M.Comm. (Economics) / The aim of this study is to investigate the possibility of privatising local government functions, with special reference to the Johannesburg City Council. Privatisation is defined as the systematic transfer of appropriate functions, activities or property from the public to the private sector, where services, production and consumption can be regulated more efficiently by die market and price mechanisms. The purpose of privatisation is to improve the performance of the economy through the effective use of production factors, optimising market forces and by increasing the percentage of net fixed investment in the private sector. The study was carried out in two stages. In the first, the theory of the firm, namely perfect competition; monopoly; monopolistic competition; oligopoly; duopoly; price discrimination; monopsony and bilateral monopoly was discussed. Consequently a function evaluation programme was activated to determine which functions and activities of the Johannesburg City Council could possibly be privatised. In the second part of the study, the methods for privatisation, namely the 'Sale of public sector enterprises and assets; leasing of business rights and contracting out, were empirically analysed by discussing three case studies in the Johannesburg City Council.

No description available.

A Dissertation presented to The Department of Social Work School of Human and Community Development Faculty of Humanities University of the Witwatersrand In fulfilment of the requirements for the degree of Master in Social Work by Research May, 2016 / The public sector work ethics in South Africa persist to highlight negative perceptions because of overt employees’ unethical behaviour and managerial incompetence. The primary aim of the study is to explore what factors are impeding frontline staff of Department of Labour (DoL) in delivering client services in accordance with standards and requirements and what will contribute to the improvement of service delivery by DoL frontline staff. A qualitative approach was used and a multiple case study research design conducted. Non-probability purposeful sampling was used to select the participants, of DoL employees in South Africa, referred to as the Client Service Officers (CSOs), the frontline staff members and their Supervisors from two sampled offices, Johannesburg Labour Centres (LCs) in Gauteng (GP) and Witbank LC, Mpumalanga (MP) Provinces. A total of three semi-structured interview schedules were used for separate phases of individual and group face to face interviews of frontline staff and Key informants from ProductivitySA and DoL Head Office to collect data, with consented tape recording. Thematic content analysis was used and while some generalisation can be drawn, anticipation was to identify the challenges public servants experience which hampers them to deliver services. Overall findings suggest misalignment of the mandate of DoL with clients’ needs; challenges with personnel’s work knowledge; management, administrative, resources and ethical issues; and service structures’ non-compliance to standards of health and safety. Remedies include policy reviews, training and employment of social work services in frontline operations

