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:
The implementation of business process reengineering in the short-term insurance industry.
- Authors: Spies, Carolina Margeretha
- Date: 2008-04-24T12:36:57Z
- Subjects: Reengineering(Management) , Organizational change , Insurance companies management
- Type: Thesis
- Identifier: uj:6708 , http://hdl.handle.net/10210/310
- Description: Business process reengineering (hereafter referred to as BPR) was revolutionary during the early and mid 1990’s. Numerous authors wrote articles and books to appraise the concept and discuss the possible benefits of it. However, the question could be asked whether BPR is still of any relevance in 2001 in South Africa? This question was answered by James Champy in an article published in the Sales & Marketing Management magazine (1998:26) where he stated that: “It has hardly begun. Why? Principally, because we have yet to experience the full effect that the ubiquity of information technology (hereafter referred to as IT) will have on the way we operate. By (that) I mean the omnipresence of highly portable computing and telecommunications devices in the workplace and in the home, combined with the increase in computer literacy and comfort on the part of most adults…and then there is the exploding Internet phenomenon that has provided a platform for universal communications, along with a whole new infrastructure for doing business.” The opportunities for BPR that go hand in hand with the implementation of e-business are numerous and makes BPR as relevant as e-business itself. This is supported by an article in Computerwold published in December 2000: “Today, e-business initiatives have made the need to streamline, integrate and automate processes even more pressing” (Ulrich, 2000) With electronic business still a mere infant in South Africa, and specifically in the short-term insurance industry, its full development can have significant implications on the way businesses operate. A second motivational factor for undertaking this research was personal awareness of the following misconceptions by certain businessmen: - That BPR refers to restructuring, retrenchments and the implementation of IT systems; and - That BPR should be implemented in industries where inventory plays a significant role, e.g. the manufacturing or distribution industries. The following chapters of this dissertation will strive to prove that these are misconceptions and that BPR is based on sound business principles, which include much more than downsizing or the implementation of new IT systems. Very often, a negative connection is drawn with BPR where companies claimed that they have implemented BPR, but in fact, only retrenched staff or implemented new information systems. The dissertation will further strive to prove that the implementation of BPR can also be introduced in industries with no inventory, such as the financial services industry, and with spec ific reference to the short-term insurance industry. , Prof. T.L. Voogt
- Full Text:
- Authors: Spies, Carolina Margeretha
- Date: 2008-04-24T12:36:57Z
- Subjects: Reengineering(Management) , Organizational change , Insurance companies management
- Type: Thesis
- Identifier: uj:6708 , http://hdl.handle.net/10210/310
- Description: Business process reengineering (hereafter referred to as BPR) was revolutionary during the early and mid 1990’s. Numerous authors wrote articles and books to appraise the concept and discuss the possible benefits of it. However, the question could be asked whether BPR is still of any relevance in 2001 in South Africa? This question was answered by James Champy in an article published in the Sales & Marketing Management magazine (1998:26) where he stated that: “It has hardly begun. Why? Principally, because we have yet to experience the full effect that the ubiquity of information technology (hereafter referred to as IT) will have on the way we operate. By (that) I mean the omnipresence of highly portable computing and telecommunications devices in the workplace and in the home, combined with the increase in computer literacy and comfort on the part of most adults…and then there is the exploding Internet phenomenon that has provided a platform for universal communications, along with a whole new infrastructure for doing business.” The opportunities for BPR that go hand in hand with the implementation of e-business are numerous and makes BPR as relevant as e-business itself. This is supported by an article in Computerwold published in December 2000: “Today, e-business initiatives have made the need to streamline, integrate and automate processes even more pressing” (Ulrich, 2000) With electronic business still a mere infant in South Africa, and specifically in the short-term insurance industry, its full development can have significant implications on the way businesses operate. A second motivational factor for undertaking this research was personal awareness of the following misconceptions by certain businessmen: - That BPR refers to restructuring, retrenchments and the implementation of IT systems; and - That BPR should be implemented in industries where inventory plays a significant role, e.g. the manufacturing or distribution industries. The following chapters of this dissertation will strive to prove that these are misconceptions and that BPR is based on sound business principles, which include much more than downsizing or the implementation of new IT systems. Very often, a negative connection is drawn with BPR where companies claimed that they have implemented BPR, but in fact, only retrenched staff or implemented new information systems. The dissertation will further strive to prove that the implementation of BPR can also be introduced in industries with no inventory, such as the financial services industry, and with spec ific reference to the short-term insurance industry. , Prof. T.L. Voogt
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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:
Perceptions regarding organizational transformation in a military unit
- Authors: Rantao, Khumoetsile Julia
- Date: 2008-06-20T13:44:35Z
- Subjects: Organizational change , Soldiers' ability testing , Employees functioning , Performance standards
- Type: Thesis
- Identifier: uj:3218 , http://hdl.handle.net/10210/662
- Description: The aim of this study is to identify perceptions and attitudes of uniformed military personnel towards organizational transformation. This would enable the researcher to determine the impact on employees’ level of functioning. Transformation as a concept is currently of great significance in South Africa specifically in the military setting. It involves changes to the philosophy and mission of the military unit. Organizational transformation in the military unit appears to be an intense process that may have a significant impact on the social functioning of the employees in the particular setting. The orientation to the study in Chapter 1 gives an overview of the Military history prior and just after the first South African democratic elections. The goal and objectives, the role of the Social Worker, motivation and limitations towards the execution of the study are further discussed. The definition of important concepts used in the study is outlined in this chapter. The literature review in Chapter 2 theoretically examines the concepts central to the military transformation processes. It has been identified that organizational change is mainly barred by individual resistance factors as well as organizational intervention factors. Change strategies contributing towards positive organizational transformation forms part of Chapter 2. Chapter 3 describes the research methodology followed in this in study. The qualitative and quantitative data collection methods which also involve the designing of the questionnaire utilised as a selected instrument for data gathering and statistical analysis is discussed. A full description of the study sample will also be offered in this third chapter. An integrated research methodology of both qualitative and quantitative approach will be followed in this study. A suitable interview schedule (Questionnaire) will be developed out of the focus group conducted as a pilot study for data collection purposes. The study will be descriptive in nature. Chapter 4 describes and evaluates the data collected from respondents. Results and interpretations are provided. The conclusion is reached that certain sectors, specifically staffed members and personnel who were previously employed by the SADF and are were expected to transform and integrate new members from outside forces. Afrikaans and English members are also more negative about transformation than African language groups. From these results it appears that transformation has benefitted the new “incoming” personnel who are significantly more optimistic about integration and transformation than the old permanent force members. Chapter 5 outlines conclusions indicating practical and theoretical implications of this study. Recommendations regarding possible strategies to improve the management of the transformation process are made in this chapter. , Dr. W. Roestenburg
- Full Text:
- Authors: Rantao, Khumoetsile Julia
- Date: 2008-06-20T13:44:35Z
- Subjects: Organizational change , Soldiers' ability testing , Employees functioning , Performance standards
- Type: Thesis
- Identifier: uj:3218 , http://hdl.handle.net/10210/662
- Description: The aim of this study is to identify perceptions and attitudes of uniformed military personnel towards organizational transformation. This would enable the researcher to determine the impact on employees’ level of functioning. Transformation as a concept is currently of great significance in South Africa specifically in the military setting. It involves changes to the philosophy and mission of the military unit. Organizational transformation in the military unit appears to be an intense process that may have a significant impact on the social functioning of the employees in the particular setting. The orientation to the study in Chapter 1 gives an overview of the Military history prior and just after the first South African democratic elections. The goal and objectives, the role of the Social Worker, motivation and limitations towards the execution of the study are further discussed. The definition of important concepts used in the study is outlined in this chapter. The literature review in Chapter 2 theoretically examines the concepts central to the military transformation processes. It has been identified that organizational change is mainly barred by individual resistance factors as well as organizational intervention factors. Change strategies contributing towards positive organizational transformation forms part of Chapter 2. Chapter 3 describes the research methodology followed in this in study. The qualitative and quantitative data collection methods which also involve the designing of the questionnaire utilised as a selected instrument for data gathering and statistical analysis is discussed. A full description of the study sample will also be offered in this third chapter. An integrated research methodology of both qualitative and quantitative approach will be followed in this study. A suitable interview schedule (Questionnaire) will be developed out of the focus group conducted as a pilot study for data collection purposes. The study will be descriptive in nature. Chapter 4 describes and evaluates the data collected from respondents. Results and interpretations are provided. The conclusion is reached that certain sectors, specifically staffed members and personnel who were previously employed by the SADF and are were expected to transform and integrate new members from outside forces. Afrikaans and English members are also more negative about transformation than African language groups. From these results it appears that transformation has benefitted the new “incoming” personnel who are significantly more optimistic about integration and transformation than the old permanent force members. Chapter 5 outlines conclusions indicating practical and theoretical implications of this study. Recommendations regarding possible strategies to improve the management of the transformation process are made in this chapter. , Dr. W. Roestenburg
- Full Text:
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:
The role of the business model in capturing value from innovation
- Authors: Ross, B.H.
- Date: 2008-06-23T10:55:36Z
- Subjects: Technological innovations , Effect of technological innovations on business , Organizational change
- Type: Thesis
- Identifier: uj:3381 , http://hdl.handle.net/10210/677
- Description: Dr. Danie Theron
- Full Text:
- Authors: Ross, B.H.
