This research evaluated the strategic management practices of the Kingsgate Clothing Group, which operates within the clothing and textile industry. The industry is undergoing dramatic changes since the opening up of the South African economy and the advent of globalisation. These changes have occurred within the political and economic spectrum and include factors such as trade and tariff agreements, changes in labour legislation, exports, illegal imports which has impacted on the organisation. A framework on strategic management was developed highlighting the factors necessary for strategy development, key issues in the external enviroment, strategic capabilities, organisational structure and culture and leadership issues. Various strategic management tools were used to analyse the Kingsgate Clothing Group's present strategy in the light of the changing industry conditions. These tools included value chain analysis, financial analysis and SWOT analysis. Based on the conclusions drawn from the analysis recommendations were made on the company's future strategy and the way forward in order for them to achieve sustainable competitive advantage. / Thesis (MBA)-University of Natal, Durban, 2003.

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The intention of this work was to examine the infra-structure of a medium-sized Greek textile manufacturing enterprise. The Organisation became a leading acrylic blanket producer at national level, as a result of the management's receptivity to transfer of the highest standards of technology and expertise. The business was geared to the quality end of the market and offered its customers a high added value range of products. At the initiation of the systems study, the problem was conceived as one of inadequate production planning and stock control procedures. The high customer service level policy was accomplished through substantial stockholding on the part Of the firm and resulted in inventories being the company's highest current assets component. A systems approach to the operations of the Organisation indicated problems of information discontinuity, while barriers of communication were caused by lack of clear objectives. Analysis of the existed procedures led to the creation of three new sub-systems: the production scheduling, the quality control and the marketing departments. Material and information closed-loop controls were established and job description systems were introduced. An internal management reporting system was designed to facilitate improved decision making - In the implementation stage the author concentrated on training the systems/users while operational difficulties were resolved during actual running. The project's objective was the development of an open system which would maintain dynamic equilibrium with its surrounding environment. Planning and control procedures made the internal sub-systems interactions controllable, but the external changes created difficulty. Growing recession and government austerity policies exercised considerable influence on the operations of the system/organisation. company viability was safeguarded, a make-to-order policy was Pursued and a new business structure was created. This work is considered to exemplify the Greek industrial sector and the difficulties which will be experienced in deploying modern management methods in Greek manufacturing industry.

Thesis (M.A.)--University of North Texas, Aug., 2009. / Title from title page display. Includes bibliographical references.

Thesis (M. Econ.)--University of Hong Kong, 1997. / Includes bibliographical references (leaf 49-50).

Thesis (Ph. D.)--University of Wisconsin--Madison, 1975. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 281-300).

Thesis (M.Econ.)--University of Hong Kong, 1997. / Includes bibliographical references (leaf 49-50). Also available in print.

Thesis (Ph. D.)--Northwestern University, 1992. / Includes bibliographical references (leaves 545-584).

Thesis (Ph. D.)--George Washington University, 1993. / Includes bibliographical references (leaves 449-465).