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.
- Full Text:
- 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.
- 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:
Synergy in a globally diversified organisation
- Authors: Benecke, Gerhard
- Date: 2008-05-26T06:28:51Z
- Subjects: Organisational change management , Organisational behaviour , Communication in organisations , Corporate culture , Intellectual capital
- Type: Thesis
- Identifier: uj:2217 , http://hdl.handle.net/10210/460
- Description: The aim of this study was to develop a substantive theory for leading a change process towards achieving synergy between the business units of a globally diver-sified organisation. A modernist qualitative research methodology was followed. Casing was employed as research design. Grounded theory as proposed by Strauss and Corbin (1998) was applied as research strategy. Twenty seven employees were selected as research participants by means of purposive sampling. All the participants were selected on the basis of their in-volvement in synergy activities in the Company. In-depth interviews and re-quested essays were used as data collection methods to explore the twenty seven participants’ experiences with synergy. Two focus group interviews were addition-ally used as data collection methods. The nine participants in the first focus group interview were members of a regional synergy committee. The other focus group consisted of three executives of the Company. Participant observation was em-ployed as another data collection method during the focus group meetings as well as at one video conference on the establishment of a forum for recruitment and selection in the Company in which seven employees participated. The data was analysed by utilising the grounded theory methodology. After the conclusion of the data analysis phase, the first order constructs and re-lated concepts to synergy were further explored in the literature. A substantive theory for leading a change process towards achieving synergy was developed by aligning the conditional/ consequential matrix of Strauss & Corbin (1998) and the S-O-R theory of Partington (2000). Despite shortcomings the aim of the study was achieved. The study contributed to the development of theory, methodology and also contributed on a practical level. Recommendations for further research conclude the dissertation. , Prof. Willem Schurink Prof. Gert Roodt
- Full Text:
- Authors: Benecke, Gerhard
- Date: 2008-05-26T06:28:51Z
- Subjects: Organisational change management , Organisational behaviour , Communication in organisations , Corporate culture , Intellectual capital
- Type: Thesis
- Identifier: uj:2217 , http://hdl.handle.net/10210/460
- Description: The aim of this study was to develop a substantive theory for leading a change process towards achieving synergy between the business units of a globally diver-sified organisation. A modernist qualitative research methodology was followed. Casing was employed as research design. Grounded theory as proposed by Strauss and Corbin (1998) was applied as research strategy. Twenty seven employees were selected as research participants by means of purposive sampling. All the participants were selected on the basis of their in-volvement in synergy activities in the Company. In-depth interviews and re-quested essays were used as data collection methods to explore the twenty seven participants’ experiences with synergy. Two focus group interviews were addition-ally used as data collection methods. The nine participants in the first focus group interview were members of a regional synergy committee. The other focus group consisted of three executives of the Company. Participant observation was em-ployed as another data collection method during the focus group meetings as well as at one video conference on the establishment of a forum for recruitment and selection in the Company in which seven employees participated. The data was analysed by utilising the grounded theory methodology. After the conclusion of the data analysis phase, the first order constructs and re-lated concepts to synergy were further explored in the literature. A substantive theory for leading a change process towards achieving synergy was developed by aligning the conditional/ consequential matrix of Strauss & Corbin (1998) and the S-O-R theory of Partington (2000). Despite shortcomings the aim of the study was achieved. The study contributed to the development of theory, methodology and also contributed on a practical level. Recommendations for further research conclude the dissertation. , Prof. Willem Schurink Prof. Gert Roodt
- Full Text:
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
- Full Text:
- 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:
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:
Exploring and describing the identity of a South African organisation
- Authors: Carstens, Natasha
- Date: 2009-03-31T09:22:06Z
- Subjects: Corporate image , Corporate culture
- Type: Thesis
- Identifier: uj:8236 , http://hdl.handle.net/10210/2348
- Description: M.Phil. , Organisations and organisational actions have a profound influence on the lives of modern day citizens. This influence is most often recognised and the magnitude felt when these organisations cease to exist, which is occurring with increasing frequency. Literature related to this occurrence increasingly suggests that a strong organisation identity is paramount to organisational sustainability. Organisation identity per se has been largely under researched in organisations, literature and research with the majority of organisational work on the phenomenon having been conducted in the public relations and marketing domains. In terms of literature and research, the knowledge base is largely limited to conceptual debates with very few empirical studies aimed at building theory and advancing the existing knowledge on the subject. This perceived lack of empirical research and critical study of organisation identity can probably be attributed to its ambiguous nature, the lack of a strong theoretical base and the debate surrounding the conceptualisation of identity as being stable versus being fluid. The purpose of the current study was to confirm, empirically, the presence of identity in an organisation and then to detect the changes, if any, that have taken place in the organisation's identity over time. A brief literature review was undertaken to set the context for the study and to provide a basis from which to commence with the study. The notions of individual identity, social identity, corporate image, corporate identity, corporate branding and organisational culture were reviewed in an attempt to distinguish the organisation identity concept from these. For the purpose of providing a context for the study, brief attention was also directed to the different intellectual traditions on organisation identity, the existing empirical studies and the challenges associated with studying the phenomenon. In order to arrive at an informed research question, it was concluded that organisation identity is concerned with the organisation as entity and that organisation identity is a x socially-constructed, sub-conscious phenomenon which becomes salient during periods of change. Furthermore, organisation identity refers to who and what the organisation is and refers to those features of the organisation that are core, distinctive and enduring. Based on the ambiguous nature of the organisation identity phenomenon and the fact that it is tacitly held and is constructed over time by the individuals that experience it, it was concluded that the phenomenon lends itself to qualitative research. The study was approached from within the knowledge framework provided by the classical school of thought on organisation identity which views organisation identity as being those features which the members of the organisation believe to be core, distinctive and enduring. Use was made of an open-ended, self administered questionnaire, which included two different techniques. The questionnaire required of respondents to describe the organisation's answer to the question "Who am I?" using the Twenty Statements Test as well as to describe the organisation through the use of a metaphor and to provide reasons for choosing a specific metaphor for