'n Model vir die bemagtiging van klein-, medium- en mikro-ondernemings in Suid-Afrika
- Authors: Riekert, F. B.
- Date: 2012-09-12
- Subjects: Small business - South Africa
- Type: Thesis
- Identifier: uj:10114 , http://hdl.handle.net/10210/7497
- Description: M.Comm. , Hierdie studie het ten doel om die volgende te bereik: Om 'n oorsig te bied oor die geskiedenis van KMMO's in Suid-Afrika Om 'n kritiese beskouing te bied oor die makro- en mikro- ekonomiese omgewing waarbinne KMMO's in 'n hedendaagse Suid-Afrika funksioneer Gegrond op die voorafgaande doelwitte, om hipotese stellings te formuleer wat die basis sal vorm vir 'n model vir die bemagtiging en instaatstelling van KMMO's in Suid-Afrika, met die oog op verdere studie.
- Full Text:
- Authors: Riekert, F. B.
- Date: 2012-09-12
- Subjects: Small business - South Africa
- Type: Thesis
- Identifier: uj:10114 , http://hdl.handle.net/10210/7497
- Description: M.Comm. , Hierdie studie het ten doel om die volgende te bereik: Om 'n oorsig te bied oor die geskiedenis van KMMO's in Suid-Afrika Om 'n kritiese beskouing te bied oor die makro- en mikro- ekonomiese omgewing waarbinne KMMO's in 'n hedendaagse Suid-Afrika funksioneer Gegrond op die voorafgaande doelwitte, om hipotese stellings te formuleer wat die basis sal vorm vir 'n model vir die bemagtiging en instaatstelling van KMMO's in Suid-Afrika, met die oog op verdere studie.
- Full Text:
A comparative investigation into the management style and culture of a 2nd wave organisation and a 4th wave organisation
- Authors: Carneiro, H.
- Date: 2010-10-04T08:36:24Z
- Subjects: Organizational change , Management , Industrial management
- Type: Thesis
- Identifier: uj:6917 , http://hdl.handle.net/10210/3428
- Description: M.Comm. , The aim of this research is to determine the difference between Ericsson South Africa and Ericsson Sweden in terms of wave management, leadership and management style, culture and change management. The research proposes to determine what behaviours are exhibited in Ericsson South Africa versus the behaviours exhibited in Ericsson Sweden and how this affects the organisation. This will then be used to provide the management team of Ericsson South Africa with feedback in terms of what the current issues are in the organisation and the proposed changes. A thorough literature study of wave management, leadership and management style, culture and change management was undertaken. The study revealed that there is a distinct difference in 2nd wave and 4th wave organisations in relation to leadership and management, culture and change management. It emphasised that organisations in 4th wave are far more advanced in all the elements which allows the organisations to be very successful. The research was conducted by a using qualitative approach. The benefit of qualitative research is that it allows for a greater understanding of the concept as well as to learn more about the concept. A questionnaire was used which was sent out to employees in Ericsson South Africa and Ericsson Sweden. The data was then analysed which allowed for certain conclusions to be drawn. It raised some pertinent issues that the management team in Ericsson South Africa need to focus on. The research has indicated that currently Ericsson South Africa is a 2nd wave organisation and that the key focus areas for the organisation is the leadership and management style, culture and change management.
- Full Text:
- Authors: Carneiro, H.
