The objective of this thesis is to identify and recommend leadership styles and strategies for Kingsway Hospital within the Netcare Group corporate culture to re-dress the unacceptable leadership style currently in operation, a declining business life cycle and a potential threat to financial sustainability. The thesis commences with an in depth discussion of the various leadership theories in context; starting from the rudimentary and culminating in the sophisticated Hersey and Blanchard Situational Behavior theories. Interestingly, the basic leadership dimensions have been retained throughout the years by the different theorists, with each subsequent theorist expanding on the original leadership qualities. This chapter concludes with the author's composite model of leadership, resulting in effective leadership, underpinned by corporate culture. The case study situation is described in detail, using the same criteria as the author's composite model of leadership. The core issue is the current Hospital General Manager's leadership, his behavior and action within the work environment. Two organizational strategies were identified in the case study; albeit they were not being currently implemented. Evaluation of the theory and case study led to the conclusion that are gaps between the current incumbent's skills and the composite model of leadership, posing a potential internal as well as external threat and lost opportunities for Kingsway Hospital. The internal threat is of a human nature; high staff turnover and the external threat could result in potential lost opportunities, patients and competitor threat. The two strategies identified will be presented as the core strategies relevant to Kingsway Hospital. Finally, the recommendations will be given after having completed an in depth evaluation of the case study, identification of the core strategies and assessing the benefits. Most of the recommendations are for immediate implementation, while some span over short to medium term. The recommendations are geared towards retaining the current Hospital General Manager, but with a changed leadership style. However, if there is no change in the status quo, the worst case scenario will be to transfer the Hospital General Manager to a position that does not involve a high degree of people interaction, as is the current situation. Clearly, from this case study, the recommendations contained in this thesis are to be implemented as a matter of urgency to ensure stability, sustainability, continuity and finding a resolution to the problem statement. If staff is the assets of the Netcare Group, then immediate action is necessary to protect them. / Thesis (MBA)-University of Natal, 2003.

The objective of this research is to examine whether the implementation of the High level (Strategic) Balanced Scorecard at Mangosuthu Technikon could provide solutions to the following problems: Translating Vision and Strategy to operational tenus: The organisation's strategy must be executed at all levels of the organisation. The key to this transformation is putting strategy at the centre of the management process. Aligning the organisation around the strategy: For maximum effectiveness, the strategies and the scorecards of all business units should be aligned and linked with one another. Making strategy a continuous process: This is how the organisation get all its employees to make strategy part of their daily job. Strategy Evaluation and Selection: The organisation's strategy must fit within one of the following criteria: Consistency, Consonance, Advantage, and Feasibility. The Balanced Scorecard building process is designed to deliver the following: • Establishment/ Confirmation of the Vision • Establishment/Confirmation of the organization's strategy • Measurement perspective selection • Strategy development for each perspective • Identification of factors which are critical to the success of the strategy in each perspective • Definition of the measures which drive the critical success factors The Balanced Scorecard theory is such that by achieving each of the process outputs, clarity and focus for the organization's future is determined as well as how to achieve that future objective. This clarity and focus provides the basis to resolve the problems identified. A high level (Strategic) Balanced Scorecard can be built in a relatively short period of time. However, adherence to the methodology is crucial for the resulting scorecard to be meaningful and, therefore, useful. Senior management, and especially the CEO, have to be fully committed to both the project and methodology compliance. Deviations reduce the effectiveness of the effectiveness of the initiative and can completely undermine the resulting scorecard. Kaplan & Norton first suggested the Balanced Scorecard in 1992. It is still being implemented in organizations today, to provide a solution to a variety of organizational issues. This continued usage and support is a confirmation of the quality, durability and adaptability of the tool, as well as its ability to deliver. / Thesis (MBA)-University of Natal, Durban, 2003.

Hypericum is a most useful and versatile cut flower which within the last ten years has gained significant economic importance, recently having been included in the top fifty cut flowers on the Dutch Auctions. This study has investigated the cultural requirements of the crop, focusing on the following; propagation, insect and disease control, fertilisation, crop manipulation, marketing of the finished product, business theory and the interpretation of business theory. Propagation and multiplication techniques were investigated in order to reduce the reliance of external seedling growers and in so doing reducing the start up costs ofthe project. Insect and disease control were investigated as the import requirements for many countries are stringent. Contamination of the finished product results in the cargo being rejected at the port of entry. Insect and disease infestation reduce the quality and subsequently the return that is generated from the project. Fertilisation plays an important role in producing high quality sterns. Failure to fertilise the crop at the correct stage results in quality degradation, or additional expenditure on labour to groom the plants. Crop manipulation was investigated for the purpose of supplying crop into the market place on a sustained basis, ensuring optimal utilisation of resources whilst building customer loyalty. Product marketing plays an integral role in determining the success of a venture. Markets were evaluated in order to determine which markets would yield the greatest return on investment. Chapter three deals with various business theories that may be applied to the data and observations. Chapter four integrates business theory with the data and observations in an attempt to gain a meaningful picture of the economic potential of this proposed venture. The last chapter deals with a proposed strategy that the company should follow, having evaluated and integrated the business theory, data and observations. / Thesis (MBA)-University of Natal, Durban, 2003.

