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:
Organisational change towards building a learning organisation
- Authors: Botha, Gustav Jacobus
- Date: 2008-08-15T07:55:04Z
- Subjects: Organizational learning , Organizational change
- Type: Thesis
- Identifier: uj:7867 , http://hdl.handle.net/10210/875
- Description: South African Technical (SAT) is an Aircraft Maintenance and Repair Organisation. SAT provides a wide range of services to its customers, ranging from minor- to major maintenance schedules. Technological advances in the global aircraft repair and maintenance industry combined with the transition to a democratic government and the resultant effects of globalisation introduced the organisation to a process of change with an impetus on efficiency and competitiveness. The focus of this study is to understand how the SAT training department could contribute to organisational change towards a learning organisation. This research articulates that only employees who are educationally, socially and mentally prepared for a changing workplace will be able to reap the benefits from global integration. It is further reasoned that the best-placed organisations in the global context will be those that are able to adapt to the learning organisation vision. People in learning organisations continually expand their capacity to create the results they truly desire, they nurture new and expansive patterns of thinking and they continually explore learning together. This study was placed within a qualitative research paradigm. A phenomenological design presented the study with opportunities to analyse, interpret, and describe the perceptions, feelings and experiences of the participants. Eight semi-structured individual interviews provided data for the purposes of this study. The data was analysed to identify categories, themes and sub-themes. The five main themes discussed were organisational learning, organisational culture, organisational change, globalisation and knowledge management. They were linked to the theory of learning organisations and were based on the findings of the data. , Dr. K. Steenekamp Prof. K.C. Moloi
- Full Text:
- Authors: Botha, Gustav Jacobus
- Date: 2008-08-15T07:55:04Z
- Subjects: Organizational learning , Organizational change
- Type: Thesis
- Identifier: uj:7867 , http://hdl.handle.net/10210/875
- Description: South African Technical (SAT) is an Aircraft Maintenance and Repair Organisation. SAT provides a wide range of services to its customers, ranging from minor- to major maintenance schedules. Technological advances in the global aircraft repair and maintenance industry combined with the transition to a democratic government and the resultant effects of globalisation introduced the organisation to a process of change with an impetus on efficiency and competitiveness. The focus of this study is to understand how the SAT training department could contribute to organisational change towards a learning organisation. This research articulates that only employees who are educationally, socially and mentally prepared for a changing workplace will be able to reap the benefits from global integration. It is further reasoned that the best-placed organisations in the global context will be those that are able to adapt to the learning organisation vision. People in learning organisations continually expand their capacity to create the results they truly desire, they nurture new and expansive patterns of thinking and they continually explore learning together. This study was placed within a qualitative research paradigm. A phenomenological design presented the study with opportunities to analyse, interpret, and describe the perceptions, feelings and experiences of the participants. Eight semi-structured individual interviews provided data for the purposes of this study. The data was analysed to identify categories, themes and sub-themes. The five main themes discussed were organisational learning, organisational culture, organisational change, globalisation and knowledge management. They were linked to the theory of learning organisations and were based on the findings of the data. , Dr. K. Steenekamp Prof. K.C. Moloi
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The applicability of logotherapy as an organisation development intervention
- Authors: Burger, Daniel Hendrik
- Date: 2009-05-19T06:26:17Z
- Subjects: Logotherapy , Organizational change
- Type: Thesis
- Identifier: uj:8376 , http://hdl.handle.net/10210/2541
- Description: D.Litt. et Phil. , The study investigated the relationship between resistance to–readiness for change and meaning seeking, and whether a logotherapy-based intervention – Logo-OD – would impact on resistance to change. A quasi-experimental design and various statistical procedures were applied to test identified hypotheses. Of a survey population of 1 637 individuals, 193 and 76 respondents formed part of respectively the pre- and post-test samples. Whereas a significant relationship was established between said constructs, no significant effect of Logo-OD was observed. These results supported the primary conclusions emanating from the literature: the role of Logo-OD is one of a positive trigger event for organisational change. Whereas a prominent focus in both classic and contemporary literature is on the utilisation of the organisation’s human resources (HR) as a competitive advantage (see Barney, 1995; Cascio, 1998; Cook & Crossman, 2004; Drucker, 2002; Gratton, 2000; McGregor, 1960; O’Reilly & Pfeffer, 2000; Prahalad & Hamel, 1990; Richardson & Vanderberg, 2005; Schuler & Jackson, 1999; Schuler, Jackson & Storey, 2001), the need for organisations to adapt to increasingly turbulent changes has enjoyed similar attention (see Burnes, 2003, 2004; Cascio, 1995; Carnall, 2003; Chapman, 2002; Counsell, Tennant & Neailey, 2005; Hacker & Washington, 2004; Higgs, 2003; Johnson, 2004; Weber & Weber, 2001; Xavier, 2005). Alluded to here, is one of the greatest challenges faced by the modern organisation, namely that “human capital is fundamentally different from financial and technological capital” (Gratton, 1998, p. 13) as the realisation of human potential is dependent upon employees’ co-operation (Jackson & Schuler, 1999). However, organisational change “has left this resource severely wounded and the people themselves increasingly disenfranchised” (Morin, 1994, p. 53), thus threatening the very same employee commitment required to secure a competitive advantage. Subsequently, people constitute both “an essential factor” and “the biggest obstacles” to successful change (Smith, 2005a, p. 408, 2005b, p. 152). It is argued here that a central construct in determining individuals’ attitudes towards organisational change – albeit resistance to or readiness for change – is the meaning that they find in the organisational context.
