vir die bestuur van projek inligting word gegee. Die toepassings en sisteem wat geimplimenteer is om die werk wat in hierdie tesis behandel is te demonstreer word gegee met voorbeelde van die toepassings en sisteem. / AFRIKAANSE OPSOMMING: geen opsomming