both the past and the present. The research setting chosen was an English primary school and the questionnaire was administered to all the employees of the organisation (86 in total). A total of 54 responses were received and the data subsequently analysed. Use was made of open coding and the development of themes and the data was scrutinised to identify themes and categories of interest. Relevant quotes as used by respondents and which were illustrative of a specific theme were then utilised to describe the most prominent themes. Statements that were closely related were included as part of the same theme, where applicable. When viewing the current study against the background of the classical definition of organisation identity, an argument was made for the future omission of the "core" feature and the inclusion of the unifying nature of organisation identity. When operationalising identity as being the organisation's distinctive features as presented in xi terms of the answer to the question "Who am I?" it was once again apparent that this is a valid means of determining and surfacing organisation identity. The organisational sense-of-identity was confirmed by the fact that some respondents made specific reference to identity. The data was viewed using these conceptualisations of identity and it was concluded that the organisation did posses an identity and that changes had taken place in this identity over time albeit not fundamental in nature. Attention was also devoted to the dynamic nature of organisation identity and the links between identity and the organisational life cycle stage as well as the effect of size on organisation identity. Based on the findings, it was argued that the time has come to rigorously study organisation identity as a phenomenon in its own right and to further the empirical knowledge base of the field in order to inform theory development. The study concluded that organisation identity has significant implications for the management of the school and indeed for other organisations where similar situations prevail. It was argued that the management of the organisation should take action to harness the advantages of the relatively strong identity of the organisation as a means of competitive advantage. In the final instance it was concluded that organisation identity might prove to be the answer to ensuring organisational longevity in a world characterised by organisational demise.
- Full Text:
- Authors: Carstens, Natasha
- Date: 2009-03-31T09:22:06Z
- Subjects: Corporate image , Corporate culture
- Type: Thesis
- Identifier: uj:8236 , http://hdl.handle.net/10210/2348
- Description: M.Phil. , Organisations and organisational actions have a profound influence on the lives of modern day citizens. This influence is most often recognised and the magnitude felt when these organisations cease to exist, which is occurring with increasing frequency. Literature related to this occurrence increasingly suggests that a strong organisation identity is paramount to organisational sustainability. Organisation identity per se has been largely under researched in organisations, literature and research with the majority of organisational work on the phenomenon having been conducted in the public relations and marketing domains. In terms of literature and research, the knowledge base is largely limited to conceptual debates with very few empirical studies aimed at building theory and advancing the existing knowledge on the subject. This perceived lack of empirical research and critical study of organisation identity can probably be attributed to its ambiguous nature, the lack of a strong theoretical base and the debate surrounding the conceptualisation of identity as being stable versus being fluid. The purpose of the current study was to confirm, empirically, the presence of identity in an organisation and then to detect the changes, if any, that have taken place in the organisation's identity over time. A brief literature review was undertaken to set the context for the study and to provide a basis from which to commence with the study. The notions of individual identity, social identity, corporate image, corporate identity, corporate branding and organisational culture were reviewed in an attempt to distinguish the organisation identity concept from these. For the purpose of providing a context for the study, brief attention was also directed to the different intellectual traditions on organisation identity, the existing empirical studies and the challenges associated with studying the phenomenon. In order to arrive at an informed research question, it was concluded that organisation identity is concerned with the organisation as entity and that organisation identity is a x socially-constructed, sub-conscious phenomenon which becomes salient during periods of change. Furthermore, organisation identity refers to who and what the organisation is and refers to those features of the organisation that are core, distinctive and enduring. Based on the ambiguous nature of the organisation identity phenomenon and the fact that it is tacitly held and is constructed over time by the individuals that experience it, it was concluded that the phenomenon lends itself to qualitative research. The study was approached from within the knowledge framework provided by the classical school of thought on organisation identity which views organisation identity as being those features which the members of the organisation believe to be core, distinctive and enduring. Use was made of an open-ended, self administered questionnaire, which included two different techniques. The questionnaire required of respondents to describe the organisation's answer to the question "Who am I?" using the Twenty Statements Test as well as to describe the organisation through the use of a metaphor and to provide reasons for choosing a specific metaphor for both the past and the present. The research setting chosen was an English primary school and the questionnaire was administered to all the employees of the organisation (86 in total). A total of 54 responses were received and the data subsequently analysed. Use was made of open coding and the development of themes and the data was scrutinised to identify themes and categories of interest. Relevant quotes as used by respondents and which were illustrative of a specific theme were then utilised to describe the most prominent themes. Statements that were closely related were included as part of the same theme, where applicable. When viewing the current study against the background of the classical definition of organisation identity, an argument was made for the future omission of the "core" feature and the inclusion of the unifying nature of organisation identity. When operationalising identity as being the organisation's distinctive features as presented in xi terms of the answer to the question "Who am I?" it was once again apparent that this is a valid means of determining and surfacing organisation identity. The organisational sense-of-identity was confirmed by the fact that some respondents made specific reference to identity. The data was viewed using these conceptualisations of identity and it was concluded that the organisation did posses an identity and that changes had taken place in this identity over time albeit not fundamental in nature. Attention was also devoted to the dynamic nature of organisation identity and the links between identity and the organisational life cycle stage as well as the effect of size on organisation identity. Based on the findings, it was argued that the time has come to rigorously study organisation identity as a phenomenon in its own right and to further the empirical knowledge base of the field in order to inform theory development. The study concluded that organisation identity has significant implications for the management of the school and indeed for other organisations where similar situations prevail. It was argued that the management of the organisation should take action to harness the advantages of the relatively strong identity of the organisation as a means of competitive advantage. In the final instance it was concluded that organisation identity might prove to be the answer to ensuring organisational longevity in a world characterised by organisational demise.
