Traditionally, churches exist to fulfil the ‘great commission’, which is to preach the ‘good news’ to all believers. As the ‘great commission’ finds expression within the Church, numerical growth becomes inevitable. The latter puts pressure on the Church to function in a professional manner. People with requisite knowledge, skills and experience are often needed to manage the church activities. Whilst the Bible alludes to spiritual and heavenly rewards, during and post-earthly services, some of these church managers and other volunteers may sometimes require rewards for their efforts and time. Qualitative research methods in the form of semistructured interviews and content analysis were employed. The research was conducted amongst churches within the Gauteng province, South Africa. A total of 26 church managers were interviewed from participating churches. Responses were received and subsequently analysed. Data were analysed using the Atlas.ti software. The findings indicated that the spirit of volunteerism is fast eroding within churches.Contribution: This research highlighted the plight of church managers as volunteers and stewards in the context of not-for-profit organisations and adds towards the agency theory. Consequently, churches as principals ought to find creative ways to generate sufficient revenue for their volunteers.
Strategic planning has become indispensable for organisations that seek to develop and grow, and grassroots football clubs are no exception. As large amounts of money are invested in football clubs, these entities may be prone to substantial financial risk if resources are not effectively deployed, underlining the importance of strategic planning and management. Against this background, this qualitative study explored the strategic planning processes of grassroots football clubs in Gauteng Province, South Africa. Interviews were conducted with representatives of 12 football clubs affiliated with the South African Football Association, and data were analysed thematically. The findings suggest that grassroots football clubs are like not-for-profit community organisations in their strategic planning approach (or lack thereof). Grassroots football clubs still have much to do in developing their strategic planning capabilities to create value and enhance the sustainability of football.
Bus rapid transit projects involving the South African government and small operators (as SMMEs): is bus rapid transit a blue or red ocean strategy? AbstractTransport forms the heartbeat of the economy, not only in South Africa but also globally. Over time the South African government has invested a great deal of resources in transport projects such as taxi recapitalization rail technology as well as bus rapid transit (BRT). The BRT project has been a point of discussion in terms of the value which it can bring to key stakeholders, particularly to commuters and the country's economy at large. BRT is basically an urban public bus transport strategy which seeks to alleviate congestion, mostly in the Metropolitan areas. In this paper the significance of the BRT strategy is highlighted as this may guide future public transport project investment. As a strategic move, the decision for government to roll out BRT is evaluated in terms of blue ocean strategy (BOS) principles and red ocean strategy (ROS) elements. BOS strategy suggests that an organization operates in its own created market space where competition is rendered irrelevant, whereas with ROS organization relies on having a competitive edge in order to outsmart its rivals. The preliminary findings suggest that there are some elements of both BOS principles and ROS that are relevant to BRT projects. BRT is seen as a useful public transport investment particularly for countries with developing economies elements such as South Africa. However, stakeholder buy-in and cooperation should be promoted to preserve the strategic and social gains brought about by BRT and other integrated public transport projects.
Governance concerns have been in facade of society both in South Africa and in the rest of the world. These concerns have been raised at various levels such as public sector, private sector, and even within sports and recreation. The South African media have also heightened the exposure of incidents whenever gross violation of good governance principles occurred. The sport fraternity, particularly football, is not immune to this scourge. In the South African context, very little research has been done to look into the governance trajectories concerning sports organisations. As a result, this paper will consider how the Gauteng football clubs that are affiliated with the South African Football Association (SAFA) perceive issues of governance and those that concern social responsibility. Qualitative data in a form of semi-structured interviews was used. A total of 12 executive managers participated in the study. Atlas ti was used to analyse data deductively.The findings seem to suggest that the clubs are aware and supportive of good governance principles, ethics and issues of social responsibility. Calls are made to SAFA and its structures, government and the corporate sector to instil good governance principles and support social initiatives within their surroundings. Moreover, families and communities were encouraged to raise the bar in terms of improving the moral capital of society.
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