- Full Text:
- Authors: Burger, Daniel Hendrik
- Date: 2009-05-19T06:26:17Z
- Subjects: Logotherapy , Organizational change
- Type: Thesis
- Identifier: uj:8376 , http://hdl.handle.net/10210/2541
- Description: D.Litt. et Phil. , The study investigated the relationship between resistance to–readiness for change and meaning seeking, and whether a logotherapy-based intervention – Logo-OD – would impact on resistance to change. A quasi-experimental design and various statistical procedures were applied to test identified hypotheses. Of a survey population of 1 637 individuals, 193 and 76 respondents formed part of respectively the pre- and post-test samples. Whereas a significant relationship was established between said constructs, no significant effect of Logo-OD was observed. These results supported the primary conclusions emanating from the literature: the role of Logo-OD is one of a positive trigger event for organisational change. Whereas a prominent focus in both classic and contemporary literature is on the utilisation of the organisation’s human resources (HR) as a competitive advantage (see Barney, 1995; Cascio, 1998; Cook & Crossman, 2004; Drucker, 2002; Gratton, 2000; McGregor, 1960; O’Reilly & Pfeffer, 2000; Prahalad & Hamel, 1990; Richardson & Vanderberg, 2005; Schuler & Jackson, 1999; Schuler, Jackson & Storey, 2001), the need for organisations to adapt to increasingly turbulent changes has enjoyed similar attention (see Burnes, 2003, 2004; Cascio, 1995; Carnall, 2003; Chapman, 2002; Counsell, Tennant & Neailey, 2005; Hacker & Washington, 2004; Higgs, 2003; Johnson, 2004; Weber & Weber, 2001; Xavier, 2005). Alluded to here, is one of the greatest challenges faced by the modern organisation, namely that “human capital is fundamentally different from financial and technological capital” (Gratton, 1998, p. 13) as the realisation of human potential is dependent upon employees’ co-operation (Jackson & Schuler, 1999). However, organisational change “has left this resource severely wounded and the people themselves increasingly disenfranchised” (Morin, 1994, p. 53), thus threatening the very same employee commitment required to secure a competitive advantage. Subsequently, people constitute both “an essential factor” and “the biggest obstacles” to successful change (Smith, 2005a, p. 408, 2005b, p. 152). It is argued here that a central construct in determining individuals’ attitudes towards organisational change – albeit resistance to or readiness for change – is the meaning that they find in the organisational context.
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A comparative investigation into the management style and culture of a 2nd wave organisation and a 4th wave organisation
- Authors: Carneiro, H.
- Date: 2010-10-04T08:36:24Z
- Subjects: Organizational change , Management , Industrial management
- Type: Thesis
- Identifier: uj:6917 , http://hdl.handle.net/10210/3428
- Description: M.Comm. , The aim of this research is to determine the difference between Ericsson South Africa and Ericsson Sweden in terms of wave management, leadership and management style, culture and change management. The research proposes to determine what behaviours are exhibited in Ericsson South Africa versus the behaviours exhibited in Ericsson Sweden and how this affects the organisation. This will then be used to provide the management team of Ericsson South Africa with feedback in terms of what the current issues are in the organisation and the proposed changes. A thorough literature study of wave management, leadership and management style, culture and change management was undertaken. The study revealed that there is a distinct difference in 2nd wave and 4th wave organisations in relation to leadership and management, culture and change management. It emphasised that organisations in 4th wave are far more advanced in all the elements which allows the organisations to be very successful. The research was conducted by a using qualitative approach. The benefit of qualitative research is that it allows for a greater understanding of the concept as well as to learn more about the concept. A questionnaire was used which was sent out to employees in Ericsson South Africa and Ericsson Sweden. The data was then analysed which allowed for certain conclusions to be drawn. It raised some pertinent issues that the management team in Ericsson South Africa need to focus on. The research has indicated that currently Ericsson South Africa is a 2nd wave organisation and that the key focus areas for the organisation is the leadership and management style, culture and change management.
- Full Text:
- Authors: Carneiro, H.
- Date: 2010-10-04T08:36:24Z
- Subjects: Organizational change , Management , Industrial management
- Type: Thesis
- Identifier: uj:6917 , http://hdl.handle.net/10210/3428
- Description: M.Comm. , The aim of this research is to determine the difference between Ericsson South Africa and Ericsson Sweden in terms of wave management, leadership and management style, culture and change management. The research proposes to determine what behaviours are exhibited in Ericsson South Africa versus the behaviours exhibited in Ericsson Sweden and how this affects the organisation. This will then be used to provide the management team of Ericsson South Africa with feedback in terms of what the current issues are in the organisation and the proposed changes. A thorough literature study of wave management, leadership and management style, culture and change management was undertaken. The study revealed that there is a distinct difference in 2nd wave and 4th wave organisations in relation to leadership and management, culture and change management. It emphasised that organisations in 4th wave are far more advanced in all the elements which allows the organisations to be very successful. The research was conducted by a using qualitative approach. The benefit of qualitative research is that it allows for a greater understanding of the concept as well as to learn more about the concept. A questionnaire was used which was sent out to employees in Ericsson South Africa and Ericsson Sweden. The data was then analysed which allowed for certain conclusions to be drawn. It raised some pertinent issues that the management team in Ericsson South Africa need to focus on. The research has indicated that currently Ericsson South Africa is a 2nd wave organisation and that the key focus areas for the organisation is the leadership and management style, culture and change management.
