"Can you define 'plan' as 'a loose sequence of manifestly inadequate observations and conjectures, held together by panic, indecision, and ignorance'? If so, it was a very good plan." Jonathan Stroud, The Ring of Solomon Jonathan Stroud knew that a plan cannot stand alone and needs more. Every business needs a strategy. Academics in the field of strategic management have bewailed the field's disparate, ambiguous nature. The question arises: how can these concerns be compliant with the substantial success that strategic management experienced in the past? The weaknesses of strategic management seem to be its strengths. In their study, Nag, Hambrick and Chen (2007) suggest that strategic management acts as an intellectual dealer entity, which thrives by enabling the simultaneous pursuit of multiple research orientations by a variety of disciplinary and philosophical regimes. The Bain and Company Management Tools and Trends, (Rigby & Bilodeau 2011) indicated the importance of management tools and how these tools can enhance an organisation's ability to strategise for the future. Mankins and Steele (2005) identified factors resulting in a strategy-to-performance gap and made recommendations on how an organisation can minimise such gaps. Tait and Nienaber (2010) came to the conclusion that the use of management tools could reduce challenges of formulation, implementation and evaluation resulting in closing or minimising the strategy-to-performance gap. In view of the findings of these three above-mentioned studies, this study of SAEO aimed to explore (identify, describe and understand) what factors top, middle and frontline managers perceived to hinder strategy implementation at SAEO during the 2009/10-2010/11 financial years, resulting in a strategy-to-performance gap and to determine how these factors affect the organisation. This study was conducted as a qualitative case study that used empirical evidence from real people in a real-life organisation. Data was collected from a South African electronics organisation (henceforth referred to as SAEO) involving 14 managers at three different hierarchical levels (top, middle and frontline managers). They were required to answer semi-structured questions on to how these strategy-formulation-implementation-evaluation phases affect their working environment. The interviews were conducted at the premises of the organisation and permission was sought from the CEO who granted permission for the researcher to request the managers to participate. Information was used from previous authors and a replication study was conducted using the Mankins and Steele (2005) and Tait and Nienaber (2010) studies. The purpose of this study was to identify, describe and understand "what factors, if any, hinder strategy implementation" (Ehlers & Lazenby, 2004; Mankins & Steele, 2005; Tait & Nienaber, 2010). Ehlers and Lazenby (2004:117) and Mankins and Steele (2005:66) have indicated that strategy implementation is the most difficult part of the strategic management process. In the Mankins and Steele (2005) and Tait and Nienaber (2010) studies, although the order differed, the most prevalent performance factors contributing to the strategy-to-performance gap were identified as a lack of focus/conflicting priorities and no resources, inadequate skills and capabilities, unclear accountabilities for execution, insufficient rewards and consequences and poorly communicated strategies. The results of this SAEO study confirmed that ineffective communication, followed by inadequate monitoring; insufficient leadership and no approved strategy were the main reasons for the strategy-to-performance gap. It seemed as if SAEO had a bigger challenge in communicating its strategy to employees than was the case in the Mankins and Steele (2005) and the Tait and Nienaber (2010) studies. Although the biggest challenge at the four South African Life Insurers (Tait & Nienaber, 2010) was inadequate or unavailable resources, the challenge at SAEO was ineffective communication and it was evident that it should be addressed to close the strategy-to-performance gap. Both challenges are part of the strategy implementation phase although communication could be related to formulation, implementation and evaluation of strategy. Although the results (ranking of factors indicated to contribute to the strategy-to-performance phenomenon) of this study did not entirely concur with the studies of Mankins and Steele (2005) and Tait and Nienaber (2010), the important fact remains that without a formulated strategy on how to ensure survival and growth of an organisation, challenges such as ineffective communication and/or inadequate or unavailable resources which were found in the three studies (Mankins & Steele, 2005; Tait & Nienaber, 2010; and the SAEO study) will have a negative effect on an organisation's future growth and prosperity. It became evident from this (SAEO) study that every member of an organisation will be affected should a strategy-to-performance gap exist. Therefore it is crucial that each organisation timeously identify possible factors that can result in a strategy-to-performance gap and determine what can be done to close or narrow those performance gaps. Lear (2012) contends that even if an organisation has the most outstanding strategy, the strategy will mean nothing if it is not understood at all levels within the organisation. That includes all processes to be aligned to achieve the organisation's objectives. / Business Management / M. Tech. (Business Administration)

The South African economy desperately requires an injection from small manufacturing enterprises that are productive and highly organized - hence the need to identify suitable productivity measurement approaches for use in these enterprises. The following research question was formulated: Which productivity approach( es) is (are) generally most suitable for small manufacturing enterprises in the steel and engineering industry of South Africa? The following directions of research were identified: (1) A literature search revealed 12 productivity measurement approaches. The theory of each is discussed in detail. (2) An empirical search was performed to establish the requirements of industry. This process is fully discussed. The results of both the literature and empirical searches were used to develop a list of criteria. These criteria were compared with each of the approaches, and only three were found to conform to these requirements. The results of this comparison provided the answer to the research question. / Department of Business Management / M.Com (Business Management)

The political history of South Africa, especially that of the apartheid years, has affected the structuring and functioning of business in the country profoundly. In general, White business is highly developed and formal, with access to financial and infrastructural support. Black business is often subsistence-based, informal and struggles for access to support mechanisms. These structural inequities have had a depressing impact on the economy that will continue if they are not resolved. Following the 1994 elections, policies and legislation have been introduced aimed at redressing structural imbalances. There is thus both a political and an economic imperative to bridge the gaps that have arisen between Black and White business. The study proposes Black/White joint ventures as a mechanism to this end. The history of Black/White relationships means that these enterprises are likely to face many problems. A model has been developed through the study for the formulation, structuring and operation of Black/White joint ventures that takes into account the factors that are likely to impact on these ventures and affect their success potential. The process of applying the model in practice is directed towards results that are not prejudiced by the background of the parties to the venture. The study expands the concept of joint ventures within the South African context to incorporate initiatives along a continuum ranging from extensions to employment to full joint ventures. Depending on its nature and objectives, a venture may be placed and remain at any stage along the continuum, or may progress along it. Case studies of Black/White joint ventures were investigated in depth and analysed in terms of the application of the model, in order to determine the relevance of the model. In all cases, the success or failure of the venture under scrutiny could be ascribed to the way in which the presence of various elements identified as being components of the model had been accommodated in practice within the venture. The use of the model when applied to formulating, structuring and operating a Black/White joint venture can contribute to its success potential. / Business Management / DBL

Thesis submitted in fulfilment of the requirements for the degree Master of Technology: Public Management in the Faculty of Business at the Cape Peninsula University of Technology 2013 / This study investigated the role of the informal business sector in local economic development with reference to Buffalo City Metropolitan Municipality (BCMM) as one of the possible solutions to deal with socio-economic challenges in the region. This study described the state of the informal business sector, the contributions thereof in local economic development, and the level of responsiveness from local authorities in Buffalo City Metropolitan Municipality. A survey questionnaire was administered to informal business actors in BCMM and semi-structured interviews were conducted with BCMM managers in the Business Development and Local Economic Development Directorates who were purposively selected because of the positions that they hold in the municipality. This study found that the informal business sector is underdeveloped in BCMM, and is imbued with development challenges, namely; support services such as infrastructure (designated municipal trading stalls) and access to financial support and the lack of strategy/policy dedicated to the prioritisation of the needs of the informal business sector. The informal business sector in BCMM is dominated by small and micro businesses. The municipality acknowledges the contributions of the informal business sector in local economic development from a job creation (selfemployment) and poverty alleviation perspective. However, the business environment of the informal business actors requires urgent development and support to stimulate and encourage the gains of this sector and the role that it plays on local economic development.

Thesis (MTech (Business Administration (Entrepreneurship)))--Cape Peninsula University of Technology, 2017. / Entrepreneurial activities are very evident within the Cape Metropole as the proliferation of small, medium and micro-sized enterprises (SMMEs) will attest. The most recent literature confirms the preponderance of immigrants in these economic activities. This phenomenon is unfolding against the backdrop of the contingent of challenges which they face which are not limited to discrimination, limited access to finance from formal financial institutions, inadequate skills, and language barriers. The limited access which they have to obtaining finance from formal financial institutions constitutes one of the most significant obstacles for many immigrant entrepreneurs. There is evidence to suggest that in response to this state of affairs, immigrants resort to unconventional means to obtain finance for their entrepreneurial activities. It has been found that, immigrants form self-help financial associations which are known as stokvels in South Africa as a means of obtaining the finances which are needed for the start-ups and even for the growth of their businesses. In fact, it could be asserted that the inability of immigrant entrepreneurs to obtain loans from commercial banks and other related financial institutions has resulted directly in the creation of immigrant-run informal financial institutions such as stokvels. Consequently, the main objective of this study was to assess the role which stokvels which are known in Cameroon as “njangis” or “tontines”, play in the start-ups and growth of businesses which are owned by Cameroonian immigrants in the Cape Metropole. Both quantitative and qualitative approaches and research methods were used to conduct this study. The quantitative and qualitative data was collected through the administration of a questionnaire and the conducting of face-to face interviews respectively, owing to the nature of the target population. The data which was collected from the respondents who completed the questionnaires was captured, categorised and analysed in relation to the research questions through the use of SPSS statistical software and the findings were presented in the form of frequency tables and pie charts. The study ascertained that “njangis” play a very important role in the businesses of Cameroonian immigrants and in their daily lives as they are not only a source of capital for the start-ups and expansion of the businesses of their members, but they also provide a means of saving money, as most of them do not have access to bank accounts. According to some of the respondents, some of the “njangis” even serve as forums for discussing business ideas. Like most other organisations, stokvels have their own unique challenges, which will be discussed comprehensively in Chapter Four, particularly with respect to the methods which are employed to overcome them. It is the considered opinion of the researcher that it is in the domain of entrepreneurship in particular that South African citizens could learn a great deal from immigrants from other African countries about the successful starting and running of small, medium and micro sized businesses as recent literature has demonstrated quite conclusively the significant contribution which their entrepreneurial enterprises make to the development of the South African economy, in terms of both earning revenue for the South African government and providing employment to South African citizens.

Integrative Summary: Small to Medium Business Enterprises (SME's) are widely recognised as the driver of economic growth. SME's are responsible for employing large sections of the working population and, in doing so, facilitate the development of skills for many thousands of workers. Whilst SME's may differ (according to various definition criteria such as size or turnover) from other types of organisation, they share one common denominator across all organisations: their overall effectiveness depends largely on the individual and collective people that make up the organisation -their employees. In this context the central question relevant to the research is "how do SME's retain their valued employee managers?" A quantitative research method was applied in the research. Data was collected by way of a structured self-administered survey questionnaire designed from a post positivist paradigm. The survey was constricted by way of modifying and adapting previous surveys designed to investigate factors that influence staff retention, to be relevant to managers employed by SME's. The sample consisted of 35 managers employed by SME's in and around East London in the Eastern Cape, South Africa. The results of the research give rise to a number of clear indicators on the key retention factors of employee managers. Based on the research results SME's that want to have the best chance of retaining their employee managers need strong and effective leadership within the organisation, must address soft organisational factors that are conducive to an open and trusted working environment and the roles of managers must have inherent job factors that allow a sense of freedom to plan and execute tasks autonomously. Economic factors such as pay and financial benefits were identified through the research as being the least important factor when it came to manager retention. These conclusions provide SME owners and senior managers with insight into the factors that are most likely to influence their ability to retain employee managers.

In the contemporary business environment, a plethora of retail literature exists which examine the influence of CSR on the business. However, literature that explores Corporate Social Responsibility (CSR) in the liquor retail sector has been relatively sparse. This study explored CSR in Small to Medium Enterprise (SME) liquor retail outlets in the Buffalo City Metropolitan Municipality, Eastern Cape, South Africa. The objectives of the study were to investigate the engagement of SME liquor retailers in CSR practices, to ascertain whether a relationship exists between providing employee training on responsible retailing of alcohol and CSR practices by SME liquor retailers, to investigate whether employee involvement in decision making influences CSR practices by SME liquor retailers, to ascertain whether a relationship exists between the practical actions to reduce alcohol-related harm and CSR practices by SME liquor retailers, to investigate whether SME liquor retailers do social good as an expression of CSR as well as to determine whether SME liquor retailers are influenced by stakeholders to engage in CSR initiatives. Both primary and secondary data sources were used in this study. A quantitative research design was used in conducting this research. Convenience sampling, a non-probability sampling technique, was used to select a sample of 94 from the sample frame of 123 SME liquor retailers. The survey method, by way of a self-administered questionnaire was used to collect primary data. The statistical Package for Social Sciences (SPSS) as statistical software was used to analyse data. The Chi-square test, Pearson correlation, and descriptive statistics were used to analyse data. The findings of this research revealed that Stakeholder influence, employee involvement in decision making and employee training in responsible retailing of alcohol have an influence on the CSR practices of SME liquor retailers. The study also identified the safety and practical measures that SME liquor retailers are practicing as a way of reducing alcohol related-harm. A recommendation to stakeholders, such as suppliers and government to find more strategies of influencing SME liquor retailers to practice CSR, was made. Lastly, recommendations were made to SME liquor owners and managers on how to improve their CSR practices.

With most employees in Engineering Small and Medium Enterprises (SME) now having access to their own personal workstations, the need for information security management to safeguard against loss/alteration or theft of the firms’ important information has increased. These Engineering SMEs tend to be more concerned with vulnerabilities from external threats, although industry research suggests that a substantial proportion of security incidents originate from insiders within the firm. Hence, technical preventative measures such as antivirus software and firewalls are proving to solve only part of the problem as the employees controlling them lack adequate information security knowledge. This tends to expose a firm to risk and costly mistakes made by naïve/uninformed employees. This dissertation presents an information security awareness process that seeks to cultivate positive security behaviours using a behavioural intention model based on the Theory of Reasoned Action, Protection Motivation Theory and the Behaviourism Theory. The process and model have been refined and verified using expert review and tested through action research at an Engineering SME in South Africa. The main finding was information security levels of employees within the firm were low, but the proposed information security awareness process increased their knowledge thereby positively altering their behaviour.

This study investigates the impact of networking on access to finance and performance of small and medium enterprises (SMEs) in the Buffalo City Municipality in the Eastern Cape Province of South Africa. The objectives of this study are to examine (1) whether entrepreneurial characteristics of the SME owner and the firm characteristics of the SME are related to networking by SMEs, (2) whether networking is related to access to bank loans and trade credit by SMEs, (3) whether networking is related to the performance of SMEs and (4) whether access to debt finance by SMEs mediates the relationship between networking and performance of SMEs. The results reveal that the gender and education of SME owners and the age, size and legal status of SMEs are the entrepreneurial and firm characteristics that are positively related to networking by SMEs. In addition, the results indicate that there is a positive relationship between networking and access to finance and performance of SMEs. The results of this study further reveal that access to debt finance partially mediates the relationship between networking and performance of SMEs. Lastly, the study recommended that SMEs should network more to gain access to information, resources and contact sharing. This will increase the likelihood of SMEs obtaining finance, and will also improve the performance of SMEs.

Asians and expatriate Africans have been prominent in the SMME economy of South Africa. This work seeks to establish reasons for the growth and competitiveness of SMMEs run by these groups compared to those operated by local citizens. Reasons for this competitiveness are gleaned from existing literature and presented in accordance with the Perren model which attributes the growth of SMMEs to the owner’s motivation, expertise in managing growth, access to resources, and demand. In this work, the Perren model was first applied to Asians and Lebanese in East and West Africa to set a foundation for comparison with the South African situation. This work concluded that it is the four interim growth drivers acting together that cause competitiveness of Asian- or expatriate African-owned SMMEs. Policy recommendations to improve competitiveness of SMMEs owned by local citizens are then suggested at the end. / Economics / M. Com. (Economics)