- Full Text:
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:
The influence of educator attitudes on whole school development
- Authors: Andraos, Alexis
- Date: 2010-11-17T07:20:17Z
- Subjects: School improvement programs , Educational change , Teachers , Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:6985 , http://hdl.handle.net/10210/3492
- Description: M.Ed. , The central focus of this inquiry hinges on the notion that, within the context of school improvement initiatives, the nature of the organizational culture of the school cannot be overlooked as it has profound consequences for both stability and change (Finnan & Levin in Altrichter & Elliot, 2000: 93). This inquiry further proposes that if educational psychology is to succeed in establishing a more progressive identity, greater emphasis needs to be placed on its contribution to the management and psychology of schooling (Sharrat, 1995: 212). This study was borne out of my personal experience as an educator where it seemed increasingly apparent that the attitudes of my colleagues did not succeed in contributing positively to the improvement of the school as an organizational whole. This was evident in their reactive, often inconsistent approach towards discipline; poor motivation; late arrivals; regular absenteeism; lack of commitment; feelings of frustration as well as a sense of inevitability about the status quo. These factors seemed to playa critical role in the general ethos and cultural identity of the school. In light of the aforementioned, I chose to conduct an ethnographic inquiry at the school where I became submerged in the culture of the school for a period of approximately four years (February 1998 to December 2001). In keeping with the principles of ethnographic research, the overarching purpose of this study has been defined by its underlying concern with cultural interpretation (Wolcott, 1999: 67 -68). It has embodied an educational-autobiographical dimension and has taken the combined form of a realist-confessional tale. The data collection techniques utilised have included fieldwork; participant observation; semi-structured group interviews; incomplete sentences questionnaires; graphic representations of the school emblem and representation of the field by means of photographs. The participants comprised 27 secondary school educators. The findings indicate that a link exists between the attitudes of educators and a school's capacity for improvement. Moreover one crucial observation was made, namely that where the organisational culture of a school is anomic or entropic in nature the school's capacity for improvement is limited. This appears to be exacerbated by a negative identity, a poor culture of teaching and learning, and a lack of effectual executive leadership. These factors evidently give rise to an absence of a culture of collaboration, disciplinary difficulties and a poor quality of working life within the organisational whole of the school. The findings further suggest additional notable issues for consideration in -relation to the role the educational psychologist should play in the planning of whole school intervention strategies.
- Full Text:
- Authors: Andraos, Alexis
- Date: 2010-11-17T07:20:17Z
- Subjects: School improvement programs , Educational change , Teachers , Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:6985 , http://hdl.handle.net/10210/3492
- Description: M.Ed. , The central focus of this inquiry hinges on the notion that, within the context of school improvement initiatives, the nature of the organizational culture of the school cannot be overlooked as it has profound consequences for both stability and change (Finnan & Levin in Altrichter & Elliot, 2000: 93). This inquiry further proposes that if educational psychology is to succeed in establishing a more progressive identity, greater emphasis needs to be placed on its contribution to the management and psychology of schooling (Sharrat, 1995: 212). This study was borne out of my personal experience as an educator where it seemed increasingly apparent that the attitudes of my colleagues did not succeed in contributing positively to the improvement of the school as an organizational whole. This was evident in their reactive, often inconsistent approach towards discipline; poor motivation; late arrivals; regular absenteeism; lack of commitment; feelings of frustration as well as a sense of inevitability about the status quo. These factors seemed to playa critical role in the general ethos and cultural identity of the school. In light of the aforementioned, I chose to conduct an ethnographic inquiry at the school where I became submerged in the culture of the school for a period of approximately four years (February 1998 to December 2001). In keeping with the principles of ethnographic research, the overarching purpose of this study has been defined by its underlying concern with cultural interpretation (Wolcott, 1999: 67 -68). It has embodied an educational-autobiographical dimension and has taken the combined form of a realist-confessional tale. The data collection techniques utilised have included fieldwork; participant observation; semi-structured group interviews; incomplete sentences questionnaires; graphic representations of the school emblem and representation of the field by means of photographs. The participants comprised 27 secondary school educators. The findings indicate that a link exists between the attitudes of educators and a school's capacity for improvement. Moreover one crucial observation was made, namely that where the organisational culture of a school is anomic or entropic in nature the school's capacity for improvement is limited. This appears to be exacerbated by a negative identity, a poor culture of teaching and learning, and a lack of effectual executive leadership. These factors evidently give rise to an absence of a culture of collaboration, disciplinary difficulties and a poor quality of working life within the organisational whole of the school. The findings further suggest additional notable issues for consideration in -relation to the role the educational psychologist should play in the planning of whole school intervention strategies.
- Full Text:
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.
- Full Text:
- 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.
- Full Text:
Organisational culture : a tool for driving strategic change
- Authors: Pienaar, Gert Jacobus
- Date: 2011-10-11T07:07:01Z
- Subjects: Corporate culture , Organizational change
- Type: Thesis
- Identifier: uj:7233 , http://hdl.handle.net/10210/3888
- Description: M.Comm. , “We don’t receive wisdom; we must discover it for ourselves after a journey that no one can take for us or spare us” – Marcel Proust Organizational change has become a buzzword in the organizational behaviour industry. In theory and on paper, organizational change is an appealing concept with its aim to assist leaders to adapt organisations to situational variables. In reality organizations are filled with aging paradigms, entrenched cultural artifacts, - values and deeply held - assumptions that make them quite inflexible and therefore closed to new and innovative ideas. Organizational leaders are faced with the problem of growing and renewing companies in order to meet the expectations of external and internal company stakeholders. The external stakeholders are continuously demanding higher and higher returns on capital and do not tolerate poor performance. The internal stakeholders of companies have also become more selective when choosing amongst potential to be employers. It is therefore important that organizations have an understanding of the image that they portray to the market and potential employees. Organizational culture is a tool that can assist leaders to define the type of organization they want to be and thus the image they portray to its stakeholders. Organizational culture is defined as a pattern of shared basic assumptions that a group learns as it solves its problems of external adaptation and internal integration. If the assumptions lead to success they are considered to be valid and should be taught to new members as the correct way to perceive and think and feel when confronted with external environment adaptation or internal organisation integration issues A positive organizational culture reinforces the core beliefs and behaviours that a leader desires while weakening the values and actions the leader rejects (Kaufman 2002). A negative culture becomes toxic, poisoning the life of the organization and hindering any potential for creativity, collaboration and prosperity
- Full Text:
- Authors: Pienaar, Gert Jacobus
- Date: 2011-10-11T07:07:01Z
- Subjects: Corporate culture , Organizational change
- Type: Thesis
- Identifier: uj:7233 , http://hdl.handle.net/10210/3888
- Description: M.Comm. , “We don’t receive wisdom; we must discover it for ourselves after a journey that no one can take for us or spare us” – Marcel Proust Organizational change has become a buzzword in the organizational behaviour industry. In theory and on paper, organizational change is an appealing concept with its aim to assist leaders to adapt organisations to situational variables. In reality organizations are filled with aging paradigms, entrenched cultural artifacts, - values and deeply held - assumptions that make them quite inflexible and therefore closed to new and innovative ideas. Organizational leaders are faced with the problem of growing and renewing companies in order to meet the expectations of external and internal company stakeholders. The external stakeholders are continuously demanding higher and higher returns on capital and do not tolerate poor performance. The internal stakeholders of companies have also become more selective when choosing amongst potential to be employers. It is therefore important that organizations have an understanding of the image that they portray to the market and potential employees. Organizational culture is a tool that can assist leaders to define the type of organization they want to be and thus the image they portray to its stakeholders. Organizational culture is defined as a pattern of shared basic assumptions that a group learns as it solves its problems of external adaptation and internal integration. If the assumptions lead to success they are considered to be valid and should be taught to new members as the correct way to perceive and think and feel when confronted with external environment adaptation or internal organisation integration issues A positive organizational culture reinforces the core beliefs and behaviours that a leader desires while weakening the values and actions the leader rejects (Kaufman 2002). A negative culture becomes toxic, poisoning the life of the organization and hindering any potential for creativity, collaboration and prosperity
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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.
- Full Text:
- 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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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).
- Full Text:
- Authors: Ischner, Fay Amanda
- Date: 2012-01-25
- Subjects: Organizational change management , Corporate culture , Consolidation and merger of corporations management
- Type: Mini-Dissertation
- Identifier: uj:1959 , http://hdl.handle.net/10210/4317
- Description: M.Comm. , The majority of mergers and acquisitions result in loss of value or failure, with the main reason for this failure cited as lack of attention to the cultural differences between the businesses and an effective integration strategy. A critical component of the integration process must be change management, although there is little or no reference to change management processes in the literature on mergers and acquisitions. This study encompasses a literature review of the merger process with particular attention to the integration process, organisational culture and change management. This is followed by a review of a South African case study in the entertainment industry, which clearly illustrates the dangers of the lack of cultural due diligence and attention to the integration of the two cultures. Throughout the case study review it is apparent that the change in environment and culture was resisted by all concerned, with one of the most highlighted areas lacking being communication. After the merger was completed and the acquired company reached rock bottom from a staff morale and performance perspective, management of Nu Metro became integrally involved and began to actively integrate the businesses. Through communication and participative involvement, this has been achieved to a degree. This case review is then supported by research into the current state of the business through the eyes of the staff of both entities, GTV and Nu Metro Home Entertainment. The results of the qualitative and quantitative research will direct the final efforts to integrating the business and highlight the gaps within the business between what is preferred and observed in the organisational culture overall. From this case study, the research and the literature review, it can be induced that further research into the value of change management processes as applied to the merger integration process would be of merit. The case clearly shows that the change as forced upon the businesses through the merger was not well received by either business unit and the resistance went a long way to almost destroying the acquired business in totality. Through communication, a clear vision and strategy, participation and continued re-evaluation, some of the elements of a change strategy are clearly implemented towards the successful turn around and integration of GTV and Nu Metro Home Entertainment. The study makes suggestions for further steps toward integration and recommends future research into the application of change management techniques in the merger integration process. "Change leaders create "wave after wave of change until the vision is a reality"': (J. Bennett, The Sunday Times Careers, 20 October 2002: 2).
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Towards understanding experiences of women aspiring to senior management positions within a business environment
- Authors: Usher, Jane Victoria
- Date: 2012-06-05
- Subjects: Businesswomen , Corporate culture , Women executives , Sex discrimination in employment , Sex role in the work environment
- Type: Thesis
- Identifier: uj:2388 , http://hdl.handle.net/10210/4842
- Description: D.Phil. , Equality, status and remuneration of women in the workforce remain of on-going interest and concern. Although extensive research has been conducted into this field, intensely personal experiences of women in the work environment is an important area to be researched, as this may hold the key to assisting them in successfully reaching the higher echelons within the business world. Insight into women’s workplace experiences is a worldwide need in order to improve empowerment and equality in the workplace. Unfortunately this type of insight is lacking in the body of research that is currently available. The motivation for this study entitled: Towards Understanding Experiences of Women Aspiring to Senior Management Positions within a Business Environment was to examine the intensely personal experiences and emotions of women striving to achieve a senior place in the business hierarchy, especially when they encounter unexpected obstacles such as workplace bullying. The researcher has experienced many challenges that have influenced her career over her last ten years at work. Undertaking an auto-ethnographic study, an approach she wasn’t even aware of until 2006, provided her with the opportunity to study these events and experiences, and to learn from the knowledge gained, and thereby put forward suggestions to effect the social change that is required to improve a career woman’s quality of life. The aims of this research study were to understand the context of the research participants’ work situations and their resultant experiences, to propose actions to relieve the negative emotions and behaviours that may occur during such situations, as well as generate knowledge and add to existing theories. This research explores and describes the realities of two working women, and how they make sense of their worlds and experiences. The researcher has adopted elements of post-modernism as well as some positivistic and modernistic components which occur in varying degrees along the qualitative research continuum. While qualitative researchers hold different views regarding the incorporation and relevance of literature to their research topic, the researcher has incorporated both literature and theory in this thesis. Insights gained from the lived experiences of the research participants have been applied by means of analytical induction to relevant theory and contributeto the body of knowledge.
- Full Text:
- Authors: Usher, Jane Victoria
- Date: 2012-06-05
- Subjects: Businesswomen , Corporate culture , Women executives , Sex discrimination in employment , Sex role in the work environment
- Type: Thesis
- Identifier: uj:2388 , http://hdl.handle.net/10210/4842
- Description: D.Phil. , Equality, status and remuneration of women in the workforce remain of on-going interest and concern. Although extensive research has been conducted into this field, intensely personal experiences of women in the work environment is an important area to be researched, as this may hold the key to assisting them in successfully reaching the higher echelons within the business world. Insight into women’s workplace experiences is a worldwide need in order to improve empowerment and equality in the workplace. Unfortunately this type of insight is lacking in the body of research that is currently available. The motivation for this study entitled: Towards Understanding Experiences of Women Aspiring to Senior Management Positions within a Business Environment was to examine the intensely personal experiences and emotions of women striving to achieve a senior place in the business hierarchy, especially when they encounter unexpected obstacles such as workplace bullying. The researcher has experienced many challenges that have influenced her career over her last ten years at work. Undertaking an auto-ethnographic study, an approach she wasn’t even aware of until 2006, provided her with the opportunity to study these events and experiences, and to learn from the knowledge gained, and thereby put forward suggestions to effect the social change that is required to improve a career woman’s quality of life. The aims of this research study were to understand the context of the research participants’ work situations and their resultant experiences, to propose actions to relieve the negative emotions and behaviours that may occur during such situations, as well as generate knowledge and add to existing theories. This research explores and describes the realities of two working women, and how they make sense of their worlds and experiences. The researcher has adopted elements of post-modernism as well as some positivistic and modernistic components which occur in varying degrees along the qualitative research continuum. While qualitative researchers hold different views regarding the incorporation and relevance of literature to their research topic, the researcher has incorporated both literature and theory in this thesis. Insights gained from the lived experiences of the research participants have been applied by means of analytical induction to relevant theory and contributeto the body of knowledge.
- Full Text:
Internal marketing and its role in the corporate brand of a tertiary educational institution
- Authors: Botha, Monray Marsellus
- Date: 2012-06-06
- Subjects: Marketing , Corporate culture , Branding (Marketing) , Marketing management , Corporate image , Branding
- Type: Mini-Dissertation
- Identifier: uj:2533 , http://hdl.handle.net/10210/4988
- Description: M.Comm. , Institutional changes at tertiary educational institutions are an example of change that followed the first democratic elections in 1994. On 31 May 2002, a merger that formed part of the higher education landscape restructuring undertaken by the Department of Education was initiated. The merger entailed that the Technikon Witwatersrand (TWR), the Rand Afrikaans University (RAU) as well as two Vista University campuses situated in Soweto and East Rand merge as one new academic institution. The University of Johannesburg (UJ) was established on 1 December 2005 with over 40 000 full-time students and 2 700 permanent employees. This merger was as a result of the National Plan for Higher Education. Owing to the merger, the UJ had to undertake a major change management initiative. There is a perception that, although the UJ has established its corporate brand, employees are not familiar with the vision, mission and strategic goals set by the corporate brand. Some employees, especially those previously employed by the pre-merger institutions, still refer to these institutions and do not refer to the post-merger institution when they communicate with each other and people from outside. An exploratory research approach using both qualitative and quantitative research was followed in this study. The sample constituted 81 respondents who filled in the computerised questionnaire. The questionnaire consisted of two sections. Section A covered the demographics of the respondents and section B consisted of 37 close-ended questions and three open-ended questions. From the research it is clear that the UJ in fact established this new brand, but that more should be done with regard to proper internalising of the brand. The role of employees in the promotion of the brand and service quality should be revaluated by the UJ in order to overcome the problems currently perceived by employees.
- Full Text:
- Authors: Botha, Monray Marsellus
- Date: 2012-06-06
- Subjects: Marketing , Corporate culture , Branding (Marketing) , Marketing management , Corporate image , Branding
- Type: Mini-Dissertation
- Identifier: uj:2533 , http://hdl.handle.net/10210/4988
- Description: M.Comm. , Institutional changes at tertiary educational institutions are an example of change that followed the first democratic elections in 1994. On 31 May 2002, a merger that formed part of the higher education landscape restructuring undertaken by the Department of Education was initiated. The merger entailed that the Technikon Witwatersrand (TWR), the Rand Afrikaans University (RAU) as well as two Vista University campuses situated in Soweto and East Rand merge as one new academic institution. The University of Johannesburg (UJ) was established on 1 December 2005 with over 40 000 full-time students and 2 700 permanent employees. This merger was as a result of the National Plan for Higher Education. Owing to the merger, the UJ had to undertake a major change management initiative. There is a perception that, although the UJ has established its corporate brand, employees are not familiar with the vision, mission and strategic goals set by the corporate brand. Some employees, especially those previously employed by the pre-merger institutions, still refer to these institutions and do not refer to the post-merger institution when they communicate with each other and people from outside. An exploratory research approach using both qualitative and quantitative research was followed in this study. The sample constituted 81 respondents who filled in the computerised questionnaire. The questionnaire consisted of two sections. Section A covered the demographics of the respondents and section B consisted of 37 close-ended questions and three open-ended questions. From the research it is clear that the UJ in fact established this new brand, but that more should be done with regard to proper internalising of the brand. The role of employees in the promotion of the brand and service quality should be revaluated by the UJ in order to overcome the problems currently perceived by employees.
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Managers perceptions of change management within a Gauteng public service sector
- Authors: Saul, Thabo Francis
- Date: 2012-06-06
- Subjects: Organisational change - Management , Corporate culture , Public administration , Non-governmental organizations , Personnel management
- Type: Thesis
- Identifier: uj:2532 , http://hdl.handle.net/10210/4987
- Description: M.Tech. , The purpose of the study was to conduct an assessment into the responses of managers with regard to organisational change within the South Africa Social Assistance Agency (SASSA). The study comprises four objectives as follows: The first objective of this study was to conduct an extensive literature review regarding the nature of the organisational change management. This entails the process through which the researcher consulted different sources such as books, journal articles, policies and programmes and others in order to conceptualize the issue of organisational change management in a detailed manner. Organisational change management is about an organised and systematic utilization of knowledge, skills, attitudes and other relevant resources for the improvement of the organisational business. Organisational change management is basically intended to enable organisations to adapt to their respective environments, failure of which can lead to their total loss of employees, competition, production and the clientele. Organisational change management has numerous features, namely; it tends to involve contradictions, it is continuous, it is interpreted through the perceptions and interactions of people and it is facilitated by a collaborative inquiry and team-work. Organisational change management is a process that must be treated like any other programme within organisations and as such, it is a responsibility of the human resource management of organisations. It is a programme that is mainly directed at improving the quality of productivity and service delivery. In this regard, organisational change management must be planned, implemented and evaluated within the parameters of the factors that influence change within organisations such as the following: the ever-demanding customers, globalization, new technology, innovation and people.
- Full Text:
- Authors: Saul, Thabo Francis
- Date: 2012-06-06
- Subjects: Organisational change - Management , Corporate culture , Public administration , Non-governmental organizations , Personnel management
- Type: Thesis
- Identifier: uj:2532 , http://hdl.handle.net/10210/4987
- Description: M.Tech. , The purpose of the study was to conduct an assessment into the responses of managers with regard to organisational change within the South Africa Social Assistance Agency (SASSA). The study comprises four objectives as follows: The first objective of this study was to conduct an extensive literature review regarding the nature of the organisational change management. This entails the process through which the researcher consulted different sources such as books, journal articles, policies and programmes and others in order to conceptualize the issue of organisational change management in a detailed manner. Organisational change management is about an organised and systematic utilization of knowledge, skills, attitudes and other relevant resources for the improvement of the organisational business. Organisational change management is basically intended to enable organisations to adapt to their respective environments, failure of which can lead to their total loss of employees, competition, production and the clientele. Organisational change management has numerous features, namely; it tends to involve contradictions, it is continuous, it is interpreted through the perceptions and interactions of people and it is facilitated by a collaborative inquiry and team-work. Organisational change management is a process that must be treated like any other programme within organisations and as such, it is a responsibility of the human resource management of organisations. It is a programme that is mainly directed at improving the quality of productivity and service delivery. In this regard, organisational change management must be planned, implemented and evaluated within the parameters of the factors that influence change within organisations such as the following: the ever-demanding customers, globalization, new technology, innovation and people.
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The alignment of espoused values and organisational culture at a South African parastatal organisation
- Authors: Phale, Robert Aubrey
- Date: 2012-06-06
- Subjects: Corporate culture , Organizational behavior , Business ethics , Government business enterprises , Eskom (Firm)
- Type: Thesis
- Identifier: uj:2469 , http://hdl.handle.net/10210/4925
- Description: M.Comm. , The primary purpose of the present study was to identify whether the organisational culture of the Transmission Division of Eskom is aligned to its stated values. In seeking to reach this objective, it was necessary to assess the gap between espoused and practised organisational values. The study also sought to identify the Transmission Division’s organisational culture. A correlation between the stated values and identified organisational culture was calculated and this was used to infer whether the values that the organisation espouses are aligned to the current organisational culture. The study made use a self-administered questionnaire sent via email to all the Transmission Division employees (N=1793) of whom 182 responded. The questionnaire comprised sections covering biographical aspects, organisational values as well as questions on organisational culture. In the questionnaire, biographical aspects were provided by the Transmission Division’s human resources department and those for organisational values were derived from both literature and Eskom’s value statement. Questions on organisational culture were taken from Cameron and Quinn’s (2006) Organisational Culture Assessment Instrument (OCAI). Data on organisational values was subjected to quantitative analysis whilst data relating to organisational culture was interpreted by following Cameron and Quinn’s (2006) Competing Values Framework (CVF). The present study found that there is a gap between observed and espoused or stated organisational values. By using the Cameron and Quinn (2006) framework of organisational culture, which identifies hierarchy, ‘adhocracy’, market and clan’ as the ‘four distinct organisational culture types, the study found that respondents experience the current Transmission Division’s organisational culture to be predominantly hierarchical. A general inference drawn in this study is that the current hierarchical organisational culture is misaligned to the espoused organisational values of ‘integrity’, ‘customer satisfaction’, ‘innovation’ and ‘excellence’. The study makes recommendations to the Transmission Division about how to address this misalignment and areas that require further investigation are suggested.
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- Authors: Phale, Robert Aubrey
- Date: 2012-06-06
- Subjects: Corporate culture , Organizational behavior , Business ethics , Government business enterprises , Eskom (Firm)
- Type: Thesis
- Identifier: uj:2469 , http://hdl.handle.net/10210/4925
- Description: M.Comm. , The primary purpose of the present study was to identify whether the organisational culture of the Transmission Division of Eskom is aligned to its stated values. In seeking to reach this objective, it was necessary to assess the gap between espoused and practised organisational values. The study also sought to identify the Transmission Division’s organisational culture. A correlation between the stated values and identified organisational culture was calculated and this was used to infer whether the values that the organisation espouses are aligned to the current organisational culture. The study made use a self-administered questionnaire sent via email to all the Transmission Division employees (N=1793) of whom 182 responded. The questionnaire comprised sections covering biographical aspects, organisational values as well as questions on organisational culture. In the questionnaire, biographical aspects were provided by the Transmission Division’s human resources department and those for organisational values were derived from both literature and Eskom’s value statement. Questions on organisational culture were taken from Cameron and Quinn’s (2006) Organisational Culture Assessment Instrument (OCAI). Data on organisational values was subjected to quantitative analysis whilst data relating to organisational culture was interpreted by following Cameron and Quinn’s (2006) Competing Values Framework (CVF). The present study found that there is a gap between observed and espoused or stated organisational values. By using the Cameron and Quinn (2006) framework of organisational culture, which identifies hierarchy, ‘adhocracy’, market and clan’ as the ‘four distinct organisational culture types, the study found that respondents experience the current Transmission Division’s organisational culture to be predominantly hierarchical. A general inference drawn in this study is that the current hierarchical organisational culture is misaligned to the espoused organisational values of ‘integrity’, ‘customer satisfaction’, ‘innovation’ and ‘excellence’. The study makes recommendations to the Transmission Division about how to address this misalignment and areas that require further investigation are suggested.
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The consequences of employees' work-based identity
- Authors: Bothma, Filippus Cornelius
- Date: 2012-06-07
- Subjects: Identity (Psychology) , Corporate culture , Performance - Management
- Type: Thesis
- Identifier: uj:2545 , http://hdl.handle.net/10210/4999
- Description: D.Comm. , Work-related identities have a major influence on employee behaviour, as specific identities are evoked in response to certain social situations. As part of a larger research project, this study systematically investigated the relationship between work-based identity and selected subjective and objective work outcomes. Based on the research findings, it can be stated that work-based identity plays an important role in determining employees‟ work outcomes, for example, task performance. These work outcomes are important (e.g., labour turnover and task performance) for organisations, as they have cost implications that impact on the organisation‟s financial bottom line. Research purpose: The primary objective of this study was to investigate whether work-based identity is related to the selected subjective consequences personal alienation, burnout, organisational citizenship behaviour - helping behaviour (H-OCB) and work engagement, and the selected objective consequences turnover intention as a proxy for labour turnover, and task performance. The possible mediation effect that the subjective consequences may have on the relationship between work-based identity and the objective consequences were investigated. It was also investigated whether the selected predictors (including work-based identity with the subjective consequences) can predict turnover intention and task performance. In addition, the possibility of the selected biographical and demographic data having a moderating effect on the relationship between the predictors (i.e. work-based identity and the selected subjective consequences) and objective consequences were investigated.
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- Authors: Bothma, Filippus Cornelius
- Date: 2012-06-07
- Subjects: Identity (Psychology) , Corporate culture , Performance - Management
- Type: Thesis
- Identifier: uj:2545 , http://hdl.handle.net/10210/4999
- Description: D.Comm. , Work-related identities have a major influence on employee behaviour, as specific identities are evoked in response to certain social situations. As part of a larger research project, this study systematically investigated the relationship between work-based identity and selected subjective and objective work outcomes. Based on the research findings, it can be stated that work-based identity plays an important role in determining employees‟ work outcomes, for example, task performance. These work outcomes are important (e.g., labour turnover and task performance) for organisations, as they have cost implications that impact on the organisation‟s financial bottom line. Research purpose: The primary objective of this study was to investigate whether work-based identity is related to the selected subjective consequences personal alienation, burnout, organisational citizenship behaviour - helping behaviour (H-OCB) and work engagement, and the selected objective consequences turnover intention as a proxy for labour turnover, and task performance. The possible mediation effect that the subjective consequences may have on the relationship between work-based identity and the objective consequences were investigated. It was also investigated whether the selected predictors (including work-based identity with the subjective consequences) can predict turnover intention and task performance. In addition, the possibility of the selected biographical and demographic data having a moderating effect on the relationship between the predictors (i.e. work-based identity and the selected subjective consequences) and objective consequences were investigated.
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The perceived influence of the elements of internal marketing on the brand image of staffing agencies in South Africa
- Authors: Burin, Candice Natalie
- Date: 2012-06-08
- Subjects: Employment agencies - Customer services , Internal marketing , Branding (Marketing) , Corporate culture , Corporate image , Kelly Group (South Africa)
- Type: Thesis
- Identifier: uj:8755 , http://hdl.handle.net/10210/5106
- Description: M.Comm. , The primary objective of the study is to determine the influence of service quality on the perceived relationship between internal marketing and the brand image of the South African staffing brands and staffing subsidiaries of the Kelly Group. The study will further seek to determine how the different elements of internal marketing influence the brand image of employees and clients of selected staffing agencies in South Africa. The elements of internal marketing mix, namely product, price, promotion, distribution, people, processes and physical evidence will be separately observed in terms of their influence on the brand image dimensions, namely brand consistency, brand trust, brand satisfaction and brand commitment. The influence of the dimensions of service quality, namely reliability, responsiveness, assurance and empathy on the dimensions of brand image and the influence of service quality on the elements of internal marketing, will be explored in order to determine the influence of service quality on the relationship between internal marketing and brand image. A framework to manage internal marketing, service quality and brand image in an integrated manner was determined. The conclusion and findings of the study were found to support the objectives of the study, and the results of the statistical analysis were found to accept the hypotheses of the study. Various recommendations for staffing agencies were given, based on the findings of the statistical analysis. These recommendations included the need for staffing agencies to monitor service quality gaps and confirmed that the internal product was highly influential to service quality, and therefore staffing agencies need to provide a competitive internal product to employees. Internal distribution was found to be highly influential towards the responsiveness, assurance and empathy of a service, and therefore staffing agencies need to focus on creating higher levels of internal service quality and teamwork within their organisations. Physical evidence and tangibles were found to be influential regarding the assurance and empathy of service quality and the importance of a modern, open-plan staffing environment and a professional employee dress code were identified. Internal promotion was found to be influential to the responsiveness of a staffing agency’s service, and therefore the need to segment employees to determine how much and how frequently information needs to be communicated to each group of employees was mentioned. The importance of staffing agencies considering the use of new media such as social networking websites, intranets and wikis was identified as most staffing agency employees work at the clients’ premises.
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- Authors: Burin, Candice Natalie
- Date: 2012-06-08
- Subjects: Employment agencies - Customer services , Internal marketing , Branding (Marketing) , Corporate culture , Corporate image , Kelly Group (South Africa)
- Type: Thesis
- Identifier: uj:8755 , http://hdl.handle.net/10210/5106
- Description: M.Comm. , The primary objective of the study is to determine the influence of service quality on the perceived relationship between internal marketing and the brand image of the South African staffing brands and staffing subsidiaries of the Kelly Group. The study will further seek to determine how the different elements of internal marketing influence the brand image of employees and clients of selected staffing agencies in South Africa. The elements of internal marketing mix, namely product, price, promotion, distribution, people, processes and physical evidence will be separately observed in terms of their influence on the brand image dimensions, namely brand consistency, brand trust, brand satisfaction and brand commitment. The influence of the dimensions of service quality, namely reliability, responsiveness, assurance and empathy on the dimensions of brand image and the influence of service quality on the elements of internal marketing, will be explored in order to determine the influence of service quality on the relationship between internal marketing and brand image. A framework to manage internal marketing, service quality and brand image in an integrated manner was determined. The conclusion and findings of the study were found to support the objectives of the study, and the results of the statistical analysis were found to accept the hypotheses of the study. Various recommendations for staffing agencies were given, based on the findings of the statistical analysis. These recommendations included the need for staffing agencies to monitor service quality gaps and confirmed that the internal product was highly influential to service quality, and therefore staffing agencies need to provide a competitive internal product to employees. Internal distribution was found to be highly influential towards the responsiveness, assurance and empathy of a service, and therefore staffing agencies need to focus on creating higher levels of internal service quality and teamwork within their organisations. Physical evidence and tangibles were found to be influential regarding the assurance and empathy of service quality and the importance of a modern, open-plan staffing environment and a professional employee dress code were identified. Internal promotion was found to be influential to the responsiveness of a staffing agency’s service, and therefore the need to segment employees to determine how much and how frequently information needs to be communicated to each group of employees was mentioned. The importance of staffing agencies considering the use of new media such as social networking websites, intranets and wikis was identified as most staffing agency employees work at the clients’ premises.
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The design of a pragmatic and user friendly organisation culture diagnoses framework
- Authors: Crafford, F.
- Date: 2012-08-13
- Subjects: Corporate culture
- Type: Thesis
- Identifier: uj:9032 , http://hdl.handle.net/10210/5497
- Description: M.Comm. , The concept of an organisation culture has emerged in the last decade due to theorist recognizing that organisations are more than mechanistic, rational goal driven systems with formal structures. Beyond formal structures are the hidden social frameworks people take for granted (Schultz, 1995: 5). Within these frameworks lies the unconscious life of an organisation, where beliefs, values and meanings are created, develop and influence the more visible life of the organisation.
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- Authors: Crafford, F.
- Date: 2012-08-13
- Subjects: Corporate culture
- Type: Thesis
- Identifier: uj:9032 , http://hdl.handle.net/10210/5497
- Description: M.Comm. , The concept of an organisation culture has emerged in the last decade due to theorist recognizing that organisations are more than mechanistic, rational goal driven systems with formal structures. Beyond formal structures are the hidden social frameworks people take for granted (Schultz, 1995: 5). Within these frameworks lies the unconscious life of an organisation, where beliefs, values and meanings are created, develop and influence the more visible life of the organisation.
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