- Date: 2008-06-23T10:55:36Z
- Subjects: Technological innovations , Effect of technological innovations on business , Organizational change
- Type: Thesis
- Identifier: uj:3381 , http://hdl.handle.net/10210/677
- Description: Dr. Danie Theron
- 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
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Leadership meta-competences for the future world of work: an explorative study in the retail industry
- Authors: Van der Merwe, Letitia
- Date: 2008-08-15T07:54:52Z
- Subjects: Leadership , Retail trade in South Africa , Organizational change , Work environment
- Type: Thesis
- Identifier: uj:7856 , http://hdl.handle.net/10210/874
- Description: To achieve this purpose a leadership meta-competence model, based on levels of work theory, was developed for the future world of work. This model was firstly validated by senior managers in the retail industry. Subsequently a questionnaire assessing the perceived importance of these competencies currently and in the future was designed. This questionnaire was completed by 101 managers from various South African retail industries. The resultant data was analysed and the results indicated that there is a significant difference between the perceived current and future definitions of the nature and work of business leaders, specifically Level II work behaviour will become less important in the future and Level III and IV work behaviour show increasing importance for the future business leader. The works of Ackoff (1994), Carpa (2003), Starbuck (2005) and Wheatley (1999) propose the rethinking of the manner in which organisations plan and execute work in the emerging future, while managers and leaders often ask why they should prepare for the future when it is impossible to know what to be prepared for (Rethinking corporate strategy, 2003:65)? Weingand (1995) argues that today’s speculations on the future have moved from the realm of fantasy or literary illusion into the pragmatic world of organisational need. Tomorrow needs to be explored in order to more fully understand the demands of today and the critical decisions that must be made for the future. Weingand (1995) further argues that it is no longer enough to wonder what the future might bring; it is necessary to critically assess potential future scenarios and incorporate well-considered forecasts into today’s planning. It can be argued from the above that even though the future is uncertain, organisations that study potential futures, share knowledge and encourage collective learning are more likely to survive the test of time. Peters (1992:483) supports this argument by suggesting that organisations do not only need to become “learning organisations”, but be able to innovate on a continuous basis. Organisations find themselves midstride between an old and new era, and have not yet found their way (Nicol in Parker, 1998:1). It is also evident that the changes surrounding organisations are not mere trends but the workings of large, unruly forces: globalisation and increased international competition (Kiggundu, 2002; Moon & Bonny, 2001), cross national strategic alliances and mergers, privatisation, outsourcing, information technology innovations, the increasing short term work contract (Cooper, 2005; Stewart, 1993) and changing work ethic and culture (Ulrich, Zenger, & Smallwood, 2003). These influences are leading to an increasingly chaotic and complex world of work (Cairnes, 2004; Hite, 1999 and Kraut & Kormann, 1999). , Dr. Anton M. Verwey
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- Authors: Van der Merwe, Letitia
- Date: 2008-08-15T07:54:52Z
- Subjects: Leadership , Retail trade in South Africa , Organizational change , Work environment
- Type: Thesis
- Identifier: uj:7856 , http://hdl.handle.net/10210/874
- Description: To achieve this purpose a leadership meta-competence model, based on levels of work theory, was developed for the future world of work. This model was firstly validated by senior managers in the retail industry. Subsequently a questionnaire assessing the perceived importance of these competencies currently and in the future was designed. This questionnaire was completed by 101 managers from various South African retail industries. The resultant data was analysed and the results indicated that there is a significant difference between the perceived current and future definitions of the nature and work of business leaders, specifically Level II work behaviour will become less important in the future and Level III and IV work behaviour show increasing importance for the future business leader. The works of Ackoff (1994), Carpa (2003), Starbuck (2005) and Wheatley (1999) propose the rethinking of the manner in which organisations plan and execute work in the emerging future, while managers and leaders often ask why they should prepare for the future when it is impossible to know what to be prepared for (Rethinking corporate strategy, 2003:65)? Weingand (1995) argues that today’s speculations on the future have moved from the realm of fantasy or literary illusion into the pragmatic world of organisational need. Tomorrow needs to be explored in order to more fully understand the demands of today and the critical decisions that must be made for the future. Weingand (1995) further argues that it is no longer enough to wonder what the future might bring; it is necessary to critically assess potential future scenarios and incorporate well-considered forecasts into today’s planning. It can be argued from the above that even though the future is uncertain, organisations that study potential futures, share knowledge and encourage collective learning are more likely to survive the test of time. Peters (1992:483) supports this argument by suggesting that organisations do not only need to become “learning organisations”, but be able to innovate on a continuous basis. Organisations find themselves midstride between an old and new era, and have not yet found their way (Nicol in Parker, 1998:1). It is also evident that the changes surrounding organisations are not mere trends but the workings of large, unruly forces: globalisation and increased international competition (Kiggundu, 2002; Moon & Bonny, 2001), cross national strategic alliances and mergers, privatisation, outsourcing, information technology innovations, the increasing short term work contract (Cooper, 2005; Stewart, 1993) and changing work ethic and culture (Ulrich, Zenger, & Smallwood, 2003). These influences are leading to an increasingly chaotic and complex world of work (Cairnes, 2004; Hite, 1999 and Kraut & Kormann, 1999). , Dr. Anton M. Verwey
