The research focused using System Dynamics to model and simulate an engineering project with the main aim of understanding: - Why change orders are notorious for negatively impacting on project execution; - The root cause(s) of the behavior in order to find ways to better manage change orders in future projects; The research was carried out at a leading KZN-based engineering consultancy using data from a recently completed project as a basis for the model. The research took the following approach and sequence: Introduction: In this section I present the dominant school of thought, the reductionist scientific perspective and its strengths. I then highlight the weakness of the school and present systems thinking as an alternative way of viewing life issues. I then propose system dynamics as one of the better methodologies that can help us understand a dynamic and non-linear system. Literature Survey: In this section I review literature on project management with the primary aim of highlighting that projects, regardless of size, are complex non-linear systems. I then cover literature on system dynamics with the aim of justifying my perspective, that it is suitable for application in the project management context. Research Methodology and Results Analysis: This section presents the methodology I followed in executing the research. The research process started off with extensive data reviewing from a recently completed project. It also covered conversations with the research participants in order to help me fully understand the project that was to be modelled. The data reviewing and interviews culminated in a group model building exercise where a number of “what if” scenarios were explored and discussed with the participants. The final stage of the research was to get the participants to respond to a post-modelling questionnaire. The outcomes from these processes were then used to answer the original research questions and to draw any additional insights. The resultant model can now be used as a learning tool for teaching clients of the unintended consequences that can result from issuing change orders. Conclusion: I then close off the research by concluding that change orders do have a non-linear impact on project execution and they require careful management. I then suggest that the best way to manage this is by educating all the project participants, especially the client of how their well meaning requests can be detrimental to the project if not well managed. Additionally it was surprising to all participants that for some reason, exploration of change orders that are not approved is rarely ever charged for. This “work for no pay” can negatively impact on the financial situation of the service provider which may have a knock-on effect to other areas of the project. Value: This research eventually revealed itself to be about learning to effectively lead a group modeling exercise and what pitfalls to look out for when creating models. There is great value for people interested in finding progressive and well informed ways for model building and managing change orders in projects. This system dynamics in project management research is grounded on the concepts of the learning organization and systems thinking as the core drivers. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2011.

The purpose of this dissertation was to understand and analyse the facilitative role of specialist and niche business-to-business (trade) media in the emergence of communities of practice, part of the knowledge management discipline, using models from systems theory to assist in the qualitative research process. First, it was considered how to define communities of practice and business-tobusiness (B2B) media. How communities of practice (CoPs) emerge and why they are an important part of a management toolkit going forward in business, is described. Sharing knowledge emerged as the key to the creation of CoPs as well as being the core currency that business-to-business media trade in to service their stakeholders. How learning takes place through shared experience, narratives and storytelling emerged as essential to how knowledge is created. Soft systems methodology as the analytical lens through which to measure the data set was also investigated once it was decided to use a qualitative inductive approach to collating and analysing the data. A semi-structured interview schedule was employed and 17 research subjects interviewed. The respondents to this study were drawn from leading media houses in South Africa, including award-winning B2B publications, bar one from a US online think tank on new media. The impact of new media technologies/internet on communication and the distribution of information and engagement of communities in the CoP and B2B space, was a strong theme throughout this dissertation. The findings revealed that while communities of practice is not a widely used term in the networks that B2B media utilise to embed themselves in industries, it is true that some of the networks and associations they are close to and derive meaning from, do in fact contain characteristics common to CoPs and could be termed CoPs, even when formally unrecognised as such. What was a stronger theme emerging from the data was that B2B media could in fact benefit more from facilitating CoPs to aid information gathering and improve credibility within the industry sectors they serve. B2B media in South Africa, in particular, were regarded as immature and sometimes lacking in ethics and innovation, according to respondents. To improve their sustainability, several characteristics emerged from the research that B2B media should focus on as a 'model for sustainability': 1) Special interest/niche communities - to assist in building knowledge assets; 2) Sustainability - through a multi-media platform business model; 3) Values - for application to serve their industry sectors; 4) Educational role through the facilitation of networks such as CoPs; and, 5) Communication channels - utilised for deeper engagement with their communities in emergent new media models where their own stakeholders were influencing content. The value inherent in this dissertation lies in the original research undertaken into the B2B media industry in South Africa which has not been formally studied, particularly not from a knowledge management perspective. This study could also be of interest to knowledge management practitioners who are interested in the role specialist media can play in aiding CoPs with information for knowledge creation. / Thesis (M.Com.)-University of KwaZulu-Natal, 2009.