It is a hypothesis of this dissertation that the establishment of fully operational, autonomous Black local authorities will contribute to the peace and stability of South Africa and would ultimately have far reaching effects. This hypothesis is based on the postulation that the original establishment of proclaimed Black residential areas was cardinal to the policy of apartheid. This residential separation and other aspects of community life, e..g. employment and mobility, were maintained by legislation and institutions devoted to the application and administration of the legislation were created. This policy extended over a period of nearly four decodes during which the internal and external resistance to an apartheid policy increased with dramatic socio-economic effect. In 1985 Dr Piet Koornhof, South African Ambassador to the United States of America, announced at the press conference in Washington, D.C. that ·apartheid was dead: During the period prior to this statement, 1982 to 1986, enactments viewed as the cornerstone of the separation policy were repealed or amended by new legislation such as; Abolition of Influx Control Act, 1986 (Act 66 of 1966), Abol1tion of Development Bodies Act, 1986 (Act 75 of 1986), Black Communities Development Act, 1964 (Act 4 of 1984). Internally radical elements violently opposed to the government launched a campaign of destruction and intimidation largely confined to the Black residential areas. Generally this has been a Black on Black violence and led to the declaration of a state of emergency on 9 May 1986 which has continued to the present time. An examination of these unfortunate circumstances has led the writer to believe that there must be support in the Block communities for the reform process. It is held that the organisations opposed to any participation in this process have recognised that it could succeed. The ·soft under-belly· is the conditions prevailing in the Black towns and residential areas within the Republic. Official announcements have been made acknowledging that the earlier policy had failed and that a developmental backlog existed which is to be eliminated. The strategy of the subversive elements is to prevent~ or delay~ the improvements so as to exploit the dissatisfaction of the people most affected, the Black communities. Despite the very violent tactics applied under this strategy many Black communities and their leaders participated in the system~ serving on community councils et al. Within Natal there are eighteen formally established Black towns and in the three ye~rs prior to 1968 only three did not have properly functioning community councils. On the announcement that local government elections would be held on 26 October 1988 throughout the country for all local government bodies, predictions were made that these would not succeed, certainly not in the Black areas. These predictions proved to be false and the situation in Natal was that 132 candidates were nominated against a total of 108 vacancies. This and subsequent events showed that there was a willingness to participate. In the period between nominations and election day there was constant and close contact with all eighteen towns and the following impressions were gleaned. 1. The electorate generally was prepared to participate but did not ful1y understand the democratic system of nominations and elections. At many private and public meetings the view was aired that nomination was infact~ the selection of leaders and that no further action was required. The people themselves maintained that the nomination of an unopposed candidate was the total endorsement of that candidate and he could take office immediately. 2. Candidates who had served as community councillors were prepared to accept nomination~ and were supported by their communities~ but did not understand the differences between community councils and local authorities. 3. Both the public and the candidates were sceptical about the real powers and duties of local authority bodies. 4. The attitude was often challenging in that the public and the candidates made it known that they would participate on the basis that after the elections the "government of the people by the people for the greatest good of the greatest number" would have to be demonstrated. One subsequently successful candidate stated that if this did not occur he would step aside for the "forces of revolution". In the event~ the elections in Natal took place without any incident. The highest percentage poll was over 68% and only one of the qualifying towns did not participate. The stage is now set for the further development of Black local authorities. Successful local authority administration will further confound those who 'seek advantage from chaos and anarchy. Efficient and effective administration can only be achieved through the efforts of dedicated officials and members who have the skills to perform their function well. It is not denied that local government per se is the most important level of government because it affects the daily lives of a11. It is accepted that it is in the interest of 011 that all local government bodies be given every assistance to develop , end improve. Historically instability and violent resistance to local government has been experienced on I y in the Black communities. This violence and instability has been exploited and widely publicised overseas in an ongoing campaign to overthrow the government. Clearly the highest priority is the improvement of the Black local authorities and this improvement must involve the people themselves. The long term effects of the development~ training and guidance of the Black people in a system of -government of the people by the people- will be peace and stability nationally. This dissertation deals with the identification of the needs for training~ the support for this training and on indication of what should be done in this regard for the Natal Black local authorities. / Thesis (MPA)-University of Durban-Westville, 1988

Strategic management is regarded as one of the highest forms of management activities in the South African government. Consequently it is mandatory for Heads of government departments to develop strategic plans for their departments. Despite compliance to the strategic management framework as prescribed through the Public service regulations and the Treasury regulations, service delivery targets as set out in these plans are often not achieved. This also results in the underspending of monies budgeted for the delivery of basic government services. This paper presents the findings of the study undertaken to evaluate the effectiveness of strategic management in the public service. The study employed a qualitative approach in the form of a case study research method targeting the Department of Local Government and Housing in Limpopo provincial administration. It is evident from the findings that the department is comprised of a number of elements or organizations within its environment that it is dependent on for it to achieve its objectives, and that some of these organizations are in turn dependent on the department to achieve theirs. This makes the department and organizations within its environment typical complex adaptive systems in that for them to achieve their goals, they need to adapt to one another. Failure to meet strategic plan targets in the department is attributed to (1) the government prescribed strategic choice and linear approach to strategic management that does not take into account the complexity and uncertainty of the department’s environment and the views of stakeholders; (2) the capability of management to perform the strategic management function which is questionable, (3) lack of a systems thinking approach in the department, and (4) ineffective strategic control. The study recommends a strategic management model for the Public service that will encourage management to see the department as a system that is influenced by and also influences other systems within its environment to achieve its objectives. This will facilitate the interactions between the department and its stakeholders during the formulation of strategies and the implementation thereof. Key Words: Strategic management, strategic plan, strategic formulation, strategic implementation, strategic control, complexity, complex adaptive systems, organization, strategy, systems thinking, environment, public service, resources and uncertainty. / Thesis (M.Com.)-University of KwaZulu-Natal, 2009.

Samevattende oorsig: In hierdie skripsie, is 'n studie onderneem ten opsigte van die Geïntegreerde Ontwikkelingsbeplanningsproses, wat die proses van beplanning en die toepassing van hierdie beplanningsresultate ten opsigte van twee klein B-munisipaliteite in die Wes-Kaap Provinsie insluit. Die skripsie bestaan uit sewe hoofstukke en is gebaseer op die veronderstelling dat die beplanningsproses van so 'n tegniese aard is dat kleiner owerhede nie in staat is om die proses na behore te kan bestuur nie. Dit gaan verder van die onderstelling uit dat die implementeeringskapasiteit by kleiner owerhede ontbreek om dievoorsiene uitkomste na behore te realiseer. Die primêre doelwitte van die navorsing sluit die volgende in: 'n basiese oorsig van openbare bestuur, die rolle en funksies van funksionarisse binne hierdie omgewing en die veranderende aard van openbare bestuur. Die proses van geïntegreerde ontwikkelingsbeplanning binne plaaslike regering word bestudeer met 'n volledige proses toeligting. Die noodsaaklikheid van beplanning en prestasiebestuur word bevestig tesame met die uitdagings en probleme wat die nuwe benadering bring aan klein plaaslike owerhede. 'n Finale waardebepaling rond die studie af. Die studie bestaan uit bronnavorsing om die veranderende aard van openbare bestuur toe te lig tesame met die werklike aard van die beplanningsproses soos vereis binne relevante wetgewing. Die impak van hierdie vereistes op klein plaaslike owerhede in die Wes-Kaap word ontleed aan die hand van twee geïntegreerde ontwikkelingsplanne soos deur die skrywer hiervan gefasiliteer by dié owerhede. Die gevolgtrekkings gemaak uit hierdie studie word dan ook aangedui met 'n aanbeveling oor die mees sinvolle inkrementele benadering ten opsigte van ontwikkeling as proses en die deelname van rolspelers daarbinne.

M.Comm. (Strategic Management) / The turbulent and swiftly changing business environment assigns very big requirements and challenges to managers of all enterprises. Because of the current political and constitutional process of reform, local authorities find themselves on the verge of dramatical structural change. Traditionally local authorities operated in a relatively predictable and inert environment. The turbulent and swiftly changing environment, together with the expected structural changes, assign unprecedented demands and challenges to the managers of local government. To enable managers to handle these requirements and challenges to the optimal benefit of their residents and businessmen, the advancement of strategic management is of utmost importance. This study is directed at the distinguishing of potential requirements and challenges that could be assigned to managers in local government and to local government's pressing need of strategic management. A discussion of the use of computerbased management simulation as support to strategic mana~ment training in local government is included in the study. The central purpose of the study is to distinguish different applications of management simulation as an aid to the promotion of strategic management in local government and to indicate the value thereof. Management simulation can successfully be used to provide managers in local authority with simulated experience of the practical application of strategic management theory. Managers get the opportunity of strategically directing a simulated local authority and in this way they can make decisions without the need to fear for the consequences of erroneous decisions. There is no doubt that management simulation can make a worthwhile contribution to the advancement of strategic management in local government.

M.Com. (Business Management) / It has been evidenced through the strategic management theory and literature perused in this study, that transformation of strategies and plans into actual results could only happen through efficient and effective implementation. Any efforts to translate strategy into action that are not guided by the principles of strategy implementation theory have often proven futile or insufficient, thus failure to achieve strategic objectives became the default result for many organisations. Continuous evaluation of this critical implementation phase of the strategic management process enables identification of challenges that cause inefficiency and ineffectiveness and lays a foundation to resolve and improve these identified hiccups. Because of the ever-changing environments within which organisations operate, new challenges are confronted, hence the need for continuous study to identify these challenges and seek solutions to improve the process of implementation of plans and strategies. This study therefore evaluates the implementation process of the Integrated Development Plan as a strategy towards attainment of goals in a local municipality. Recommendations based on strategy implementation theory and literature, are made to deal with identified challenges.

M.Com. (Business Management) / Years of service, and training in strategic management, showed shortcomings in the management of the Randfontein local authority. This apparent problems had to be addressed and the application of strategic management is a possible tool in addressing the shortcomings. PURPOSE The main purpose of the study is to determine whether the concept of strategic management is applied in any of the five local authorities on the West Rand. If the concept of strategic"management is not applied, a reason for this is sought and would recommendations be made to help with the application of strategic management in mediumsized local authorities. METHOD OF STUDY In this study a comprehensive study to the purpose of a local authority were done to determine whether a local authority needed to apply the theory of strategic management. A questionnaire were then compiled, which formed the basis of a structured interview with the chief executive officer of the relevant local authorities. FINDINGS The study clearly showed that local authorities in the new dispensation were facing major changes and had to adapt to this changes. The application of strategic management could help in facing and manage the changes necessary to survive. Not one of the five medium sized local authorities on the West Rand however apply the theory of strategic management. It was found that politics, knowledge, culture, communication and a poor information system is hampering the application of strategic management application. If these shortcomings are addressed the strategic management theory can be applied in the local authorities in the study area.

M.A. / Researchers and futurists like Alvin Toner state that we are currently moving into the information era. In the information economy, information is an alternative source of capital. The role of information in the management of an organisation is being realised by more and more high profile companies and organisations. Information management should form part of top management. Information management does not only consist of the management of information technology. It consists of the whole information spectrum which includes information technology, information services as well as information systems. It implies the management of information as an organisational resource. Many companies and organisations however do not recognise information as a resource. It is therefore not managed as such. In most organisations information management develops in different stages until it reaches a state of maturity. The question arises what the cost implication is if information in this day and age is not managed as a valuable resource. The value of information is often difficult to establish and measure. The value of information depends on its timeliness and usefulness in a specific situation. It is therefore important that the organisation should be aware of the nature of its information resources as well as its location and flow. This can be achieved by a thorough information audit. When the organisation is aware of the extent of its information resources as well as its usage, the relation between cost and value can be determent. A cost-benefit analyses will establish whether the costs spend on information is justified. Because of the intricate nature of information a cost-benefit analyses renders several problems. Its usefulness are often questioned. It goes without saying that where unnessary costs are avoided the organisation will benefit. The process of cost avoidance is seen as a form of cost-benefit analysis. Local government in South Africa is the third tier of government, and currently in a process of change. The principles of Public Administration plays an important part in the management of local government. The absence of the profit motive in local government is often used as a reason why general management principles are not applied. Information plays an important role in local government decision making. An information audit in the Roodepoort Administration identified several important information resources. Through interviews and a case study it was established that information management does not occur on top level. Information is not recognised as a resource. This does not lead to cost avoidance. This study concludes that the Roodepoort Administration is in an early stage of information management, where information technology is managed to a certain degree. The lack of information management in the Roodepoort administration causes unnessary costs, departmentalisation and duplication of information. The recognisation of information as an organisational resource in the Roodepoort Administration, and in local government as a whole will assure effective and cost-effective decision making and administration. Cost avoidance will lead to accountable administration of communities.