'n Diagnose van skoolkultuur
- Authors: Uys, Maria Magdalena
- Date: 2014-11-04
- Subjects: Corporate culture , School management and organization
- Type: Thesis
- Identifier: uj:12771 , http://hdl.handle.net/10210/12660
- Description: M.Ed. (Educational Management) , Please refer to full text to view abstract
- Full Text:
- Authors: Uys, Maria Magdalena
- Date: 2014-11-04
- Subjects: Corporate culture , School management and organization
- Type: Thesis
- Identifier: uj:12771 , http://hdl.handle.net/10210/12660
- Description: M.Ed. (Educational Management) , Please refer to full text to view abstract
- Full Text:
'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.
- Full Text:
- 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.
- Full Text:
Aligning corporate culture and product innovation at Sappi Fine Paper South Africa
- Authors: Loots, Daniel Eduard
- Date: 2009-03-24T12:09:33Z
- Subjects: Organizational change , Corporate culture , Paper industry (South Africa)
- Type: Thesis
- Identifier: uj:8221 , http://hdl.handle.net/10210/2305
- Description: M.B.A. , The paper industry and, more specifically, Sappi Fine Paper, has not been achieving the levels of innovation required to meet rapidly-changing market needs, especially when compared to manufacturers like 3M. The industry is therefore losing value and not achieving optimal returns on investment. The reasons for this lack of innovation are not known. This study aims to investigate these sub-optimal levels of innovation, and to define some of the possible reasons for it. The study begins with an examination of corporate culture and its impact on innovation. In this regard, a cultural audit was done on a selected group of Sappi employees involved in product development from manufacturing, and sales and marketing. The questionnaire used was aimed at measuring and quantifying innovation and creativity influencers, and both perceived and preferred dimensions of culture were recorded. A gap analysis was then undertaken between the two, and perceptual charts plotted for each of the research groups. The audit revealed that Sappi Fine Paper does, indeed, have a creative culture, but the gap analysis revealed that in certain dimensions there are large gaps between the perceived and preferred profiles. The most critical gap affecting innovation was the one in the “risk profile” dimension. This revealed a tendency for the company to be risk averse, while the expressed preference of staff is that it be more open to risk taking. The literature review also highlights the importance that risk taking plays in innovation. The conclusion drawn is that, in order to achieve improved levels of innovation, Sappi Fine Paper needs to support existing creativity with a greater openness to risk taking resulting in higher levels of innovation.
- Full Text:
- Authors: Loots, Daniel Eduard
- Date: 2009-03-24T12:09:33Z
- Subjects: Organizational change , Corporate culture , Paper industry (South Africa)
- Type: Thesis
- Identifier: uj:8221 , http://hdl.handle.net/10210/2305
- Description: M.B.A. , The paper industry and, more specifically, Sappi Fine Paper, has not been achieving the levels of innovation required to meet rapidly-changing market needs, especially when compared to manufacturers like 3M. The industry is therefore losing value and not achieving optimal returns on investment. The reasons for this lack of innovation are not known. This study aims to investigate these sub-optimal levels of innovation, and to define some of the possible reasons for it. The study begins with an examination of corporate culture and its impact on innovation. In this regard, a cultural audit was done on a selected group of Sappi employees involved in product development from manufacturing, and sales and marketing. The questionnaire used was aimed at measuring and quantifying innovation and creativity influencers, and both perceived and preferred dimensions of culture were recorded. A gap analysis was then undertaken between the two, and perceptual charts plotted for each of the research groups. The audit revealed that Sappi Fine Paper does, indeed, have a creative culture, but the gap analysis revealed that in certain dimensions there are large gaps between the perceived and preferred profiles. The most critical gap affecting innovation was the one in the “risk profile” dimension. This revealed a tendency for the company to be risk averse, while the expressed preference of staff is that it be more open to risk taking. The literature review also highlights the importance that risk taking plays in innovation. The conclusion drawn is that, in order to achieve improved levels of innovation, Sappi Fine Paper needs to support existing creativity with a greater openness to risk taking resulting in higher levels of innovation.
- Full Text:
An assessment of the impact of culture on construction education in South Africa
- Authors: Kgoadi, Mokgadi Dalleen
- Date: 2016
- Subjects: Construction industry - Management - Study and teaching (Higher) , Construction industry - Management - Vocational guidance , Engineers - Study and teaching (Continuing education) , Corporate culture
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/242975 , uj:25077
- Description: M.Tech. (Quantity Survey) , Abstract: South Africa’s education sector comprises various individuals, all with different backgrounds, and this sometimes creates challenges when it comes to the teaching and learning processes. The present research assessed the impact of culture on construction education in South Africa. The objectives of the study were to identify how culture affects construction education, to evaluate how culture affects the construction lecturers’ pedagogy, to determine how the lecturers’ culture affects students’ buy-in to studying construction-related degrees and also to determine the impact that culture has on gender aspects in construction education. The data used in this paper were derived from both primary and secondary sources. The secondary data were collected through a detailed assessment of related literature. The primary data were likewise collected via a structured questionnaire aimed at 130 respondents who were students registered for Construction Management (CM), Quantity Surveying (QS), Civil Engineering and Building Science at a South African higher education institution. Out of the collected 130 questionnaires, only 101 were usable, representing a response rate of 78 per cent that was deemed viable for statistical analysis for this study. Data received from the questionnaires were analysed using descriptive statistics procedures. The higher education institution used for the study has a variety of students and lecturers: through this study it is evident that the cultural background of the students shapes their attitudes and values, knowledge base as well as the skill set and these, in turn, influencing classroom behaviours, their study habits, their writing styles and faculty student interactions. This research study revealed that culture is an important concept when it comes to education. Moreover, the study findings further revealed that when it comes to the construction industry, it is better to acknowledge that people are different, and that they come from different environments where people are used to doing things in different ways. It must also be acknowledged that in order to work effectively and efficiently, the needs of different individuals must be addressed and met. Also, the study found that in order to ensure students’ academic success, there should always be successful management of cultural differences, and people should learn more about the management of cultural differences. The study also revealed that the issue of career sexism still exists and this is an important issue that should be dealt with by government, industry, employers, higher education institutions and individuals. It is recommended that in order to manage cultural differences, students need to be aware of the cultural backgrounds of those with whom they work and interact since failure to manage cultural differences in a...
- Full Text:
- Authors: Kgoadi, Mokgadi Dalleen
- Date: 2016
- Subjects: Construction industry - Management - Study and teaching (Higher) , Construction industry - Management - Vocational guidance , Engineers - Study and teaching (Continuing education) , Corporate culture
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/242975 , uj:25077
- Description: M.Tech. (Quantity Survey) , Abstract: South Africa’s education sector comprises various individuals, all with different backgrounds, and this sometimes creates challenges when it comes to the teaching and learning processes. The present research assessed the impact of culture on construction education in South Africa. The objectives of the study were to identify how culture affects construction education, to evaluate how culture affects the construction lecturers’ pedagogy, to determine how the lecturers’ culture affects students’ buy-in to studying construction-related degrees and also to determine the impact that culture has on gender aspects in construction education. The data used in this paper were derived from both primary and secondary sources. The secondary data were collected through a detailed assessment of related literature. The primary data were likewise collected via a structured questionnaire aimed at 130 respondents who were students registered for Construction Management (CM), Quantity Surveying (QS), Civil Engineering and Building Science at a South African higher education institution. Out of the collected 130 questionnaires, only 101 were usable, representing a response rate of 78 per cent that was deemed viable for statistical analysis for this study. Data received from the questionnaires were analysed using descriptive statistics procedures. The higher education institution used for the study has a variety of students and lecturers: through this study it is evident that the cultural background of the students shapes their attitudes and values, knowledge base as well as the skill set and these, in turn, influencing classroom behaviours, their study habits, their writing styles and faculty student interactions. This research study revealed that culture is an important concept when it comes to education. Moreover, the study findings further revealed that when it comes to the construction industry, it is better to acknowledge that people are different, and that they come from different environments where people are used to doing things in different ways. It must also be acknowledged that in order to work effectively and efficiently, the needs of different individuals must be addressed and met. Also, the study found that in order to ensure students’ academic success, there should always be successful management of cultural differences, and people should learn more about the management of cultural differences. The study also revealed that the issue of career sexism still exists and this is an important issue that should be dealt with by government, industry, employers, higher education institutions and individuals. It is recommended that in order to manage cultural differences, students need to be aware of the cultural backgrounds of those with whom they work and interact since failure to manage cultural differences in a...
- Full Text:
An overview of change management : the identification of the critical success factors that will ensure the survival and progression of an organisation
- Authors: Robinson, Hannelize
- Date: 2012-09-10
- Subjects: Organizational change - Management , Organizational learning , Leadership , Corporate culture
- Type: Thesis
- Identifier: uj:9884 , http://hdl.handle.net/10210/7283
- Description: M.Comm. , The average life expectancy of a multinational corporation is somewhere between 40 and 50 years, according to Arie de Geus, author of "The Living Company: Habits for Survival in a Turbulent Business Environment" (De Geus, 1997) In fact, one-third of the companies listed on the 1970 Fortune 500 had disappeared just 13 years later, thanks to mergers, acquisitions or being broken apart. Like the single-cell amoeba, which continually changes its shape and direction based on external influences, long-lived companies are sensitive to their environment and know how to adapt and evolve to fit ever-changing conditions, (Caudron, 2000:54). While adaptability is a key contributor to corporate longevity, there are other factors that help companies live long, healthy and profitable lives. In his book, "The Living Company", Arie de Geus explores the factors that allow large companies to thrive over a long period. After studying 27 long-lived companies, he reveals that four common factors explain their success: Long-lived companies were sensitive to their environment. Whether they had built their fortunes on knowledge or natural resources, they remained in harmony with the world around them. As wars, depressions, technologies and political changes surged and ebbed, they always seemed to excel at keeping their feelers out, tuned to whatever was going on. They did this despite the fact that there was little data available, let alone the communications facilities to give them a global view of the environment. Long-lived companies were cohesive, with a strong sense of identity. No matter how widely diversified they were, their employees, and even their suppliers at times, felt they were all part of one entity. Long-lived companies were tolerant of activities, experiments and eccentricities that kept stretching their understanding of possibilities. Long-lived companies were conservative in financing. They were frugal and did not risk their capital gratuitously. They understood the meaning of money in an oldfashioned way; they knew the usefulness of having spare cash. Having money in hand gave them flexibility and independence. They could pursue options that their competitors could not. They could grasp opportunities without first having to convince third-party financiers of their attractiveness. More than anything else, managers in adaptable companies realize they can no longer conduct business the old-fashioned way. Gone are long-range plans, task-oriented job descriptions, rigid functional divisions and top-down decision-making. (Caudron, 2000: 54) Instead, in adaptable companies: Employees are given more freedom. The primary source of adaptability in organizations is the employees. For this reason, adaptable organizations treat people differently. They allow greater participation from employees and give them the freedom to decide how they will react to change. Management sets broad goals and objectives. Because executives in adaptable rganizations recognize that employees are capable of making good decisions, the executives themselves make far fewer day-to-day decisions. Executives in adaptable companies may articulate a direction for the organization, but they don't dictate what needs to be done. By setting broad goals and objectives, as opposed to determining specific tasks, these executives allow employees the room to respond to an opportunity in a way that makes the best sense for that opportunity at that time. The trick with setting broad goals instead of defining specific tasks is that executives must know how to maintain the balance between complete control and total unpredictability. Adaptable executives must learn to provide enough guidance so that people aren't floundering, but not so much guidance that employees lose their creativity and initiative. Executives regularly conduct scenario planning. Companies used to be able to plan projects five and 10 years ahead of time and then outline the specific steps needed to make those projects happen. But this is no longer possible in today's business environment.
