Global markets : customers, competition and change - new paradigms for global business
- Authors: Voortman, Terence Craig
- Date: 2014-07-23
- Subjects: Organizational change - Management , Consumer satisfaction - South Africa , Competition
- Type: Thesis
- Identifier: uj:11737 , http://hdl.handle.net/10210/11464
- Description: M.B.A. , Please refer to full text to view abstract
- Full Text:
- Authors: Voortman, Terence Craig
- Date: 2014-07-23
- Subjects: Organizational change - Management , Consumer satisfaction - South Africa , Competition
- Type: Thesis
- Identifier: uj:11737 , http://hdl.handle.net/10210/11464
- Description: M.B.A. , Please refer to full text to view abstract
- Full Text:
'n Evaluasie van die gebalanseerde telkaartmetodiek as meetinstrument vir doelwitbereiking binne 'n onderneming in die petrochemiese bedryf
- Van Heerden, Johannes Hendrik Petrus
- Authors: Van Heerden, Johannes Hendrik Petrus
- Date: 2012-08-14
- Subjects: Strategic planning , Organizational effectiveness - Evaluation , Petroleum industry and trade , Organizational change - Management
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/382697 , uj:9262 , http://hdl.handle.net/10210/5708
- Description: M.Comm. , From the literature is it well known that the environment in which companies currently compete, is continuously changing. It is therefore increasingly important for companies to align the energy of all its employees with the strategy of the company. Furthermore it is important that the management team not only receive feedback on whether the company's strategy is implemented, but also on how well it is implemented and executed. Measuring the progress towards the successful execution of the strategy is vital for management in the continuously changing environment. The balanced scorecard methodology enables management to align the energy of the employees to the proper execution of the strategy and measuring the progress towards achieving the strategy. The purpose of this study is to evaluate the balanced scorecard as a measuring tool as implemented in a local petrochemical company.
- Full Text:
- Authors: Van Heerden, Johannes Hendrik Petrus
- Date: 2012-08-14
- Subjects: Strategic planning , Organizational effectiveness - Evaluation , Petroleum industry and trade , Organizational change - Management
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/382697 , uj:9262 , http://hdl.handle.net/10210/5708
- Description: M.Comm. , From the literature is it well known that the environment in which companies currently compete, is continuously changing. It is therefore increasingly important for companies to align the energy of all its employees with the strategy of the company. Furthermore it is important that the management team not only receive feedback on whether the company's strategy is implemented, but also on how well it is implemented and executed. Measuring the progress towards the successful execution of the strategy is vital for management in the continuously changing environment. The balanced scorecard methodology enables management to align the energy of the employees to the proper execution of the strategy and measuring the progress towards achieving the strategy. The purpose of this study is to evaluate the balanced scorecard as a measuring tool as implemented in a local petrochemical company.
- Full Text:
Die bestuur van verandering ten einde 'n mededingende voordeel te verkry
- Authors: Van Garderen, Sophie Marie
- Date: 2014-04-10
- Subjects: Organizational change - Management
- Type: Thesis
- Identifier: uj:10545 , http://hdl.handle.net/10210/10071
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
- Full Text:
- Authors: Van Garderen, Sophie Marie
- Date: 2014-04-10
- Subjects: Organizational change - Management
- Type: Thesis
- Identifier: uj:10545 , http://hdl.handle.net/10210/10071
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
- Full Text:
Development and validation of a measure of organisational leadership development process maturity
- Van der Westhuizen, Hendrik Cornelis
- Authors: Van der Westhuizen, Hendrik Cornelis
- Date: 2020
- Subjects: Organizational change - Management , Leadership
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/475060 , uj:42841
- Description: Abstract: This study addresses the absence of a measure of leadership development process maturity in organisations, specific to Africa and the Southern African region. In his research, Schiele (2017) focused on using the Afrocentric paradigm in social work, in an attempt to capture the values and cultural practices of African people for positive human transformation. This approach formed the basis of the present research study, which has as aim the development and validation of a measure of the maturity of an organisation’s leadership development process... , D.Phil. (Personal and Professional Leadership)
- Full Text:
- Authors: Van der Westhuizen, Hendrik Cornelis
- Date: 2020
- Subjects: Organizational change - Management , Leadership
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/475060 , uj:42841
- Description: Abstract: This study addresses the absence of a measure of leadership development process maturity in organisations, specific to Africa and the Southern African region. In his research, Schiele (2017) focused on using the Afrocentric paradigm in social work, in an attempt to capture the values and cultural practices of African people for positive human transformation. This approach formed the basis of the present research study, which has as aim the development and validation of a measure of the maturity of an organisation’s leadership development process... , D.Phil. (Personal and Professional Leadership)
- Full Text:
Bestuur van verandering aan technikons