This dissertation explores the relevance of corporate governance in the nonprofit sector in South Africa, and asks the question "How can the application of current formal governance measures lead to positive change at The Valley Trust? ". Significantly, in South Africa it has been a time of transformation, with the emergence of world-class strategies to enhance governance in both the public and the private sectors. Are the principles of good governance are applicable too, to non-profit organisations? South Africa has evidence of relevant documentation both in the public and private sectors. In the private sector the King 2002 report strengthened the original King report which in turn was guided by the Cadbury report on corporate governance in the North. The King 2002 report on corporate governance is considered to be world class and emphasises risk management, leadership, direction, control and disclosure. The Public Finance Management Act, together with the subsequent Treasury Regulations and the local government's Municipal Finance Management Act, spell out the way forward for governance in the public sector with the emphasis on effectiveness, efficiency and economy as assessment criteria in terms of revenue, expenditure, assets and liabilities (REAL) with special reference to risk management and accountability. In terms of enhancing sustainability and good stewardship, The Valley Trust, a non-profit organisation working in Primary Health Care and Development in Southern Africa, has the opportunity to use the resources available, and to apply the current thinking and principles of good governance. / Thesis (M.Com.)-University of KwaZulu-Natal, 2005.

The South African Electricity Supply Industry (ESI) has been, over much of the last century, dominated by Eskom, a large and powerful state-owned, vertically-integrated monopoly. It produces 97 % of the electricity generated in the country and that represents almost 60% of the electricity generated on the entire continent of Africa. However, recent studies of the company's performance have lead to a decision to reorganize the industry due to the realization of poor investment decisions made in the past, which resulted in massive costs to the company. The distribution business in the industry has been hugely affected by these past inconsistencies, thus in line with global trends and escalating problems, the South African Cabinet approved the restructuring of the Electricity Distribution Industry (EDI) in nineteen ninety eight, ahead of restructuring of the entire Electricity Supply Industry (ESI). There is currently a large number of municipalities plus Eskom in South Africa supplying electricity to consumers - leading to disparities in tariffs and prices. To resolve these issues, has accepted a proposal that Eskom and municipalities amalgamate to form six independent, financially viable Regional Electricity Distributors (REDs). It is no secret that electricity in South Africa has consistently been amongst the cheapest in the world. This is credited to two principles; an abundant reserve of cheap coal resulting in economical production of electricity; and, the fact that there is still a number of citizens with no access to electricity. This is a concern for the Electricity Pricing sector now faced with the task to rationalise the price inequalities in the distribution business to be fair and equitable to all customers. The Eskom Distribution Electricity Pricing team is currently undertaking the Cost-based Tariff Design project to address tariff objectives such as; cost reflectivity and transparency. The Competency Building phase within this project affords potential future RED staff members opportunities to learn a broad overview about designing tariffs. This dissertation will report on, dissect, analyze and discuss results, and recommend the probable future of the project in light of the dynamic nature of the developments in the EDI restructuring process. / Thesis (M.Com.)-University of KwaZulu-Natal, 2005.

This study seeks to engage in a discourse on the praxis of strategy and more specifically, marketing strategy. Within the confines of this study, an exploratory analysis is done looking at the difference between the theory and praxis of marketing, as motivated by concerns about the current emphasis and methodology in which marketing theory is taught and applied in practice. The findings of the study showed that the majority of practitioners working in senior strategic marketing positions had not received specific marketing training. This suggests that marketing, in the current degree structure, is not reaching its desired target market. Although there was an acknowledgement of the value of theory as a frame for thinking, the majority of practitioners spoke to the need for compromise between the ideal and the 'practical-implementable'; the need to augment the strategic theory with practical, tactical skills and a dualistic approach to the dissemination of the theory. This approach should work firstly, to master the theory and/or theoretical model as designed and written and secondly, to enable creative use of the model in different contexts. The practitioners further pointed to the need for marketing and accountancy as core subjects in the Bachelor of Commerce degree, explaining that both subjects provide a meaningful platform for understanding how business works. Practitioners expressed a lack of support for marketing in their organizations using ongoing internal education and feedback to massage a fundamental overhaul of current perceptions relating to the ineffectiveness of marketing. Practitioners suggested a lack of full utilization of marketing capacity explaining that their primary responsibility related to the promotion function only. Finally, they discussed the need for tools to assist in the management of marketing in a complex environment. In terms of practitioner responses to theoretical constructs, it was suggested that strategy developed for the organisation and for marketing specifically did not follow a linear, traditional format, but was more flexible and adaptive working inclusively and consultatively to develop core objectives and issues used as a working frame. In terms of the measurement of implementation success, most of them alluded to the use of feedback as a monitoring mechanism, talking further about the benefit of communication, internal marketing, teams, education and learning as drivers of successful implementation. / Thesis (MCom.)-University of KwaZulu-Natal, 2005.

Service management is a fascinating and complex subject. It is fascinating because, even entities that manufacture products get concerned about customer service. Management scientists such as Edward Deming developed a concept known as total quality management (TQM), which has been implemented in manufacturing companies mostly, and some of those companies include those discussed by Robbins & Decenzo (2001 : 65), namely ; General Motors, Ford, & Daimler-Chrysler. This concept TQM is implemented in order to make the ultimate customer happy and thus creating customer loyalty. If TQM was implemented only for the purpose of quality in products and not involve those employees in support departments such as Finance, Human Resources, Marketing & Sales, Customer Care/Enquiries, within one company, such an endeavour will be rendered ineffective and non-systemic. The service industry is however still lagging behind with it's own innovations. We still yet to see strategies spawned from the service sector. Service in this instance refers to the 'non-product' sector. It is for this reason that this study focuses on service management in the service industry, to make a clear distinction. Service management is complex. because, as it is argued in this study, it is intangible. The definitions of service developed by many authors such as Gronroos (1990), van Looy et al (2003), and Fitzsimmons & Fitzsimmons (2004), state that service is an activity of more or less intangible nature. They further say that service involves the interaction between a customer and service employees. This is what makes it complex. Service is about people. Zeithaml & Bitner (2000) pointed it out that "the employees delivering the service frequently are the service in the customer's eyes.."(pg. 13). Human activity systems, are typically complex, and as such service is likely to be complex because it involves human interaction. Such a complex system is likely to be characterized by complex phenomena. Complex systems are best studied through systems approach. It was in this light that this study is based on a systems inquiry. / Thesis (M.Com.)-University of KwaZulu-Natal, 2005.

The frequency of organisational change is accelerating to a level where change is becoming a norm of organisational life today. This change comes in different forms, whether planned or emergent. Regardless of whether it comes as planned or as emergent, organisations must respond to change by adopting and applying dynamic and responsive management approaches in order to manage the transition successfully. The overall aim of this study is to view organisational change through the application of strategic thinking. A framework of strategic thinking is therefore developed. In terms of this framework, successful management of organisational change is attributed to the following key elements: • Vision-building • Systems thinking • Complex adaptive systems • Organisational learning • Scenario planning Following the framework of strategic thinking developed, an assessment of two organisations that are currently undergoing a process of organisational change is undertaken. The two organisations are the Lesotho Electricity Corporation and the Ministry of Health and Social Welfare. The key motivation for this study was to determine whether or not the two aforementioned organisations apply the key elements of strategic thinking in managing their change-related endeavours. With regard to vision-building, the findings of the research reveal that in the case of the Lesotho Electricity Corporation, a comprehensive process of vision-building or vision development of the desired future of the Corporation was carried out. This process was designed to facilitate a better understanding of the Corporation's major strategic purpose with the key focus on defining and creating a desired future state of the restructuring programme. In contrast, the findings reveal that the Ministry of Health and Social Welfare does not have a vision for its restructuring programme. In relation to systems thinking, the findings suggest that the Lesotho Electricity Corporation has partly applied the principles of systems thinking. However, in the case of the Ministry of Health and Social Welfare, systems thinking is not applied at all. With regard to the concept of complex adaptive systems, the findings reveal that in managing its restructuring programme, the Lesotho Electricity Corporation is behaving like a complex adaptive system, since it applies adaptive strategic approaches, which are determined by the circumstances at hand. On the other hand, the findings suggest that the Ministry of Health and Social Welfare is not behaving like a complex adaptive system in managing its restructuring programme, as it relies only on predetermined strategic approaches, which inhibit the flexibility to adapt to changing circumstances. In terms of organisational learning, it is evident from the findings that the learning culture is encouraged and facilitated in the case of the Lesotho Electricity Corporation. Conversely, the findings indicate that the restructuring programme of the health sector is restricted by inadequate organisational learning efforts undertaken by the management of the Ministry. In relation to scenario planning, the findings reveal that the Lesotho Electricity Corporation does not apply scenario planning in its restructuring programme as a strategic tool that explores alternative futures in uncertain environments. On the other hand, the findings indicate that although the Ministry of Health and Social Welfare suggests that it applies scenario planning as a strategic approach, it is evident that its application is done at a very superficial level. The above findings indicate the diverse strategic approaches applied by the two organisations. Following the framework of strategic thinking, the Lesotho Electricity Corporation is in a better position than the Ministry of Health and Social Welfare in many respects. However, even though the Corporation is in a better position in this case, there still remain other areas of strategic thinking that are not applicable or not fully explored by management when addressing the problem situation of the Corporation. In particular, systems thinking is one key element of strategic thinking that has been found partly evident in addressing the problem situation of the Corporation, while scenario planning was found to be not applicable at all. It is in this respect that the study concludes that, in order to achieve successful and sustainable organisational change, the two organisations that are currently undergoing organisational change have to apply the integrated elements of strategic thinking. / Thesis (M. Com.)-University of KwaZulu-Natal, Westville, 2007. / Kellog Foundation.

The key challenge for organisations today is to ensure that they continue to strive in a rapid changing, competitive and global environment. Privatisation in the public sector has lead to effectiveness and efficiency becoming essential to satisfy the client department's needs and requirements. This means that it is essential for NPWD to understand their client's needs and requirements, and be able to position itself to deliver the desired end product. The question is, why does NPWD need to become more effective and efficient, whilst strategic planning in considered to be the overriding objective to achieve its goals? The simple premise of this paper is to improve the project management strategic planning by incorporating system thinking tools and techniques in the process. Systems thinking is a way of helping a person to view the world, including its organisations, from a broad perspective that includes structures, patterns and events, rather than just the events themselves. This broad view helps one to identify the real causes of issues and know where to work to address them. The research problem addressed in this study is to identify project management strategies, activities and principles that will enhance the ability of National Public Works Department (NPWD) of the Eastern Cape to ensure continuous successful project delivery. In order to identify these project management strategies, activities and principles, a multi-methodology consisting of a system thinking approach as well as a questionnaire were used. The findings of this exercise clearly highlight the specific areas where attention is required for improvements. / Thesis (M.Com.)-University of KwaZulu-Natal, Durban, 2008.