- Full Text:
- Authors: Robinson, Hannelize
- Date: 2012-09-10
- Subjects: Organizational change - Management , Organizational learning , Leadership , Corporate culture
- Type: Thesis
- Identifier: uj:9884 , http://hdl.handle.net/10210/7283
- Description: M.Comm. , The average life expectancy of a multinational corporation is somewhere between 40 and 50 years, according to Arie de Geus, author of "The Living Company: Habits for Survival in a Turbulent Business Environment" (De Geus, 1997) In fact, one-third of the companies listed on the 1970 Fortune 500 had disappeared just 13 years later, thanks to mergers, acquisitions or being broken apart. Like the single-cell amoeba, which continually changes its shape and direction based on external influences, long-lived companies are sensitive to their environment and know how to adapt and evolve to fit ever-changing conditions, (Caudron, 2000:54). While adaptability is a key contributor to corporate longevity, there are other factors that help companies live long, healthy and profitable lives. In his book, "The Living Company", Arie de Geus explores the factors that allow large companies to thrive over a long period. After studying 27 long-lived companies, he reveals that four common factors explain their success: Long-lived companies were sensitive to their environment. Whether they had built their fortunes on knowledge or natural resources, they remained in harmony with the world around them. As wars, depressions, technologies and political changes surged and ebbed, they always seemed to excel at keeping their feelers out, tuned to whatever was going on. They did this despite the fact that there was little data available, let alone the communications facilities to give them a global view of the environment. Long-lived companies were cohesive, with a strong sense of identity. No matter how widely diversified they were, their employees, and even their suppliers at times, felt they were all part of one entity. Long-lived companies were tolerant of activities, experiments and eccentricities that kept stretching their understanding of possibilities. Long-lived companies were conservative in financing. They were frugal and did not risk their capital gratuitously. They understood the meaning of money in an oldfashioned way; they knew the usefulness of having spare cash. Having money in hand gave them flexibility and independence. They could pursue options that their competitors could not. They could grasp opportunities without first having to convince third-party financiers of their attractiveness. More than anything else, managers in adaptable companies realize they can no longer conduct business the old-fashioned way. Gone are long-range plans, task-oriented job descriptions, rigid functional divisions and top-down decision-making. (Caudron, 2000: 54) Instead, in adaptable companies: Employees are given more freedom. The primary source of adaptability in organizations is the employees. For this reason, adaptable organizations treat people differently. They allow greater participation from employees and give them the freedom to decide how they will react to change. Management sets broad goals and objectives. Because executives in adaptable rganizations recognize that employees are capable of making good decisions, the executives themselves make far fewer day-to-day decisions. Executives in adaptable companies may articulate a direction for the organization, but they don't dictate what needs to be done. By setting broad goals and objectives, as opposed to determining specific tasks, these executives allow employees the room to respond to an opportunity in a way that makes the best sense for that opportunity at that time. The trick with setting broad goals instead of defining specific tasks is that executives must know how to maintain the balance between complete control and total unpredictability. Adaptable executives must learn to provide enough guidance so that people aren't floundering, but not so much guidance that employees lose their creativity and initiative. Executives regularly conduct scenario planning. Companies used to be able to plan projects five and 10 years ahead of time and then outline the specific steps needed to make those projects happen. But this is no longer possible in today's business environment.
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Analysis organizational socialization impacts on employee performance and productivity at a South African financial company
- Moussavou, Grace, Mbohwa, Charles
- Authors: Moussavou, Grace , Mbohwa, Charles
- Date: 2013
- Subjects: Corporate culture , Sanlam
- Type: Article
- Identifier: uj:6180 , ISBN 978-93-82242-26-0 , http://hdl.handle.net/10210/13787
- Description: This paper is about organizational culture, and an analysis of this culture at a particular financial company. Any organization has its set of behaviors and norms that characterize it as the company it is. Its culture is what really identifies the category that each and every company fall into. A particular aspect of the culture has to do with the way employees at this company see this culture as it has an impact on them. Socialization is seen as the process by which a new employee adjusts to the culture within the organization. This research revolves around the issue of how employees at Sanlam perceive the type of culture that the company has, and then how they, in return, react to it.
- Full Text:
- Authors: Moussavou, Grace , Mbohwa, Charles
- Date: 2013
- Subjects: Corporate culture , Sanlam
- Type: Article
- Identifier: uj:6180 , ISBN 978-93-82242-26-0 , http://hdl.handle.net/10210/13787
- Description: This paper is about organizational culture, and an analysis of this culture at a particular financial company. Any organization has its set of behaviors and norms that characterize it as the company it is. Its culture is what really identifies the category that each and every company fall into. A particular aspect of the culture has to do with the way employees at this company see this culture as it has an impact on them. Socialization is seen as the process by which a new employee adjusts to the culture within the organization. This research revolves around the issue of how employees at Sanlam perceive the type of culture that the company has, and then how they, in return, react to it.
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Assessing the reliability and validity of a leadership climate survey
- Mouzouris-Ferreira, Christina
- Authors: Mouzouris-Ferreira, Christina
- Date: 2014-06-23
- Subjects: Transformational leadership , Organizational behavior , Corporate culture
- Type: Thesis
- Identifier: uj:11591 , http://hdl.handle.net/10210/11301
- Description: M.Com. (Human Resource Management) , This study is based on the need for developing an instrument that would be able to assess an engaging leadership climate in organisations. Research has shown that there is a link between leadership and organisational climate. Leaders are therefore responsible for creating a climate that facilitates the optimal engagement of employees. Prior to this study, there was no instrument available to assess to what extent such an engaging leadership climate exists. This study reports on the development of such an instrument within an organisation in the South African financial and banking sector: the Engaging Climate Survey (ECS). A non-random, purposive sampling procedure performed on the target population yielded a sample of n = 1 436 (a 100% response rate). Factor and reliability analyses on the completed questionnaire yielded a uni-dimensional construct with high internal consistency and reliability (α = .964).
- Full Text:
- Authors: Mouzouris-Ferreira, Christina
- Date: 2014-06-23
- Subjects: Transformational leadership , Organizational behavior , Corporate culture
- Type: Thesis
- Identifier: uj:11591 , http://hdl.handle.net/10210/11301
- Description: M.Com. (Human Resource Management) , This study is based on the need for developing an instrument that would be able to assess an engaging leadership climate in organisations. Research has shown that there is a link between leadership and organisational climate. Leaders are therefore responsible for creating a climate that facilitates the optimal engagement of employees. Prior to this study, there was no instrument available to assess to what extent such an engaging leadership climate exists. This study reports on the development of such an instrument within an organisation in the South African financial and banking sector: the Engaging Climate Survey (ECS). A non-random, purposive sampling procedure performed on the target population yielded a sample of n = 1 436 (a 100% response rate). Factor and reliability analyses on the completed questionnaire yielded a uni-dimensional construct with high internal consistency and reliability (α = .964).
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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.
- Full Text:
- 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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Corporate culture and participation: independent constructs?
- Authors: Odendaal, A. , Roodt, G.
- Date: 1998
- Subjects: Participative management , Corporate culture , Organisational climate
- Type: Article
- Identifier: uj:6300 , http://hdl.handle.net/10210/1049
- Description: The objective of this study was to determine whether participative management and corporate culture are mutually exclusive (independent) concepts. The Human Sciences Research Council (HSRC) used an organisational climate and culture questionnaire and applied it to the test sample of 2 357 personnel from a population of 23 564 people working for a paramilitary organisation. The data set of the HSRC was used for the purpose of this study. A panel of experts identified the items in the questionnaire which related to participation according to predetermined criteria and the remaining items were applicable to corporate culture. The results of the factor and item analyses indicate that participative management and corporate culture, as perceived by workers and management, were interrelated and were not independent concepts as conceptualised by the experts.
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- Authors: Odendaal, A. , Roodt, G.
- Date: 1998
- Subjects: Participative management , Corporate culture , Organisational climate
- Type: Article
- Identifier: uj:6300 , http://hdl.handle.net/10210/1049
- Description: The objective of this study was to determine whether participative management and corporate culture are mutually exclusive (independent) concepts. The Human Sciences Research Council (HSRC) used an organisational climate and culture questionnaire and applied it to the test sample of 2 357 personnel from a population of 23 564 people working for a paramilitary organisation. The data set of the HSRC was used for the purpose of this study. A panel of experts identified the items in the questionnaire which related to participation according to predetermined criteria and the remaining items were applicable to corporate culture. The results of the factor and item analyses indicate that participative management and corporate culture, as perceived by workers and management, were interrelated and were not independent concepts as conceptualised by the experts.
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Corporate social investment educational initiatives: a perceived strategic contributor to first national bank's reputation according to their internal communication consultants
- Authors: Blumberg, Taryn Ann
- Date: 2010-06-03T05:41:32Z
- Subjects: Communication in organizations , Corporations public relations , Social responsibility of business , Corporate culture
- Type: Thesis
- Identifier: uj:6860 , http://hdl.handle.net/10210/3292
- Description: M.A. , Organisations which practise according to a social cultural approach to organising from a systems perspective, as described by Buckley (1967:3), value the dynamics of interrelations and the importance of corporate communication, in order for an environmental balance to be maintained and an acclaimed organisational reputation to be built. By addressing the systems theory from a process model approach and the social cultural organisational context, according to organisational principles defined by the structuration theory tradition, the core principle of production and reproduction of social structures is emphasised, where it is possible to recognise the value of corporate communication as an element of the strategic management process. Literature has indicated that in its strategic capacity, corporate communication focuses on enhancing stakeholder relationships, facilitates an adaptive organisational structure and assists management to align strategies with goals. Organisations are therefore encouraged to adapt to a dynamic environment, which in turn develops a reputation based on transformation. Corporate social investment, within this context, is perceived as a strategic corporate communication facilitator which is practised with the aim of building relationships with communities and ensuring attainment of environmental goals which align with internal strategies and objectives. This study explores the corporate social investment educational initiatives of First National Bank, who have a vision of assisting to develop a better future through the youth. Through varied educational initiatives and corporate communication strategies designed around these initiatives, stakeholders should gain an enhanced impression of the organisation where First National Bank is recognised for shaping the development of South Africa in a global economy. Therefore, the primary research objective of this study was to identify the perceptions of selected First National Bank internal communication consultants, of corporate social investment educational initiatives as a strategic contributor to the reputation of First National Bank. The study assumed an overall qualitative methodological orientation; however both qualitative and quantitative research methodologies were used. The study consisted of three phases of research. Phases 1 and 2 were both of a qualitative nature and focused on the methodology of qualitative content analysis and qualitative in-depth semi-structured interviews respectively, thereby developing subjective and explanatory findings around the research objective. Phase 3 explored the quantitative research methodology of a self-administered questionnaire, and resulted in the production of empirical findings. Findings obtained in phase 3 were developed with the pursuit of substantiating and verifying what had been deduced in phases 1 and 2. From the findings yielded by this research, it is possible to surmise that First National Bank’s corporate social investment educational initiatives do strategically contribute to the organisational reputation, as they reflect the organisation’s ability to adapt to external influences, and have also revealed the need to focus on stakeholder involvement as a reputation management tool, which encourages stakeholders to make a difference to society and gain knowledge of the organisation’s strategies and goals. Findings have also suggested that First National Bank place emphasis on addressing corporate social investment educational initiatives from a holistic approach, where, through unity of efforts, a favourable organisational reputation is produced. It was perceived that alignment of organisational values with corporate social investment initiatives improves the organisation’s long-term business opportunities, and emphasis placed on relationship-building reflects the organisation’s desire to empower stakeholders who could assist in transforming strategies to reach organisational goals. However, a lack of communication at First National Bank surrounding corporate social investment was identified within this study, but it became apparent that the organisation does have an interactive culture which aims to address the external environment through their corporate social investment educational initiatives. This idea reflected how the organisation aims to achieve a dynamic environmental balance which ultimately assists the organisation in enhancing a positive reputation. This study has also indicated that it is the strategic role of corporate communication, as a social cultural phenomenon, to ensure that throughout every strategy implemented, the organisation is constantly and advantageously positioned in the minds of all stakeholders.
- Full Text:
- Authors: Blumberg, Taryn Ann
- Date: 2010-06-03T05:41:32Z
- Subjects: Communication in organizations , Corporations public relations , Social responsibility of business , Corporate culture
- Type: Thesis
- Identifier: uj:6860 , http://hdl.handle.net/10210/3292
- Description: M.A. , Organisations which practise according to a social cultural approach to organising from a systems perspective, as described by Buckley (1967:3), value the dynamics of interrelations and the importance of corporate communication, in order for an environmental balance to be maintained and an acclaimed organisational reputation to be built. By addressing the systems theory from a process model approach and the social cultural organisational context, according to organisational principles defined by the structuration theory tradition, the core principle of production and reproduction of social structures is emphasised, where it is possible to recognise the value of corporate communication as an element of the strategic management process. Literature has indicated that in its strategic capacity, corporate communication focuses on enhancing stakeholder relationships, facilitates an adaptive organisational structure and assists management to align strategies with goals. Organisations are therefore encouraged to adapt to a dynamic environment, which in turn develops a reputation based on transformation. Corporate social investment, within this context, is perceived as a strategic corporate communication facilitator which is practised with the aim of building relationships with communities and ensuring attainment of environmental goals which align with internal strategies and objectives. This study explores the corporate social investment educational initiatives of First National Bank, who have a vision of assisting to develop a better future through the youth. Through varied educational initiatives and corporate communication strategies designed around these initiatives, stakeholders should gain an enhanced impression of the organisation where First National Bank is recognised for shaping the development of South Africa in a global economy. Therefore, the primary research objective of this study was to identify the perceptions of selected First National Bank internal communication consultants, of corporate social investment educational initiatives as a strategic contributor to the reputation of First National Bank. The study assumed an overall qualitative methodological orientation; however both qualitative and quantitative research methodologies were used. The study consisted of three phases of research. Phases 1 and 2 were both of a qualitative nature and focused on the methodology of qualitative content analysis and qualitative in-depth semi-structured interviews respectively, thereby developing subjective and explanatory findings around the research objective. Phase 3 explored the quantitative research methodology of a self-administered questionnaire, and resulted in the production of empirical findings. Findings obtained in phase 3 were developed with the pursuit of substantiating and verifying what had been deduced in phases 1 and 2. From the findings yielded by this research, it is possible to surmise that First National Bank’s corporate social investment educational initiatives do strategically contribute to the organisational reputation, as they reflect the organisation’s ability to adapt to external influences, and have also revealed the need to focus on stakeholder involvement as a reputation management tool, which encourages stakeholders to make a difference to society and gain knowledge of the organisation’s strategies and goals. Findings have also suggested that First National Bank place emphasis on addressing corporate social investment educational initiatives from a holistic approach, where, through unity of efforts, a favourable organisational reputation is produced. It was perceived that alignment of organisational values with corporate social investment initiatives improves the organisation’s long-term business opportunities, and emphasis placed on relationship-building reflects the organisation’s desire to empower stakeholders who could assist in transforming strategies to reach organisational goals. However, a lack of communication at First National Bank surrounding corporate social investment was identified within this study, but it became apparent that the organisation does have an interactive culture which aims to address the external environment through their corporate social investment educational initiatives. This idea reflected how the organisation aims to achieve a dynamic environmental balance which ultimately assists the organisation in enhancing a positive reputation. This study has also indicated that it is the strategic role of corporate communication, as a social cultural phenomenon, to ensure that throughout every strategy implemented, the organisation is constantly and advantageously positioned in the minds of all stakeholders.
- Full Text:
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.
- Full Text:
- 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.
- Full Text:
Cultural integration : the aftermath of a merger between Gallo TV (Pty) Ltd and Nu Metro Home Entertainment
- Authors: Ischner, Fay Amanda
- Date: 2012-01-25
- Subjects: Organizational change management , Corporate culture , Consolidation and merger of corporations management
- Type: Mini-Dissertation
- Identifier: uj:1959 , http://hdl.handle.net/10210/4317
- Description: M.Comm. , The majority of mergers and acquisitions result in loss of value or failure, with the main reason for this failure cited as lack of attention to the cultural differences between the businesses and an effective integration strategy. A critical component of the integration process must be change management, although there is little or no reference to change management processes in the literature on mergers and acquisitions. This study encompasses a literature review of the merger process with particular attention to the integration process, organisational culture and change management. This is followed by a review of a South African case study in the entertainment industry, which clearly illustrates the dangers of the lack of cultural due diligence and attention to the integration of the two cultures. Throughout the case study review it is apparent that the change in environment and culture was resisted by all concerned, with one of the most highlighted areas lacking being communication. After the merger was completed and the acquired company reached rock bottom from a staff morale and performance perspective, management of Nu Metro became integrally involved and began to actively integrate the businesses. Through communication and participative involvement, this has been achieved to a degree. This case review is then supported by research into the current state of the business through the eyes of the staff of both entities, GTV and Nu Metro Home Entertainment. The results of the qualitative and quantitative research will direct the final efforts to integrating the business and highlight the gaps within the business between what is preferred and observed in the organisational culture overall. From this case study, the research and the literature review, it can be induced that further research into the value of change management processes as applied to the merger integration process would be of merit. The case clearly shows that the change as forced upon the businesses through the merger was not well received by either business unit and the resistance went a long way to almost destroying the acquired business in totality. Through communication, a clear vision and strategy, participation and continued re-evaluation, some of the elements of a change strategy are clearly implemented towards the successful turn around and integration of GTV and Nu Metro Home Entertainment. The study makes suggestions for further steps toward integration and recommends future research into the application of change management techniques in the merger integration process. "Change leaders create "wave after wave of change until the vision is a reality"': (J. Bennett, The Sunday Times Careers, 20 October 2002: 2).
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- Authors: Ischner, Fay Amanda
- Date: 2012-01-25
- Subjects: Organizational change management , Corporate culture , Consolidation and merger of corporations management
- Type: Mini-Dissertation
- Identifier: uj:1959 , http://hdl.handle.net/10210/4317
- Description: M.Comm. , The majority of mergers and acquisitions result in loss of value or failure, with the main reason for this failure cited as lack of attention to the cultural differences between the businesses and an effective integration strategy. A critical component of the integration process must be change management, although there is little or no reference to change management processes in the literature on mergers and acquisitions. This study encompasses a literature review of the merger process with particular attention to the integration process, organisational culture and change management. This is followed by a review of a South African case study in the entertainment industry, which clearly illustrates the dangers of the lack of cultural due diligence and attention to the integration of the two cultures. Throughout the case study review it is apparent that the change in environment and culture was resisted by all concerned, with one of the most highlighted areas lacking being communication. After the merger was completed and the acquired company reached rock bottom from a staff morale and performance perspective, management of Nu Metro became integrally involved and began to actively integrate the businesses. Through communication and participative involvement, this has been achieved to a degree. This case review is then supported by research into the current state of the business through the eyes of the staff of both entities, GTV and Nu Metro Home Entertainment. The results of the qualitative and quantitative research will direct the final efforts to integrating the business and highlight the gaps within the business between what is preferred and observed in the organisational culture overall. From this case study, the research and the literature review, it can be induced that further research into the value of change management processes as applied to the merger integration process would be of merit. The case clearly shows that the change as forced upon the businesses through the merger was not well received by either business unit and the resistance went a long way to almost destroying the acquired business in totality. Through communication, a clear vision and strategy, participation and continued re-evaluation, some of the elements of a change strategy are clearly implemented towards the successful turn around and integration of GTV and Nu Metro Home Entertainment. The study makes suggestions for further steps toward integration and recommends future research into the application of change management techniques in the merger integration process. "Change leaders create "wave after wave of change until the vision is a reality"': (J. Bennett, The Sunday Times Careers, 20 October 2002: 2).
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Deelnemende bestuur en korporatiewe kultuur : onafhanklike konstrukte?
- Authors: Odendaal, Aletta
- Date: 2014-04-14
- Subjects: Management - Employee participation , Corporate culture , Industrial Psychology
- Type: Thesis
- Identifier: uj:10595 , http://hdl.handle.net/10210/10119
- Description: M.A. (Industrial Psychology) , Participative management is a growing trend worldwide and Is especially in South Africa driven by the spirit of democracy. Although South Africa has moved towards a democratic political dispensation, the establishment of democracy In the Workplace has been left behind. From Available literature It is clear that worker participation is a movement that has not developed systematically but has been influenced by diverse forms of Initiative from different countries. The diversity has led to general confusion in the discussion of worker participation In South Africa. In the said literature the concept of participation is approached on the assumption that the style of managing work relationships is conditioned by the culture of the organisation. On this basis an effective management style will be the most powerful Instrument at the disposal of management to steer South Africa away from the present abyss of Industrial conflict and low productivity.
- Full Text:
- Authors: Odendaal, Aletta
- Date: 2014-04-14
- Subjects: Management - Employee participation , Corporate culture , Industrial Psychology
- Type: Thesis
- Identifier: uj:10595 , http://hdl.handle.net/10210/10119
- Description: M.A. (Industrial Psychology) , Participative management is a growing trend worldwide and Is especially in South Africa driven by the spirit of democracy. Although South Africa has moved towards a democratic political dispensation, the establishment of democracy In the Workplace has been left behind. From Available literature It is clear that worker participation is a movement that has not developed systematically but has been influenced by diverse forms of Initiative from different countries. The diversity has led to general confusion in the discussion of worker participation In South Africa. In the said literature the concept of participation is approached on the assumption that the style of managing work relationships is conditioned by the culture of the organisation. On this basis an effective management style will be the most powerful Instrument at the disposal of management to steer South Africa away from the present abyss of Industrial conflict and low productivity.
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Defining incompatible behaviour in an employer/employee relationship
- Authors: Grant, Charlene
- Date: 2014-11-04
- Subjects: Corporate culture , Industrial relations
- Type: Thesis
- Identifier: uj:12752 , http://hdl.handle.net/10210/12642
- Description: M.Phil. (Labour Law) , Please refer to full text to view abstract
- Full Text:
- Authors: Grant, Charlene
- Date: 2014-11-04
- Subjects: Corporate culture , Industrial relations
- Type: Thesis
- Identifier: uj:12752 , http://hdl.handle.net/10210/12642
- Description: M.Phil. (Labour Law) , Please refer to full text to view abstract
- Full Text:
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.
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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.
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- 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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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...
- Full Text:
- 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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Die verwantskap tussen topbestuurwaardes en organisasiekultuur
- Dorfling, Petrus Johannes Jacobus
- Authors: Dorfling, Petrus Johannes Jacobus
- Date: 2015-09-01
- Subjects: Organizational behavior , Management , Corporate culture
- Type: Thesis
- Identifier: uj:13995 , http://hdl.handle.net/10210/14369
- Description: M.Com. , Organisation culture is defined as the consistent pattern of assumption. values and philosophies developed by the members of an organisation in order to cope with the organisation's particular problems of existence. These assumptions, values and philosophies provide direction to the organisation in the form of a strategy or mission and also serve to integrate the organisation's internal designs and behaviors into consistent pattern (roles and activities of managers and employees, style of business, managerial style, structure, systems and procedures, rewards, status, punishments, criteria for selection and behavioral norms) ...
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- Authors: Dorfling, Petrus Johannes Jacobus
- Date: 2015-09-01
- Subjects: Organizational behavior , Management , Corporate culture
- Type: Thesis
- Identifier: uj:13995 , http://hdl.handle.net/10210/14369
- Description: M.Com. , Organisation culture is defined as the consistent pattern of assumption. values and philosophies developed by the members of an organisation in order to cope with the organisation's particular problems of existence. These assumptions, values and philosophies provide direction to the organisation in the form of a strategy or mission and also serve to integrate the organisation's internal designs and behaviors into consistent pattern (roles and activities of managers and employees, style of business, managerial style, structure, systems and procedures, rewards, status, punishments, criteria for selection and behavioral norms) ...
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Digital native : an ethnographic study of a small IT company in Johannesburg
- Authors: Alli, Tasnim
- Date: 2011-12-06
- Subjects: Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:1771 , http://hdl.handle.net/10210/4137
- Description: M.A. , In a busy office park in Rivonia, a small IT company goes about its daily business. The office of The Matrix is found on a quiet street, occupying one floor of a two story office block. The Matrix has 27 employees, and has been in business for eight years, much longer than what was expected from a small IT company. As the kettle boils and the keyboards click to the background noises of ringing telephones, business seems to come alive through the interactions of people known as employees once they enter the building. In The Matrix, the relationship between professional and personal spaces, and identities, are intertwined and negotiated within and through space and objects. Relationships between the employees were emphasised, as employees were encouraged to think of themselves as family to each other. These kinship bonds and relationships were created through rituals and played an important role when it came to the negotiation between the different ideologies that were at constant play within the company. These relationships and bonds were used to stabilise the switching between a hierarchal structure and an egalitarian culture, the business and information technological outlooks, as well as to serve as an anchor in the change from leadership to management. This duality of notions added to the company’s organisational culture, creating a unique pattern of events and processes that was specific to The Matrix. The organisational history and culture found itself being re-written due to the changes that occurred within management. The family started “dying” as a more corporate image was being sought after in an attempt to make more money. Personal issues amongst employees affected their work performances and output levels. As the two intertwined in this ethnography, Business appeared to be not just business. Personal lives not only entered the professional sphere but professional lives become personal.
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- Authors: Alli, Tasnim
- Date: 2011-12-06
- Subjects: Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:1771 , http://hdl.handle.net/10210/4137
- Description: M.A. , In a busy office park in Rivonia, a small IT company goes about its daily business. The office of The Matrix is found on a quiet street, occupying one floor of a two story office block. The Matrix has 27 employees, and has been in business for eight years, much longer than what was expected from a small IT company. As the kettle boils and the keyboards click to the background noises of ringing telephones, business seems to come alive through the interactions of people known as employees once they enter the building. In The Matrix, the relationship between professional and personal spaces, and identities, are intertwined and negotiated within and through space and objects. Relationships between the employees were emphasised, as employees were encouraged to think of themselves as family to each other. These kinship bonds and relationships were created through rituals and played an important role when it came to the negotiation between the different ideologies that were at constant play within the company. These relationships and bonds were used to stabilise the switching between a hierarchal structure and an egalitarian culture, the business and information technological outlooks, as well as to serve as an anchor in the change from leadership to management. This duality of notions added to the company’s organisational culture, creating a unique pattern of events and processes that was specific to The Matrix. The organisational history and culture found itself being re-written due to the changes that occurred within management. The family started “dying” as a more corporate image was being sought after in an attempt to make more money. Personal issues amongst employees affected their work performances and output levels. As the two intertwined in this ethnography, Business appeared to be not just business. Personal lives not only entered the professional sphere but professional lives become personal.
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Enhancing the effectiveness of a knowledge management toolkit in a professional services firm
- Authors: Chetty, Lameshnee
- Date: 2017
- Subjects: Information resources management , Corporate culture , Knowledge management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/246168 , uj:25513
- Description: M.Phil. (Information Management) , Abstract: This study seeks to discover the efficiency of the current knowledge management toolkit for client facing professionals in a professional services firm in South Africa (The PSF). The efficiency of the toolkit determines the overall value of the knowledge management programme in the organisation. The objective of the study conducted during 2016 as evaluation research was threefold. Firstly, to determine how the current knowledge management toolkit was providing solutions to client facing employees. Secondly, to identify what the gaps were in the current knowledge management toolkit. Thirdly, to determine what needed to be implemented to improve the efficiency of the knowledge management toolkit. A pragmatism philosophy was used for this study because the research takes into account various perspectives to interpret the data. The sample on whom this research was conducted was 30 participants who possess the following criteria: employees who work in client account teams, employees who work on strategic and target clients, and employees who ensure client sustainability for existing clients. Semi structured interviews were used to collect data to help determine which knowledge management tools worked well, which tools were not working well, and what can be included or improved on. This research gives an overview of how the knowledge management toolkit was being used in The PSF and how it can be improved on in order to enhance client engagements and provide a competitive advantage. Evaluation of the toolkit overall depicts that the experience tool, one of eight tools in The PSF’s KM toolkit, was the tool that added the most value to the organisation. The results of this research give clear indication of areas of improvement which should be considered. Most significantly, the collaboration tool was rated the least valuable to the organisation; however, it does have the potential to increase its value by implementing the necessary recommendations. The study enabled the organisation to strategically position the knowledge management toolkit towards adding value for client engagements.
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- Authors: Chetty, Lameshnee
- Date: 2017
- Subjects: Information resources management , Corporate culture , Knowledge management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/246168 , uj:25513
- Description: M.Phil. (Information Management) , Abstract: This study seeks to discover the efficiency of the current knowledge management toolkit for client facing professionals in a professional services firm in South Africa (The PSF). The efficiency of the toolkit determines the overall value of the knowledge management programme in the organisation. The objective of the study conducted during 2016 as evaluation research was threefold. Firstly, to determine how the current knowledge management toolkit was providing solutions to client facing employees. Secondly, to identify what the gaps were in the current knowledge management toolkit. Thirdly, to determine what needed to be implemented to improve the efficiency of the knowledge management toolkit. A pragmatism philosophy was used for this study because the research takes into account various perspectives to interpret the data. The sample on whom this research was conducted was 30 participants who possess the following criteria: employees who work in client account teams, employees who work on strategic and target clients, and employees who ensure client sustainability for existing clients. Semi structured interviews were used to collect data to help determine which knowledge management tools worked well, which tools were not working well, and what can be included or improved on. This research gives an overview of how the knowledge management toolkit was being used in The PSF and how it can be improved on in order to enhance client engagements and provide a competitive advantage. Evaluation of the toolkit overall depicts that the experience tool, one of eight tools in The PSF’s KM toolkit, was the tool that added the most value to the organisation. The results of this research give clear indication of areas of improvement which should be considered. Most significantly, the collaboration tool was rated the least valuable to the organisation; however, it does have the potential to increase its value by implementing the necessary recommendations. The study enabled the organisation to strategically position the knowledge management toolkit towards adding value for client engagements.
- Full Text: