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Simon, Charles Edward. "Build it and they will come /." Online version of thesis, 1992. http://hdl.handle.net/1850/10852.
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Costa, Jorge. "A study of strategic planning and environmental scanning in the multi-unit Portugese hotel sector." Thesis, University of Surrey, 1997. http://epubs.surrey.ac.uk/836/.
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This study addresses the strategic planning and environmental scanning activities of the hotel chains operating in Portugal, and compares attitudes towards planning and scanning activities by companies where strategy is formalised through a formal written strategic plan (intenders) and those companies where strategy is informally developed through a 'vision' or 'informal plan' (realisers). The main challenges facing Portuguese hoteliers as identified by the representatives of the Portuguese government, hotel associations and hotel chains inform the development of the study. The aims of the research derive from these challenges faced by the Portuguese hoteliers and their need for a more proactive attitude towards strategic planning, as well as from the literature on strategic planning and environmental scanning. The study is exploratory and descriptive based on a qualitative and inductive approach. This methodology is used to elicit and represent the existing practices as well as managers' perceptions towards strategic planning and environmental scanning. The fmdings reveal a lack of formal continuous environmental scanning by both formal and informal planning chains and a significant number of similarities in terms of the scanning methods and sources used by these two types of organisations. A grounded theory methodology is used to identif' the core themes emerging and to develop theory on the planning and scanning activities of hotel chains. The use of this methodology also allows a better understanding of the relationship between strategic planning and environmental scanning by hotel chains where strategy is intended (existence of a formal written strategic planning) and by those where strategy is realised (no existence of a formal written strategic planning). A cognitive mapping technique is used for the analysis of respondents' perceptions towards the development of a formal environmental scanning process. This technique is also applied in the identification of the relevance and structure of a formal environmental scanning process, in the assessment of the barriers to the development of this process as well as possible actions to overcome them. The study also finds that the existing differences amongst intenders and realisers rely essentially on aspects of content rather than on aspects of process, and that keeping a high degree of flexibility in the decision making process is considered of premium importance. The preponderance of similarities as opposed to differences lead to the development of a series of output propositions common to all four comparison groups. These propositions, together with other recommendations suggested in the literature, are used to identify the necessary conditions for the development and implementation of a continuous environmental scanning process by formal and informal planning hotel chains and develop a theoretical model of environmental scanning.
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Murthy, Bvsan. "Measurement of the strategy construct in the lodging industry, and the strategy-performance relationship." Diss., This resource online, 1994. http://scholar.lib.vt.edu/theses/available/etd-10022007-145428/.
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Fletcher, Louise Maree 1975. "Enhancing international strategic predisposition and organisational culture for the effective management of human resources in Australian multinational hotels." Monash University, Dept. of Management, 2005. http://arrow.monash.edu.au/hdl/1959.1/5137.
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Aryee, Susan. "HOTEL MAINTENANCE MANAGEMENT : Strategic practices in hotel operation." Thesis, KTH, Bygg- och fastighetsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-48230.
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Purpose The purpose is to identify responsibility of owners and operators for maintenance of assets, fixtures and fittings, to identify maintenance management strategies adopted for the efficient operation of hotels and to find out difficulties faced by operators in implementing these strategies. Methodology Four interviews provided supplementary data for the main data collection phase involving administration of 64 questionnaires to hotel operators and maintenance managers. Findings The hotel owner and operator have individual and joint responsibility for asset maintenance. Outsourcing is a maintenance strategy used to minimise operating costs, an important factor that guides this decision is time constraint required to deliver work. In house maintenance it is also influenced by the strategic value of the service and the availability of the resource in the market. In maintenance practice an important challenge is maintaining energy efficiency because of the increasing electronic equipment and high volume of lights.
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Wilkes, Christopher. "Strategic management and strategic planning at Ruskin College." Thesis, University of Leicester, 2006. http://hdl.handle.net/2381/8812.
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The thesis explores strategic management and strategic planning at Ruskin College, an adult education college with a long history of contributing to lifelong learning and social inclusion. It has been written during a period of turbulence in the college - the collapse of a property strategy, the departure of a Principal, a failed inspection, the appointment of a new Principal and a successful re-inspection. Turbulence is a theme of the thesis and underpins some of the models for understanding strategy provided in the literature- The thesis reviews the literature, particularly that relating to further and higher education, on strategic thinking, strategic planning, strategic intent, organisational culture, mission and vision, governance, quality and inspection and how these relate to strategic management. These themes generate the research questions, which are explored using a triangulation of methods - documentary analysis, questionnaires, semi-structured interviews and observations - and respondent triangulation, involving all levels of staff and governors. The research findings show the strategy development process operates within a strong cultural dimension, but is subject to strong external forces. Internal and external perspectives of the college's experience of strategic planning are largely negative. Staff and governors take a cultural perspective on strategy and recognise how concepts of strategic management, such as strategic thinking and strategic conversations, might link to vision and mission. The culture of the governing body and its' changing role in strategic management are identified as significant. The research shows that the relationship between quality and strategic management is unclear and varies according to the definitions of these concepts. It shows that the inspectorate has sought to influence strategic management but the inspection framework does not recognise culture. The conclusion proposes a way forward for strategic processes and approaches in the college as well as for future research on strategic leadership.