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Leader and team behaviour during organizational change: a systems psychodynamic stance.
- Authors: Cilliers, F.V.N.
- Date: 2006
- Subjects: Organizational change , Neurotic personality styles , Psychodynamic stance , Organizational styles dynamics
- Type: Article
- Identifier: uj:5661 , http://hdl.handle.net/10210/2905
- Description: The aim of this research was to explore the dynamic nature of leader and team behaviour during organizational change, using five different organisational constellations or neurotic personality styles, namely the paranoid, schizoid, depressive, compulsive and histrionic styles. Qualitative research was conducted, comprising of two focus groups with eight psychologists consulting regularly to organisational change. The data was content analysed and interpreted from the systems psychodynamic stance. Each style’s leader and team behavioural manifestations are discussed. The findings and recommendations can be used by consulting psychologists towards understanding and implementing organisational change dynamics.
- Full Text:
- Authors: Cilliers, F.V.N.
- Date: 2006
- Subjects: Organizational change , Neurotic personality styles , Psychodynamic stance , Organizational styles dynamics
- Type: Article
- Identifier: uj:5661 , http://hdl.handle.net/10210/2905
- Description: The aim of this research was to explore the dynamic nature of leader and team behaviour during organizational change, using five different organisational constellations or neurotic personality styles, namely the paranoid, schizoid, depressive, compulsive and histrionic styles. Qualitative research was conducted, comprising of two focus groups with eight psychologists consulting regularly to organisational change. The data was content analysed and interpreted from the systems psychodynamic stance. Each style’s leader and team behavioural manifestations are discussed. The findings and recommendations can be used by consulting psychologists towards understanding and implementing organisational change dynamics.
- Full Text:
"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.
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Riding the wave of change : the transition process of FNB
- Authors: Craven, Chantell
- Date: 2012-08-15
- Subjects: Organizational change , First National Bank of Southern Africa
- Type: Thesis
- Identifier: uj:9309 , http://hdl.handle.net/10210/5750
- Description: M.Comm. , Riding the wave of change is a challenge that companies often take on but just as often fail in. First National Bank decided to take on such a challenge when they merged with FirstRand Ltd. Moving from a second to a third wave company was a challenge not only management faced, but all the employees of First National Bank. The wave change required changes in various aspects of the company, for example management styles, company structure and culture of the company. A performance decline was experienced during the process of restructuring. Therefore management had to ensure that employees were motivated and focused throughout the period of change. However is it possible to keep employees motivated and focused? During this process of change the atmosphere among employees was tense and stressful. How does management assure their employees that the change is beneficial for them as well as for the company? Managing the change and ensuring that it is successful is a responsibility that lies heavily on management's shoulders. How does management guarantee successful change management? The aim of this study is to examine how First National Bank and FirstRand ensured a successful third wave change.
- Full Text:
- Authors: Craven, Chantell
- Date: 2012-08-15
- Subjects: Organizational change , First National Bank of Southern Africa
- Type: Thesis
- Identifier: uj:9309 , http://hdl.handle.net/10210/5750
- Description: M.Comm. , Riding the wave of change is a challenge that companies often take on but just as often fail in. First National Bank decided to take on such a challenge when they merged with FirstRand Ltd. Moving from a second to a third wave company was a challenge not only management faced, but all the employees of First National Bank. The wave change required changes in various aspects of the company, for example management styles, company structure and culture of the company. A performance decline was experienced during the process of restructuring. Therefore management had to ensure that employees were motivated and focused throughout the period of change. However is it possible to keep employees motivated and focused? During this process of change the atmosphere among employees was tense and stressful. How does management assure their employees that the change is beneficial for them as well as for the company? Managing the change and ensuring that it is successful is a responsibility that lies heavily on management's shoulders. How does management guarantee successful change management? The aim of this study is to examine how First National Bank and FirstRand ensured a successful third wave change.
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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.
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An assessment of the organisational norms of individuals within a marketing company
- Authors: De Castro, Jose
- Date: 2012-08-28
- Subjects: Organizational effectiveness , Organizational change
- Type: Thesis
- Identifier: uj:3270 , http://hdl.handle.net/10210/6677
- Description: M.B.A. , The aim is to do an assessment of the organisational norms of individuals within a marketing company in order to understand what the perceptions of the individuals are towards the organisation thereby creating a model on which strategic decision making can be based
- Full Text:
- Authors: De Castro, Jose
- Date: 2012-08-28
- Subjects: Organizational effectiveness , Organizational change
- Type: Thesis
- Identifier: uj:3270 , http://hdl.handle.net/10210/6677
- Description: M.B.A. , The aim is to do an assessment of the organisational norms of individuals within a marketing company in order to understand what the perceptions of the individuals are towards the organisation thereby creating a model on which strategic decision making can be based
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Organisational energy and individual well-being
- Authors: Derman, Lynne
- Date: 2009-05-19T06:40:52Z
- Subjects: Organizational behavior , Organizational change
- Type: Thesis
- Identifier: uj:8385 , http://hdl.handle.net/10210/2550
- Description: Ph.D. , Many organizations, struggling to keep up with the unrelenting pace of change and extreme competitive pressure, seek to adopt the latest technique or tool in order to improve their bottom line. It may be that the way we view the individual and the organization needs to change, and the dynamic, neverending pattern of interaction recognized. As early as 1968, Schneider and Bartlett mentioned the need to examine the relationship between the individual and the organization. Integration of phenomena at the individual and organizational levels moves the analysis of organizations away from the static, structural qualities towards a more dynamic process (Pettigrew & Fenton, 2000; Moran & Volkwein, 1992). This perspective facilitates the study of energy. Energy runs through everything. Individuals have energy, and that energy is emanated by their very presence, their emotions, thoughts and ii actions (Tosey, 1994). Energies ebb and flow in an organization in accordance with the intentions of the employees of that organization (Smith & Tosey, 1999). Research shows that organizational climate has an impact on the individuals’ vigour (well-being) and this in turn impacts on various factors including the individuals’ performance and thereby organizational effectiveness. What has not been subjected to empirical study is the concept of organizational energy. Nor has the relationship between organizational energy and individual well-being been studied. This study will attempt to address this gap in knowledge.
