Die ontplooiing van 'n ondernemingsprofiel getoets aan lewensiklusmodelle
- Authors: Olivie, Frans Thomas
- Date: 2014-04-15
- Subjects: Personnel management , Corporate culture
- Type: Thesis
- Identifier: uj:10681 , http://hdl.handle.net/10210/10197
- Description: M.Com. (Enterprise Management) , In quest of being the best coal mine complex in the world, Secunda Collieries has to enter a second growth phase. Amidst an ever changing environment the development of organizational structure, human resources and organizational culture play a important role in the consistent success of a company. Without the ability to evaluate the performances of this environment and the ability to adapt, no organization can thrive. Organizations tend to go through stages of organizational growth, with each stage progressing from a period of relative calm to a management crisis. How well the organization anticipates and deals with the crisis determines whether it leads to organizational decline or opportunities for renewal and future growth. The characteristics of the four-stage life-cycle model show how an organization can evolve from an informal, one-person show, in the entrepreneurial stage, to a bureaucratic teamwork emphasis in the decline stage. By applying the life-cycle metaphor to organizations, we are saying that there are distinct stages through which organizations proceed, that the stages follow a consistent pattern, and that the transitions from one stage to another are predictable rather than random occurrences. The placing of organizations, however, within these life-cycle stages, is independent of chronological age. The growth of the Sasol Coal division has been influenced by the growth of the Sasol group. Since its founding in the 1950's as a single division, the Sasol group has grown to twelve divisions. The coal division has grown from a single mine to the world's biggest underground mining complex...
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- Authors: Olivie, Frans Thomas
- Date: 2014-04-15
- Subjects: Personnel management , Corporate culture
- Type: Thesis
- Identifier: uj:10681 , http://hdl.handle.net/10210/10197
- Description: M.Com. (Enterprise Management) , In quest of being the best coal mine complex in the world, Secunda Collieries has to enter a second growth phase. Amidst an ever changing environment the development of organizational structure, human resources and organizational culture play a important role in the consistent success of a company. Without the ability to evaluate the performances of this environment and the ability to adapt, no organization can thrive. Organizations tend to go through stages of organizational growth, with each stage progressing from a period of relative calm to a management crisis. How well the organization anticipates and deals with the crisis determines whether it leads to organizational decline or opportunities for renewal and future growth. The characteristics of the four-stage life-cycle model show how an organization can evolve from an informal, one-person show, in the entrepreneurial stage, to a bureaucratic teamwork emphasis in the decline stage. By applying the life-cycle metaphor to organizations, we are saying that there are distinct stages through which organizations proceed, that the stages follow a consistent pattern, and that the transitions from one stage to another are predictable rather than random occurrences. The placing of organizations, however, within these life-cycle stages, is independent of chronological age. The growth of the Sasol Coal division has been influenced by the growth of the Sasol group. Since its founding in the 1950's as a single division, the Sasol group has grown to twelve divisions. The coal division has grown from a single mine to the world's biggest underground mining complex...
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The relationship between gender diversity and corporate profitability : the top 100 companies on the JSE Ltd
- Authors: Lehobo, Lineo
- Date: 2012-11-06
- Subjects: Corporate profits , Diversity in the workplace , Gender diversity , Women executives , Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:7364 , http://hdl.handle.net/10210/8120
- Description: M.Comm. , Although there has been some improvement over the last decade, the representation of women on corporate boards in many countries, including South Africa, is still alarmingly low. In the quest for gender equality in top corporate ranks and for better corporate governance, legislators and institutional investors have both called for greater diversity on corporate boards. This study determines whether the desired increase in gender diversity on boards, measured as the proportion of women on the board, is linked to greater corporate profitability, in an attempt to establish if there is any justification for appointing women to the board on the grounds of firm financial profitability. The study uses the Top 100 companies listed on the JSE to examine the nature of the relationship between board gender diversity and corporate profitability, for the period 2004 to 2008. Findings from correlation and regression analyses both portray a positive association between gender diversity in the boardroom and corporate profitability, but a negative association for gender diversity in the executive suite. Industry comparative analysis also shows that, on average, companies with one or more female directors outperform other companies on all three measures of profitability: return on assets, return on equity, and return on sales, whereas companies with one or more female executives show lower average profitability. Therefore, the study can advocate the appointment and inclusion of women on corporate boards from a financial or company profitability perspective, but it cannot do the same for female executives. Key words Gender diversity, corporate profitability, gender equality, corporate governance, board of directors
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- Authors: Lehobo, Lineo
- Date: 2012-11-06
- Subjects: Corporate profits , Diversity in the workplace , Gender diversity , Women executives , Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:7364 , http://hdl.handle.net/10210/8120
- Description: M.Comm. , Although there has been some improvement over the last decade, the representation of women on corporate boards in many countries, including South Africa, is still alarmingly low. In the quest for gender equality in top corporate ranks and for better corporate governance, legislators and institutional investors have both called for greater diversity on corporate boards. This study determines whether the desired increase in gender diversity on boards, measured as the proportion of women on the board, is linked to greater corporate profitability, in an attempt to establish if there is any justification for appointing women to the board on the grounds of firm financial profitability. The study uses the Top 100 companies listed on the JSE to examine the nature of the relationship between board gender diversity and corporate profitability, for the period 2004 to 2008. Findings from correlation and regression analyses both portray a positive association between gender diversity in the boardroom and corporate profitability, but a negative association for gender diversity in the executive suite. Industry comparative analysis also shows that, on average, companies with one or more female directors outperform other companies on all three measures of profitability: return on assets, return on equity, and return on sales, whereas companies with one or more female executives show lower average profitability. Therefore, the study can advocate the appointment and inclusion of women on corporate boards from a financial or company profitability perspective, but it cannot do the same for female executives. Key words Gender diversity, corporate profitability, gender equality, corporate governance, board of directors
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Creating a dynamic organisational climate for a financial sector company
- Authors: Hattingh, Johannes Hendrik
- Date: 2012-01-24
- Subjects: Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:1946 , http://hdl.handle.net/10210/4305
- Description: M.Comm.
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- Authors: Hattingh, Johannes Hendrik
- Date: 2012-01-24
- Subjects: Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:1946 , http://hdl.handle.net/10210/4305
- Description: M.Comm.
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Black employees' views on organisational culture : a theoretical study
- Authors: Mkasi, Musa Wisdom
- Date: 2012-08-27
- Subjects: Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:3235 , http://hdl.handle.net/10210/6645
- Description: M.Comm. , Organisational culture is one of the most essential ingredients of every organisation and yet most of the misapplied in organisations in South Africa. It drives the organisations to be relevant or irrelevant to their society/ies where they establish themselves; and influence the human resources favourably or unfavourably towards job satisfaction or job dissatisfaction. The productivity of every organisation depends heavily on the role that the human resources play. There is therefore good correspondence between satisfied employees and good productivity; dissatisfied employees and poor productivity; productive company and progressive cultures, which enhance everybody such as Ubuntu. This study judges from a theoretical perspective the relevance of organisational culture and its influence to organisational strategy. It highlights to organisations that culture is paramount to all the activities of the organisations, involving the organisations, the employees, and the society. Organisations cannot avoid cultural connotations, as they can place the organisation favourably or unfavourably to the society; and can cause dissatisfaction or satisfaction to the employees. When an organisation satisfies its customers and is deemed favourable, it goes without saying that it will be a productive and successful organisation. The responsibility to introduce a progressive organisational culture involves the government, employers, employees, trade unions and the society. The government has already institutionalised labour relations Acts, affirmative Act, Skills development Act, new tendering Act to promote equity and force organisations in South Africa, which outlaw discrimination, promote equity and force organisations in South Africa to change their culture. These Acts are accompanied by sanctions, which must be meted to all defaulting organisations. However, employers face a daunting challenge to drive their organisations in manners that will ensure that there is empowerment of all the disadvantaged groups; their organisations to adapt to new South Africa and promote job satisfaction, if their organisations are to be productive.
