"Organisational transformation": wavering on the edge of ambiguity.
- Authors: Van Tonder, C.L.
- Date: 2004
- Subjects: Organisational transformation , Change management , Change management practices
- Type: Article
- Identifier: http://ujcontent.uj.ac.za8080/10210/367944 , uj:6480 , http://hdl.handle.net/10210/1492
- Description: Organisational transformation has become one of the most used change concepts of our time, but researchers and practitioners seldom pause to consider the meaning of this concept more explicitly. The meaning parameters of organisational transformation are explored from within the prevailing literature and considered in terms of the results of a qualitative study of limited scope conducted among managers of a local government institution. Both the literature and the findings of the study reveal substantial variation in the meaning of transformation, which is considered undesirable for change management practices. The implications of the study are briefly indicated.
- Full Text:
- Authors: Van Tonder, C.L.
- Date: 2004
- Subjects: Organisational transformation , Change management , Change management practices
- Type: Article
- Identifier: http://ujcontent.uj.ac.za8080/10210/367944 , uj:6480 , http://hdl.handle.net/10210/1492
- Description: Organisational transformation has become one of the most used change concepts of our time, but researchers and practitioners seldom pause to consider the meaning of this concept more explicitly. The meaning parameters of organisational transformation are explored from within the prevailing literature and considered in terms of the results of a qualitative study of limited scope conducted among managers of a local government institution. Both the literature and the findings of the study reveal substantial variation in the meaning of transformation, which is considered undesirable for change management practices. The implications of the study are briefly indicated.
- Full Text:
Personal Change as a Key Determinant of the Outcomes of Organisational Transformation Interventions
- Chawane, Thabile, Van Vuuren, Leon J, Roodt, Gert
- Authors: Chawane, Thabile , Van Vuuren, Leon J , Roodt, Gert
- Date: 2003
- Subjects: Personal change , Organisational transformation , Organisational change , Organisational behaviour , Organisational performance , Organisational justice , Interventions
- Type: Article
- Identifier: uj:6415 , http://hdl.handle.net/10210/121
- Description: The purpose of this study was to investigate the critical role of personal change, and its inherent elements, in determining the outcomes of organisational transformation interventions. The purposeful sampling method was used to involve expert organisational transformation consultants as participants (N=10). A qualitative content analysis technique was applied to infer meaningful explanations to the research problem. It was found that although personal change formed an integral part of transformation interventions, it was not adequately explored and utilised as a crucial and consequential dimension in influencing the results of organisational transformation interventions. The implications of the findings are discussed.
- Full Text:
- Authors: Chawane, Thabile , Van Vuuren, Leon J , Roodt, Gert
- Date: 2003
- Subjects: Personal change , Organisational transformation , Organisational change , Organisational behaviour , Organisational performance , Organisational justice , Interventions
- Type: Article
- Identifier: uj:6415 , http://hdl.handle.net/10210/121
- Description: The purpose of this study was to investigate the critical role of personal change, and its inherent elements, in determining the outcomes of organisational transformation interventions. The purposeful sampling method was used to involve expert organisational transformation consultants as participants (N=10). A qualitative content analysis technique was applied to infer meaningful explanations to the research problem. It was found that although personal change formed an integral part of transformation interventions, it was not adequately explored and utilised as a crucial and consequential dimension in influencing the results of organisational transformation interventions. The implications of the findings are discussed.
- Full Text:
The construction and evaluation of a scale of employee empowerment.
- Cloete, V.J., Crous, F., Schepers, J.M.
- Authors: Cloete, V.J. , Crous, F. , Schepers, J.M.
- Date: 2002
- Subjects: Employee empowerment , Organisational transformation
- Type: Article
- Identifier: uj:6349 , http://hdl.handle.net/10210/1093
- Description: The purpose of this study was to construct and evaluate a scale of employee empowerment that may benefit organisational transformation. An Employee Empowerment Questionnaire consisting of 90 items was developed and administered to 164 respondents within a large metropolitan council. The study indicated that the Employee Empowerment Questionnaire is highly reliable (rxx=0,982) and sensitive to group differences.
- Full Text:
- Authors: Cloete, V.J. , Crous, F. , Schepers, J.M.
- Date: 2002
- Subjects: Employee empowerment , Organisational transformation
- Type: Article
- Identifier: uj:6349 , http://hdl.handle.net/10210/1093
- Description: The purpose of this study was to construct and evaluate a scale of employee empowerment that may benefit organisational transformation. An Employee Empowerment Questionnaire consisting of 90 items was developed and administered to 164 respondents within a large metropolitan council. The study indicated that the Employee Empowerment Questionnaire is highly reliable (rxx=0,982) and sensitive to group differences.
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