- Full Text:
- Authors: Derman, Lynne
- Date: 2009-05-19T06:40:52Z
- Subjects: Organizational behavior , Organizational change
- Type: Thesis
- Identifier: uj:8385 , http://hdl.handle.net/10210/2550
- Description: Ph.D. , Many organizations, struggling to keep up with the unrelenting pace of change and extreme competitive pressure, seek to adopt the latest technique or tool in order to improve their bottom line. It may be that the way we view the individual and the organization needs to change, and the dynamic, neverending pattern of interaction recognized. As early as 1968, Schneider and Bartlett mentioned the need to examine the relationship between the individual and the organization. Integration of phenomena at the individual and organizational levels moves the analysis of organizations away from the static, structural qualities towards a more dynamic process (Pettigrew & Fenton, 2000; Moran & Volkwein, 1992). This perspective facilitates the study of energy. Energy runs through everything. Individuals have energy, and that energy is emanated by their very presence, their emotions, thoughts and ii actions (Tosey, 1994). Energies ebb and flow in an organization in accordance with the intentions of the employees of that organization (Smith & Tosey, 1999). Research shows that organizational climate has an impact on the individuals’ vigour (well-being) and this in turn impacts on various factors including the individuals’ performance and thereby organizational effectiveness. What has not been subjected to empirical study is the concept of organizational energy. Nor has the relationship between organizational energy and individual well-being been studied. This study will attempt to address this gap in knowledge.
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The relationship between strategic leadership and employee performance in a parastatal
- Dhanphat, N., Mokgahla, N., Jansen, A.
- Authors: Dhanphat, N. , Mokgahla, N. , Jansen, A.
- Date: 2015-06-08
- Subjects: Transformational leadership , Government business enterprises , Performance - Management , Organizational change , Leadership
- Type: Article
- Identifier: uj:6184 , http://hdl.handle.net/10210/14070
- Description: There is a plethora of leadership literature which place emphasis on the importance of leadership in the performance of employees and organizations. Strategic leadership is of particular interest since this has been a focus in organizations. Strategic leadership is defined by Hitt, Ireland and Hoskisson (2004) as the ability to foresee, envisage, maintain flexibility, and empower others to create strategic change as necessary as part of organizational process. Since the literature on strategic leadership is still in development, parallels are drawn between strategic leadership and transformational leadership styles. This paper aims to understand the relationship between employees’ perceptions of strategic leadership (transformational leadership) of their leaders and employee performance within a South African parastatal. The Multifactor Leadership Questionnaire (MLQ) was used to collect data on leadership styles. The psychometric properties of validity and reliability were assessed using Factor Analysis and Cronbach’s Coefficient Alpha. Descriptive and inferential statistics were used to analyze data. The findings reflect that there is a positive linear and significant relationship between strategic leadership and employee performance. Based on the results of the study, recommendations are provided, which when implemented have the potential to enhance employee performance.
- Full Text: false
- Authors: Dhanphat, N. , Mokgahla, N. , Jansen, A.
- Date: 2015-06-08
- Subjects: Transformational leadership , Government business enterprises , Performance - Management , Organizational change , Leadership
- Type: Article
- Identifier: uj:6184 , http://hdl.handle.net/10210/14070
- Description: There is a plethora of leadership literature which place emphasis on the importance of leadership in the performance of employees and organizations. Strategic leadership is of particular interest since this has been a focus in organizations. Strategic leadership is defined by Hitt, Ireland and Hoskisson (2004) as the ability to foresee, envisage, maintain flexibility, and empower others to create strategic change as necessary as part of organizational process. Since the literature on strategic leadership is still in development, parallels are drawn between strategic leadership and transformational leadership styles. This paper aims to understand the relationship between employees’ perceptions of strategic leadership (transformational leadership) of their leaders and employee performance within a South African parastatal. The Multifactor Leadership Questionnaire (MLQ) was used to collect data on leadership styles. The psychometric properties of validity and reliability were assessed using Factor Analysis and Cronbach’s Coefficient Alpha. Descriptive and inferential statistics were used to analyze data. The findings reflect that there is a positive linear and significant relationship between strategic leadership and employee performance. Based on the results of the study, recommendations are provided, which when implemented have the potential to enhance employee performance.