- Date: 2010-10-04T08:36:24Z
- Subjects: Organizational change , Management , Industrial management
- Type: Thesis
- Identifier: uj:6917 , http://hdl.handle.net/10210/3428
- Description: M.Comm. , The aim of this research is to determine the difference between Ericsson South Africa and Ericsson Sweden in terms of wave management, leadership and management style, culture and change management. The research proposes to determine what behaviours are exhibited in Ericsson South Africa versus the behaviours exhibited in Ericsson Sweden and how this affects the organisation. This will then be used to provide the management team of Ericsson South Africa with feedback in terms of what the current issues are in the organisation and the proposed changes. A thorough literature study of wave management, leadership and management style, culture and change management was undertaken. The study revealed that there is a distinct difference in 2nd wave and 4th wave organisations in relation to leadership and management, culture and change management. It emphasised that organisations in 4th wave are far more advanced in all the elements which allows the organisations to be very successful. The research was conducted by a using qualitative approach. The benefit of qualitative research is that it allows for a greater understanding of the concept as well as to learn more about the concept. A questionnaire was used which was sent out to employees in Ericsson South Africa and Ericsson Sweden. The data was then analysed which allowed for certain conclusions to be drawn. It raised some pertinent issues that the management team in Ericsson South Africa need to focus on. The research has indicated that currently Ericsson South Africa is a 2nd wave organisation and that the key focus areas for the organisation is the leadership and management style, culture and change management.
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A critical evaluation of the introduction of managed health care into the South African private health care industry
- Authors: Groenewald, C. A.
- Date: 2012-09-10
- Subjects: Managed care plans (Medical care) --South Africa -- Management. , Medical care -- South Africa
- Type: Thesis
- Identifier: uj:9923 , http://hdl.handle.net/10210/7322
- Description: M.Comm. , Health care is recognised as a basic human right. The current position of private health care in South Africa is of great concern. Not only is health care almost unaffordable but the future quality of health care also causes great concern. With this in mind it is obvious that alternatives to conventional medical aids and health insurance are necessary to guarantee the continued availability of quality medical care to the South African public. Most people would agree that our private sector health care system is characterised by a depressing history of inadequate planning, control and management. It is for this reason that amendments to the Medical Schemes Act were considered necessary. Certain of these amendments will extend the role played by medical schemes in the management of health care resources. This will result in the traditional boundaries and relationships between the public, health professionals and health care facilities, and the financiers in our private health care system being altered. A new philosophy will evolve based on open and participative practices, as well as increased coordination, integration and cooperation (Veliotes et al, 1993: 12). Internationally, the health care objectives of most countries are to provide access to highquality care for all the people, and to provide this care efficiently and effectively. In the last decade the task of achieving these potentially conflicting objectives has become more difficult. At present, private health care is funded by medical schemes, health insurance companies, employers and individuals themselves. Neither medical aids nor health insurance companies are able to contain the rise in health care cost, which has led to the emergence of a new method of finding, namely Managed Health Care (MHC). Health care cost has accelerated at a rate far above the consumer price index(CPI). Rising health care costs in the private sector have been blamed on structural inefficiencies in the medical aid system. While patients have little incentive to minimise care expenditure, providers have an incentive to overuse the system.
- Full Text:
- Authors: Groenewald, C. A.
- Date: 2012-09-10
- Subjects: Managed care plans (Medical care) --South Africa -- Management. , Medical care -- South Africa
- Type: Thesis
- Identifier: uj:9923 , http://hdl.handle.net/10210/7322
- Description: M.Comm. , Health care is recognised as a basic human right. The current position of private health care in South Africa is of great concern. Not only is health care almost unaffordable but the future quality of health care also causes great concern. With this in mind it is obvious that alternatives to conventional medical aids and health insurance are necessary to guarantee the continued availability of quality medical care to the South African public. Most people would agree that our private sector health care system is characterised by a depressing history of inadequate planning, control and management. It is for this reason that amendments to the Medical Schemes Act were considered necessary. Certain of these amendments will extend the role played by medical schemes in the management of health care resources. This will result in the traditional boundaries and relationships between the public, health professionals and health care facilities, and the financiers in our private health care system being altered. A new philosophy will evolve based on open and participative practices, as well as increased coordination, integration and cooperation (Veliotes et al, 1993: 12). Internationally, the health care objectives of most countries are to provide access to highquality care for all the people, and to provide this care efficiently and effectively. In the last decade the task of achieving these potentially conflicting objectives has become more difficult. At present, private health care is funded by medical schemes, health insurance companies, employers and individuals themselves. Neither medical aids nor health insurance companies are able to contain the rise in health care cost, which has led to the emergence of a new method of finding, namely Managed Health Care (MHC). Health care cost has accelerated at a rate far above the consumer price index(CPI). Rising health care costs in the private sector have been blamed on structural inefficiencies in the medical aid system. While patients have little incentive to minimise care expenditure, providers have an incentive to overuse the system.