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- Authors: Mkasi, Musa Wisdom
- Date: 2012-08-27
- Subjects: Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:3235 , http://hdl.handle.net/10210/6645
- Description: M.Comm. , Organisational culture is one of the most essential ingredients of every organisation and yet most of the misapplied in organisations in South Africa. It drives the organisations to be relevant or irrelevant to their society/ies where they establish themselves; and influence the human resources favourably or unfavourably towards job satisfaction or job dissatisfaction. The productivity of every organisation depends heavily on the role that the human resources play. There is therefore good correspondence between satisfied employees and good productivity; dissatisfied employees and poor productivity; productive company and progressive cultures, which enhance everybody such as Ubuntu. This study judges from a theoretical perspective the relevance of organisational culture and its influence to organisational strategy. It highlights to organisations that culture is paramount to all the activities of the organisations, involving the organisations, the employees, and the society. Organisations cannot avoid cultural connotations, as they can place the organisation favourably or unfavourably to the society; and can cause dissatisfaction or satisfaction to the employees. When an organisation satisfies its customers and is deemed favourable, it goes without saying that it will be a productive and successful organisation. The responsibility to introduce a progressive organisational culture involves the government, employers, employees, trade unions and the society. The government has already institutionalised labour relations Acts, affirmative Act, Skills development Act, new tendering Act to promote equity and force organisations in South Africa, which outlaw discrimination, promote equity and force organisations in South Africa to change their culture. These Acts are accompanied by sanctions, which must be meted to all defaulting organisations. However, employers face a daunting challenge to drive their organisations in manners that will ensure that there is empowerment of all the disadvantaged groups; their organisations to adapt to new South Africa and promote job satisfaction, if their organisations are to be productive.
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'n Ontleding van enkele ondernemingskomponente nodig vir strategie-implementering
- Authors: Van Stryp, Gisela Christine
- Date: 2012-08-16
- Subjects: Strategic planning , Leadership , Corporate culture , Organizational change
- Type: Thesis
- Identifier: uj:9561 , http://hdl.handle.net/10210/5986
- Description: M.Comm. , The environment in which a South African business operates are distinguished by change. Businesses must on a continuous basis adopt to the demands of change in their environment. This study focus on the unseen or invisible components of a business, such as the structure, culture, leadership and human resource compliment, which enable the business to implement the formalised strategy, which in turn assist the business in adopting to the change in environment. Chapter two contains a short summary of strategy formulation and implementation. As soon as the strategy has been formalised and implementation of strategy must take place, the emphasised is moved to the unseen components of business. From Chapter three to six a iscussion on the resources required to support and manage the implementation of strategy, follows. In these chapters the following is raised: the structure that is required to ensure that strategy objectives are achieved; the required leadership, with emphasis on the role of leaders vs managers in a business; the relationship of strategy and culture; and the optimal composition of the human resource complement to ensure the implementation of the strategy. A summary of the recommendations of the study are the following: develop a suitable structure to support the strategy of business and tend to move to flatter organisational structures; obtain and develop leaders in the business; build and encourage a strong corporate culture; and Top Management must ensure and commit them to obtain the required human resource compliment in the business. In conclusion a recipe to the successful implementation of a strategy "Be customer focused and get the basis right.
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- Authors: Van Stryp, Gisela Christine
- Date: 2012-08-16
- Subjects: Strategic planning , Leadership , Corporate culture , Organizational change
- Type: Thesis
- Identifier: uj:9561 , http://hdl.handle.net/10210/5986
- Description: M.Comm. , The environment in which a South African business operates are distinguished by change. Businesses must on a continuous basis adopt to the demands of change in their environment. This study focus on the unseen or invisible components of a business, such as the structure, culture, leadership and human resource compliment, which enable the business to implement the formalised strategy, which in turn assist the business in adopting to the change in environment. Chapter two contains a short summary of strategy formulation and implementation. As soon as the strategy has been formalised and implementation of strategy must take place, the emphasised is moved to the unseen components of business. From Chapter three to six a iscussion on the resources required to support and manage the implementation of strategy, follows. In these chapters the following is raised: the structure that is required to ensure that strategy objectives are achieved; the required leadership, with emphasis on the role of leaders vs managers in a business; the relationship of strategy and culture; and the optimal composition of the human resource complement to ensure the implementation of the strategy. A summary of the recommendations of the study are the following: develop a suitable structure to support the strategy of business and tend to move to flatter organisational structures; obtain and develop leaders in the business; build and encourage a strong corporate culture; and Top Management must ensure and commit them to obtain the required human resource compliment in the business. In conclusion a recipe to the successful implementation of a strategy "Be customer focused and get the basis right.
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Organisational culture as a driver of business success
- Authors: Naidoo, Shamla
- Date: 2011-10-03T07:27:49Z
- Subjects: Success in business , Corporate culture
- Type: Thesis
- Identifier: uj:7221 , http://hdl.handle.net/10210/3859
- Description: D.Comm. , Organisations are becoming increasingly aware of the pervasive impact that culture has on its success. Corporate cultures exhibit certain characteristics that are collectively created through years of interaction, and which unconsciously direct the activities of its employees. Research indicates that culture plays a pivotal role in an organisation, and has the ability, either to make a positive contribution to the organisation‘s success, or to be a liability. Culture is also crucial in fundamental change efforts. In current times, social, cultural, political and technological forces constantly challenge organisations to reassess and redefine their strategies. In order to counter these challenges, the focus of many local companies has been on improving their capabilities and growing skills, as they are expected to compete and survive in a dynamic business world. One of the ways to achieve this is to obtain leverage from culture, a driving force in the organisation. To this end, this study seeks to explore the role of culture in driving business success. It is anticipated that the knowledge generated from this inquiry will afford new insights, and inform higher corporate practice. The research employed a qualitative case-study methodology. Participants of this study included a purposefully selected group of eight employees who occupied various managerial roles in the organisation. Semi-structured interviews were conducted, and thematic analysis was employed in analysing the resultant data. The key findings highlighted the role of culture in driving the organisations past success. However, these cultural traits proved to be questionable for continued success. In order to remain competitive, the changing environment and global challenges compelled the company to redefine its strategies, and introduce innovative measures to achieve its objectives. Strategy compelled the company to move forward to adapt to the ever-increasing environmental changes, but culture posed a constraint on learning and change. Further findings are also presented, and recommendations are made for future research and business practices.
