The influence of organisational climate on creativity and innovation in a technology firm in South Africa
- Authors: Senekal, Estiaan
- Date: 2008-06-20T13:46:32Z
- Subjects: Creative ability in business , Technological innovations , Organizational change
- Type: Thesis
- Identifier: uj:3295 , http://hdl.handle.net/10210/669
- Description: The purpose of this study is to investigate creativity, innovation and certain determining factors, which have an influence on creativity and innovation in the micro business environment and specifically in an information technology firm. The information and communications technology (ICT) sector is very dynamic and very fast paced both in the world and in South Africa. Businesses in this sector have to adapt, almost constantly, to incessantly changing technology, customer demands and macro-environmental variables. A vast amount of research exists to suggest that businesses have to adapt to and embrace change in order to survive in this environment. Creativity and innovation are central to change in the organisation. For the purposes of this study creativity is defined as an intellectual process evident in four discernible components, namely the creative person, the creative product, the creative process and the creative environment. Evidence for creativity and innovation includes novelty and usefulness of ideas and new or improved solutions to existing problems within a given context. Novelty and usefulness are therefore characteristic and typical evidence for the presence of creativity. All four components are important for the development and facilitation of creativity and innovation. The four components have a determining influence on creativity resulting in a feedback system. The study specifically focuses on creative environment and in this case - the organisational climate. Organisational climate is the observed recurring behavioural patterns and attitudes in the organisation. This climate influences creativity and innovation by supporting or inhibiting it. An organisation’s climate can also influence other psychological processes such as job satisfaction, decision-making, communication, team effort and motivation of workers across the organisation. The goal of this study was to identify and measure organisational climate factors known to have a significant, determining influence on the work environment, conducive to creativity and innovation. The organisational climate of a firm in the South African ICT sector was measured and analysed. The “Situational Outlook Questionnaire” (SOQ) was used to measure the organisational climate observable in the organisation. The SOQ is employed to assist organisations in assessing the organisational climate for its conduciveness to creativity and innovation, as well as the climate’s ability to foster and promote productivity and change within the organisation. The SOQ was developed over a period of fifty years and is proven to be a reliable and valid measuring instrument. The SOQ assesses nine dimensions that have a direct impact on a creative organisational climate. The nine dimensions are: Challenge/involvement, trust, risk-taking, playfulness/humour, freedom, conflict, debate, idea support, and idea-time. The results indicated the organisation that has been assessed has a strong climate supportive of and conducive to creativity and innovation. The organisation’s SOQ results across all dimensions, except the freedom and debate dimensions, compared very well with other innovative organisations. This could indicate that there is too much debate around decisions, resulting in too much talking before important issues are decided upon. The freedom score was also somewhat low because employees are probably not allowed to make independent decisions related to their jobs. Employees are under obligation to report to superiors before deciding important issues. This organisation’s management strives towards promoting and fostering a climate that is supportive of and conducive to creativity and innovation. This is evident in the results provided by the SOQ as well as the innovative products and services delivered to customers. , Prof. W.M. Conradie
- Full Text:
- Authors: Senekal, Estiaan
- Date: 2008-06-20T13:46:32Z
- Subjects: Creative ability in business , Technological innovations , Organizational change
- Type: Thesis
- Identifier: uj:3295 , http://hdl.handle.net/10210/669
- Description: The purpose of this study is to investigate creativity, innovation and certain determining factors, which have an influence on creativity and innovation in the micro business environment and specifically in an information technology firm. The information and communications technology (ICT) sector is very dynamic and very fast paced both in the world and in South Africa. Businesses in this sector have to adapt, almost constantly, to incessantly changing technology, customer demands and macro-environmental variables. A vast amount of research exists to suggest that businesses have to adapt to and embrace change in order to survive in this environment. Creativity and innovation are central to change in the organisation. For the purposes of this study creativity is defined as an intellectual process evident in four discernible components, namely the creative person, the creative product, the creative process and the creative environment. Evidence for creativity and innovation includes novelty and usefulness of ideas and new or improved solutions to existing problems within a given context. Novelty and usefulness are therefore characteristic and typical evidence for the presence of creativity. All four components are important for the development and facilitation of creativity and innovation. The four components have a determining influence on creativity resulting in a feedback system. The study specifically focuses on creative environment and in this case - the organisational climate. Organisational climate is the observed recurring behavioural patterns and attitudes in the organisation. This climate influences creativity and innovation by supporting or inhibiting it. An organisation’s climate can also influence other psychological processes such as job satisfaction, decision-making, communication, team effort and motivation of workers across the organisation. The goal of this study was to identify and measure organisational climate factors known to have a significant, determining influence on the work environment, conducive to creativity and innovation. The organisational climate of a firm in the South African ICT sector was measured and analysed. The “Situational Outlook Questionnaire” (SOQ) was used to measure the organisational climate observable in the organisation. The SOQ is employed to assist organisations in assessing the organisational climate for its conduciveness to creativity and innovation, as well as the climate’s ability to foster and promote productivity and change within the organisation. The SOQ was developed over a period of fifty years and is proven to be a reliable and valid measuring instrument. The SOQ assesses nine dimensions that have a direct impact on a creative organisational climate. The nine dimensions are: Challenge/involvement, trust, risk-taking, playfulness/humour, freedom, conflict, debate, idea support, and idea-time. The results indicated the organisation that has been assessed has a strong climate supportive of and conducive to creativity and innovation. The organisation’s SOQ results across all dimensions, except the freedom and debate dimensions, compared very well with other innovative organisations. This could indicate that there is too much debate around decisions, resulting in too much talking before important issues are decided upon. The freedom score was also somewhat low because employees are probably not allowed to make independent decisions related to their jobs. Employees are under obligation to report to superiors before deciding important issues. This organisation’s management strives towards promoting and fostering a climate that is supportive of and conducive to creativity and innovation. This is evident in the results provided by the SOQ as well as the innovative products and services delivered to customers. , Prof. W.M. Conradie
- Full Text:
Perceptions of change at motor dealerships in Gauteng
- Authors: Silva, Selma M. C.
- Date: 2010-10-26T07:21:36Z
- Subjects: General Motors Corporation , Automobile industry and trade , Organizational change , Gauteng (South Africa)
- Type: Thesis
- Identifier: uj:6942 , http://hdl.handle.net/10210/3452
- Description: M.Comm. , Change is inevitable in today’s world. Multinational companies are constantly being forced to adapt in order to survive. When companies are not able to adjust to the changing environment they run the risk of becoming obsolete. When General Motors (GM) returned to South Africa and bought back Delta Motors Corporation (DMC) in 2004, dealers were faced with new procedures, policies and management styles. This study aimed to establish how GM dealers viewed change, by exploring their views on the Delta Motors takeover in 2004. Five dealerships participated in the study and 15 employees were interviewed. The results were analysed through content analysis. Recommendations are made with regard to addressing the change process and the difficulties that accompany it. The study reinforces the importance of communication, planning and employee development in a change process. By encouraging involvement, people own the change process and do not feel that change is being forced upon them. Although change is critical, research shows that it is a complex process that needs to be planned thoroughly. This research includes lessons learned from the change process that GM went through when it took over from DMC.
- Full Text:
- Authors: Silva, Selma M. C.
- Date: 2010-10-26T07:21:36Z
- Subjects: General Motors Corporation , Automobile industry and trade , Organizational change , Gauteng (South Africa)
- Type: Thesis
- Identifier: uj:6942 , http://hdl.handle.net/10210/3452
- Description: M.Comm. , Change is inevitable in today’s world. Multinational companies are constantly being forced to adapt in order to survive. When companies are not able to adjust to the changing environment they run the risk of becoming obsolete. When General Motors (GM) returned to South Africa and bought back Delta Motors Corporation (DMC) in 2004, dealers were faced with new procedures, policies and management styles. This study aimed to establish how GM dealers viewed change, by exploring their views on the Delta Motors takeover in 2004. Five dealerships participated in the study and 15 employees were interviewed. The results were analysed through content analysis. Recommendations are made with regard to addressing the change process and the difficulties that accompany it. The study reinforces the importance of communication, planning and employee development in a change process. By encouraging involvement, people own the change process and do not feel that change is being forced upon them. Although change is critical, research shows that it is a complex process that needs to be planned thoroughly. This research includes lessons learned from the change process that GM went through when it took over from DMC.