An understanding of the key success factors of New Product Development Strategy remains obscure for many organisations in the dynamic telecommunications industry. As managers recognise the heightened importance of innovation to competitive success, they face an apparent paradox: the orderly and predictable decisions on which a business rests depend increasingly on the disorderly and unpredictable process of new product development. The objectives of this study were to evaluate the key success factors of a telecommunications solution provider's new product development strategy and to explore the relationship between these key factors. The company was studied from two levels. The strategic level focussed on the corporate strategy, the role of management, organisational structure and organisational culture; while the project level concentrated on the NPD process, the staff involved and the information needed for NPD success. The relationship between the two levels was also investigated in relation to the company's NPD strategy. The results of this study showed that there is a very close relationship between the factors and that problems with one factor affect another. Whilst much research has been conducted in each of these areas independently, very few researchers in the field integrate all the different factors. The findings revealed that the company under investigation had more problems at the strategic level than at the project level. The strategic issues were found to be the basis of problems identified at the project level. / Thesis (MBA)-University of Natal, 2002.

This study on IT strategy was conducted at the National Ports Authority of South Africa. Firstly literature review was undertaken in the field of Business Strategy and to a larger extent on IT strategy. This culminated in a model that could be used to benchmark against the IT strategy being used at the National Ports Authority of South Africa. Due consideration was also given to the implementation of strategy in the literature review which could be compared with the implementation of strategy at the National Ports Authority of South Africa. The company situation was thereafter presented and discussed in context with what was covered in the literature review. An impact study of the IT strategy on the business processes at the National Ports Authority was also conducted. Interviews were conducted to determine what was working well and also what was not working well at the National Ports Authority of South Africa. Finally recommendations were provided to the National Ports Authority of South Africa on how to improve the business processes and the strategy formulation process. / Thesis (MBA)-University of Natal, Durban, 2003.

To make profits in such a world, unit costs must be reduced to the minimum possible and consistent with acceptable quality. To do this firms are endeavouring to combine lean production with the maximisation of economies of scale, that is, to achieve the lowest possible long run average cost curve and the lowest point on that curve. The process of consolidation and globalisation can be seen as driven by the latter whilst initiatives such as internet procurement, tendering, and production systems, the former. The automotive industry of the early 21st century, barely one hundred years old, reaches into the lives of almost everybody on the planet. The business of making these vehicles is the largest manufacturing sector in the world, a core part of the leading industrial nations and of growing significance elsewhere. The automotive industry is huge by almost any measure, complex, and always rapidly changing. In recent years the environmental consequences of auto mobility have thrust the industry into the heart of the debate over wealth generation and sustainability. "An industry's key success factors are those things that most affect the industry members ability to prosper in the marketplace - the particular strategy elements, product attributes, resources, competencies, competitive capabilities, and business outcomes that spell the difference between profit and loss, and ultimately between competitiveness and failure" (Thompson and Strickland:2003). This paper examines the future strategic focus that a local South African automotive firm ought to adopt to ensure competitive success in the harsh global auto industry. Smiths Manufacturing is on its way to becoming a world class company, limited in terms of local market size and firm infrastructure, yet astute in terms of systems, products and technology. Although Smiths is currently experiencing success and plans for short term growth, indications are that the whole strategic focus is being diminished in retaining its competitiveness in lieu of expansion and operations. Throughout this research thesis it will be observed that Smiths is competitive, but its competitive advantage is not increasing relatively. Smiths has to do something unique, and this unique competitive differential advantage can be induced on the soft side, i.e. Smith's social capital-people. / Thesis (MBA)-University of Natal, Durban, 2003.

In this rapidly growing and competitive business environment, each firm attempts to gain and retain competitive advantage. The marketplace is a dynamic and changing environment. Globalisation has had a profound influence on the business environment. Strategy formulation involves matching a company's internal strengths and weaknesses against the opportunities and threats offered by the industry and external macro environment. Strategy formulation involves more than the environmental scan of local markets. This scan has to be broadened to include the broader global arena. Companies do not work in isolation. Hence it is essential for companies to examine the role that competition plays, and how such companies position themselves relative to the competition. This study investigates the extent to which manufacturing industries in Pietermaritzburg undertake environmental scanning before adopting a strategy, or making strategic changes. It further attempts to determine the extent and ratio that business strategists seek competitive advantage from environmental scanning of their particular industry, and from the broader macro environment, and evaluate whether increased or superior use of external macro environmental scanning is perceived to lead to increased competitive advantage, due to the rapid and extensive impact of global events. The findings suggest that many companies focus their attention purely on industry-based factors as a source of strategic competitive advantage. Further, most firms do not make use of services of essential consulting firms in the strategy formulation process. This study found that many companies undertook strategy formulation once a year, and no external environmental scanning was undertaken by their strategists. Firms appear to prefer internal analysis. For companies wanting to maximize their competitive strategy, it is essential for strategists to explore both the industry and macro environment for any advantages that can be 'identified. Globalisation is enforcing the expansion of the scope of macro environmental factors. Larger firms may have the resources to cope, but smaller firms would need to look at alternative ways of acquiring the proposed information, e.g. using the database of external consulting firms, Companies have to move away from the old mindset, and embrace the changes in the dynamic business environment, if they wish to remain competitive. / Thesis (MBA)-University of Natal, 2003.