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- Authors: Naidoo, Shamla
- Date: 2011-10-03T07:27:49Z
- Subjects: Success in business , Corporate culture
- Type: Thesis
- Identifier: uj:7221 , http://hdl.handle.net/10210/3859
- Description: D.Comm. , Organisations are becoming increasingly aware of the pervasive impact that culture has on its success. Corporate cultures exhibit certain characteristics that are collectively created through years of interaction, and which unconsciously direct the activities of its employees. Research indicates that culture plays a pivotal role in an organisation, and has the ability, either to make a positive contribution to the organisation‘s success, or to be a liability. Culture is also crucial in fundamental change efforts. In current times, social, cultural, political and technological forces constantly challenge organisations to reassess and redefine their strategies. In order to counter these challenges, the focus of many local companies has been on improving their capabilities and growing skills, as they are expected to compete and survive in a dynamic business world. One of the ways to achieve this is to obtain leverage from culture, a driving force in the organisation. To this end, this study seeks to explore the role of culture in driving business success. It is anticipated that the knowledge generated from this inquiry will afford new insights, and inform higher corporate practice. The research employed a qualitative case-study methodology. Participants of this study included a purposefully selected group of eight employees who occupied various managerial roles in the organisation. Semi-structured interviews were conducted, and thematic analysis was employed in analysing the resultant data. The key findings highlighted the role of culture in driving the organisations past success. However, these cultural traits proved to be questionable for continued success. In order to remain competitive, the changing environment and global challenges compelled the company to redefine its strategies, and introduce innovative measures to achieve its objectives. Strategy compelled the company to move forward to adapt to the ever-increasing environmental changes, but culture posed a constraint on learning and change. Further findings are also presented, and recommendations are made for future research and business practices.
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The relationship between occupational culture, occupational groups and reward preferences
- Authors: Nicholls, Michelle Lee
- Date: 2013-05-01
- Subjects: Incentives in industry , Corporate culture , Compensation management
- Type: Thesis
- Identifier: uj:7498 , http://hdl.handle.net/10210/8356
- Description: Ph.D. (Human Resource Management) , Orientation: Employee retention remains an ongoing challenge for South African organisations. As a vehicle for aiding employee retention, reward and more specifically reward preferences, are not fully understood. Occupational culture and occupational group is suggested as a practical segmentation approach in researching employee preferences. Occupational culture relates to the shared values, meanings, and behaviours of occupational groups and impacts on employee preferences. In researching employee reward preferences from an occupational culture and occupational group perspective, organisations may be better positioned empirically to differentiate their reward strategies along occupational group lines. In this way reward strategies may better meet the needs of the organisation and employees and maximise the employment exchange relationship. Research purpose: The main purpose of the study was to research reward preferences from an occupational culture perspective with the view to shedding empirical light and practical evidence on the influence of occupational culture on the reward preferences of specific occupational groups in South African organisations. The primary objective of the research was to propose and evaluate a structural model of the relationship between occupational culture dimensions and reward preferences of specific occupational groups in the South African context. The additional influence of Occupational Group, Race, and Gender on the reward preferences in a model that already contains occupational culture main effects was considered as per the secondary research objectives.
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- Authors: Nicholls, Michelle Lee
- Date: 2013-05-01
- Subjects: Incentives in industry , Corporate culture , Compensation management
- Type: Thesis
- Identifier: uj:7498 , http://hdl.handle.net/10210/8356
- Description: Ph.D. (Human Resource Management) , Orientation: Employee retention remains an ongoing challenge for South African organisations. As a vehicle for aiding employee retention, reward and more specifically reward preferences, are not fully understood. Occupational culture and occupational group is suggested as a practical segmentation approach in researching employee preferences. Occupational culture relates to the shared values, meanings, and behaviours of occupational groups and impacts on employee preferences. In researching employee reward preferences from an occupational culture and occupational group perspective, organisations may be better positioned empirically to differentiate their reward strategies along occupational group lines. In this way reward strategies may better meet the needs of the organisation and employees and maximise the employment exchange relationship. Research purpose: The main purpose of the study was to research reward preferences from an occupational culture perspective with the view to shedding empirical light and practical evidence on the influence of occupational culture on the reward preferences of specific occupational groups in South African organisations. The primary objective of the research was to propose and evaluate a structural model of the relationship between occupational culture dimensions and reward preferences of specific occupational groups in the South African context. The additional influence of Occupational Group, Race, and Gender on the reward preferences in a model that already contains occupational culture main effects was considered as per the secondary research objectives.
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Predictors of work-based identity
- Authors: De Braine, Roslyn Tania
- Date: 2012-10-25
- Subjects: Work-based identity , Diversity in the workplace , Corporate culture , Identity (Psychology) , Interpersonal relations
- Type: Thesis
- Identifier: uj:10436 , http://hdl.handle.net/10210/7902
- Description: D.Phil. , Orientation: The focus of this study is on the work-based identity construct. This study’s context is the South African multi-cultural and diverse work environment where different racial and cultural identities meet. South Africa’s transition into democracy requires a revised way of perceiving identity, particularly in the workplace. A revised way of viewing identity may be found in understanding work-based identity. Work-based identity is a multi-identity, multi-faceted, and multi-layered construction of the self. Its multi-faceted nature can be understood using three different dimensions, namely a structural, social, and individual-psychological, which influence the identity formation process. The structural dimension is the historical, legislative, national, and culturally embedded context in which individuals find themselves, and which influences identity formation. The social dimension refers to the social interaction that individuals engage in with other individuals. Career, occupational, and professional identity and organisational identification are the work-based identity facets that fall under this dimension. The individual-psychological dimension focuses on the individual’s personal identity orientation. Work centrality, job involvement, and person- organisation fit fall under this dimension. Work-based identity influences the way individuals behave in their work. It is developed as a result of the interplay between an individual’s personal resources and work processes. Work processes include work characteristics, which are job demands and job resources. Research purpose: As part of a larger work-based identity project, the primary objective of this study was to investigate whether job demands and job resources could serve as possible predictors of work-based identity. The Job Demands-Resources (JD-R) Model was used as the predictive model to account for both job demands and job resources in the prediction of work-based identity. Job demands were comprised of overload, job insecurity, and work-family conflict. Growth opportunities, organisational support, advancement, task identity, perceived external prestige, and team climate constituted the job resources. The possibility of non-linear relationships between job demands and work-based identity, and between job resources and work-based identity was also investigated. The possible mediation effects of job demands on the relationship between job resources and work-based identity was also assessed. Furthermore, the moderating effects of the biographical variables race, age, and gender on the relationships of each job demand and job resource with work-based identity were assessed. Lastly, the moderating effects of the demographic variables academic qualification, marital status, job level, medical fund, and work region on the relationship of each job demand and job resource with work-based identity were also assessed. Research design: A cross-sectional field survey design was used for this study. In addition, a census-based approach was utilised, where everyone in the target population (employees of a large South African Information and Communication Technology (ICT) company) had an equal opportunity to participate in the study. The target population of 23 134 employees yielded a sample of 2 429 (a response rate of about 11%). The Job Demands-Resources Scale (JDRS) was used to measure the job demands and job resources, except work-family conflict, perceived external prestige, task identity, and team climate. A Work-Family Scale, Perceived External Prestige Scale, Task Identity Scale, and Team Climate Scale were sourced and adapted to measure these constructs. Furthermore, a Work-based Identity Scale was developed for this study,
