Faculty of Management Sciences

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Assessing the influence of organizational culture on small, medium and micro enterprise’s business sustainability in the eThekwini Municipal area
(2024) Khoza, Ntokozo Thanks-Lord
This research accepted that the government of South Africa supports the development of Small, Medium, and Micro Enterprises (SMMEs) due to their potential to grow the country’s economy. The research then aimed to ascertain the extent to which the influence of organizational culture on SMMEs can influence business sustainability in the eThekwini Municipal area of South Africa. The study scrutinized the ability of SMME managers and operators on how they can through organizational culture ensure business sustainability in a way that contributes to sustainable economic growth. Additionally, the factors that influence the development and the performances of SMMEs in the eThekwini Municipal area were observed. The study follows the human behaviour of SMME managers, operators, and business owners as to how they can contribute to economic development and survive in the competitive market. Using simple random sampling, data was collected from various SMMEs in the eThekwini Municipal area. A total of 250 entrepreneurs responded to the questionnaire. This data was captured and analyzed on SPSS (version 26) and yielded descriptive statistics. The key findings were that the entrepreneurs revealed that business awareness; transparency; market capturing; opportunity recognition; market intelligence; clarity of purpose; business risk; creativity; self-motivation; and team spirit were all significant in founding and operating a successful business. A challenge that emerged from the respondents was that a high number of entrepreneurs did not give much significance to assuming responsibilities. However, they were taking good care of their environments and using their cultural values to reform the environment. The main objective is that entrepreneurs, operatives and managers must learn to assume responsibly if they are to build their businesses and environment that renounces incorrigible act. This could also be an avenue for further research.
An assessment on the impact of employee perceptions on organisational strategic change in the context of CRL commission
(2022) Mnguni, Phumzile; Mathebula, MM
This research focuses on the impact of employee perceptions on organisational strategic change with specific reference to the Commission on the Rights of Cultural Religious and Linguistic communities (CRL Commission) at Braamfontein, Johannesburg for the past five years.
Role of buyer-supplier relationship on organisational performance of small medium and micro enterprise retailers in Durban
(2022-09-06) Nzama, Manqoba Lwazi; Olugbara, Oludayo O.; Moyane, Smangele Pretty
Buyer-supplier relationship plays a huge role in the running of an almost flawless supply chain, being responsible for the efficient supply of goods, services, and information across the entire supply chain. Organisations are faced with pressure to improve their competitive advantage and market share. In that regard, to improve organisational performance, the question arises whether to have a transactional relationship with many suppliers or have a collaborative relationship with a smaller number of suppliers. The research study aimed to examine the role that buyer-supplier relationship plays on organisational performance in the SMME retail industry in Durban. The study objectives were to ascertain the type of a relationship SMME retailers have with their suppliers, establish the influence of inter-organisational factors: trust, satisfaction, information sharing, commitment, and loyalty on the existing buyer-supplier relationships, and determine the implications of the existing buyer-supplier relationships on the organisational performance of SMME retailers. The study tested the following hypotheses: • H1: There is a significant relationship between supplier information sharing and supplier organisational performance. • H2: There is a significant relationship between buyer satisfaction and supplier information sharing. • H3: There is a significant relationship between buyer satisfaction and buyer loyalty. • H4: There is a significant relationship between buyer loyalty and supplier information sharing. • H5: Buyer trust moderates the relationship between supplier information sharing and supplier organisational performance. • H6: Supplier commitment moderates the relationship between supplier information sharing and supplier organisational performance. The study adopted a conceptual framework grounded on two major theoretical standpoints: transaction cost economics and social exchange theory. Within a survey research design, a crosssectional time horizon was employed to obtain the overall picture of the relationship between buyer-supplier relationship and organisational performance. The study targeted 1320 Durban based SMME retailers as per yellow pages of 2019. The sample were 591 SMME retailers that are selected at a 95% level of confidence with a plus or minus 3 margin of error and analysed using structural equation modelling which offers a universal and appropriate framework for statistical analysis including several multivariate procedures that are traditional, a confirmatory factor analysis will be used as the study has several independent variables which are correlated and an intervening variable. The study found that three out of the six hypotheses articulated to be able to accomplish the studies aim were analytically supported and accepted. A conclusion can therefore be made that information sharing between SMME retailers and their suppliers has a role of enhancing the harmonious collaboration as well as trust, loyalty, commitment, and satisfaction that exists amongst these partnerships. Buyer-supplier relationship between SMME retailers and their suppliers will in turn have a huge role in improving supplier organisational performance for these suppliers. The study recommended that SMME retailers should make use of fewer suppliers with collaborative relationships in order to improve organisational performance.
