Thesis (MTech (Quality))--Cape Peninsula University of Technology, 2015. / The fundamental activities of a business can be summarized as being a cycle of strategy development and implementation, operations design and management and finally performance measurement, which feeds back into strategy design. This research aims to determine whether visual management can assist the quality motive by adding value to the above‐mentioned business activities for start‐up businesses and strategic business units within the South African context. The main topics to be addressed are performance management and visual management (VM). Performance management entails investigating the concept of strategy, its formulation and eventual implementation; performance measurement; improvement initiatives and greater quality theory. Visual management will be introduced as an angle on corporate communication and the importance of sharing information indiscriminately throughout the organisation. Both empirical and non-­‐empirical research methods are used to answer the question of the impact of VM on business activities. The first involves a theoretical synthesis from the literature, the second was based on interviews with professionals from the relevant industries, the third is content analysis of the above.

Esta tese de doutorado tem por objetivo apresentar um modelo conceitual e um modelo estrutural de comunicação da liderança para a tomada de decisão para alguns tipos de organizações no Brasil. Para cumprir este propósito foram identificadas variáveis discriminantes na literatura que definiram o novo modelo proposto. O modelo estrutural foi avaliado a partir de entrevistas e pela aplicação de questionários para líderes e equipes de 9 tipos de organizações, incluindo empresas privadas, multinacionais e nacionais, dos setores de saúde e serviços, assim como entidades civis representadas por escolas de samba. A pesquisa exploratória quantitativa considerou 32 variáveis discriminantes agrupadas em 3 constructos. O uso de análise estatística de equações estruturais pelo método PLS e CBSEM permitiu concluir que o modelo estrutural proposto foi capaz de confirmar o uso destas variáveis discriminantes para explicar e correlacionar aspectos determinantes da comunicação da liderança para a tomada de decisão em alguns tipos de organizações no Brasil. Esta contribuição permitirá dar um passo adiante no sentido de entender, analisar e atuar no escopo da comunicação da liderança, fenômeno considerado crítico para o campo da comunicação. / This doctoral thesis aims to present a conceptual model and a structural model of communicaton leadership for decision making process for some types of organizations in Brazil. To fulfill this purpose, discriminant variables were identified in the literature that defined the proposed new model. The structural model was evaluated based on interviews and questionnaires for leaders and teams of 9 types of organizations, including private, multinational and national companies, health and service sectors, as well as civil entities represented by escolas de samba. Quantitative exploratory research was developed with 32 discriminant variables grouped into 3 constructs. The use of statistical analysis of structural equations using the PLS and CBSEM method allowed to conclude that the proposed structural model was able to confirm the use of these discriminant variables to explain and correlate determinant aspects of communication leadership for decision making process in some types of organizations in Brazil. This contribution will allow us to take a step forward to understanding, analyzing and acting in the scope of communication leadership, as a phenomenon considered critical for the field of communication.

Esta dissertação teve por objetivos principais investigar os fatores críticos de sucesso para implantação do programa Seis Sigma nas empresas, bem como o impacto desse programa no desempenho operacional, na satisfação dos clientes e na construção de uma cultura organizacional voltada para a qualidade. Em adição, procurou-se investigar relações entre aspectos como percepção de sucesso alcançado pelas empresas que implantaram o Seis Sigma; tamanho e nacionalidade das empresas; tempo de implantação do Seis Sigma e de treinamento continuado; nível de comunicação entre os profissionais; regime de dedicação de tempo dos Black Belts; taxa de conclusão de projetos, sua duração e economia gerada. Os dados foram coletados em questionário na Internet, distribuído por correio eletrônico e em fórum de discussão envolvendo profissionais do Seis Sigma. O desenvolvimento do questionário envolveu pesquisa bibliográfica e entrevistas com profissionais experientes do Seis Sigma. Os resultados indicaram oito fatores considerados críticos para o sucesso na implantação dos Seis Sigma: (a) Liderança, (b) Projetos, (c) Treinamento, (d) Comunicação e Revisão, (e) Processo Gerencial, (f) Perfil dos Black Belts, (g) Equipe de Projetos e (h) Iniciativas Prévias de Qualidade. Foram também identificados aspectos que tiveram melhoria após a implantação do programa Seis Sigma nas três áreas de interesse. / The main objective of this research was to investigate the critical success facators to implement Six Sigma in organizations, as well as the impact of Six Sigma on operating performance, customer satisfaction and organizational quality culture. Besides that, a secondary objective was to investigate the relationship between aspects like success perception among those companies which implemented Six Sigma, company size, company nationality, Six Sigma time of implementation, continuous training, communication level between professionals, full-time and part-time Black Belts, Project completion, Project duration and Project savings. Data was collected though an Internet questionnaire, distributed by email and sent to discussion groups involving Six Sigma professionals. Questionnaire development has included literature review and interviews with experienced Six Sigma Professionals. Results have indicated eight critical success factors to Six Sigma implementation: (a) Leadership, (b) Projects, (c) Training (d) Communication and Review, (e) Managerial Process, (f) Black Belts Profile, (g) Project Teams and (h) Previous Quality initiatives. Moreover, several aspects were identified to be enhanced after Six Sigma implementation in the three áreas of interest.

Recently, organisations have been faced with challenges like never before. Increasing competition from businesses across the world has meant that businesses must be more careful about the choice of strategies to remain competitive. This situation has placed more focus on organizational effectiveness in that systems and processes be applied in the right way to the right things to achieve results. All of the organisational processes must continue to be aligned to achieve the overall results desired by the organisation for it to survive and thrive. Performance management is an ongoing process that should reflect the current and emerging business challenges, as well as the company’s values about performance and careers. As the business and workforce change, the performance management process should be modified to ensure that the process and tools remain congruent with organisational values and priorities. The objective of this study was to identify the influence of the current performance management system, in the Finance department at General Motors South Africa, as a facilitation tool in aiding or assisting management in achieving individual and departmental goals. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management systems. A questionnaire was designed based on the guidelines in the literature study, in order to establish the extent to which the organisation manages performance. The researcher used the random sampling method of selection and distributed the questionnaire to eighty one potential respondents via mail and electronic e-mail. Forty one completed questionnaires were returned and these were processed and -iiianalysed using Microsoft Office Excel 2003, running on the Windows XP suite of computer packages. The respondent’s opinion obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings of the influence that the performance management system has on the achievement of individual and departmental goals at the selected organisation. It can be concluded from the respondent’s opinions that the greatest shortcomings of the current performance management system are the link between performance and reward, and commitment to the process in its totality. The other areas of concern are the lack of training and development, and the necessary resources required to achieve objectives. The study also indicates there is no overwhelming agreement that feedback, both positive and negative, takes place as the literature suggests. The following were the main recommendations and conclusions made: • Firstly, it is imperative that management undergoes training in the feedback and review process which is a critical element in the performance management cycle. • Secondly, to realise the benefit of increased employee effectiveness, management should undergo training to become more effective career coaches to promote a climate of continuous learning and professional growth. • Thirdly, the reward system should be reviewed, if management is committed to using pay as an incentive for desired levels and directions of performance. • Fourthly, management can set an example and build commitment for effective performance management and be leaders at all levels.

The fresh hake processing lines at Seavuna fishing company in Mossel Bay are not consistently achieving their volume output standards and this is resulting in higher processing costs and loss of processing opportunities. The company’s senior management are concerned about this trend and require a complete review of the effectiveness of the resources deployed on the lines. This with the view of establishing the causes of poor process volume output. In order to resolve the process inefficiency challenges mentioned, this study used both empirical and time studies to investigate the effectiveness of the company’s resources directly deployed in the processing unit. The study focused on investigating the human factor, machinery and equipment, the environment and the current efficiency standards. Relevant literature in the field of process efficiency improvement was consulted to assist in identifying factors that are known to cause process inefficiencies, and also to establish which improvement techniques would be relevant in correcting the situation. From the Literature reviewed, it was evident that a ‘one size fits all’ solution to resolving inefficiencies is almost non-existent and that a solution that is relevant to the problem is more effective. In addition, a benchmarking exercise was also done to establish how Seavuna’s current volume output standards fair against its major rivals. Once data from both studies were collected, the results were analysed using the some of the basic quality tools. Thereafter, lean manufacturing principles were used to attempt to resolve the current efficiency challenges. The study recommended that the company construct a business strategy and a corresponding organisational culture to direct its continuous improvement interventions. The use of strategic quality planning would go a long way in assisting the company to execute some of the interventions recommended.

The aim of this study was to evaluate the efficiency and effectiveness of the Performance Management System, since its inception and to date, with regards to the advancement of organisational goals and objectives through employee development, as well as resource allocation for service delivery to the residents of the Amathole District Municipality (ADM). The concept of performance management is key for achieving organisational goals and objectives, since it seeks to develop employees by identifying areas of strengths and weakness. The study is based on the assumption that although municipalities are different, and their approach to performance management particularly individual performance differs. This study therefore is based on the assumption that, levels of poor service delivery, and the consequent service delivery protests experienced in the ADM, can be ascribed to a poor linkage between annual performance planning and the assessment of municipal officials. Annual organisational performance, and individual performance planning and output, is not commensurate. Furthermore, a lack of correlation between these variables has led to the poor implementation of basic services and good governance, which has resulted in low levels of citizen satisfaction with the ADM. The empirical survey and research methodology used in the study is described and explained and followed by the data collection in a form of questionnaires. The research findings from the empirical survey are then analysed and reported accordingly. Recommendations are presented in the last chapter based on the empirical survey findings through the respondent’s inputs in the questionnaire. Recommendations are therefore also presented on how Amathole District Municipality can improve its business to achieve the objectives performance management. The key recommendation that came from the study is that ADM planning should be executed in collaboration with other government departments, government agencies, municipalities, private sector and NGOs, in order to maximize chances of achieving effective and efficient service delivery in communities.

Submitted in fulfillment of the requirements for the Degree of Masters in Management Sciences: Human Resources Management, Durban University of Technology, Durban, South Africa, 2017. / The overall aim of the study was to investigate the impact of job insecurity on job satisfaction and organisational commitment at Femina Garments in Zimbabwe. Job insecurity has increased considerably over the recent decade in the clothing industry of Zimbabwe. Negative economic growth, retrenchments and company closures have led to job insecurity increase in Zimbabwe. Against this background, the literature suggests that job insecurity has a negative impact on different job attitudes. The study was conducted at Femina Garments, a clothing manufacturing company in Zimbabwe. The study adopted the quantitative research design and a survey method was employed for all 109 employees at Femina Garments. A structured closed-ended questionnaire was used to collect data. A significant response rate of 93.58% was obtained using the personal method of data collection. The responses to the questionnaire were captured and analysed using the Statistical Package for Social Sciences (SPSS) version 24.0 for Windows. Several hypotheses were formulated and tested using the Pearson`s chi-square and Spearman`s rank order correlation co-efficient. The main findings revealed that job insecurity did have an impact on organisational commitment. The findings also revealed that job insecurity had no relationship with job satisfaction at Femina Garments. The recommendations suggest that management at Femina Garments should provide clear communication, provide social support and maintain a balanced psychological contract. The recommendations also suggest that management at Femina Garments should provide salaries and benefits that are market related. The study concludes by providing directions for future research. / M

[pt] A sustentabilidade de vantagem competitiva de uma empresa pode ser analisada por modelos dinâmicos integrativos, considerando-se aspectos estruturais do setor industrial, recursos e competências da firma. Porém, quando os distúrbios no ambiente empresarial são de grande magnitude, esses modelos podem não ser suficientes para explicar o que está ocorrendo e qual estratégia a empresa deve seguir para assegurar sua vantagem competitiva. O meio ambiente empresarial no setor de petróleo, no Brasil, vem passando por distúrbios nos moldes preconizados por Schumpeter (1934, 2000), ou seja, um contexto em que as alterações só podem ser imperfeitamente previstas pelas firmas. Nesse contexto, aquilo que ora foi válido e adaptado, provendo resultados competitivos vantajosos para a empresa, pode deixar de sê-lo, trazendo conseqüências nefastas para o desempenho da mesma. Como as estratégias são elaboradas desenhando situações futuras e como nesse tipo de ambiente essas previsões têm validade bem limitada, sua aplicabilidade fica comprometida. Assim, surge a indagação: que fatores podem levar à sustentabilidade da vantagem competitiva de uma firma em um contexto de grandes mudanças? Dentro dessa conjuntura, o segredo dessa sustentabilidade pode estar ligado não simplesmente às competências, ou ao posicionamento estratégico da firma, mas, principalmente, ao reflexo da imperfeita adaptação da mesma ao meio ambiente empresarial e, conseqüentemente, da percepção da necessidade de mudança, de aprendizado e de flexibilidade organizacional. Adotando uma abordagem com elementos sistêmicos da firma, centrada na conversação estratégica, que enfatiza a necessidade de diálogo e aceitação do pensamento dissidente do dominante, foi proposto um arcabouço de trabalho inspirado nas idéias de Argyris (1991), Brown & Eisenhardt (1998), De Geus (1997), Senge (1994) e Van der Heijden (1998), que destaca os seguintes fatores críticos para a sustentabilidade de vantagem competitiva em ambientes em transição: sensibilidade ao meio ambiente, capacidade de aprendizado e de flexibilidade organizacionais. Utilizando-se o método de estudo de caso, aplicado à Petrobras no segmento E&P, procurou-se verificar quão explícitos na empresa estão fatores, críticos para a sustentabilidade de vantagem competitiva, considerando seu ambiente em contínua transição. Da análise do padrão de respostas obtido na pesquisa, bem como da observação da dinâmica da empresa nesse período, foi possível concluir que os fatores enfatizados no arcabouço de trabalho estão presentes na empresa. Porém, parte dos mesmos ainda permanece latente, muito em razão da transição organizacional sofrida recentemente pela Petrobras ainda não estar consolidada. A pesquisa permitiu identificar um outro fator crítico para o sucesso da empresa na fase pós-transição: sua capacidade de aceitar o pensamento dissidente e dele retirar aquilo que não é percebido pelo perfil dominante, especialmente sinais ambientais fracos. De fato, dentro do contexto de consolidação da transformação organizacional recém implementada na Petrobras, observou-se que ainda existe espaço para uma maior aceitação do pensamento dissidente. / [en] The sustainability of the competitive edge of a company can be analyzed by integrative dynamic models, taking into consideration structural aspects of the industrial sector and the company`s resources and its competence. However, when disturbances in the business environment are of substantial magnitude, such models may not be enough to explain what is happening and what strategy the company must pursue to ensure its competitive advantage. The business environment in the Brazilian petroleum sector has been undergoing disturbances of the form proclaimed by Schumpeter (1934, 2000), that is to say, in a context in which companies can only imperfectly predict alterations. In this context, that which was valid and adapted, up to now, to provide advantageous competitive results for a company, can no longer be so, bringing tragic results for its performance. Since the strategies are devised by drafting out future situations, and since such predictions have a very limited validity in this type of environment, applicability becomes compromised. The question then arises: what factors can lead a firm to sustainability of competitive edge in a context of great changes? Within such a situation, the secret of sustainability might not be merely linked to a company`s competence or to strategic maneuvering, but could be mainly connected with the indirect influence of its less-than- perfect adaptation to the business environment and, as a consequence, with its perception of the need to change and to learn, and with its organizational flexibility.In adopting a systemic approach to the company, centered on strategic conversation, which emphasizes the need for dialogue and accept ance of thinking that is dissident to predominant ideas, a study framework was proposed inspired by the ideas of Argyris (1991), Brown & Eisenhardt (1998), De Geus (1997), Senge (1994) and Van der Heijden (1998), which points out the following critical factors for sustainability of competitive edge in an environment in transition: a sensitive concern for the business environment; a capacity for learning; and organizational flexibility. Using the case study method, applied to the E&P segment of Petrobras, one sought to identify critical factors for sustainability of the competitive edge of the company, with due consideration of its continually-changing business environment. From an analysis of the standard of replies obtained in the survey, and also from observing the dynamics of the company during the survey period, it was possible to conclude that the factors emphasized in the study framework are present in the company. However, some of those factors are still latent, very much due to fact that the organizational transition recently undergone by Petrobras is not yet consolidated. The research survey enabled identification of one other factor critical to the success of the company in the post-transition phase: its capacity for accepting dissident thinking and being able to extract from it what is not perceived by the dominant profile, especially weak environmental signs. Indeed, within the context of consolidating the organizational transformation recently implemented at Petrobras, one can see that space still exists for a greater acceptance of dissident thinking.

M.Ed. / High demands in education are set by a complicated and rapidly developing society. Due to better techniques and changing circumstances the task of the principal as well as his management team has become more complex. The management team no longer needs to be reactive to changing circumstances. A pro-active approach such as strategic management can be followed. Strategic management demands that the school management team develop a strategic plan. The mission must be formulated in conjunction with all interested parties. Once the main aim has been compiled, an analysis of the internal environment of the school should take place in order to determine strong and weak points. It now becomes the urgent task of the management team to pay attention to the following aspects, namely: structure, culture, climate, resources, manpower and marketing in order to determine the prevailing situation in the school. Analysis of the external environment should guide the management team to pinpoint the opportunities and threats present in the school environment. A clear mission and an awareness of the school's strong and weak points, as well as the opportunities and threats should lead to the development of aims and objectives. This in turn leads to establishing a common ground for meaningful functioning within the school. It becomes the task of the management team to consider alternative strategies for the execution of the school's aims/objectives. After careful consideration of alternative strategies a choice has to be made as to which strategy should be followed. This strategic plan must be changed into a practical plan. It is essential that the objectives of the strategies are carefully formulated. This in turn leads to the implementation of short term functional activities. A policy framework is developed wherein decisions must be taken and this becomes a barometer as to how all the set aims/objectives are to be achieved. The institutionalization of the policy demands a thorough reflection of organisation structure, leadership, culture and the various means of recognition. Strategy and structure should complement each other. Several structures and their suitability should be considered for strategy implementation. Successful strategy implementation demands strong leadership characterized by personal example. Strategic management is a participative management process. The value of visible management can never be overemphasized. Successful implementation demands that there be clarity of present and envisaged school culture. School culture and the chosen strategy must complement each other. Recognition is an important part of strategical implementation and will motivate staff, which will lead to success. The last part of the strategic management model is the evaluation of performance and the control of work activities. Control follows planning. It ensures that the school achieves what it set out to accomplish. Just as planning involves the setting of objectives along with the strategies and programs necessary to accomplish them, the control process compares performance with desired results and provides the feedback necessary for management to evaluate the results and take corrective action, as needed. This process consists of a four-step feedback model, but is not always easily distinguished. The identification of key success factor areas and strategical control points help to facilitate control. One should also consider.

M.Comm. (Financial Management) / Although general studies have been conducted on the agency problem, such studies have not focused on the relationship between executive remuneration and company performance. Many of the studies conducted abroad have focused on quantitative methods using regression analysis to understand the relationships between diverse financial performance measures and a variety of performance appraisal techniques. This study aims at establishing the relationship between executive remuneration and company financial performance on the basis of 20 of the largest companies listed on the Johannesburg Stock Exchange Ltd (JSE). It has been observed that JSE-listed South African companies have almost a standard governance framework for determining salary structures of CEOs and directors. Furthermore it can be seen that most performance-linked payouts for CEO's and directors are based on measurement criteria established which are based on actual performance levels achieved. For this reason, it may be concluded that short-term targets are crucial to keeping a business going, to ensure positive cash flows, manage working capital, and achieve year-on-year growth of revenues and profits. However, to ensure survival and sustainability of the business in the changing global and local environments, long-term strategies should be formulated and various steps should be taken by CEOs, supported by other executive and non-executive directors. This research focuses on short-term goals and their influence on executive remuneration for CEOs and CFOs. The performance measures selected for this study were revenues, profits, share price and net asset value. These performance measures selected are supported by the relevant academic literature. The results of this study reveal that CEOs and CFOs have received lower remuneration in the form of bonuses as a result of companies not achieving their short-term goals.