- Full Text: false
The management of a research and development organisation with a view to corporatisation
- Authors: Du Plessis, Pieter
- Date: 2012-08-20
- Subjects: Engineering - Management , Organizational change , Privatization
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/382187 , uj:2748 , http://hdl.handle.net/10210/6188
- Description: M.Phil. , Within the South African context a government of national unity has been elected. Before and after the election, mention was made of the corporatisation and/or the privatisation of state owned assets and parastatals such as Eskom, Telkom and Spoomet. The corporatisation and/or privatisation of these state assets would result in an increase in funds for the government to spend on the Reconstruction and Development Programme, as well as lead to the increase in efficiency of some of these state owned assets. Every day more comment is being made on the possibility of Eskom corporatising. This research proposed to study certain current management philosophies and methodologies being used within Eskom's Technology, Research and Investigations (T-R-I) with a view to corporatisation. This was done by comparing current management practices found in T-R-I, to both literature and prominent engineering companies in South Africa. Topics included the concept of engineering management, marketing, organisational structures, project management and change management. A literature review on strategic planning was also performed and this lay the foundation for personalised interviews with managers in prominent South African engineering companies. The interviews were conducted by means of a structured questionnaire and a statistical analysis, and comparisons of the various methodologies in terms of strategic planning within these engineering companies, were subsequently performed. A visit was also undertaken to Australian utilities which have already been through the corporatisation process. Here, first hand knowledge of the various experiences of corporatisation was obtained. T-R-I is a multi-disciplinary engineering consulting organisation which undertakes investigations, studies, applied research and testing for Eskom and other companies. It employs 308 technical people in modem laboratories. T-R-I operates in an engineering environment and following from the literature search, it is believed that T-R-I should apply the principles of engineering management. A comprehensive overview of marketing and all the aspects associated therewith was performed. It is recommended that T-R-I develop a marketing intelligence system and one comprehensive marketing plan. T-R-I also needs to develop a decision support system that will assist in making better analyses and decisions as far as product development and entry into the market is concerned. Competitors also need to be studied in more detail. Three organisational designs were investigated, i.e. the functional organisation, the product organisation and the matrix organisation. Since all of T-R-I's work is based on projects, it is recommended that T-R-I follow a matrix type structure for the effective execution of its projects. Six key activities for successful change implementation were highlighted in this study. Strategic planning was analysed by means of what literature promotes as an effective business plan. The purpose of the vision, mission, philosophy, environmental analysis and goals was discussed and comparisons were made between the literature studies and T-R-I's business plan. A structured questionnaire was developed in order to facilitate interviews with managers of five prominent South African engineering companies. A detailed statistical analysis of the resultant discussions is presented in the thesis. The questionnaire extracted information on organisational nature, organisational principles of operation, people development, management aspects and strategic planning. By comparing T-R-I's current methodology and detailed contents of the business plan to these five engineering companies, it was found that T-R-I acknowledged and responded to all of the main issues and methodologies. The Australian electricity industry has already been corporatised. A visit to five utilities in Australia was undertaken to discuss how corporatisation has affected them. What was very clear in the discussions, was that T-R-I will not survive as an "Eskom only" service provider but that it needs to expand its market. T-R-I cannot take it for granted that it has a captive market in Eskom. All of the Australian utilities visited, however, indicated that they believed that corporatisation was well worth it. It is, however, recommended that comparative studies be performed in order to evaluate what companies did to transform from parastatals or military supporting companies to successful companies in the private sector (eg. Denel, Sentech and the Atomic Energy Corporation). In-depth studies focusing on these organisations will add to the identification of those inefficiencies within T-R-I that would enhance its capabilities, should they be positively addressed, in order to sustain itself in the future and be a successfully corporatised entity.
- Full Text:
- Authors: Du Plessis, Pieter
- Date: 2012-08-20
- Subjects: Engineering - Management , Organizational change , Privatization
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/382187 , uj:2748 , http://hdl.handle.net/10210/6188
- Description: M.Phil. , Within the South African context a government of national unity has been elected. Before and after the election, mention was made of the corporatisation and/or the privatisation of state owned assets and parastatals such as Eskom, Telkom and Spoomet. The corporatisation and/or privatisation of these state assets would result in an increase in funds for the government to spend on the Reconstruction and Development Programme, as well as lead to the increase in efficiency of some of these state owned assets. Every day more comment is being made on the possibility of Eskom corporatising. This research proposed to study certain current management philosophies and methodologies being used within Eskom's Technology, Research and Investigations (T-R-I) with a view to corporatisation. This was done by comparing current management practices found in T-R-I, to both literature and prominent engineering companies in South Africa. Topics included the concept of engineering management, marketing, organisational structures, project management and change management. A literature review on strategic planning was also performed and this lay the foundation for personalised interviews with managers in prominent South African engineering companies. The interviews were conducted by means of a structured questionnaire and a statistical analysis, and comparisons of the various methodologies in terms of strategic planning within these engineering companies, were subsequently performed. A visit was also undertaken to Australian utilities which have already been through the corporatisation process. Here, first hand knowledge of the various experiences of corporatisation was obtained. T-R-I is a multi-disciplinary engineering consulting organisation which undertakes investigations, studies, applied research and testing for Eskom and other companies. It employs 308 technical people in modem laboratories. T-R-I operates in an engineering environment and following from the literature search, it is believed that T-R-I should apply the principles of engineering management. A comprehensive overview of marketing and all the aspects associated therewith was performed. It is recommended that T-R-I develop a marketing intelligence system and one comprehensive marketing plan. T-R-I also needs to develop a decision support system that will assist