- Authors: Van der Meijde, Adrianus
- Date: 2012-09-11
- Subjects: Technikons - South Africa - Management. , Organizational change - Management
- Type: Thesis
- Identifier: uj:9998 , http://hdl.handle.net/10210/7390
- Description: M.Comm. , Die Suid-Afrikaanse onderwysstelsel van vandag het met groot, nuwe uitdagings en ingrypende veranderings te kampe. Daar moet voldoende fasiliteite en personeel vir die toenemende aantal skoliere en die groeiende studentebevolking voorsien word en terselfdertyd moet standaarde gehandhaaf word. Transformasieprosesse is aan die orde van die dag en 'n algehele onderwysintergrasie is aan die gang en die Nasionale Kommissie vir Hoer Onderwys is die spil waarom verdere veranderings in die hoer onderwys sal draai. Hierdie transformasie noodsaak innoverende bestuur en onderrigprogramme, asook nuwe prioriteite. Daar word baie gese oor die bestuur van verandering, maar 'n duidelike proses word nie uitgelig waarvolgens dit gedoen moet word nie. Die probleem is dat die proses van verandering nie duidelik in ondernemings bespreek word the. Tweede golfbestuurders wil eerder die status quo handhaaf en stabiliteit verseker as om die risiko's van verandering te oorweeg. In die huidige omstandighede in Suid-Afrika is dit belangrik dat ondernemings verander om te kan oorleef. Bestuurspraktyke wat in die verlede toegepas is, is verouderd en onvoldoende om die veranderings waarvoor ondernemings tans te staan kom in positiewe geleenthede te omskep. Soos reeds genoem, is bestaande literatuur geneig om op die leierseienskappe te konsentreer wat nodig is vir die bestuur van verandering, op die kommunikasie van verandering en op modelle waarin die proses van verandering stapsgewys uiteengesit word. Daar is egter spesifieke voorskrifte wat direk verband hou met bovermelde fokusareas wat van kardinale belang is by die bestuur van verandering. Die volgende probleme is uit die voorafbespreking geidentifiseer wat in die verloop van hierdie studie bespreek sal word: Massafikasie - groeiende studentebevolking Tekort aan fasiliteite Verouderde en onvoldoende bestuurspraktyke `n Duidelike proses van verandering Afname in staatsfondse Verandering in arbeidswetgewing Politieke aspirasies van studente Verandering in waardes en norme van studente finplementering van deursigtigheid Aanstellingsprosedures Rol van studenteraad Verwagtinge van studente en personeel Verandering in didaktiese beginsels. In die lig van die agtergrond en probleemstelling van die studie, kan die doelwitte van die studie soos volg geformuleer word: Die primere doel is om die noodsaaklikheid daarvan vir technikons om te verander, te ondersoek. Daarbenewens het die studie ook die volgende doelwitte: Om te bepaal of technikons al verander het. Om te bepaal wie by verandering betrokke is. Om te bepaal of sekere aspekte en faktore tot verandering bygedra het.
- Full Text:
- Authors: Van der Meijde, Adrianus
- Date: 2012-09-11
- Subjects: Technikons - South Africa - Management. , Organizational change - Management
- Type: Thesis
- Identifier: uj:9998 , http://hdl.handle.net/10210/7390
- Description: M.Comm. , Die Suid-Afrikaanse onderwysstelsel van vandag het met groot, nuwe uitdagings en ingrypende veranderings te kampe. Daar moet voldoende fasiliteite en personeel vir die toenemende aantal skoliere en die groeiende studentebevolking voorsien word en terselfdertyd moet standaarde gehandhaaf word. Transformasieprosesse is aan die orde van die dag en 'n algehele onderwysintergrasie is aan die gang en die Nasionale Kommissie vir Hoer Onderwys is die spil waarom verdere veranderings in die hoer onderwys sal draai. Hierdie transformasie noodsaak innoverende bestuur en onderrigprogramme, asook nuwe prioriteite. Daar word baie gese oor die bestuur van verandering, maar 'n duidelike proses word nie uitgelig waarvolgens dit gedoen moet word nie. Die probleem is dat die proses van verandering nie duidelik in ondernemings bespreek word the. Tweede golfbestuurders wil eerder die status quo handhaaf en stabiliteit verseker as om die risiko's van verandering te oorweeg. In die huidige omstandighede in Suid-Afrika is dit belangrik dat ondernemings verander om te kan oorleef. Bestuurspraktyke wat in die verlede toegepas is, is verouderd en onvoldoende om die veranderings waarvoor ondernemings tans te staan kom in positiewe geleenthede te omskep. Soos reeds genoem, is bestaande literatuur geneig om op die leierseienskappe te konsentreer wat nodig is vir die bestuur van verandering, op die kommunikasie van verandering en op modelle waarin die proses van verandering stapsgewys uiteengesit word. Daar is egter spesifieke voorskrifte wat direk verband hou met bovermelde fokusareas wat van kardinale belang is by die bestuur van verandering. Die volgende probleme is uit die voorafbespreking geidentifiseer wat in die verloop van hierdie studie bespreek sal word: Massafikasie - groeiende studentebevolking Tekort aan fasiliteite Verouderde en onvoldoende bestuurspraktyke `n Duidelike proses van verandering Afname in staatsfondse Verandering in arbeidswetgewing Politieke aspirasies van studente Verandering in waardes en norme van studente finplementering van deursigtigheid Aanstellingsprosedures Rol van studenteraad Verwagtinge van studente en personeel Verandering in didaktiese beginsels. In die lig van die agtergrond en probleemstelling van die studie, kan die doelwitte van die studie soos volg geformuleer word: Die primere doel is om die noodsaaklikheid daarvan vir technikons om te verander, te ondersoek. Daarbenewens het die studie ook die volgende doelwitte: Om te bepaal of technikons al verander het. Om te bepaal wie by verandering betrokke is. Om te bepaal of sekere aspekte en faktore tot verandering bygedra het.