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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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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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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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An analysis of job satisfaction in the organised crime units of the South African Police Service
- Authors: Bellingan-Timmer, Renate
- Date: 2010-11-22T10:05:47Z
- Subjects: South African Police Service , Job satisfaction , Police job satisfaction
- Type: Thesis
- Identifier: uj:7021 , http://hdl.handle.net/10210/3528
- Description: M.Comm.
- Full Text:
- Authors: Bellingan-Timmer, Renate
- Date: 2010-11-22T10:05:47Z
- Subjects: South African Police Service , Job satisfaction , Police job satisfaction
- Type: Thesis
- Identifier: uj:7021 , http://hdl.handle.net/10210/3528
- Description: M.Comm.
- Full Text:
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.
- Full Text:
Criteria for a paradigm shift in South Africa towards the living organisation
- Theron, Jacobus Wouter Francois
- Authors: Theron, Jacobus Wouter Francois
- Date: 2012-09-12
- Subjects: Organizational change - South Africa.
- Type: Thesis
- Identifier: uj:10209 , http://hdl.handle.net/10210/7583
- Description: M.Comm. , Moderne organisasies ondervind hernude druk van interne en eksterne faktore en voortdurende verandering word genoodsaak. Suid-Afrikaanse organisasies vorm nou meer as ooit tevore deel van die globale wereld en moet sodoende ook meer buigsaam wees om internasionaal te kan meeding. In hierdie verhandeling word daar gekyk na moontlike nuwe organisasie vorme en die strewe na 'n sogenaamde "Lewende Organisasie" word beklemtoon. Daar is soveel aspekte wat reeds sigbaar is in die natuur en daar kan 'n spesifieke verwantskap getrek word na natuurlike verskynsels en organisasie-sisteme. Organisasies bestaan uit individue wat as 'n somtotaal 'n geweldige magdom kennis daarstel en ook sodoende gesien kan word as die DNA van organisasies. Die enkele belangrikste beskouing is dus om die paradigma te skuif oor die sienswyse van organisasies. Organisasies is nie meer masjiene nie, maar moet beskou word as "Iewende organismes" en dus "Lewende Organisasies". Met Suid-Afrika wat deel vorm van die wereld-mark, kan dit vereis dat organisasies meer sensitief sal moet wees vir omgewings-invloede en die aanpassing by verandering 'n sleutelrol kan speel. Die tyd is ryp vir Suid-Afrikaanse organisasies om deur te breek in internasionale markte. Hierdie verhandeling sal dus dien as 'n raamwerk om elemente te identifiseer wat krities kan wees vir toekomstige sukses asook die fondasie daarstel vir verdere navorsing in organisasie vorme.
- Full Text:
- Authors: Theron, Jacobus Wouter Francois
- Date: 2012-09-12
- Subjects: Organizational change - South Africa.
- Type: Thesis
- Identifier: uj:10209 , http://hdl.handle.net/10210/7583
- Description: M.Comm. , Moderne organisasies ondervind hernude druk van interne en eksterne faktore en voortdurende verandering word genoodsaak. Suid-Afrikaanse organisasies vorm nou meer as ooit tevore deel van die globale wereld en moet sodoende ook meer buigsaam wees om internasionaal te kan meeding. In hierdie verhandeling word daar gekyk na moontlike nuwe organisasie vorme en die strewe na 'n sogenaamde "Lewende Organisasie" word beklemtoon. Daar is soveel aspekte wat reeds sigbaar is in die natuur en daar kan 'n spesifieke verwantskap getrek word na natuurlike verskynsels en organisasie-sisteme. Organisasies bestaan uit individue wat as 'n somtotaal 'n geweldige magdom kennis daarstel en ook sodoende gesien kan word as die DNA van organisasies. Die enkele belangrikste beskouing is dus om die paradigma te skuif oor die sienswyse van organisasies. Organisasies is nie meer masjiene nie, maar moet beskou word as "Iewende organismes" en dus "Lewende Organisasies". Met Suid-Afrika wat deel vorm van die wereld-mark, kan dit vereis dat organisasies meer sensitief sal moet wees vir omgewings-invloede en die aanpassing by verandering 'n sleutelrol kan speel. Die tyd is ryp vir Suid-Afrikaanse organisasies om deur te breek in internasionale markte. Hierdie verhandeling sal dus dien as 'n raamwerk om elemente te identifiseer wat krities kan wees vir toekomstige sukses asook die fondasie daarstel vir verdere navorsing in organisasie vorme.
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Cultural integration : the aftermath of a merger between Gallo TV (Pty) Ltd and Nu Metro Home Entertainment
- Authors: Ischner, Fay Amanda
- Date: 2012-01-25
- Subjects: Organizational change management , Corporate culture , Consolidation and merger of corporations management
- Type: Mini-Dissertation
- Identifier: uj:1959 , http://hdl.handle.net/10210/4317
- Description: M.Comm. , The majority of mergers and acquisitions result in loss of value or failure, with the main reason for this failure cited as lack of attention to the cultural differences between the businesses and an effective integration strategy. A critical component of the integration process must be change management, although there is little or no reference to change management processes in the literature on mergers and acquisitions. This study encompasses a literature review of the merger process with particular attention to the integration process, organisational culture and change management. This is followed by a review of a South African case study in the entertainment industry, which clearly illustrates the dangers of the lack of cultural due diligence and attention to the integration of the two cultures. Throughout the case study review it is apparent that the change in environment and culture was resisted by all concerned, with one of the most highlighted areas lacking being communication. After the merger was completed and the acquired company reached rock bottom from a staff morale and performance perspective, management of Nu Metro became integrally involved and began to actively integrate the businesses. Through communication and participative involvement, this has been achieved to a degree. This case review is then supported by research into the current state of the business through the eyes of the staff of both entities, GTV and Nu Metro Home Entertainment. The results of the qualitative and quantitative research will direct the final efforts to integrating the business and highlight the gaps within the business between what is preferred and observed in the organisational culture overall. From this case study, the research and the literature review, it can be induced that further research into the value of change management processes as applied to the merger integration process would be of merit. The case clearly shows that the change as forced upon the businesses through the merger was not well received by either business unit and the resistance went a long way to almost destroying the acquired business in totality. Through communication, a clear vision and strategy, participation and continued re-evaluation, some of the elements of a change strategy are clearly implemented towards the successful turn around and integration of GTV and Nu Metro Home Entertainment. The study makes suggestions for further steps toward integration and recommends future research into the application of change management techniques in the merger integration process. "Change leaders create "wave after wave of change until the vision is a reality"': (J. Bennett, The Sunday Times Careers, 20 October 2002: 2).
- Full Text:
- Authors: Ischner, Fay Amanda
- Date: 2012-01-25
- Subjects: Organizational change management , Corporate culture , Consolidation and merger of corporations management
- Type: Mini-Dissertation
- Identifier: uj:1959 , http://hdl.handle.net/10210/4317
- Description: M.Comm. , The majority of mergers and acquisitions result in loss of value or failure, with the main reason for this failure cited as lack of attention to the cultural differences between the businesses and an effective integration strategy. A critical component of the integration process must be change management, although there is little or no reference to change management processes in the literature on mergers and acquisitions. This study encompasses a literature review of the merger process with particular attention to the integration process, organisational culture and change management. This is followed by a review of a South African case study in the entertainment industry, which clearly illustrates the dangers of the lack of cultural due diligence and attention to the integration of the two cultures. Throughout the case study review it is apparent that the change in environment and culture was resisted by all concerned, with one of the most highlighted areas lacking being communication. After the merger was completed and the acquired company reached rock bottom from a staff morale and performance perspective, management of Nu Metro became integrally involved and began to actively integrate the businesses. Through communication and participative involvement, this has been achieved to a degree. This case review is then supported by research into the current state of the business through the eyes of the staff of both entities, GTV and Nu Metro Home Entertainment. The results of the qualitative and quantitative research will direct the final efforts to integrating the business and highlight the gaps within the business between what is preferred and observed in the organisational culture overall. From this case study, the research and the literature review, it can be induced that further research into the value of change management processes as applied to the merger integration process would be of merit. The case clearly shows that the change as forced upon the businesses through the merger was not well received by either business unit and the resistance went a long way to almost destroying the acquired business in totality. Through communication, a clear vision and strategy, participation and continued re-evaluation, some of the elements of a change strategy are clearly implemented towards the successful turn around and integration of GTV and Nu Metro Home Entertainment. The study makes suggestions for further steps toward integration and recommends future research into the application of change management techniques in the merger integration process. "Change leaders create "wave after wave of change until the vision is a reality"': (J. Bennett, The Sunday Times Careers, 20 October 2002: 2).
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Die bestuur en funksionering van 'n voertuigtoetsstasie in 'n gedereguleerde omgewing.
- Authors: Van Heerden, Daniel Jacobus
- Date: 2012-08-15
- Subjects: Automobiles - Inspection - South Africa , Privatization - South Africa
- Type: Thesis
- Identifier: uj:9423 , http://hdl.handle.net/10210/5857
- Description: M.Comm. , Soos reeds vermeld bring die afkondiging op 14 Februarie 1991 van regulasie 265 in Goewennentskennisgewing no. 125 van die Wet mee dat registrasie-owerheidsbeheerde toetsstasies hul vir die eerste keer sedert 1931 in mededinging met die privaat sektor bevind. 6 Die probleemstelling in die onderhawige studie is of die JMVT in die huidige konteks mededingend en lewensvatbaar kan bly, inaggenome die skerp daling in die volume voertuie wat ondersoek word met 'n gepaardgaande verlies aan inkomste. Verder watter strategiese stappe geneem of aksies ingestel moet word om dit mededingend te maak en of privatisering as 'n strategiese alternatief vir die JMVT oorweeg behoort te word. Indien wel, watter vorm van privatisering sal die geskikste wees, gegewe deregulerende wetgewing wat reeds in werking getree het. Die doel van die studie is om 'n aantal strategiese aksies te identifiseer wat die JMVT onmiddellik en oor die lang termyn moet ondemeem om te verseker dat dit in 'n gedereguleerde omgewing sal kan meeding en lewensvatbaar sal bly. Uit die strategiese aksies wat geidentifiseer word, sal die aksie wat die grootste moontlike voordeel vir die Stadsraad inhou, geselekteer word en sal die lewensvatbaarheid van sodanige aksies ondersoek word.
- Full Text:
- Authors: Van Heerden, Daniel Jacobus
- Date: 2012-08-15
- Subjects: Automobiles - Inspection - South Africa , Privatization - South Africa
- Type: Thesis
- Identifier: uj:9423 , http://hdl.handle.net/10210/5857
- Description: M.Comm. , Soos reeds vermeld bring die afkondiging op 14 Februarie 1991 van regulasie 265 in Goewennentskennisgewing no. 125 van die Wet mee dat registrasie-owerheidsbeheerde toetsstasies hul vir die eerste keer sedert 1931 in mededinging met die privaat sektor bevind. 6 Die probleemstelling in die onderhawige studie is of die JMVT in die huidige konteks mededingend en lewensvatbaar kan bly, inaggenome die skerp daling in die volume voertuie wat ondersoek word met 'n gepaardgaande verlies aan inkomste. Verder watter strategiese stappe geneem of aksies ingestel moet word om dit mededingend te maak en of privatisering as 'n strategiese alternatief vir die JMVT oorweeg behoort te word. Indien wel, watter vorm van privatisering sal die geskikste wees, gegewe deregulerende wetgewing wat reeds in werking getree het. Die doel van die studie is om 'n aantal strategiese aksies te identifiseer wat die JMVT onmiddellik en oor die lang termyn moet ondemeem om te verseker dat dit in 'n gedereguleerde omgewing sal kan meeding en lewensvatbaar sal bly. Uit die strategiese aksies wat geidentifiseer word, sal die aksie wat die grootste moontlike voordeel vir die Stadsraad inhou, geselekteer word en sal die lewensvatbaarheid van sodanige aksies ondersoek word.
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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
- Full Text:
- 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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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...
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- 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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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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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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Factors that will determine and influence organizational success in the year 2000 and beyond : a theoretical view
- Authors: Nel, Marthinus Jakobus
- Date: 2012-09-14
- Subjects: Success in business , Organizational effectiveness
- Type: Thesis
- Identifier: uj:10376 , http://hdl.handle.net/10210/7741
- Description: M.Comm. , This study was conducted with the purpose of illustrating the necessity for and complexity of the process identifying the factors that determine and influence organizational success. Organizations are entering a stage in history where change is the only constant. Authors use words like "earthquake", "revolution", "storm", "turbulence", "future shock", "explosion", "frenzy" and "change spiral" in an attempt to begin to describe what lies ahead for organizations of today. There is no escaping change. The cliché saying, "adapt or die", has never been more relevant than it is now. The type and extent of the changes awaiting organizations could mean either tremendous opportunity or tremendous threat. The shaping of an organization's future implies the successful management of the internal change process needed to fit the organization to its changing environments. The factors that will ensure, or at least positively influence, organizational success must be identified and addressed in a proper manner. The factors present themselves in four dimensions, namely the external environment, the internal environment, the people and the management of the organization. The findings of this research confirm the existence of particular factors in these three dimensions which will determine and definitely influence organization success. These factors range from macro economic trends, like the formation of international trading areas, to the micro redesign of individual jobs to liberate the entrepreneurial potential of people. It highlights the importance of the customer as the most important external factor and the employee as the most important internal factor, both of which are human factors without which there is no activity. The management of organizations has always been a key factor. This research employed in this study showed however that there are several new dimensions coming to the fore that managers will have to take cognizance of, since these aspects will increase their chances of being instrumental in attaining success. These include a need for visionary, strategic thinking, not just strategic planning. Leadership skills, rather than management skills, will also be required as well as an ability to rally people behind them. The general management and functional management functions have therefore all changed in their focus and application. Strategic planning must be replaced by a less ritualistic strategic management process that includes all employees. Participative management must be underpinned by co-ownership schemes. Change management and navigation will become core competency requirements. Marketing management must now involve the whole organization. Information technology must be viewed as a means to an end and not an end in itself. Integrated logistic management must be widely introduced. Human resource management must become a professional support function and production management must be integrated with the rest of the business functions and processes.
- Full Text:
- Authors: Nel, Marthinus Jakobus
- Date: 2012-09-14
- Subjects: Success in business , Organizational effectiveness
- Type: Thesis
- Identifier: uj:10376 , http://hdl.handle.net/10210/7741
- Description: M.Comm. , This study was conducted with the purpose of illustrating the necessity for and complexity of the process identifying the factors that determine and influence organizational success. Organizations are entering a stage in history where change is the only constant. Authors use words like "earthquake", "revolution", "storm", "turbulence", "future shock", "explosion", "frenzy" and "change spiral" in an attempt to begin to describe what lies ahead for organizations of today. There is no escaping change. The cliché saying, "adapt or die", has never been more relevant than it is now. The type and extent of the changes awaiting organizations could mean either tremendous opportunity or tremendous threat. The shaping of an organization's future implies the successful management of the internal change process needed to fit the organization to its changing environments. The factors that will ensure, or at least positively influence, organizational success must be identified and addressed in a proper manner. The factors present themselves in four dimensions, namely the external environment, the internal environment, the people and the management of the organization. The findings of this research confirm the existence of particular factors in these three dimensions which will determine and definitely influence organization success. These factors range from macro economic trends, like the formation of international trading areas, to the micro redesign of individual jobs to liberate the entrepreneurial potential of people. It highlights the importance of the customer as the most important external factor and the employee as the most important internal factor, both of which are human factors without which there is no activity. The management of organizations has always been a key factor. This research employed in this study showed however that there are several new dimensions coming to the fore that managers will have to take cognizance of, since these aspects will increase their chances of being instrumental in attaining success. These include a need for visionary, strategic thinking, not just strategic planning. Leadership skills, rather than management skills, will also be required as well as an ability to rally people behind them. The general management and functional management functions have therefore all changed in their focus and application. Strategic planning must be replaced by a less ritualistic strategic management process that includes all employees. Participative management must be underpinned by co-ownership schemes. Change management and navigation will become core competency requirements. Marketing management must now involve the whole organization. Information technology must be viewed as a means to an end and not an end in itself. Integrated logistic management must be widely introduced. Human resource management must become a professional support function and production management must be integrated with the rest of the business functions and processes.
- Full Text:
Leadership complexity in the formation of virtual teams
- De Oliveira, Maria Da Conceicao Monteiro
- Authors: De Oliveira, Maria Da Conceicao Monteiro
- Date: 2011-11-24
- Subjects: Leadership , Virtual work teams
- Type: Thesis
- Identifier: uj:1723 , http://hdl.handle.net/10210/4073
- Description: M.Comm. , The discipline of management, denoting the concepts of management and leadership, has been deliberated in boundless number of books, magazines and journals over the years. Some views are that there is a distinction between management and leaders, whilst others vehemently argue that there is no difference between the two terms, and use them synonymously. Leadership is the nucleus of all organisations. Moreover, sustained performance, competitive advantage and success, depends both on effective leadership, as well as committed followers.The literature study undertaken discovered writings confirming the distinctions between the terms groups and teams: groups may fall inside or outside the boundaries of an organisation, such as social groups, whereas teams (in their various forms) are generally referred to in the context of "working teams" in an organisation. Teams may be formed from groups, subsequent to their maturity. In many instances, the usage of the terms "groups" and "teams", are also used interchangeably.
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- Authors: De Oliveira, Maria Da Conceicao Monteiro
- Date: 2011-11-24
- Subjects: Leadership , Virtual work teams
- Type: Thesis
- Identifier: uj:1723 , http://hdl.handle.net/10210/4073
- Description: M.Comm. , The discipline of management, denoting the concepts of management and leadership, has been deliberated in boundless number of books, magazines and journals over the years. Some views are that there is a distinction between management and leaders, whilst others vehemently argue that there is no difference between the two terms, and use them synonymously. Leadership is the nucleus of all organisations. Moreover, sustained performance, competitive advantage and success, depends both on effective leadership, as well as committed followers.The literature study undertaken discovered writings confirming the distinctions between the terms groups and teams: groups may fall inside or outside the boundaries of an organisation, such as social groups, whereas teams (in their various forms) are generally referred to in the context of "working teams" in an organisation. Teams may be formed from groups, subsequent to their maturity. In many instances, the usage of the terms "groups" and "teams", are also used interchangeably.
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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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Managing people through change : a new management approach
- Authors: Visser, Annet Angelique
- Date: 2012-08-22
- Subjects: Organizational change -- Management , Personnel management , Leadership
- Type: Mini-Dissertation
- Identifier: uj:2971 , http://hdl.handle.net/10210/6397
- Description: M.Comm. , "The world in which you do business is ever changing, and that change can make a world of difference in how you do business, but it must be managed correctly". Goldberg (1999:39). Change in today's business environment is inevitable and indeed necessary for survival. The challenge is not just managing change, but managing the increased speed, magnitude and complexity of change. The continuing challenge for executives is not technology, but the art of human-and humane management. Implementing change haphazardly could result in irreversible damage. Poor Change management could be the direct result of de-motivated, stressed employees and declining productivity. Management still belief that the best way to drive change through the organization is from top down. Inevitably this implies that command and control management prevails. Today companies compete in a global, informationalized, customized market places where change is rapid and continuous and the ability to adapt and learn is key to survival. Thus a management approach that inspires and enables people to work together to respond quickly, flexibly, creatively and efficiently to global change is needed. Command and control management have to make way for participative management to foster such an environment. For companies today the choice is not whether to change but how? Change will be brought about by people not new technology, procedures or strategies. This implies that at the core of any transformation are people. Their input and cooperation is essential, it will determine the fate of the organization during and after transformation. Successful managers will have to establish a collaborative relationship with employees. Improved credibility and trust is important. To succeed companies will have to do more than restructure, downsize and reengineer. Once an organization needs to change for any reason, people must be trained for the new challenge facing them. People need support and direction for change. Stonich (1982: 26) says that from a strategy implementation perspective emphasis needs to be on human resource management as an essential component for the successful implementation of the new strategy. It may therefore be assumed that human resource systems have a major influence on managing strategic and cultural change. Major changes in the organization's environmental context have placed renewed significance on the effective use of human resource management. From a strategic management perspective, implementing strategic change, management needs to take cognizance of the frustrations, ambitions, fears and socio-cultural behaviors of employees.
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- Authors: Visser, Annet Angelique
- Date: 2012-08-22
- Subjects: Organizational change -- Management , Personnel management , Leadership
- Type: Mini-Dissertation
- Identifier: uj:2971 , http://hdl.handle.net/10210/6397
- Description: M.Comm. , "The world in which you do business is ever changing, and that change can make a world of difference in how you do business, but it must be managed correctly". Goldberg (1999:39). Change in today's business environment is inevitable and indeed necessary for survival. The challenge is not just managing change, but managing the increased speed, magnitude and complexity of change. The continuing challenge for executives is not technology, but the art of human-and humane management. Implementing change haphazardly could result in irreversible damage. Poor Change management could be the direct result of de-motivated, stressed employees and declining productivity. Management still belief that the best way to drive change through the organization is from top down. Inevitably this implies that command and control management prevails. Today companies compete in a global, informationalized, customized market places where change is rapid and continuous and the ability to adapt and learn is key to survival. Thus a management approach that inspires and enables people to work together to respond quickly, flexibly, creatively and efficiently to global change is needed. Command and control management have to make way for participative management to foster such an environment. For companies today the choice is not whether to change but how? Change will be brought about by people not new technology, procedures or strategies. This implies that at the core of any transformation are people. Their input and cooperation is essential, it will determine the fate of the organization during and after transformation. Successful managers will have to establish a collaborative relationship with employees. Improved credibility and trust is important. To succeed companies will have to do more than restructure, downsize and reengineer. Once an organization needs to change for any reason, people must be trained for the new challenge facing them. People need support and direction for change. Stonich (1982: 26) says that from a strategy implementation perspective emphasis needs to be on human resource management as an essential component for the successful implementation of the new strategy. It may therefore be assumed that human resource systems have a major influence on managing strategic and cultural change. Major changes in the organization's environmental context have placed renewed significance on the effective use of human resource management. From a strategic management perspective, implementing strategic change, management needs to take cognizance of the frustrations, ambitions, fears and socio-cultural behaviors of employees.
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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.
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- 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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