The influence of organisational culture on job satisfaction : a case study of Nkomazi Municipaliy - Mpumulanga
(2019-11) Mabuza, Nontuthuzelo M.; Moodley, Dianna
Organisational culture plays an integral part in every organisation, particularly on aspects such as employees’ morale, emotions, satisfaction and performance. Earlier researchers have demonstrated the connectivity between an organisation’s culture and employees’ level of satisfaction. This study attends to probe further on this topic; however, its scope is within the Nkomazi Municipality in Mpumalanga, South Africa. The study’s core goal was to determine factors affecting the relationship between organisational culture and job satisfaction within the Mpumalanga Province of South Africa. To achieve this aim, the study pursued a qualitative research approach by interviewing personnel at the Nkomazi Municipality as a means to gaining deeper insight on their perceptions and opinions. The study revealed that organisational culture did impact on job satisfaction at Nkomazi Municipality; however, this positive note was downplayed by the insufficiency of information flow among different strata of the municipality. In line with this, the study recommends regular meetings as a means to enhancing the communication flow amongst role-players within the municipality. Furthermore, the study advocates training programmes as an agenda towards an efficient flow of communication at different levels within the Nkomazi Municipality; while also adopting capacity developmental programmes for the development of personnels’ communication, interpersonal and cognitive skills.
The applicability of systems thinking in Universities of Technology (UoTs) in KwaZulu-Natal
(2021-04) Mhlongo, Patrick Mbongwa; Zondo, Robert Walter Dumisani
Organisations in both the private and public sectors have to interact with their surrounding and volatile environments in order to survive. Hence it is critical for organisations to remain competitive under such conditions. There is a need to respond effectively to the needs of stakeholders. Universities of Technology (UoTs) are not immune to global and local challenges. For UoTs, their stakeholders include students, government, accreditation bodies and industry. The focus of the study was on exploring Systems Thinking in the context of UoTs. Systems Thinking empowers members of the organisation with the ability to think holistically in terms of how organisations operate. Given the challenges and the environment in which UoTs operate, it was critical to conduct the study to explore an alternative management approach. The study explores the Systems Thinking approach as an alternative management approach to traditional management practices. The research problem identified in this study is silo practices or functional silos in UoTs. The Systems Thinking philosophy has been identified as an effective management approach to deal with unpredictable and complex challenges in both the public and private sectors. It serves as a catalyst in terms of conditioning organisational members to appreciate the interrelations and interdependence of various departments or units within an organisation. The study adopted a mixed methods approach, investigating the applicability of Systems Thinking in UoTs as the aim of the study. Data was collected through a combination of interviews and a survey. Systems Thinking was the phenomenon being explored, thus the study was phenomenological. A Convergent approach was used as both qualitative and quantitative data were collected simultaneously. In other words, the study was cross-sectional. Moreover, data collected was used to develop grounded theory. It was through the inductive philosophy that the study contributed to the development of a theory. Self-administered questionnaires and unstructured face-to-face interviews were used to collect data from the participants. Qualitative and quantitative data were necessary to achieve the objectives of the study and also to answer the formulated research questions. Permanent employees of the Durban University of Technology (DUT) and Mangosuthu University of Technology (MUT) participated in the study. The population comprised staff from both the administration and academic sectors. Stratified sampling and simple random sampling were used to select manageable sample from the population. The Statistical Package for the Social Sciences (SPSS) was used to analyse quantitative data, whilst Nvivo was the computer software used to analyse qualitative data. A response rate of 73% was achieved. The findings indicated that there was a lack of an institutionalised and internalised overarching Systems Thinking in the UoTs. Participants also felt that there was a strong culture of functional silos in the UoTs. The study showed that the focus of employees was more on departmental or faculty goals, instead of broader institutional goals. Participants were optimistic about opportunities for the application of Systems Thinking in the UoTs. Resistance to change was one of the factors identified as a challenge in terms of the implementation of a Systems Thinking philosophy in the UoTs. The study makes a theoretical contribution and provides necessary insights to improve processes and practices in UoTs. The significance of the study is that it identifies a phenomenon that has received no attention from previous researchers. The study deals with the gap in the existing literature as the focus has been more on Systems Thinking in the context of the corporate sector. The significance of the study is that is provides insights that should be considered during decision-making and strategy formulation processes in UoTs. Systems Thinking empowers decision-makers with the ability to consider all relevant variables of the situation.