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- Authors: De Braine, Roslyn Tania
- Date: 2012-10-25
- Subjects: Work-based identity , Diversity in the workplace , Corporate culture , Identity (Psychology) , Interpersonal relations
- Type: Thesis
- Identifier: uj:10436 , http://hdl.handle.net/10210/7902
- Description: D.Phil. , Orientation: The focus of this study is on the work-based identity construct. This study’s context is the South African multi-cultural and diverse work environment where different racial and cultural identities meet. South Africa’s transition into democracy requires a revised way of perceiving identity, particularly in the workplace. A revised way of viewing identity may be found in understanding work-based identity. Work-based identity is a multi-identity, multi-faceted, and multi-layered construction of the self. Its multi-faceted nature can be understood using three different dimensions, namely a structural, social, and individual-psychological, which influence the identity formation process. The structural dimension is the historical, legislative, national, and culturally embedded context in which individuals find themselves, and which influences identity formation. The social dimension refers to the social interaction that individuals engage in with other individuals. Career, occupational, and professional identity and organisational identification are the work-based identity facets that fall under this dimension. The individual-psychological dimension focuses on the individual’s personal identity orientation. Work centrality, job involvement, and person- organisation fit fall under this dimension. Work-based identity influences the way individuals behave in their work. It is developed as a result of the interplay between an individual’s personal resources and work processes. Work processes include work characteristics, which are job demands and job resources. Research purpose: As part of a larger work-based identity project, the primary objective of this study was to investigate whether job demands and job resources could serve as possible predictors of work-based identity. The Job Demands-Resources (JD-R) Model was used as the predictive model to account for both job demands and job resources in the prediction of work-based identity. Job demands were comprised of overload, job insecurity, and work-family conflict. Growth opportunities, organisational support, advancement, task identity, perceived external prestige, and team climate constituted the job resources. The possibility of non-linear relationships between job demands and work-based identity, and between job resources and work-based identity was also investigated. The possible mediation effects of job demands on the relationship between job resources and work-based identity was also assessed. Furthermore, the moderating effects of the biographical variables race, age, and gender on the relationships of each job demand and job resource with work-based identity were assessed. Lastly, the moderating effects of the demographic variables academic qualification, marital status, job level, medical fund, and work region on the relationship of each job demand and job resource with work-based identity were also assessed. Research design: A cross-sectional field survey design was used for this study. In addition, a census-based approach was utilised, where everyone in the target population (employees of a large South African Information and Communication Technology (ICT) company) had an equal opportunity to participate in the study. The target population of 23 134 employees yielded a sample of 2 429 (a response rate of about 11%). The Job Demands-Resources Scale (JDRS) was used to measure the job demands and job resources, except work-family conflict, perceived external prestige, task identity, and team climate. A Work-Family Scale, Perceived External Prestige Scale, Task Identity Scale, and Team Climate Scale were sourced and adapted to measure these constructs. Furthermore, a Work-based Identity Scale was developed for this study,
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Knowledge sharing via enterprise intranets
- Authors: Van der Walt, Celeste
- Date: 2008-07-23T11:04:25Z
- Subjects: Intranets (Computer networks) , Knowledge management , Corporate culture
- Type: Thesis
- Identifier: uj:7399 , http://hdl.handle.net/10210/820
- Description: Successful enterprises are those that consistently create new knowledge, disseminate it widely throughout the enterprise and quickly embed it in new technologies and products. These ‘knowledge-creating’ enterprises understand what knowledge is and what they should do to exploit it. In other words, they successfully manage and share their knowledge throughout their enterprise. When launching a knowledge management initiative, it is important to identify which knowledge management processes are most relevant to the enterprise’s environment and systems, and steps should be taken to support these activities and integrate them into daily operations. Broader elements and issues should also be identified and recognised for the influence they have on the knowledge management process. For example that enterprises should encourage individuals to interact, to work together on projects, or to share their ideas on an informal basis and systems are needed to codify the knowledge of individuals so that others can use it. Applying these elements involves: information technology; formal and informal structures; and specific knowledge management tools. Another important factor in the success of a knowledge management project is to ground knowledge management and knowledge sharing within the context of the enterprise’s business strategy seeing that the intranet can assist in the creation of economic value and competitive advantage for the enterprise. The knowledge sharing or knowledge contribution part of the knowledge management process seems to be the most difficult for enterprises. Knowledge sharing often takes place in enterprises via employees’ informal networks. Knowledge management could turn this informal, ad hoc process into a more systematic process. Creating a corporate culture where knowledge is valued and shared effectively is a challenge. Part of the solution could be for an enterprise to be aware of their specific corporate culture and how it influences their behaviour and attitude towards knowledge sharing. Because the employee’s behaviour determines the sharing of knowledge, leadership has an important role to play and they could use various motivational practices to encourage knowledge sharing. Leadership should commit to creating an environment, within which employees are able to share, assess and experiment with new knowledge gained. The corporate intranet could be used as such an environment, but employees need to be trained to use their knowledge management IT tools, making it as easy as possible for employees to contribute to the enterprise knowledge base. Effective intranet usage should be embedded in the enterprise’s general corporate and knowledge sharing culture. The intranet should be seen as an essential part of the enterprise’s knowledge management system and should be designed to suit and enhance the enterprise knowledge sharing activities and culture. It is also important that intranets should be evaluated regularly to determine its current contribution to as well as future potential of the knowledge sharing capability of the enterprise. The importance of evaluating and measuring the enterprise intranet and various measurement tools were discussed in depth, which consequently led to the formulation of an intranet evaluation tool in the form of a questionnaire. The prototype questionnaire was compiled by using measurement tools developed previously. The questionnaire brought together the concepts of knowledge management, knowledge sharing cultures and intranet functionalities. The evaluation tool was then applied to measure the effectiveness of a management consulting business’s intranet in enhancing the enterprise’s knowledge sharing culture. Recommendations were made to enterprises use the questionnaire when using the questionnaire in similar environments. An intranet represents a tool of potentially high value to any enterprise, but in order to realise this value, the intranets should be properly measured and managed and every employee needs to take ownership and buy into the concept of the intranet as a knowledge sharing enabler. This calls for an employee to be motivated to participate in knowledge sharing, so that they can experience the value they could add and receive by using the intranet for knowledge sharing activities. , Prof. P.A. van Brakel Mnr. J.A. Kok
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- Authors: Van der Walt, Celeste
- Date: 2008-07-23T11:04:25Z
- Subjects: Intranets (Computer networks) , Knowledge management , Corporate culture
- Type: Thesis
- Identifier: uj:7399 , http://hdl.handle.net/10210/820
- Description: Successful enterprises are those that consistently create new knowledge, disseminate it widely throughout the enterprise and quickly embed it in new technologies and products. These ‘knowledge-creating’ enterprises understand what knowledge is and what they should do to exploit it. In other words, they successfully manage and share their knowledge throughout their enterprise. When launching a knowledge management initiative, it is important to identify which knowledge management processes are most relevant to the enterprise’s environment and systems, and steps should be taken to support these activities and integrate them into daily operations. Broader elements and issues should also be identified and recognised for the influence they have on the knowledge management process. For example that enterprises should encourage individuals to interact, to work together on projects, or to share their ideas on an informal basis and systems are needed to codify the knowledge of individuals so that others can use it. Applying these elements involves: information technology; formal and informal structures; and specific knowledge management tools. Another important factor in the success of a knowledge management project is to ground knowledge management and knowledge sharing within the context of the enterprise’s business strategy seeing that the intranet can assist in the creation of economic value and competitive advantage for the enterprise. The knowledge sharing or knowledge contribution part of the knowledge management process seems to be the most difficult for enterprises. Knowledge sharing often takes place in enterprises via employees’ informal networks. Knowledge management could turn this informal, ad hoc process into a more systematic process. Creating a corporate culture where knowledge is valued and shared effectively is a challenge. Part of the solution could be for an enterprise to be aware of their specific corporate culture and how it influences their behaviour and attitude towards knowledge sharing. Because the employee’s behaviour determines the sharing of knowledge, leadership has an important role to play and they could use various motivational practices to encourage knowledge sharing. Leadership should commit to creating an environment, within which employees are able to share, assess and experiment with new knowledge gained. The corporate intranet could be used as such an environment, but employees need to be trained to use their knowledge management IT tools, making it as easy as possible for employees to contribute to the enterprise knowledge base. Effective intranet usage should be embedded in the enterprise’s general corporate and knowledge sharing culture. The intranet should be seen as an essential part of the enterprise’s knowledge management system and should be designed to suit and enhance the enterprise knowledge sharing activities and culture. It is also important that intranets should be evaluated regularly to determine its current contribution to as well as future potential of the knowledge sharing capability of the enterprise. The importance of evaluating and measuring the enterprise intranet and various measurement tools were discussed in depth, which consequently led to the formulation of an intranet evaluation tool in the form of a questionnaire. The prototype questionnaire was compiled by using measurement tools developed previously. The questionnaire brought together the concepts of knowledge management, knowledge sharing cultures and intranet functionalities. The evaluation tool was then applied to measure the effectiveness of a management consulting business’s intranet in enhancing the enterprise’s knowledge sharing culture. Recommendations were made to enterprises use the questionnaire when using the questionnaire in similar environments. An intranet represents a tool of potentially high value to any enterprise, but in order to realise this value, the intranets should be properly measured and managed and every employee needs to take ownership and buy into the concept of the intranet as a knowledge sharing enabler. This calls for an employee to be motivated to participate in knowledge sharing, so that they can experience the value they could add and receive by using the intranet for knowledge sharing activities. , Prof. P.A. van Brakel Mnr. J.A. Kok
- Full Text:
The effect of change management on corporate culture
- Authors: Viljoen, David Jacobus
- Date: 2012-08-28
- Subjects: Organizational change -- Management , Corporate culture
- Type: Mini-Dissertation
- Identifier: http://ujcontent.uj.ac.za8080/10210/390280 , uj:3323 , http://hdl.handle.net/10210/6725
- Description: M.Comm. , This chapter addresses the issues of the changing nature of change, the significant changes and challenges organisations will have to deal with in the new world, and the effect of these changes on the way organisational change will have to be managed in the future. The purpose of this theoretical assessment of change, organisational change and managing organisational change was to institute the rationale why it is important for managers and leaders, of today and tomorrow, to reassess their roles in the dramatic changes their organisations are experiencing. The section on change reveals that the nature of change has changed again, but this time, more drastically than ever experienced before in the world. The changes the world experienced since the mid-nineties are not just exponentially bigger than those of the past, it is also escalating at a much higher rates than ever before. The main reason for this continuous growing change follows from the changes in the forces that drive these changes. The increasing pace of technological development, communication and globalisation are constantly creating new world markets that provide ample new opportunities for businesses but at the same time creating a highly complex and competitive business environment. The section on organisational change indicates that these changes in the business environment force organisations to reassess their positions in the markets. Local boundaries and protection are disappearing quickly and more multinationals are appearing in the world markets. Competition is escalating, competitive advantages are disappearing, products and services becomes obsolete, innovation is the new game, stability disappears, and the people and not the leaders becomes the drivers of the new organisations. The nature of these change, forces organisations to implement major changes, in fact, too totally reinvent all aspects of the organisation, leadership, management, structure, processes, and corporate culture. The last section of the chapter, which looked at the managing of organisational change indicate that managing these major organisational changes has become the biggest challenge ever for the leaders and managers of organisations. The old well established change management methods and processes proofs to be insufficient to deal with the new challenges. Change has to happen quickly and continuously, leaving no time for well-planned incremental change processes. Integrated change management methods and processes that could drive structural, business processes and corporate culture changes at the same time needs to be designed and implemented. Most importantly, the organisation needs change process that could change its corporate culture as quickly as it change its structure and business processes. This chapter also emphasis the need to provide the organisations, leaders, and managers with insight into the nature and importance of their corporate cultures in these major change, since it is the people of the organisation that will drive the implementation of these changes. Chapter 3 deals extensively with the role of corporate culture in the change process.
- Full Text:
- Authors: Viljoen, David Jacobus
- Date: 2012-08-28
- Subjects: Organizational change -- Management , Corporate culture
- Type: Mini-Dissertation
- Identifier: http://ujcontent.uj.ac.za8080/10210/390280 , uj:3323 , http://hdl.handle.net/10210/6725
- Description: M.Comm. , This chapter addresses the issues of the changing nature of change, the significant changes and challenges organisations will have to deal with in the new world, and the effect of these changes on the way organisational change will have to be managed in the future. The purpose of this theoretical assessment of change, organisational change and managing organisational change was to institute the rationale why it is important for managers and leaders, of today and tomorrow, to reassess their roles in the dramatic changes their organisations are experiencing. The section on change reveals that the nature of change has changed again, but this time, more drastically than ever experienced before in the world. The changes the world experienced since the mid-nineties are not just exponentially bigger than those of the past, it is also escalating at a much higher rates than ever before. The main reason for this continuous growing change follows from the changes in the forces that drive these changes. The increasing pace of technological development, communication and globalisation are constantly creating new world markets that provide ample new opportunities for businesses but at the same time creating a highly complex and competitive business environment. The section on organisational change indicates that these changes in the business environment force organisations to reassess their positions in the markets. Local boundaries and protection are disappearing quickly and more multinationals are appearing in the world markets. Competition is escalating, competitive advantages are disappearing, products and services becomes obsolete, innovation is the new game, stability disappears, and the people and not the leaders becomes the drivers of the new organisations. The nature of these change, forces organisations to implement major changes, in fact, too totally reinvent all aspects of the organisation, leadership, management, structure, processes, and corporate culture. The last section of the chapter, which looked at the managing of organisational change indicate that managing these major organisational changes has become the biggest challenge ever for the leaders and managers of organisations. The old well established change management methods and processes proofs to be insufficient to deal with the new challenges. Change has to happen quickly and continuously, leaving no time for well-planned incremental change processes. Integrated change management methods and processes that could drive structural, business processes and corporate culture changes at the same time needs to be designed and implemented. Most importantly, the organisation needs change process that could change its corporate culture as quickly as it change its structure and business processes. This chapter also emphasis the need to provide the organisations, leaders, and managers with insight into the nature and importance of their corporate cultures in these major change, since it is the people of the organisation that will drive the implementation of these changes. Chapter 3 deals extensively with the role of corporate culture in the change process.
- Full Text:
The influence of communication within organizations
- Authors: Dos Santos, Ayrton
- Date: 2016
- Subjects: Communication in organizations , Communication in management , Corporate culture , Interpersonal communication
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/212989 , uj:21064
- Description: Abstract: Research has shown that communication is one of the key factors in organizational success and if not dealt with correctly will lead to poor organizational performance. This minor dissertation aims to investigate why modern day organizations still perform poorly in the area of communication. This will be demonstrated by researching the risk areas associated with communication as well as the factors within organizations that influence communication. This qualitative research study makes use of a case study, speed networking survey as well as a questionnaire. The findings of the research conducted identified four factors which influence communication namely, the communication software platform, organizational structure & strategy, communication competency of the employees and communication planning. Furthermore, the results found two main areas of risk associated with communication namely, the use of informal communication platforms (such as WhatsApp) and the communication of company information. The main conclusions drawn from this research were that organizations mainly perform poorly in the area of communication due to the lack of knowledge of the impact communication has on organizational performance. Modern day technologies such as email and instant messaging services have aided in the speed of communication but must not be solely relied on to solve all communication needs. This research calls for organizations to develop communication departments which work to identify the factors that influence their ability to communicate as well as the communication risk areas within the organization. Identifying and providing solutions to mitigate these factors should be their sole purpose. , M.Ing. (Engineering Management)
- Full Text:
- Authors: Dos Santos, Ayrton
- Date: 2016
- Subjects: Communication in organizations , Communication in management , Corporate culture , Interpersonal communication
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/212989 , uj:21064
- Description: Abstract: Research has shown that communication is one of the key factors in organizational success and if not dealt with correctly will lead to poor organizational performance. This minor dissertation aims to investigate why modern day organizations still perform poorly in the area of communication. This will be demonstrated by researching the risk areas associated with communication as well as the factors within organizations that influence communication. This qualitative research study makes use of a case study, speed networking survey as well as a questionnaire. The findings of the research conducted identified four factors which influence communication namely, the communication software platform, organizational structure & strategy, communication competency of the employees and communication planning. Furthermore, the results found two main areas of risk associated with communication namely, the use of informal communication platforms (such as WhatsApp) and the communication of company information. The main conclusions drawn from this research were that organizations mainly perform poorly in the area of communication due to the lack of knowledge of the impact communication has on organizational performance. Modern day technologies such as email and instant messaging services have aided in the speed of communication but must not be solely relied on to solve all communication needs. This research calls for organizations to develop communication departments which work to identify the factors that influence their ability to communicate as well as the communication risk areas within the organization. Identifying and providing solutions to mitigate these factors should be their sole purpose. , M.Ing. (Engineering Management)
- Full Text:
The design of a pragmatic and user friendly organisation culture diagnoses framework
- Authors: Crafford, F.
- Date: 2012-08-13
- Subjects: Corporate culture
- Type: Thesis
- Identifier: uj:9032 , http://hdl.handle.net/10210/5497
- Description: M.Comm. , The concept of an organisation culture has emerged in the last decade due to theorist recognizing that organisations are more than mechanistic, rational goal driven systems with formal structures. Beyond formal structures are the hidden social frameworks people take for granted (Schultz, 1995: 5). Within these frameworks lies the unconscious life of an organisation, where beliefs, values and meanings are created, develop and influence the more visible life of the organisation.
- Full Text:
- Authors: Crafford, F.
- Date: 2012-08-13
- Subjects: Corporate culture
- Type: Thesis
- Identifier: uj:9032 , http://hdl.handle.net/10210/5497
- Description: M.Comm. , The concept of an organisation culture has emerged in the last decade due to theorist recognizing that organisations are more than mechanistic, rational goal driven systems with formal structures. Beyond formal structures are the hidden social frameworks people take for granted (Schultz, 1995: 5). Within these frameworks lies the unconscious life of an organisation, where beliefs, values and meanings are created, develop and influence the more visible life of the organisation.
- Full Text:
The importance of effective strategic leadership in organisations
- Authors: Van Eeden, Cornelia Maria
- Date: 2012-08-13
- Subjects: Leadership. , Human capital. , Corporate culture , Strategic planning. , Business ethics. , Corporate governance.
- Type: Mini-Dissertation
- Identifier: uj:9128 , http://hdl.handle.net/10210/5584
- Description: M.Comm. , This research is intended to describe the elements that underline and compromise strategic leadership. Having strategic leaders with substantive expertise in the firm's core functions and businesses is important to the effectiveness of a management team. A heterogenic management team is associated positively with innovation and strategic change and may force them to "think outside of the box" (Hitt et al.,2001:493). Key elements of strategic leadership is used to identify weaknesses and strengths within the organisation and explored. The type of effective strategic leadership that results in the successful implementation of strategies is exemplified by developing human capital through training to establish a strategic direction, fostering an effective culture, exploiting core competencies, using effective organisational control systems and establish ethical practices (Hitt et al., 2001: 509).
- Full Text:
- Authors: Van Eeden, Cornelia Maria
- Date: 2012-08-13
- Subjects: Leadership. , Human capital. , Corporate culture , Strategic planning. , Business ethics. , Corporate governance.
- Type: Mini-Dissertation
- Identifier: uj:9128 , http://hdl.handle.net/10210/5584
- Description: M.Comm. , This research is intended to describe the elements that underline and compromise strategic leadership. Having strategic leaders with substantive expertise in the firm's core functions and businesses is important to the effectiveness of a management team. A heterogenic management team is associated positively with innovation and strategic change and may force them to "think outside of the box" (Hitt et al.,2001:493). Key elements of strategic leadership is used to identify weaknesses and strengths within the organisation and explored. The type of effective strategic leadership that results in the successful implementation of strategies is exemplified by developing human capital through training to establish a strategic direction, fostering an effective culture, exploiting core competencies, using effective organisational control systems and establish ethical practices (Hitt et al., 2001: 509).
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An overview of change management : the identification of the critical success factors that will ensure the survival and progression of an organisation
- Authors: Robinson, Hannelize
- Date: 2012-09-10
- Subjects: Organizational change - Management , Organizational learning , Leadership , Corporate culture
- Type: Thesis
- Identifier: uj:9884 , http://hdl.handle.net/10210/7283
- Description: M.Comm. , The average life expectancy of a multinational corporation is somewhere between 40 and 50 years, according to Arie de Geus, author of "The Living Company: Habits for Survival in a Turbulent Business Environment" (De Geus, 1997) In fact, one-third of the companies listed on the 1970 Fortune 500 had disappeared just 13 years later, thanks to mergers, acquisitions or being broken apart. Like the single-cell amoeba, which continually changes its shape and direction based on external influences, long-lived companies are sensitive to their environment and know how to adapt and evolve to fit ever-changing conditions, (Caudron, 2000:54). While adaptability is a key contributor to corporate longevity, there are other factors that help companies live long, healthy and profitable lives. In his book, "The Living Company", Arie de Geus explores the factors that allow large companies to thrive over a long period. After studying 27 long-lived companies, he reveals that four common factors explain their success: Long-lived companies were sensitive to their environment. Whether they had built their fortunes on knowledge or natural resources, they remained in harmony with the world around them. As wars, depressions, technologies and political changes surged and ebbed, they always seemed to excel at keeping their feelers out, tuned to whatever was going on. They did this despite the fact that there was little data available, let alone the communications facilities to give them a global view of the environment. Long-lived companies were cohesive, with a strong sense of identity. No matter how widely diversified they were, their employees, and even their suppliers at times, felt they were all part of one entity. Long-lived companies were tolerant of activities, experiments and eccentricities that kept stretching their understanding of possibilities. Long-lived companies were conservative in financing. They were frugal and did not risk their capital gratuitously. They understood the meaning of money in an oldfashioned way; they knew the usefulness of having spare cash. Having money in hand gave them flexibility and independence. They could pursue options that their competitors could not. They could grasp opportunities without first having to convince third-party financiers of their attractiveness. More than anything else, managers in adaptable companies realize they can no longer conduct business the old-fashioned way. Gone are long-range plans, task-oriented job descriptions, rigid functional divisions and top-down decision-making. (Caudron, 2000: 54) Instead, in adaptable companies: Employees are given more freedom. The primary source of adaptability in organizations is the employees. For this reason, adaptable organizations treat people differently. They allow greater participation from employees and give them the freedom to decide how they will react to change. Management sets broad goals and objectives. Because executives in adaptable rganizations recognize that employees are capable of making good decisions, the executives themselves make far fewer day-to-day decisions. Executives in adaptable companies may articulate a direction for the organization, but they don't dictate what needs to be done. By setting broad goals and objectives, as opposed to determining specific tasks, these executives allow employees the room to respond to an opportunity in a way that makes the best sense for that opportunity at that time. The trick with setting broad goals instead of defining specific tasks is that executives must know how to maintain the balance between complete control and total unpredictability. Adaptable executives must learn to provide enough guidance so that people aren't floundering, but not so much guidance that employees lose their creativity and initiative. Executives regularly conduct scenario planning. Companies used to be able to plan projects five and 10 years ahead of time and then outline the specific steps needed to make those projects happen. But this is no longer possible in today's business environment.
- Full Text:
- Authors: Robinson, Hannelize
- Date: 2012-09-10
- Subjects: Organizational change - Management , Organizational learning , Leadership , Corporate culture
- Type: Thesis
- Identifier: uj:9884 , http://hdl.handle.net/10210/7283
- Description: M.Comm. , The average life expectancy of a multinational corporation is somewhere between 40 and 50 years, according to Arie de Geus, author of "The Living Company: Habits for Survival in a Turbulent Business Environment" (De Geus, 1997) In fact, one-third of the companies listed on the 1970 Fortune 500 had disappeared just 13 years later, thanks to mergers, acquisitions or being broken apart. Like the single-cell amoeba, which continually changes its shape and direction based on external influences, long-lived companies are sensitive to their environment and know how to adapt and evolve to fit ever-changing conditions, (Caudron, 2000:54). While adaptability is a key contributor to corporate longevity, there are other factors that help companies live long, healthy and profitable lives. In his book, "The Living Company", Arie de Geus explores the factors that allow large companies to thrive over a long period. After studying 27 long-lived companies, he reveals that four common factors explain their success: Long-lived companies were sensitive to their environment. Whether they had built their fortunes on knowledge or natural resources, they remained in harmony with the world around them. As wars, depressions, technologies and political changes surged and ebbed, they always seemed to excel at keeping their feelers out, tuned to whatever was going on. They did this despite the fact that there was little data available, let alone the communications facilities to give them a global view of the environment. Long-lived companies were cohesive, with a strong sense of identity. No matter how widely diversified they were, their employees, and even their suppliers at times, felt they were all part of one entity. Long-lived companies were tolerant of activities, experiments and eccentricities that kept stretching their understanding of possibilities. Long-lived companies were conservative in financing. They were frugal and did not risk their capital gratuitously. They understood the meaning of money in an oldfashioned way; they knew the usefulness of having spare cash. Having money in hand gave them flexibility and independence. They could pursue options that their competitors could not. They could grasp opportunities without first having to convince third-party financiers of their attractiveness. More than anything else, managers in adaptable companies realize they can no longer conduct business the old-fashioned way. Gone are long-range plans, task-oriented job descriptions, rigid functional divisions and top-down decision-making. (Caudron, 2000: 54) Instead, in adaptable companies: Employees are given more freedom. The primary source of adaptability in organizations is the employees. For this reason, adaptable organizations treat people differently. They allow greater participation from employees and give them the freedom to decide how they will react to change. Management sets broad goals and objectives. Because executives in adaptable rganizations recognize that employees are capable of making good decisions, the executives themselves make far fewer day-to-day decisions. Executives in adaptable companies may articulate a direction for the organization, but they don't dictate what needs to be done. By setting broad goals and objectives, as opposed to determining specific tasks, these executives allow employees the room to respond to an opportunity in a way that makes the best sense for that opportunity at that time. The trick with setting broad goals instead of defining specific tasks is that executives must know how to maintain the balance between complete control and total unpredictability. Adaptable executives must learn to provide enough guidance so that people aren't floundering, but not so much guidance that employees lose their creativity and initiative. Executives regularly conduct scenario planning. Companies used to be able to plan projects five and 10 years ahead of time and then outline the specific steps needed to make those projects happen. But this is no longer possible in today's business environment.
- Full Text:
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.
- Full Text:
The discriminant validity of a culture assessment instrument:a comparison of company culture.
- Authors: Du Toit, Willem Francois
- Date: 2008-04-22T06:17:23Z
- Subjects: Corporate culture , evaluation
- Type: Thesis
- Identifier: uj:8524 , http://hdl.handle.net/10210/267
- Description: Prof. Gert Roodt
- Full Text:
- Authors: Du Toit, Willem Francois
- Date: 2008-04-22T06:17:23Z
- Subjects: Corporate culture , evaluation
- Type: Thesis
- Identifier: uj:8524 , http://hdl.handle.net/10210/267
- Description: Prof. Gert Roodt
- Full Text:
Reflections on shifts in work identity of research team members
- Authors: Smith, Rina Alida
- Date: 2012-09-04
- Subjects: Work identity , Corporate culture , Identity (Psychology) , Employees - Rating of
- Type: Thesis
- Identifier: uj:3518 , http://hdl.handle.net/10210/6906
- Description: M.Phil. , Orientation: This study explores shifts in the work identity of individual team members in a research team. Research Purpose: The aim of the study is to explore shifts in work identity experienced by individual research team members during the duration of a project wherein they studied work identity themselves. Motivation for the study: To reflect on shifts in work identity. Research strategy: The researcher presented data through confessional tales, autoethnography, fictional representation, realist tales and vignettes. Using thematic analysis methodology in the context of qualitative field research, ten semi -structured interviews were conducted with five participants who were themselves involved in conducting a research study on work identity.These participants were employed by various South African companies and academia.The researcher, who formed part of the research team presented data related to shifts in her own work identity by means of an autoethnographic account. Main findings: The four primary themes presented in the data are: Compass points guiding our journey; navigating personal circumstances; negotiating identity and identification in the workplace; perception of self. Managerial applications: This study has implications for organisations looking to improve productivity through an understanding of work identity. Theoretical Contribution: An application for shifts in work identity is done by positioning shifts in work identity in a framework proposed by Ibarra (2004).
- Full Text:
- Authors: Smith, Rina Alida
- Date: 2012-09-04
- Subjects: Work identity , Corporate culture , Identity (Psychology) , Employees - Rating of
- Type: Thesis
- Identifier: uj:3518 , http://hdl.handle.net/10210/6906
- Description: M.Phil. , Orientation: This study explores shifts in the work identity of individual team members in a research team. Research Purpose: The aim of the study is to explore shifts in work identity experienced by individual research team members during the duration of a project wherein they studied work identity themselves. Motivation for the study: To reflect on shifts in work identity. Research strategy: The researcher presented data through confessional tales, autoethnography, fictional representation, realist tales and vignettes. Using thematic analysis methodology in the context of qualitative field research, ten semi -structured interviews were conducted with five participants who were themselves involved in conducting a research study on work identity.These participants were employed by various South African companies and academia.The researcher, who formed part of the research team presented data related to shifts in her own work identity by means of an autoethnographic account. Main findings: The four primary themes presented in the data are: Compass points guiding our journey; navigating personal circumstances; negotiating identity and identification in the workplace; perception of self. Managerial applications: This study has implications for organisations looking to improve productivity through an understanding of work identity. Theoretical Contribution: An application for shifts in work identity is done by positioning shifts in work identity in a framework proposed by Ibarra (2004).
- Full Text:
Die invloed van induksie by die skepping van 'n gunstige organisasieklimaat by die nuweling
- Authors: Els, Paul Johannes
- Date: 2014-11-17
- Subjects: Corporate culture , Employee orientation
- Type: Thesis
- Identifier: uj:12874 , http://hdl.handle.net/10210/12764
- Description: M.Com. (Industrial Psychology) , The primary aim of this research project was to determine whether induction has an influence with regard to establishing a favourable organizational climate with the new employee. Two organizations were used for this research, the one with a well-planned induction programme and the other with no induction programme at ,all. The two orqanizations correspond well with regard to service conditions, fringe benefits and working hours and the administrative personnel of both were used as experimental subjects. The latter included both males and females and they were further divided according to qualifications and age group. The organizational climate questionnaire used for collection of the data, is that of Litwin and Stringer. Gelfand (1972) redeveloped the questionnaire for a South African application. The questionnaire measures nine dimensions that provide objective information regarding organizational climate. Altogether 122 questionnaires, 65 at organization A and 57 at organization B, were used for the final interpretation. The following hypothesis was made: An organization that employs a well-planned induction programme will create a more favourable organizational climate with the new employee than would an organization that does not employ any induction programme at all. In order to determine the significant differences between the two research groups, t-tests were conducted. It was expected that new employees who have followed a well-planned induction programme would from the start, reflect a more positive image of the climate within their new organization. However, with the exception of three dimensions, confirmation could not be obtained for these initial expectations. A global comparison between the two organizations also did not indicate any real differences between the two research groups.
- Full Text:
- Authors: Els, Paul Johannes
- Date: 2014-11-17
- Subjects: Corporate culture , Employee orientation
- Type: Thesis
- Identifier: uj:12874 , http://hdl.handle.net/10210/12764
- Description: M.Com. (Industrial Psychology) , The primary aim of this research project was to determine whether induction has an influence with regard to establishing a favourable organizational climate with the new employee. Two organizations were used for this research, the one with a well-planned induction programme and the other with no induction programme at ,all. The two orqanizations correspond well with regard to service conditions, fringe benefits and working hours and the administrative personnel of both were used as experimental subjects. The latter included both males and females and they were further divided according to qualifications and age group. The organizational climate questionnaire used for collection of the data, is that of Litwin and Stringer. Gelfand (1972) redeveloped the questionnaire for a South African application. The questionnaire measures nine dimensions that provide objective information regarding organizational climate. Altogether 122 questionnaires, 65 at organization A and 57 at organization B, were used for the final interpretation. The following hypothesis was made: An organization that employs a well-planned induction programme will create a more favourable organizational climate with the new employee than would an organization that does not employ any induction programme at all. In order to determine the significant differences between the two research groups, t-tests were conducted. It was expected that new employees who have followed a well-planned induction programme would from the start, reflect a more positive image of the climate within their new organization. However, with the exception of three dimensions, confirmation could not be obtained for these initial expectations. A global comparison between the two organizations also did not indicate any real differences between the two research groups.
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Mentorship as management tool in the modern organisation
- Authors: Muller, Hendrik Josephus
- Date: 2012-08-15
- Subjects: Mentoring in business , Corporate culture , Mentorship
- Type: Mini-Dissertation
- Identifier: uj:9326 , http://hdl.handle.net/10210/5766
- Description: M.Comm. , The face of the modern organisation has changed. We are truly entering a global economy. This is evident from the mobility of the workforces in the South African organisation. In the course of this study, theory is directed to ensure that information within the organisation is preserved. The aim is to investigate the concept of mentorship and how it can be utilised to ensure that information is retained by the organisation. Finally, in having formed the holistic view of mentorship and the structure of a formal mentorship programme, the implementation of such a programme is discussed. Recommendations will then be put forward on how management should go about in implementing such a mentorship programme to ensure that it is to the benefit of the organisation.
- Full Text:
- Authors: Muller, Hendrik Josephus
- Date: 2012-08-15
- Subjects: Mentoring in business , Corporate culture , Mentorship
- Type: Mini-Dissertation
- Identifier: uj:9326 , http://hdl.handle.net/10210/5766
- Description: M.Comm. , The face of the modern organisation has changed. We are truly entering a global economy. This is evident from the mobility of the workforces in the South African organisation. In the course of this study, theory is directed to ensure that information within the organisation is preserved. The aim is to investigate the concept of mentorship and how it can be utilised to ensure that information is retained by the organisation. Finally, in having formed the holistic view of mentorship and the structure of a formal mentorship programme, the implementation of such a programme is discussed. Recommendations will then be put forward on how management should go about in implementing such a mentorship programme to ensure that it is to the benefit of the organisation.
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The alignment of organisational interventions with all interdependent levels of culture
- Authors: Rothmann, Karien
- Date: 2012-08-14
- Subjects: Corporate culture , Organizational change , Diversity in the workplace
- Type: Thesis
- Identifier: uj:9197 , http://hdl.handle.net/10210/5648
- Description: M.Comm. , The word "culture" has many definitions and implications. Its nature is often difficult to define and hard to compress. It reflects how people think about their world and environment and how they make choices to survive within it. Most importantly, though, it mirrors the changes in mindset and growth of a specific group of people.
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- Authors: Rothmann, Karien
- Date: 2012-08-14
- Subjects: Corporate culture , Organizational change , Diversity in the workplace
- Type: Thesis
- Identifier: uj:9197 , http://hdl.handle.net/10210/5648
- Description: M.Comm. , The word "culture" has many definitions and implications. Its nature is often difficult to define and hard to compress. It reflects how people think about their world and environment and how they make choices to survive within it. Most importantly, though, it mirrors the changes in mindset and growth of a specific group of people.
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