Managing student affairs in an institution of higher education
- Authors: Van den Berg, Nita
- Date: 2012-08-27
- Subjects: Universities and colleges - Management , Universities and colleges - South Africa - Management , Student affairs services - Management , Student affairs services - South Africa - Management , Randse Afrikaanse Universiteit - Students , Universities and colleges - Mergers - South Africa
- Type: Mini-Dissertation
- Identifier: uj:3178 , http://hdl.handle.net/10210/6593
- Description: M.Comm. , If we are to have institutions that provide experiences consonant with the high expectations of each year's students, administration must see itself, too, as an exciting and renewing experience. And if the frontiers of knowledge are to exist as more than university rhetoric, administrators must have a part in creating and sustaining a climate which has something of the openness, daring, and boisterousness even of the frontier (Eble, 1978: 2). The context of Eble's quotation is that of the senior academic entering the field of university administration and needing to have an adventurous approach, similar to that of the old pioneers of the American frontier. This quotation, in more ways than one, embodies the need and spirit of this study. In the broader context, higher education worldwide is becoming more entrepreneurial to adapt to the challenges of globalisation. This shift is especially visible in South Africa where higher education is purposely being re-engineered to move to a new frontier. RAU University, specifically, has to merge with the Technikon Witwatersrand to form the University of Johannesburg. Having to change is therefore not an option, but an inevitability. Equally inevitable are the difficulties that change will bring. This study, however, will be based on the belief that change brings opportunity. Especially in the area of student affairs administration, this study intends to show that current practises need to be re-examined and that the merger may provide the drive to find more effective ways to address current needs. In order to provide for "high expectations" student affairs administration, must therefore, see itself as "an exciting and renewing experience". Beside the lesson of having a positive approach toward change, the quotation also has another message, namely that "administration must have a part in creating and sustaining a [certain] climate...". The implication is that administration must actively develop its position and environment. This underlies another belief that this study will be based on: student affairs should be strategically managed. In order for student affairs to be a value-adding entity in the university, it has to know what its role in the university should be; it should have a clear plan on how to fulfil this role; and it should purposefully implement this plan. Therefore, based on the beliefs that change brings opportunity and that student affairs should be strategically managed, the study will analyse the current role and functioning of the Division of the Dean of Students at RAU University and propose an improved dispensation for student affairs at the University of Johannesburg. This will be done against the background of the changing higher education landscape and the role of student affairs in the university. The initial motivation for this dissertation emanated from the very practical need to manage student affairs at RAU University more effectively. This seemingly simple idea does, however, have so many facets that it may be overwhelmingly complex.
- Full Text:
- Authors: Van den Berg, Nita
- Date: 2012-08-27
- Subjects: Universities and colleges - Management , Universities and colleges - South Africa - Management , Student affairs services - Management , Student affairs services - South Africa - Management , Randse Afrikaanse Universiteit - Students , Universities and colleges - Mergers - South Africa
- Type: Mini-Dissertation
- Identifier: uj:3178 , http://hdl.handle.net/10210/6593
- Description: M.Comm. , If we are to have institutions that provide experiences consonant with the high expectations of each year's students, administration must see itself, too, as an exciting and renewing experience. And if the frontiers of knowledge are to exist as more than university rhetoric, administrators must have a part in creating and sustaining a climate which has something of the openness, daring, and boisterousness even of the frontier (Eble, 1978: 2). The context of Eble's quotation is that of the senior academic entering the field of university administration and needing to have an adventurous approach, similar to that of the old pioneers of the American frontier. This quotation, in more ways than one, embodies the need and spirit of this study. In the broader context, higher education worldwide is becoming more entrepreneurial to adapt to the challenges of globalisation. This shift is especially visible in South Africa where higher education is purposely being re-engineered to move to a new frontier. RAU University, specifically, has to merge with the Technikon Witwatersrand to form the University of Johannesburg. Having to change is therefore not an option, but an inevitability. Equally inevitable are the difficulties that change will bring. This study, however, will be based on the belief that change brings opportunity. Especially in the area of student affairs administration, this study intends to show that current practises need to be re-examined and that the merger may provide the drive to find more effective ways to address current needs. In order to provide for "high expectations" student affairs administration, must therefore, see itself as "an exciting and renewing experience". Beside the lesson of having a positive approach toward change, the quotation also has another message, namely that "administration must have a part in creating and sustaining a [certain] climate...". The implication is that administration must actively develop its position and environment. This underlies another belief that this study will be based on: student affairs should be strategically managed. In order for student affairs to be a value-adding entity in the university, it has to know what its role in the university should be; it should have a clear plan on how to fulfil this role; and it should purposefully implement this plan. Therefore, based on the beliefs that change brings opportunity and that student affairs should be strategically managed, the study will analyse the current role and functioning of the Division of the Dean of Students at RAU University and propose an improved dispensation for student affairs at the University of Johannesburg. This will be done against the background of the changing higher education landscape and the role of student affairs in the university. The initial motivation for this dissertation emanated from the very practical need to manage student affairs at RAU University more effectively. This seemingly simple idea does, however, have so many facets that it may be overwhelmingly complex.
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Die rol van visie en missie in 'n onderneming ten opsigte van strategiese bestuur
- Authors: Kuyvenhoven, A. J.
- Date: 2012-08-08
- Subjects: Mission statements , Strategic planning
- Type: Thesis
- Identifier: uj:8981 , http://hdl.handle.net/10210/5450
- Description: M.Comm. , Vision and mission are often incorrectly seen as synonyms. In this study the vision and mission are defined separately. A vision is defined as a dream of an ultimate goal of the organisation in the future. This must be a clear and specific image or word picture that requires imagination. The vision must become ideology and summarise the core values of the organisation. A mission is defined as the type of business that the organisation is carrying out. It says why the organisation has a right to exist and the immediate goal of the organisation. A vision and a mission have definite advantages for the organisation. Some of the advantages are an ultimate and an immediate goal to strive for. A vision helps employees to decide if its actions are correct or incorrect. A mission gives employees responsibility and the employees' performance can be measured against it. There are certain requirements a vision and a mission have to meet. The joined requirements are it must inspire, motivate and energise the employees. Secondly, management with the input of the employees must formulate it. Thirdly, the vision and the mission must be shared with all the employees to ensure goal concurrency. Fourthly, the vision and mission must be positive. Lastly, it must encourage employees to think long term. Vision specific requirements are it must be a leap in the future, specific and understandable to all the employees, unique and original, timeless, something worth the organisation's while, make sense in the market and create a environment of risk taking and experimentation. Mission specific requirements are it must describe the type of business clearly, must be in line with the external environment, state the right to exist, help with the allocation of resources, lead by the vision of the organisation and persuade employees emotionally to achieve the mission. The mission should include a ten to thirty year goal against which employees performance can be measured...
- Full Text:
- Authors: Kuyvenhoven, A. J.
- Date: 2012-08-08
- Subjects: Mission statements , Strategic planning
- Type: Thesis
- Identifier: uj:8981 , http://hdl.handle.net/10210/5450
- Description: M.Comm. , Vision and mission are often incorrectly seen as synonyms. In this study the vision and mission are defined separately. A vision is defined as a dream of an ultimate goal of the organisation in the future. This must be a clear and specific image or word picture that requires imagination. The vision must become ideology and summarise the core values of the organisation. A mission is defined as the type of business that the organisation is carrying out. It says why the organisation has a right to exist and the immediate goal of the organisation. A vision and a mission have definite advantages for the organisation. Some of the advantages are an ultimate and an immediate goal to strive for. A vision helps employees to decide if its actions are correct or incorrect. A mission gives employees responsibility and the employees' performance can be measured against it. There are certain requirements a vision and a mission have to meet. The joined requirements are it must inspire, motivate and energise the employees. Secondly, management with the input of the employees must formulate it. Thirdly, the vision and the mission must be shared with all the employees to ensure goal concurrency. Fourthly, the vision and mission must be positive. Lastly, it must encourage employees to think long term. Vision specific requirements are it must be a leap in the future, specific and understandable to all the employees, unique and original, timeless, something worth the organisation's while, make sense in the market and create a environment of risk taking and experimentation. Mission specific requirements are it must describe the type of business clearly, must be in line with the external environment, state the right to exist, help with the allocation of resources, lead by the vision of the organisation and persuade employees emotionally to achieve the mission. The mission should include a ten to thirty year goal against which employees performance can be measured...
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The design of a pragmatic and user friendly organisation culture diagnoses framework
- Authors: Crafford, F.
- Date: 2012-08-13
- Subjects: Corporate culture
- Type: Thesis
- Identifier: uj:9032 , http://hdl.handle.net/10210/5497
- Description: M.Comm. , The concept of an organisation culture has emerged in the last decade due to theorist recognizing that organisations are more than mechanistic, rational goal driven systems with formal structures. Beyond formal structures are the hidden social frameworks people take for granted (Schultz, 1995: 5). Within these frameworks lies the unconscious life of an organisation, where beliefs, values and meanings are created, develop and influence the more visible life of the organisation.
- Full Text:
- Authors: Crafford, F.
- Date: 2012-08-13
- Subjects: Corporate culture
- Type: Thesis
- Identifier: uj:9032 , http://hdl.handle.net/10210/5497
- Description: M.Comm. , The concept of an organisation culture has emerged in the last decade due to theorist recognizing that organisations are more than mechanistic, rational goal driven systems with formal structures. Beyond formal structures are the hidden social frameworks people take for granted (Schultz, 1995: 5). Within these frameworks lies the unconscious life of an organisation, where beliefs, values and meanings are created, develop and influence the more visible life of the organisation.
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An overview of change management : the identification of the critical success factors that will ensure the survival and progression of an organisation
- Authors: Robinson, Hannelize
- Date: 2012-09-10
- Subjects: Organizational change - Management , Organizational learning , Leadership , Corporate culture
- Type: Thesis
- Identifier: uj:9884 , http://hdl.handle.net/10210/7283
- Description: M.Comm. , The average life expectancy of a multinational corporation is somewhere between 40 and 50 years, according to Arie de Geus, author of "The Living Company: Habits for Survival in a Turbulent Business Environment" (De Geus, 1997) In fact, one-third of the companies listed on the 1970 Fortune 500 had disappeared just 13 years later, thanks to mergers, acquisitions or being broken apart. Like the single-cell amoeba, which continually changes its shape and direction based on external influences, long-lived companies are sensitive to their environment and know how to adapt and evolve to fit ever-changing conditions, (Caudron, 2000:54). While adaptability is a key contributor to corporate longevity, there are other factors that help companies live long, healthy and profitable lives. In his book, "The Living Company", Arie de Geus explores the factors that allow large companies to thrive over a long period. After studying 27 long-lived companies, he reveals that four common factors explain their success: Long-lived companies were sensitive to their environment. Whether they had built their fortunes on knowledge or natural resources, they remained in harmony with the world around them. As wars, depressions, technologies and political changes surged and ebbed, they always seemed to excel at keeping their feelers out, tuned to whatever was going on. They did this despite the fact that there was little data available, let alone the communications facilities to give them a global view of the environment. Long-lived companies were cohesive, with a strong sense of identity. No matter how widely diversified they were, their employees, and even their suppliers at times, felt they were all part of one entity. Long-lived companies were tolerant of activities, experiments and eccentricities that kept stretching their understanding of possibilities. Long-lived companies were conservative in financing. They were frugal and did not risk their capital gratuitously. They understood the meaning of money in an oldfashioned way; they knew the usefulness of having spare cash. Having money in hand gave them flexibility and independence. They could pursue options that their competitors could not. They could grasp opportunities without first having to convince third-party financiers of their attractiveness. More than anything else, managers in adaptable companies realize they can no longer conduct business the old-fashioned way. Gone are long-range plans, task-oriented job descriptions, rigid functional divisions and top-down decision-making. (Caudron, 2000: 54) Instead, in adaptable companies: Employees are given more freedom. The primary source of adaptability in organizations is the employees. For this reason, adaptable organizations treat people differently. They allow greater participation from employees and give them the freedom to decide how they will react to change. Management sets broad goals and objectives. Because executives in adaptable rganizations recognize that employees are capable of making good decisions, the executives themselves make far fewer day-to-day decisions. Executives in adaptable companies may articulate a direction for the organization, but they don't dictate what needs to be done. By setting broad goals and objectives, as opposed to determining specific tasks, these executives allow employees the room to respond to an opportunity in a way that makes the best sense for that opportunity at that time. The trick with setting broad goals instead of defining specific tasks is that executives must know how to maintain the balance between complete control and total unpredictability. Adaptable executives must learn to provide enough guidance so that people aren't floundering, but not so much guidance that employees lose their creativity and initiative. Executives regularly conduct scenario planning. Companies used to be able to plan projects five and 10 years ahead of time and then outline the specific steps needed to make those projects happen. But this is no longer possible in today's business environment.
- Full Text:
- Authors: Robinson, Hannelize
- Date: 2012-09-10
- Subjects: Organizational change - Management , Organizational learning , Leadership , Corporate culture
- Type: Thesis
- Identifier: uj:9884 , http://hdl.handle.net/10210/7283
- Description: M.Comm. , The average life expectancy of a multinational corporation is somewhere between 40 and 50 years, according to Arie de Geus, author of "The Living Company: Habits for Survival in a Turbulent Business Environment" (De Geus, 1997) In fact, one-third of the companies listed on the 1970 Fortune 500 had disappeared just 13 years later, thanks to mergers, acquisitions or being broken apart. Like the single-cell amoeba, which continually changes its shape and direction based on external influences, long-lived companies are sensitive to their environment and know how to adapt and evolve to fit ever-changing conditions, (Caudron, 2000:54). While adaptability is a key contributor to corporate longevity, there are other factors that help companies live long, healthy and profitable lives. In his book, "The Living Company", Arie de Geus explores the factors that allow large companies to thrive over a long period. After studying 27 long-lived companies, he reveals that four common factors explain their success: Long-lived companies were sensitive to their environment. Whether they had built their fortunes on knowledge or natural resources, they remained in harmony with the world around them. As wars, depressions, technologies and political changes surged and ebbed, they always seemed to excel at keeping their feelers out, tuned to whatever was going on. They did this despite the fact that there was little data available, let alone the communications facilities to give them a global view of the environment. Long-lived companies were cohesive, with a strong sense of identity. No matter how widely diversified they were, their employees, and even their suppliers at times, felt they were all part of one entity. Long-lived companies were tolerant of activities, experiments and eccentricities that kept stretching their understanding of possibilities. Long-lived companies were conservative in financing. They were frugal and did not risk their capital gratuitously. They understood the meaning of money in an oldfashioned way; they knew the usefulness of having spare cash. Having money in hand gave them flexibility and independence. They could pursue options that their competitors could not. They could grasp opportunities without first having to convince third-party financiers of their attractiveness. More than anything else, managers in adaptable companies realize they can no longer conduct business the old-fashioned way. Gone are long-range plans, task-oriented job descriptions, rigid functional divisions and top-down decision-making. (Caudron, 2000: 54) Instead, in adaptable companies: Employees are given more freedom. The primary source of adaptability in organizations is the employees. For this reason, adaptable organizations treat people differently. They allow greater participation from employees and give them the freedom to decide how they will react to change. Management sets broad goals and objectives. Because executives in adaptable rganizations recognize that employees are capable of making good decisions, the executives themselves make far fewer day-to-day decisions. Executives in adaptable companies may articulate a direction for the organization, but they don't dictate what needs to be done. By setting broad goals and objectives, as opposed to determining specific tasks, these executives allow employees the room to respond to an opportunity in a way that makes the best sense for that opportunity at that time. The trick with setting broad goals instead of defining specific tasks is that executives must know how to maintain the balance between complete control and total unpredictability. Adaptable executives must learn to provide enough guidance so that people aren't floundering, but not so much guidance that employees lose their creativity and initiative. Executives regularly conduct scenario planning. Companies used to be able to plan projects five and 10 years ahead of time and then outline the specific steps needed to make those projects happen. But this is no longer possible in today's business environment.
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Die toepassing van derde-golf bestuursbeginsels
- Authors: Laubscher, Martin
- Date: 2012-09-10
- Subjects: Automobile industry and trade - South Africa - Management. , Organizational change - South Africa.
- Type: Thesis
- Identifier: uj:9797 , http://hdl.handle.net/10210/7201
- Description: M.Comm. , Powerful tides of change are surging across the world we live in. "To meet the challenges posed by a world that is changing at an ever-increasing pace, we must let go of values, and beliefs, and practices that have or shortly will become anachronistic and reformulate new ones that are congruent with changed circumstances." (Maynard & Mehrtens, 1993 :27.) The period of industrialisation - the Second Wave - belongs to the past, while a next wave of change - the Third Wave - is making its presence felt. Industrial-age companies are hierarchical and their source of strength lies in stability. In the new era demands for participation in management, shared decision making, personal growth, flexibility, change and network (flatter) organisational structures will intensify. The new long-term strategy for the South African motor industry was announced in March 1994 and brought about a permanent change in the industry. Survival of the local motor industry will depend on the ability to adapt to change. A mindtwist or mindset change is required of the people in the local motor industry. The South African motor industry is still entrenched in the industrial age with its hierarchical structures and its lack of focus on the individual and the customer. The lack of cooperation between manufacturers and their dealer networks stresses the need for network structures and cooperation. The current focus of the South African motor industry on product and market share needs to be changed to customer orientation and market creation. Market creation and focus on the needs of the customer must become a way of life for everyone involved in the industry. This will ensure that buying a car, owning it, running it, having it serviced will be a delightful experience for the customer. The acceptance and implementation of third-wave management principles is an issue for today - tomorrow may be too late!
- Full Text:
- Authors: Laubscher, Martin
- Date: 2012-09-10
- Subjects: Automobile industry and trade - South Africa - Management. , Organizational change - South Africa.
- Type: Thesis
- Identifier: uj:9797 , http://hdl.handle.net/10210/7201
- Description: M.Comm. , Powerful tides of change are surging across the world we live in. "To meet the challenges posed by a world that is changing at an ever-increasing pace, we must let go of values, and beliefs, and practices that have or shortly will become anachronistic and reformulate new ones that are congruent with changed circumstances." (Maynard & Mehrtens, 1993 :27.) The period of industrialisation - the Second Wave - belongs to the past, while a next wave of change - the Third Wave - is making its presence felt. Industrial-age companies are hierarchical and their source of strength lies in stability. In the new era demands for participation in management, shared decision making, personal growth, flexibility, change and network (flatter) organisational structures will intensify. The new long-term strategy for the South African motor industry was announced in March 1994 and brought about a permanent change in the industry. Survival of the local motor industry will depend on the ability to adapt to change. A mindtwist or mindset change is required of the people in the local motor industry. The South African motor industry is still entrenched in the industrial age with its hierarchical structures and its lack of focus on the individual and the customer. The lack of cooperation between manufacturers and their dealer networks stresses the need for network structures and cooperation. The current focus of the South African motor industry on product and market share needs to be changed to customer orientation and market creation. Market creation and focus on the needs of the customer must become a way of life for everyone involved in the industry. This will ensure that buying a car, owning it, running it, having it serviced will be a delightful experience for the customer. The acceptance and implementation of third-wave management principles is an issue for today - tomorrow may be too late!
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The transition from second wave to third wave management with specific application in corporate South Africa
- Authors: Claassen, Cornelis Johannes
- Date: 2011-11-24
- Subjects: Corporations , Organizational change management
- Type: Thesis
- Identifier: uj:1727 , http://hdl.handle.net/10210/4077
- Description: M.Comm.
- Full Text:
- Authors: Claassen, Cornelis Johannes
- Date: 2011-11-24
- Subjects: Corporations , Organizational change management
- Type: Thesis
- Identifier: uj:1727 , http://hdl.handle.net/10210/4077
- Description: M.Comm.
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Methodology of measuring the effectiveness of empowerment
- Authors: Badenhorst, Heinrich
- Date: 2012-08-21
- Subjects: Employee empowerment. , Management - Employee participation.
- Type: Thesis
- Identifier: uj:2923 , http://hdl.handle.net/10210/6351
- Description: M.Comm. , Empowerment is one of the most discussed topics relating management style, culture, structural change and employee satisfaction. Once a company has introduced an employee empowerment strategy, there is very little guidance on how to determine if the strategy is effective and successful. Management is defined as getting things done through other people. What is to be done is not exactly described or- prescribed. No tasks are defined, the definition is generic and should fit all organisations, structures and people (Pretorius, 1997:1). However, over time a lot of management theories have evolved in describing the "how" of management. Together with these approaches, structures, cultures and management styles have formed that were and are still in use by companies today. The world has evolved from an Industrial Age to an Information Age where information is freely available. In an ever-increasing pace of change, most companies are changing the structure, culture and management styles in which they operate to keep up to improve market share, communications and productivity. Most bigger and older companies grew up in the era of structured power. This hierarchical structure of power has its origin in the Industrial Age. The emphasis was on mass production, standardisation, specialisation, stability and security. But even that has changed as "change" become the buzzword for survival. There has been a move in the late eighties and nineties, where change is the only constant. It is influenced by a total new set of needs, and left with the need for different attitudes, behaviour, management style and modus operandi. Responsible empowerment is seen by some as an essential part change management, because it can lead to both increased productivity, quality and employee satisfaction. Since there may be as many negatives talked about employee empowerment as there are positives, it is clear that empowerment does not work for all organisations. It is one of the most difficult aspects of continual improvement to implement (Stebbins, 1998). Involving people in the decisions they make, to make them feel responsible and accountable for their work is something that takes time, patience and perseverance. The idea of employee empowerment has considerable appeal to the participating business leaders and many are convinced that empowerment offers substantial potential benefits to companies,
- Full Text:
- Authors: Badenhorst, Heinrich
- Date: 2012-08-21
- Subjects: Employee empowerment. , Management - Employee participation.
- Type: Thesis
- Identifier: uj:2923 , http://hdl.handle.net/10210/6351
- Description: M.Comm. , Empowerment is one of the most discussed topics relating management style, culture, structural change and employee satisfaction. Once a company has introduced an employee empowerment strategy, there is very little guidance on how to determine if the strategy is effective and successful. Management is defined as getting things done through other people. What is to be done is not exactly described or- prescribed. No tasks are defined, the definition is generic and should fit all organisations, structures and people (Pretorius, 1997:1). However, over time a lot of management theories have evolved in describing the "how" of management. Together with these approaches, structures, cultures and management styles have formed that were and are still in use by companies today. The world has evolved from an Industrial Age to an Information Age where information is freely available. In an ever-increasing pace of change, most companies are changing the structure, culture and management styles in which they operate to keep up to improve market share, communications and productivity. Most bigger and older companies grew up in the era of structured power. This hierarchical structure of power has its origin in the Industrial Age. The emphasis was on mass production, standardisation, specialisation, stability and security. But even that has changed as "change" become the buzzword for survival. There has been a move in the late eighties and nineties, where change is the only constant. It is influenced by a total new set of needs, and left with the need for different attitudes, behaviour, management style and modus operandi. Responsible empowerment is seen by some as an essential part change management, because it can lead to both increased productivity, quality and employee satisfaction. Since there may be as many negatives talked about employee empowerment as there are positives, it is clear that empowerment does not work for all organisations. It is one of the most difficult aspects of continual improvement to implement (Stebbins, 1998). Involving people in the decisions they make, to make them feel responsible and accountable for their work is something that takes time, patience and perseverance. The idea of employee empowerment has considerable appeal to the participating business leaders and many are convinced that empowerment offers substantial potential benefits to companies,
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Establishing an intrapreneurial orientation as strategy : a framework for implementation
- Authors: Jacobs, Hannelize
- Date: 2012-09-13
- Subjects: Entrepreneurship , Small business - Management , New business enterprises - Management , Creative ability in business
- Type: Thesis
- Identifier: uj:10364 , http://hdl.handle.net/10210/7726
- Description: M.Comm. , Today's managers, faced with rapidly changing and fast-paced competitive environments, are challenged to manage "discontinuities created by an interdependent global economy, heightened volatility, hypercompetition, demographic changes, knowledge-based competition, and demassification of some sectors accompanied by enormous growth in others" (Daft & Lewin, 1993:i). Such environmental conditions place intense demands on organisations to interpret opportunities and threats actively when making key strategic decisions. To cope with such challenges, existing larger firms are increasingly turning to corporate entrepreneurship as a means of growth and strategic renewal (Guth & Ginsberg, 1990). Entrepreneurship involves a process of value creation in which an individual or team brings together a unique package of resources to exploit an opportunity. The key steps involved are: identifying opportunities, developing business concepts, determining needed resources, acquiring resources, and managing and harvesting the venture (Jones, Morris & Rockmore, 1995:86). Corporate entrepreneurship (also termed intrapreneurship) involves extending the firm's domain of competence and corresponding opportunity set through new resource combinations that are internally generated (Burgelman, 1984).- Terms such as 'reinventing the corporation', 'the empowered organisation' and 'organisational renewal' are used to describe change efforts where entrepreneurship is a central ingredient. Research has shown that organisations that adopt an entrepreneurial posture in order to cope with the uncertain environment are characterised along dimensions such as unpredictability, dynamism and heterogeneity. These organisations enjoy superior performance (Covin & Slevin, 1988; Zahra & Covin, 1995). The domain of entrepreneurship is no longer restricted in a conceptual sense to the process of creating an independent new venture (Wortman, 1987; Low & MacMillan, 1988). Lumpkin and Dess (1996:136) describe the essential act of entrepreneurship more appropriately as 'new entry'. New entry is the act of launching a new venture, either by a start-up firm, through an existing firm, or via 'internal corporate venturing' (Burgelman, 1983). With this in mind, they distinguish between entrepreneurship and entrepreneurial orientation. Entrepreneurship explains what entrepreneurship consists of, and entrepreneurial orientation describes how new entry is undertaken. Entrepreneurial orientation can therefore be defined as the processes, practices and decision-making activities that lead to new entry (Lumpkin & Dess, 1996:136). However, the entrepreneurial orientation (also referred to as entrepreneurial posture) is not limited to the creation of new organisations, but exists in all actions that distinguish entrepreneurial behaviour from other types of business activity that might be undertaken to capitalise on an opportunity (Lumpkin & Dess, 1996:153). These actions also pervade the organisation at all levels (Covin & Slevin, 1991:7).
- Full Text:
- Authors: Jacobs, Hannelize
- Date: 2012-09-13
- Subjects: Entrepreneurship , Small business - Management , New business enterprises - Management , Creative ability in business
- Type: Thesis
- Identifier: uj:10364 , http://hdl.handle.net/10210/7726
- Description: M.Comm. , Today's managers, faced with rapidly changing and fast-paced competitive environments, are challenged to manage "discontinuities created by an interdependent global economy, heightened volatility, hypercompetition, demographic changes, knowledge-based competition, and demassification of some sectors accompanied by enormous growth in others" (Daft & Lewin, 1993:i). Such environmental conditions place intense demands on organisations to interpret opportunities and threats actively when making key strategic decisions. To cope with such challenges, existing larger firms are increasingly turning to corporate entrepreneurship as a means of growth and strategic renewal (Guth & Ginsberg, 1990). Entrepreneurship involves a process of value creation in which an individual or team brings together a unique package of resources to exploit an opportunity. The key steps involved are: identifying opportunities, developing business concepts, determining needed resources, acquiring resources, and managing and harvesting the venture (Jones, Morris & Rockmore, 1995:86). Corporate entrepreneurship (also termed intrapreneurship) involves extending the firm's domain of competence and corresponding opportunity set through new resource combinations that are internally generated (Burgelman, 1984).- Terms such as 'reinventing the corporation', 'the empowered organisation' and 'organisational renewal' are used to describe change efforts where entrepreneurship is a central ingredient. Research has shown that organisations that adopt an entrepreneurial posture in order to cope with the uncertain environment are characterised along dimensions such as unpredictability, dynamism and heterogeneity. These organisations enjoy superior performance (Covin & Slevin, 1988; Zahra & Covin, 1995). The domain of entrepreneurship is no longer restricted in a conceptual sense to the process of creating an independent new venture (Wortman, 1987; Low & MacMillan, 1988). Lumpkin and Dess (1996:136) describe the essential act of entrepreneurship more appropriately as 'new entry'. New entry is the act of launching a new venture, either by a start-up firm, through an existing firm, or via 'internal corporate venturing' (Burgelman, 1983). With this in mind, they distinguish between entrepreneurship and entrepreneurial orientation. Entrepreneurship explains what entrepreneurship consists of, and entrepreneurial orientation describes how new entry is undertaken. Entrepreneurial orientation can therefore be defined as the processes, practices and decision-making activities that lead to new entry (Lumpkin & Dess, 1996:136). However, the entrepreneurial orientation (also referred to as entrepreneurial posture) is not limited to the creation of new organisations, but exists in all actions that distinguish entrepreneurial behaviour from other types of business activity that might be undertaken to capitalise on an opportunity (Lumpkin & Dess, 1996:153). These actions also pervade the organisation at all levels (Covin & Slevin, 1991:7).
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Adopting a mindset for third wave management in South Africa
- Authors: Tilo, Tebogo Josephine
- Date: 2012-08-15
- Subjects: Organizational change - South Africa - Management , Third wave management
- Type: Mini-Dissertation
- Identifier: uj:9403 , http://hdl.handle.net/10210/5839
- Description: M.Comm. , The world is an ever-changing place, with industrial and information revolutions coming and going. Technological developments have resulted in shorter cycles of each revolution. Adopting the mindset for the Third Wave management simply means embracing change. This change involves a paradigm shift from the Second Wave to the Third Wave management and thereafter to evolve further into the Fourth Wave management organizations. The principles of the Second Wave and the Third Wave management have been dissected in order to gain a deeper understanding of each. A comparison of the characteristics of the Second Wave and Third Wave management principles has also been made. It is justified to say that many South African organizations are still operating with the topdown hierarchical pyramid. They are still locked in the Second Wave management thinking, and South African authors have confirmed this fact in their discussion of management issues in this country. Therefore the objective of this dissertation was to create a framework and guidelines for a mind shift towards the Third Wave management. Elements discussed are the evolution towards the Third Wave organization with specific reference to the waves of management and South Africa's positioning. More complex organizational forms will put renewed focus on elements such as visionary and participative management with teambuilding and networking as essential focus areas. Various South African authors have indicated that the principles of the Third Wave management can indeed be applicable in a South African context. It is therefore incumbent on corporate leaders in South Africa to start embracing change and transforming to the Third Wave. The world is changing and at a speed no one can keep up with. That is the one thing corporate leaders can be sure of. Change management will therefore play a vital role in a continuous strive towards global competitiveness. The Second Wave principle of management are however long outdated for the global economy and the challenges facing South African organizations. This calls for the mindset of organizations to move towards the Third Wave management and to become network organizations. South African organizations will therefore have to be flexible, adapt to change, develop flatter organization structures, be sensitive to the environment, look after their shareholders' needs and empower and reward personnel for performance. The challenge facing the corporate leaders today is to become "world class" or perish.
- Full Text:
- Authors: Tilo, Tebogo Josephine
- Date: 2012-08-15
- Subjects: Organizational change - South Africa - Management , Third wave management
- Type: Mini-Dissertation
- Identifier: uj:9403 , http://hdl.handle.net/10210/5839
- Description: M.Comm. , The world is an ever-changing place, with industrial and information revolutions coming and going. Technological developments have resulted in shorter cycles of each revolution. Adopting the mindset for the Third Wave management simply means embracing change. This change involves a paradigm shift from the Second Wave to the Third Wave management and thereafter to evolve further into the Fourth Wave management organizations. The principles of the Second Wave and the Third Wave management have been dissected in order to gain a deeper understanding of each. A comparison of the characteristics of the Second Wave and Third Wave management principles has also been made. It is justified to say that many South African organizations are still operating with the topdown hierarchical pyramid. They are still locked in the Second Wave management thinking, and South African authors have confirmed this fact in their discussion of management issues in this country. Therefore the objective of this dissertation was to create a framework and guidelines for a mind shift towards the Third Wave management. Elements discussed are the evolution towards the Third Wave organization with specific reference to the waves of management and South Africa's positioning. More complex organizational forms will put renewed focus on elements such as visionary and participative management with teambuilding and networking as essential focus areas. Various South African authors have indicated that the principles of the Third Wave management can indeed be applicable in a South African context. It is therefore incumbent on corporate leaders in South Africa to start embracing change and transforming to the Third Wave. The world is changing and at a speed no one can keep up with. That is the one thing corporate leaders can be sure of. Change management will therefore play a vital role in a continuous strive towards global competitiveness. The Second Wave principle of management are however long outdated for the global economy and the challenges facing South African organizations. This calls for the mindset of organizations to move towards the Third Wave management and to become network organizations. South African organizations will therefore have to be flexible, adapt to change, develop flatter organization structures, be sensitive to the environment, look after their shareholders' needs and empower and reward personnel for performance. The challenge facing the corporate leaders today is to become "world class" or perish.
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Refocusing the statutory audit approach in line with the modern management approach.
- Authors: Cornelissen, Arnold
- Date: 2012-08-17
- Subjects: Controllership , Management , Auditing
- Type: Thesis
- Identifier: uj:2679 , http://hdl.handle.net/10210/6121
- Description: M.Comm. , The main purpose or primary objective of this study is to develop an audit approach model by analysing the changes in management practices since the start of the development of the basic modern audit approach. These changes in management practice will challenge the basic assumptions in the present audit approach. Finally, the changed basic assumptions will form the building blocks of the new audit approach model. The secondary purpose is to place the principles of control as it is expected of management, into perspective against those prevalent 30 years ago. study the external audit product in terms of input and deliverables. open the debate between business and external auditors on the "control expectancy gap".
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- Authors: Cornelissen, Arnold
- Date: 2012-08-17
- Subjects: Controllership , Management , Auditing
- Type: Thesis
- Identifier: uj:2679 , http://hdl.handle.net/10210/6121
- Description: M.Comm. , The main purpose or primary objective of this study is to develop an audit approach model by analysing the changes in management practices since the start of the development of the basic modern audit approach. These changes in management practice will challenge the basic assumptions in the present audit approach. Finally, the changed basic assumptions will form the building blocks of the new audit approach model. The secondary purpose is to place the principles of control as it is expected of management, into perspective against those prevalent 30 years ago. study the external audit product in terms of input and deliverables. open the debate between business and external auditors on the "control expectancy gap".
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South African motorsport : a business perspective of the investment opportunity
- Authors: Joyce, Gareth
- Date: 2012-08-13
- Subjects: Motorsports -- South Africa , Sports sponsorship -- South Africa
- Type: Thesis
- Identifier: uj:9027 , http://hdl.handle.net/10210/5492
- Description: M.Comm. , Millions of people around the world watch motor racing on television, and millions of people journey to race circuits to experience personally the excitement and glamour [Howard, 1992: 81]. The ear-splitting noise, the smell of the fuel, the gleaming cars and the drivers - modem-day knights in armour, who do battle at unbelievable speeds. And behind every driver are sponsors, managers, engineers, mechanics and a whole team of professionals. Since cars were invented more than a century ago, men have felt an impulse to race them, while manufacturers have used the sport to prove the superiority of their vehicles.
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- Authors: Joyce, Gareth
- Date: 2012-08-13
- Subjects: Motorsports -- South Africa , Sports sponsorship -- South Africa
- Type: Thesis
- Identifier: uj:9027 , http://hdl.handle.net/10210/5492
- Description: M.Comm. , Millions of people around the world watch motor racing on television, and millions of people journey to race circuits to experience personally the excitement and glamour [Howard, 1992: 81]. The ear-splitting noise, the smell of the fuel, the gleaming cars and the drivers - modem-day knights in armour, who do battle at unbelievable speeds. And behind every driver are sponsors, managers, engineers, mechanics and a whole team of professionals. Since cars were invented more than a century ago, men have felt an impulse to race them, while manufacturers have used the sport to prove the superiority of their vehicles.
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The alignment of organisational interventions with all interdependent levels of culture
- Authors: Rothmann, Karien
- Date: 2012-08-14
- Subjects: Corporate culture , Organizational change , Diversity in the workplace
- Type: Thesis
- Identifier: uj:9197 , http://hdl.handle.net/10210/5648
- Description: M.Comm. , The word "culture" has many definitions and implications. Its nature is often difficult to define and hard to compress. It reflects how people think about their world and environment and how they make choices to survive within it. Most importantly, though, it mirrors the changes in mindset and growth of a specific group of people.
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- Authors: Rothmann, Karien
- Date: 2012-08-14
- Subjects: Corporate culture , Organizational change , Diversity in the workplace
- Type: Thesis
- Identifier: uj:9197 , http://hdl.handle.net/10210/5648
- Description: M.Comm. , The word "culture" has many definitions and implications. Its nature is often difficult to define and hard to compress. It reflects how people think about their world and environment and how they make choices to survive within it. Most importantly, though, it mirrors the changes in mindset and growth of a specific group of people.
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Die bestuur van verandering deur middel van besigheidsproses-herkonfigurering
- Authors: Steyn, L.
- Date: 2012-09-05
- Subjects: Reengineering (Management) , Organizational change - Management
- Type: Thesis
- Identifier: uj:9625 , http://hdl.handle.net/10210/7044
- Description: M.Comm. , Business process reengineering seeks radical rather than merely continuous improvement. escalates the efforts of just-in-time and total quality management to aUkI e process orientation a strategic tool and a core co petence of the organisation. Business process reengineering concentrates on core business processes. To quote Michael ammer, "The job of business reengineering is to rip the guts out of an organisation and reassemble them in the context of today's changing business worl 99 (An ews, 1994:1). Correctly implemented, business process reengineering should considerably improve profits, as well as strengthen and revitalise an organisation. Business process ree gineering is the fundamental) re-design of business processes to achieve dramatic improvement. Reengineering is about finding or inventing better ways to give customers what they want while simultaneously achieving huge gains in performance and productivity. The focus is on finding the best, most effacient way to deliver to customers what they want - and this focus lands squarely on core processes. Core processes create a product or service of value to external customers d are a key source of competitive advantage. Reaping the benefits of massive reengineering efforts are not easy. Successfully challenging and changing existing paradigms take skilful leadership which focuses on two entwined aspects of reengineering - the technical side and the human side. The technical side addresses the steps to reinvent the process. The human side addresses the creation of an organisation in which the reinvented process ca i thrive. ecause of the drastic nature of change in reengineering efforts, the human side is particularly important. A successful reengineering project requires the perfect marriage of the technical and the human elements. this study, the concept of business process reengineering, with reference to the different stages and the human side of the process, are dealt with
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- Authors: Steyn, L.