- Full Text:
Die interaktiewe rol van ondernemingskultuur tydens strategieverandering
- Van Biljon, Lizette Anne-Marie
- Authors: Van Biljon, Lizette Anne-Marie
- Date: 2012-08-28
- Subjects: Corporate culture , Organizational change - Management
- Type: Thesis
- Identifier: uj:3343 , http://hdl.handle.net/10210/6743
- Description: M.Comm. , In our ever-changing, fast paced world, competitive relationships can shift quickly when organizations respond too slowly to increased competition in their industry group. Succeeding in such a competitive and changing environment demands that organizations be reshaped to meet the challenges and competitive realities. The changes organizations are being forced to make merely to stay competitive are so fundamental that they must take root in an organization's culture and be managed. The idea of managing organizational culture is still quite new to most managers - at best they have a vague sense of what it means. They lack insight into the concept organizational culture, the complexity of integrating organizational culture and strategy and the managing of organizational cultural change. The lack of managerial insight can be attributed to the fact that organizational culture wears many cloaks and the fact that various definitions are being used to describe the concept. A clear conceptual understanding of the terminology is essential if the role and influence of organizational culture in the change process is to be understood, therefore various definitions are being focused on. Due to the changes taking place in the environment in which organizations operate, managers will increasingly find that they are confronted with major questions of how to position their organizations in a new business environment and how to change fundamentally the organizational culture. The interaction that takes place between organizational culture and organizational strategy in formulating and implementing organizational strategy is discussed. Whether organizational culture can be changed successfully has led to a debate among researchers. In order to implement strategic change the organization needs to manage cultural change to achieve congruency between culture and strategy. Organizational leadership is a critical factor in the change process and is analysed with reference to the role to be played by management in the creation of shared patterns of beliefs and values. Various managerial systems exist for achieving change within the organizational culture and it is essential that managers use a combination of these systems. Systems such as communication, reward systems and human resource management are discussed to establish their role in the process. The aim of the study is therefore to gain a clear insight in the concept organizational culture, the interaction of organizational culture and strategy and the change of organizational culture in the ever-changing business environment by focusing on various factors which are present in the afore-mentioned processes.
- Full Text:
- Authors: Van Biljon, Lizette Anne-Marie
- Date: 2012-08-28
- Subjects: Corporate culture , Organizational change - Management
- Type: Thesis
- Identifier: uj:3343 , http://hdl.handle.net/10210/6743
- Description: M.Comm. , In our ever-changing, fast paced world, competitive relationships can shift quickly when organizations respond too slowly to increased competition in their industry group. Succeeding in such a competitive and changing environment demands that organizations be reshaped to meet the challenges and competitive realities. The changes organizations are being forced to make merely to stay competitive are so fundamental that they must take root in an organization's culture and be managed. The idea of managing organizational culture is still quite new to most managers - at best they have a vague sense of what it means. They lack insight into the concept organizational culture, the complexity of integrating organizational culture and strategy and the managing of organizational cultural change. The lack of managerial insight can be attributed to the fact that organizational culture wears many cloaks and the fact that various definitions are being used to describe the concept. A clear conceptual understanding of the terminology is essential if the role and influence of organizational culture in the change process is to be understood, therefore various definitions are being focused on. Due to the changes taking place in the environment in which organizations operate, managers will increasingly find that they are confronted with major questions of how to position their organizations in a new business environment and how to change fundamentally the organizational culture. The interaction that takes place between organizational culture and organizational strategy in formulating and implementing organizational strategy is discussed. Whether organizational culture can be changed successfully has led to a debate among researchers. In order to implement strategic change the organization needs to manage cultural change to achieve congruency between culture and strategy. Organizational leadership is a critical factor in the change process and is analysed with reference to the role to be played by management in the creation of shared patterns of beliefs and values. Various managerial systems exist for achieving change within the organizational culture and it is essential that managers use a combination of these systems. Systems such as communication, reward systems and human resource management are discussed to establish their role in the process. The aim of the study is therefore to gain a clear insight in the concept organizational culture, the interaction of organizational culture and strategy and the change of organizational culture in the ever-changing business environment by focusing on various factors which are present in the afore-mentioned processes.
- Full Text:
The relationship between the adoption of technology, employee engagement and psychological meaningfulness
- Authors: Uys, Carli
- Date: 2020
- Subjects: Technology - Social aspects , Industrial revolution , Technological innovations - Economic aspects , Management - Employee participation , Organizational change - Management , Meaning (Philosophy)
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/455649 , uj:40336
- Description: Abstract: The world of work has entered the 4th Industrial Revolution. This revolution is introducing new technologies to the workplace, which is leading to digitisation, digitalisation, augmented reality as well as changes in job content, job types and more disturbingly job loss. The employee composition changed at the same time, with large portions of the baby boomers exciting, Gen X moving into managerial and leader roles and the majority of employees being GenY. Organisations need a satisfied workforce, that is engaged and experience psychological meaningfulness, as it is only when this is true that both the organisation and its people flourish, and that sustainability and productivity can be obtained. It is however not clear to what extent technology, and in this instance mobile technology will impact on employee engagement and the psychological wellbeing and experience of meaning within the workplace. Nor is it clear if different generations experience the introduction of mobile technology on a large scale differently. This research aimed to determine the relationship between the adoption of technology, employee engagement and psychological meaningfulness. With both Gen X and Y being exposed to mobile technology in their personal lives, the impact of it in the workplace is less than was expected. The results indicate that adoption to technology has no significant effect on work engagement or psychological meaningfulness. Furthermore, it was found that no significant differences existed between the two groups (Gen X and GenY) in terms of employee engagement and psychological meaningfulness. Finally, a statistically significant difference between the two groups were found in terms of adoption of mobile technology as Gen Y’s are more likely to adopt new forms of technology to increase their work productivity and improve their skills. , M.Com. (Industrial Psychology)
- Full Text:
- Authors: Uys, Carli
- Date: 2020
- Subjects: Technology - Social aspects , Industrial revolution , Technological innovations - Economic aspects , Management - Employee participation , Organizational change - Management , Meaning (Philosophy)
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/455649 , uj:40336