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Morrison, Alison J. "Small firm strategic alliances : the UK hotel industry." Thesis, University of Strathclyde, 1995. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21315.
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The central objective of this thesis was to advance knowledge of the processes leading to the creation of small firm strategic alliance relationships, and the issues involved in their development and management. This has been recognised by the author as an underdeveloped area of research. Moreover, research analyses and evaluates the contribution of strategic alliances to the small firm operating within the sector in general and within the hotel industiy specifically. Literature research identified that strategic management through co-operative networks represented an appropriate business practice. Thus, empirical research activity focused on a specific form of partial network, that of a strategic alliance. A strategic alliance, Scotland's Commended Hotels and its member small hotel firms was selected as the subjects for empirical research. This strategic alliance is an example of small firms voluntarily co-operating, seeking to add to their competencies by combining marketing resources with those of their partners, in order to safeguard and improve their market and competitive position. This organisation was researched over a period of nine months using a multimethod approach combining qualitative and quantitative techniques in a planned systematic manner. The significant contribution of the research has been to advance knowledge in respect to developing a comprehensive understanding of the dynamics involved in the creation, development and management of relationships, within the context of small firms, linked into resource constrained strategic alliances. Specifically, findings emphasised the interrelationship of: management practices and procedures; member characteristics and behaviour; strategy and structure; and organisational learning. It is only when all these components interlock, in appropriate measures, that the strategic alliance will be durable and productive over time. Moreover, the foundation stone of this proposition is the relationship between management and members. It was concluded that the concept of small firm strategic alliances has the potential to provide support for the small firm, enhance performance, and enable the retention of independence of ownership. Moreover, it has the possibility to perform a nurturing, incubator role. However, it was emphasised that a strategic alliance should not be simplisticly regarded as a panacea for the resolution of the strategic imperatives facing small firms. It is unlikely that blind subscription to the concept, without due understanding of the operating logic, and evaluation of the degree of strategic fit, will achieve positive outcomes for the member, or the core organisation. Moreover, owner/managers must understand that it is only with time, commitment, energy, compromise and strategic awareness that mutual enhanced business performance outcomes will be achieved through strategic alliance relationships. The significant contribution of the research has been to advance knowledge in respect to developing a comprehensive understanding of the dynamics involved in the creation small firms, linked into resource constrained strategic alliances. Specifically, findings emphasised the interrelationship of: management practices and procedures; member characteristics and behaviour; strategy and structure; and organisational learning. It is only when all these components interlock, in appropriate measures, that the strategic alliance will be durable and productive over time. Moreover, the foundation stone of this proposition is the relationship between management and members. It was concluded that the concept of small firm strategic alliances has the potential to provide support for the small firm, enhance performance, and enable the retention of independence of ownership. Moreover, it has the possibility to perform a nurturing, incubator role. However, it was emphasised that a strategic alliance should not be simplisticly regarded as a panacea for the resolution of the strategic imperatives facing small firms. It is unlikely that blind subscription to the concept, without due understanding of the operating logic, and evaluation of the degree of strategic fit, will achieve positive outcomes for the member, or the core organisation. Moreover, owner/managers must understand that it is only with time, commitment, energy, compromise and strategic awareness that mutual enhanced business performance outcomes will be achieved through strategic alliance relationships. The significant contribution of the research has been to advance knowledge in respect to developing a comprehensive understanding of the dynamics involved in the creation, development and management of relationships, within the context of small firms, linked into resource constrained strategic alliances. Specifically, findings emphasised the interrelationship of: management practices and procedures; member characteristics and behaviour; strategy and structure; and organisational learning. It is only when all these components interlock, in appropriate measures,that the strategic alliance will be durable and productive over time. Moreover, the foundation stone of this proposition is the relationship between management and members. It was concluded that the concept of small firm strategic alliances has the potential to provide support for the small firm, enhance performance, and enable the retention of independence of ownership. Moreover, it has the possibility to perform a nurturing, incubator role. However, it was emphasised that a strategic alliance should not be simplisticly regarded as a panacea for the resolution of the strategic imperatives facing small firms. It is unlikely that blind subscription to the concept, without due understanding of the operating logic, and evaluation of the degree of strategic fit, will achieve positive outcomes for the member, or the core organisation. Moreover, owner/managers must understand that it is only with time, commitment, energy, compromise and strategic awareness that mutual enhanced business performance outcomes will be achieved through strategic alliance relationships.
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Brands, Christian. "Scenario-based strategic planning and strategic management in family firms." Doctoral thesis, Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2013. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-125931.
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This cumulative dissertation covers the concepts of scenario-based strategic planning and strategic management in family firms over five articles. The first article gives an overview of the cumulative dissertation explaining the research gap, approach and contribution of the dissertation.
The paper highlights the two research areas covered by the dissertation with two articles focusing on scenario-based strategic planning and two on strategic management in family firms.
