- A-Z Publications
- Management Dynamics : Journal of the Southern African Institute for Management Scientists
- Previous Issues
- Volume 17, Issue 2, 2008
Management Dynamics : Journal of the Southern African Institute for Management Scientists - Volume 17, Issue 2, 2008
Volume 17, Issue 2, 2008
Author V.G. GhyootSource: Management Dynamics : Journal of the Southern African Institute for Management Scientists 17, pp 2 –13 (2008)More Less
The accuracy of property valuations is of concern worldwide. The past decade has seen an escalation in studies that seek to verify valuation accuracy. The literature broadly agrees on what the accuracy standard should be, and the International Association of Assessing Officers (IAAO) has set formal standards for accuracy studies.
Across South Africa, municipal valuations are currently under way for the purpose of levying assessment rates under the new Local Government: Municipal Property Rates Act 6 of 2004. This study attempts to assess the accuracy of the Johannesburg provisional valuation for 2001, as an indicator of what to expect in the new valuation roll. The study applies the standard IAAO tests, as well as the t-test and Wilcoxon signed ranks test to assess accuracy and make management recommendations. The Johannesburg provisional valuation roll achieves the required international accuracy standard. However, lower-priced properties are overvalued and higher-priced properties are undervalued.
Measuring customer satisfaction with a municipality's waste management service : a preliminary instrumentAuthor Christo BoshoffSource: Management Dynamics : Journal of the Southern African Institute for Management Scientists 17, pp 14 –26 (2008)More Less
The expression of dissatisfaction with failure in service delivery has become an almost daily occurrence in South Africa. Important role players in service delivery are municipalities. The mandate of a municipality, according to the South African Constitution, is to ensure that the service delivery for which it is responsible satisfy citizens' basic needs. These basic services include refuse (waste) removal.
Against this background this study had two primary objectives. The first was to develop an instrument with sound psychometric properties that can be used by municipalities to measure and assess customer satisfaction with a waste management service. The second primary objective was to investigate the satisfaction of residents of a municipality with its waste management services.
The empirical results suggest that the proposed instrument to measure satisfaction with a municipality's waste management service demonstrates sufficient discriminant validity and reliability. However, the instrument is still in need of further development.
Source: Management Dynamics : Journal of the Southern African Institute for Management Scientists 17, pp 27 –39 (2008)More Less
An Enterprise System (ES) is a type of information technology system that integrates all necessary business functions in an organisation into a single integrated system with a single shared database. Despite the widespread take-up of ES systems, they are notoriously difficult to implement. There are, as a result, any number of prescriptions in the literature for a successful ES implementation. The question that remains, however, is why projects continue to be mismanaged, when the risk factors are well-documented, and the technology itself should, after 15-20 years of practice, be maturing.
The answer, according to some researchers, lies not only in the content of the software or even the project management process, but rather in the context in which the project takes place. In order to explore the notion that context may affect an ES implementation, this study discusses a case in which contextual issues were critical. The research question guiding the case study is therefore "How, if at all, did the context of this particular company affect the implementation of the ES?" The case in question is that of a small-capitalisation South African company facing ongoing and emerging organisational complexity.
The case history is provided in some detail, followed by a discussion which links the case to the literature in order to provide specific lessons for managers who may be considering, or be involved in, an ES implementation. The lessons that emerge are that the context may affect the evaluation process, the timing of the implementation, and the user acceptance of the system. Interpreting how the specific organisational context might affect a project in any particular situation, and managing project risk appropriately, is the essential management task of an ES implementation.