|dc.description.abstract||The study examined strategies for improving productivity within the Central Transport
Organization (CTO). This study was conducted in Gaborone at the Central Transport
Organization (CTO) department in the Ministry of Works, Transport and Communication
of Botswana. It was based on a probability sample of five CIQ workshops selected
through a simple random sample design, with additional units purposively chosen namely,
the Gaborone Regional workshop, Police and Pool vehicle workshops, Sebele and
Franscistown Auto/Plant workshops. The sample was based on a target population of II 0
study elements comprising Senior, middle workshop managers, including the general staff.
The CTO was established as a fully-fledged department in 1972 when the Public Works
Department (PWD) was expanded to become the Ministry of Works Transport and
Communication (MWTC). It was mandated to provide transport services to various
government departments/ministries through its different divisions. The divisions are:
Fleet, Mechanical, Supplies, Management Information Systems (MIS), Accounts and
Administration. The Departments operate on a commercial basis and levies charges for
services provided to all users. However, the organization has never been able to cope with
the ever-growing demand for goods and services from its government sister agencies and
other stakeholders. This challenge is increasingly compounded by a fast-growing
economy, increased social activities and the HIV/AIDS epidemic.
All these issues have created a need for the CTO to improve quality and productivity of its
services to meet these customer demands. To achieve this end, the management of the
organization will have to make a set of informed choices on strategies and measurement
techniques to monitor and improve productivity levels.
To measure productivity, an approach based on capital, labour productivity and human
resource skill and capacity will be employed. Consequently, efficient and effective
performance will be measured by, among others, the existence and the level of
implementation of Performance Management Systems, a Performance Based Reward
System, and Work Improvement Teams.
Therefore, the methodology adopted will be comprehensively qualitative and analytically
descriptive. In this case, both primary and secondary sources of data were employed.
Structured data collection instruments were used to gauge perceptions on availability and
accessibility of resources to support technical and management processes in their pursuit
for excellent performance.
The Republic Of Singapore has been acknowledged worldwide for the successful
implementation of productivity initiatives. In this paper there will be substantial reference
to the models used in Singapore as a· learning process and sharing of ideas from best