The ability of an organisation to change and adapt is critical. The process of change however tends to be more challenging than expected during initial planning. Organisations frequently rush into change initiatives; these often result in unintended consequences which may subsequently lead to many change efforts being unsuccessful. There is much contention around issues of participation and communication, and current theory and models are criticised for being inadequate. The skills base of employees and managers are also often inadequate to deal with proposed changes. Problems are seldom handled effectively, thereby decreasing an organisation’s ability to engage in learning. Simulations have proven beneficial in enabling participants from various backgrounds to meaningfully engage by learning from experience. The safety of the environment enables participants to explore ideas and strategies, with the aim of developing abstract thinking by observing and reflecting on experiences from the simulation. This exploratory study therefore set out to investigate how and specifically in which ways simulations can play a role in change management. Relevant literature in the areas of change management, learning, systems thinking, complexity theory and simulations were examined to establish a theoretical grounding. The empirical component of this study focused on the fisheries system in the Western Cape province of South Africa. A qualitative research approach and purposive sampling were employed. Fifteen semi-structured, face-to-face interviews were conducted. Observations and secondary data in the form of archival data, and other relevant organisational documents were also analysed. Subsequent data analysis was then used to uncover the various pertinent issues. A simulation was thereafter designed, piloted with students, and then conducted twice with some of the stakeholders in the fisheries context. This study is significant in understanding how interactive simulations contribute to change management. The main findings from this study indicate that simulation use illustrated how the various stakeholders in a system interact, and how their actions and decisions influence each other. The findings also revealed that simulations were particularly effective in a multiplestakeholder scenario, and could show the role that mental models and stakeholder perceptions play. The findings indicated that simulations could successfully place emphasis on developing capabilities, and highlight how approaches towards communication and participation influence outcomes. General implications based on the findings were derived for change and simulation theory, as well as for the fisheries context. The simulation may be used in other areas of natural resource management, as well as general stakeholder scenarios. It may also be effective in a general organisational setting to re-examine the conventional way of approaching change. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2009. / MCM.

The non governmental organisation (NGO) sector has a lengthy legacy in Malawi going back all the way to the period of colonialism. However, the growth of the sector was restricted in the two key political eras of colonial rule and post independence under the first republic which ended in 1994. The new dispensation of multiparty politics has facilitated the growth of the sector in terms of numbers. However, the local NGO (LNGO) sector has largely remained underdeveloped due to a poor skills base and low funding among others. While the International NGOs (INGOs) have enjoyed better funding with the leverage of foreign social capital, the LNGO sector remains underfunded and vulnerable to manipulation by donors because they have not managed to attain considerable financial autonomy to leverage on. This study has confirmed that although most LNGOs consider sourcing funds from a narrow base, mostly donors, they can tap into various opportunities for revenue generation with creativity and strategic thinking. Malawi has a very enabling legislative framework for NGO funding and this provides room for growth of NGOs in the area of fundraising. However, there is very limited knowledge and capacity among LNGOs in terms of being able to explore alternative sources of funding that are less restrictive in nature. Most NGOs already apply single-loop learning which allows them to monitor pre-set indicators within a certain operational framework. However this type of learning does not allow them to actually ask fundamental questions about the appropriateness of the very operational framework they are using. Additionally, by bringing on board double-loop alongside single-loop learning, the NGOs have an opportunity to develop and apply their operational frameworks while being able to throw them out when necessary. In other words double-loop learning helps them to think outside the box. The dominant existence of single-loop learning in most NGOs has also contributed to inadequacies or absence of strategies to deal effectively with the question of autonomy. Some of the NGOs have potential to generate considerable levels of income from unrestricted sources but have not managed to do so because the prevailing mental models overshadow their ability to think out of the box. The Active Youth Initiative for Social Enhancement (AYISE) as a case study has showcased the potential for innovation in NGO enterprise development. In some instances, the sector line in which an NGO is operating can be a factor in the choice of business enterprises to embark on. In other instances, this may not be the case. For example, AYISE is a youth focused organisation and this means that as it pursues its business objectives, it should not engage in activities that may antagonise what it represents. Business activities such as selling of alcohol or cigarettes are inappropriate for an NGO like AYISE. Furthermore, NGOs such as the Ekocenter of Yugoslavia embarked on organic wine production, as a way of promoting their sector line authority (environment) through showcasing of environmentally friendly crop production processes. This implies that there is also an ethical or moral dimension to fundraising which NGOs must consider. However, other alternatives to fundraising can go across the board, for instance desktop publishing. It is a business activity that can be done across the board although limitations are also possible in terms of content to be published. To reinforce this point, a youth NGO such as AYISE, may not publish posters advertising alcohol while an environmental NGO may not put an embargo on such content. It is therefore fundamental that an NGO should be careful and conscious of what it is planning to do and how its actions would affect its image and values. The corporate world remains largely untapped as a source of funding for LNGOs and yet it has potential to offer funding with fewer strings attached. / Thesis (M.Com.)-University of KwaZulu-Natal, 2009.