- Description: Abstract: The world of work has entered the 4th Industrial Revolution. This revolution is introducing new technologies to the workplace, which is leading to digitisation, digitalisation, augmented reality as well as changes in job content, job types and more disturbingly job loss. The employee composition changed at the same time, with large portions of the baby boomers exciting, Gen X moving into managerial and leader roles and the majority of employees being GenY. Organisations need a satisfied workforce, that is engaged and experience psychological meaningfulness, as it is only when this is true that both the organisation and its people flourish, and that sustainability and productivity can be obtained. It is however not clear to what extent technology, and in this instance mobile technology will impact on employee engagement and the psychological wellbeing and experience of meaning within the workplace. Nor is it clear if different generations experience the introduction of mobile technology on a large scale differently. This research aimed to determine the relationship between the adoption of technology, employee engagement and psychological meaningfulness. With both Gen X and Y being exposed to mobile technology in their personal lives, the impact of it in the workplace is less than was expected. The results indicate that adoption to technology has no significant effect on work engagement or psychological meaningfulness. Furthermore, it was found that no significant differences existed between the two groups (Gen X and GenY) in terms of employee engagement and psychological meaningfulness. Finally, a statistically significant difference between the two groups were found in terms of adoption of mobile technology as Gen Y’s are more likely to adopt new forms of technology to increase their work productivity and improve their skills. , M.Com. (Industrial Psychology)
- Full Text:
Determining perceptions of Social Workers on internal organisational change management communication : a case of Gauteng Department of Social Development digital transformation period
- Authors: Tonga, Okuhle Octavia
- Date: 2021
- Subjects: Communication in personnel management , Organizational change - Management , Social workers - South Africa - Gauteng - Attitudes , Social service - South Africa - Gauteng - Personnel management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/497246 , uj:45356
- Description: Abstract: Successful implementation of digital change by organisations requires engagement through strategic internal communication and buy-in of employees as internal stakeholders. The Gauteng Department of Social Development (GDSD) introduced digital transformation to its employees and social workers (SWs), with the objective to migrate them from paper-based files to digital filing. This study, by investigating the perceptions of SWs, highlights the importance of effective and strategic internal communication with employees during digital transformation projects. Semi-structured interviews with seven SWs were conducted to examine their perceptions of the GDSD’s internal communication and its influence on the effectiveness of the digital transformation project. The research findings highlighted the need for more strategic internal communication practices with internal stakeholders to implement digital change projects successfully. The findings also revealed the importance of engaging employees at all levels as internal stakeholders during the GDSD digital transformation project, especially end-users, as they are the people that are most affected by the digital change implemented. The application of strategic change management communication during digital organisational change is critical as it fosters purposive, congruent and relational communication between an organisation and its stakeholders. A focus on the people involved during digital change management processes plays a key role because people have a direct impact on the success or failure of a change project. The case of GDSD demonstrates that multi-level stakeholder consultation and engagement through strategic internal communication during change are critical for stakeholder buy-in, which influences the success of digital transformation in an organisation. , M.A. (Strategic Communication)
- Full Text:
- Authors: Tonga, Okuhle Octavia
- Date: 2021
- Subjects: Communication in personnel management , Organizational change - Management , Social workers - South Africa - Gauteng - Attitudes , Social service - South Africa - Gauteng - Personnel management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/497246 , uj:45356
- Description: Abstract: Successful implementation of digital change by organisations requires engagement through strategic internal communication and buy-in of employees as internal stakeholders. The Gauteng Department of Social Development (GDSD) introduced digital transformation to its employees and social workers (SWs), with the objective to migrate them from paper-based files to digital filing. This study, by investigating the perceptions of SWs, highlights the importance of effective and strategic internal communication with employees during digital transformation projects. Semi-structured interviews with seven SWs were conducted to examine their perceptions of the GDSD’s internal communication and its influence on the effectiveness of the digital transformation project. The research findings highlighted the need for more strategic internal communication practices with internal stakeholders to implement digital change projects successfully. The findings also revealed the importance of engaging employees at all levels as internal stakeholders during the GDSD digital transformation project, especially end-users, as they are the people that are most affected by the digital change implemented. The application of strategic change management communication during digital organisational change is critical as it fosters purposive, congruent and relational communication between an organisation and its stakeholders. A focus on the people involved during digital change management processes plays a key role because people have a direct impact on the success or failure of a change project. The case of GDSD demonstrates that multi-level stakeholder consultation and engagement through strategic internal communication during change are critical for stakeholder buy-in, which influences the success of digital transformation in an organisation. , M.A. (Strategic Communication)
- Full Text:
Golwe van verandering : 'n perspektief vir die jaar 2000
- Authors: Timmers, G. H.
- Date: 2012-09-05
- Subjects: Organizational change - Management
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/384082 , uj:9590 , http://hdl.handle.net/10210/7012
- Description: M.Comm. , The people who make waves in today's business world aren't playing by yesterday's rules. They've jettisoned tradition. They've turned the old cosy business of being in business upside down and inside out. Towering corporate structures are crumbling. Middle managers are a dying breed. Successful â bosses now lead their troops from the front. People are becoming multiskilled. Enlightened businesses make this happen. Whatever it takes. Our society, facing momentous challenges in the closing years of the twentieth century, needs visions of the future so attractive, inspiring, and compelling that people will shift from their current mind-set of focusing on immediate crises to one of eagerly anticipating the future - a future where the health and well-being of the earth and its inhabitants is secure. As we round the corner of the millennium, questions about our future loom ever larger on the horizon. The decade ahead is sure to bring more radical changes in everything from marketing to enterpreneuring, resources, demographics, lifstyles and more. Success in 2000 and beyond will mean riding the crest of this wave of change- but if we are to catch the wave before it catches us, we must see it coming. This study have adopted Alvin Toffler's concept of waves of change, to serve as the framework for the vision of business in the twenty-first century. The First Wave of change, the agricultural revolution, has essentially ended. The Second Wave, co-incidental with industrialisation, has covered much of the earth and continues to spread, while a new, postindustrial Third Wave is gathering force in the modern industrial nations. A Fourth Wave is following close upon the Third
- Full Text:
- Authors: Timmers, G. H.
