This study aimed at investigating perceptions of different stakeholders, which were the community, administration (staff) and councillors on service delivery by Mpofana Municipality. This research provided recommendations that would assist in terms of accelerating service delivery, which is noted as the most fundamental responsibility of all municipalities in South Africa as the fulfillment of the constitutional mandate. The study provided recommendations that will assist in terms of accelerating service delivery, not only in urban areas but in rural areas as well. The study focused on Mpofana Municipality using the Servqual model to measure perceptions in terms of service delivery, i.e. what is expected compared with perceptions of service experienced. The overall SERVQUAL score of the councillors and the staff revealed that the perceptions were equal to the expectations. The results showed that the SERVQUAL calculated from the responses of the staff and councillors were very similar and the gap between their perceptions and expectations was minimal. These results confirmed that staff and councillors hold similar expectations and perceptions in relation to customers. The results of the staff and the councillors were very similar because they were internal respondents associating themselves with the Mpofana municipality. The results showed that the community's expectations about the service which they received from Mpofana Municipality did not match their perceptions. This presents a great challenge to the councillors, as well as to the management of the municipality. The Mpofana Municipality is expected to provide excellent service to its customers all the time. What customers/clienUcommunity wanted and what they got from an institution did not match. This was not a satisfactory indication of the quality of service that the Mpofana municipality was displaying. These SERVQUAL scores also indicated that there were definite areas needing attention e.g. reliability, responsiveness and assurance. Service delivery could be improved if both councillors and staff were to align their expectations to those of the community and design services to the specifications and expectations of the customers. / Thesis (M.B.A.)-University of KwaZulu-Natal, Pietermaritzburg, 2006.

Pietermaritburg Electricity provides electricity to all residents living within its area of license which is mainly within the Msunduzi Municipality boundary. PE has in excess of 66 000 customers, 600 of which are industrial and commercial. PE customers service is regulated by the Batho Pele - 'People First' White Paper on Transforming Public Service Delivery published on 18 September 1997. This White Paper dictates how the service will be provided by public service institutions to public members. This research will endeavour to investigate customer care offered to industrial and commercial customers by Pietermaritzburg Electricity within the context of Batho Pele Principles. A sample size of 242 was chosen and 238 of the sample responded 10 of which were spoilt. 228 responses were analysed and an attempt to understand the performance of PE as far as customer service is concerned was made. A meeting was held with PE's senior management to understand their commitment as far as customer service offered to industrial and commercial customers is concerned within the context of Batho Pele Principles. The survey responses as well as the management responses were analysed and conclusions and recommendations were drawn. / Thesis (M.B.A.)-University of KwaZulu-Natal, Pietermaritzburg, 2006.

The study reviews the implementation of DAS and IQMS in Vulindlela Circuit from 2003 to 2006. The systems thinking approach and Soft Systems Methodology served as a point of leverage in identifying problematic situations besetting the implementation of DAS and IQMS. The use of systems tools provided the means for creating dialogue between the facilitator and the SMT members and principals. The study illustrates the use of the systems maps, spray diagrams, iceberg tool, brainwriting and rich pictures in surfacing the assumptions and beliefs about the failure of DAS and IQMS. With this approach, SMTs and principals developed their ideas about the way they could implement DAS and IQMS. Systems thinking provided a perspective for approaching the problematic situations. A conceptual model for DAS and IQMS evolved though the collaborative efforts of SMT members and principals. A developmental and holistic model evolved from this process of school development. A new way of thinking about problematic situations is presented to participants. A process of dialogue set the stage for. school development. Notable improvements are highlighted as indicators of improvement during the implementation of DAS and IQMS. The approach promotes active participation, dialogue, reflection and continuous inquiry and a shared vision in the formulation of conceptual models. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2006.

Transformation of the Construction Sector is part of a wider transformation of the social and economic environment of South Africa. Publication of the Broad Based Black Economic Empowerment Act, 2003, Act Number 53 of 2003 (BBBEE) in January 2004, initiated the next phase in transformation (SAACE, 2004b, p1), which required the development and publication of sector specific Transformation Charters. / Thesis (M.B.A.) - University of KwaZulu-Natal, Pietermaritzburg, 2006.

The general problem was that vast resources (time, money, etc.) have been invested in the Integrated Quality Management System. Besides the generally positive feedback it was not yet known for certain to what extent IQMS contributed to the perception of improved educator performance and the problems which existed with the implementation. The objectives of this dissertation were to determine what the perceived impact of the Integrated Quality Management System on Educator Performance was and prove the validity of a proposed model of factors related to Educator Performance. In order to construct a theoretical frame of reference of the existing knowledge, an extensive literature review of the Performance Management theory in the private sector was followed by a review of the Department of Education publications about the practical implementation of these principles in the management of educator performance in schools by means of the Integrated Quality Management System. Both qualitative (a pilot study consisting of several in depth interviews with educators and principals) and quantitative research (a questionnaire based on the literature study, objectives and hypothesis and using a five point Likert scale) methods were used to determine the impact ofthe implementation of Integrated Quality Management System on Educator Performance in South African public schools. The results from the four hundred and twelve respondents were analysed with the aid of the EXCEL and SPSS computer programmes. It was found that the implementation of the Integrated Quality Management System has contributed significantly to all areas of perceived Education Performance, i.e. structure, staff development, motivation, class visits, feedback, goal setting, problem solving and forms. The IQMS was negatively related to disciplinary management. The non parametric nature of the data could not allow for statistical techniques such as multiple regressions to be run, but the proposed model still revealed itself as valid in the factor analysis. It was concluded that the Integrated Quality Management System has done what it was meant to do: it had a positive impact on perceived Educator Performance. Furthermore, it was found that the factors: structure, staff development, motivation, class visits, feedback, goal setting, problem solving, accurate scores and disciplinary measures had a significant relation with perceived Educator Performance. It was recommended that the success story of the implementation of the Integrated Quality Management System be made public, neutral educators be brought on board, the accuracy of the scores be upgraded and even more structure added to the staff development programme. It was also recommended that School Management Teams be trained in motivating staff, class visits be increased and feedback to staff on their performance be improved. It was also recommended that School Management Teams be trained in goal setting programmes and the implementation of the Educator Performance Model. / Thesis (MBA)-University of KwaZulu-Natal, Pietermaritzburg, [2006]

The contact lens market in the United States is a multi-billion dollar market and data indicates that almost 13% of all Americans wear contact lenses (Beales, 2003:paragraph 3). Beales (2003: paragraph 3) states that there are four major manufacturers of contact lenses (e.g., Johnson & Johnson, Bausch & Lomb, CIBA Vision and Cooper Vision) and their channel of distribution is through eye care practitioners (optometrists). Since contact lens companies offer similar products their differentiating characteristic is their service element, service quality in the contact lens industry is important as Wong (2001: paragraph 3) mentions that the contact lens market is about a $2.8 billion industry, with an annual growth of about 6%. Wong (2001: paragraph 4) further states that there is a large international opportunity for contact lens companies and that penetration into this market is much less overseas than it is in the U.S. It is estimated that about one in 5 vision-corrected Americans are wearing contact lenses, in Japan it is about one in 8, in Europe it is roughly one in 15 and in developing countries it is estimated to be one in 100 (Wong, 2001: paragraph 8). Coo ley (2001 paragraph 3) claims that the eye-care industry offers a significant market opportunity as roughly 60% of the American population (164.2 million people) requires vision correction at present and it is estimated that in the longer term virtually everyone will require some form of vision care. The key in this market would be to provide the appropriate product that creates value and addresses the consumer's needs. Weinstein and Johnson (1999:4) mention that "great" companies do not just satisfy the needs of their customers but instead strive to delight and "wow" them by continually creating business experiences that exceed customer expectations. Hence contact lens companies need to find ways to adequately assess customer service perceptions and expectations in order to be competitive. This research sets out to measure service expectations of optometrists with regards to the service that they receive from contact lens suppliers as well as measure service perceptions of optometrists with regards to Ciba Vision. The study also set out to establish the SERVQUAL gap, which causes unsuccessful service delivery (Gap 5) and examine the dimensions i.e. the tangibles, reliability, responsiveness, assurance and empathy which contribute to Gap 5. The study found that on average customers have their high expectations in the responsiveness dimension and their highest perceptions in the assurance dimension. The study also found that gaps resulted in all five of the SERVQUAL dimensions with reliability contributing the most to gap 5. / Thesis (M.B.A.)-University of KwaZulu-Natal, Pietermaritzburg, 2006.

This study investigated the internal and external constraints facing small business owners in the Pietermaritzburg (PMB) region. An attempt was further made to determine: whether the internal constraints or external factors constitute a greater burden on growth; whether policy focus should concentrate more on the internal constraints or external factors and determine the association between average growth (in terms of the number of employees) and the educational level and training of the owner/ manager, gender, ethnicity, business activity, legal status of the business and sources of start-up capital. Knowledge of the relative role of personal and environmental factors of this study in bringing about growth and expansion provides directions for government policy on Small and Medium Enterprise (SME) development. By means of factor analysis the numerous internal and external environmental variables affecting business growth in PMB were reduced to a set of three factors, classified as management, financial and external. Collectively they accounted for 59.21% of the total variance of the model. The internal factors (management and finance) accounted for 48.95% of variance and it was concluded that internal factors are more burdensome to growth than external factors. As a result government support should focus more on the internal constraints facing the small business sector. Further, multiple regression analysis was used to arrive at a parsimonious model that 'best' explained the regression model which accounted for 45.4% of variance with average growth. Average growth, in terms of the number of employees, was found to be a function of, the level of education of the owner / manager, legal status of the business, source of start-up capital, exposure to training and business support. Internal factors such as obtaining finance, cash flow, recruiting and retaining staff, shortage of managerial skills/ business expertise and lack of financial understanding prevent growth of the business. External factors such as the economy, taxation, regulation and laws, technology, competition, lack of business support and crime were found to inhibit the growth of the business. A significant difference was found to exist between average growth and gender, legal status, business activity, source of start-up capital and the educational level and training of the entrepreneur/owner. These results also have implications for the management of the SME's as well as business networks such as the Chamber of Commerce and financial institutions. / Thesis (MBA)-University of KwaZulu-Natal, Pietermaritzburg, 2006.

