This study was conducted in Ethekwini Municipality, between May 2003 and August
2003. The aim of this study was to analyse and evaluate the economic development
strategy implemented by the city. The major concern of the research was to locate
strategy responsibility within broad economic transformation. Since 1996 Durban has
been at the forefront of change in urban management as far as South African cities are
concerned. Strict fiscal controls and innovative transformation programmes have
ensured that the Council has managed to walk the delicate tightrope between
maintaining established areas and uplifting historically disadvantaged ones.
The strategic integration of the world markets brought about by the growth of transnational
and multinational enterprise activity requires very responsive management
with flatter and more flexible organisational structures in order to adapt to an everchanging
business climate. This leads organisations to develop partnerships in order
to increase their weapons to face the tight global competition. Organisations have
tried many strategies, but in most cases, they are not suitable for the competitive edge
as might be the company goal.
It is questionable whether the wrong strategies are implemented in wrong
organisations, the right to the wrong or the lack of leadership? This means that the
managers must not focus on rigid strategies but focus on those strategies that will lead
the organisation to exploit opportunities. / Thesis (MBA)-University of Natal, Durban, 2003.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:ukzn/oai:http://researchspace.ukzn.ac.za:10413/4023 |
| Date | January 2003 |
| Creators | Mfingwana, Pamela. |
| Contributors | Thomson, Elza. |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Thesis |
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