- Date: 2012-09-05
- Subjects: Organizational change - Management
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/384082 , uj:9590 , http://hdl.handle.net/10210/7012
- Description: M.Comm. , The people who make waves in today's business world aren't playing by yesterday's rules. They've jettisoned tradition. They've turned the old cosy business of being in business upside down and inside out. Towering corporate structures are crumbling. Middle managers are a dying breed. Successful â bosses now lead their troops from the front. People are becoming multiskilled. Enlightened businesses make this happen. Whatever it takes. Our society, facing momentous challenges in the closing years of the twentieth century, needs visions of the future so attractive, inspiring, and compelling that people will shift from their current mind-set of focusing on immediate crises to one of eagerly anticipating the future - a future where the health and well-being of the earth and its inhabitants is secure. As we round the corner of the millennium, questions about our future loom ever larger on the horizon. The decade ahead is sure to bring more radical changes in everything from marketing to enterpreneuring, resources, demographics, lifstyles and more. Success in 2000 and beyond will mean riding the crest of this wave of change- but if we are to catch the wave before it catches us, we must see it coming. This study have adopted Alvin Toffler's concept of waves of change, to serve as the framework for the vision of business in the twenty-first century. The First Wave of change, the agricultural revolution, has essentially ended. The Second Wave, co-incidental with industrialisation, has covered much of the earth and continues to spread, while a new, postindustrial Third Wave is gathering force in the modern industrial nations. A Fourth Wave is following close upon the Third
- Full Text:
Die bestuur van verandering deur middel van besigheidsproses-herkonfigurering
- Authors: Steyn, L.
- Date: 2012-09-05
- Subjects: Reengineering (Management) , Organizational change - Management
- Type: Thesis
- Identifier: uj:9625 , http://hdl.handle.net/10210/7044
- Description: M.Comm. , Business process reengineering seeks radical rather than merely continuous improvement. escalates the efforts of just-in-time and total quality management to aUkI e process orientation a strategic tool and a core co petence of the organisation. Business process reengineering concentrates on core business processes. To quote Michael ammer, "The job of business reengineering is to rip the guts out of an organisation and reassemble them in the context of today's changing business worl 99 (An ews, 1994:1). Correctly implemented, business process reengineering should considerably improve profits, as well as strengthen and revitalise an organisation. Business process ree gineering is the fundamental) re-design of business processes to achieve dramatic improvement. Reengineering is about finding or inventing better ways to give customers what they want while simultaneously achieving huge gains in performance and productivity. The focus is on finding the best, most effacient way to deliver to customers what they want - and this focus lands squarely on core processes. Core processes create a product or service of value to external customers d are a key source of competitive advantage. Reaping the benefits of massive reengineering efforts are not easy. Successfully challenging and changing existing paradigms take skilful leadership which focuses on two entwined aspects of reengineering - the technical side and the human side. The technical side addresses the steps to reinvent the process. The human side addresses the creation of an organisation in which the reinvented process ca i thrive. ecause of the drastic nature of change in reengineering efforts, the human side is particularly important. A successful reengineering project requires the perfect marriage of the technical and the human elements. this study, the concept of business process reengineering, with reference to the different stages and the human side of the process, are dealt with
- Full Text:
- Authors: Steyn, L.
- Date: 2012-09-05
- Subjects: Reengineering (Management) , Organizational change - Management
- Type: Thesis
- Identifier: uj:9625 , http://hdl.handle.net/10210/7044
- Description: M.Comm. , Business process reengineering seeks radical rather than merely continuous improvement. escalates the efforts of just-in-time and total quality management to aUkI e process orientation a strategic tool and a core co petence of the organisation. Business process reengineering concentrates on core business processes. To quote Michael ammer, "The job of business reengineering is to rip the guts out of an organisation and reassemble them in the context of today's changing business worl 99 (An ews, 1994:1). Correctly implemented, business process reengineering should considerably improve profits, as well as strengthen and revitalise an organisation. Business process ree gineering is the fundamental) re-design of business processes to achieve dramatic improvement. Reengineering is about finding or inventing better ways to give customers what they want while simultaneously achieving huge gains in performance and productivity. The focus is on finding the best, most effacient way to deliver to customers what they want - and this focus lands squarely on core processes. Core processes create a product or service of value to external customers d are a key source of competitive advantage. Reaping the benefits of massive reengineering efforts are not easy. Successfully challenging and changing existing paradigms take skilful leadership which focuses on two entwined aspects of reengineering - the technical side and the human side. The technical side addresses the steps to reinvent the process. The human side addresses the creation of an organisation in which the reinvented process ca i thrive. ecause of the drastic nature of change in reengineering efforts, the human side is particularly important. A successful reengineering project requires the perfect marriage of the technical and the human elements. this study, the concept of business process reengineering, with reference to the different stages and the human side of the process, are dealt with
- Full Text:
Project alignment to organisation strategy to deliver benefits
- Authors: Seakamela, T. T. E.
- Date: 2015
- Subjects: Corporate reorganizations , Reengineering (Management) , Organizational change - Management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://ujcontent.uj.ac.za8080/10210/372435 , http://hdl.handle.net/10210/56918 , uj:16356
- Description: Abstract: Project portfolio management ensures that the organisations undertake appropriate projects by selecting and prioritising them and programme management ensures that benefits aligned with the portfolio are achieved which ultimately ensures the achievement of organisational strategic objectives. Benefits Realisation Management (BRM) is an end-to-end process undertaken throughout the project’s lifecycle and after the project’s closure, ensuring that the intended benefits are delivered to the organisation. From the literature it was deduced that BRM has become the driver for project success instead of the traditional measures of time, cost and scope. This research seeks to address the problem that Capex projects undertaken by the organisation are not aligned to organisational strategy and therefore do not realise the intended benefits. Through a case study approach the research findings indicated that overall, the organisation investigated does align its projects to the organisation’s strategy in order to deliver the intended benefits. There were however areas of concern in relation to defining and communicating the organisation’s strategy as well as its selecting and prioritising projects and the measurement and tracking of benefits. , M.Ing. (Engineering Management)
- Full Text:
- Authors: Seakamela, T. T. E.
