This research paper documents the process of strategic management, incorporating the five distinct tasks within that process. Each of the tasks is defined and explored within the context of the strategy-making process. The Balanced Scorecard is highlighted as a tool for implementing and executing strategy. The emphasis in this study is on the strategic process in non-profit organisations. Many strategic processes and initiatives appear to be confined to the profit sector, but with the advent of modern strategic theories such as the Balanced Scorecard, there is now an expectation that non-profit organisations can also follow sound business principles and practices. The research paper is of a qualitative nature incorporating a case study approach. The case study is the South African National Blood Service (SANBS), which is an organisation in transformation, following changes in the Health legislation in South Africa. The organisation was formed from seven independent services and went through its first true strategic management process in late 2002, ready for its 2003-2004 financial year. In the first chapter, an overview of the study is given. Strategic theory is presented and discussed in the second chapter, with the case study being presented in the third chapter. Chapter four includes an evaluation of the theoretical information compared to the practical implementation in SANBS. Chapter five concludes with recommendations on the way forward for SANBS. / Thesis (MBA)-University of Natal, Durban, 2003.

The success of an organisation is inherent upon the ability to correctly identify the problems and to avoid being distracted by the symptoms. The pursuit of success demands the necessity of planning, which if only internal, is in itself insufficient. The organisation needs to adapt and pursue a dynamic strategic policy, taking into account the environment in which it operates. Every organisation has a unique organisational culture. Each has its own business philosophy and principles. Its own ways of approaching problems and making decisions, its own embedded patterns of how to turn things around, its own folklore, its own taboos and political do's and don'ts - in other words, its own ingrained beliefs, behaviour and thought patterns, business practices, and personality. This dissertation will entail an evaluation of the organisations revenue division and proposes recommendations for the future. The analysis commences with an evaluation of the current structure, systems and processes, which then sets the foreground for a sharply focused analysis of future strategy to improve revenue. The benefit of this approach is that available resources are matched to a strategy, whilst identifying future resources needed for transformation. The analysis includes recommendations as to how The Msunduzi Municipality can continue to grow and maintain a sustainable competitive advantage through carefully crafted strategies that will lead it into a financial status of long-term sustainability. / Thesis (MBA)-University of Natal, Durban, 2003.

This study will attempt to determine whether and how change management impacts upon employees' perceptions of organisational climate. This is particularly relevant in the South African environment where, due to many years of isolation, organisations have changed little if at all, and now find themselves faced with constant change in order to compete in the global marketplace. "Change begets change. When people in an organisation have seen changes occur, without harmful effects to the organisation or to them or their co-workers, they are likely to accept further changes quite readily. Conversely, unfavourable experience with change encourages resistance. Executives can study their organisational climate and quietly take steps to make it more favourable to new ideas and new methods". (Johns:(l963:29) At the outset, in order to avoid confusion, it must be mentioned that there are two main aspects to change management in an organisation, namely, the management of change from a managers perspe~tive, which focuses on how to effectively manage change, using for example Lewin's model, and the management of change from the employees' perspective, which focuses on how employees are coping with change. These have a direct bearing on each other. 1.2 Importance of the Research A person's perception is their reality. This study will highlight the relationship between the employees' perception of organisational climate and change management. This will allow management to attempt to create the most conducive climate necessary to facilitate change. 1.3 Objectives and Aims of the Study 1. To establish whether a relationship exists between employees' perceptions of organisational climate and change management. 2. To ascertain how employees' perceptions of change management impacts on organisational climate. 1.4. Theoretical Model Indenendent Variable CHANGE MANAGEMENT ORGANISATIONAL CLIMATE Man's behaviour in organisations is not the product of cognitive rationality or of a logical and mechanistic mode of processing information. In addition to the structural properties which managers design as a mechanism for guiding behaviour, management has also to consider the psychologicalsociological climate that is equally powerful in affecting individual and group behaviour. / Thesis (MBA)-University of Natal, Durban, 2002.

There is a close relationship between the industrial policies pursued by a government, and the nature and pace of the country's developmental path. The impact of industrial policy is important as it effects the social as well as economic development of the country. The South African government has developed an industrial policy as part of an aggressive strategy to position South Africa within the global economy, and stimulate the national economy through export-led growth for sustainable socio-economic development. The Industrial Development Zone (IDZ) Programme is a strategic initiative developed by the South African Department of Trade and Industry to encourage economic growth through export-orientated industry. The IDZs will operate as liberalised duty free and multi-sector development areas, and have been designed to have a simplified business environment with streamlined administrative systems to attract investment and maximise private sector participation in all aspects of zone operations and development. The aim of this is study is two-fold. Firstly to examine the extent to which the IDZ initiative can be expected to stimulate economic growth; and secondly to make recommendations to maximise the operations of the IDZs, which will ultimately add value to the resultant effects in the national economy. An examination of economic industrial location and trade theory has been undertaken and to address the question of whether the location of industry can be a stimulant or an impediment to plans for the involvement of international trade in the strategic development of the national economy. A second consideration is whether the IDZs are a strategically suitable means to achieve these economic objectives. In order to give perspective to this question, the concept of IDZs as they have been applied in other areas of the world (although termed differently in different areas) has been considered, as well as the IDZs as designed and intended for the South Africa. An assessment of the suitability of this initiative involves an evaluation of the extent to which it matches the specific needs of the South African economy. Data on the South African economic situation, patterns and predicted trends has been gathered, The findings of this study, based on the theories and empirical evidence, are: 1) The localisation of industry and supply-side features of the IDZs will create the conditions for the concentrated growth of an export-driven economy. Foreign direct investment and increased production in this sector will boost export and increase international competitiveness. 2) The IDZs can only be effective in meeting economic objectives if they are run with optimal expertise and service levels. The efficient and effective functioning of the IDZs will ensure concentrated growth in the industrial sector aimed at the export market. Specific recommendations are thus made for a private company with relevant experience and expertise to act in the capacity of an IDZ operator to optimise the level of service and operation of the IDZ. / Thesis (MBA)-University of Natal, Durban, 2003.

This study examines the perceptions of the employees of Peoples Bank towards Performance Management. The subjects were 190 non-managers and 46 managers selected from Peoples Bank branches nationally, and from Head Office. All 236 of the voluntary participants completed a mixed-model questionnaire requiring qualitative and quantitative data, where the quantitative data was measured using a Likert Scale. The approach taken to make sense of the data involved the use of descriptive statistics. From the responses received, histograms were prepared reflecting the respondents' views in relation to each question. There is a strong correlation between what the various experts say should be included in a Performance Management System and what the employees of Peoples Bank want included. It is conclusive that employees want a system that is fair and objective; they want to be given regular feedback on their performance; they want to be appraised on measurable criteria and they want to have a say in setting their performance goals. They also want to be trained and developed and, finally, they want to be rewarded in accordance with their performance. The implication is that Peoples Bank will need to re-visit its current Performance Management System to ensure that due consideration is given to employee views for the system to achieve its objectives whilst maintaining its credibility. / Thesis (MBA)-University of Natal, Durban, 2003.

In today's globalised market, quality and productivity are essential for the survival and growth of any organisation. For service companies, the encounters between customers and company employees are a critical component of this service quality. These factors depend on the successful attraction and retention of customers. The customer has therefore become the focus for any successful business. Business success depends on organisat ions understanding and meeting customers ' expectations and demands. This study measures the dimensions of service encounters as perceived by customers of Vodacom Lesotho. The current level of service encounter quality and satisfact ion is measured for Vodacom Lesotho customers who use the company's contact centres (popularly known as Vodashops). The study reveals that customers are very keen to be involved in service improvement programs . Empirical testing identified that although the quality of network coverage is not part of the service encounter, it is very important in the customer satisfaction with the service encounter . This study has developed the following recommendations that will ensure the improvement of service encounters at Vodacom Lesotho: • Vodacom Lesotho needs to involve customers in their service design processes . • Front-line employees should be hired on their abilities to perform customer service encounters and they should continuously receive relevant training . • Customers need to be educated about the services offered by Vodacom Lesotho. The results of this study have supported the objectives of this study and it can be concluded that Vodacom Lesotho needs to improve service quality to ensure customer satisfaction . / Thesis (MBA)-University of Natal, 2003.

The aim of this thesis is to identify and recommend strategies for the Teachers Centre and to enable it to "reinvent itself in a stagnant and declining market." The thesis commences with a discussion of the literature and theoretical concepts relevant to the study. It considers purpose, internal and environmental analyses towards the identification, evaluation and implementation of strategies. The Teachers Centre, once a growing business entity in a vibrant central business district, is now precariously grasping at straws in a ghost-like environment. The case study paints the dilemma of the Centre. An evaluation of the case reveals weaknesses in management and incongruence with its environment. The absence of direction for the Company has maintained a tenuous financial position in a see-saw pattern between profitability and loss. Based on Company resources, its capabilities and the future development of the City, the management has to seriously apply itself to creating a plan both for the short and longterm to achieve a turnaround situation. The recommendation of strategies at the end of the thesis is as a consequence of the valuation and considers radical changes which will result in improvement to its internal and external operations. The eye opener in the study is for the Board to take a decisive step now to stimulate the Company into a profitable situation or risk further erosion of its assets. / Thesis (MBA)-University of Natal, 2003.

The dissertation evolved out a need to determine the strategic way forward for the Umhlanga Dental Practice (UDP). The practice has been experiencing major and minor changes in its internal and external environments. The general strategic approach has been to merely adapt to these changes but with a distinct lack of formal, planned sustainable initiatives.The First chapter of the dissertation highlights the necessary theory that will be applied to the specific situation surrounding the practice. Includes the various approaches to strategic analysis of the external and internal environments of the organisation. Thus a theoretical framework is illustrated that may be applicable to determining the various situations of any organisation. Chapter Two presents the application of the theoretical framework to illustrate the specific conditions that the practice finds itself in. Chapter Three identifies all the necessary analysis and evaluation of the strategic options available to the practice and aids in determining the strategic way forward. The present and future resources required to implement the chosen strategies are also analysed. Thus providing the basis for the next chapter. The last chapter focuses on Implementation of the various strategic options available to the practice. Implementation is encouraged in incremental stages and with a definite time line that enables the key resources within the practice to be adapted to the new strategies. Control of the organisation and monitoring of the strategies is an essential part of any strategic implementation and is discussed as the last part of Chapter Five. The dissertation thus addresses an actual problem that is relevant and applicable to an existing practice. / Thesis (MBA)-University of Natal, 2003.

The aim of this dissertation is to provide a detailed analysis of the impact electronic-commerce (e-commerce) is having upon the tax base and revenue collection of Value-Added Tax (VAT) in South Africa. This dissertation commences with a chapter that sets out the model for the treatment of VAT in an e-commerce environment. Three chapters follow this, recording how South Africa legislates for VAT, how traditional (offline) and e-commerce (online) transactions are conducted. This is followed by a chapter that makes a comparison between online and offline commerce, identifying the differences and difficulties between the two forms. Leading from this comparison is a chapter that makes suggested recommendations to overcome the identified VAT administrative difficulties. The final chapter records how the three parties, namely, governments, commerce and consumers can work together, if the freedom afforded by e-commerce is allowed to continue. The analysis shows that if certain recommendations are implemented, then the negative impact of e-commerce on the tax base and revenue collection of VAT in South Africa can be reduced. / Thesis (MBA)-University of Natal, Durban, 2003.

Casino gambling in South Africa was in the past not perceived as a mainstream economic activity but rather a reluctant concession. Consequently, it remained an "exiled industry" geographically isolated and strictly regulated. The rationale for this conceptualisation has varied - from religious objections concerning the immorality and irrationality of gambling, to public concern over the establishment of organised and street crime around casinos themselves. Despite the persistence of these arguments, there has over the past decade been a vast and rapid expansion of the industry throughout both South Africa and the world. It is difficult to precisely pinpoint the rationale for this paradigm shift. Popular explanations emphasise a liberalisation of public values concerning gambling, or changes in modes of governance from paternalistic prohibition to regulatory liberalisation. Many scholarly writings on casino gambling on the other hand, point to a far more sinister political agenda (Hunter and Bleinberger 1995; Rose 1998) that manipulates public perceptions of morality to serve more utilitarian needs. The political expediency of a restricted activity like gambling cannot be discounted. It remains an effective means of attracting capital investment in depressed areas without governments having to offer any quid pro quo. As a regulated industry, a premium is set on immorality, which translates into significant revenue. Gambling in South Africa has so far generated Rl 1,7 billion in investment, and in the 2002/03 financial year generated R526,4 million in tax revenue1. It has also created about 50 000 direct and indirect jobs.2 Without a doubt, in a fledgling democracy, trying to balance growth with redress and redistribution, the macro economic advantages from the gambling industry are immediately apparent but macro economic gains should not be at the expense of the country's poorest or at the expense of the moral, physical and spiritual well-being of society. This study is an attempt to probe the intersections of these sometimes conflicting imperatives on the South African society by looking specifically at the Pietermaritzburg community. / Thesis (MBA)-University of Natal, Durban, 2003.