Ways to overcome employee resistance in change initiatives
- Freddy, Charles, Mbohwa, Charles
- Authors: Freddy, Charles , Mbohwa, Charles
- Date: 2013
- Subjects: Organizational change , Total quality management
- Type: Article
- Identifier: uj:6155 , ISBN 978-93-82242-26-0 , http://hdl.handle.net/10210/13759
- Description: Continuous change in leadership creates instability within the business, and more importantly uncertainty amongst employees, hence the reluctance by employees to readily accept change. There are a myriad of reasons for resistance to change. Change programs such as TQM are required within business to ensure that organisations seek continuous improvement in their operational capabilities. Total quality management refers to three main components, namely customer satisfaction; continuous improvement and employee involvement. This study focuses on the employee resistance to change initiatives as a critical component. The lack of employee involvement potentially results in resistance to change initiatives. In many instances employees will not easily adapt to change. It is therefore important to understand that inadequate or no employee involvement will be a waste of valuable resources for any organisation attempting to implement Total Quality Management initiatives.
- Full Text:
- Authors: Freddy, Charles , Mbohwa, Charles
- Date: 2013
- Subjects: Organizational change , Total quality management
- Type: Article
- Identifier: uj:6155 , ISBN 978-93-82242-26-0 , http://hdl.handle.net/10210/13759
- Description: Continuous change in leadership creates instability within the business, and more importantly uncertainty amongst employees, hence the reluctance by employees to readily accept change. There are a myriad of reasons for resistance to change. Change programs such as TQM are required within business to ensure that organisations seek continuous improvement in their operational capabilities. Total quality management refers to three main components, namely customer satisfaction; continuous improvement and employee involvement. This study focuses on the employee resistance to change initiatives as a critical component. The lack of employee involvement potentially results in resistance to change initiatives. In many instances employees will not easily adapt to change. It is therefore important to understand that inadequate or no employee involvement will be a waste of valuable resources for any organisation attempting to implement Total Quality Management initiatives.
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"Type change" : the perceived structure of organizational change events
- Authors: Van Tonder, Chris
- Date: 2009
- Subjects: Organizational change , Sustainable development , Organizational sustainability
- Type: Article
- Identifier: uj:6230 , ISBN 1-932917-05-5 , http://hdl.handle.net/10210/5320
- Description: Sustainable development and global prosperity hinge substantially on healthy, progressive organizations. The liability of change, which manifests in the dismal success rates of large scale organizational change initiatives, however threatens the advancement of this agenda. While the reasons for this are complex, a starting point for reversing this trend is a greater understanding of the phenomenon of organizational change, which is reified and enacted at the level of the individual employee. The current study empirically explored the under researched area of 'types of change', which influences employee perceptions and responses and which ultimately holds the key to organizational adaptation. Several structural dimensions were extracted from the 663 respondents' perceptions of change events, which suggest a more considered but also a potentially more effective approach to dealing with organizational change.
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- Authors: Van Tonder, Chris
- Date: 2009
- Subjects: Organizational change , Sustainable development , Organizational sustainability
- Type: Article
- Identifier: uj:6230 , ISBN 1-932917-05-5 , http://hdl.handle.net/10210/5320
- Description: Sustainable development and global prosperity hinge substantially on healthy, progressive organizations. The liability of change, which manifests in the dismal success rates of large scale organizational change initiatives, however threatens the advancement of this agenda. While the reasons for this are complex, a starting point for reversing this trend is a greater understanding of the phenomenon of organizational change, which is reified and enacted at the level of the individual employee. The current study empirically explored the under researched area of 'types of change', which influences employee perceptions and responses and which ultimately holds the key to organizational adaptation. Several structural dimensions were extracted from the 663 respondents' perceptions of change events, which suggest a more considered but also a potentially more effective approach to dealing with organizational change.