Customs administrations, worldwide, are adopting the trend towards risk-based processing of international cargoes as a means of facilitating trade. This has lead to the introduction of innovative processes ably supported by technology to realize improvements in customs effectiveness and overall efficiency. Widespread use of e-commerce in trade-customs transactions and exchanges, likewise necessitates complimentary technical support where Customs has need to intervene in a specific import, export or transit consignment. South African Revenue Service (SARS) is presently developing and enhancing its core competencies through training of its personnel in the disciplines of risk management, anti-smuggling and post clearance audit. It therefore becomes essential that these capacity building initiatives be complimented with the most appropriate tools for conducting cargo examination. The current physical examination process and inspection techniques are both time consuming and costly for business and render the goods liable to damage and theft. Recent historical events, specifically the 9/11 tragedy in New York, has caused international organizations such as the G8 and World Customs Organization (WCO) to consider the implications and effects of terrorism on international maritime transportation. The G8 adopted a Co-operative Action Plan on Security covering all aspects of transportation security and the WCO adopted a Resolution on Security and Facilitation of the International Supply Chain. Both initiatives aim to ensure safer and more secure maritime trade on the global scale. Fundamental to SARS Customs ability to successfully implement such measures are the following: Availability of advance electronic customs data Automated risk profiling and targeting capability Availability of non-intrusion inspectional devices (X-ray cargo scanners) to examine cargo. These three criteria are essential for SARS to participate in supply chain security initiatives and to facilitate the transportation of international consignment. Accordingly this research project explores how the external and internal environment impacts on SARS. It further critically analyses the core competencies and resource strengths of SARS. To support SARS in its effort and in its process of starting a project to improve controls and facilitation of goods at ports of entry within the Republic, this study explores and expounds on infrastructure and business application needs of SARS. Finally the research project concludes with a recommendation of the most effective approach towards the implementation of cargo scanner 'shared, outsourced service." / Thesis (MBA)-University of Natal, Durban, 2003.

The purpose of this study is to establish the most appropriate competitive strategy for Kagiso Khulani Supervision Food Services, a division of the Compass Group SA in KwaZulu-Natal. This dissertation is in the form of a case study, with an electronic survey used as an instrument to gather information on the competitive environment facing the Compass Group SA. A literature review of strategic management principles has been conducted. Emphasis has been placed on the evaluation of the internal and external environment, and the generation of strategies to deliver competitive advantage. The survey conducted is used to gain an understanding of the external position of the firm. Evaluation of the internal environment has been against the model suggested by Campbell, Stonehouse and Houston, 2002, in "The Strategy Circle". To conclude the study recommendations are made based on the evaluation, answering the question "What is the most appropriate competitive strategy to be adopted by Kagiso Khulani Supervision Food Services in KwaZulu-Natal, to retain existing business and be awarded new contracts." / Thesis (MBA)-University of Natal, Durban, 2003.

DPA Specialist Consulting Engineers is a relatively small firm specialising in materials technology in the specialist civil engineering consulting and contracting industry. The organization has experienced many positive and negative changes over its history, and is currently in a precarious position, faced with numerous environmental opportunities and threats, while exhibiting significant strengths but also critical weaknesses. The firm does not have a formally crafted strategic plan from which to base its managerial decision making. It is widely held that strategic planning is critical for the success of a competitive business in today's turbulent environment. In this study, pertinent theories pertaining to strategy development and evaluation are explored, and relevant models are adapted for the purpose of analysing and evaluating the organization and its circumstances. The facts provided in the case study pertaining to the organization are then analysed through the developed body of theory and the models presented. The theoretical models utilized provide the criteria by which it is possible to determine the areas in which the organization is performing well or poorly. At the same time, strategic options are developed and are evaluated in the context of the case study, and recommendations are provided with respect to the appropriate courses of action. It is shown that a competitive strategy of focused differentiation will be appropriate for the organisation. An assessment of available grand strategies reveals that the organization will be best served by an initial turnaround strategy, followed by a strategy of concentrated growth and innovation. It is also shown that a strategy of concentric diversification, in terms of the spin-off of the contracting business is appropriate under the circumstances. However, it is also evident that unless the recommendations pertaining to the turnaround strategy are followed, the firm's critical weaknesses and environmental threats will severely threaten the sustained survival and success of the organization. / Thesis (MBA)-University of Natal, Durban, 2003.