Febo Hellas AE : Εταιρικό προφίλ | Skywalker.gr
Febo Hellas AE
Febo Hellas AE Χωρίς επιλογή - Goldberg, Hendrik Jacobus
Authors: Goldberg, Hendrik Jacobus
Subjects: Corporate culture. , Iscor Limited - Management.
Identifier: uj:10140 , http://hdl.handle.net/10210/7520
Description: M.Comm. , Iscor is the largest iron and steel producer in Africa in terms of crude steel per anum (Bloomberg, 1999). Iscor has two main divisions namely the Mining division and Steel division. The Mining division is responsible for the mining of the raw materials such as iron ore, coal and dolomite. Some of these raw materials are exported and the rest is supplied to the Steel division. Approximate 8,9 million tons of iron ore is exported annually (McKic, 1999). The Steel division converts the iron ore into iron pigs, steel and finish hot and cold rolls at the Newcastle and VanderBijlpark Works. During the financial year ending June 1998 Iscor produced 6,5 million tons of crude steel (Alberts, 1999). The question is sometimes asked; why are some companies able to turn their ideas into appropriate actions, thereby creating a competitive advantage resulting in superior performance? The answer is that successful companies have the specific identities, attitudes, competencies and sets of values and beliefs not possessed by other companies. These attributes of winning companies are collectively known as organisational culture. Organisational culture exists in every organisation and can be either positive and/or negative. One of management's focuses is to change the existing organisational culture into the ideal organisational culture applicable to specifically that organisation. The process of change should be implemented over an extended period of time.
- Halforty, Cedric
Authors: Halforty, Cedric
Subjects: Corporate culture. , Corporate culture - Management. , Organizational change. , Strategic planning.
Identifier: uj:9981 , http://hdl.handle.net/10210/7375
Description: M.Comm. , Suid-Afrika is besig om snellende fundamentele veranderinge op politieke, ekonomiese en sosiale gebied te ervaar wat 'n wesenlike treficrag op die bedryf van ondernemings het. Vir ondernemings om te oorleef moet hulle voortdurend aanpas en derhalwe moet hulle beskik oor 'n dinamiese strategie wat deurentyd aanpas by die veranderde omgewing. `n Veranderde omgewing vereis heel dikwels herorganisasie. Lae produktiwiteit en behoeftes wat deur verbruikers gestel word soos onder andere, waarde vir geld, goeie en verbeterde dienslewering, en nuwe tegnologie is enkele faktore wat die onderneming noodsaak om voortdurend aan te pas. Strategie is 'n rasionele bestuursproses wat tot aksies lei om 'n onderneming se produkte en dienslewering aan te pas by 'n spesifieke mark of groep verbruikers. Organisasiekultuur verskaf ondersteuning aan die strategie en beinvloed die sukses tydens die implementeringsfase (Robert et a1.,1994:47). Uitvoerende bestuurders sou waarskynlik van mening wees dat die twee mees kritiese aspekte vir die ondememing in die volgende eeu die bereiking is van die diepste vlakke van kreatiwiteit en die hoogste vlaklce van produktiwiteit van hulle werknemers. In 'n wereld van globale mededinging en waar kennis en tegnologie vrylik oor internasionale grense vloei, besef bestuurders dat die enigste wyse om 'n werklike volhoubare mededingende voordeel te skep, deur die aanwending van menslike hulpbronne is. Hierdeur word maatskappye gedwing om hulle organisasiekulture en —waardes weer in oenskou te neem. Visioenere leiers besef dat werknemerselfvervulling, sosiale verantwoordelikheid en omgewingsbestuur die sleutels is tot verhoogde produktiwiteit en kreatiwiteit in die toekoms (Barret, 1998). Vele maatskappye verander hulle organisasiekulture om hulle mededingendheid te verbeter. Kliente diens, kwaliteit en werknemerbetrokkenheid is slegs enkele faktore waarop gefokus word om die organisasiekultuur ten goede te verander (Gordon, 1996:470).
- Le Roux, Hermanus Jacobus
Authors: Le Roux, Hermanus Jacobus
Subjects: Transmed - Management.
Identifier: uj:9737 , http://hdl.handle.net/10210/7147
Description: M.Comm. , No organization functions in isolation. The changes in the environment, at micro and macro levels, influence the operations and existence of an organization. In the case of Transmed pharmacies it is the government in particular who plays a big role at the macro environment level by promulgating laws and regulations and introducing governing bodies. At the micro environment level Transnet exercises the biggest influence on Transmed pharmacies by applying the Turn Strategy and instating general policies that must be adhered to. This forces Transmed Administrators to re-evaluate existing management methods, or the lack thereof, applied to Transmed pharmacies.The purpose of the study is to develop an adaptable management model for Transmed pharmacies that will be acceptable to all the parties concerned, while taking into account the influence of the environment. The point of departure for the study was an investigation into the influence of the environment on Transmed pharmacies, followed by a study of relevant literature. This was followed by a study of the different pharmacy types, where after input was gathered from parties concerned. In conclusion the management model was developed.