Paradigmaverskuiwing in veranderingsbestuur: 'n kommunikasiebenadering.
- Authors: Du Plooy-Cilliers, Franzel
- Date: 2008-05-28T12:14:09Z
- Subjects: project management , communication in organizations , organizational change
- Type: Thesis
- Identifier: uj:2322 , http://hdl.handle.net/10210/477
- Description: The competitive advantage in a dynamic environment can only be gained if the organisation stays aligned with underlying tendencies of that environment, which makes the management of change one of the most important functions of organisations. Organisations often find that earlier paradigms for the management of change are no longer relevant. This necessitated a new paradigm for the management of change, in order to enable organisations to adapt to a turbulent environment. In this article the focus is therefore on the development of a new paradigm for the management of change, in which the management of change is viewed as a strategically planned process in which a communication strategy plays a core role. Existing models and theories were therefore refined and incorporated in order to develop a holistic, systemic model for the management of change. , Prof. Sonja Verwey
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Internal branding as a tool for organisational alignment.
- Authors: Scheffer, Julia
- Date: 2008-05-28T12:14:40Z
- Subjects: business names , brand name products management , communication in organizations , business communication , corporate culture
- Type: Thesis
- Identifier: uj:2364 , http://hdl.handle.net/10210/481
- Description: Due to the increasing competitiveness between organisations to attract and retain internal and external stakeholders so as to increase organisational competitive advantage, it is vitally important to the long-term success thereof that the inherent importance of organisational communication, specifically internal communication, is taken into consideration within the context of a rapidly changing business environment. This is to make sure that an alignment exists between internal organisational core values and the external image the organisation portrays. Thus within the context of banking service organisations so as to ensure a successful internal organisational alignment strategy, which promotes employee satisfaction and participation, improvement needs to be made to internal communication strategies. Based on this, three key concepts are identified as pertinent; namely internal organisational communication, the corporate identity aspect of internal branding and the organisational culture aspect of organisational alignment. Thus, the overriding purpose is to determine what the role of internal branding as a tool for internal organisational alignment is amongst banking service organisations in South Africa that have undergone an amalgamation. The motivation for this research is the fact that numerous organisations do not realise the importance of internal communication and branding initiatives to the internal stakeholders’ satisfaction, service delivery quality and ultimate impact on the organisation’s profitability. Absa Bank is the subject for the one-shot case study as it recently implemented new internal branding initiatives so as to engage and align internal stakeholders with the core organisational values and culture, to improve the quality of service rendered, to retain external customers, and to impact positively on the bank’s profitability. Through the use of qualitative research methods, which are a one-shot case study utilising a documentation study and telephonic and e-mail interviews, the goal of the study is achieved. The theoretical chapters set the context by introducing and defining relevant key concepts, as well as presenting a theoretical discussion on these concepts. The case study on Absa Bank forms the basis of the integration of theoretical concepts and the practical application thereof. Finally, the research findings are discussed and further recommendations proposed. Based on the research, a key contribution is the conceptualisation of the term integrated organisational communication. Keywords: organisational communication, internal organisational communication, corporate identity, internal branding, organisational culture, organisational alignment. , Andrea Crystal
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The importance of communication in the management of organisational globalisation: an explorative study.
- Authors: Kern, Salome
- Date: 2008-05-28T12:13:58Z
- Subjects: organizational behaviour , communication in organizations , globalization
- Type: Thesis
- Identifier: uj:2300 , http://hdl.handle.net/10210/475
- Description: The research component of the study was undertaken in two global industries locally. The pilot study was conducted in the airline industry. Due to the very nature of an Airline as a global operator in the service industry, the choice of the Airline Industry as research domain was logical. There exists an expectation that because of the global activities an Airline takes part in and global services that it offers, it should be exceptionally positioned to embrace globalisation and its accompanying shaping forces and trends.
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The significance of ABSA's Group chief executive's internal corporate communication programme for the commitment levels of selected Absa employees.