- Full Text:
The state of business process management in South African companies today
- Authors: Sello, Isaac Thabiso
- Date: 2013-04-11
- Subjects: Business process management , Industrial management , Reengineering (Management) , Organizational change , Benchmarking (Management)
- Type: Mini-Dissertation
- Identifier: uj:7446 , http://hdl.handle.net/10210/8306
- Description: M.Phil. (Engineering Management) , The principle aim of this study is to investigate the state of Business Process Management (BPM) in South African industrial organisations. The researcher as a Business Process Engineer dedicated to performance improvement through process innovation and change management principles, conducted a field research project studying the application of process management in South African companies. This survey summarises information provided by 348 respondents working in large, medium, and small companies, representing a broad cross section of industries in South Africa. Given the size and diversity of the respondents, the researcher believes that this is the most comprehensive and representative overview of: • How organisations understand BPM; • How was BPM spending in 2011; • What BPM activities companies are currently engaged in; and • What BPM activities companies are planning for the future? The researcher hopes the information provided in this survey report will provide readers with insight into the kinds of BPM development efforts currently underway and how their company’s BPM efforts compare to the overall market. Finally, the researcher hopes this survey report will provide BPM practitioners with insights that will suggest new ideas for future developments in their organisations. Research results shows that South African organisations are as likely to be pursuing business process redesign or considering the use of BPM Systems. Some industries are absolutely doing more than others, just as large companies are more likely to be undertaking large projects, but companies in all industries and companies of all different size are engaged in BPM work.
- Full Text:
- Authors: Sello, Isaac Thabiso
- Date: 2013-04-11
- Subjects: Business process management , Industrial management , Reengineering (Management) , Organizational change , Benchmarking (Management)
- Type: Mini-Dissertation
- Identifier: uj:7446 , http://hdl.handle.net/10210/8306
- Description: M.Phil. (Engineering Management) , The principle aim of this study is to investigate the state of Business Process Management (BPM) in South African industrial organisations. The researcher as a Business Process Engineer dedicated to performance improvement through process innovation and change management principles, conducted a field research project studying the application of process management in South African companies. This survey summarises information provided by 348 respondents working in large, medium, and small companies, representing a broad cross section of industries in South Africa. Given the size and diversity of the respondents, the researcher believes that this is the most comprehensive and representative overview of: • How organisations understand BPM; • How was BPM spending in 2011; • What BPM activities companies are currently engaged in; and • What BPM activities companies are planning for the future? The researcher hopes the information provided in this survey report will provide readers with insight into the kinds of BPM development efforts currently underway and how their company’s BPM efforts compare to the overall market. Finally, the researcher hopes this survey report will provide BPM practitioners with insights that will suggest new ideas for future developments in their organisations. Research results shows that South African organisations are as likely to be pursuing business process redesign or considering the use of BPM Systems. Some industries are absolutely doing more than others, just as large companies are more likely to be undertaking large projects, but companies in all industries and companies of all different size are engaged in BPM work.
- Full Text:
A comparison between the mental models of entrepreneurs involved in successful and unsuccessful entrepreneurial activity
- Authors: Le Roux, Suzette Johanna
- Date: 2015
- Subjects: Entrepreneurship , Organizational change , Economic development , Businesspeople , Success in business
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://ujcontent.uj.ac.za8080/10210/374712 , http://hdl.handle.net/10210/82617 , uj:18980
- Description: Abstract:Orientation As an entrepreneur/mentor, I am fascinated by the issue of why some start-up businesses flourish and others struggle to survive. In line with this and in order to increase understanding of entrepreneurial success, there is, as Bakker, Curşeu, and Vermeulen (2007) state, a need for empirical research to be conducted into the thought processes of entrepreneurs during strategic decision-making. In this study I endeavoured to discover why so many businesses fail and, subsequently, find a way to improve the success rate of novice entrepreneurs by exploring the mental models that support their decision-making. Research question The research question that guided the study investigated the differences between the mental models of entrepreneurs involved in successful businesses and those involved in unsuccessful entrepreneurial activity. Research aim and objectives The aim of the study was to explore and describe the concrete experiences and mental models of a small group of entrepreneurs, of which I was one. The following key objectives were identified for the study: To identify the critical elements of the mental models of entrepreneurs involved in successful entrepreneurial activity To ascertain the way in which the mental models of entrepreneurs involved in successful entrepreneurial activity differ from those involved in unsuccessful entrepreneurial activity To suggest interventions that would be appropriate for altering the mental models of entrepreneurs involved in unsuccessful activity so that they resemble the mental models of those involved in successful entrepreneurial activity... , D.Phil.
- Full Text:
- Authors: Le Roux, Suzette Johanna
- Date: 2015
- Subjects: Entrepreneurship , Organizational change , Economic development , Businesspeople , Success in business
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://ujcontent.uj.ac.za8080/10210/374712 , http://hdl.handle.net/10210/82617 , uj:18980
- Description: Abstract:Orientation As an entrepreneur/mentor, I am fascinated by the issue of why some start-up businesses flourish and others struggle to survive. In line with this and in order to increase understanding of entrepreneurial success, there is, as Bakker, Curşeu, and Vermeulen (2007) state, a need for empirical research to be conducted into the thought processes of entrepreneurs during strategic decision-making. In this study I endeavoured to discover why so many businesses fail and, subsequently, find a way to improve the success rate of novice entrepreneurs by exploring the mental models that support their decision-making. Research question The research question that guided the study investigated the differences between the mental models of entrepreneurs involved in successful businesses and those involved in unsuccessful entrepreneurial activity. Research aim and objectives The aim of the study was to explore and describe the concrete experiences and mental models of a small group of entrepreneurs, of which I was one. The following key objectives were identified for the study: To identify the critical elements of the mental models of entrepreneurs involved in successful entrepreneurial activity To ascertain the way in which the mental models of entrepreneurs involved in successful entrepreneurial activity differ from those involved in unsuccessful entrepreneurial activity To suggest interventions that would be appropriate for altering the mental models of entrepreneurs involved in unsuccessful activity so that they resemble the mental models of those involved in successful entrepreneurial activity... , D.Phil.
- Full Text:
Investigating SAP as an intervention case study: Johannesburg Water
- Authors: Mashiane, Mahlatse
- Date: 2008-06-12T10:59:41Z
- Subjects: Organizational change
- Type: Thesis
- Identifier: uj:2698 , http://hdl.handle.net/10210/613
- Description: The objective of this research is to study how to successfully implement organizational change in a large organization. The study deals with an approach for implementation that incorporates both efficiency and flexibility. Within the domain of organizational change, this research focuses on business process change, more specifically the Human Resources Information systems planning and implementation and evaluation. The research question is approached by first studying how to carry out planning, implementation and evaluation according to the relevant existing theories of organizational change. Then, an ERP change implementation program is reflected with the existing implementation approaches and finally characteristics of a successful approach for change implementation are concluded. This study follows the logic of inductive theory building and qualitative case study. The research is designed as an embedded case study, the primary research object being an extensive change program that focuses on SAP implementation at Johannesburg Water. The case data is mainly qualitative in nature and is collected through participant observation, archives and numerous and diverse documents created within the program. The focal terms and the scope of the study are defined based on relevant theory of organizational change. For understanding the existing body of knowledge on change planning, implementation, a multidisciplinary review is carried out including the theories of organization development, organization transformation, business process reengineering, project management and organizational learning. As a conclusion of the review, four research constructs are elaborated for guiding the case study. The constructs define essential elements of change implementation: initiation, management structure, and process and change advancement. Using the elaborated constructs, two generic implementation approaches are conceptualized, planned and emergent. The former represents centrally managed, sequentially proceeding holistic change, whereas the latter is about locally managed, continuous and incremental change. , Dr. R. Huysamen
- Full Text:
- Authors: Mashiane, Mahlatse
- Date: 2008-06-12T10:59:41Z
- Subjects: Organizational change
- Type: Thesis
- Identifier: uj:2698 , http://hdl.handle.net/10210/613
- Description: The objective of this research is to study how to successfully implement organizational change in a large organization. The study deals with an approach for implementation that incorporates both efficiency and flexibility. Within the domain of organizational change, this research focuses on business process change, more specifically the Human Resources Information systems planning and implementation and evaluation. The research question is approached by first studying how to carry out planning, implementation and evaluation according to the relevant existing theories of organizational change. Then, an ERP change implementation program is reflected with the existing implementation approaches and finally characteristics of a successful approach for change implementation are concluded. This study follows the logic of inductive theory building and qualitative case study. The research is designed as an embedded case study, the primary research object being an extensive change program that focuses on SAP implementation at Johannesburg Water. The case data is mainly qualitative in nature and is collected through participant observation, archives and numerous and diverse documents created within the program. The focal terms and the scope of the study are defined based on relevant theory of organizational change. For understanding the existing body of knowledge on change planning, implementation, a multidisciplinary review is carried out including the theories of organization development, organization transformation, business process reengineering, project management and organizational learning. As a conclusion of the review, four research constructs are elaborated for guiding the case study. The constructs define essential elements of change implementation: initiation, management structure, and process and change advancement. Using the elaborated constructs, two generic implementation approaches are conceptualized, planned and emergent. The former represents centrally managed, sequentially proceeding holistic change, whereas the latter is about locally managed, continuous and incremental change. , Dr. R. Huysamen
- Full Text:
'n Ontleding van enkele ondernemingskomponente nodig vir strategie-implementering
- Authors: Van Stryp, Gisela Christine
- Date: 2012-08-16
- Subjects: Strategic planning , Leadership , Corporate culture , Organizational change
- Type: Thesis
- Identifier: uj:9561 , http://hdl.handle.net/10210/5986
- Description: M.Comm. , The environment in which a South African business operates are distinguished by change. Businesses must on a continuous basis adopt to the demands of change in their environment. This study focus on the unseen or invisible components of a business, such as the structure, culture, leadership and human resource compliment, which enable the business to implement the formalised strategy, which in turn assist the business in adopting to the change in environment. Chapter two contains a short summary of strategy formulation and implementation. As soon as the strategy has been formalised and implementation of strategy must take place, the emphasised is moved to the unseen components of business. From Chapter three to six a iscussion on the resources required to support and manage the implementation of strategy, follows. In these chapters the following is raised: the structure that is required to ensure that strategy objectives are achieved; the required leadership, with emphasis on the role of leaders vs managers in a business; the relationship of strategy and culture; and the optimal composition of the human resource complement to ensure the implementation of the strategy. A summary of the recommendations of the study are the following: develop a suitable structure to support the strategy of business and tend to move to flatter organisational structures; obtain and develop leaders in the business; build and encourage a strong corporate culture; and Top Management must ensure and commit them to obtain the required human resource compliment in the business. In conclusion a recipe to the successful implementation of a strategy "Be customer focused and get the basis right.