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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
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- 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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Veranderlikes wat transformasie in maatskaplikewerk-opleiding beinvloed
- Authors: Vermeulen, Antoinette
- Date: 2008-10-27T06:35:51Z
- Subjects: Social work education , Organizational change
- Type: Thesis
- Identifier: uj:13159 , http://hdl.handle.net/10210/1318
- Description: M.A. , Transformation in the social welfare arena implies new developments and changes in social work education. The past decade has seen various changes in social work in South-Africa. Changes in the international social welfare context are also reflected in the South-African scenario and educators need to be aware of these changes and influences. The study aims at the development of an understanding of the current trends that have an influence on effective social work education. Although the South-African trends are the main focus of the study, it is important to also take the global trends into consideration. The researcher identified the White Paper on Social Welfare (1997), changes in the South-African Education Context as determined by the SA Qualifications Act (58/1995), the Council for Social Service Professions, international trends and the changing South-African environment as the major contributors to the need for urgent change in Social work curriculum. The researcher utilizes qualitative methodology to identify the variables influencing transformation in social work. The mentioned variables were described by means of specific themes relevant to social work education. The description is practice-relevant since the information was collected from academic faculty members and social work students. The data was collected by means of focus groups and interviews guided by a structured interview schedule. A theoretical framework was used to describe the context of social work transformation and relevant influences. A small scale meta-analysis of the current trends in social work literature guided the researcher towards an understanding of the current trends relevant to social work education. Deductive reasoning was used to combine the main moments of the theoretical framework and the themes derived from the collected data. The data were analyzed by a process of categorizing and coding as suggested by De Vos (1997). A protocol was developed in order to analyze the data in a consistent and structured manner. Guba’s model (1990) on trustworthiness was used to validate the themes. Finally, methodological and contextual conclusions were formulated. The conclusions and themes formed a basis for the formulation of recommendations which can contribute to social work education in South-Africa. , Prof. W.A. Mitchell Prof. C.B. Fouchè
- Full Text:
- Authors: Vermeulen, Antoinette
- Date: 2008-10-27T06:35:51Z
- Subjects: Social work education , Organizational change
- Type: Thesis
- Identifier: uj:13159 , http://hdl.handle.net/10210/1318
- Description: M.A. , Transformation in the social welfare arena implies new developments and changes in social work education. The past decade has seen various changes in social work in South-Africa. Changes in the international social welfare context are also reflected in the South-African scenario and educators need to be aware of these changes and influences. The study aims at the development of an understanding of the current trends that have an influence on effective social work education. Although the South-African trends are the main focus of the study, it is important to also take the global trends into consideration. The researcher identified the White Paper on Social Welfare (1997), changes in the South-African Education Context as determined by the SA Qualifications Act (58/1995), the Council for Social Service Professions, international trends and the changing South-African environment as the major contributors to the need for urgent change in Social work curriculum. The researcher utilizes qualitative methodology to identify the variables influencing transformation in social work. The mentioned variables were described by means of specific themes relevant to social work education. The description is practice-relevant since the information was collected from academic faculty members and social work students. The data was collected by means of focus groups and interviews guided by a structured interview schedule. A theoretical framework was used to describe the context of social work transformation and relevant influences. A small scale meta-analysis of the current trends in social work literature guided the researcher towards an understanding of the current trends relevant to social work education. Deductive reasoning was used to combine the main moments of the theoretical framework and the themes derived from the collected data. The data were analyzed by a process of categorizing and coding as suggested by De Vos (1997). A protocol was developed in order to analyze the data in a consistent and structured manner. Guba’s model (1990) on trustworthiness was used to validate the themes. Finally, methodological and contextual conclusions were formulated. The conclusions and themes formed a basis for the formulation of recommendations which can contribute to social work education in South-Africa. , Prof. W.A. Mitchell Prof. C.B. Fouchè
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The measurement of levels of work stress in individuals employed in an organisation undergoing change
- Authors: Grove, Carla
- Date: 2008-11-06T07:27:37Z
- Subjects: Job stress , Organizational change
- Type: Thesis
- Identifier: uj:14608 , http://hdl.handle.net/10210/1528
- Description: M.A. , The goal of this study was to measure levels of workplace stress, on two occasions, in an organisation undergoing change that included a merger, downsizing exercise, and restructure. This study was regarded as important as although it is well documented that transformational change leads to increased levels of employee stress, it is imperative to identify whether coping strategies implemented by the organisation are sufficient in addressing employee distress. The identification of the most salient sources of stress for employees in a specific change setting is also important since the organisation can then address these sources specifically rather than to apply a generalised coping strategy. Two non-random samples were taken from the employees of an organisation undergoing transformational change. The first sample consisted of 336 respondents and the second sample consisted of 102 respondents. Existing literature indicates that organisational change leads to increased levels of employee workplace stress as a result of the employees inability to cope with change. It is recommended by the literature that a number of coping strategies for change be implemented by the organisation during change initiatives. The Sources of Work Stress Inventory was used to measure work related stress. This inventory consists of two sections, a General Work Stress scale which measures general levels of occupational stress, and Nine Sources of Stress scales which highlight possible sources or triggers of stress. The study provided empirical support for the theorised notion that organisational change initiatives lead to increased levels of stress among employees. Further, the results supported theoretical and research findings which propose that job security, career advancement, and work overload are all salient sources of stress in organisational change settings that involve merger, restructure and downsizing activities. The results of this study demonstrated that the implementation of a number of contemporary change management strategies did not fully assist in improving the coping ability of employees in this specific change setting. As a result it was recommended that future change management strategies or more specifically coping strategies, should include a more humanistic and psychologically supportive approach as demonstrated in a number of recent research findings.
- Full Text:
- Authors: Grove, Carla
- Date: 2008-11-06T07:27:37Z
- Subjects: Job stress , Organizational change
- Type: Thesis
- Identifier: uj:14608 , http://hdl.handle.net/10210/1528
- Description: M.A. , The goal of this study was to measure levels of workplace stress, on two occasions, in an organisation undergoing change that included a merger, downsizing exercise, and restructure. This study was regarded as important as although it is well documented that transformational change leads to increased levels of employee stress, it is imperative to identify whether coping strategies implemented by the organisation are sufficient in addressing employee distress. The identification of the most salient sources of stress for employees in a specific change setting is also important since the organisation can then address these sources specifically rather than to apply a generalised coping strategy. Two non-random samples were taken from the employees of an organisation undergoing transformational change. The first sample consisted of 336 respondents and the second sample consisted of 102 respondents. Existing literature indicates that organisational change leads to increased levels of employee workplace stress as a result of the employees inability to cope with change. It is recommended by the literature that a number of coping strategies for change be implemented by the organisation during change initiatives. The Sources of Work Stress Inventory was used to measure work related stress. This inventory consists of two sections, a General Work Stress scale which measures general levels of occupational stress, and Nine Sources of Stress scales which highlight possible sources or triggers of stress. The study provided empirical support for the theorised notion that organisational change initiatives lead to increased levels of stress among employees. Further, the results supported theoretical and research findings which propose that job security, career advancement, and work overload are all salient sources of stress in organisational change settings that involve merger, restructure and downsizing activities. The results of this study demonstrated that the implementation of a number of contemporary change management strategies did not fully assist in improving the coping ability of employees in this specific change setting. As a result it was recommended that future change management strategies or more specifically coping strategies, should include a more humanistic and psychologically supportive approach as demonstrated in a number of recent research findings.
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"Type change" : the perceived structure of organizational change events
- Authors: Van Tonder, Chris
- Date: 2009
- Subjects: Organizational change , Sustainable development , Organizational sustainability
- Type: Article
- Identifier: uj:6230 , ISBN 1-932917-05-5 , http://hdl.handle.net/10210/5320
- Description: Sustainable development and global prosperity hinge substantially on healthy, progressive organizations. The liability of change, which manifests in the dismal success rates of large scale organizational change initiatives, however threatens the advancement of this agenda. While the reasons for this are complex, a starting point for reversing this trend is a greater understanding of the phenomenon of organizational change, which is reified and enacted at the level of the individual employee. The current study empirically explored the under researched area of 'types of change', which influences employee perceptions and responses and which ultimately holds the key to organizational adaptation. Several structural dimensions were extracted from the 663 respondents' perceptions of change events, which suggest a more considered but also a potentially more effective approach to dealing with organizational change.
- Full Text:
- Authors: Van Tonder, Chris
- Date: 2009
- Subjects: Organizational change , Sustainable development , Organizational sustainability
- Type: Article
- Identifier: uj:6230 , ISBN 1-932917-05-5 , http://hdl.handle.net/10210/5320
- Description: Sustainable development and global prosperity hinge substantially on healthy, progressive organizations. The liability of change, which manifests in the dismal success rates of large scale organizational change initiatives, however threatens the advancement of this agenda. While the reasons for this are complex, a starting point for reversing this trend is a greater understanding of the phenomenon of organizational change, which is reified and enacted at the level of the individual employee. The current study empirically explored the under researched area of 'types of change', which influences employee perceptions and responses and which ultimately holds the key to organizational adaptation. Several structural dimensions were extracted from the 663 respondents' perceptions of change events, which suggest a more considered but also a potentially more effective approach to dealing with organizational change.