The relationship between entrepreneurial orientation, organisational orientation and innovation performance of manufacturing small and medium enterprises in KwaZulu-Natal province
(2019-03-24) Kankisingi, Gustave Mungeni; Dhliwayo, Shepherd
This study was conducted to investigate the relationship between entrepreneurial orientation, organisational orientation, and innovation performance of manufacturing small and medium enterprises (SMEs) in KwaZulu Natal province. To instil innovation culture, an organisational architecture of SMEs should accommodate both organisational and entrepreneurial factors in order to create a synergy that is likely to achieve innovation objectives of SMEs. The empirical investigation was based on a quantitative study and used a cross-sectional survey design to collect data from owner-managers of 308 small and medium firms in the manufacturing sector. The provincial SMEs database from the Kwa-Zulu Natal Department of Economic Development and Tourism was used and it contained an estimate population of 1255 SMEs. This study found that there was a positive and significant correlation between entrepreneurial orientation and organisational orientation dimensions. It further established that organisational and entrepreneurial dimensions were correlated with innovation performance dimensions in the SMEs. An aptly entrepreneurial orientation is proven to be grounded in a related organisational orientation. This implies that an organisational strategy, its culture, structure, systems and the management style in SMEs strengthen the entrepreneurial strategy leading to improvements in the standard of the product, the process, the market position and the business model of SMEs. In the same context, other organisational factors such as available rewards, SMEs’ age, size and ownership provided another dimension and an insight into the innovation performance of SMEs. Based on the findings, the researcher suggests two models: the proximity model of the correlation between entrepreneurial orientation and organisational orientation and the new model of innovation performance for SMEs. The managerial implication is that the success of an entrepreneurial strategy of an SME is rooted into organisational orientation dimensions: culture, structure, strategy, systems and management style of owner-managers. However, an organisational orientation is proven to be driven by a mindset which, if entrepreneurial, leads to an entrepreneurial orientation and consequently achieve an innovation performance of SMEs. With such variables, the study recommends new approaches in line with the suggested models in support of manufacturing SMEs and the manufacturing sector in terms of managerial decision-making about firms’ innovation performance and competitiveness at organisational and sectorial levels.
Corporate entrepreneurship and organisational performance in the Department of Basic Education, KwaZulu-Natal, South Africa
(2019-05) Thabethe, Michael Msawenkosi; Dhliwayo, Shepherd
Entrepreneurship has been hailed as the new engine of economic growth in both developed and developing countries. It is described as the process of innovatively exploring and exploiting opportunities in the midst of risk and uncertainty, by synthesising resources to create novel output, often within the context of new organisation formation. Exalted as the driving force of innovation, entrepreneurship offers the benefits of increased economic efficiencies, alleviation of poverty, bringing innovation to the market, and creating jobs and sustained employment. Traditionally, entrepreneurship was associated with the private sector and for-profit organisations, with entrepreneurial innovations considered to be those directed towards generating profits. The practice initially received marginal attention in public sector organisation management. Public sector organisations are state-owned suppliers of a service funded by the government; and are considered to be nationalised organisations; therefore their survival is seldom in doubt. However, public sector organisations are operating in an environment of increasing uncertainty. This uncertainty stems from their openness and consequent exposure to rapid environmental changes. This study, through researching the literature and quantitative empirical research, focused on establishing the levels at which corporate entrepreneurship was practised in the Department of Education in KwaZulu-Natal province, South Africa; and the effects this has had on organisational performance. In addition, the relationship between entrepreneurial orientation and performance was explored. Factors measuring entrepreneurial orientation were extracted from the literature review, and identified as innovativeness, proactiveness and risk taking. Grade 12 university entrance passes and through-put rates were used to measure organisational performance. Data was collected using a structured questionnaire from a sample of 426 Department of Education senior executives in the province of KwaZulu-Natal. The study found that positive and significant relationships exist between all corporate entrepreneurship elements: management support for corporate entrepreneurship; organisational tolerance; work discretion; rewards/reinforcement; discretionary time; and organisational boundaries. It also found that positive and significant relationships existed between entrepreneurial orientation factors (innovativeness, proactiveness, and risk taking) and organisational performance measures (university entrance performance and output performance). In addition, age was found to significantly influence perceptions of innovativeness, proactiveness and management support for corporate entrepreneurship. Younger executives felt that there was no management support for corporate entrepreneurship in the Department of Education in KZN. However, irrespective of age, participants did not believe that the Department of Education was promoting action- and results-oriented behaviour in its employees. All criteria were met to ensure that the research was conducted according to ethical research principles. Through this research, education and other public sector departmental managers in South Africa can gain insight into the generation of entrepreneurial success, as well as the measurements of organisational performance, in order to create sustainability and a competitive advantage. It is recommended that future research on the relationship between corporate entrepreneurship and peformance should include poor performing districts in other provinces and even other public sector organisations in South Africa.
An investigation of internal risk control mechanism within the various department of eThekwini Municipality
(2018-08-29) Khumalo, Zinhle P.; Lekhanya, Lawrence Mpele
The central aim of this study is to investigate the current internal risks control mechanism within the various departments of eThekwini Municipality. The research has been conducted specifically in Durban, with regard to the eThekwini municipality senior officials and junior management staff. The major motivation for this study is to assist government’s institutions especially the eThekwini Municipality to improve understanding or awareness within the department on activities affecting exposure to risk and to understand the barriers to implementation of effective internal risk management control mechanisms and strategies. A mixed method approach was employed and the analysis of data was done using data tabulation of themes. The findings of the study revealed that, if the eThekwini Municipality were to improve their risk control mechanisms, all staff members should be properly trained and encouraged to be involved in all levels of the organization. The study also recommended that the eThekwini Municipality consciously improve on identifying organizational risk by applying risk management processes that involve risk identification, risk evaluation, risk control, risk financing and risk monitoring. It is recommended that this process be monitored throughout. Another recommendation of this study was that the eThekwini Municipality must improve on internal risk control processes that include organizing, dividing the institution into various areas for evaluation, developing a plan for subsequent action, conducting internal control reviews, analyzing the general internal control review, documenting the event, evaluating internal control and preparing a report on internal control. This mechanism should be implemented contentiously and to be monitored throughout. It was recommended that eThekwini Municipality implement the ISO 31 000 standards. This policy is recommended because it assists the organizations to reduce the chances of risk and it will assist the eThekwini Municipality to effectively implement their internal control mechanisms. Areas of research include further research into the progress of implementation of strategies that can be employed to improve the internal control mechanism of the eThekwini Municipality and intentional follow up on the models for risk management in South Africa. There are more internal control strategies that can be discovered here and hence the study recommends further research particularly on risk internal control within government institutions.
