AFRIKAANS: Die 21 ste eeu word deur invloedryke dryfkrragte wat die landboubedryf tot nuwe dimensies dwing gekenmerk. Veranderende omstandighede vereis nuwe vaardighede in bestuur ten einde toenemende uitdagings aan te spreek. Die vermoë van die bestuurder was nog altyd 'n belangrike parameter in landbou. Bestuur se optrede bepaal die sukses of ondergang van enige ondememing, insluitende die boerdery-ondememing. Min studies fokus op die strategiese bestuur van die boerdery-onderneming. Strategiese bestuur is bykans 'n vergete hulpbron. Hierdie studie stel ondersoek in na strategiese bestuur in die boerdery-onderneming. Die fokus is op die sewe bestuurstake van strategiese bestuur: <ul> 1. Formuleer 'n visie en missie. 2. Stel doelwitte. 3. Analiseer die eksteme omgewing. 4. Analiseer die interne omgewing. 5. Formuleer 'n strategie. 6. Implementering en uitvoering van die strategie. 7. Evalueer die prestasie en inisieer regstellende optrede.<br></ul> Hierdie studie is hoofsaaklik onderneem om ondersoek in te stel na die mate waarin die kommersiele boer sy boerdery-onderneming strategies bestuur. Ondersoek word ook ingestel of die kommersiële boer oor voldoende kennis van strategiese bestuur beskik. Hierdie ondersoekende studie van strategiese bestuur in die boerdery-onderneming word deur 'n omvattende literatuurstudie sowel as 'n empiriese ondersoek gerugsteun. Die literatuur gee ' n oorsig oor die landboubedryf se interne omgewing en eksteme omgewing. Strategiese bestuur kom daama onder die soeklig. Vir die doel van hierdie ondersoek is vraelyste en persoonlike onderhoude in die empiriese studie gebruik. Respondente is persoonlik op die plase besoek. Tydens die voltooiing van die vraelyste het die respondente vrae aangaande strategiese bestuur beantwoord. In die persoonlike onderhoude is konsepte verhelder en die bestuursprobleem is gevolglik beter in die persoonlike onderhoude ondervang. Die opname is onder 70 kommersiële boere in die Loskopskema: Marble Hall-streek gedoen. Bevindings dui daarop dat bestuurders me willens en wetens 'n strategie formuleer me. Die strategie kom inkrementeel tot stand. Boere volg 'n meer informele en minder omvattende rigting in die formulering van 'n strategie. Moontlike oorsake vir 'n meer informele strategie is die onstabiele omgewing van die landboubedryf en 'n tekort aan kennis van strategiese bestuur. Daar word aanbeveel dat strategiese bestuur as 'n riglyn gebruik word om by die veranderende omgewing van die landboubedryf aan te pas. Bestuur van die ondememing moet beter beheer en ontwikkel word ten einde by nuwe strategiese rigtings wat ontstaan aan te pas. Die sukses van 'n onderneming word nie deur die implementering en uitvoering van 'n goeie strategie verseker me. Die verantwoordelikheid berus by die bestuur om by veranderende omstandighede aan te pas. 'n Verdedigende strategie moet ondemeem word om teenspoed die hoof te bied. Die logiese grond vir die gebruik van strategiese bestuur is gevolglik dat dit tot beter prestasie sal lei. ENGLISH: Powerful forces are propelling the agricultural industry toward new dimensions for the 21st Century. Changing circumstances in the agricultural sector require new skills to address these challenges. Managerial ability has always been regarded as an important parameter in agricultural production. Managerial behavior is the determining factor that causes a business, including a farm business, to prosper or fail. Few studies have focused on the strategic management of a farm business. Strategic management is almost a forgotten resource. This study is designed to appraise the background of strategic management in a farm business. The emphasis was placed on seven interrelated managerial tasks of strategic management: <ul> 1. Forming a strategic vision and mission. 2. Setting objectives. 3. Analyse the external environment. 4. Analyse the internal environment. S. Crafting a strategy. 5. Implementing and executing the chosen strategy. 6. Evaluating performance and initiating corrective adjustments.<br></ul> The study's main objective is to examine the degree to which the farm business is using a strategic management process effectively in managing its business. At the same time this study investigates if the commercial farmers have sufficient knowledge of the concept of strategic management. This study is investigative of strategic management and is backed by a comprehensive literature review and empirical study. The literature gives an overview of the internal environment and external environment of agriculture and the field of study strategic management is also introduced. The empirical study consists of a questionnaire and personal interviews. Each of the respondents was subsequently visited, and questionnaires were completed regarding aspects of strategic management. Depth and detail of information was secured by a personal interview. The survey involves 70 commercial farmers in the Loskop scheme: Marble Hall-region. Die results of the research indicate that managers do not follow a deliberate strategy but rather an emergency strategy. Strategic direction is not controlled through setting prior, widely shared intention and monitoring outcomes. A possible reason for this phenomenon is the instability of the agricultural environment and the lack of knowledge of strategic management. Recommendations are made on how managers must seek to provoke around the instability of the environment and pressing challenges by using strategic management as a guideline. Managers have to adopt a form of control and development that enables new strategic direction to emerge. Effective strategy combined with effective strategy execution doesn't guarantee the success of a company. It is the responsibility of a company's management to adjust to unexpectedly tough conditions by undertaking strategic defenses and business approaches that can overcome adversity. The rationale for using strategic management is therefore compelling: the better conceived a company's strategy and the more competently it is executed, the more likely it is that the company will be a standout performer and exhibit enviable business practices. / Dissertation (MCom (Business Management))--University of Pretoria, 2005. / Business Management / unrestricted
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:up/oai:repository.up.ac.za:2263/27826 |
| Date | 08 September 2005 |
| Creators | Du Plessis, Ane-Lize |
| Contributors | Prof P W C de Wit, upetd@up.ac.za |
| Source Sets | South African National ETD Portal |
| Detected Language | English |
| Type | Dissertation |
| Rights | © 2002 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. |
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