- Full Text:
- Authors: Van Stryp, Gisela Christine
- Date: 2012-08-16
- Subjects: Strategic planning , Leadership , Corporate culture , Organizational change
- Type: Thesis
- Identifier: uj:9561 , http://hdl.handle.net/10210/5986
- Description: M.Comm. , The environment in which a South African business operates are distinguished by change. Businesses must on a continuous basis adopt to the demands of change in their environment. This study focus on the unseen or invisible components of a business, such as the structure, culture, leadership and human resource compliment, which enable the business to implement the formalised strategy, which in turn assist the business in adopting to the change in environment. Chapter two contains a short summary of strategy formulation and implementation. As soon as the strategy has been formalised and implementation of strategy must take place, the emphasised is moved to the unseen components of business. From Chapter three to six a iscussion on the resources required to support and manage the implementation of strategy, follows. In these chapters the following is raised: the structure that is required to ensure that strategy objectives are achieved; the required leadership, with emphasis on the role of leaders vs managers in a business; the relationship of strategy and culture; and the optimal composition of the human resource complement to ensure the implementation of the strategy. A summary of the recommendations of the study are the following: develop a suitable structure to support the strategy of business and tend to move to flatter organisational structures; obtain and develop leaders in the business; build and encourage a strong corporate culture; and Top Management must ensure and commit them to obtain the required human resource compliment in the business. In conclusion a recipe to the successful implementation of a strategy "Be customer focused and get the basis right.
- Full Text:
The validity of world class business criteria across developed and developing countries
- Authors: Parker, Andre John
- Date: 2008-06-26T08:57:19Z
- Subjects: Organizational change , Industrial management , Business enterprises , Business planning , Leadership
- Type: Thesis
- Identifier: uj:9953 , http://hdl.handle.net/10210/734
- Description: The impact of globalisation continues to divide economies around the world into fast and slow moving economies. The former are producing wealth at an exponential rate whilst the latter continue to lag in their wake. The pace of change and challenges of the 21st Century have left business organisations no choice but to attain levels of operational excellence and fitness to compete with their counterparts in a demanding boundaryless global arena. Irrespective of whether they are global or local, organisations ascending to world class have a ‘global mindset’ which means that they see the rest of the world as their benchmark. These organisations know that good is never good enough and that the glory of being ahead in the race is but a fleeting moment in time. The performance gap between South Africa, classified as a ‘slow’ Developing economy and that of ‘fast’ Developed economies continues to widen. Organisations in Developing countries like South Africa have been slow to embrace performance-enhancing Criteria practised in world class organisations, and where they have been embraced, the success rate has not been encouraging. The motivation for the study was to provide relevant guidelines to organisations in developing countries, in particular South Africa, towards the design and implementation of organisation interventions that will find traction and are sustainable to become world class - and in so doing, the variables making up the contextual backdrop which constrain or enhance an organisation’s pursuit of becoming world class would be assessed for relevancy and improved understanding. Furthermore the study would re-direct and re-channel the study of world class Criteria in driving high performance in Developing countries as being unique in need, combination and formulation. Authors on what constitutes this ‘global mindset’, with few exceptions, adopt the view that the world class Criteria that make good organisations great are the same around the world. The problem propositioned and addressed in this study is that what is understood and practised as performance-enhancing world class Criteria, may not apply equally and may not be equally successful in Developed and Developing countries respectively. Restated as a research question, The validity of world class business Criteria across Developed and Developing countries was re-formulated as follows: Firstly, how do world class Criteria which result in high performance in Developed countries differ from those applied in Developing countries? Secondly, what can organisations in Developed countries, in particular South Africa, learn from these differences to embrace best Practices that work and are sustainable for their respective environments? The research objective was to identify world class Criteria that are unique to Developing countries and to add value to organisations in Developing countries to ascend to world class by developing ‘road maps’ for continuous improvement that are valid within Developing country context. The direction of the research process and methodology was determined by the choice of the researcher between a quantitative, qualitative, or a combined qualitative-quantitative approach. Complete and objective data related to the research question within the research domain needed to be collected from individual participants in business organisations across the divide of countries and cultures. Uniformity and control of the data collection method were necessary to minimise the likelihood that different cultures within different business organisations within different country cultures could interpret the survey data differently. A uniform quantitative research approach which presented the same qualified statements in a consistent manner with a consistent response methodology was therefore chosen to ensure that all respondents were likely to understand the survey in the same way. The Proposition tested is that the Criteria for organisations to ascend to world class differ across the divide between Developed and Developing countries. The implications of this Proposition are that whilst there are world class Criteria that are universal across global boundaries, world class organisations in Developing countries, with particular reference to South Africa, have evolved their own set of world class Criteria that are unique to Developing countries. By ignoring the contextual backdrops within which Developed and Developing countries operate, appropriate learning for organisations in Developing countries to ascend to world class competitiveness is constrained. A web-based touchbutton survey questionnaire was designed for instant internet access to assigned and authorized respondents. Organisations considered world class in both Developed and Developing country context were approached to participate in the survey. Participants up to four reporting levels from the president/chief executive officer of the organisation were nominated by an appointed person in a participating organisation responsible for the survey. Email addresses provided by participating organisations were used to log participants on to the survey. Progress was monitored electronically on a daily basis. Since the survey design required that participants complete each part of the survey before proceeding to the next part, the possibility of incomplete data was eliminated. Data capturing took place in real time on a dedicated web site on an MS Office Excel spreadsheet as respondents responded on line. Five surveys completed on paper were fed manually into the data base. All data was therefore complete and ready for analysis at the time of closing the survey for further participation. The biographic data on individual respondents contained the following key features: 41% from 3rd reporting level in their organisations; 65% having more than 3 years’ experience in their organisations; 83% having been with their organisations for more than 3 years and 79.2% having a tertiary qualification. The qualifications and overall experience of the majority of respondents provided for a reasonable assumption that the sample could be relied on to provide well informed and therefore highly valid data. An overall individual response rate of 427 out of a possible 560 respondents was achieved, constituting a percentage response of 76.3%. Developed countries constituted 29% of the responses against 71% from Developing countries whilst organisation response ratio constituted 50 % (20) and 41% (14) respectively. The individual response rate from Developing countries was twice that of Developed countries. The response rate at organisation level presented a more balanced ratio of 59% Developed and 41% Developing country ratio. Organisations and respondents over Developed countries were well spread over several countries. Primary and secondary organisations were closely balanced within Developed and Developing countries respective responses. Countries surveyed were Belgium, France, Germany, Honduras, Hungary, Ireland; Italy, Namibia, Netherlands, Portugal, Russian Federation, South Africa, Spain, Sweden, Switzerland, United Kingdom and the USA. An equal number of 11 organisations from Developing and Developed countries respectively qualified for analysis. This amounted to 22 companies surveyed in all. In the exploratory part of the study the difference between Primary and Secondary sector organisations was found to be small and it was decided to abandon this distinction for any further analysis. An Exploratory Factor Analysis identified the relationships between the underlying Factors in their own right, ignoring the prior literature-based theoretical structure of 7 world-class Criteria with their related Practices. A Confirmatory Factor Analysis sought to confirm whether the extent to which the 7 world class Criteria and their related Practices as reported on in the literature review, and built into the survey instrument, actually did exist. Eighty-five point seven per cent of the Practices in the study could be confirmed in the literature reviewed, leaving 14.3% of the Practices unconfirmed. The implications of this finding are that not all world class Practices are applied consistently all the time by all organisations purported to be world class or who are ascending to becoming world class. Three Schools of Thought about the validity of world class Criteria over Developed and Developing countries emerged, each with its own set of implications and results. School of Thought One postulated that One size of world class criteria fits all, irrespective of Developed or Developing country context. However, no evidence could be found to support this ‘absolute’ School of Thought. Consequently this School of Thought had to be rejected. School of Thought Two postulates that Combinations of Criteria and their associated Practices are exclusive to Developed and Developing Countries In support of this postulate, two Exploratory Criteria (Performance and reward driven people and Customer-centric, shared vision driven leadership) and two Confirmatory Criteria (Ongoing stretch and future-driven strategising and An enabling and empowering people philosophy and practice) showed significant differences between Developed and Developing countries. In all instances of difference, the extent of practice in relation to each Criterion favoured Developed country organisations. The implication of this finding is twofold: Firstly, is that the School of Thought propagating that Combinations of Criteria and their associated Practices are exclusive to Developed and Developing Countries had to be accepted. Secondly, is that Developed Country organisations embrace the identified Criteria to a greater extent than their Developing country counterparts. This finding has a further implication in that it provides a notable explanation why organisations in Developed countries on the whole, outperform their counterparts in Developing countries. The practical significance of this implication has been built into a proposed empirically reconstituted world class model with ‘road maps’ for organisations in a Developing country like South Africa . Further to School of Thought Two, Extent of practice by importance revealed that the Practices: Leadership driving continual change; Core capabilities that enable business processes are built through ongoing learning; Innovative ideas born by working close to customers and suppliers are more important to Developing than Developing Countries: The implications of this evidence, and the reasons given, are that at practice level these three Practices are more important in Developing countries more as a matter of necessity and survival in a Developing Country context than groundbreaking forward-forging ways of doing business. , Prof. Theo H. Veldsman