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Lean agility implementation and process optimisation decisions
- Pretorius, Jan-Harm, C., Kruger, David, Vermeulen, André
- Authors: Pretorius, Jan-Harm, C. , Kruger, David , Vermeulen, André
- Date: 2014
- Subjects: Supply chain optimisation , Organizational change , Lean agility implementation
- Type: Article
- Identifier: uj:4966 , http://hdl.handle.net/10210/13067
- Description: Organisations face many challenges in their battle to survive in the current economic climate. A major challenge facing an organisation is the need to change and change rapidly to remain competitive. This imperative to change can be categorised as a key to survival. A major change agent in the current economic climate is the optimisation of resources and business processes. Consequently, optimisation has become an essential part in the strategy for survival. An important prerequisite in achieving optimisation is the elimination of waste and as a result adding value to business processes, products and services companywide. Recent research postulates that to be successful, organisations must implement strategies to boost process optimisation objectives that achieve customer satisfaction and competitiveness. This paper explores and investigates the interrelationship between lean agility implementation and process optimisation decisions. It particularly focuses on the impact of lean application in terms of speed, flexibility, reliability, quality and cost in an attempt to create value to survive and attain customer satisfaction.
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- Authors: Pretorius, Jan-Harm, C. , Kruger, David , Vermeulen, André
- Date: 2014
- Subjects: Supply chain optimisation , Organizational change , Lean agility implementation
- Type: Article
- Identifier: uj:4966 , http://hdl.handle.net/10210/13067
- Description: Organisations face many challenges in their battle to survive in the current economic climate. A major challenge facing an organisation is the need to change and change rapidly to remain competitive. This imperative to change can be categorised as a key to survival. A major change agent in the current economic climate is the optimisation of resources and business processes. Consequently, optimisation has become an essential part in the strategy for survival. An important prerequisite in achieving optimisation is the elimination of waste and as a result adding value to business processes, products and services companywide. Recent research postulates that to be successful, organisations must implement strategies to boost process optimisation objectives that achieve customer satisfaction and competitiveness. This paper explores and investigates the interrelationship between lean agility implementation and process optimisation decisions. It particularly focuses on the impact of lean application in terms of speed, flexibility, reliability, quality and cost in an attempt to create value to survive and attain customer satisfaction.
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The relationship between strategic leadership and employee performance in a parastatal
- Dhanphat, N., Mokgahla, N., Jansen, A.
- Authors: Dhanphat, N. , Mokgahla, N. , Jansen, A.
- Date: 2015-06-08
- Subjects: Transformational leadership , Government business enterprises , Performance - Management , Organizational change , Leadership
- Type: Article
- Identifier: uj:6184 , http://hdl.handle.net/10210/14070
- Description: There is a plethora of leadership literature which place emphasis on the importance of leadership in the performance of employees and organizations. Strategic leadership is of particular interest since this has been a focus in organizations. Strategic leadership is defined by Hitt, Ireland and Hoskisson (2004) as the ability to foresee, envisage, maintain flexibility, and empower others to create strategic change as necessary as part of organizational process. Since the literature on strategic leadership is still in development, parallels are drawn between strategic leadership and transformational leadership styles. This paper aims to understand the relationship between employees’ perceptions of strategic leadership (transformational leadership) of their leaders and employee performance within a South African parastatal. The Multifactor Leadership Questionnaire (MLQ) was used to collect data on leadership styles. The psychometric properties of validity and reliability were assessed using Factor Analysis and Cronbach’s Coefficient Alpha. Descriptive and inferential statistics were used to analyze data. The findings reflect that there is a positive linear and significant relationship between strategic leadership and employee performance. Based on the results of the study, recommendations are provided, which when implemented have the potential to enhance employee performance.
- Full Text: false
- Authors: Dhanphat, N. , Mokgahla, N. , Jansen, A.
- Date: 2015-06-08
- Subjects: Transformational leadership , Government business enterprises , Performance - Management , Organizational change , Leadership
- Type: Article
- Identifier: uj:6184 , http://hdl.handle.net/10210/14070
- Description: There is a plethora of leadership literature which place emphasis on the importance of leadership in the performance of employees and organizations. Strategic leadership is of particular interest since this has been a focus in organizations. Strategic leadership is defined by Hitt, Ireland and Hoskisson (2004) as the ability to foresee, envisage, maintain flexibility, and empower others to create strategic change as necessary as part of organizational process. Since the literature on strategic leadership is still in development, parallels are drawn between strategic leadership and transformational leadership styles. This paper aims to understand the relationship between employees’ perceptions of strategic leadership (transformational leadership) of their leaders and employee performance within a South African parastatal. The Multifactor Leadership Questionnaire (MLQ) was used to collect data on leadership styles. The psychometric properties of validity and reliability were assessed using Factor Analysis and Cronbach’s Coefficient Alpha. Descriptive and inferential statistics were used to analyze data. The findings reflect that there is a positive linear and significant relationship between strategic leadership and employee performance. Based on the results of the study, recommendations are provided, which when implemented have the potential to enhance employee performance.
- Full Text: false
Team development - applicability of the efficiencies and effectiveness of team development
- Mbohwa, Charles, Edward, Leona, Nicole
- Authors: Mbohwa, Charles , Edward, Leona, Nicole
- Date: 2013
- Subjects: Organizational effectiveness , Organizational change , Competition , Teams in the workplace
- Type: Article
- Identifier: uj:6165 , ISBN 978-93-82242-26-0 , http://hdl.handle.net/10210/13769
- Description: Organizations are under constant pressure due to the rapid changes in the external environment. Therefore, organizations are continuously striving to sustain their competitive advantage. Within the banking industry, being innovative is inadequate to support the company’s competitive advantage. No sooner Bank A introduces an innovative service offering, Bank B and C soon replicates this offering to satisfy and to retain their customers. Sustainable excellent service delivery is an imperative within this industry. Therefore, the focus of this study looks into team development to enhance productivity to achieve the organization’s objectives.
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- Authors: Mbohwa, Charles , Edward, Leona, Nicole
- Date: 2013
- Subjects: Organizational effectiveness , Organizational change , Competition , Teams in the workplace
- Type: Article
- Identifier: uj:6165 , ISBN 978-93-82242-26-0 , http://hdl.handle.net/10210/13769
- Description: Organizations are under constant pressure due to the rapid changes in the external environment. Therefore, organizations are continuously striving to sustain their competitive advantage. Within the banking industry, being innovative is inadequate to support the company’s competitive advantage. No sooner Bank A introduces an innovative service offering, Bank B and C soon replicates this offering to satisfy and to retain their customers. Sustainable excellent service delivery is an imperative within this industry. Therefore, the focus of this study looks into team development to enhance productivity to achieve the organization’s objectives.
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Leader and team behaviour during organizational change: a systems psychodynamic stance.
- Authors: Cilliers, F.V.N.
- Date: 2006
- Subjects: Organizational change , Neurotic personality styles , Psychodynamic stance , Organizational styles dynamics
- Type: Article
- Identifier: uj:5661 , http://hdl.handle.net/10210/2905
- Description: The aim of this research was to explore the dynamic nature of leader and team behaviour during organizational change, using five different organisational constellations or neurotic personality styles, namely the paranoid, schizoid, depressive, compulsive and histrionic styles. Qualitative research was conducted, comprising of two focus groups with eight psychologists consulting regularly to organisational change. The data was content analysed and interpreted from the systems psychodynamic stance. Each style’s leader and team behavioural manifestations are discussed. The findings and recommendations can be used by consulting psychologists towards understanding and implementing organisational change dynamics.
- Full Text:
- Authors: Cilliers, F.V.N.
- Date: 2006
- Subjects: Organizational change , Neurotic personality styles , Psychodynamic stance , Organizational styles dynamics
- Type: Article
- Identifier: uj:5661 , http://hdl.handle.net/10210/2905
- Description: The aim of this research was to explore the dynamic nature of leader and team behaviour during organizational change, using five different organisational constellations or neurotic personality styles, namely the paranoid, schizoid, depressive, compulsive and histrionic styles. Qualitative research was conducted, comprising of two focus groups with eight psychologists consulting regularly to organisational change. The data was content analysed and interpreted from the systems psychodynamic stance. Each style’s leader and team behavioural manifestations are discussed. The findings and recommendations can be used by consulting psychologists towards understanding and implementing organisational change dynamics.
- Full Text:
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