The primary objective of the research is to develop a methodology for monitoring and measuring IT risks, strictly focusing on internal controls. The research delivers a methodology whereby an organization can measure its system of internal controls, providing assurance that the risks are at an acceptable level. To achieve the primary objective a number of secondary objectives were addressed: What are the drivers forcing organizations to better corporate governance in managing risk? What is IT risk management, specifically focusing on operational risk. What is internal control and specifically focusing on COSO’s internal control process. Investigation of measurement methods, such as, Balance Scorecards, Critical Success Factors, Maturity Models, Key Performance Indicators and Key Goal Indicators. Investigation of various frameworks such as CobiT, COSO and ISO 17799, ITIL and BS 7799 as to how they manage IT risk relating to internal control.

The purpose of this study was to examine the extent to which religiosity and spirituality affected daily work practices and leader/follower trust levels in foodservice and nutrition directors and their subordinates. A similar 72-item survey questionnaire was developed for both the directors and employees, which was completed by 129 directors and 530 employees. Both questionnaires contained questions on demographics, religious influences on work practices, trust characteristics, and three validated measures of religiosity: 1) worship service attendance (1=Religiosity Score), 2) influence of spiritual beliefs on daily life, and 3) frequency of prayer (2 + 3=Spirituality Score). Frequency data was gathered for all questions. Analysis of variance (ANOVA) and Pearson's Correlation were used to assess the relationship of directors' and employees' Religiosity and Spirituality Scores compared to their daily work practices and trust levels. Two-sample t-tests evaluated differences in directors' and employees' perceived trust levels toward each other. Most directors and employees were women and Caucasian. Most of the directors and employees had earned a Master's degree and bachelor's degree, respectively. The religion most frequently reported was Protestant. Data analysis of the Religiosity and Spirituality Scores and demographics showed some differences in ethnic group, gender, age, and education level, although there was no consistently identified trend. Well over one-third of directors (40.3%) and employees (36.3%) attended worship services at least four times the previous month. The more directors and employees attended worship services, the more likely they were to demonstrate specific spiritual actions and attitudes at work. Generally, religiosity and spirituality did not appear to influence perceived trustworthiness in directors and employees. However, both directors and employees were rated as being highly trustworthy by their counterpart(s). Directors and employees tend to over-rate their own trustworthiness when compared to ratings by the opposite discipline. Degree of religiosity and spirituality did not consistently affect the way directors and employees rated each others' trustworthiness though it was related to how they perceived their own trustworthiness. Directors expected that their employees were more committed to their jobs than they actually were.

Thesis: M.S., Massachusetts Institute of Technology, Sloan School of Management, 1980 / Bibliography: leaf 85. / by Hong Kien Ong. / M.S. / M.S. Massachusetts Institute of Technology, Sloan School of Management

Based on an interdisciplinary literature review, the authors propose the Communication Business Model (CBM) as a new management approach for corporate communications. To this end, pertinent definitions, frameworks and typologies of business models are analyzed and combined with insights from corporate communications literature. The CBM outlines the generic architecture of business models for communication departments. Such models describe the basic principle of how such a unit operates, what services and products it provides, how it creates value for an organization and what revenues and resources are allocated. Relevance: The question of whether and how communication departments contribute to organizational value creation has rarely been addressed in research. Such evidence is crucial, however, as communications competes internally with other functions (e.g. marketing and human resources) for budgets and staff. This article fills the gap by applying the business model concept, an established approach from management theory and practice, to communication units. Practical implications: The CBM can be used as a management tool to analyze, explain and innovate communication management in organizations. It is a fertile approach for communication practitioners to make the work of their department visible and to position themselves internally and externally.

学位プログラム名: 京都大学大学院思修館 / 京都大学 / 新制・課程博士 / 博士(総合学術) / 甲第25460号 / 総総博第36号 / 新制||総総||6(附属図書館) / 京都大学大学院総合生存学館総合生存学専攻 / (主査)教授 IALNAZOVDimiter Savov, 教授 山敷 庸亮, 准教授 関山 健, 寶 馨 (防災科学技術研究所) / 学位規則第4条第1項該当 / Doctor of Philosophy / Kyoto University / DFAM

Perceived failures of previous service delivery models within the Gauteng Provincial Departments dictates for experimentation with new working and improved models. Gauteng Shared Service Centre was established to improve efficiencies and effectiveness and service delivery to all citizens in the province. This study conceptualizes and analyses integration of Gauteng Shared Service Centre Organisation Development functions. Specialisation within the component seems to create problems both for the component internally and its client externally which may have a spill-over effect to service delivery to the provincial citizens. The General Systems Theory is utilized to facilitate the analysis of the Organisation Development component from a system’s perspective. This component of the GSSC, like any system exits for the achievement of a specific objective. Working together among system components is crucial for efficiencies. Integration is crucial in coordinating all specialist tasks of the component for improved service delivery to clients. / Public Administration / M.A. (Public Administration)

