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dc.contributor.advisorSteyn, J. J.
dc.contributor.advisorFox, N. P.
dc.contributor.authorTheron, Jan Hendrik
dc.date.accessioned2015-11-10T11:33:54Z
dc.date.available2015-11-10T11:33:54Z
dc.date.copyright2007-11-30
dc.date.issued2007-11-30
dc.date.submitted2007-11-30
dc.identifier.urihttp://hdl.handle.net/11660/1552
dc.description.abstractThe main aim of the study is to assess the success in performance of the KwaZulu-Natal (KZN) Provincial Government’s strategic management of integrated development planning as was expected by the Constitution and subsequent developmental policies, legislation, programmes and projects from 1994 to 2006. The literature review indicated that strategic management consists of three phases, namely planning, implementation and control, each phase with its own sub-steps. These elements formed the basis for the development of a Strategic Management Model represented by the following “Key”: KEY TO STRATEGIC MANAGEMENT MODEL Phase Step Activity and Evaluation Criteria 1 Initiate and agree on strategic management process 2 Clarify organisational mandates 3 Identify strategic issues facing the organisation 4 Formulate vision and goals 5 Undertake SWOT analysis: determine internal strengths and weaknesses, external opportunities and threats Planning 6 Formulate and adopt strategies to address strategic issues 7 Planning of plan Implementation implementation 8 Phased implementation 9 Monitoring 10 Evaluation Control 11 Review The Model is then applied to evaluate the strategic management of two KZN Provincial wide programmes, namely the KZN Provincial Growth and Development Strategy (PGDS) from 1994 to 2000, and KZN municipal integrated development planning from 2000 to 2006, both of which aim to substantiate the following four hypotheses: (1) The KwaZulu-Natal Provincial Government’s execution of the strategic management of integrated development planning in KZN to advance development in KZN was successful; (2) The KwaZulu-Natal Provincial Government undertook successfully an initiative to improve alignment and capacitating of Provincial Departments and Local Government for them to be able to undertake integrated development planning in a sustainable manner; (3) The Strategic Management Model for the management of integrated development planning set out in the study is a handy tool could be presented in a narrative format and/or in a matrix or table format, depending on the particular situation or management preferences; and (4) The application of the Strategic Management Model in KZN confirms issues and trends highlighted in the literature review of the strategic management of integrated development planning. The advancement of international theoretical thought on strategic management is also addressed. Several lessons learnt from the strategic management of integrated development planning in KZN are discussed. The study concluded by making several recommendations to improve KZN’s performance in the field of the strategic management of integrated development planning.enZA
dc.description.sponsorshipDepartment of Traditional and Local Government Affairs (DTLGA)en_ZA
dc.description.sponsorshipDepartment of Local Government and Traditional Affairs (DLGTA),en_ZA
dc.language.isoenen_ZA
dc.publisherUniversity of the Free Stateen_ZA
dc.subjectThesis (Ph.D. (Urban and Regional Planning))--University of the Free State, 2007en_ZA
dc.subjectStrategic planning -- South Africa -- Kwazulu-Natalen_ZA
dc.subjectMunicipal government -- South Africa -- Kwazulu-Natalen_ZA
dc.subjectAssess performanceen_ZA
dc.subjectControlen_ZA
dc.subjectImplementationen_ZA
dc.subjectIntegrated development planningen_ZA
dc.subjectKwaZulu-Natal Provincial Growth and Development Strategyen_ZA
dc.subjectMunicipal integrated development planningen_ZA
dc.subjectStrategic managementen_ZA
dc.subjectStrategic management modelen_ZA
dc.titleLessons from the strategic management of integrated development planning in Kwazulu-Natal from 1994 to 2006en_ZA
dc.typeThesisen_ZA
dc.rights.holderUniversity of the Free Stateen_ZA


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