in making better analyses and decisions as far as product development and entry into the market is concerned. Competitors also need to be studied in more detail. Three organisational designs were investigated, i.e. the functional organisation, the product organisation and the matrix organisation. Since all of T-R-I's work is based on projects, it is recommended that T-R-I follow a matrix type structure for the effective execution of its projects. Six key activities for successful change implementation were highlighted in this study. Strategic planning was analysed by means of what literature promotes as an effective business plan. The purpose of the vision, mission, philosophy, environmental analysis and goals was discussed and comparisons were made between the literature studies and T-R-I's business plan. A structured questionnaire was developed in order to facilitate interviews with managers of five prominent South African engineering companies. A detailed statistical analysis of the resultant discussions is presented in the thesis. The questionnaire extracted information on organisational nature, organisational principles of operation, people development, management aspects and strategic planning. By comparing T-R-I's current methodology and detailed contents of the business plan to these five engineering companies, it was found that T-R-I acknowledged and responded to all of the main issues and methodologies. The Australian electricity industry has already been corporatised. A visit to five utilities in Australia was undertaken to discuss how corporatisation has affected them. What was very clear in the discussions, was that T-R-I will not survive as an "Eskom only" service provider but that it needs to expand its market. T-R-I cannot take it for granted that it has a captive market in Eskom. All of the Australian utilities visited, however, indicated that they believed that corporatisation was well worth it. It is, however, recommended that comparative studies be performed in order to evaluate what companies did to transform from parastatals or military supporting companies to successful companies in the private sector (eg. Denel, Sentech and the Atomic Energy Corporation). In-depth studies focusing on these organisations will add to the identification of those inefficiencies within T-R-I that would enhance its capabilities, should they be positively addressed, in order to sustain itself in the future and be a successfully corporatised entity.
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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.
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Aspects of management in a research and development organization
- Authors: El-Hesnawi, Mohamed Rahoma
- Date: 2009-02-26T12:18:37Z
- Subjects: Industrial research management , Organizational change , Strategic planning
- Type: Thesis
- Identifier: uj:8155 , http://hdl.handle.net/10210/2161
- Description: M.Phil. , The important role that research and development (R&D) plays in the economic well being of a nation, and by implication the profitability of a business enterprise, has long been recognized. In this era, in which the world live in turbulent times, technology advances at an ever-increasing pace and customers needs are constantly changing. Global competition has reached unprecedented levels. Globalisation brings new economic powers and opportunities constantly. The global marketplace has emerged as a battlefield of the world, were many competitors are fighting for a share. These factors urge the need more than ever for new products, processes and services to be able to enter this battlefield and emerge as a victorious. The way to these new products, processes and services is the adaptation of an effective program of R&D. It is therefore important to appreciate the many aspects of the R&D function, which is the subject of this work. This research stresses the benefits that R&D brings to the nation and what measures that nation can adopt to promote R&D programs. The work also stresses the importance of R&D to private firms, and how the performance of such firms is linked to their use of technology and to the intensity of their R&D programs. Firms sustain economic growth and secure a competitive position by creating new products and new services, and these are the natural results of the R&D process. In the course of executing their R&D programs, firms are faced with many barriers and constraints that impede successful R&D activities. Many barriers have been identified and classified into different categories. Firms function in different environments, have different sizes, and different affiliations, hence it is difficult to suggest that there is a fixed set of R&D management practices that will fit all kinds of firms. In this research many general R&D management practices are recommended, which if implemented may lead to a successful R&D results. R&D is one of the important functions of the business; hence its strategy should be a natural extension of the business and should support this strategy. The concept of business strategy and why firms need to develop business strategy are discussed. Also elements needed to develop a best R&D strategy are recommended.
- Full Text:
- Authors: El-Hesnawi, Mohamed Rahoma
- Date: 2009-02-26T12:18:37Z
- Subjects: Industrial research management , Organizational change , Strategic planning
- Type: Thesis
- Identifier: uj:8155 , http://hdl.handle.net/10210/2161
- Description: M.Phil. , The important role that research and development (R&D) plays in the economic well being of a nation, and by implication the profitability of a business enterprise, has long been recognized. In this era, in which the world live in turbulent times, technology advances at an ever-increasing pace and customers needs are constantly changing. Global competition has reached unprecedented levels. Globalisation brings new economic powers and opportunities constantly. The global marketplace has emerged as a battlefield of the world, were many competitors are fighting for a share. These factors urge the need more than ever for new products, processes and services to be able to enter this battlefield and emerge as a victorious. The way to these new products, processes and services is the adaptation of an effective program of R&D. It is therefore important to appreciate the many aspects of the R&D function, which is the subject of this work. This research stresses the benefits that R&D brings to the nation and what measures that nation can adopt to promote R&D programs. The work also stresses the importance of R&D to private firms, and how the performance of such firms is linked to their use of technology and to the intensity of their R&D programs. Firms sustain economic growth and secure a competitive position by creating new products and new services, and these are the natural results of the R&D process. In the course of executing their R&D programs, firms are faced with many barriers and constraints that impede successful R&D activities. Many barriers have been identified and classified into different categories. Firms function in different environments, have different sizes, and different affiliations, hence it is difficult to suggest that there is a fixed set of R&D management practices that will fit all kinds of firms. In this research many general R&D management practices are recommended, which if implemented may lead to a successful R&D results. R&D is one of the important functions of the business; hence its strategy should be a natural extension of the business and should support this strategy. The concept of business strategy and why firms need to develop business strategy are discussed. Also elements needed to develop a best R&D strategy are recommended.