- Date: 2012-09-05
- Subjects: Reengineering (Management) , Organizational change - Management
- Type: Thesis
- Identifier: uj:9625 , http://hdl.handle.net/10210/7044
- Description: M.Comm. , Business process reengineering seeks radical rather than merely continuous improvement. escalates the efforts of just-in-time and total quality management to aUkI e process orientation a strategic tool and a core co petence of the organisation. Business process reengineering concentrates on core business processes. To quote Michael ammer, "The job of business reengineering is to rip the guts out of an organisation and reassemble them in the context of today's changing business worl 99 (An ews, 1994:1). Correctly implemented, business process reengineering should considerably improve profits, as well as strengthen and revitalise an organisation. Business process ree gineering is the fundamental) re-design of business processes to achieve dramatic improvement. Reengineering is about finding or inventing better ways to give customers what they want while simultaneously achieving huge gains in performance and productivity. The focus is on finding the best, most effacient way to deliver to customers what they want - and this focus lands squarely on core processes. Core processes create a product or service of value to external customers d are a key source of competitive advantage. Reaping the benefits of massive reengineering efforts are not easy. Successfully challenging and changing existing paradigms take skilful leadership which focuses on two entwined aspects of reengineering - the technical side and the human side. The technical side addresses the steps to reinvent the process. The human side addresses the creation of an organisation in which the reinvented process ca i thrive. ecause of the drastic nature of change in reengineering efforts, the human side is particularly important. A successful reengineering project requires the perfect marriage of the technical and the human elements. this study, the concept of business process reengineering, with reference to the different stages and the human side of the process, are dealt with
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A description of the South African health care industry using the Porter model
- Authors: Malan, Floris Petrus
- Date: 2012-09-11
- Subjects: Medical care - South Africa , Medical policy - South Africa , Health care reform - South Africa
- Type: Thesis
- Identifier: uj:10085 , http://hdl.handle.net/10210/7470
- Description: M.Comm. , Health care in South Africa has been well described in terms of structure. However, to what extent would it be possible to describe the health care sector in South Africa in terms of that used to describe an industry? What conclusions could be drawn at the end of the study if this was or was not possible? Strong emphasis in industry analysis is placed on the nature of the competitive forces and on levels of profitability. Can the South African health care sector also be described in those terms? The following objectives can be identified in this study: To complete a literature review on the structure of health care in South Africa in terms of facilities, geographic location, services offered, manpower, financing, remuneration, population served and legislation. To complete a literature review on models and methods that can be used to analyse industries. To determine to what extent it is possible to apply Porter's model (and others) of industry analysis to the South African health care industry. To identify key success factors for the industry. To draw conclusions from the study and make some recommendations.
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- Authors: Malan, Floris Petrus
- Date: 2012-09-11
- Subjects: Medical care - South Africa , Medical policy - South Africa , Health care reform - South Africa
- Type: Thesis
- Identifier: uj:10085 , http://hdl.handle.net/10210/7470
- Description: M.Comm. , Health care in South Africa has been well described in terms of structure. However, to what extent would it be possible to describe the health care sector in South Africa in terms of that used to describe an industry? What conclusions could be drawn at the end of the study if this was or was not possible? Strong emphasis in industry analysis is placed on the nature of the competitive forces and on levels of profitability. Can the South African health care sector also be described in those terms? The following objectives can be identified in this study: To complete a literature review on the structure of health care in South Africa in terms of facilities, geographic location, services offered, manpower, financing, remuneration, population served and legislation. To complete a literature review on models and methods that can be used to analyse industries. To determine to what extent it is possible to apply Porter's model (and others) of industry analysis to the South African health care industry. To identify key success factors for the industry. To draw conclusions from the study and make some recommendations.
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The impact of value chain management on the business performance of Momentum
- Authors: Von Staden, Dietrich Hans
- Date: 2012-08-15
- Subjects: Strategic planning , Business logistics - Management. , Industrial management
- Type: Mini-Dissertation
- Identifier: uj:9414 , http://hdl.handle.net/10210/5849
- Description: M.Comm , An assessment of the impact of value chain management on business performance. The impact of value chain management on overall business performance is not certain. The concept of value chain management has natural application to manufacturing concerns, significantly more so than to financial services companies such as life insurers. The uncertainty pertaining to the worth of value chain management in a life insurance company is therefore even greater. The study examines the literature for evidence of the impact that value chain management has on business performance and uses the findings from the literature to construct an empirical study in Momentum Group Limited, a South African life insurer. The literature does not conceptualise value chain management as a definitive construct. There is however evidence of many concepts related to value chain management and their impact on business performance was investigated in the literature review. The findings from the literature indicate that improvements to several components of business performance can be expected from value chain management, as well as a commensurate improvement in overall business performance. The empirical study was conducted with reference to the value chain management model that was implemented by Momentum for a specific customer group. A separate value chain was constructed by Momentum to service the needs of specialist investment brokers, and the activities in the value chain were aligned accordingly. The empirical study assessed the implementation success of this model, the improvement in business performance and the preferred organisational structure
- Full Text:
- Authors: Von Staden, Dietrich Hans
- Date: 2012-08-15
- Subjects: Strategic planning , Business logistics - Management. , Industrial management
- Type: Mini-Dissertation
- Identifier: uj:9414 , http://hdl.handle.net/10210/5849
- Description: M.Comm , An assessment of the impact of value chain management on business performance. The impact of value chain management on overall business performance is not certain. The concept of value chain management has natural application to manufacturing concerns, significantly more so than to financial services companies such as life insurers. The uncertainty pertaining to the worth of value chain management in a life insurance company is therefore even greater. The study examines the literature for evidence of the impact that value chain management has on business performance and uses the findings from the literature to construct an empirical study in Momentum Group Limited, a South African life insurer. The literature does not conceptualise value chain management as a definitive construct. There is however evidence of many concepts related to value chain management and their impact on business performance was investigated in the literature review. The findings from the literature indicate that improvements to several components of business performance can be expected from value chain management, as well as a commensurate improvement in overall business performance. The empirical study was conducted with reference to the value chain management model that was implemented by Momentum for a specific customer group. A separate value chain was constructed by Momentum to service the needs of specialist investment brokers, and the activities in the value chain were aligned accordingly. The empirical study assessed the implementation success of this model, the improvement in business performance and the preferred organisational structure
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Outsourcing : the catalyst for change in organisations
- Authors: Janse van Rensburg, Charl
- Date: 2012-02-06
- Subjects: Organizational change
- Type: Mini-Dissertation
- Identifier: uj:2005 , http://hdl.handle.net/10210/4359
- Description: M.Comm. , In today' s business environment change is the only constant. This phrase is common in discussions among managers but the implications of this phrase are not always well understood. Change has an effect on individuals and organisations alike and the reality is that change is not always well understood and in most cases change is not anticipated but reacted upon. Change should not be a threat but rather be seen as an opportunity. The ability to anticipate change and to change every time the market calls on the organisation to change has far reaching benefits for organisations. This is possible and organisations that have adopted 3rd wave management principles have as their source of strength change and are by far more competitive than the 2nd wave organisations that opt for security and stability. The reality is that not all organisations are successful at changing from 2nd to 3rd wave management principles even though an inordinate amount of time and effort is spend at achieving this desired state. Some organisations have as late been making use of the concept of outsourcing. The information era is viewed as the breeding ground for outsourcing and it is also seen by most as the primary driving force behind change in the business environment today. Organisations that have opted for outsourcing on a strategic level have also realised significant change after successful completion of the outsourcing initiative and in some cases it is seen as the catalyst for changing 2nd wave organisations into 3rd wave organisations. This thesis will investigate outsourcing and what role it plays in changing 2nd wave organisations into 3rd wave organisations.
- Full Text:
- Authors: Janse van Rensburg, Charl
- Date: 2012-02-06
- Subjects: Organizational change
- Type: Mini-Dissertation
- Identifier: uj:2005 , http://hdl.handle.net/10210/4359
- Description: M.Comm. , In today' s business environment change is the only constant. This phrase is common in discussions among managers but the implications of this phrase are not always well understood. Change has an effect on individuals and organisations alike and the reality is that change is not always well understood and in most cases change is not anticipated but reacted upon. Change should not be a threat but rather be seen as an opportunity. The ability to anticipate change and to change every time the market calls on the organisation to change has far reaching benefits for organisations. This is possible and organisations that have adopted 3rd wave management principles have as their source of strength change and are by far more competitive than the 2nd wave organisations that opt for security and stability. The reality is that not all organisations are successful at changing from 2nd to 3rd wave management principles even though an inordinate amount of time and effort is spend at achieving this desired state. Some organisations have as late been making use of the concept of outsourcing. The information era is viewed as the breeding ground for outsourcing and it is also seen by most as the primary driving force behind change in the business environment today. Organisations that have opted for outsourcing on a strategic level have also realised significant change after successful completion of the outsourcing initiative and in some cases it is seen as the catalyst for changing 2nd wave organisations into 3rd wave organisations. This thesis will investigate outsourcing and what role it plays in changing 2nd wave organisations into 3rd wave organisations.
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A theoretical approach to business process re-engineering in South Africa
- Authors: Broersma, Harry Peter
- Date: 2012-08-22
- Subjects: Reengineering (Management) -- South Africa , Organizational change -- South Africa , Corporate culture -- South Africa
- Type: Thesis
- Identifier: uj:3010 , http://hdl.handle.net/10210/6432
- Description: M. Comm. , The turbulence in the business environment, and the era of global competition, are making it very difficult for organisations to remain profitable. The organisations also still work according to old outdated rules and practices. The demands on businesses in the present climate have changed drastically over the last ten to fifteen years, and businesses have to change their processes in order to stay competitive and remain profitable. The way in which most businesses change their processes is called Business Process Reengineering. The organisation determines whether the business they are in, is in fact the business they should be in. It is starting all over or from scratch, according to the current demands of the customer and the environment, redesigning their business processes. Reengineering promises radical improvements in cost, quality, speed, and service levels, thereby drastically improving its performance. This sometimes involves the redesign of an entire business or business process. Business processes consist of various elements, and one of the elements present, is the culture of an organisation. When business processes are changed, the culture of an organisation, mostly, also has to change. The careful matching of a new business process with the appropriate culture is very difficult, but when this match is achieved, it leads to those drastic improvements in performance that reengineering promises. The leader is the most important person in the reengineering effort. Leaders likewise determine the organisational culture in an organisation. However, it is often with the advent of a new leader that a reengineering effort is tackled. With this effort, often a new culture has to be implemented, and it could prove to be very difficult, especially in cases where an organisation has a very strong culture. Leaders, therefore, have to be acutely aware of the dangers that exist, especially if the match between culture and the correct reengineering strategy, is a mismatch. In cases where the culture and the strategy do not match perfectly, (and they seldom do), the measure of success will be determined by how well the two are adjusted in order to match as perfectly as possible. It must be borne in mind that the reengineering process as such originated in the USA, the process is now applied in Southern Africa, without any adjustments for the difference in culture that exist between the western and the african cultures. It must be stressed that there are differences between the western and African cultures, in as far as the western culture is very individualistic, versus the communal type of culture in Africa. In chapter two, the main concept constituting this study, namely Business Process Reengineering, is established and several concepts thereoff are examined and defined. Clarity is given to reengineering and the main differences between reengineering and other programmes are pointed out. The recurring characteristics that typify reengineered processes, from the research that Hammer & Champy (1994: 51 - 64) did, are discussed, as well as some reengineering trends that occurred. The different roles and responsibilities pertaining to reengineering have been highlighted. The chapter ends with some analytical and intuitive techniques which could be utilised to stimulate creativity in the reengineering team, as well as a five stage model which the team leader could use in order to enhance the creative problem solving process. In chapter three an attempt is made to highlight the importance of organisational culture on the process of reengineering.
- Full Text:
- Authors: Broersma, Harry Peter
- Date: 2012-08-22
- Subjects: Reengineering (Management) -- South Africa , Organizational change -- South Africa , Corporate culture -- South Africa
- Type: Thesis
- Identifier: uj:3010 , http://hdl.handle.net/10210/6432
- Description: M. Comm. , The turbulence in the business environment, and the era of global competition, are making it very difficult for organisations to remain profitable. The organisations also still work according to old outdated rules and practices. The demands on businesses in the present climate have changed drastically over the last ten to fifteen years, and businesses have to change their processes in order to stay competitive and remain profitable. The way in which most businesses change their processes is called Business Process Reengineering. The organisation determines whether the business they are in, is in fact the business they should be in. It is starting all over or from scratch, according to the current demands of the customer and the environment, redesigning their business processes. Reengineering promises radical improvements in cost, quality, speed, and service levels, thereby drastically improving its performance. This sometimes involves the redesign of an entire business or business process. Business processes consist of various elements, and one of the elements present, is the culture of an organisation. When business processes are changed, the culture of an organisation, mostly, also has to change. The careful matching of a new business process with the appropriate culture is very difficult, but when this match is achieved, it leads to those drastic improvements in performance that reengineering promises. The leader is the most important person in the reengineering effort. Leaders likewise determine the organisational culture in an organisation. However, it is often with the advent of a new leader that a reengineering effort is tackled. With this effort, often a new culture has to be implemented, and it could prove to be very difficult, especially in cases where an organisation has a very strong culture. Leaders, therefore, have to be acutely aware of the dangers that exist, especially if the match between culture and the correct reengineering strategy, is a mismatch. In cases where the culture and the strategy do not match perfectly, (and they seldom do), the measure of success will be determined by how well the two are adjusted in order to match as perfectly as possible. It must be borne in mind that the reengineering process as such originated in the USA, the process is now applied in Southern Africa, without any adjustments for the difference in culture that exist between the western and the african cultures. It must be stressed that there are differences between the western and African cultures, in as far as the western culture is very individualistic, versus the communal type of culture in Africa. In chapter two, the main concept constituting this study, namely Business Process Reengineering, is established and several concepts thereoff are examined and defined. Clarity is given to reengineering and the main differences between reengineering and other programmes are pointed out. The recurring characteristics that typify reengineered processes, from the research that Hammer & Champy (1994: 51 - 64) did, are discussed, as well as some reengineering trends that occurred. The different roles and responsibilities pertaining to reengineering have been highlighted. The chapter ends with some analytical and intuitive techniques which could be utilised to stimulate creativity in the reengineering team, as well as a five stage model which the team leader could use in order to enhance the creative problem solving process. In chapter three an attempt is made to highlight the importance of organisational culture on the process of reengineering.
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‘n Ondersoek na die rol, taak en benutting van die sekretaresse as hulpbron vir die bestuurder in Technikon SA
- Authors: Groenewald, Darelle
- Date: 2012-09-11
- Subjects: Technikon SA -- Management , Secretaries
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/369535 , uj:10014 , http://hdl.handle.net/10210/7405
- Description: M.Comm. , This dissertation is an investigation into the changing role, task and utility of the secretary as a resource for the manager in Technikon SA(TSA). In today's office, a secretary can no longer offer just technical skills and personal attributes alone. The secretary must be involved as an energetic and vital member of the group. The secretary must appreciate the possibilities of making an increased contribution to the success of the manager by managing the time available to the secretary more effectively. The secretary has to understand the factors which operate in inter-personal work relations. The secretary must be a skilled communicator and organiser. The secretary needs a talent for detailed administration. The secretary often has a controlling and planning function. Secretaries have a significant role to play in maintaining good relations with all within the organisation, and in creating a favourable image to those outside. A secretary should be able to lubricate the wheels of the manager's work and exercise intelligent anticipation by thinking for and with the manager. The first part of this study exists of a literature overview of the secretary in die business world. Special attention is given to the role of the secretary and the need for a secretary; the changing office environment; the changing role of the secretary; the impact of technology and the changing role of the secretary and the secretary's role in the upcoming virtual office. The changing career path of the secretary is also addressed. The literature overview ends with an overview of the utilisation of the secretary and the establishment of an optimal work relationship between secretary and manager and the training and development of the secretary. The last part of the study exists of the results of a questionnaire compiled and distributed to all the secretaries in TSA and interviews with some managers in TSA. The secretary's in TSA perform basic secretarial functions. The nature of the secretary's work is determined by the specific department where the secretary is working. TSA secretary's uses the most up to date technology in the execution of their work. Secretaries have limited authority and responsibility regarding their work but they can almost always influence there manager's decisions regarding office related issues. There is no real career path for the secretary in TSA, which is a big frustration for the secretaries. Because there is a not a definite career path and no distinction between for example a junior secretary, secretary, senior secretary etc, some secretaries tend to be over and others under utilised. The nature of the secretary's work can determine that a secretary is more involved with aspects such as project management, budgeting and scheduling. These secretaries do not get the recognition they deserve and is still on the same level as all the other secretaries in TSA. The secretaries in TSA is equipped with the write training, development and experience to fulfil work with more authority and responsibility. The role of the secretary in TSA will definitely change in future. Both managers and secretaries see the role of the secretary to be changed to that of a personal assistant with the necessary authority and responsibility to handle lower level management work. The secretary will have more decision power in the execution of the Technikon's policy and procedures an better utilised.
- Full Text:
- Authors: Groenewald, Darelle
- Date: 2012-09-11
- Subjects: Technikon SA -- Management , Secretaries
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/369535 , uj:10014 , http://hdl.handle.net/10210/7405
- Description: M.Comm. , This dissertation is an investigation into the changing role, task and utility of the secretary as a resource for the manager in Technikon SA(TSA). In today's office, a secretary can no longer offer just technical skills and personal attributes alone. The secretary must be involved as an energetic and vital member of the group. The secretary must appreciate the possibilities of making an increased contribution to the success of the manager by managing the time available to the secretary more effectively. The secretary has to understand the factors which operate in inter-personal work relations. The secretary must be a skilled communicator and organiser. The secretary needs a talent for detailed administration. The secretary often has a controlling and planning function. Secretaries have a significant role to play in maintaining good relations with all within the organisation, and in creating a favourable image to those outside. A secretary should be able to lubricate the wheels of the manager's work and exercise intelligent anticipation by thinking for and with the manager. The first part of this study exists of a literature overview of the secretary in die business world. Special attention is given to the role of the secretary and the need for a secretary; the changing office environment; the changing role of the secretary; the impact of technology and the changing role of the secretary and the secretary's role in the upcoming virtual office. The changing career path of the secretary is also addressed. The literature overview ends with an overview of the utilisation of the secretary and the establishment of an optimal work relationship between secretary and manager and the training and development of the secretary. The last part of the study exists of the results of a questionnaire compiled and distributed to all the secretaries in TSA and interviews with some managers in TSA. The secretary's in TSA perform basic secretarial functions. The nature of the secretary's work is determined by the specific department where the secretary is working. TSA secretary's uses the most up to date technology in the execution of their work. Secretaries have limited authority and responsibility regarding their work but they can almost always influence there manager's decisions regarding office related issues. There is no real career path for the secretary in TSA, which is a big frustration for the secretaries. Because there is a not a definite career path and no distinction between for example a junior secretary, secretary, senior secretary etc, some secretaries tend to be over and others under utilised. The nature of the secretary's work can determine that a secretary is more involved with aspects such as project management, budgeting and scheduling. These secretaries do not get the recognition they deserve and is still on the same level as all the other secretaries in TSA. The secretaries in TSA is equipped with the write training, development and experience to fulfil work with more authority and responsibility. The role of the secretary in TSA will definitely change in future. Both managers and secretaries see the role of the secretary to be changed to that of a personal assistant with the necessary authority and responsibility to handle lower level management work. The secretary will have more decision power in the execution of the Technikon's policy and procedures an better utilised.
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Self-directed work teams : the new South African organisational challenge
- Authors: Lombard, Johannes Petrus
- Date: 2012-02-29
- Subjects: Teams in the workplace
- Type: Thesis
- Identifier: uj:2119 , http://hdl.handle.net/10210/4488
- Description: M.Comm. , Teams have existed for hundreds of years, are the subject of countless books and have been celebrated throughout many countries and cultures. Most people believe they know how teams work as well as the benefits teams offer. Many have had first-hand team experiences themselves, some of which were rewarding and others a waste of time. Yet, as I explored the use of teams, it became increasingly clear that the potential impact of single teams, as well as the collective impact of many teams, on the performance of large organisations is woefully under exploited - despite the rapidly growing recognition of the need for what teams have to offer. Teams outperform individuals acting alone or in larger organisational groupings, especially when performance requires multiple skill, judgements and experiences. Most people recognised the capabilities of teams; must have the common sense to make teams work. Nevertheless, most people overlook team opportunities for themselves. Confusion about what makes teams perform explains only part of this pattern of missed opportunity. More is explained by a natural resistance to moving beyond individual roles and accountability. We do not easily take responsibility for the performance of others, nor lightly let them assume responsibility for us. Overcoming such resistance requires the rigorous application of 'team basics', which is, commitment to the team and objective, accountability for yourself and for the team and skills for technical and interpersonal problem solving. By focusing on performance and team basics - as opposed to trying 'to become a team' - most small groups can deliver the performance results that require and produce team behaviour. The best way to understand teams is to look at teams themselves. Their own stories reveal their accomplishments, skills, emotions and commitment better than any abstract commentary or logical presentation. Real teams are deeply committed to their purpose, goals and approach. High-performance team members are also very committed to one another. Both understand that the wisdom of teams comes with a focus on collective work-products, personal growth and performance results. However meaningful, 'team' is always a result of pursuing a demanding performance challenge.
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- Authors: Lombard, Johannes Petrus
- Date: 2012-02-29
- Subjects: Teams in the workplace
- Type: Thesis
- Identifier: uj:2119 , http://hdl.handle.net/10210/4488
- Description: M.Comm. , Teams have existed for hundreds of years, are the subject of countless books and have been celebrated throughout many countries and cultures. Most people believe they know how teams work as well as the benefits teams offer. Many have had first-hand team experiences themselves, some of which were rewarding and others a waste of time. Yet, as I explored the use of teams, it became increasingly clear that the potential impact of single teams, as well as the collective impact of many teams, on the performance of large organisations is woefully under exploited - despite the rapidly growing recognition of the need for what teams have to offer. Teams outperform individuals acting alone or in larger organisational groupings, especially when performance requires multiple skill, judgements and experiences. Most people recognised the capabilities of teams; must have the common sense to make teams work. Nevertheless, most people overlook team opportunities for themselves. Confusion about what makes teams perform explains only part of this pattern of missed opportunity. More is explained by a natural resistance to moving beyond individual roles and accountability. We do not easily take responsibility for the performance of others, nor lightly let them assume responsibility for us. Overcoming such resistance requires the rigorous application of 'team basics', which is, commitment to the team and objective, accountability for yourself and for the team and skills for technical and interpersonal problem solving. By focusing on performance and team basics - as opposed to trying 'to become a team' - most small groups can deliver the performance results that require and produce team behaviour. The best way to understand teams is to look at teams themselves. Their own stories reveal their accomplishments, skills, emotions and commitment better than any abstract commentary or logical presentation. Real teams are deeply committed to their purpose, goals and approach. High-performance team members are also very committed to one another. Both understand that the wisdom of teams comes with a focus on collective work-products, personal growth and performance results. However meaningful, 'team' is always a result of pursuing a demanding performance challenge.
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Management consulting : does the 'advice business' qualify as an ethical profession?
- Authors: Potgieter, T. E.
- Date: 2012-08-27
- Subjects: Business consultants , Business consultants - Professional ethics
- Type: Thesis
- Identifier: uj:3212 , http://hdl.handle.net/10210/6624
- Description: M.Comm. , The objective of this research could broadly be stated as an initial investigation into the field of management consulting — with regard to the ethical standards and the requirements for professions, as well as the consultant's required skill set. More detailed objectives are the following: To define the requirements necessary to view management consulting as an ethical profession based on the guidelines set for management and management consulting as a profession. To investigate the required skill set needed for the professional ethical consultant. To establish, based on the aforementioned two objectives, if management consulting in South Africa qualifies as an ethical profession. To investigate the South African body of consultants and the requirements that will qualify an individual as a certified consultant.
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- Authors: Potgieter, T. E.
- Date: 2012-08-27
- Subjects: Business consultants , Business consultants - Professional ethics
- Type: Thesis
- Identifier: uj:3212 , http://hdl.handle.net/10210/6624
- Description: M.Comm. , The objective of this research could broadly be stated as an initial investigation into the field of management consulting — with regard to the ethical standards and the requirements for professions, as well as the consultant's required skill set. More detailed objectives are the following: To define the requirements necessary to view management consulting as an ethical profession based on the guidelines set for management and management consulting as a profession. To investigate the required skill set needed for the professional ethical consultant. To establish, based on the aforementioned two objectives, if management consulting in South Africa qualifies as an ethical profession. To investigate the South African body of consultants and the requirements that will qualify an individual as a certified consultant.
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