The influence of rewards on job satisfaction and organisational commitment among academic staff at selected universities of technology in South Africa
(2017) Mabaso, Mzwenhlanhla Calvin; Dlamini, Bongani Innocent
Higher education institutions are particularly vulnerable to the loss of their highly qualified employees to better rewards and benefits from the private sector and other higher education institutions. Talent retention and employee turnover, therefore, are major concerns for higher education institutions (HEIs). Without well qualified and committed academic staff, no academic institution can really ensure sustainability and quality over the long-term. Owing to the competition for scarce skills, the attraction and retention of quality employees has emerged as the biggest challenge in human capital management, this phenomenon has also arisen in universities of technology. To attract and retain employees, organisations need novel reward systems that satisfy them. Employee rewards are an important component in exchange of employee contribution. It is generally accepted that employee rewards plays a significant role to attract, motivate, satisfy, retain and maintain commitment among employees in any organisation while ensuring a high standard of performance and workforce stability. Essentially, it is understood that reward systems in higher education institutions are at fault because they do not provide individuals with rewards that they value. The overall outcome of the study is to benefit employees, rewards practitioners and institutions by attracting and retaining talented employees. The study focuses on the academic staff at two universities of technology, namely, Central University of Technology and Tshwane University of Technology. A quantitative research approach was employed with a semi-structured questionnaire comprising a 5 Point Likert Scale to determine the influence of employee rewards on job satisfaction and organisational commitment among academic staff at universities of technology. The target population for the present study comprises all academic staff at Central University of Technology and Tshwane University of Technology (from level of lecturers, senior lecturers, head of departments and professors). The target population for this research was obtained from the Human Resources Management Department at both universities of technology. The source list indicates that both UOTs equated to staff of 1 089 (CUT = 296; TUT = 820). A semi-structured questionnaire was administered to 279 sample respondents of academic staff. Data obtained from 225 respondents and 8 uncompleted questionnaires yielded a response rate of 78%. Systematic sampling was used to select target respondents, nth element was drawn on every 4th element for the entire sample. The data collected from the responses were analysed with the Statistical Package for the Social Sciences (SPSS) and AMOS, version 24.0 for Windows. Three main data analysis techniques are employed: descriptive statistics, confirmatory factor analysis and structural equation modelling (SEM). Two models are employed in CFA to test dimensional structure of employee rewards. These include a model that allows all factors to be freely correlated, a proposed model was tested for correlation and a structural model. All factors are correlated because they measure one higher order factor, where all indicators test if they measure only one construct. The results of CFA provide solid statistical evidence that affirm relationship among constructs. However, some factors do not converge towards the job satisfaction construct in a South African context. Work-life balance and fringe benefits provided a negative correlation to job satisfaction. A significant statistical relationship is seen between employee rewards, job satisfaction and organisational commitment. The SEM results affirm that compensation, performance management, recognition, talent development and career opportunities have a positive and significant influence on job satisfaction. Job satisfaction has a significant effect on organisational commitment while total rewards components performance management, recognition, talent development and career opportunities has a positive and significant impact on organisational commitment. However, employee rewards have a significant effect on job satisfaction and organisational commitment. These results, therefore, can aid remuneration specialists in higher education institutions with specific reference to universities of technology to implement these total rewards components in order to affect job satisfaction while ensuring organisational commitment among academic staff. This study would benefit if these models are tested with an alternative data set. The research also suffered from a limitation common to survey research and SEM. Due to time and money constraints, it is a cross sectional sample at one specific point in time. As a result, while causal relationships can be inferred, they cannot be generalised towards other universities of technology in South Africa.
An investigation into organisational leadership for the development of community arts centres
(2017) Zulu, Lungani Innocent; Chetty, Gopalkrishna
Modern human resource management practices have the potential to ensure successful businesses and organisations. This is more so where the most significant resource in the organisation are people. This study seeks to examine the leadership and managerial style that ideally could be useful in promoting and developing sustainable businesses with the focus of the study being in community arts centres. This study may be able to contribute to identifying and/or developing future entrepreneurs who may have an interest in opening their own community arts centres and businesses. The results of successful art centres may result in a proliferation of such centres and ultimately offering alternative careers and the opportunities for growth and development for the young South African. This may result in the creation and development of a more robust creative art and drama industry. While it is acknowledged that various other resources are critical for a business to develop including finance, the focus on the management of people forms the basis of this research. The Department of Arts and Culture has identified cultural industries as one of the drivers of economic growth and job creation. Early indications are that the cultural industries are already making a significant contribution to the country’s Gross Domestic Product. The Department of Trade and Industry estimates that the craft sector alone contributes about R2-billion (about 200 million Euros) or 0.14% to South Africa’s GDP annually (Department of Arts and Culture 2013). Community art centres could be the seeds for the growth of the cultural industry. The study included 101 participants, made up of eight (8) centre managers, 69 administrative staff members and 24 centre users. The key findings in this study covered the identification of the leadership, managerial qualities and attributes needed by owners and employees to successfully run/manage a business such as community art centre; to determine whether there is leadership development taking place as a strategic intent so that the next level of managers can head up these centres as well as encouraging some staff to pursue the entrepreneurial route and finally examining human resource principle, processes and practices that are useful when leading and managing a successful community arts centres.

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