Assessing the implementation of a turnaround strategy in a water board / Mpheteng Patrick Mokubung

• Main Author: Mokubung, Mpheteng Patrick
• Language: en
• Published: 2014
• Subjects: Turnaround; Recovery; Water Board; Crisis; Renewal; Results; Implementation; Determinant; Project
• Online Access: http://hdl.handle.net/10394/11849

The research study focused on assessing implementation of the turnaround management strategies in a water board. The location of the study was a water board located in the economic heart of South Africa, Rand Water. The objectives of the study were; (a) to evaluate the turnaround plans implemented in the water sector, (b) to uncover success factors attained when undertaking turnaround plans, (c) to assess selected case studies dealing with the turnaround management strategies in selected industries, and lastly (e) to derive an understanding on determinants and factors that cut across the turnaround plans. The research approach that premised the study was quantitative methodology, which involved distribution of questionnaires as part of field work in the water board. The questionnaires were analysed through statistical approach, and further linked back to the problem statement posed to the research study. Some assumptions were utilized for conducting the research project, including the statistically acceptable sample. The area of focus in the water board was Strategic Asset Management Division which was selected because of its huge impact in the planning and execution of the capital projects. Infrastructure or capital projects form the core of the business sustainability; they ensure the future of the water as well as the region of the country. Various literatures were reviewed pertaining to the turnaround management strategies and certain inferences were made. The results provide interesting relationships between variables that can be explored further. There were certain biases that were obtained, and in certain cases there was no relationships between variables and in most cases there were positive relationships. The turnaround management strategies are extensively carried out across the industries. It can be concluded from the research study that there are certain phenomenona that can be derived from the turnaround plans. It can also be deduced that certain factors or determinants demonstrate a better behaviour than others when tested in the turnaround management environment. Models can be developed utilizing regression tools pertaining to the turnaround plans and adaptation of these models based on conditions or certain unique aspects is recommended to be done. === MBA, North-West University, Potchefstroom Campus, 2014