- Full Text:
- Authors: Parker, Andre John
- Date: 2008-06-26T08:57:19Z
- Subjects: Organizational change , Industrial management , Business enterprises , Business planning , Leadership
- Type: Thesis
- Identifier: uj:9953 , http://hdl.handle.net/10210/734
- Description: The impact of globalisation continues to divide economies around the world into fast and slow moving economies. The former are producing wealth at an exponential rate whilst the latter continue to lag in their wake. The pace of change and challenges of the 21st Century have left business organisations no choice but to attain levels of operational excellence and fitness to compete with their counterparts in a demanding boundaryless global arena. Irrespective of whether they are global or local, organisations ascending to world class have a ‘global mindset’ which means that they see the rest of the world as their benchmark. These organisations know that good is never good enough and that the glory of being ahead in the race is but a fleeting moment in time. The performance gap between South Africa, classified as a ‘slow’ Developing economy and that of ‘fast’ Developed economies continues to widen. Organisations in Developing countries like South Africa have been slow to embrace performance-enhancing Criteria practised in world class organisations, and where they have been embraced, the success rate has not been encouraging. The motivation for the study was to provide relevant guidelines to organisations in developing countries, in particular South Africa, towards the design and implementation of organisation interventions that will find traction and are sustainable to become world class - and in so doing, the variables making up the contextual backdrop which constrain or enhance an organisation’s pursuit of becoming world class would be assessed for relevancy and improved understanding. Furthermore the study would re-direct and re-channel the study of world class Criteria in driving high performance in Developing countries as being unique in need, combination and formulation. Authors on what constitutes this ‘global mindset’, with few exceptions, adopt the view that the world class Criteria that make good organisations great are the same around the world. The problem propositioned and addressed in this study is that what is understood and practised as performance-enhancing world class Criteria, may not apply equally and may not be equally successful in Developed and Developing countries respectively. Restated as a research question, The validity of world class business Criteria across Developed and Developing countries was re-formulated as follows: Firstly, how do world class Criteria which result in high performance in Developed countries differ from those applied in Developing countries? Secondly, what can organisations in Developed countries, in particular South Africa, learn from these differences to embrace best Practices that work and are sustainable for their respective environments? The research objective was to identify world class Criteria that are unique to Developing countries and to add value to organisations in Developing countries to ascend to world class by developing ‘road maps’ for continuous improvement that are valid within Developing country context. The direction of the research process and methodology was determined by the choice of the researcher between a quantitative, qualitative, or a combined qualitative-quantitative approach. Complete and objective data related to the research question within the research domain needed to be collected from individual participants in business organisations across the divide of countries and cultures. Uniformity and control of the data collection method were necessary to minimise the likelihood that different cultures within different business organisations within different country cultures could interpret the survey data differently. A uniform quantitative research approach which presented the same qualified statements in a consistent manner with a consistent response methodology was therefore chosen to ensure that all respondents were likely to understand the survey in the same way. The Proposition tested is that the Criteria for organisations to ascend to world class differ across the divide between Developed and Developing countries. The implications of this Proposition are that whilst there are world class Criteria that are universal across global boundaries, world class organisations in Developing countries, with particular reference to South Africa, have evolved their own set of world class Criteria that are unique to Developing countries. By ignoring the contextual backdrops within which Developed and Developing countries operate, appropriate learning for organisations in Developing countries to ascend to world class competitiveness is constrained. A web-based touchbutton survey questionnaire was designed for instant internet access to assigned and authorized respondents. Organisations considered world class in both Developed and Developing country context were approached to participate in the survey. Participants up to four reporting levels from the president/chief executive officer of the organisation were nominated by an appointed person in a participating organisation responsible for the survey. Email addresses provided by participating organisations were used to log participants on to the survey. Progress was monitored electronically on a daily basis. Since the survey design required that participants complete each part of the survey before proceeding to the next part, the possibility of incomplete data was eliminated. Data capturing took place in real time on a dedicated web site on an MS Office Excel spreadsheet as respondents responded on line. Five surveys completed on paper were fed manually into the data base. All data was therefore complete and ready for analysis at the time of closing the survey for further participation. The biographic data on individual respondents contained the following key features: 41% from 3rd reporting level in their organisations; 65% having more than 3 years’ experience in their organisations; 83% having been with their organisations for more than 3 years and 79.2% having a tertiary qualification. The qualifications and overall experience of the majority of respondents provided for a reasonable assumption that the sample could be relied on to provide well informed and therefore highly valid data. An overall individual response rate of 427 out of a possible 560 respondents was achieved, constituting a percentage response of 76.3%. Developed countries constituted 29% of the responses against 71% from Developing countries whilst organisation response ratio constituted 50 % (20) and 41% (14) respectively. The individual response rate from Developing countries was twice that of Developed countries. The response rate at organisation level presented a more balanced ratio of 59% Developed and 41% Developing country ratio. Organisations and respondents over Developed countries were well spread over several countries. Primary and secondary organisations were closely balanced within Developed and Developing countries respective responses. Countries surveyed were Belgium, France, Germany, Honduras, Hungary, Ireland; Italy, Namibia, Netherlands, Portugal, Russian Federation, South Africa, Spain, Sweden, Switzerland, United Kingdom and the USA. An equal number of 11 organisations from Developing and Developed countries respectively qualified for analysis. This amounted to 22 companies surveyed in all. In the exploratory part of the study the difference between Primary and Secondary sector organisations was found to be small and it was decided to abandon this distinction for any further analysis. An Exploratory Factor Analysis identified the relationships between the underlying Factors in their own right, ignoring the prior literature-based theoretical structure of 7 world-class Criteria with their related Practices. A Confirmatory Factor Analysis sought to confirm whether the extent to which the 7 world class Criteria and their related Practices as reported on in the literature review, and built into the survey instrument, actually did exist. Eighty-five point seven per cent of the Practices in the study could be confirmed in the literature reviewed, leaving 14.3% of the Practices unconfirmed. The implications of this finding are that not all world class Practices are applied consistently all the time by all organisations purported to be world class or who are ascending to becoming world class. Three Schools of Thought about the validity of world class Criteria over Developed and Developing countries emerged, each with its own set of implications and results. School of Thought One postulated that One size of world class criteria fits all, irrespective of Developed or Developing country context. However, no evidence could be found to support this ‘absolute’ School of Thought. Consequently this School of Thought had to be rejected. School of Thought Two postulates that Combinations of Criteria and their associated Practices are exclusive to Developed and Developing Countries In support of this postulate, two Exploratory Criteria (Performance and reward driven people and Customer-centric, shared vision driven leadership) and two Confirmatory Criteria (Ongoing stretch and future-driven strategising and An enabling and empowering people philosophy and practice) showed significant differences between Developed and Developing countries. In all instances of difference, the extent of practice in relation to each Criterion favoured Developed country organisations. The implication of this finding is twofold: Firstly, is that the School of Thought propagating that Combinations of Criteria and their associated Practices are exclusive to Developed and Developing Countries had to be accepted. Secondly, is that Developed Country organisations embrace the identified Criteria to a greater extent than their Developing country counterparts. This finding has a further implication in that it provides a notable explanation why organisations in Developed countries on the whole, outperform their counterparts in Developing countries. The practical significance of this implication has been built into a proposed empirically reconstituted world class model with ‘road maps’ for organisations in a Developing country like South Africa . Further to School of Thought Two, Extent of practice by importance revealed that the Practices: Leadership driving continual change; Core capabilities that enable business processes are built through ongoing learning; Innovative ideas born by working close to customers and suppliers are more important to Developing than Developing Countries: The implications of this evidence, and the reasons given, are that at practice level these three Practices are more important in Developing countries more as a matter of necessity and survival in a Developing Country context than groundbreaking forward-forging ways of doing business. , Prof. Theo H. Veldsman
- Full Text:
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.
