This study measures expectations of customer service and perceptions of outcome for 183 customers and 81 employees in the Pilgrims Management and Fund Board in Malaysia.The data collection strategy used is that of the triangulation method. The findings from structured questionnaires were supplemented by interviews where possible and selected observation of operations. The structured questionnaire was statistically analysed by SPSS computer programme.Gaps are detected between :- customers' expectation and employees' perception of that expectation (Gap A),- customers' and employees' perception of the service delivery process during and after transaction (Gaps A&B),- customers' expectation and their overall perception of customer service delivery.The first mentioned is greater than the second mentioned in each case.Parameters which give rise to customers' expectation were further explored. Gender, age, marital status,educational level, income, media exposure and a monopoly supplier situation were found not to have a significant correlation with expectation. Dwelling area was significantly correlated but in the opposite way to the expected; the less sophisticated rural dwellers had higher expectation. Personality was inversely related,again contrary to the researcher's initial belief; weaker personalities had higher expectations. Only 2 out of 17 values are significantly correlated to customer expectation; mature love and self respect.Similarly parameters which may give rise to employees' perception of customer service delivery were explored. Organizational climate, gender, age, marital status and length of service were found not to have a significant correlation with perception of customer service delivery.However, the higher the position in the organization, educational level and salary (all of which may be auto correlated) the better the perception of customer service delivery. It was found that the greater the value placed by the employees on the organizational offer the greater their perception of customer service delivery. There is a distinct lack of significant correlation between cultural and environmental factors and expectation and perception of customer service.Expectations are high even in unsophisticated areas and are not fully met. This suggest that expectation may be fundamental by-product of social interaction rather than the product of any particular kind of consumer culture. This in turn suggests that there were few barriers in Malaysia to the spread of customer service ideas common in the west over a number of years.

This dissertation addresses the problem of service quality strategy implementation. The problem has been defined more precisely as how to implement a strategy of quality, which focuses on customers' needs, in a service organisation, or alternatively, as how to integrate coherently a strategy of service quality, centred on the customers, with the requirements and idiosyncrasies of operationalization, in order to make it successful. The nature and scope of this research problem is based in the confluence of the areas of service quality, strategy and strategy implementation. Thus, addressing this problem naturally requires a review of the literature on service quality, on strategy and on strategy implementation. The literature review on service quality revealed, first, that service quality is a function of service quality gaps; second, that there are some models of service quality gaps; and, third, that there are several service quality gaps in the literature which are not integrated into any model; thus revealing a need for an encompassing synthesised model. This dissertation consequently considers the existing service quality gap models and a list of other gaps to propose a comprehensive model. Similarly, the literature review on strategy and on strategy implementation revealed, first, that there is a lack of clear, detailed and general strategy implementation models; second, that existing strategy implementation models can be separated into two distinct types, the static and the dynamic models; and, third, that existing static models exhibit many relevant aspects but differ strongly on the number and on the nature of the aspects included; thus revealing insufficiencies and the need for an integrative effort. The same happens with the existing dynamic models. This dissertation consequently considers several existing models to propose a synthesised static model and a synthesised dynamic model. The synthesised static model is a representation of an organisation, of all aspects relevant for strategy implementation, at a given instant. The synthesised dynamic model is a generic process of strategy formulation and implementation that explicitly addresses the requirements for success. Note that whilst the two kinds of models address the implementation problem from different perspectives they are not in competition. In fact, it is the view of the author that static and dynamic models are complementary and have to be integrated into a "mixed model", in order to provide a better understanding of strategy implementation. Thus, besides the already mentioned three comprehensive models, that have been synthesised, this dissertation goes further to suggest a mixed model which, simultaneously and harmoniously, considers all relevant organisational dimensions and all relevant stages of the strategy process. The model shows what dimensions can be changed and at what stages. It can be adapted to the specific circumstances of any organisation. Such model, unique in the literature, as far as the author is aware, is finally combined with the service quality gap model to propose: (1) a map of the pattern of the quality gaps occurring at each implementation stage; (2) the organisational variables that can be manipulated, at each stage, to prevent and eliminate the gaps; and (3) several relevant implications to practising managers. The gap, static, dynamic and mixed models suggested are confronted with some evaluation criteria and with sample data from the four and five star hotels of the Algarve. The data does not provide evidence against the models thus supporting their validity. This tentative validation of the models thus provides some relevant theoretical contributes to the service quality and strategy implementation literatures. Sample data is also used to describe (1) how these hotels are implementing service quality strategies and (2) how they prevent and eliminate service quality gaps. This description has raised concerns about the absence of a consistent model for the implementation of service quality strategies in many four and five star hotels of the Algarve. It also provides some insights to managers interested in implementing a service quality strategy, especially to those of the Algarve Hotel Industry.

The salient feature for the analysis of leadership roles for information professionals is the emergence and more importantly the permanence of KM, Knowledge Management.

The financial management in the public sector can be improved by the development of an integral accrual accounting system to enable the preparation of accrual-based budgets, financial statements and performance reports to meet the needs of the various stakeholders. Traditionally the management of government expenditures has been focused on a system of expenditure control, which is based on the cash basis of accounting, to ensure that budgetary authority granted by the legislature is not exceeded. The cash basis of accounting does not measure the resources consumed during the period under review, thus the true costs of government programmes and projects are not correctly measured, controlled or reported. In the absence of accurate cost information, performance measures of efficiency and cost-effectiveness cannot readily be determined. The Public Sector Committee (PSC) of the International Federation of Accountants (IFAC) is currently involved with the establishment of International Public Sector Accounting Standards. These standards will introduce the accrual basis of accounting and is a significant step towards transparent and accountable information. The financial successful and efficient organisations are headed by competent management and make use of effective budgetary control. Effective budgetary control is based on operating budgets that are closely linked with long-term strategic plans and desired outcomes. The operating budgets are then compared with actual results, on an accruals basis, in order to measure performance and efficiency. It is clear from the above that three prerequisites exist for performance measurement, namely (i) committed and competent line-managers; (ii) outcomes-based budgeting; and (iii) accruals-based reporting. The balanced scorecard is a useful tool to document the strategies and the performance measures of outputs. A performance measurement framework that uses the balanced scorecard as a base are developed for provincial governments and incorporates (i) the implementation of an outcomes-based budget; (ii) the use of an accruals-based cost/revenue allocation to measure the costs of the various outputs; and (iii) a performance statement. Committed and competent line-managers are the first prerequisite for performance measurement. The responsibilities and training needs of the Executive Authority, Chief Executive Officer (CEO) and Chief Financial Officer (CFO) are clearly defined and the training needs of provincial government officials are highlighted. Outcomes-based budgeting is the second prerequisite for performance measurement. The public sector managers in provincial governments should take cognisance of the shortcomings of the current budgeting process and consider the implementation of activity-based budgeting. Reporting on an accruals basis is the third prerequisite for performance reporting. Internal reporting in provincial government departments should be revitalised and activity-based costing should be implemented to facilitate accruals-based cost allocations to all the various activities and processes that are required for each output. Finally, the study recommends a performance statement that can be incorporated into the financial statements of provincial government departments, which will be in total harmony with the income statement and the balanced scorecard.

In South Africa, entrepreneurial ventures have a low survival rate as entrepreneurs start businesses but are unable to turn them into sustainable businesses (Foxcroft, Wood, Segal, Herrington and Kew, 2002: 14). Fatoki and Garwe (2010) note that most new SMEs in South Africa do not move from the first stage (existence) of growth to other stages such as survival, success, take off and resource maturity. As such, it is believed that many of these SMEs do not survive in their first years of operation and thus, do not provide their benefits to society (Persson, 2004). Sutton (1984) is of the opinion that if business owners and managers are good at managing their businesses, then they will do extremely well in terms of ensuring their continuous survival of their businesses. For SMEs to survive and succeed in their business operations, it is pertinent that its owners or managers possess certain entrepreneurial characteristics (MacGregor and Varzalic, 2005; Westerberg, Singh and Häckner, 1997) and carry out specific business practices. For these reasons SMEs deserve much more attention, especially with regard to its business practices, which are often developed as part of the entrepreneurâs personal life strategies. These business practices and personal life strategies are used as a means of earning a living, which in turn is largely influenced by the entrepreneurâs personality characteristics (Littunen, 2000). Hence, an increase in the long-term survival of SME will result in sustainable job creation; poverty eradication and improved standards of living. The primary objective of this study was to investigate which entrepreneurial characteristics and business practices have a bigger influence on the long-term survival of SMEs, and the extent to which they do so. The argument of this study is that businesses in the SME sector all over the world are more prone to failure due to the specific qualities possessed by the businesses, their owners and managers (Bannock, 2005). It is necessary to establish an understanding of key entrepreneurial characteristics and business practices that can help in the understanding and promotion of SME long-term survival. Another objective was to find out the determinants of SMEs survival and determine the relationship between entrepreneurial characteristics and business practices. The empirical research was conducted by self-administered questionnaires to entrepreneurs in the Motheo district (Bloemfontein; Botshabelo and ThabaâNchu). The questions were developed through a modification of entrepreneurial self-assessment tools for entrepreneurial characteristics and through a review of the literature on business practices. A total of 353 questionnaires were issued, 218 questionnaires were received but only 200 questionnaires were considered in the study because they were those fully completed by the respondent and thus gave the study a response rate of 56.7%. The statistical analyses included descriptive statistics, frequencies, chi square, T-test, ANOVA and Pearson correlation. The Cronbachâs alpha was used as a measure of reliability. The results revealed that: In answering the question which entrepreneurial characteristics and business practices have a bigger influence on the long-term survival of SMEs, this study considered characteristics and practices that had a score of 50% and are above to be determinants for SMEs survival. A conclusion was made in terms of required and sufficient characteristics and practices. The required characteristics identified by this study were four characteristics; creativity, self-reliance and ability to adapt (83.8%); tolerance of ambiguity and uncertainty (81%); opportunity obsession (75.8%) and commitment and determination (71.5%) that influences the long-term survival of SMEs. The sufficient characteristics are need for achievement; risk-taking propensity; self-confidence; innovativeness and motivation to excel, that influences the long-term survival of SMEs. The required practices identified by this research are; marketing practices (84.3%); performance management practices (77.9%); strategic planning practices (72.7%) and teamwork (72%). No sufficient practices were identified that influences the long-term survival of SMEs. Seven variables: age; number of employees; net profit; equipments/ assets; number of business owners; business location and the office number, were considered determinants of SMEs survival. In establishing a relationship between entrepreneurial characteristics and business practices, it was observed that all the values for entrepreneurial characteristics and business practices were positive correlated with each other except for the correlation between team work and tolerance of ambiguity and uncertainty which are negatively correlated with value (-0.02). The recommendations included the need to improve the entrepreneurâs level of education and business knowledge skills through simplified training programmes and courses. The inclusion of these training courses will certainly foster the survival and growth of SMEs. Business support mechanisms should use the Life Styles Inventory (LSI) measures thinking styles and Brain profiling to identity the way entrepreneurs think and use the results to modify their teaching methods. HRM practices should be enhanced by encouraging SMEs owners to provide performance evaluation in place. In order to promote risk taking and risk management practices, entrepreneurs are encouraged to insure all their investments to enable them take appropriate account of the specific risk and return characteristics of their investment.

<p>The aim of this thesis is to provide a better understanding of how the knowledge creation process can be used to add value to the management of knowledge in a South African organization. This thesis describes, explores and explains how knowledge is created within an organization, how the organization can use it to add value to its current business practices and how a knowledge management methodology that is aligned with the systems thinking principle, can be used to manage the knowledge creation process.</p>

The purchase of millions of dollars in Government property by various programs within the Department of the Navy in the development of many ACAT-1 Major Systems acquisition programs need to be reviewed to determine if the proper regulatory guidance exists. The purpose of this research was to investigate what, if any policies, provide Program Managers of Major System Acquisition with the proper guidance in the management control and of Government acquired property. The thesis examines an existing ACAT-1 program within the Department of the Navy, provides a full accounting and value of the property acquired to date. The research will determine to what extent the existing property management regulations were used, the current status of the property acquired and what actions have been taken to ensure that all the property acquired to date is fully accounted for. Recommendations will focus on areas associated with the establishment of Department of Navy regulatory policy at the property management level as well as the development of policy guidance for the proper purchase, distribution and control of property at the program level. / Department of the Navy author (civilian)

Approved for public release; distribution is unlimited / North Atlantic Treaty Organization (NATO) forces are currently deployed in three Balkan states: Bosnia-Herzegovina; Yugoslavia, in the province of Kosovo; and the Former Yugoslav Republic of Macedonia (FYROM). These three deployments represent NATO's attempts to date to conduct crisis management operations, a mission the Alliance adopted in the early 1990s and now a fundamental security task alongside collective defense. In view of the increasing importance of crisis management in NATO activities, this thesis analyzes the Balkan operations to identify lessons that can be applied to future doctrines. NATO's 1991 and 1999 Strategic Concepts are reviewed to illustrate the development of NATO's crisis management doctrine. Each Balkan intervention is examined to clarify NATO's crisis management failures and successes, and to assess apparent lessons. The thesis compares the lessons learned with the crisis management doctrine contained in the 2001 NATO Handbook, and offers recommendations for revisions to take fuller account of the lessons learned in the Balkans. / Lieutenant, United States Navy

<p> Tanking, the incentive for a sports team to lose game(s) at the end of the regular season to secure a favorable draft position, is a researched problem in multiple major sports leagues. Attempts to diminish the incentive to tank have been implemented through draft lottery policies in leagues such as the National Hockey League (NHL) and the National Basketball Association (NBA). NHL game outcomes from gambling market money lines and game characteristics from the 2005-2006 through 2015-2016 seasons are analyzed using a multinomial logit model. Results show that tanking is taking place in the NHL with teams that have been eliminated from playoff contention having a higher probability of a loss outcome and a lower probability of a win outcome, relative to other outcomes. International implications of the research on tanking can be applied to sports markets world-wide to maintain league integrity, fan interest, and maximize revenue.</p>

The aim of this study is to develop an in-depth understanding of the relative importance of the factors driving change to remuneration policy decision making and the impact on organisations. A triangulated approach involving qualititative and quantitative analysis was adopted to derive answers to 5 main research questions. The study was split into 2 phases, namely a qualitative and quantitative phase. A qualitative study was undertaken to explore and identify key assumptions and characteristics identifying the main factors driving change to remuneration policies (Phase 1). The outcome of the qualitative phase formed the basis for the quantitative phase in which statistical analysis was used (Phase 2). Data from 148 organisations were analysed and subjected to rigorous statistical analysis. Sense was made of these resulting in answers to the research questions. The findings closed gaps in current knowledge and provided insight into the most powerful drivers of remuneration policy as well as the extent of change on each component of remuneration policy. How each component impacted on organisations is now understood and remuneration decision-makers are able to make more informed decisions based on empirical evidence. The results show that the most potent drivers of remuneration policy are retention of key staff, financial results and organisation strategy. The greatest changes to remuneration policy were in the areas of variable pay, merit/ performance related pay, market position, total package and job evaluation/ broadbanding policy. A strong correlation was found between the extent of change and impact on the organisation. This suggests that the greater the change the greater the impact on the organisation. There are distinct differences in the extent of change and impact across organisation structure and industry sector. / Dr. Deon Huysamen