The second article is the first of two focusing on scenario-based strategic planning. It introduces and describes a set of six tools facilitating the implementation of scenario-based strategic planning in corporate practice. The third paper adapts these tools to the financial management and
controlling context in private companies highlighting the tools’ flexibility in managing uncertain and volatile environments. The fourth article is the first of two focusing on strategic management in family firms. It analyzes organizational ambidexterity as a factor explaining family firm performance. The article shows that a high level of organizational ambidexterity in family firms leads to a higher family firm performance. The final paper concludes the dissertation examining the tendency of family firms to focus on capability exploration or resource exploitation over different generations managing the family firm.
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Elijah, J. J. "A strategic financial planning model." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/49669.
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Thesis (MBA)--Stellenbosch University, 2000.ENGLISH ABSTRACT: This report contains a strategic management model to assess the impact on the EVA тм of the individual business units and the consolidated group total of a Company, when manipulating any of the key business drivers. The model has been designed to deliver a solution to the end-user that is simple to operate and presents graphical outputs to enhance understanding and interpretation. The sensitivity analysis, the EVA тм tree and the financial statements are presented in Excel. A simulation technique is used to forecast NOPAT values from a set of key drivers. The theories used to construct the model are explained and a hypothetical example is provided. The appendices also provide the concept of EVA тм, simulation techniques, list of assumptions and model instructions. The report is comprehensive enough to allow the reader to develop, implement and test a model of this nature. Opportunities for further research are also provided.
AFRIKAANSE OPSOMMING: Hierdie studie bevat 'n strategiese bestuursmodel om die impak van individuele besigheidseenhede op ekonomiese waardetoevoeging (Engels: EVA тм) en die gekonsolideerde groeptotaal van 'n maatskappy, wanneer enige een van die sleutel besigheidsdrywers gemanipuleer word, te bepaal. Die model is ontwerp om 'n eenvoudige oplossing vir die eindgebruiker te verskaf en verskaf grafiese uiteensettings om verstaanbaarheid en interpretasie te vergemaklik. Die sensitiwiteitsanalise, ekonomiese waardetoevoegingsontleding en die finansiële state word in Excel weergee. 'n Simulasie tegniek is gebruik om NOPAT waardes van 'n stel sleutel drywers te voorspel. Die teorieë wat gebruik is om die model saam te stel, word aan die hand van 'n hipotetiese voorbeeld wat voorsien word, verduidelik. Die aanhangsels voorsien die konsep EVA тм, simulasie tegnieke, 'n lys van aannames en instruksies vir die model. Die verslag is volledig genoeg om die leser in staat te stel om 'n model van hierdie aard te ontwikkel, te toets en te implementer. Voorstelle vir verdere navorsing word voorsien.
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James, Hakeem Kolawole. "Strategic planning : theory and practice." Thesis, University of Manchester, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.282936.
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Leslie, David. "From strategic planning to strategy implementation in the hotel industry in South Africa." Pretoria : [s.n.], 2009. http://upetd.up.ac.za/thesis/available/etd-05042009-002813/.
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Raju, Phalgun 1977. "Strategic planning and management of product architecture." Thesis, Massachusetts Institute of Technology, 1999. http://hdl.handle.net/1721.1/80516.
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Harrison, Donald Lee 1956. "Strategic planning by institutional pharmacy administrators." Thesis, The University of Arizona, 1990. http://hdl.handle.net/10150/277297.
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The extent and quality of strategic planning by institutional pharmacy directors was assessed. Also examined was how the extent and quality of strategic planning, institutional characteristics, pharmacy characteristics, and pharmacy director characteristics might be associated with the pharmacy's overall level of performance in selected areas. The majority of institutional pharmacy directors reported utilizing strategic planning for their departments. The global quality of strategic planning reported by pharmacy directors was average. However, directors conducting strategic planning reported a high level of strategic planning. The directors' rated time available, knowledge, and importance of strategic planning were found to be significantly associated with pharmacy directors' rated quality of strategic planning. Additionally, pharmacy directors' rated quality of strategic planning was found to be significantly associated with pharmacy performance for clinical, distributive, and administrative services.
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Leslie, David. "From strategic planning to strategy implementation in the hotel industry in South Africa." Thesis, University of Pretoria, 2008. http://hdl.handle.net/2263/24321.
