An Evaluation of the Effectiveness and Impact of the Executive Management Committee of eThekwini Metropolitan Municipality
DOI:
https://doi.org/10.47814/4rgrkn17Schlagwörter:
Evaluation; Effectiveness; Impact; Executive Management Committee; Executives; Decision-making; Performance; Monitoring; Service DeliveryAbstract
All municipalities (257) in South Africa have Executive Management Committees that are called different names and the main objective and authority of these committees is to support the municipal manager in discharging his or her fiduciary duties as per applicable legislation in local government administration and management. These committees are meant to discuss and take decisions on strategic issues of the municipality which span across all functions of the municipality. They are therefore expected to focus on transversal coordinated functioning of the municipality as a whole rather than just focusing on the functions of different departments. More often than not is the fact that some Executive Management Committees become a platform where executives defend their departments’ or directorates’ performance and relay their departmental frustrations to the municipal manager to the detriment of the strategic focus which will help improve performance of the municipality to deliver services better. More often than not different executives are blamed for silo mentalities and this is an existential reality in many municipalities. There is also a concern whether these executives really have time to digest and process issues properly in these meetings given the limited times they have in general since their schedules are always extremely tight. This then talks directly to the quality of decisions taken in these meetings and whether or not they do help municipalities to deliver services better to their communities. It is for these reasons that there must be periodical reviews and assessments of the effectiveness of these management committees. The study therefore evaluated the effectiveness and impact of the Executive Management Committee of eThekwini Metropolitan Municipality.
Literaturhinweise
Adams, R. B., Akyol, A.C. and Verwijmeren, P. (2018). ‘Director skills sets. Journal of Financial Economics, 130, 641-642.
Brandes, P., Dharwadkar, R., Ross, J. F. and Shi, L. (2022). ‘Time is of the essence!: Retired independent directors’ contributions to board effectiveness’. Journal of Business Ethics, 179, 767-93.
Carcel, A. (2026). ‘Management committees: the silent dynamics that limit their real impact’. Saltor Executive Search.
Ferris, S. P., Jayaraman, N. and Liao, M. -Y(S)(2020). ‘Better directors or distracted directors? An international analysis of busy directors’. Global Finance Journal, 44, 100437.
Gai, S. L. and Y. Cheng, J. Y.-J and Wu, A. (2021). ‘Board design and governance failures at peer firms’. Strategic Management Journal, 42, 1909-1938.
Harris, I. C. and Shimuzu, K. (2004). ‘Too busy to serve? An examination of the influence of overboarded directors’. Journal of Management Studies, 41, 775-798.
Knippen, J. M., She, W. and Zhu, Q. (2019). ‘Limited progress? The effect of external pressure for board gender diversity on the increase of female directors’. Strategic Management Journal, 40, 1123-1150.
Kress, J. C. (2018). ‘Board to death: How busy directors could cause the next financial crisis’. Boston College Review, 59, 877.
Mans-Kemp, N., Viviers, S. and Weir, J. (2020). ‘Investigating the extent and impact of director overboardedness using a comprehensive measure’. Corporate Governance: The International Journal of Business in Society, 20, 821-836.
Monks, R. A. and Minow, N. (2011). Corporate Governance, John Wiley & Sons.
Tuggle, C. S., Sirmon, D. G., Borgholthaus, C. J., Bierman, L. and Bass, A. E. (2020). ‘From seats at the table to voices in the discussion: Antecedents of underrepresented director participation in board meetings’. Journal of Management Studies, 59, 1253-1283.
Zattori, A. and Pugliese, A. (2021). ‘Corporate governance research in the wake of a systemic crisis: Lessons and opportunities from the COVID-19 pandemic’. Journal of Management Studies, 58, 1405-1410.
Downloads
Veröffentlicht
Ausgabe
Rubrik
Lizenz
Dieses Werk steht unter der Lizenz Creative Commons Namensnennung 4.0 International.
Authors retain copyright of their published work and grant the International Journal of Social Science Research and Review (IJSSRR) the right of first publication.
Articles published in IJSSRR are distributed under the terms of the Creative Commons Attribution 4.0 International License (CC BY 4.0), which permits use, distribution, and reproduction in any medium, provided that the original work is properly cited.
Authors are permitted to share, archive, and distribute the published version of their work, provided that proper acknowledgement of the original publication in IJSSRR is given.