- Full Text:
Entrepreneurial leadership in dynamic markets
- Authors: Davids, John Peter
- Date: 2013-05-01
- Subjects: Entrepreneurship , Leadership , Success in business , Organizational change
- Type: Mini-Dissertation
- Identifier: uj:7490 , http://hdl.handle.net/10210/8349
- Description: M.Comm. (Business Management) , Entrepreneurial Leadership has become an important source of sustainable competitive advantage. The generally dynamic nature of the South African business environment, the low entrepreneurial activity and the high failure rate of small and medium-sized businesses in the country suggest that (i) the importance of Entrepreneurial Leadership is not recognised, (ii) Entrepreneurial Leadership capabilities are insufficient, and (iii) perceptions about the business environment are not clear. The purpose of the study is to explore Entrepreneurial Leadership and its importance in small and medium-sized businesses in South Africa. Using the survey methodology, the empirical study was conducted amongst leaders and managers of small and medium-sized businesses operating in the Johannesburg region. The objectives of the study were to answer the following three research questions: 1. Is Entrepreneurial Leadership regarded as important? 2. Are Entrepreneurial Leadership capabilities exhibited? 3. Is the business environment regarded as dynamic? The findings of this study suggest that: (i) Leaders and managers of small and medium-sized businesses operating in the South African business environment perceive Entrepreneurial Leadership as significantly important. (ii) The perceptions of leaders and managers of small and medium-sized businesses operating in South Africa are that they exhibit Entrepreneurial Leadership capabilities. (iii) Leaders and managers of South African small and medium-sized businesses operating in South Africa appear indifferent about market dynamics.
- Full Text:
- Authors: Davids, John Peter
- Date: 2013-05-01
- Subjects: Entrepreneurship , Leadership , Success in business , Organizational change
- Type: Mini-Dissertation
- Identifier: uj:7490 , http://hdl.handle.net/10210/8349
- Description: M.Comm. (Business Management) , Entrepreneurial Leadership has become an important source of sustainable competitive advantage. The generally dynamic nature of the South African business environment, the low entrepreneurial activity and the high failure rate of small and medium-sized businesses in the country suggest that (i) the importance of Entrepreneurial Leadership is not recognised, (ii) Entrepreneurial Leadership capabilities are insufficient, and (iii) perceptions about the business environment are not clear. The purpose of the study is to explore Entrepreneurial Leadership and its importance in small and medium-sized businesses in South Africa. Using the survey methodology, the empirical study was conducted amongst leaders and managers of small and medium-sized businesses operating in the Johannesburg region. The objectives of the study were to answer the following three research questions: 1. Is Entrepreneurial Leadership regarded as important? 2. Are Entrepreneurial Leadership capabilities exhibited? 3. Is the business environment regarded as dynamic? The findings of this study suggest that: (i) Leaders and managers of small and medium-sized businesses operating in the South African business environment perceive Entrepreneurial Leadership as significantly important. (ii) The perceptions of leaders and managers of small and medium-sized businesses operating in South Africa are that they exhibit Entrepreneurial Leadership capabilities. (iii) Leaders and managers of South African small and medium-sized businesses operating in South Africa appear indifferent about market dynamics.
- Full Text:
Network organisations : the net requirements that work!
- Authors: Pretorius, N.
- Date: 2014-02-13
- Subjects: Organizational change
- Type: Thesis
- Identifier: uj:3957 , http://hdl.handle.net/10210/9317
- Description: M.Comm. (Business Management) , The objective of this study is to develop guidelines for management and all other participants in the transition process of turning a former Second Wave company upside down to be a flat, network structured, Third Wave company. It is a process where much guidance and support is needed in order to lessen the confusion on goals, roles, responsibilities and skills needed. Many theories and examples exist on all the aspects involved in Second Wave companies. The theories on Third Wave management are emerging everywhere, the examples are in the making, but not necessarily ready for reuse yet. This makes it very difficult for newcomers, who want to follow the footsteps of those before them, to form expectations of what might happen along the way to the new destination. The aim is to bring all these theories, examples and fears together to produce one set of guidelines that can help form the expectations involved and preparation needed for each step along the way to the goal.
- Full Text:
- Authors: Pretorius, N.
- Date: 2014-02-13
- Subjects: Organizational change
- Type: Thesis
- Identifier: uj:3957 , http://hdl.handle.net/10210/9317
- Description: M.Comm. (Business Management) , The objective of this study is to develop guidelines for management and all other participants in the transition process of turning a former Second Wave company upside down to be a flat, network structured, Third Wave company. It is a process where much guidance and support is needed in order to lessen the confusion on goals, roles, responsibilities and skills needed. Many theories and examples exist on all the aspects involved in Second Wave companies. The theories on Third Wave management are emerging everywhere, the examples are in the making, but not necessarily ready for reuse yet. This makes it very difficult for newcomers, who want to follow the footsteps of those before them, to form expectations of what might happen along the way to the new destination. The aim is to bring all these theories, examples and fears together to produce one set of guidelines that can help form the expectations involved and preparation needed for each step along the way to the goal.
- Full Text:
Die invloed van regstellende aksie op ondernemingskultuur
- Authors: Fourie, Sophia Elizabeth
- Date: 2014-08-27
- Subjects: Organizational change , Strategic planning - South Africa , Affirmative action programs - South Africa
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/375393 , uj:12158 , http://hdl.handle.net/10210/11901
- Description: M.Com. (Business Management) , Change is no longer only an option but a necessity in the changing socio-economic environment in which businesses have found themselves in the new democratic South Africa. Businesses are confronted with so many new challenges every day (for instance affirmative action) that the need for transformation and change have become an integral component of strategic management and planning. The aim of this study was to determine the effect of affirmative action on organisational culture. A positive and supportive organisational culture is needed for successful implementation of affirmative action. Substantial consensus has been reached by researchers that each enterprise has its own identifiable culture and that this culture has a powerful influence on the management process and performance of the enterprise. Within the context of strategic management the shared values and beliefs of the employees are a major determinant in aligning organisational culture and a strategy of affirmative action. Managers have an important task to manage the interactive role of strategy and organisational culture and have to be role models of non-discriminative and non-racist behaviour in businesses that promote equal opportunities for all, irrespective of race or gender.