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This study was initiated due to the need to address process of moving from strategic planning to strategy implementation within the South African hotel industry. The idea of strategy implementation might seem straightforward: namely that the strategy is formulated and then implemented. However, transforming strategies into action is a far more complex and difficult task. Numerous impeders hamper this process. The main deliverable of the investigation was to develop a conceptual and practical strategy implementation model for the South African hotel industry. The intention of the strategy implementation framework was to serve as a tool that assists in the process of moving from strategic planning to strategy implementation. Both qualitative and quantitative methods were employed for data gathering. The first phase involved five in-depth interviews with executives from three to five star rated hotels. The second phase involved the completion of a structured questionnaire by a sample of 61 three to five star rated hotel managers. Although the data gathering covered the entire strategic management process, there was a specific focus on strategy implementation and the impeders associated with this process within the South African hotel industry. The data from both the phases were analysed and a draft conceptual and practical model was developed. The intention of the researcher was to present a model that is both user-friendly and easy to understand, as well as practical for use by all levels of management with varying educational qualifications, within the hotel industry. A draft model was subsequently presented during a focus group session to a group of hotel executives, managers and management consultants for review. The discussions focussed on a number of aspects relating to the model, including but not limited to the ease of understanding of the model and concepts and its practicality in assisting hotel practitioners move from strategic planning to strategy implementation. Based on the discussions from the focus group, a revised and final model was developed. While the research focussed on the hotel industry in South Africa and therefore its primary application is for the South African hotel industry, further research could be done to investigate the potential application of the model in hotels located in other countries. The model might also be adaptable for use in other service industries. In addition, the research focussed on developing a model that would assist practitioners in the hotel industry move from strategic planning to strategy implementation. During the research, it became apparent that the need for customised hotel industry specific strategy implementation tools is a niche requirement. However, further research must be conducted to investigate, review and ascertain the availability of management and practical tools that could help hotel managers in the monitoring of strategy implementation and if not, a model or scorecard could be developed, taking into account the idiosyncratic nature of the hotel industry.Thesis (PhD)--University of Pretoria, 2008.
Tourism Management
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Taketomi, Tametsugu. "Comparative analysis of corporate strategic planning." Thesis, Massachusetts Institute of Technology, 1990. http://hdl.handle.net/1721.1/14271.
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Thesis (M.S.)--Massachusetts Institute of Technology, Sloan School of Management, 1990.Title as it appears in the M.I.T. Graduate List, Feb. 1990: Comparative analysis of corporate planning.
Includes bibliographical references (leaves 105-109).
by Tametsugu Taketomi.
M.S.
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Van, Rooyen Roelof Petrus. "Strategic management of construction companies." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020407.
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The research emanated from an investigation of GB7, GB8 and GB9 main contractors in the Eastern Cape Province of South Africa. The study was focussed on the strident economic times in the construction industry following the FIFA Soccer World Cup from August 2010 to December 2012. The research was conducted to identify the key strategy or combination of strategies keeping construction entities in operation. The study further investigates the key elements of a successful turnaround strategy as well as the most effective methods in implementing strategies within construction organizations. The research took the form of an empirical quantitative study where a descriptive survey was used to collect data. Structured interviews were held with the target population to collect data in the field. The study established that geographic diversification was the most effective method utilized by main contractors for survival during the study timeframe. The study also found that lowering of profit margins and preliminary and general amounts were most effective methods in the use of turn around strategies. The study finally concluded that effective steps were taken by main contractors in the Eastern Cape to implement corporate strategies within their organizations. Step by step guidance to all employees on new processes was the key element in successful strategic implementation of a strategy within construction organizations. The research conducted contributes to the strategic management competency within the built environment as well as the existing body of knowledge within the construction industry. All members of the construction industry in South Africa involved with strategic level planning of entities would value the study.
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Msheliza, Samuel Kaku. "Strategic planning in Nigerian insurance companies." Thesis, University of Nottingham, 1991. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.281062.
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Yahia, Ahmed. "Strategic resuability planning and management in product development." Thesis, Massachusetts Institute of Technology, 1997. http://hdl.handle.net/1721.1/43324.
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Martin, Jennifer L. "IMPROVING STRATEGIC PLANNING FOR FEDERAL PUBLIC HEALTH AGENCIES THROUGH COLLABORATIVE STRATEGIC MANAGEMENT." Monterey California. Naval Postgraduate School, 2013. http://hdl.handle.net/10945/32864.
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CHDS State/LocalCollaborative strategic management of public health emergency and homeland security issues can address gaps in roles and responsibilities and foster better coordinated planning at the federal level. Recent changes in the alignment of the national planning standards for public health emergency preparedness have created an opportunity to rethink the collaborative approach to strategic planning. This thesis considers the role that collaborative strategic management and collaborative frameworks may play in strengthening strategic planning at the federal level through a policy options analysis. Considerations for implementation and recommendations moving forward are provided for both existing collaborations and new collaborations.
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Phillips, Paul A. "Organisational strategy, strategic planning system characteristics, and business performance in the UK hotel sector." Thesis, Cardiff University, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.318978.
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Capuzzi, Angelo Michael. "Strategic planning for LEED certification." Thesis, Massachusetts Institute of Technology, 2010. http://hdl.handle.net/1721.1/59160.
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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Engineering Systems Division; in conjunction with the Leaders for Global Operations Program at MIT, 2010.Cataloged from PDF version of thesis.
Includes bibliographical references (p. 49-51).
Intel Corporation has recently implemented a "green building" policy, which states that Intel will design all new facilities to achieve a minimum LEED-Silver certification. LEED (Leadership in Energy and Environmental Design) is a voluntary, consensus-driven rating system used to distinguish high performance, sustainable buildings. Buildings earn "points" in different environmental categories, and the total number of points achieved determines the certification level (Certified, Silver, Gold, or Platinum). While LEED certification has been successfully applied to many residential and commercial buildings, and occasionally to manufacturing facilities, it has not been applied to many wafer manufacturing facilities (fabs), which house the manufacturing and production of Intel's microprocessors. Wafer fabs have much higher energy and water consumption levels than typical buildings due to their strictly controlled temperature, humidity, and particulate requirements, making LEED certification more challenging for a fab than for a typical building. The objective of this study was to develop a planning strategy case study for Intel to achieve LEEDSilver certification for the construction of a hypothetical new wafer fab. The case study identified the main barriers to achieve LEED certification, including cost, risk, process, acceptance and alignment barriers, and outlined means to overcome them. The LEED criteria were then analyzed to determine the costs, benefits, and risks of pursuing each individual credit. The resulting "portfolio planning" model was then used to optimize a portfolio of credits for Intel to pursue. The final results indicated that for the optimized scenario, LEED-Silver certification could be achieved for a positive NPV of over $130,000. Significant cost savings were achieved through the avoidance of the credits related to energy efficiency and on-site renewable energy generation, credits that pose a significant risk to Intel due to the high energy consumption of a fab. Finally, process improvement recommendations were made for the planning, design, and construction of a LEED certified fab.
Angelo Michael Capuzzi.
S.M.
M.B.A.
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Mundschenk, Martin [Verfasser]. "Strategic planning of a heterogenous workforce / Martin Mundschenk." Kiel : Universitätsbibliothek Kiel, 2010. http://d-nb.info/1019951451/34.
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Tsoi, Pui Man. "Critical success factors for strategic information systems planning." HKBU Institutional Repository, 2001. http://repository.hkbu.edu.hk/etd_ra/283.
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Butler, James E. "The means of grace in strategic planning." Theological Research Exchange Network (TREN), 1998. http://www.tren.com.
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Caperan, Horacio J., Stuart W. Nichols, and Lawrence H. Volz. "The Adaptive Management Framework for strategic planning at Monsanto." Thesis, Massachusetts Institute of Technology, 1997. http://hdl.handle.net/1721.1/97314.
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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 1997.Includes bibliographical references (p. 253-254).
by Horacio J. Caperan, Stuart W. Nichols, Lawrence H. Volz.
M.B.A.
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Mahlambi, Sizwe Blessing. "Strategic planning: a tool for effective management of schools." Thesis, University of Zululand, 2015. http://hdl.handle.net/10530/1451.
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A dissertation submitted to the Faculty of Education in partial fulfilment of the requirements for the degree of Master of Education in the Department of Education Foundations and Management at the University Of Zululand, South Africa, 2015The aim of this study is to investigate the role of strategic planning in the management of schools. Strategic Planning refers to the combined effort of people with interest in education (stakeholders) to develop a common goal for a particular school. Everyone within the boundaries of the school (teachers, learners and parents) then work toward the attainment of such a goal. From the literature study it becomes clear that strategic planning should commence with a study of the environment. “Environment” is an all inclusive word in this context that refers to both internal and external environments. The internal environment includes inherent factors that strengthen or weaken the school’s position. The external environment includes outside opportunities that the school may have as well as the threats that are brought by outside influences, including other schools or the community. The literature survey supplies a vast amount of evidence to support the belief that successful organisations are goal orientated. What all successful schools have in common is a well discussed mission / goal that people in that particular school works towards. A goal orientated school is characterised by parental involvement in matters concerning the school; by learner performance because of set standards; by educator competence because of available resources for effective teaching; and by teamwork, trust and participation in all activities in the school. For the purpose of the empirical investigation, a self-structured questionnaire for educators was utilized. The data obtained from the completed questionnaires was processed and analysed by means of descriptive statistics. The findings from the empirical study confirmed that most schools are still lacking in goal setting and- management expert skills. In conclusion a summary of the study, based on the findings of the literature and empirical studies is presented, with the following recommendations: • Programmes in the form of workshops should be developed to empower parents in their involvement in schools. • Implementation of training and education of the school management teams with regard to the running of the schools. • Further research should to be done to improve planning and management of the schools.
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Van, Zyl Daniel Christiaan. "Strategic supply-chain management by Matatiele Municipality." Thesis, Stellenbosch : University of Stellenbosch, 2006. http://hdl.handle.net/10019.1/2637.
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Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2006.The National Treasury of South Africa has recognised supply-chain management (SCM) as forming one of the key financial management reform focus areas. The SCM Regulations issued by the National Treasury are so new to local government that their particular relevance to the different municipalities is, as yet, unknown. The implications of the Regulations are being phased in over a 12-month period, giving municipalities the opportunity to draft, adopt, and implement their SCM policies. No guide or model therefore yet exists that can be adapted to suit Matatiele Municipality in its quest to implement all the components of SCM in order to improve service delivery.
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Krüger, Cornelius Johannes. "Knowledge management maturity from a strategic/managerial perspective." Pretoria : [S.n.], 2008. http://upetd.up.ac.za/thesis/available/etd-11112008-111744/.
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Manheimer, Robert. "Initiating strategic planning in a selected school district /." Access Digital Full Text version, 1989. http://pocketknowledge.tc.columbia.edu/home.php/bybib/10857679.
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Rodriguez, Gonzalez Cortes Thomaz. "The Brazilian electricity market : small hydropower strategic planning." Thesis, Massachusetts Institute of Technology, 2015. http://hdl.handle.net/1721.1/99043.
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Thesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2015.Cataloged from PDF version of thesis.
Includes bibliographical references (pages 115-119).
In 2013, Brazil had the 9th largest electricity generation in the planet, while having the 3rd largest hydroelectric generation (BP Global, 2015). Having more than 70% of its installed capacity coming from hydropower puts Brazil in a great position in terms of reduced environmental impact on electricity generation. However, it also creates a large supply dependency on weather, water flows and reservoirs. In the last 2-3 years, the country has been undergoing an intense drought - the largest since the early 1950's. Such drought caused hydropower plants to deliver significantly less energy than expected, which led to a sudden and lasting surge on the price of the Megawatt-hour. With a unified electricity system with a single national operator, Brazil has been able to maintain the supply in sufficient levels. However, as it would be expected in a free market, the drought has drawn attention of a large number of investors. This thesis analyzes the current electricity market situation, showing from basic concepts to a landscape overview. Furthermore, it also explores Small Hydropower investments, including the different portfolio choices that investors may make and have recently made. Such analyses provide a good understanding of the impact of different variables and levers on the present value of revenues generated by such plants, as well as on the risk profile of the investment.
by Thomaz Rodriguez Gonzalez Cortes.
M.B.A.
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Solomon, Wesley Anthony. "Assessing the role of leadership in strategic planning." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/609.
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Effective leadership is one of the most important factors that influence the performance of an organization. Effective leadership together with supervision are similar in terms of their influence on others towards achieving the goals of the organization. Therefore, effective leadership and supervision are principal activities through which organizational goals and objectives are achieved.
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Conant, Tamara L. (Tamara Lynn). "Modeling variability for biologics strategic planning." Thesis, Massachusetts Institute of Technology, 2009. http://hdl.handle.net/1721.1/53311.
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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Electrical Engineering and Computer Science; and, (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; in conjunction with the Leaders for Manufacturing Program at MIT, 2009.Cataloged from PDF version of thesis.
Includes bibliographical references (p. 46).
Making strategic decisions about resource capabilities in the uncertain business of drug development is a challenging task. Novartis, a Swiss pharmaceutical company, is expanding from its success in small molecule therapeutics into the attractive area of biologic therapeutics, both monoclonal antibody and microbial forms. While Novartis has experience developing these types of therapeutics, they have not fully-developed the quantity that the Research group expects to source the pipeline with in the next few years. Therefore the Development group needs to grow. Determining the right number and type of scientists and technicians to hire is difficult due to the variability in the portfolio. The long development timelines, low and variable success rates impact how projects progress through the pipeline. A Monte Carlo simulation model forecasts variability and displays a numerical range of projects and headcount requirements expected for several years. This data is essential for project managers, function heads, and operations leaders to develop the five-year strategic plan for biologic development. This model quantifies the uncertainty of input variables to deliver a calculated risk of output variables, which provides useful and important information for making strategic business decisions.
by Tamara L. Conant.
M.B.A.
S.M.
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Hamel, Sherdon. "Strategic business plan: Senior Planning Solutions." CSUSB ScholarWorks, 2001. https://scholarworks.lib.csusb.edu/etd-project/1875.
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To, Cho-ying Joanne, and 杜祖鸚. "Planning and strategic application of data warehousing." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B3126928X.
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Gehrking, Gene C. (Gene Clarence). "Strategic Planning: Process and Evaluation." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc279126/.
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Strategic planning practices and superintendents' opinions regarding the effectiveness of strategic planning are different among small, medium, and large Texas independent school districts. This study sought to find areas of agreement and areas of disagreement among school district superintendents relating to the practice and effectiveness of strategic planning. Strategic planning practices examined include the development of a mission statement, operating plan, and budget; involvement of stakeholders, and strategic planning logistics. A stratified random sample of 96 superintendents each from small, medium, and large school districts was selected from a population of 1,042 school districts. Data was also collected and reported from the 7 mega school districts. Questionnaires were sent to 295 superintendents and 246 (83.4%) were returned. The questionnaire contained nine questions relating to 19 strategic planning practices and a five-part question relating to the effectiveness of strategic planning. The data was analyzed using Crosstabs, Chi-square, and one-way ANOVA statistics. The level of significance was established a priori at .05. School district size was an independent variable for six strategic planning practices of small, medium, and large school districts. Significant differences were found regarding (a) whether outside consultants were employed to assist with the district's strategic planning, (b) whether central office administrators participated in the district's planning process, (c) whether a sequence of steps was followed with a time frame for each step in the district's planning process, (d) whether someone other than the superintendent was responsible for the district's planning, (e) whether school district support staff participated in the district's planning process, and (f) whether students participated in the district's planning process. Also, a significant difference was found between large school district superintendents' and small school district superintendents' ratings of the effectiveness of strategic planning for improving management effectiveness. Finally, a correlation was observed between superintendents' ratings of strategic planning effectiveness and professional skill sets.