Companies seeking competitive advantage in the highly competitive fast moving consumer goods (FMCG) industry can no longer differentiate themselves from competitors on products and pricing alone. Customer service and the perceived value that customers gain from suppliers is key in staying ahead. The FMCG industry in South Africa (SA) does not place much emphasis on evaluating customer service. This study is an evaluation of the outbound logistics customer service of Unilever Home and Personal Care (UHPC), a multinational FMCG company in SA. The study focuses on attributes of customer service that major retail customers with distribution centres {DC's) consider important and evaluates logistics customer service against key competitors. A survey of three major retail customers' of UHPC was conducted in the major regions of SA. Thirty self-administered questionnaires were sent out to staff at Shoprite, Clicks and Spar DC's across SA. Staff targeted were those associated with inbound logistics and included people as senior as DC Managers to Receiving Controllers. As these are specialised job functions, the sample size comprised of only 30 respondents. A total of 24 responses were analysed to determine the attributes of customer service which UHPC customers consider important and also to determine the perceived performance of UHPC against other competitors. The results revealed that DC customer consider order accuracy, timeliness of delivery, order quality, product availability, order fulfilment, personnel contact, cooperation of supplier, alerts on transportation delays, relationship with supplier and service level agreements to be the ten most important attributes of logistics customer service. The different customer groups did not rank the attributes in the same way. Shoprite and Clicks perceive UHPC's logistics customer service to perform from good to excellent on all 32 attributes whilst Spar felt that UHPC under-performed on 8 attributes. UHPC was highly rated amongst key competitors in the local FMCG industry and outperformed competitors on 28 attributes of logistics customer service. The following areas of improvement were identified for UHPC: order discrepancy handling after delivery, quality/durability of packaging, personal contact knowledge and ability and helpfulness in solving problems and supplier innovation in improving delivery. Recommendations for improvement in UHPC's logistics customer service were made based on the results and the literature review which included repeating the survey at least quarterly on attributes needing improvement so as not having to wait for at least 3 years for another competitor benchmarking survey. / Thesis (M.B.A.)-University of KwaZulu-Natal, Pietermaritzburg, 2005.

This report reflects the results of and conclusions and recommendations arising from an investigation into the demand for, composition of and financial viability of a new, specialized, or niche MBA in Nature Conservation Management, to be offered by the Pietermaritzburg section of the University of KwaZulu-Natal Graduate School of Business. The report finds that nature conservation, whilst almost universally recognized as a highly desirable, if not crucial element of government responsibility, is increasingly being expected to pay its own way. This dichotomy is forcing nature conservation and protected area managers into a dual role encompassing both the science and practice of nature conservation and protected area management on the one hand and business management on the other, at least at the very highest levels of management. It is submitted that the report provides clear evidence of the need for such a programme aimed at providing senior nature conservation and protected area managers with a suite of relevant business skills including financial management; resource economics; human resource management; project management; ecotourism development, marketing and management and the like. Whilst the report ultimately recommends the implementation of the niche programme, it recognizes two concerns. • Given the very small pool of nature conservation professionals in the region and the chronic underfunding of nature conservation agencies, it is not certain that programme would, on its own, be financially viable. • The reaccreditaion process undertaken by the Department of Education has set back the university's MBA programme by several years and now is clearly not the time to attempt to launch a new offering. / Thesis (M.Bus.Ad.)-University of KwaZulu-Natal, 2004.

The purpose of the study is to investigate the transfer of training in the Central Bank of Lesotho. To guide this study, the following questions were formulated and answered: .:. How do managers assess transfer of training in the Central Bank of Lesotho? .:. What is the extent of transfer of training in the bank? .:. What are the reasons behind lack of transfer of training, if it exists in the bank? .:. What can be done to promote transfer of training in the bank? The research method that was used in this study was the survey method, which aims at gathering data about large numbers of people. Questionnaires were used to elicit answers to these questions and were given to the management of the Central Bank of Lesotho, as well as to the employees who have undergone training. This company was chosen because the researcher has worked there for seven years and understands how it operates. The study found that behavioural performance appraisal is used by Central Bank of Lesotho management to assess transfer of training and that a high percentage of training is transferred immediately after training, when trainees are still excited about what they have learned. It was concluded that there are barriers to transfer of training such as lack of management and co-worker support, lack of resources after training, lack of motivation and many others. On the basis of these findings and conclusions, it was recommended that Performance Appraisal should not only be carried out by managers, but colleagues also have to assess an individual. Follow-up training and management support were encouraged, to motivate trainees to apply what they have learned. / Thesis (M.Bus.Ad.)-University of KwaZulu-Natal, Pietermaritzburg, 2004.