Mergers and change management at a micro level: a case study.
- Authors: Kilfoil, W. , Groenewald, T.
- Date: 2005
- Subjects: Distance education institutions , Change management , Mergers
- Type: Article
- Identifier: uj:6531 , http://hdl.handle.net/10210/2730
- Description: The transformation of the South African higher education landscape resulted in, among other things, the merger of three distance education institutions: Unisa, VUDEC and TSA. The macro level of the merger will no doubt be studied in detail. This article explores a micro level process for two departments merged by a top-down decision that did not take cognisance of their dissimilar functions and structures. The result was both a merger and a demerging process. The two departments first had to confront the realities of their different functions and structures before a reconfiguration could occur, including the emergence of a strategic plan focusing on aspects such as specific contribution, drivers, objectives and structure. The change management principles adopted to ensure the success of the process are outlined, analysed and reflected upon.
- Full Text:
- Authors: Kilfoil, W. , Groenewald, T.
- Date: 2005
- Subjects: Distance education institutions , Change management , Mergers
- Type: Article
- Identifier: uj:6531 , http://hdl.handle.net/10210/2730
- Description: The transformation of the South African higher education landscape resulted in, among other things, the merger of three distance education institutions: Unisa, VUDEC and TSA. The macro level of the merger will no doubt be studied in detail. This article explores a micro level process for two departments merged by a top-down decision that did not take cognisance of their dissimilar functions and structures. The result was both a merger and a demerging process. The two departments first had to confront the realities of their different functions and structures before a reconfiguration could occur, including the emergence of a strategic plan focusing on aspects such as specific contribution, drivers, objectives and structure. The change management principles adopted to ensure the success of the process are outlined, analysed and reflected upon.
- Full Text:
Challenges and opportunities : mergers within mergers in the context of student counselling
- Taylor, Susanne, Snyman, Manda, Jogie, Fatima S.
- Authors: Taylor, Susanne , Snyman, Manda , Jogie, Fatima S.
- Date: 2014
- Subjects: Excellence of service , Mergers , Student counselling , University of Johannesburg. Mergers , Universities and colleges - Mergers
- Type: Article
- Identifier: http://ujcontent.uj.ac.za8080/10210/378852 , uj:5345 , http://hdl.handle.net/10210/12691
- Description: The University of Johannesburg was established on 1 January 2005 as a result of the merger between the Rand Afrikaans University and the Technikon Witwatersrand. The focus of this paper is not on the high-level merger aspects, but rather on the internal ‘merger within the merger’ of the various Units, Institutes, Bureaus and Divisions dealing with the psycho-social and career-focused activities within the University. The discussion is presented in a case study format, reflecting and tracking the actual merger process, from inception to implementation along tight timelines. Challenges and opportunities that have emanated as a result of the development of quality promotion processes and activities within PsyCaD are presented in terms of their significance for the promotion of quality and the operation of PsyCaD as a fully contributing Centre under the University’s strategic plan, while providing excellent service delivery, promoting entrepreneurship, supporting the implementation of new ideas, generating income and being responsive to community needs.
- Full Text:
- Authors: Taylor, Susanne , Snyman, Manda , Jogie, Fatima S.
- Date: 2014
- Subjects: Excellence of service , Mergers , Student counselling , University of Johannesburg. Mergers , Universities and colleges - Mergers
- Type: Article
- Identifier: http://ujcontent.uj.ac.za8080/10210/378852 , uj:5345 , http://hdl.handle.net/10210/12691
- Description: The University of Johannesburg was established on 1 January 2005 as a result of the merger between the Rand Afrikaans University and the Technikon Witwatersrand. The focus of this paper is not on the high-level merger aspects, but rather on the internal ‘merger within the merger’ of the various Units, Institutes, Bureaus and Divisions dealing with the psycho-social and career-focused activities within the University. The discussion is presented in a case study format, reflecting and tracking the actual merger process, from inception to implementation along tight timelines. Challenges and opportunities that have emanated as a result of the development of quality promotion processes and activities within PsyCaD are presented in terms of their significance for the promotion of quality and the operation of PsyCaD as a fully contributing Centre under the University’s strategic plan, while providing excellent service delivery, promoting entrepreneurship, supporting the implementation of new ideas, generating income and being responsive to community needs.
- Full Text:
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