An overview of change management : the identification of the critical success factors that will ensure the survival and progression of an organisation
- Authors: Robinson, Hannelize
- Date: 2012-09-10
- Subjects: Organizational change - Management , Organizational learning , Leadership , Corporate culture
- Type: Thesis
- Identifier: uj:9884 , http://hdl.handle.net/10210/7283
- Description: M.Comm. , The average life expectancy of a multinational corporation is somewhere between 40 and 50 years, according to Arie de Geus, author of "The Living Company: Habits for Survival in a Turbulent Business Environment" (De Geus, 1997) In fact, one-third of the companies listed on the 1970 Fortune 500 had disappeared just 13 years later, thanks to mergers, acquisitions or being broken apart. Like the single-cell amoeba, which continually changes its shape and direction based on external influences, long-lived companies are sensitive to their environment and know how to adapt and evolve to fit ever-changing conditions, (Caudron, 2000:54). While adaptability is a key contributor to corporate longevity, there are other factors that help companies live long, healthy and profitable lives. In his book, "The Living Company", Arie de Geus explores the factors that allow large companies to thrive over a long period. After studying 27 long-lived companies, he reveals that four common factors explain their success: Long-lived companies were sensitive to their environment. Whether they had built their fortunes on knowledge or natural resources, they remained in harmony with the world around them. As wars, depressions, technologies and political changes surged and ebbed, they always seemed to excel at keeping their feelers out, tuned to whatever was going on. They did this despite the fact that there was little data available, let alone the communications facilities to give them a global view of the environment. Long-lived companies were cohesive, with a strong sense of identity. No matter how widely diversified they were, their employees, and even their suppliers at times, felt they were all part of one entity. Long-lived companies were tolerant of activities, experiments and eccentricities that kept stretching their understanding of possibilities. Long-lived companies were conservative in financing. They were frugal and did not risk their capital gratuitously. They understood the meaning of money in an oldfashioned way; they knew the usefulness of having spare cash. Having money in hand gave them flexibility and independence. They could pursue options that their competitors could not. They could grasp opportunities without first having to convince third-party financiers of their attractiveness. More than anything else, managers in adaptable companies realize they can no longer conduct business the old-fashioned way. Gone are long-range plans, task-oriented job descriptions, rigid functional divisions and top-down decision-making. (Caudron, 2000: 54) Instead, in adaptable companies: Employees are given more freedom. The primary source of adaptability in organizations is the employees. For this reason, adaptable organizations treat people differently. They allow greater participation from employees and give them the freedom to decide how they will react to change. Management sets broad goals and objectives. Because executives in adaptable rganizations recognize that employees are capable of making good decisions, the executives themselves make far fewer day-to-day decisions. Executives in adaptable companies may articulate a direction for the organization, but they don't dictate what needs to be done. By setting broad goals and objectives, as opposed to determining specific tasks, these executives allow employees the room to respond to an opportunity in a way that makes the best sense for that opportunity at that time. The trick with setting broad goals instead of defining specific tasks is that executives must know how to maintain the balance between complete control and total unpredictability. Adaptable executives must learn to provide enough guidance so that people aren't floundering, but not so much guidance that employees lose their creativity and initiative. Executives regularly conduct scenario planning. Companies used to be able to plan projects five and 10 years ahead of time and then outline the specific steps needed to make those projects happen. But this is no longer possible in today's business environment.
- Full Text:
- Authors: Robinson, Hannelize
- Date: 2012-09-10
- Subjects: Organizational change - Management , Organizational learning , Leadership , Corporate culture
- Type: Thesis
- Identifier: uj:9884 , http://hdl.handle.net/10210/7283
- Description: M.Comm. , The average life expectancy of a multinational corporation is somewhere between 40 and 50 years, according to Arie de Geus, author of "The Living Company: Habits for Survival in a Turbulent Business Environment" (De Geus, 1997) In fact, one-third of the companies listed on the 1970 Fortune 500 had disappeared just 13 years later, thanks to mergers, acquisitions or being broken apart. Like the single-cell amoeba, which continually changes its shape and direction based on external influences, long-lived companies are sensitive to their environment and know how to adapt and evolve to fit ever-changing conditions, (Caudron, 2000:54). While adaptability is a key contributor to corporate longevity, there are other factors that help companies live long, healthy and profitable lives. In his book, "The Living Company", Arie de Geus explores the factors that allow large companies to thrive over a long period. After studying 27 long-lived companies, he reveals that four common factors explain their success: Long-lived companies were sensitive to their environment. Whether they had built their fortunes on knowledge or natural resources, they remained in harmony with the world around them. As wars, depressions, technologies and political changes surged and ebbed, they always seemed to excel at keeping their feelers out, tuned to whatever was going on. They did this despite the fact that there was little data available, let alone the communications facilities to give them a global view of the environment. Long-lived companies were cohesive, with a strong sense of identity. No matter how widely diversified they were, their employees, and even their suppliers at times, felt they were all part of one entity. Long-lived companies were tolerant of activities, experiments and eccentricities that kept stretching their understanding of possibilities. Long-lived companies were conservative in financing. They were frugal and did not risk their capital gratuitously. They understood the meaning of money in an oldfashioned way; they knew the usefulness of having spare cash. Having money in hand gave them flexibility and independence. They could pursue options that their competitors could not. They could grasp opportunities without first having to convince third-party financiers of their attractiveness. More than anything else, managers in adaptable companies realize they can no longer conduct business the old-fashioned way. Gone are long-range plans, task-oriented job descriptions, rigid functional divisions and top-down decision-making. (Caudron, 2000: 54) Instead, in adaptable companies: Employees are given more freedom. The primary source of adaptability in organizations is the employees. For this reason, adaptable organizations treat people differently. They allow greater participation from employees and give them the freedom to decide how they will react to change. Management sets broad goals and objectives. Because executives in adaptable rganizations recognize that employees are capable of making good decisions, the executives themselves make far fewer day-to-day decisions. Executives in adaptable companies may articulate a direction for the organization, but they don't dictate what needs to be done. By setting broad goals and objectives, as opposed to determining specific tasks, these executives allow employees the room to respond to an opportunity in a way that makes the best sense for that opportunity at that time. The trick with setting broad goals instead of defining specific tasks is that executives must know how to maintain the balance between complete control and total unpredictability. Adaptable executives must learn to provide enough guidance so that people aren't floundering, but not so much guidance that employees lose their creativity and initiative. Executives regularly conduct scenario planning. Companies used to be able to plan projects five and 10 years ahead of time and then outline the specific steps needed to make those projects happen. But this is no longer possible in today's business environment.
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Improved change management at E Tuk Tuk transport services, South Africa
- Authors: Mashoane, Merementsi Israel
- Date: 2016
- Subjects: Organizational change - Management , Urban transportation , Corporate culture , Taxicab industry
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/233032 , uj:23783
- Description: M.Tech. (Operations Management) , Abstract: The purpose of this research is to identify how change management at E Tuk Tuk can help improve service delivery and bring about customer satisfaction in the organisation. It is to implement change process and procedures at E Tuk Tuk in order to make the company aware of possible changes they need to implement to be competitive and have customer satisfaction at all times. In this study the current problems being faced at E Tuk Tuk were identified and different methods where used to collect data regarding the possible solutions to the current problems faced at E Tuk Tuk. The study makes use of the quantitative research design in the form of questionnaires and seeks to identify the availability of a tool that can be used to measure the performance of the service provider, this will be very useful in identifying improvement gaps; also, it will enable E Tuk Tuk to set targets on how to improve service delivery and meet customer expectations. There were two questionnaires distributed, one to 50 customers and the other to 10 volunteers between management and employees. The results from the respondents are used to help come up with a conclusion and recommendation to help the organization in improving service delivery and customer satisfaction. The study focuses on the changes in management that need to be fulfilled at E Tuk Tuk and the ability of the team to adapt to changes to meet customer needs as they change over time. The focus is also on the importance of customer’s at E Tuk Tuk and how they help the organisation grow and adapt to changes that are required to enhance growth and service delivery. Overall, this research provides both an overview of E Tuk Tuk as well as provides recommendations that will cultivate better service delivery and customer satisfaction. What's more, the emphasis is also on the importance of management in helping E Tuk Tuk transport services achieve and adapt to change and how they play a very important role in motivating the employee’s and training them to be able to adapt to change and be effective in all they do at the organisation will be outlined and discussed in this study. We are going to look if there was a need for change in management and if it will benefit the organisation in any way to enable growth. Lastly we will review how the impact of change management will help E Tuk Tuk become competitive and help them in any way possible to deliver to its target market and to excel in the business. This research explores the influence of change management at E Tuk Tuk. It outlines the important aspects for change management at E Tuk Tuk Transport services. A clear understanding on why change management is important in any organisation and why there is a need to implement it will be outlined later in the thesis. The main findings outlined was the inability of E Tuk Tuk employees to adapt to change and the results show that training will help empower and better the understanding of employees as well as management.
- Full Text:
- Authors: Mashoane, Merementsi Israel
- Date: 2016
- Subjects: Organizational change - Management , Urban transportation , Corporate culture , Taxicab industry
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/233032 , uj:23783
- Description: M.Tech. (Operations Management) , Abstract: The purpose of this research is to identify how change management at E Tuk Tuk can help improve service delivery and bring about customer satisfaction in the organisation. It is to implement change process and procedures at E Tuk Tuk in order to make the company aware of possible changes they need to implement to be competitive and have customer satisfaction at all times. In this study the current problems being faced at E Tuk Tuk were identified and different methods where used to collect data regarding the possible solutions to the current problems faced at E Tuk Tuk. The study makes use of the quantitative research design in the form of questionnaires and seeks to identify the availability of a tool that can be used to measure the performance of the service provider, this will be very useful in identifying improvement gaps; also, it will enable E Tuk Tuk to set targets on how to improve service delivery and meet customer expectations. There were two questionnaires distributed, one to 50 customers and the other to 10 volunteers between management and employees. The results from the respondents are used to help come up with a conclusion and recommendation to help the organization in improving service delivery and customer satisfaction. The study focuses on the changes in management that need to be fulfilled at E Tuk Tuk and the ability of the team to adapt to changes to meet customer needs as they change over time. The focus is also on the importance of customer’s at E Tuk Tuk and how they help the organisation grow and adapt to changes that are required to enhance growth and service delivery. Overall, this research provides both an overview of E Tuk Tuk as well as provides recommendations that will cultivate better service delivery and customer satisfaction. What's more, the emphasis is also on the importance of management in helping E Tuk Tuk transport services achieve and adapt to change and how they play a very important role in motivating the employee’s and training them to be able to adapt to change and be effective in all they do at the organisation will be outlined and discussed in this study. We are going to look if there was a need for change in management and if it will benefit the organisation in any way to enable growth. Lastly we will review how the impact of change management will help E Tuk Tuk become competitive and help them in any way possible to deliver to its target market and to excel in the business. This research explores the influence of change management at E Tuk Tuk. It outlines the important aspects for change management at E Tuk Tuk Transport services. A clear understanding on why change management is important in any organisation and why there is a need to implement it will be outlined later in the thesis. The main findings outlined was the inability of E Tuk Tuk employees to adapt to change and the results show that training will help empower and better the understanding of employees as well as management.
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Talent management during mergers and acquisitions in emerging economies
- Authors: Retief, Lance Andre
- Date: 2018
- Subjects: Consolidation and merger of corporations , Employee retention , Corporate culture , Business communication , Organizational change - Management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/271946 , uj:28933
- Description: Abstract: Ninety percent of high tech mergers and acquisitions fail to deliver the expected increases. Talent retention, communication and integration of corporate cultures are of the major people challenges experienced in mergers and acquisitions. The failure to retain key talented staff and the successful integration of corporate cultures often cause productivity levels to drop to as low as 50 percent, employee satisfaction levels drop by 14 percent and 80 percent of employees feel that leaders were concerned with the financial benefits at the expense of people. Research on mergers and acquisitions over the last 20 years were predominantly conducted using quantitative research methods with a focus on finance, accounting and economics. The need to conduct more qualitative research methodologies have been expressed with a focus on people as oppose to financials and economic data. This study followed a qualitative, realism, interpretivist approach in order to understand and seek rich descriptions from various participants on their diverse acquisition experiences which tells a story of why talent may decide to stay or leave post an acquisition. Data was collected using predominantly semi-structured open ended interviews. Nine acquired employees from different acquisitions were interviewed, some of which resigned post their acquisition. A thematic analysis process was used to analyse the data. Conclusions were drawn from the themes and the relationships between them. The study confirmed what the literature says on mergers and acquisitions and people integration challenges. Corporate culture differences, HR due diligence, HR integration plans and the management of change are key drivers impacting employees’ decision to leave or stay post an acquisition. Corporate culture differences include, structural, process and procedure difference. HR due diligence include effective communication before and during an acquisition and HR integration plans refer to the initiatives acquirer firms implement to manage the integration process. The management of change include the acquirer firms’ ability to put robust change management plans in place and the personal coping mechanisms acquired employees adopt to manage the change. The study concluded that the factors that impacted employees’ decision to stay or leave after an acquisition varied. Of the main factors included the inability to cope with... , M.Phil. (Management)
- Full Text:
- Authors: Retief, Lance Andre
- Date: 2018
- Subjects: Consolidation and merger of corporations , Employee retention , Corporate culture , Business communication , Organizational change - Management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/271946 , uj:28933
- Description: Abstract: Ninety percent of high tech mergers and acquisitions fail to deliver the expected increases. Talent retention, communication and integration of corporate cultures are of the major people challenges experienced in mergers and acquisitions. The failure to retain key talented staff and the successful integration of corporate cultures often cause productivity levels to drop to as low as 50 percent, employee satisfaction levels drop by 14 percent and 80 percent of employees feel that leaders were concerned with the financial benefits at the expense of people. Research on mergers and acquisitions over the last 20 years were predominantly conducted using quantitative research methods with a focus on finance, accounting and economics. The need to conduct more qualitative research methodologies have been expressed with a focus on people as oppose to financials and economic data. This study followed a qualitative, realism, interpretivist approach in order to understand and seek rich descriptions from various participants on their diverse acquisition experiences which tells a story of why talent may decide to stay or leave post an acquisition. Data was collected using predominantly semi-structured open ended interviews. Nine acquired employees from different acquisitions were interviewed, some of which resigned post their acquisition. A thematic analysis process was used to analyse the data. Conclusions were drawn from the themes and the relationships between them. The study confirmed what the literature says on mergers and acquisitions and people integration challenges. Corporate culture differences, HR due diligence, HR integration plans and the management of change are key drivers impacting employees’ decision to leave or stay post an acquisition. Corporate culture differences include, structural, process and procedure difference. HR due diligence include effective communication before and during an acquisition and HR integration plans refer to the initiatives acquirer firms implement to manage the integration process. The management of change include the acquirer firms’ ability to put robust change management plans in place and the personal coping mechanisms acquired employees adopt to manage the change. The study concluded that the factors that impacted employees’ decision to stay or leave after an acquisition varied. Of the main factors included the inability to cope with... , M.Phil. (Management)
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Die interaktiewe rol van ondernemingskultuur tydens strategieverandering
- Van Biljon, Lizette Anne-Marie
- Authors: Van Biljon, Lizette Anne-Marie
- Date: 2012-08-28
- Subjects: Corporate culture , Organizational change - Management
- Type: Thesis
- Identifier: uj:3343 , http://hdl.handle.net/10210/6743
- Description: M.Comm. , In our ever-changing, fast paced world, competitive relationships can shift quickly when organizations respond too slowly to increased competition in their industry group. Succeeding in such a competitive and changing environment demands that organizations be reshaped to meet the challenges and competitive realities. The changes organizations are being forced to make merely to stay competitive are so fundamental that they must take root in an organization's culture and be managed. The idea of managing organizational culture is still quite new to most managers - at best they have a vague sense of what it means. They lack insight into the concept organizational culture, the complexity of integrating organizational culture and strategy and the managing of organizational cultural change. The lack of managerial insight can be attributed to the fact that organizational culture wears many cloaks and the fact that various definitions are being used to describe the concept. A clear conceptual understanding of the terminology is essential if the role and influence of organizational culture in the change process is to be understood, therefore various definitions are being focused on. Due to the changes taking place in the environment in which organizations operate, managers will increasingly find that they are confronted with major questions of how to position their organizations in a new business environment and how to change fundamentally the organizational culture. The interaction that takes place between organizational culture and organizational strategy in formulating and implementing organizational strategy is discussed. Whether organizational culture can be changed successfully has led to a debate among researchers. In order to implement strategic change the organization needs to manage cultural change to achieve congruency between culture and strategy. Organizational leadership is a critical factor in the change process and is analysed with reference to the role to be played by management in the creation of shared patterns of beliefs and values. Various managerial systems exist for achieving change within the organizational culture and it is essential that managers use a combination of these systems. Systems such as communication, reward systems and human resource management are discussed to establish their role in the process. The aim of the study is therefore to gain a clear insight in the concept organizational culture, the interaction of organizational culture and strategy and the change of organizational culture in the ever-changing business environment by focusing on various factors which are present in the afore-mentioned processes.
- Full Text:
- Authors: Van Biljon, Lizette Anne-Marie
- Date: 2012-08-28
- Subjects: Corporate culture , Organizational change - Management
- Type: Thesis
- Identifier: uj:3343 , http://hdl.handle.net/10210/6743
- Description: M.Comm. , In our ever-changing, fast paced world, competitive relationships can shift quickly when organizations respond too slowly to increased competition in their industry group. Succeeding in such a competitive and changing environment demands that organizations be reshaped to meet the challenges and competitive realities. The changes organizations are being forced to make merely to stay competitive are so fundamental that they must take root in an organization's culture and be managed. The idea of managing organizational culture is still quite new to most managers - at best they have a vague sense of what it means. They lack insight into the concept organizational culture, the complexity of integrating organizational culture and strategy and the managing of organizational cultural change. The lack of managerial insight can be attributed to the fact that organizational culture wears many cloaks and the fact that various definitions are being used to describe the concept. A clear conceptual understanding of the terminology is essential if the role and influence of organizational culture in the change process is to be understood, therefore various definitions are being focused on. Due to the changes taking place in the environment in which organizations operate, managers will increasingly find that they are confronted with major questions of how to position their organizations in a new business environment and how to change fundamentally the organizational culture. The interaction that takes place between organizational culture and organizational strategy in formulating and implementing organizational strategy is discussed. Whether organizational culture can be changed successfully has led to a debate among researchers. In order to implement strategic change the organization needs to manage cultural change to achieve congruency between culture and strategy. Organizational leadership is a critical factor in the change process and is analysed with reference to the role to be played by management in the creation of shared patterns of beliefs and values. Various managerial systems exist for achieving change within the organizational culture and it is essential that managers use a combination of these systems. Systems such as communication, reward systems and human resource management are discussed to establish their role in the process. The aim of the study is therefore to gain a clear insight in the concept organizational culture, the interaction of organizational culture and strategy and the change of organizational culture in the ever-changing business environment by focusing on various factors which are present in the afore-mentioned processes.
- Full Text:
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