- Full Text:
- Authors: Fourie, Sophia Elizabeth
- Date: 2014-08-27
- Subjects: Organizational change , Strategic planning - South Africa , Affirmative action programs - South Africa
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/375393 , uj:12158 , http://hdl.handle.net/10210/11901
- Description: M.Com. (Business Management) , Change is no longer only an option but a necessity in the changing socio-economic environment in which businesses have found themselves in the new democratic South Africa. Businesses are confronted with so many new challenges every day (for instance affirmative action) that the need for transformation and change have become an integral component of strategic management and planning. The aim of this study was to determine the effect of affirmative action on organisational culture. A positive and supportive organisational culture is needed for successful implementation of affirmative action. Substantial consensus has been reached by researchers that each enterprise has its own identifiable culture and that this culture has a powerful influence on the management process and performance of the enterprise. Within the context of strategic management the shared values and beliefs of the employees are a major determinant in aligning organisational culture and a strategy of affirmative action. Managers have an important task to manage the interactive role of strategy and organisational culture and have to be role models of non-discriminative and non-racist behaviour in businesses that promote equal opportunities for all, irrespective of race or gender.
- Full Text:
Organisation development (OD) as a tool for sustainable school improvement
- Authors: Anderson, Cavil Sybil
- Date: 2010-11-17T07:19:57Z
- Subjects: Organizational change , School management and organization , Educational change
- Type: Thesis
- Identifier: uj:6984 , http://hdl.handle.net/10210/3491
- Description: M.Ed. , Organisation development as a tool for sustainable school improvement is at the core of this study and a qualitative case study research method was deployed. Organisation development in itself is a process, which applies behavioural science knowledge and systems theory to plan and implement change in schools. The goal is more effective schools and an educational environment supportive of human needs and developments and where the participation of all stakeholders forms a crucial determinant in the change process. The researcher's field experience as an organisation development consultant combined with an international literature survey brought to light evidence to the effect that there is a definite need for a more school-based model of organisation development. The importance of a comprehensive capacity building exercise for principals and school management teams on the knowledge, skills and attitudes required for organisation development are identified as an absolute necessity in this research. The aim of the research is therefore to describe the nature of organisation development within a school context, determine the perceptions of educators concerning organisation development, investigate aspects that could be enhanced and develop guidelines that could be used by educational managers to improve their schools and to facilitate the management of change. A detailed literature study embedded within a theoretical framework of organisation development emphasises the importance of the individual nature of schools with reference to school improvement interventions.
- Full Text:
- Authors: Anderson, Cavil Sybil
- Date: 2010-11-17T07:19:57Z
- Subjects: Organizational change , School management and organization , Educational change
- Type: Thesis
- Identifier: uj:6984 , http://hdl.handle.net/10210/3491
- Description: M.Ed. , Organisation development as a tool for sustainable school improvement is at the core of this study and a qualitative case study research method was deployed. Organisation development in itself is a process, which applies behavioural science knowledge and systems theory to plan and implement change in schools. The goal is more effective schools and an educational environment supportive of human needs and developments and where the participation of all stakeholders forms a crucial determinant in the change process. The researcher's field experience as an organisation development consultant combined with an international literature survey brought to light evidence to the effect that there is a definite need for a more school-based model of organisation development. The importance of a comprehensive capacity building exercise for principals and school management teams on the knowledge, skills and attitudes required for organisation development are identified as an absolute necessity in this research. The aim of the research is therefore to describe the nature of organisation development within a school context, determine the perceptions of educators concerning organisation development, investigate aspects that could be enhanced and develop guidelines that could be used by educational managers to improve their schools and to facilitate the management of change. A detailed literature study embedded within a theoretical framework of organisation development emphasises the importance of the individual nature of schools with reference to school improvement interventions.
- Full Text:
Leadership guidelines in transforming the public sector
- Authors: Mollo, Samuel Motlalepula
- Date: 2009-05-19T06:52:13Z
- Subjects: Leadership , Organizational change
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/371339 , uj:8388 , http://hdl.handle.net/10210/2553
- Description: D.Phil. , The aim of this study was to develop a clearly defined theoretical concept for organisational change to facilitate effective change leadership within state-owned entities. A modernist qualitative methodology, with casing as research design and grounded theory as research strategy, was employed to develop the concept. Six employees of a state-owned entity were selected as research participants by means of purposive sampling. Their experience of change was explored with a view to developing the construct. Various data-collection methods were used, the principal ones being semi-structured interviews and participant observation. These yielded rich, descriptive data that was systematically analysed by utilising grounded theory methodology. On conclusion of the data analysis, the literature on the most current change constructs (theories and models) of organisational change was reviewed. The results of this review informed the member-checking phase, which was aimed at substantiating the newly developed construct. Although certain shortcomings emerged, the main aim of the study was achieved. The guidelines provided in the literature were followed to ensure a quality and trustworthy study. Thus the study should not only contribute to practical change management guidelines for the state-owned entities, but also deepen theoretical knowledge of organisational social change. Furthermore, the in-depth description of the application of grounded theory and my personal experience thereof should contribute to the application of this construct in other organisational settings. Recommendations for further studies conclude the dissertation.
- Full Text:
- Authors: Mollo, Samuel Motlalepula
- Date: 2009-05-19T06:52:13Z
- Subjects: Leadership , Organizational change
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/371339 , uj:8388 , http://hdl.handle.net/10210/2553
- Description: D.Phil. , The aim of this study was to develop a clearly defined theoretical concept for organisational change to facilitate effective change leadership within state-owned entities. A modernist qualitative methodology, with casing as research design and grounded theory as research strategy, was employed to develop the concept. Six employees of a state-owned entity were selected as research participants by means of purposive sampling. Their experience of change was explored with a view to developing the construct. Various data-collection methods were used, the principal ones being semi-structured interviews and participant observation. These yielded rich, descriptive data that was systematically analysed by utilising grounded theory methodology. On conclusion of the data analysis, the literature on the most current change constructs (theories and models) of organisational change was reviewed. The results of this review informed the member-checking phase, which was aimed at substantiating the newly developed construct. Although certain shortcomings emerged, the main aim of the study was achieved. The guidelines provided in the literature were followed to ensure a quality and trustworthy study. Thus the study should not only contribute to practical change management guidelines for the state-owned entities, but also deepen theoretical knowledge of organisational social change. Furthermore, the in-depth description of the application of grounded theory and my personal experience thereof should contribute to the application of this construct in other organisational settings. Recommendations for further studies conclude the dissertation.
- Full Text:
The workplace of the future : a top management constructionist perspective
- Authors: Mtebule, Lucia Xitsalala
- Date: 2012-10-29
- Subjects: Work environment , Employment forecasting , Organizational change , Industrial relations , Black executives
- Type: Mini-Dissertation
- Identifier: uj:10457 , http://hdl.handle.net/10210/7922
- Description: M.Phil. , The future South African workplace promises to be different from that which exists today. In an attempt to understand worldly events and phenomena, people constantly form and reform their own ideas, thus mental models, about how the world works. The objective of this study was to investigate how Black executives, in the South African context, experience the emergence of the future workplace. Data was collected from eight participants using the Repertory Grid technique. The participants were employed as executive managers in five of South Africa‟s knowledge environments. Results revealed that legislative, social, political and economic factors will possibly play an influential role in shaping the emergence of the setting and perspective of the future South African workplace. Keywords: South African context, future, workplace, repertory grid, Black executives.
- Full Text:
- Authors: Mtebule, Lucia Xitsalala
- Date: 2012-10-29
- Subjects: Work environment , Employment forecasting , Organizational change , Industrial relations , Black executives
- Type: Mini-Dissertation
- Identifier: uj:10457 , http://hdl.handle.net/10210/7922
- Description: M.Phil. , The future South African workplace promises to be different from that which exists today. In an attempt to understand worldly events and phenomena, people constantly form and reform their own ideas, thus mental models, about how the world works. The objective of this study was to investigate how Black executives, in the South African context, experience the emergence of the future workplace. Data was collected from eight participants using the Repertory Grid technique. The participants were employed as executive managers in five of South Africa‟s knowledge environments. Results revealed that legislative, social, political and economic factors will possibly play an influential role in shaping the emergence of the setting and perspective of the future South African workplace. Keywords: South African context, future, workplace, repertory grid, Black executives.
- Full Text:
Exploring the triggers of transformational change in the South African Department of Correctional Services
- Ukpere, Wilfred I., Coetzee, Jos, Mdletye, Mbongeni A.
- Authors: Ukpere, Wilfred I. , Coetzee, Jos , Mdletye, Mbongeni A.