- Authors: Meyer, Irma
- Date: 2008-05-28T12:14:29Z
- Subjects: business communication , communication in organizations , communication in management , ABSA-Bank management
- Type: Thesis
- Identifier: uj:2354 , http://hdl.handle.net/10210/480
- Description: Grunig (1992:114) states that internal communication is so entwined with the process of organising and with organisational structure, environment, power and culture that many theorists of organisational communication argue that organisations would not exist without communication. Grunig (1992) goes further by saying that internal communication is the catalyst if not the key to organisational excellence and effectiveness. In this study an attempt was made to illustrate the link between the internal corporate communication programme of an organisation’s Chief Executive Officer and the commitment levels towards the same organisation of middle management employees. The Absa Group is used as a case study for the purposes of this dissertation. The problem that prompted this research has, therefore, been formulated as: Does the internal corporate communication programme of the Group Chief Executive of the Absa Group have any significance for the commitment levels of selected middle management employees in Gauteng towards the organisation? Theoretical statements were based on the theoretical orientation of the open systems theory from a subjectivist approach, the importance of internal corporate communication and the relationship between leadership and internal corporate communication and were formulated as: · From a systems theory perspective, organisations must exchange (import-transformexport) “energy” (products, information and materials) with their environments in order to survive (Dahnke & Clatterbuck, 1990:162). · Internal communication is the catalyst if not the key to organisational excellence and effectiveness (Grunig, 1992:114). · Effective leadership communication leads to employee commitment (Mayfield & Mayfield, 2002:89). The dissertation concludes with the postulation that there is a significant link between the internal corporate communication strategy and approach of the Absa Group Chief Executive and the commitment levels towards the organisation of selected middle management employees. , Prof. Gideon de Wet
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Planned change in a financial organisation: a case study.
- Authors: Brits, J.
- Date: 2008-04-22T06:17:42Z
- Subjects: organisational change mangement , financial institutions , communication in organizations , ABSA Bank
- Type: Thesis
- Identifier: uj:8545 , http://hdl.handle.net/10210/270
- Description: The aim of this research is to determine if the steps pertaining to the implementation phase of Kotter’s (1996) model were correctly followed. The AVAF Commercial sales front end implemented the Balanced Scorecard methodology two years ago. This was to bring the business unit in line with the rest of the ABSA group. Management needed to know if the introduction of the balanced scorecard was successful or not. It was decided that the model for a planned change process as proposed by Kotter (1996) would be used to evaluate the introduction of the balanced scorecard in AVAF. Management do not know what the perceptions of staff are regarding the successful planning, implementation and evaluation of the BSC. The study only focused on the implementation part of the model as this part of the model affected employees at grass roots level the most. The three steps of Kotter’s (1996) model pertaining to the implementation of change are, Communicating the Vision, Empowering Employees and Creating Short-term Wins. A thorough literature study of the eight step model as proposed by Kotter (1996), as well as the views of other authors on planned change was undertaken. The study revealed that all planned change programmes has the same three broad phases. These are Planning, Implementation and the anchoring of the completed change in the culture. The role of leadership are emphasised during this process. The balanced scorecard methodology was explored and placed in context as a change programme. The research was conducted by using a qualitative approach. The benefit of a qualitative research, applied to an actual case study, is that an intense understanding of the theory can be gained and the findings used to benefit a case-specific application such as the AVAF commercial sales front end. Data collection in this study was done by means of a focused interview consisting of questions on an interval scale. The results of the research highlighted some concerns that needed to be addressed by management. Recommendations were made to management on a possible plan of action to address these concerns. The research has indicated that communication during the change process is a vital factor in determining the success of the change effort. Communication of the vision is not a once off action. It is a continues effort that impacts on all aspects of the planned change model as proposed by Kotter (1996). The study contributed to the body of knowledge in the organization as it shows how future change programs can be improved. , Dr. R. Huysamen
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