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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.
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A framework for managing interface and change control in a multi-discipline project environment
- Authors: Feuth, Johan
- Date: 2018
- Subjects: Project managers , Project management , Organizational change , Creative ability in business
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/269286 , uj:28606
- Description: M.Phil. (Engineering Management) , Abstract: Design, engineering and construction projects are inherently complex by nature, let alone when multiple disciplines and organisations are involved. The rapid development of technology, size of projects and speed to market are all factors to consider to remain competitive, efficient and profitable in a global market. Engineering managers are finding it increasingly more important to be equipped with additional administrative and commercial skills to adapt to continuously changing environments. Organisations are forced to be innovative and creative by developing effective management and planning strategies with sound decision making processes. All stakeholders are required to pay more attention to the difficulties and problems experienced with interfacing and change control than ever before. This study presents the problems experienced with interface and change control management and the benefits of implementing effective interface and change control processes. Interface and change control management frameworks are proposed to mitigate the impact of problems by encouraging meaningful communication between all stakeholders to focus on the objectives to complete projects successfully within time, budget and to performance requirements.
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- Authors: Feuth, Johan
- Date: 2018
- Subjects: Project managers , Project management , Organizational change , Creative ability in business
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/269286 , uj:28606
- Description: M.Phil. (Engineering Management) , Abstract: Design, engineering and construction projects are inherently complex by nature, let alone when multiple disciplines and organisations are involved. The rapid development of technology, size of projects and speed to market are all factors to consider to remain competitive, efficient and profitable in a global market. Engineering managers are finding it increasingly more important to be equipped with additional administrative and commercial skills to adapt to continuously changing environments. Organisations are forced to be innovative and creative by developing effective management and planning strategies with sound decision making processes. All stakeholders are required to pay more attention to the difficulties and problems experienced with interfacing and change control than ever before. This study presents the problems experienced with interface and change control management and the benefits of implementing effective interface and change control processes. Interface and change control management frameworks are proposed to mitigate the impact of problems by encouraging meaningful communication between all stakeholders to focus on the objectives to complete projects successfully within time, budget and to performance requirements.
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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.
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- 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.
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Ways to overcome employee resistance in change initiatives
- Freddy, Charles, Mbohwa, Charles
- Authors: Freddy, Charles , Mbohwa, Charles
- Date: 2013
- Subjects: Organizational change , Total quality management
- Type: Article
- Identifier: uj:6155 , ISBN 978-93-82242-26-0 , http://hdl.handle.net/10210/13759
- Description: Continuous change in leadership creates instability within the business, and more importantly uncertainty amongst employees, hence the reluctance by employees to readily accept change. There are a myriad of reasons for resistance to change. Change programs such as TQM are required within business to ensure that organisations seek continuous improvement in their operational capabilities. Total quality management refers to three main components, namely customer satisfaction; continuous improvement and employee involvement. This study focuses on the employee resistance to change initiatives as a critical component. The lack of employee involvement potentially results in resistance to change initiatives. In many instances employees will not easily adapt to change. It is therefore important to understand that inadequate or no employee involvement will be a waste of valuable resources for any organisation attempting to implement Total Quality Management initiatives.
- Full Text:
- Authors: Freddy, Charles , Mbohwa, Charles
- Date: 2013
- Subjects: Organizational change , Total quality management
- Type: Article
- Identifier: uj:6155 , ISBN 978-93-82242-26-0 , http://hdl.handle.net/10210/13759
- Description: Continuous change in leadership creates instability within the business, and more importantly uncertainty amongst employees, hence the reluctance by employees to readily accept change. There are a myriad of reasons for resistance to change. Change programs such as TQM are required within business to ensure that organisations seek continuous improvement in their operational capabilities. Total quality management refers to three main components, namely customer satisfaction; continuous improvement and employee involvement. This study focuses on the employee resistance to change initiatives as a critical component. The lack of employee involvement potentially results in resistance to change initiatives. In many instances employees will not easily adapt to change. It is therefore important to understand that inadequate or no employee involvement will be a waste of valuable resources for any organisation attempting to implement Total Quality Management initiatives.
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Value engineering within a changing telecommunication market
- Authors: Geyser, Deon
- Date: 2011-11-30
- Subjects: Consumer satisfaction , Strategic planning , Organizational learning , Value analysis (Cost control) , Reengineering (Management) , Telecommunication management , Organizational change
- Type: Thesis
- Identifier: uj:1763 , http://hdl.handle.net/10210/4117
- Description: M.Ing. , The telecommunications industry worldwide is experiencing massive downsizing activities as the mobile telecommunications market is flooded with mobile operators. In Europe and other leading countries world wide, fixed line operators are able to cover more than 90% of the population of the country and there is not such a necessity for a mobile service as in a country such as South Africa, where less than 50% of the population is connected to a fixed line operator. Together with many investors, planning to create substantial returns on investments saturated the communication market in these worldleading countries. When mobile data transfer, in the form of GPRS (General Packet Radios Services) and UMTS (Universal Mobile Telecommunication System), was developed it was estimated that the amount of mobile data transferred (via mobile operators) per annum would exceed the amount of data transferred by normal fixed line transport (fixed line operators). Many mobile cellular operators worldwide have invested in these technologies but their ROI (Return on Investment) is not nearly as good as was estimated in the initial feasibility study of the technologies. Together, these issues have had a negative impact on all the world leading mobile communication infrastructure suppliers, which had to downsize to accommodate the decrease in world business. Only 3rd world countries (such as in Africa) are still expanding their mobile networks and are creating some business opportunities for the world leading suppliers, but it is unfortunately not sufficient to sustain the current business. With the initial roll out of GSM (Global system for mobile communication) network infrastructure suppliers could ask what they want for the equipment and services supplied, as these were hard to imitate, but as the market grew, more competitors were able to meet their standards in equipment quality and better the price and service.
- Full Text:
- Authors: Geyser, Deon
- Date: 2011-11-30
- Subjects: Consumer satisfaction , Strategic planning , Organizational learning , Value analysis (Cost control) , Reengineering (Management) , Telecommunication management , Organizational change
- Type: Thesis
- Identifier: uj:1763 , http://hdl.handle.net/10210/4117
- Description: M.Ing. , The telecommunications industry worldwide is experiencing massive downsizing activities as the mobile telecommunications market is flooded with mobile operators. In Europe and other leading countries world wide, fixed line operators are able to cover more than 90% of the population of the country and there is not such a necessity for a mobile service as in a country such as South Africa, where less than 50% of the population is connected to a fixed line operator. Together with many investors, planning to create substantial returns on investments saturated the communication market in these worldleading countries. When mobile data transfer, in the form of GPRS (General Packet Radios Services) and UMTS (Universal Mobile Telecommunication System), was developed it was estimated that the amount of mobile data transferred (via mobile operators) per annum would exceed the amount of data transferred by normal fixed line transport (fixed line operators). Many mobile cellular operators worldwide have invested in these technologies but their ROI (Return on Investment) is not nearly as good as was estimated in the initial feasibility study of the technologies. Together, these issues have had a negative impact on all the world leading mobile communication infrastructure suppliers, which had to downsize to accommodate the decrease in world business. Only 3rd world countries (such as in Africa) are still expanding their mobile networks and are creating some business opportunities for the world leading suppliers, but it is unfortunately not sufficient to sustain the current business. With the initial roll out of GSM (Global system for mobile communication) network infrastructure suppliers could ask what they want for the equipment and services supplied, as these were hard to imitate, but as the market grew, more competitors were able to meet their standards in equipment quality and better the price and service.
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Towards a transformational change leadership framework for implementing Broad-Based Black Economic Empowerment in South African businesses
- Authors: Grobler, Corlé
- Date: 2018
- Subjects: Black Economic Empowerment (Program : South Africa) , Blacks - Employment - South Africa , Employee empowerment - South Africa , Blacks - South Africa - Economic conditions , Organizational change , South Africa. Broad-Based Black Economic Empowerment Act, 2003
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/271669 , uj:28899
- Description: M.Phil. (Human Resource Management) , Abstract: Post-apartheid South Africa is characterised by enduring inequality, poor economic growth, high unemployment, poverty, poor education, and a lack of skills. To redress the social, political, and economic inequalities of the past, government enacted various transformational statutes. The Broad-based Black Economic Empowerment Act was promulgated to enable transformation to an inclusive economy. The process of transformation necessitates thoughtful, managed change. However, the implementation of Broad-based Black Economic empowerment has often been compliance-driven, and did not result in sustained transformation. The purpose of this study was to establish whether a transformational change leadership framework could be used for the effective implementation of Broad-based Black Economic Empowerment, and to what extent Kotter’s Eight-step Change Leadership Model could be applied. A qualitative case study research design was used, with a constructivist research philosophy. Data were collected through five semi-structured interviews and the review of companies’ integrated annual reports. Thematic analysis was used deductively to identify, organise, compare, and describe themes under the headings of Kotter’s eight steps and other transformational change management model phases. The study established that Kotter’s Model could be applied in the implementation of transformation. Conceptually, it emerged that a transformational change leadership framework for the implementation of Broad-based Black Economic Empowerment...
- Full Text:
- Authors: Grobler, Corlé
- Date: 2018
- Subjects: Black Economic Empowerment (Program : South Africa) , Blacks - Employment - South Africa , Employee empowerment - South Africa , Blacks - South Africa - Economic conditions , Organizational change , South Africa. Broad-Based Black Economic Empowerment Act, 2003
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/271669 , uj:28899
- Description: M.Phil. (Human Resource Management) , Abstract: Post-apartheid South Africa is characterised by enduring inequality, poor economic growth, high unemployment, poverty, poor education, and a lack of skills. To redress the social, political, and economic inequalities of the past, government enacted various transformational statutes. The Broad-based Black Economic Empowerment Act was promulgated to enable transformation to an inclusive economy. The process of transformation necessitates thoughtful, managed change. However, the implementation of Broad-based Black Economic empowerment has often been compliance-driven, and did not result in sustained transformation. The purpose of this study was to establish whether a transformational change leadership framework could be used for the effective implementation of Broad-based Black Economic Empowerment, and to what extent Kotter’s Eight-step Change Leadership Model could be applied. A qualitative case study research design was used, with a constructivist research philosophy. Data were collected through five semi-structured interviews and the review of companies’ integrated annual reports. Thematic analysis was used deductively to identify, organise, compare, and describe themes under the headings of Kotter’s eight steps and other transformational change management model phases. The study established that Kotter’s Model could be applied in the implementation of transformation. Conceptually, it emerged that a transformational change leadership framework for the implementation of Broad-based Black Economic Empowerment...
- Full Text: