@article{10.11648/j.ajmse.20160101.14,
  author = {Bongani Ngwenya and Brenda Ndhlela},
  title = {The Effectiveness of Credit Risk Management System on Individual Financial Loan Performance After Dollarization: A Study of Commercial Banks in Zimbabwe, Period 2012 to 2015},
  journal = {American Journal of Management Science and Engineering},
  volume = {1},
  number = {1},
  pages = {26-35},
  doi = {10.11648/j.ajmse.20160101.14},
  url = {https://doi.org/10.11648/j.ajmse.20160101.14},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajmse.20160101.14},
  abstract = {The concept of turnaround strategy seeks to bring back profitability in a declining business. In Zimbabwe, ever since the government adopted multi-currency system industries have failed to realise any meaningful positive performance. The manufacturing sector was the most affected. It is against this background that the researchers sought to explore the extent of successful implementation of turnaround strategies in the manufacturing sector in Harare over the period 2009 to 2015 on back drop of impediments and challenges faced. The study employed triangulation approach design as it was found to be the most suitable. A stratified random sampling was used to select companies for the purposes of the study across the 14 sub-sectors of the manufacturing sector in Zimbabwe. A minimum of 2 respondents per company was selected. Data was collected using questionnaires which were administered physically and electronically. In-depth interviews were also conducted for chief executive officers and managing directors. The findings of the study were that companies in the manufacturing sector implemented turnaround strategies that focussed on cutting down costs. However, retrenchments seemed not to yield any positive results. Toxic organisational cultures, misaligned organisational structures, working capital constraints, old and dilapidated machinery, liquidity crisis, and choking government policies have been identified as major internal and external challenges affecting implementation of turnaround strategies. The study recommends that top management in the manufacturing industry should conduct concrete situational analysis in order to obtain in-depth understanding of the underlying problems facing their organisations. Competent management should also be put in place. The manufacturing companies are also recommended to engage services of turnaround specialists, establish strategic alliances, engage all stakeholders and also strive to seek cost competitiveness. The study further recommends that the government should take an active role in ensuring that an enabling environment has exist to allow firms in the manufacturing sector to recover from the economic decline.},
 year = {2016}
}

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TY  - JOUR
T1  - The Effectiveness of Credit Risk Management System on Individual Financial Loan Performance After Dollarization: A Study of Commercial Banks in Zimbabwe, Period 2012 to 2015
AU  - Bongani Ngwenya
AU  - Brenda Ndhlela
Y1  - 2016/09/29
PY  - 2016
N1  - https://doi.org/10.11648/j.ajmse.20160101.14
DO  - 10.11648/j.ajmse.20160101.14
T2  - American Journal of Management Science and Engineering
JF  - American Journal of Management Science and Engineering
JO  - American Journal of Management Science and Engineering
SP  - 26
EP  - 35
PB  - Science Publishing Group
SN  - 2575-1379
UR  - https://doi.org/10.11648/j.ajmse.20160101.14
AB  - The concept of turnaround strategy seeks to bring back profitability in a declining business. In Zimbabwe, ever since the government adopted multi-currency system industries have failed to realise any meaningful positive performance. The manufacturing sector was the most affected. It is against this background that the researchers sought to explore the extent of successful implementation of turnaround strategies in the manufacturing sector in Harare over the period 2009 to 2015 on back drop of impediments and challenges faced. The study employed triangulation approach design as it was found to be the most suitable. A stratified random sampling was used to select companies for the purposes of the study across the 14 sub-sectors of the manufacturing sector in Zimbabwe. A minimum of 2 respondents per company was selected. Data was collected using questionnaires which were administered physically and electronically. In-depth interviews were also conducted for chief executive officers and managing directors. The findings of the study were that companies in the manufacturing sector implemented turnaround strategies that focussed on cutting down costs. However, retrenchments seemed not to yield any positive results. Toxic organisational cultures, misaligned organisational structures, working capital constraints, old and dilapidated machinery, liquidity crisis, and choking government policies have been identified as major internal and external challenges affecting implementation of turnaround strategies. The study recommends that top management in the manufacturing industry should conduct concrete situational analysis in order to obtain in-depth understanding of the underlying problems facing their organisations. Competent management should also be put in place. The manufacturing companies are also recommended to engage services of turnaround specialists, establish strategic alliances, engage all stakeholders and also strive to seek cost competitiveness. The study further recommends that the government should take an active role in ensuring that an enabling environment has exist to allow firms in the manufacturing sector to recover from the economic decline.
VL  - 1
IS  - 1
ER  - 

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