Thesis (MBA)--University of Stellenbosch, 2011. / Some companies composed of different branches or centres or business units, are frequently following different financial operating procedures. They use different financial systems that are not aligned. This lack of process standardisation and control can be seen as a “drag” on the business. Due to this challenge, management might be at risk to focus on the administrative processes, instead of the core-business of the company. This risk has lead to more and more organisations considering implementing shared services for finance, believing that through the implementation thereof there is an opportunity to reduce costs, improve quality, timeliness, and transparency of data. The main aim of this report is to verify whether the implementation of shared services at the Accounts Payable (AP) function within ArcelorMittal South Africa (AMSA) did add value to the stakeholders of the business. Managing a shared services operation includes the implementation of benchmarking and continuous improvement and must involve planning for enhancements. Increased automation should enable departments to operate more effectively and efficiently in the future by streamlining processes, improving service levels and internal control as well as increasing data analysis. The main reasons for implementing a Shared Services Centre (SSC) at AMSA are explained and the processes that AMSA followed in implementing a SSC in Vanderbijlpark are described. Specific reference to the AP function is given. The SSC AP function of AMSA should operate as an internal customer service business. Currently the internal customers of this function are not satisfied with the operation of the function and a lot of the difficulties and mistakes made during implementation and operation of the SSC AP need to be solved, although the centre has been implemented six years ago. A customer survey and interviews with three managers of AMSA, who were involved in the implementation and operation of the SSC, was done to determine the value and success of the centre. According to the feedback, the SSC of AMSA has become a static shared service unit that satisfied the needs of the customers and the organisation only at the beginning of implementation. The service currently runs the risk of becoming just another centralised function that is subject to the same problems that originally caused AMSA to seek a new means of organising. The management of the SSC of AMSA needs to look beyond what it does today, linking its plan to overall company goals and assessing how it can optimise its contributions on behalf of all parties within AMSA. The management of the shared services unit needs to develop competence in finding and exploiting leverage opportunities to be continuously of value to AMSA. Possible corrective actions to get the SSC to be customer orientated are discussed. By solely relying on centralisation and standardisation, significant benefits of the shared services operating model was omitted and not implemented. The management of AMSA needs to consider the restructuring of the SSC to ensure the reshaping of the operation into the high-performing, service-oriented “business within a business” originally intended for shared services.

Thesis (MBA)--Stellenbosch University. 2012. / Strategic planning has become part of higher education institutes (HEIs) in the late 1990s. Even though several authors disagree on the merit of strategic planning in HEIs, the challenge is to use planning well and wisely. The need for strategic planning exist due to a constantly changing environment, e.g. an increased demand for tertiary education, a decline in government funding and the changing demographics of students. In this research report, a strategic plan for the Department of Genetics at Stellenbosch University was formulated. Following a literature review of strategic planning in higher education, a contextual overview of the institute is conveyed and subsequent analyses of the internal and external environments. The research design included engagement with all relevant stakeholders (staff members, students in the department and the Dean and faculty manager of the Faculty of AgriSciences). The department also serves students in the Faculty of Science and secondary data was obtained from both faculties for analyses. Five strategic themes were identified for the department. These themes contribute to the sustainable growth of the department as well as the overall strategic direction of the institute. The strategic themes were prioritized for implementation to commence in 2013. The key to successful execution of the strategic plan in the department is related to strong leadership, inclusion of all staff members and students and by encouraging creativity and innovation. The identified strategic themes also aims to alleviate, in part, some of the challenges faced by the South African government in higher education and, if successful execution occurs, will prove to serve the society as a whole.

Thesis (MEd)--Stellenbosch University, 2012. / Includes bibliography / ENGLISH ABSTRACT: The greatest challenge facing the Head of Department is how to successfully manage change. Since 1994 a plethora of changes have taken place in Education. Increasingly schools are being held responsible for every aspect of education. The department is the most appropriate and most important unit for change to provide sustaining quality teaching to learners. The Head of Department is the key to the development of a department or phase at school level. The responsibility of the Head of Department is to develop staff members and to ensure that learners are exposed quality teaching and learning. The Head of Department finds himself/herself in a unique position in that he/she is both a manager of managers and a leader of leaders. The HOD is seen as the driving force of the improvement of the learning process at school. The need for distributed leadership is clear because of the complexity of the management of a school. More staff members are required to lead and the extension of leadership leads to the development of educators. The aim of the study was to analyse and describe what the role of the distributed leadership style of the HOD plays in the development educators and the provision of sustainable quality teaching to all learners. I wanted to determine how educators and the HOD experience the distributed leadership style and to determine if the it enables the HOD to carry out the expected duties using this leadership style. I wanted to determine the appropriateness of distributed leadership and to explore the challenges in the execution of this leadership style by the HOD. The roles and responsibilities of the HOD and the accompanying challenges with the implementation of a distributed leadership style were explored. The experiences, interpretation and the perspectives of the HOD and the educators of the Head of Department’s distributed leadership style were analysed and described. The problem was investigated on the basis of the Head of Department and teachers’ personal experiences and opinions. The result will be of a descriptive, interpretive and analytical nature. The study had a qualitative perspective in the research approach and the research methods were used within an interpretative framework. The research methods that I used in this study were conceptual analysis and interviews. Data was collected through semi-structured interviews. The research findings generally indicated that with more distributed leadership style educators within the department or phase are given an opportunity to make contributions, to develop and to grow in self-confidence. Staff development is visible in the department to deal with the complexity of the education profession. Distributed leadership offers growth and development opportunities for individuals and the department to provide sustainable quality teaching to all learners. / AFRIKAANSE OPSOMMING: Die grootste uitdaging vir die departementshoof is om verandering suksesvol te bestuur. Vele veranderinge in die onderwysberoep het sedert 1994 plaasgevind. Skole word al hoe meer verantwoordelik gehou vir elke aspek van opvoeding. Die departement is die belangrikste en gepaste eenheid vir verandering om volhoubare gehalte onderrig aan alle leerders te verskaf. Die departementshoof is die sleutel tot die ontwikkeling van ‘n suksesvolle departement en ‘n skool. Die departementshoof het die taak om die personeel te ontwikkel en kwaliteit onderrig en leer te verseker aan die leerders. Die departementshoof word blootgestel aan vele uitdagings om kwaliteit onderrig en leer te verseker. Die departementshoof bevind hom in ‘n unieke posisie dat hy ‘n bestuurder van bestuurders is en ‘n leier van leiers is. Die departementshoof word gesien as die dryfveer en dus die sleutel tot die verbetering van die leerproses by die skool. Die behoefte vir deelnemende leierskap is sigbaar weens die kompleksiteit van die bestuur van ‘n skool, meer personeellede word benodig en die verspreiding van leierskap lei tot die ontwikkeling van opvoeders. Die doel van die studie was om die rol wat die deelnemende leierskapstyl speel vir die departementshoof om opvoeders te ontwikkel om volhoubare gehalte onderrig te verskaf aan alle leerders te analiseer en beskryf. Ek wou vasstel hoe die opvoeders en die departementshoof die deelnemende leierskapstyl ervaar en die departementshoof instaat is om verwagte pligte uit te voer met ‘n deelnemende leierskapstyl. Ek wou die geskiktheid van die deelnemende leierskapstyl bepaal en die uitdagings in die uitvoering van die deelnemende leierskapstyl deur die departementshoof verken. Die pligte en rolle van die departementshoof en die gepaardgaande uitdagings met die uitleef van ‘n deelnemende leierskapstyl is verken. Die departementshoof en opvoeders se belewenisse, interpretasie en hul perspektief van die departementshoof se deelnemende leierskapstyl is geanaliseer en beskryf. Die probleem is ondersoek aan die hand van die departementshoof en opvoeders se persoonlike ervarings en opinies. Die resultaat sal beskrywend, interpreterend en ontledend van aard wees. Die navorsingstudie het ‘n kwalitatiewe perspektief beslaan in die navorsingsbenadering en navorsingsmetodes gebruik binne ‘n interpretatiewe raamwerk. Die navorsingsmetode wat ek in hierdie studie gebruik het, was konseptuele analise en onderhoude. Data is versamel deur semi-gestruktureerde onderhoude. Die navorsingsbevindinge het in die algemeen daarop gedui dat met ‘n deelnemende leierskapstyl die opvoeders van die departement geleentheid gegee word om ‘n bydrae te maak, te ontwikkel en te groei in selfvertroue. Personeelontwikkeling is sigbaar in die departement om die kompleksiteit van die onderwys-professie te hanteer. Deelnemende leierskap bied groei en ontwikkelings-geleenthede vir die indiwidu en die departement om volhoubare gehalte onderrig aan alle leerders te verskaf.

Perceived failures of previous service delivery models within the Gauteng Provincial Departments dictates for experimentation with new working and improved models. Gauteng Shared Service Centre was established to improve efficiencies and effectiveness and service delivery to all citizens in the province. This study conceptualizes and analyses integration of Gauteng Shared Service Centre Organisation Development functions. Specialisation within the component seems to create problems both for the component internally and its client externally which may have a spill-over effect to service delivery to the provincial citizens. The General Systems Theory is utilized to facilitate the analysis of the Organisation Development component from a system’s perspective. This component of the GSSC, like any system exits for the achievement of a specific objective. Working together among system components is crucial for efficiencies. Integration is crucial in coordinating all specialist tasks of the component for improved service delivery to clients. / Public Administration and Management / M.A. (Public Administration)