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Management of change in information services
- Authors: Molaudi, Marjorie Mandu
- Date: 2009-01-12T07:23:29Z
- Subjects: Information services management , Organizational change
- Type: Thesis
- Identifier: uj:14780 , http://hdl.handle.net/10210/1858
- Description: M.Inf. , As an instrument of society, information services have always been influenced by changes in the host environment. This being the case, information services are compelled to change, posing the challenge to managers who have to see to it that the challenges are properly dealt with. The strategies and techniques for managing change in academic information services have been explored thus providing guidance for managers in this regard. This was done by using an extensive literature survey. The empirical survey investigated the extent to which change is being managed in academic information services in South Africa, which was done by using pre-structured questionnaires. The study also provides recommendations on how information services can successfully manage change in order to survive in a competitive environment. Lastly, the areas for future investigation on this subject have been outlined.
- Full Text:
- Authors: Molaudi, Marjorie Mandu
- Date: 2009-01-12T07:23:29Z
- Subjects: Information services management , Organizational change
- Type: Thesis
- Identifier: uj:14780 , http://hdl.handle.net/10210/1858
- Description: M.Inf. , As an instrument of society, information services have always been influenced by changes in the host environment. This being the case, information services are compelled to change, posing the challenge to managers who have to see to it that the challenges are properly dealt with. The strategies and techniques for managing change in academic information services have been explored thus providing guidance for managers in this regard. This was done by using an extensive literature survey. The empirical survey investigated the extent to which change is being managed in academic information services in South Africa, which was done by using pre-structured questionnaires. The study also provides recommendations on how information services can successfully manage change in order to survive in a competitive environment. Lastly, the areas for future investigation on this subject have been outlined.
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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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Aligning corporate culture and product innovation at Sappi Fine Paper South Africa
- Authors: Loots, Daniel Eduard
- Date: 2009-03-24T12:09:33Z
- Subjects: Organizational change , Corporate culture , Paper industry (South Africa)
- Type: Thesis
- Identifier: uj:8221 , http://hdl.handle.net/10210/2305
- Description: M.B.A. , The paper industry and, more specifically, Sappi Fine Paper, has not been achieving the levels of innovation required to meet rapidly-changing market needs, especially when compared to manufacturers like 3M. The industry is therefore losing value and not achieving optimal returns on investment. The reasons for this lack of innovation are not known. This study aims to investigate these sub-optimal levels of innovation, and to define some of the possible reasons for it. The study begins with an examination of corporate culture and its impact on innovation. In this regard, a cultural audit was done on a selected group of Sappi employees involved in product development from manufacturing, and sales and marketing. The questionnaire used was aimed at measuring and quantifying innovation and creativity influencers, and both perceived and preferred dimensions of culture were recorded. A gap analysis was then undertaken between the two, and perceptual charts plotted for each of the research groups. The audit revealed that Sappi Fine Paper does, indeed, have a creative culture, but the gap analysis revealed that in certain dimensions there are large gaps between the perceived and preferred profiles. The most critical gap affecting innovation was the one in the “risk profile” dimension. This revealed a tendency for the company to be risk averse, while the expressed preference of staff is that it be more open to risk taking. The literature review also highlights the importance that risk taking plays in innovation. The conclusion drawn is that, in order to achieve improved levels of innovation, Sappi Fine Paper needs to support existing creativity with a greater openness to risk taking resulting in higher levels of innovation.
- Full Text:
- Authors: Loots, Daniel Eduard
- Date: 2009-03-24T12:09:33Z
- Subjects: Organizational change , Corporate culture , Paper industry (South Africa)
- Type: Thesis
- Identifier: uj:8221 , http://hdl.handle.net/10210/2305
- Description: M.B.A. , The paper industry and, more specifically, Sappi Fine Paper, has not been achieving the levels of innovation required to meet rapidly-changing market needs, especially when compared to manufacturers like 3M. The industry is therefore losing value and not achieving optimal returns on investment. The reasons for this lack of innovation are not known. This study aims to investigate these sub-optimal levels of innovation, and to define some of the possible reasons for it. The study begins with an examination of corporate culture and its impact on innovation. In this regard, a cultural audit was done on a selected group of Sappi employees involved in product development from manufacturing, and sales and marketing. The questionnaire used was aimed at measuring and quantifying innovation and creativity influencers, and both perceived and preferred dimensions of culture were recorded. A gap analysis was then undertaken between the two, and perceptual charts plotted for each of the research groups. The audit revealed that Sappi Fine Paper does, indeed, have a creative culture, but the gap analysis revealed that in certain dimensions there are large gaps between the perceived and preferred profiles. The most critical gap affecting innovation was the one in the “risk profile” dimension. This revealed a tendency for the company to be risk averse, while the expressed preference of staff is that it be more open to risk taking. The literature review also highlights the importance that risk taking plays in innovation. The conclusion drawn is that, in order to achieve improved levels of innovation, Sappi Fine Paper needs to support existing creativity with a greater openness to risk taking resulting in higher levels of innovation.
- Full Text:
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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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.
- 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:
Business process re-engineering: improving business operations
- Authors: Mothobi, Mohlomi
- Date: 2009-06-09T08:05:09Z
- Subjects: Reengineering (Management) , Organizational change
- Type: Thesis
- Identifier: uj:8456 , http://hdl.handle.net/10210/2618
- Description: M.B.A.
- Full Text: false
- Authors: Mothobi, Mohlomi
- Date: 2009-06-09T08:05:09Z
- Subjects: Reengineering (Management) , Organizational change
- Type: Thesis
- Identifier: uj:8456 , http://hdl.handle.net/10210/2618
- Description: M.B.A.
- Full Text: false
Lean production and business process re-engineering in a South African context: a case study
- Authors: Kruger, David Johannes
- Date: 2010-03-25T06:45:24Z
- Subjects: Reengineering (Management) , Organizational change , Strategic alliances (Business) , Production management
- Type: Thesis
- Identifier: uj:6703 , http://hdl.handle.net/10210/3105
- Description: D.Phil. , The new millennium brought its own pressures to bear on organisations insofar as competitiveness and profitability is concerned. Globalisation required businesses to become more competitive through the elimination of waste, reducing costs and improving general business processes. The improvement of business processes has been around since the early 1990’s, but due to a number of factors organisations were wary of change. The major reasons were that the methodologies that were available were abused when business processes were investigated for possible improvement. Organisations utilised the available methodologies to achieve cost savings in the most obvious place, staff reductions. Before the advent of globalisation it was sufficient, but after globalisation more is expected from organisations. The security exchanges place undue pressure on organisations to perform with higher profit expectations. Customers were demanding better and cheaper products from organisations. Shareholders had higher expectations for the monies invested in an organisation. A consequence of the downsizing of organisations was that the value added by organisations was shrinking. Employees, shareholders and customers felt cheated. Business leaders were questioning the existing methods in which production were undertaken. The management of large conglomerates, multinationals and even small business was yearning for improvements. In the global economy organisations were looking to expand their market share. Many achieved it through mergers or takeovers. The organisations that were taken over were in some instances not on the same standards of performance as the parent company. Quick results were required to assure a reasonable return on investment for the parent organisation. Business leaders and consultants ran out of ideas how to achieve the return on investment required. Many of the organisations returned to the tried and trusted methodologies of improvement. The researcher was requested by ASSA ABLOY Southern Africa to assist them in achieving lean status through the implementation of recognised improvement methodologies. iii The research of the methodologies of BPR, lean production, lean techniques, Quality management six-sigma and associated methodologies were undertaken. The purpose was to determine whether the theories remained valid in the 21st century. The reason was that some of the methodologies were developed during the 1900’s and were improved upon during the 1990’s. The main thrust of the study was the need for improvements where processes were neglected for a long period of time. In instances as described, a need for radical interventions becomes necessary. The methodology of BPR was investigated to establish the relevancy of the methodology in the global environment. Even though the methodology was developed in the 1990’s it was still an authoritative methodology. The methodology delivered the necessary radical improvements that can aid an organisation in becoming more competitive. The correct application of the methodology by an organisation can produce the desired results. The study of the methodology produced clear procedures that had to be followed for the success of an improvement project. The conclusion from the study of the literature was that the methodology could be applied to ASSA ABLOY Southern Africa. To achieve it certain modifications had to be made to the methodology. As the study progressed it became apparent that the methodology of BPR will be insufficient to achieve lean status. Therefore the methodology of lean production was studied in combination with BPR. The methodology of lean production demands that an organisation eliminate waste and reduce cost. The single most important source of waste and cost is the holding of inventory. The holding of excess inventory masks the real reasons why an organisation is not performing well. It is that the organisations processes are dysfunctional. Different classes of waste were identified during the research as well as the costs that are incurred as a result. Different strategies were identified to prevent the wastes and cost to occur or at least minimise it. The lean methodology identified a number of other methodologies that could be utilised to achieve lean status. The methodologies of Kaizen, Kanban, standardisation, small batch production and many others were identified. iv The methodologies focussed on inventory, capacity, facilities and labour. The conclusion was arrived at that it was an authoritative set of methodologies. Most of the methodologies originated from Japan. It became apparent that the management of quality was very important to be competitive. Inferior quality was major contributors towards waste and cost. A number of methodologies were investigated. In some instances the research postulated the fact that a combination of the methodologies studied was better suited to the achievement of lean status. The researcher applied the methodologies to the case study of ASSA ABLOY South Africa and spectacular improvements were achieved. Even though lean status was not achieved by the organisation during 2006 and 2007 they are well on their way to do so. The only prerequisite is that ASSA ABLOY Southern Africa remains true to the methodologies and apply them diligently.
- Full Text:
- Authors: Kruger, David Johannes
- Date: 2010-03-25T06:45:24Z
- Subjects: Reengineering (Management) , Organizational change , Strategic alliances (Business) , Production management
- Type: Thesis
- Identifier: uj:6703 , http://hdl.handle.net/10210/3105
- Description: D.Phil. , The new millennium brought its own pressures to bear on organisations insofar as competitiveness and profitability is concerned. Globalisation required businesses to become more competitive through the elimination of waste, reducing costs and improving general business processes. The improvement of business processes has been around since the early 1990’s, but due to a number of factors organisations were wary of change. The major reasons were that the methodologies that were available were abused when business processes were investigated for possible improvement. Organisations utilised the available methodologies to achieve cost savings in the most obvious place, staff reductions. Before the advent of globalisation it was sufficient, but after globalisation more is expected from organisations. The security exchanges place undue pressure on organisations to perform with higher profit expectations. Customers were demanding better and cheaper products from organisations. Shareholders had higher expectations for the monies invested in an organisation. A consequence of the downsizing of organisations was that the value added by organisations was shrinking. Employees, shareholders and customers felt cheated. Business leaders were questioning the existing methods in which production were undertaken. The management of large conglomerates, multinationals and even small business was yearning for improvements. In the global economy organisations were looking to expand their market share. Many achieved it through mergers or takeovers. The organisations that were taken over were in some instances not on the same standards of performance as the parent company. Quick results were required to assure a reasonable return on investment for the parent organisation. Business leaders and consultants ran out of ideas how to achieve the return on investment required. Many of the organisations returned to the tried and trusted methodologies of improvement. The researcher was requested by ASSA ABLOY Southern Africa to assist them in achieving lean status through the implementation of recognised improvement methodologies. iii The research of the methodologies of BPR, lean production, lean techniques, Quality management six-sigma and associated methodologies were undertaken. The purpose was to determine whether the theories remained valid in the 21st century. The reason was that some of the methodologies were developed during the 1900’s and were improved upon during the 1990’s. The main thrust of the study was the need for improvements where processes were neglected for a long period of time. In instances as described, a need for radical interventions becomes necessary. The methodology of BPR was investigated to establish the relevancy of the methodology in the global environment. Even though the methodology was developed in the 1990’s it was still an authoritative methodology. The methodology delivered the necessary radical improvements that can aid an organisation in becoming more competitive. The correct application of the methodology by an organisation can produce the desired results. The study of the methodology produced clear procedures that had to be followed for the success of an improvement project. The conclusion from the study of the literature was that the methodology could be applied to ASSA ABLOY Southern Africa. To achieve it certain modifications had to be made to the methodology. As the study progressed it became apparent that the methodology of BPR will be insufficient to achieve lean status. Therefore the methodology of lean production was studied in combination with BPR. The methodology of lean production demands that an organisation eliminate waste and reduce cost. The single most important source of waste and cost is the holding of inventory. The holding of excess inventory masks the real reasons why an organisation is not performing well. It is that the organisations processes are dysfunctional. Different classes of waste were identified during the research as well as the costs that are incurred as a result. Different strategies were identified to prevent the wastes and cost to occur or at least minimise it. The lean methodology identified a number of other methodologies that could be utilised to achieve lean status. The methodologies of Kaizen, Kanban, standardisation, small batch production and many others were identified. iv The methodologies focussed on inventory, capacity, facilities and labour. The conclusion was arrived at that it was an authoritative set of methodologies. Most of the methodologies originated from Japan. It became apparent that the management of quality was very important to be competitive. Inferior quality was major contributors towards waste and cost. A number of methodologies were investigated. In some instances the research postulated the fact that a combination of the methodologies studied was better suited to the achievement of lean status. The researcher applied the methodologies to the case study of ASSA ABLOY South Africa and spectacular improvements were achieved. Even though lean status was not achieved by the organisation during 2006 and 2007 they are well on their way to do so. The only prerequisite is that ASSA ABLOY Southern Africa remains true to the methodologies and apply them diligently.
- Full Text: