Orientation: Self-management serves as an essential managerial competency and entails taking responsibility for one’s own actions and behaviour. The problem is that managers who do not have effective self-management competencies may affect business adversely.Research purpose: The study investigated selected self-management competencies of managers within the manufacturing industry of South Africa.Motivation for the study: The researchers wanted to focus on selected self-management competencies of managers rather than all the managerial competencies.Research design, approach and method: A quantitative research method was employed by following a descriptive design and data were obtained using a well-structured self-administered questionnaire.Main finding: The results revealed that a significant and positive relation exists between managers’ integrity and ethical conduct, and between personal drive and resilience, as well as a significant positive relationship between work–life balance on the one hand and self-awareness and self-development on the other – all of which are components of their self-management competency.Practical/managerial implications: For managers to contribute to the success of a business, it is essential that they succeed in applying self-management competencies to distinguish them from their competitors.Contribution/value-add: No previous studies could be found investigating the relationship between integrity and ethical conduct, and between personal drive and resilience, as well as between work–life balance on the one hand and self-awareness and self-development on the other.

No abstract

No abstract

Businesses in city centres are faced with the problem of attracting customers due to competition from suburban shopping centres, decayed environments, crime and grime. The Business Improvement District (BID) model is implemented for ceasing and reversing decline in the economic health and environmental quality of city centres, redirecting investment to those areas, and improving perceptions. Despite the efforts implemented by BIDs in South Africa, declining footfall and negative perceptions continue. The objective of this research was to investigate the place marketing objectives and activities of BIDs in South Africa and to make recommendations in order to improve the effectiveness of their place marketing strategies. Non-probability, judgement sampling was used to select research participants. Data was collected by conducting in-depth interviews with managers who were involved with the BIDs' place marketing strategies. A sample size of nine research participants was realised. The results indicated that the primary place marketing objectives of BIDs included in the study are to attract desirable stakeholders, communicate the value of services offered and to improve negative perceptions. Furthermore, only 5% of their annual budget is allocated towards place marketing activities that primarily comprise of social media marketing. R GOLDBERG R JANSEN VAN RENSBURG L VAN STADEN Investigating the place marketing objectives and activities of Business Improvement Districts in South Africa