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Alotaibi, Hana. "Strategic planning : a practice perspective on strategic initiatives : an applied study on Saudi telecommunication companies." Thesis, University of Southampton, 2013. https://eprints.soton.ac.uk/354400/.
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This research focuses on the link between strategic planning activities, and the development and implementation of strategic initiatives. It explores the activities and practitioners involved in the development and implementation of strategic initiatives during strategic planning. The theoretical lens applied in this research is activity theory (Blackler, 1993; Engestrom, 1987; Jarzabkowski, 2003), which is proposed to help explore the strategic planning process over time (Vygotsky, 1978; Jarzabkowski, 2003, Jarzabkowski & Balogun, 2009), in addition to the exploration of the internal dynamics of organisational continuity and change (Jarzabkowski, 2003). In order to achieve the research aim, a qualitative positivist paradigm (Burrell & Morgan, 1979; Easterby-Smith et al., 1991, Nutt, 1989, 2004) and multiple case study methods (Eisenhardt, 1989; Yin, 2003) were employed to guide the entire research process. Multiple data collection methods were employed, namely observations, interviews, and document analysis in three Saudi telecommunications companies over a period of more than 2 years. Eisenhardt (1989), Miles & Huberman, (1994), and Yin’s (2003) methods were employed for analysing the qualitative data. The outcomes highlighted the activities of the strategic planning process in general, and then on those specific activities that influence the development and implementation of strategic initiatives in the three cases. Subsequently, within and cross-case analysis explored further, the three stages of the development and implementation of strategic initiatives, i.e. of initiation, development, and implementation. The outcomes also explained how these specific activities influence the development and implementation of strategic initiatives, in terms of the sequences of activities, and the contradictions that have been found between their components. The study also provided solid evidence on the practitioners involved in the strategic planning process and on their role during the three stages, and on the tools used during these stages of strategic initiatives. This study makes several potential contributions including analysing strategic planning activities through the use of the activity theory model, understanding the influence of the strategic planning activities on developing and implementing strategic initiatives, and extending understanding in relation to the strategic planning process in the context of the Saudi telecommunications industry. This understanding is significant in the business environment due to the limited amount of existing research of the strategic planning process from a practice perspective and in the Saudi environment in particular.
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Wills, Juilinne Anton, and n/a. "Toward public management by enhancing public sector strategic planning : using private sector planning techniques to improve public sector planning." University of Canberra. Administrative Studies, 1999. http://erl.canberra.edu.au./public/adt-AUC20061110.145113.
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This thesis considers the problems associated with the Australian Public Sector moving
sometimes erratically towards strategic public management following substantial and
wide ranging reforms over the last 20 years. In particular, this study examines public
organizational planning and evaluates the extent to which private sector planning
philosophies and methodologies have already and could be applied more relevantly to the
public sector. The major proposition is that commercial planning methods and techniques
can be used selectively to enhance agency planning and management effectiveness and
efficiency. A specific application at Centrelink is considered for public service providers
delivering high quality government services as part of a purchaser/provider relationship.
Strategic planning and management theory and models are reviewed and a progressivestages
model is developed for the APS. A range of private sector planning techniques and
tools is evaluated and brief but classified case studies on major APS organizations are
also presented. The thesis concludes that a dynamics capabilities approach would enable
public organizations to maximize strategic management and operational effectiveness.
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Sadler, Ian 1943. "Strategic operations and logistics planning of Australian meatworks." Monash University, Faculty of Business and Economics, 1999. http://arrow.monash.edu.au/hdl/1959.1/8083.
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Raimond, Paul. "Using the strategic planning process for organisational change." Thesis, University of Bath, 1986. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.280432.
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To, Cho-ying Joanne. "Planning and strategic application of data warehousing /." Hong Kong : University of Hong Kong, 1998. http://sunzi.lib.hku.hk/hkuto/record.jsp?B19873748.
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Ellsaesser, Florian. "Three approaches to explanation in strategic management research." Thesis, University of Cambridge, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.608935.
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Andersson, Daniel. "Approaches to integrated strategic/tactical forest planning /." Umeå : Dept. of Forest Resource Management and Geomatics, Swedish University of Agricultural Sciences, 2005. http://epsilon.slu.se/9976538.pdf.
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Aidemark, Jan. "Strategic Planning of Knowledge Management Systems : A Problem Exploration Approach." Doctoral thesis, Kista : Department of Computer and Systems Sciences, Stockholm University, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-6836.
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Al, Hijji Khalfan bin Zahran. "Strategic management and planning practices in academic libraries in Oman." Thesis, University of Sheffield, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.531508.
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Hung, Kitty Shuk-Yee. "A Dynamic Business Object Architecture for supporting Strategic Management Planning." Thesis, University of Sheffield, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.310629.
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Kaiser, Alexander, Jan Mendling, and Markus Peschl. "Introduction to the Minitrack on Knowledge Management and Strategic Planning." University of Hawai'i at Manoa, 2018. http://epub.wu.ac.at/6412/1/paper0541.pdf.
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Sawalha, Ihab Hanna. "Business continuity management and strategic planning : the case of Jordan." Thesis, University of Huddersfield, 2011. http://eprints.hud.ac.uk/id/eprint/10172/.
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Business Continuity Management (BCM) is a process that focuses on counteracting organizational risk, disasters and crises. Placing Business Continuity Management in the context of Strategic Planning (SP) will help organizations to cope with a wide range of unexpected incidents before, during and after their occurrence. Subsequently, this will help to ensure the long-term survival of an organization. The aim of this research is to develop an understanding of the significance of placing BCM in the context of SP. This requires studying BCM, its significance, role and practice; Strategic Planning, its significance, purpose and potential vulnerability; the rationale for placing BCM in the context of SP; the factors that are likely to influence placing BCM in the context of SP including driving factors and obstacles; and managers’ views of BCM and the placing of BCM in the context of SP. This research was undertaken in the Jordanian context. Data was collected via interviewer-administered questionnaires which were conducted with general managers and other key managers from Jordanian organizations from the banking, insurance, industrial and services sectors. 110 questionnaires were collected. The questionnaires were followed by 10 semi-structured interviews in order to support the quantitative findings obtained by the questionnaires. The research findings revealed that 80.9% of the surveyed organizations in Jordan used BCM. Those organizations that used BCM differed to some extent in their practice of BCM. 51.8% of the surveyed organizations had BCM placed in the context of SP. SP was important for achieving organizational purposes including those related to BCM. The approach to BCM, which is adopted in Jordanian organizations, helped to place BCM in the context of SP. There were a number of factors that discouraged some Jordanian organizations from placing BCM in the context of SP. However, there were also a number of factors that encouraged some other Jordanian organizations to place BCM in the context of SP. Managers had positive views regarding BCM. They either agreed or strongly agreed that BCM can be integrated with SP; BCM would help their organizations to cope with various types of disasters and crises if it is integrated with SP; BCM was an integral part of their organizations’ approach to risk; and BCM was not an extra burden to their businesses.
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Brockley, Ellen M. (Ellen Marie) 1961. "Emerging technology intelligence : scanning and monitoring for strategic planning." Thesis, Massachusetts Institute of Technology, 2004. http://hdl.handle.net/1721.1/17861.
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Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 2004.Includes bibliographical references (leaves 63-70).
In recent years we have seen a confluence of science and technology that portends great impact to business strategy and product development. Just as physicists, chemists and biologists have extended their knowledge to other fields in pursuit of their own research, so, too, must senior business managers extend beyond competency in finance and marketing to comprehend fundamental scientific principles in order to make strategic business decisions. In addition to technical knowledge specific to their particular industry, successful leaders of the very near future will have to understand the ebb and flow of new technology discoveries "emerging" from the lab to the market, and will skillfully leverage these dynamics to navigate their companies through waves of innovation. The speed of scientific discovery and the convergence of multiple technologies to influence a single product create a compelling argument for corporate investigation of a range of emerging technologies and tracking of developments in multiple industries. "Technical intelligence" is knowledge, derived from analysis of appropriate metrics, trends and activities, which informs strategic planning and decision-making. This research surveys the academic literature and examines some methods and tools for gathering and employing technical intelligence. We conclude that an amalgamation of strategic evaluation methods, but especially scanning and monitoring, can and should be used to effectively develop an objective, simple, and descriptive view of technology emergence that captures activity, momentum, and ultimately, viability, of emerging technology over time.
by Ellen M. Brockley.
S.M.M.O.T.
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Kasunic, Diane Katherine. "Issues management versus crisis management a comparative study on their effectiveness /." Full text available, 1989. http://images.lib.monash.edu.au/ts/theses/kasunic.pdf.
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Kim, Minsun. "LONG-AND SHORT-RUN STRATEGIC DECISIONS OF HOTELS: DIFFERENTIATION AND PRICING." Diss., Temple University Libraries, 2018. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/483153.
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Tourism and SportD.B.A.
Developing a good strategy is important in today’s competitive and commoditized lodging market. A good strategy necessitates knowledge of what strategic actions can increase firms’ profits and maintain their profitability throughout market cycles. However, less research effort has been made to date to find and operationalize strategic actions of hotels that lead to higher performance. This dissertation empirically examines both short-and long-run strategic decisions of hotels and their consequences at the micro level, the result of which can be used to develop a good strategy ensuring sustainable success in business. The first part of this dissertation investigates the effect of conformity and differentiation on performance and performance risk of hotels, focusing on their long-run strategic tools—location, capacity, and quality. The second part of this dissertation examines the efficacy of hotels’ room rate discounts in performance recovery after a crisis, in which the price is a hotels’ short-run strategic tool. Using standard econometric methods and applicable variations, this dissertation found empirical evidence supporting hypotheses in both parts of the dissertation.
Temple University--Theses