- Date: 2015
- Subjects: Corporate reorganizations , Reengineering (Management) , Organizational change - Management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://ujcontent.uj.ac.za8080/10210/372435 , http://hdl.handle.net/10210/56918 , uj:16356
- Description: Abstract: Project portfolio management ensures that the organisations undertake appropriate projects by selecting and prioritising them and programme management ensures that benefits aligned with the portfolio are achieved which ultimately ensures the achievement of organisational strategic objectives. Benefits Realisation Management (BRM) is an end-to-end process undertaken throughout the project’s lifecycle and after the project’s closure, ensuring that the intended benefits are delivered to the organisation. From the literature it was deduced that BRM has become the driver for project success instead of the traditional measures of time, cost and scope. This research seeks to address the problem that Capex projects undertaken by the organisation are not aligned to organisational strategy and therefore do not realise the intended benefits. Through a case study approach the research findings indicated that overall, the organisation investigated does align its projects to the organisation’s strategy in order to deliver the intended benefits. There were however areas of concern in relation to defining and communicating the organisation’s strategy as well as its selecting and prioritising projects and the measurement and tracking of benefits. , M.Ing. (Engineering Management)
- Full Text:
An overview of change management : the identification of the critical success factors that will ensure the survival and progression of an organisation
- Authors: Robinson, Hannelize
- Date: 2012-09-10
- Subjects: Organizational change - Management , Organizational learning , Leadership , Corporate culture
- Type: Thesis
- Identifier: uj:9884 , http://hdl.handle.net/10210/7283
- Description: M.Comm. , The average life expectancy of a multinational corporation is somewhere between 40 and 50 years, according to Arie de Geus, author of "The Living Company: Habits for Survival in a Turbulent Business Environment" (De Geus, 1997) In fact, one-third of the companies listed on the 1970 Fortune 500 had disappeared just 13 years later, thanks to mergers, acquisitions or being broken apart. Like the single-cell amoeba, which continually changes its shape and direction based on external influences, long-lived companies are sensitive to their environment and know how to adapt and evolve to fit ever-changing conditions, (Caudron, 2000:54). While adaptability is a key contributor to corporate longevity, there are other factors that help companies live long, healthy and profitable lives. In his book, "The Living Company", Arie de Geus explores the factors that allow large companies to thrive over a long period. After studying 27 long-lived companies, he reveals that four common factors explain their success: Long-lived companies were sensitive to their environment. Whether they had built their fortunes on knowledge or natural resources, they remained in harmony with the world around them. As wars, depressions, technologies and political changes surged and ebbed, they always seemed to excel at keeping their feelers out, tuned to whatever was going on. They did this despite the fact that there was little data available, let alone the communications facilities to give them a global view of the environment. Long-lived companies were cohesive, with a strong sense of identity. No matter how widely diversified they were, their employees, and even their suppliers at times, felt they were all part of one entity. Long-lived companies were tolerant of activities, experiments and eccentricities that kept stretching their understanding of possibilities. Long-lived companies were conservative in financing. They were frugal and did not risk their capital gratuitously. They understood the meaning of money in an oldfashioned way; they knew the usefulness of having spare cash. Having money in hand gave them flexibility and independence. They could pursue options that their competitors could not. They could grasp opportunities without first having to convince third-party financiers of their attractiveness. More than anything else, managers in adaptable companies realize they can no longer conduct business the old-fashioned way. Gone are long-range plans, task-oriented job descriptions, rigid functional divisions and top-down decision-making. (Caudron, 2000: 54) Instead, in adaptable companies: Employees are given more freedom. The primary source of adaptability in organizations is the employees. For this reason, adaptable organizations treat people differently. They allow greater participation from employees and give them the freedom to decide how they will react to change. Management sets broad goals and objectives. Because executives in adaptable rganizations recognize that employees are capable of making good decisions, the executives themselves make far fewer day-to-day decisions. Executives in adaptable companies may articulate a direction for the organization, but they don't dictate what needs to be done. By setting broad goals and objectives, as opposed to determining specific tasks, these executives allow employees the room to respond to an opportunity in a way that makes the best sense for that opportunity at that time. The trick with setting broad goals instead of defining specific tasks is that executives must know how to maintain the balance between complete control and total unpredictability. Adaptable executives must learn to provide enough guidance so that people aren't floundering, but not so much guidance that employees lose their creativity and initiative. Executives regularly conduct scenario planning. Companies used to be able to plan projects five and 10 years ahead of time and then outline the specific steps needed to make those projects happen. But this is no longer possible in today's business environment.
- Full Text:
- Authors: Robinson, Hannelize
- Date: 2012-09-10
- Subjects: Organizational change - Management , Organizational learning , Leadership , Corporate culture
- Type: Thesis
- Identifier: uj:9884 , http://hdl.handle.net/10210/7283
- Description: M.Comm. , The average life expectancy of a multinational corporation is somewhere between 40 and 50 years, according to Arie de Geus, author of "The Living Company: Habits for Survival in a Turbulent Business Environment" (De Geus, 1997) In fact, one-third of the companies listed on the 1970 Fortune 500 had disappeared just 13 years later, thanks to mergers, acquisitions or being broken apart. Like the single-cell amoeba, which continually changes its shape and direction based on external influences, long-lived companies are sensitive to their environment and know how to adapt and evolve to fit ever-changing conditions, (Caudron, 2000:54). While adaptability is a key contributor to corporate longevity, there are other factors that help companies live long, healthy and profitable lives. In his book, "The Living Company", Arie de Geus explores the factors that allow large companies to thrive over a long period. After studying 27 long-lived companies, he reveals that four common factors explain their success: Long-lived companies were sensitive to their environment. Whether they had built their fortunes on knowledge or natural resources, they remained in harmony with the world around them. As wars, depressions, technologies and political changes surged and ebbed, they always seemed to excel at keeping their feelers out, tuned to whatever was going on. They did this despite the fact that there was little data available, let alone the communications facilities to give them a global view of the environment. Long-lived companies were cohesive, with a strong sense of identity. No matter how widely diversified they were, their employees, and even their suppliers at times, felt they were all part of one entity. Long-lived companies were tolerant of activities, experiments and eccentricities that kept stretching their understanding of possibilities. Long-lived companies were conservative in financing. They were frugal and did not risk their capital gratuitously. They understood the meaning of money in an oldfashioned way; they knew the usefulness of having spare cash. Having money in hand gave them flexibility and independence. They could pursue options that their competitors could not. They could grasp opportunities without first having to convince third-party financiers of their attractiveness. More than anything else, managers in adaptable companies realize they can no longer conduct business the old-fashioned way. Gone are long-range plans, task-oriented job descriptions, rigid functional divisions and top-down decision-making. (Caudron, 2000: 54) Instead, in adaptable companies: Employees are given more freedom. The primary source of adaptability in organizations is the employees. For this reason, adaptable organizations treat people differently. They allow greater participation from employees and give them the freedom to decide how they will react to change. Management sets broad goals and objectives. Because executives in adaptable rganizations recognize that employees are capable of making good decisions, the executives themselves make far fewer day-to-day decisions. Executives in adaptable companies may articulate a direction for the organization, but they don't dictate what needs to be done. By setting broad goals and objectives, as opposed to determining specific tasks, these executives allow employees the room to respond to an opportunity in a way that makes the best sense for that opportunity at that time. The trick with setting broad goals instead of defining specific tasks is that executives must know how to maintain the balance between complete control and total unpredictability. Adaptable executives must learn to provide enough guidance so that people aren't floundering, but not so much guidance that employees lose their creativity and initiative. Executives regularly conduct scenario planning. Companies used to be able to plan projects five and 10 years ahead of time and then outline the specific steps needed to make those projects happen. But this is no longer possible in today's business environment.
- Full Text:
Talent management during mergers and acquisitions in emerging economies
- Authors: Retief, Lance Andre
- Date: 2018
- Subjects: Consolidation and merger of corporations , Employee retention , Corporate culture , Business communication , Organizational change - Management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/271946 , uj:28933
- Description: Abstract: Ninety percent of high tech mergers and acquisitions fail to deliver the expected increases. Talent retention, communication and integration of corporate cultures are of the major people challenges experienced in mergers and acquisitions. The failure to retain key talented staff and the successful integration of corporate cultures often cause productivity levels to drop to as low as 50 percent, employee satisfaction levels drop by 14 percent and 80 percent of employees feel that leaders were concerned with the financial benefits at the expense of people. Research on mergers and acquisitions over the last 20 years were predominantly conducted using quantitative research methods with a focus on finance, accounting and economics. The need to conduct more qualitative research methodologies have been expressed with a focus on people as oppose to financials and economic data. This study followed a qualitative, realism, interpretivist approach in order to understand and seek rich descriptions from various participants on their diverse acquisition experiences which tells a story of why talent may decide to stay or leave post an acquisition. Data was collected using predominantly semi-structured open ended interviews. Nine acquired employees from different acquisitions were interviewed, some of which resigned post their acquisition. A thematic analysis process was used to analyse the data. Conclusions were drawn from the themes and the relationships between them. The study confirmed what the literature says on mergers and acquisitions and people integration challenges. Corporate culture differences, HR due diligence, HR integration plans and the management of change are key drivers impacting employees’ decision to leave or stay post an acquisition. Corporate culture differences include, structural, process and procedure difference. HR due diligence include effective communication before and during an acquisition and HR integration plans refer to the initiatives acquirer firms implement to manage the integration process. The management of change include the acquirer firms’ ability to put robust change management plans in place and the personal coping mechanisms acquired employees adopt to manage the change. The study concluded that the factors that impacted employees’ decision to stay or leave after an acquisition varied. Of the main factors included the inability to cope with... , M.Phil. (Management)
- Full Text:
- Authors: Retief, Lance Andre
- Date: 2018
- Subjects: Consolidation and merger of corporations , Employee retention , Corporate culture , Business communication , Organizational change - Management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/271946 , uj:28933
- Description: Abstract: Ninety percent of high tech mergers and acquisitions fail to deliver the expected increases. Talent retention, communication and integration of corporate cultures are of the major people challenges experienced in mergers and acquisitions. The failure to retain key talented staff and the successful integration of corporate cultures often cause productivity levels to drop to as low as 50 percent, employee satisfaction levels drop by 14 percent and 80 percent of employees feel that leaders were concerned with the financial benefits at the expense of people. Research on mergers and acquisitions over the last 20 years were predominantly conducted using quantitative research methods with a focus on finance, accounting and economics. The need to conduct more qualitative research methodologies have been expressed with a focus on people as oppose to financials and economic data. This study followed a qualitative, realism, interpretivist approach in order to understand and seek rich descriptions from various participants on their diverse acquisition experiences which tells a story of why talent may decide to stay or leave post an acquisition. Data was collected using predominantly semi-structured open ended interviews. Nine acquired employees from different acquisitions were interviewed, some of which resigned post their acquisition. A thematic analysis process was used to analyse the data. Conclusions were drawn from the themes and the relationships between them. The study confirmed what the literature says on mergers and acquisitions and people integration challenges. Corporate culture differences, HR due diligence, HR integration plans and the management of change are key drivers impacting employees’ decision to leave or stay post an acquisition. Corporate culture differences include, structural, process and procedure difference. HR due diligence include effective communication before and during an acquisition and HR integration plans refer to the initiatives acquirer firms implement to manage the integration process. The management of change include the acquirer firms’ ability to put robust change management plans in place and the personal coping mechanisms acquired employees adopt to manage the change. The study concluded that the factors that impacted employees’ decision to stay or leave after an acquisition varied. Of the main factors included the inability to cope with... , M.Phil. (Management)
- Full Text:
The utilisation of small groups to facilitate organisational change
- Authors: Potgieter, Johan Jacobus
- Date: 2014-04-02
- Subjects: Organizational change - Management , Group decision making , Small groups
- Type: Thesis
- Identifier: uj:4606 , http://hdl.handle.net/10210/9950
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
- Full Text:
- Authors: Potgieter, Johan Jacobus
- Date: 2014-04-02
- Subjects: Organizational change - Management , Group decision making , Small groups
- Type: Thesis
- Identifier: uj:4606 , http://hdl.handle.net/10210/9950
- Description: M.Com. (Business Management) , Please refer to full text to view abstract
- Full Text:
A case study on the development of an organisational development model for a South African financial institution
- Authors: Nell, Theo Lötter
- Date: 2015-10-26
- Subjects: Organizational change - Management , Leadership , Financial institutions - South Africa - Management
- Type: Thesis
- Identifier: uj:14451 , http://hdl.handle.net/10210/14973
- Description: D.Phil. (Leadership in Performance and Change) , The aim of this study was to develop a clearly defined organisational change management model to facilitate effective change leadership within Group Payment Systems. one of the departments of a South African bank A modernist qualitative methodology, with casing as research design and grounded theory as research strategy, was employed to develop a substantive model ...