- Date: 2014
- Subjects: Organizational change , South Africa. Dept. of Correctional Services
- Type: Journal
- Identifier: uj:5459 , ISSN 2039-2117 , http://hdl.handle.net/10210/13435
- Description: sChange is a critical phenomenon in any organisation that wants to optimise its performance at individual, team and organizational levels in order to survive and remain competitive in the intensely competitive and globalised operational environment – be it economic, social, political, technological, international or labour market environment. This paper presents empirical evidence gathered from research participants in the Correctional Centres located in the KwaZulu-Natal Region of the Department of Correctional Services on the factors that triggered the fundamental culture change from the punishment-oriented philosophy to the rehabilitation-driven philosophy in terms of the treatment of sentenced offenders (herein referred to as DCS change). An interest in the triggers of transformational change within a correctional environment has motivated the authors to embark on an empirical study which sought to establish the triggers of the transformational change in the Department of Correctional Services of South Africa. The study was significant, particularly if one considers the fact that there is generally an interest in the factors that force organisations to initiate and implement organisation-wide changes. Change and transformation strategists, organisation development practitioners, and managers in general in both the public and private sector globally and in South Africa in particular will benefit from the study, particular if one considers the fact that transformational change interventions are currently being implemented across the South African public service as part of the government’s agenda of reconstructing and developing the South African society. An extensive literature study on the external and internal triggers of organisational change was undertaken as part of contextualising the triggers of transformational change within the South African Correctional Services environment in general. The literature study was followed by the empirical study which focused on gathering data from correctional officials and offenders through utilising two survey questionnaires. The empirical findings revealed that the fundamental culture change from the punishment-oriented philosophy which was characterised by nonexistence of a human rights culture to a rehabilitation-focused philosophy underpinned by the promotion and maintenance of a human rights culture was sparked off by various internal and external factors. These ranged from financial, social and political reasons to complaints about service from offenders, complaints from national and international bodies regarding human rights violations, competitive forces, proactive and progressive leadership,and the need to reduce recidivism.
- Full Text:
- Authors: Ukpere, Wilfred I. , Coetzee, Jos , Mdletye, Mbongeni A.
- Date: 2014
- Subjects: Organizational change , South Africa. Dept. of Correctional Services
- Type: Journal
- Identifier: uj:5459 , ISSN 2039-2117 , http://hdl.handle.net/10210/13435
- Description: sChange is a critical phenomenon in any organisation that wants to optimise its performance at individual, team and organizational levels in order to survive and remain competitive in the intensely competitive and globalised operational environment – be it economic, social, political, technological, international or labour market environment. This paper presents empirical evidence gathered from research participants in the Correctional Centres located in the KwaZulu-Natal Region of the Department of Correctional Services on the factors that triggered the fundamental culture change from the punishment-oriented philosophy to the rehabilitation-driven philosophy in terms of the treatment of sentenced offenders (herein referred to as DCS change). An interest in the triggers of transformational change within a correctional environment has motivated the authors to embark on an empirical study which sought to establish the triggers of the transformational change in the Department of Correctional Services of South Africa. The study was significant, particularly if one considers the fact that there is generally an interest in the factors that force organisations to initiate and implement organisation-wide changes. Change and transformation strategists, organisation development practitioners, and managers in general in both the public and private sector globally and in South Africa in particular will benefit from the study, particular if one considers the fact that transformational change interventions are currently being implemented across the South African public service as part of the government’s agenda of reconstructing and developing the South African society. An extensive literature study on the external and internal triggers of organisational change was undertaken as part of contextualising the triggers of transformational change within the South African Correctional Services environment in general. The literature study was followed by the empirical study which focused on gathering data from correctional officials and offenders through utilising two survey questionnaires. The empirical findings revealed that the fundamental culture change from the punishment-oriented philosophy which was characterised by nonexistence of a human rights culture to a rehabilitation-focused philosophy underpinned by the promotion and maintenance of a human rights culture was sparked off by various internal and external factors. These ranged from financial, social and political reasons to complaints about service from offenders, complaints from national and international bodies regarding human rights violations, competitive forces, proactive and progressive leadership,and the need to reduce recidivism.
- Full Text:
Towards the sixth generation of R and D management
- Authors: Kensen, Alex Kwaku
- Date: 2014-09-17
- Subjects: Research, Industrial - Management , Technological innovations - Management , Organizational change , Strategic planning
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/383538 , uj:12331 , http://hdl.handle.net/10210/12118
- Description: M.Ing. (Engineering Management) , It is apparent that understanding the link between the role of innovation in competitiveness and economic development is essential. This is because innovation ultimately holds the key to addressing the most pressing social and human challenges of nations. In the past, some organizations viewed research and development (R & D) as an intangible process that is difficult to manage and measure. However, the upsurge in enabling technologies such as the internet is changing such perceptions of managing R & D processes, which is now moving from a technology-oriented model to one that is more interactive and collaborative. Moreover, organizations that have a clear understanding of R & D management have great successes in exploiting it to speed up the commercialization of new technologies that enable them to achieve numerous competitive benefits such as first-to-market advantages, greater market shares for their innovations, premium prices and dominant designs relative to their counterparts. While it is evident that there is increased focus on fine-tuning R & D management processes, the majority of these efforts were confined to the USA, Europe, Asia and other developed economies, with limited developments in the less developed economies like those in Africa. This dissertation explores the five generations of R & D management practices and attempts to predict the best practices that managers will adopt in the R & D sixth generation. The findings suggest that the sixth generation will be characterized by greater multi-disciplinary approaches emphasizing cross-functional communication, collaboration, as well as greater inclusion of stakeholders such as suppliers, customers and partners in the full life cycle of R & D process.
- Full Text:
- Authors: Kensen, Alex Kwaku
- Date: 2014-09-17
- Subjects: Research, Industrial - Management , Technological innovations - Management , Organizational change , Strategic planning
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/383538 , uj:12331 , http://hdl.handle.net/10210/12118
- Description: M.Ing. (Engineering Management) , It is apparent that understanding the link between the role of innovation in competitiveness and economic development is essential. This is because innovation ultimately holds the key to addressing the most pressing social and human challenges of nations. In the past, some organizations viewed research and development (R & D) as an intangible process that is difficult to manage and measure. However, the upsurge in enabling technologies such as the internet is changing such perceptions of managing R & D processes, which is now moving from a technology-oriented model to one that is more interactive and collaborative. Moreover, organizations that have a clear understanding of R & D management have great successes in exploiting it to speed up the commercialization of new technologies that enable them to achieve numerous competitive benefits such as first-to-market advantages, greater market shares for their innovations, premium prices and dominant designs relative to their counterparts. While it is evident that there is increased focus on fine-tuning R & D management processes, the majority of these efforts were confined to the USA, Europe, Asia and other developed economies, with limited developments in the less developed economies like those in Africa. This dissertation explores the five generations of R & D management practices and attempts to predict the best practices that managers will adopt in the R & D sixth generation. The findings suggest that the sixth generation will be characterized by greater multi-disciplinary approaches emphasizing cross-functional communication, collaboration, as well as greater inclusion of stakeholders such as suppliers, customers and partners in the full life cycle of R & D process.
- Full Text:
"Barriers-to-change" in a governmental service delivery type organisation
- Coetzee, Coenraad Johannes Hendrik
- Authors: Coetzee, Coenraad Johannes Hendrik
- Date: 2011-11-21
- Subjects: Organizational change , Organizational change management
- Type: Thesis
- Identifier: uj:1714 , http://hdl.handle.net/10210/4057
- Description: D.Phil. , One of the principal reasons people form organisations is to focus attention and energy on a selected goal - this goal being the provisioning of products and/or services to clients. Due to forces demanding change, organisations are required to change to be able to continue their existence, making change unavoidable and part of the organisation's life cycle. The premise is that if change is unavoidable, it needs to be managed to serve the best interests of the organisation, thus the need for change management. Research indicates that 50 to 75% of all major corporate change efforts fail and that resistance is the "little-recognised but critically important contributor'' to the failure of change efforts, and central to the change problem. Also, central to the change problem and successful change management lie the following factors: • The reality that people tend to resist change. • The issue of measurement for change management intervention purposes. Research Objectives The objectives of this study are divided into literature and empirical research objectives, each posing primary and secondary objectives. The primary literature review objective is to create a theoretical frame of reference for the interrelated concepts of change, change management and barriers-to-change. The primary empirical research objective is to apply Barriers-to-Change Questionnaire (BCQ), developed in meeting the literature review objectives, to a Governmental service delivery type organisation with the purpose of determining which barriers-to-change is evident in such an environment. Literature Research A review of the literature revealed that there is no integrated view on change and barriers-to-change, but it also revealed that the concept of barriers-to-change has been prominent in organisational and management literature for quite some time. However, no evidence could be found of a measuring instrument focused on measuring barriers-to-change as a whole. During the literature research the concepts of organisational development, organisational change, change management, resistance to change and barriers-tochange were investigated, clarified and reported upon. The above-mentioned concepts were integrated into a theoretical frame of reference called the SCM, which served the purposes of providing a framework from where barriers-to-change can be understood, explained and managed as well as providing a firm base from where the BCQ was developed to measure barriers-to-change in a specific environment. It was concluded, for the purposes of this study, that barriers-to-change can be grouped into two types of barriers, being hard and soft. It was also concluded that there are four causes (or groupings) of barriers-to-change, being barriers inherent to the change project, people barriers, organisational barriers and barriers from the environment, each with specific sub-dimensions. Each sub dimension is supported by an appropriate number of questionnaire items, contained in the BCQ, which were administered to the target organisation.
- Full Text:
- Authors: Coetzee, Coenraad Johannes Hendrik
- Date: 2011-11-21
- Subjects: Organizational change , Organizational change management
- Type: Thesis
- Identifier: uj:1714 , http://hdl.handle.net/10210/4057
- Description: D.Phil. , One of the principal reasons people form organisations is to focus attention and energy on a selected goal - this goal being the provisioning of products and/or services to clients. Due to forces demanding change, organisations are required to change to be able to continue their existence, making change unavoidable and part of the organisation's life cycle. The premise is that if change is unavoidable, it needs to be managed to serve the best interests of the organisation, thus the need for change management. Research indicates that 50 to 75% of all major corporate change efforts fail and that resistance is the "little-recognised but critically important contributor'' to the failure of change efforts, and central to the change problem. Also, central to the change problem and successful change management lie the following factors: • The reality that people tend to resist change. • The issue of measurement for change management intervention purposes. Research Objectives The objectives of this study are divided into literature and empirical research objectives, each posing primary and secondary objectives. The primary literature review objective is to create a theoretical frame of reference for the interrelated concepts of change, change management and barriers-to-change. The primary empirical research objective is to apply Barriers-to-Change Questionnaire (BCQ), developed in meeting the literature review objectives, to a Governmental service delivery type organisation with the purpose of determining which barriers-to-change is evident in such an environment. Literature Research A review of the literature revealed that there is no integrated view on change and barriers-to-change, but it also revealed that the concept of barriers-to-change has been prominent in organisational and management literature for quite some time. However, no evidence could be found of a measuring instrument focused on measuring barriers-to-change as a whole. During the literature research the concepts of organisational development, organisational change, change management, resistance to change and barriers-tochange were investigated, clarified and reported upon. The above-mentioned concepts were integrated into a theoretical frame of reference called the SCM, which served the purposes of providing a framework from where barriers-to-change can be understood, explained and managed as well as providing a firm base from where the BCQ was developed to measure barriers-to-change in a specific environment. It was concluded, for the purposes of this study, that barriers-to-change can be grouped into two types of barriers, being hard and soft. It was also concluded that there are four causes (or groupings) of barriers-to-change, being barriers inherent to the change project, people barriers, organisational barriers and barriers from the environment, each with specific sub-dimensions. Each sub dimension is supported by an appropriate number of questionnaire items, contained in the BCQ, which were administered to the target organisation.
- Full Text:
Managing change during systems implementation at an engineering organization
- Authors: Fajandar, Imtiaz
- Date: 2017
- Subjects: Customer relations - Management , Organizational change - Management , Organizational change , Manufacturing industries
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/262940 , uj:27791
- Description: M.Ing. (Engineering Management) , Abstract: In recent years, organizational change and Customer Relationship Management implementation have become critical for organizations globally, due to the pressures of changing customer needs, competition rapidly increasing, technological developments, evolving work forces and new government regulations, despite records showing their high failure rates. Organizations have been forced to move from product orientated business strategies to customer focused business strategies. The ability to manage such organizational changes is important in facilitating the fruitful result of a CRM initiative. In descriptive case studies, an engineering company with a large market share and geographical monopoly was researched. Due to the challenges involved in facilitating a successful outcome in a CRM initiative, various elements will be considered from both an organizational change as well as CRM implementation point of view. This research will focus on the people aspect of change, including the influence of management support and customer focused cultures in organizations to successfully manage change in organizations. Despite literature showing CRM failure was high due to organizational change. This study utilized a case study research design. The research provides insight into change management practices as well as influential factors in managing change. By compiling a detailed literature review, the various factors evaluated show this can be possible, conclusions are generated and a number of recommendations provided.
- Full Text:
- Authors: Fajandar, Imtiaz
- Date: 2017
- Subjects: Customer relations - Management , Organizational change - Management , Organizational change , Manufacturing industries
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/262940 , uj:27791
- Description: M.Ing. (Engineering Management) , Abstract: In recent years, organizational change and Customer Relationship Management implementation have become critical for organizations globally, due to the pressures of changing customer needs, competition rapidly increasing, technological developments, evolving work forces and new government regulations, despite records showing their high failure rates. Organizations have been forced to move from product orientated business strategies to customer focused business strategies. The ability to manage such organizational changes is important in facilitating the fruitful result of a CRM initiative. In descriptive case studies, an engineering company with a large market share and geographical monopoly was researched. Due to the challenges involved in facilitating a successful outcome in a CRM initiative, various elements will be considered from both an organizational change as well as CRM implementation point of view. This research will focus on the people aspect of change, including the influence of management support and customer focused cultures in organizations to successfully manage change in organizations. Despite literature showing CRM failure was high due to organizational change. This study utilized a case study research design. The research provides insight into change management practices as well as influential factors in managing change. By compiling a detailed literature review, the various factors evaluated show this can be possible, conclusions are generated and a number of recommendations provided.
- Full Text:
The alignment of organisational interventions with all interdependent levels of culture
- Authors: Rothmann, Karien
- Date: 2012-08-14
- Subjects: Corporate culture , Organizational change , Diversity in the workplace
- Type: Thesis
- Identifier: uj:9197 , http://hdl.handle.net/10210/5648
- Description: M.Comm. , The word "culture" has many definitions and implications. Its nature is often difficult to define and hard to compress. It reflects how people think about their world and environment and how they make choices to survive within it. Most importantly, though, it mirrors the changes in mindset and growth of a specific group of people.
- Full Text:
- Authors: Rothmann, Karien
- Date: 2012-08-14
- Subjects: Corporate culture , Organizational change , Diversity in the workplace
- Type: Thesis
- Identifier: uj:9197 , http://hdl.handle.net/10210/5648
- Description: M.Comm. , The word "culture" has many definitions and implications. Its nature is often difficult to define and hard to compress. It reflects how people think about their world and environment and how they make choices to survive within it. Most importantly, though, it mirrors the changes in mindset and growth of a specific group of people.
- Full Text:
The relationship between the sense of organisation identity and change resilience
- Authors: Ebrahim, Yasmeen
- Date: 2012-06-05
- Subjects: Corporate image , Organizational change
- Type: Mini-Dissertation
- Identifier: uj:2438 , http://hdl.handle.net/10210/4897
- Description: M.Phil. , Orientation: By all accounts, the pace and frequency of organisational change initiatives are intensifying. However, dismal success rates for implementing change initiatives with their substantially harmful consequences for employees and organisations continue to dominate, suggesting that the usefulness of traditional change management approaches is waning. Purpose: The purpose of this study was to explore the relatedness of organisation identity and change resilience - attributes that are presumed to enhance organisational change capacity. Motivation for the study: Both organisation identity and change resilience are novel constructs that were independently identified as potentially stabilising and enabling factors during organisational change. A focus on these constructs may indicate a further and potentially powerful area to develop organisational change capacity and improve the implementation effectiveness and success of change initiatives.
- Full Text:
- Authors: Ebrahim, Yasmeen
- Date: 2012-06-05
- Subjects: Corporate image , Organizational change
- Type: Mini-Dissertation
- Identifier: uj:2438 , http://hdl.handle.net/10210/4897
- Description: M.Phil. , Orientation: By all accounts, the pace and frequency of organisational change initiatives are intensifying. However, dismal success rates for implementing change initiatives with their substantially harmful consequences for employees and organisations continue to dominate, suggesting that the usefulness of traditional change management approaches is waning. Purpose: The purpose of this study was to explore the relatedness of organisation identity and change resilience - attributes that are presumed to enhance organisational change capacity. Motivation for the study: Both organisation identity and change resilience are novel constructs that were independently identified as potentially stabilising and enabling factors during organisational change. A focus on these constructs may indicate a further and potentially powerful area to develop organisational change capacity and improve the implementation effectiveness and success of change initiatives.
- Full Text: