Learning culture in Mondi Cartonboard: "a case study"
- Authors: Buitendag, F.W.J.C.
- Date: 2010-02-24T08:44:04Z
- Subjects: Organisational learning , Mondi Cartonboard
- Type: Mini-Dissertation
- Identifier: uj:6644 , http://hdl.handle.net/10210/3044
- Description: M.A. , This research was conducted in the form of a single pre-post type of case study. The main reason why this type of study has been selected lies in the fact that no other cases were available to replicate or to compare the learning process in the Mondi Cartonboard, to determine if the company achieve its objective to develop a learning culture within. This situation limited the researcher to a single case design, and that is why the researcher was called upon to work with a pre-post situation that present it self at the time the study was conducted. A pre-situation were presented in Chapter one under the background discussion and the post situation was presented in the current situation as discussed in Chapter Three. The comparison and analysis between the two situations were conducted with the assistance of the Multi-Facet Model as developed by Lipshitz et al. In order to achieve the desire results five subproblems in support of this model were developed. Within each sub-problem, eight questions on the Likert rating scale was developed and specifically related to the five facets of learning as describe by the Multi-Facet Model. These questions were distributed between two response groups namely the non-supervisory/managerial respondent group and the managerial respondent group. In the findings and analysis of the questionnaires in Chapter Five, seven main problems in the five sub-problems has been identified. These problems were discussed in detail with the support of the literature review conducted in Chapter Two. Chapter no Six is devoted with the support of the literature review in Chapter Two to a discussion, how to develop solutions for the main problems as identified. The researcher also developed an action plan to guide Mondi Cartonboard in terms of how, who, when the newly developed solutions must be communicated to all stakeholders and when it must be implemented. This action plan also consists of a discussion on how the effectiveness of the solutions must be measured.
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Corporate social and environmental responsibility (CSER) in South Africa
- Authors: Mushonga, Henry
- Date: 2012-09-05
- Subjects: Social responsibility of business -- South Africa , Environmental responsibility -- South Africa
- Type: Thesis
- Identifier: uj:9617 , http://hdl.handle.net/10210/7037
- Description: M.Comm. , The purpose of this study is to explore and substantiate why Corporate Social and Environmental Responsibility (CSER) is important as a business practice in order to meet the productivity levels, enhance the image or reputation, financial bottom line and sustainability of the company. The belief that Business has a socio-economic responsibility is not a new proposition. Peter Drucker a well renowned sociologist argued that firms have a social dimension as well as an economic purpose in his second book, The Future of Industrial Man, in 1942. During the late 1960's and 1970's Corporate Social Responsibility (CSR) emerged as a top management concern in both the United States and in Europe only to seemingly disappear in the 1980's. Today, Corporate Social Responsibility is back on the agenda of many CEOs. This time it is also on the agenda of governments, both national and local, as well as NGOs, consumer groups, investors and other actors in civil society. The concept of CSER has now become an important business practice hence the need to further investigate its relevance within the South African context. Recently CSER as business practice has emerged as an important factor due to the everincreasing emphasis on human and environmental rights. The pressures for business to behave in an ethical manner has broadened its core functions, hence the need to embrace it in the organisational strategy. Due to some of these reasons CSER has now become a buzzword in the corporate world, among civil society groups and other stakeholders who have an interest in the behaviour of business. This spotlight has led to a more voluntary factoring in of ethical practices, social policies in the overall internal and external organisational strategy and operations of business. The raison d' etre for this paradigm shift, is also exacerbated by the new business focus, on triple bottom line reporting, which not only emphasises the financial bottom line but also transparency and accountability in the social and environmental aspects which are integral to the firm. The latter mentioned areas have become important benchmarks for overall performance, reporting and disclosure to stakeholders.
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