Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: This study focuses on the development of a strategic planning guide for the
Department of Correctional Services. It was initiated through the realisation, by the
author, that new management philosophies were becoming a necessity for the
essential improvements required by the Department of Correctional Services.
Problems exist in a number of areas, the most prevalent being poor direction from
management, costly wrong decision-making, nepotism and fraud, the inability to fully
utilise current technology and poor communication. These factors, combined with the
dramatic increase in the crime rate causing severely overcrowded prisons, warrant this
study. A dramatic transformation in management practises, communication
techniques and strategic direction is proposed.
The study suggests a proposal to the management of the Department of Correctional
Services that contains a detailed plan for the future. New management philosophies
are proposed, which will aid the Department of Correctional Services in its future
direction including the concepts of Unit Management, the Asset Procurement and
Operating Partnership System and strategic insights. Suggestions are also provided in
terms of the overcrowding in prisons and measures to deal with budget deficits and
the public.
The aspects covered in the study will include a new direction for the Department of
Correctional Services, the formulation of broad policies, such as employment,
management and infrastructure development. The importance of internal and external
environmental assessments as well as the needs of the stakeholders will be closely
examined, as well as key strategic issues. A strategic plan will be proposed and the
review and adoption thereof followed by implementation procedures and action steps.
A ten-step approach is suggested to fulfil these requirements and each step is
discussed in detail. The steps are:
Step 1: Determine a strategic planning process
Step 2: Clarify planning objectives
Step 3: Identify and understand stakeholders and develop and refine the mission and
values
Step 4: Assess the environment to identify strengths, weaknesses, opportunities and
threats
Step 5: Identify and frame strategic issues
Step 6: Formulate strategies to manage the issues
Step 7: Review and adopt the strategic plan
Step 8: Establish an effective organisational vision for the future
Step 9: Develop an effective implementation process
Step 10: Reassess strategies as well as the strategic planning process / AFIKAANSE OPSOMMING: Hierdie studie fokus op die ontwikkeling van 'n gids vir strategiese beplanning vir die
Departement van Korrektiewe Dienste. Die studie is geinisieer as gevolg van 'n
behoefte aan nuwe bestuurspraktyke wat deur die skrywer geidentifiseer is. Nuwe
praktyke is absoluut essensieel vir die noodsaaklike verbeterings wat die Departement
van Korrektiewe Dienste benodig. 'n Aantal probleme word geidentifiseer in die
studie waarvan die mees kritiese die gebrek aan rigtinggewing deur bestuur, die hoë
koste van verkeerde besluite, nepotisme en bedrog, die onbevoegdheid om huidige
tegnologie te gebruik en swak kommunikasie is. 'n Kombinasie van hierdie faktore
en die dramatiese toename in misdaad wat oorvol tronke veroorsaak, maak die studie
noodsaaklik. 'n Dramatiese transformasie in bestuurspraktyke, kommunikasie
metodes en strategiese koers word voorgestel.
Die studie bied 'n gespesifiseerde plan aan die bestuur van die Departement van
Korrektiewe Dienste. Nuwe bestuurspraktyke word voorgestel, insluitende
eenheidbestuur en die gebruik van die "Asset Procurement and Operating Partnership
System" wat bestuurders sal help met toekomstige besluite en strategiese insig.
Voorstelle word ook gemaak in terme van oorvol tronke en maatstawwe word gegee
vir begrotingsgebreke en optrede met die publiek.
Die aspekte wat bespreek word sluit 'n nuwe koers vir die Departement van
Korrektiewe Dienste, die formulering van 'n bree beleid in terme van arbeidsbestuur
en infrastruktuur-ontwikkeling in. Die belangrikheid van 'n interne en eksteme
omgewingsanalise asook die behoeftes van deelnemers en strategiese probleme word
ook bespreek. 'n Strategiese plan word voorgestel en metodes vir die hersiening,
aanneming en implementering daarvan word bespreek.
'n Noukeurige proses wat bestaan uit tien stappe word voorgestel om aan
bogenoemde vereistes te voldoen. Hierdie stappe word breedvoerig bespreek en
bestaan uit die volgende:
Stap 1: Bepaal 'n proses van strategiese beplanning
Stap 2: Omskryf die beplanningsdoelwitte
Stap 3: Identifiseer en verstaan die verskillende deelnemers en ontwerp en verfyn die
missie en waardes
Stap 4: Ontleed die omgewing en identifiseer die sterk punte, swak punte, geleenthede
en bedreigings
Stap 5: Identifiseer die strategiese probleme en punte van belang
Stap 6: Formuleer die strategie en bestuur die proses
Stap 7: Hersien die plan en neem dit aan
Stap 8: Bepaal 'n effektiewe visie vir die toekoms
Stap 9: Ontwikkel 'n effektiewe implementeringsproses
Stap 10: Herevalueer die strategie en die proses van strategiese beplanning
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/49750 |
| Date | 12 1900 |
| Creators | Wessmann, Goltz |
| Contributors | Burger, Johan, Stellenbosch University. Faculty of Economic and Management Sciences. Graduate School of Business. |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | Unknown |
| Type | Thesis |
| Format | 110 p. : ill. |
| Rights | Stellenbosch University |
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