- Full Text:
- Authors: Nell, Theo Lötter
- Date: 2015-10-26
- Subjects: Organizational change - Management , Leadership , Financial institutions - South Africa - Management
- Type: Thesis
- Identifier: uj:14451 , http://hdl.handle.net/10210/14973
- Description: D.Phil. (Leadership in Performance and Change) , The aim of this study was to develop a clearly defined organisational change management model to facilitate effective change leadership within Group Payment Systems. one of the departments of a South African bank A modernist qualitative methodology, with casing as research design and grounded theory as research strategy, was employed to develop a substantive model ...
- Full Text:
Perceptions: a critical factor in transformational change management – lessons from the Department of Correctional Services of South Africa
- Mdletye, Mbongeni A., Coetzee, Jos, Ukpere, Wilfred I.
- Authors: Mdletye, Mbongeni A. , Coetzee, Jos , Ukpere, Wilfred I.
- Date: 2014
- Subjects: Organizational change - Management , South Africa. Dept. of Correctional Services
- Type: Journal
- Identifier: uj:5463 , ISSN 2039-2117 , http://hdl.handle.net/10210/13439
- Description: There is growing recognition globally that the current organisational change management methodologies and practices are ineffective. This admission is based on the fact that change efforts implemented in organisations do not produce the desired results in terms of set change objectives. This assertion is evidenced by the dismal success rate in the implementation of organisational change initiatives. Empirical studies conducted previously by authors such as Hattingh (2004), Balogun and Hope Hailey (2004), Bregman (2009), Lotich (2011), and Choi and Ruona (2011) have confirmed that there is indeed a high failure rate in the implementation of organisational change efforts. The high failure rate that organisations record is attributed to managers’ neglect of the elements and dynamics of change, which constitute the human dimension of change. People’s perceptions of change form part of the dynamics of change which need to be seriously addressed if success in the implementation of organisational change efforts is to be attained. Empirical studies that seek to validate the claim that perceptions play a critical role in shaping people’s attitudes towards change and consequently their responses to change in terms of their reactions and resistance to change, have somehow been very limited. This is what this study sought to do – to investigate, establish, explore and understand the role that perceptions play in influencing people’s attitudes towards change, thereby influencing the status of change in terms of success or failure. The undertaking of the study on perceptions was to ensure that managers understand the influence that perceptions have on people’s attitudes towards change. The researcher conducted a literature study in order to contextualise the role of perceptions in influencing people’s attitudes within the offender correctional environment in the Department of Correctional Services of South Africa. Two survey questionnaires, one for correctional officials and the other for offenders, were utilised for purposes of collecting data. The results of the study revealed that perceptions play a significant role in shaping people’s attitudes towards change and consequently their reactions to and experiences of change.
- Full Text:
- Authors: Mdletye, Mbongeni A. , Coetzee, Jos , Ukpere, Wilfred I.
- Date: 2014
- Subjects: Organizational change - Management , South Africa. Dept. of Correctional Services
- Type: Journal
- Identifier: uj:5463 , ISSN 2039-2117 , http://hdl.handle.net/10210/13439
- Description: There is growing recognition globally that the current organisational change management methodologies and practices are ineffective. This admission is based on the fact that change efforts implemented in organisations do not produce the desired results in terms of set change objectives. This assertion is evidenced by the dismal success rate in the implementation of organisational change initiatives. Empirical studies conducted previously by authors such as Hattingh (2004), Balogun and Hope Hailey (2004), Bregman (2009), Lotich (2011), and Choi and Ruona (2011) have confirmed that there is indeed a high failure rate in the implementation of organisational change efforts. The high failure rate that organisations record is attributed to managers’ neglect of the elements and dynamics of change, which constitute the human dimension of change. People’s perceptions of change form part of the dynamics of change which need to be seriously addressed if success in the implementation of organisational change efforts is to be attained. Empirical studies that seek to validate the claim that perceptions play a critical role in shaping people’s attitudes towards change and consequently their responses to change in terms of their reactions and resistance to change, have somehow been very limited. This is what this study sought to do – to investigate, establish, explore and understand the role that perceptions play in influencing people’s attitudes towards change, thereby influencing the status of change in terms of success or failure. The undertaking of the study on perceptions was to ensure that managers understand the influence that perceptions have on people’s attitudes towards change. The researcher conducted a literature study in order to contextualise the role of perceptions in influencing people’s attitudes within the offender correctional environment in the Department of Correctional Services of South Africa. Two survey questionnaires, one for correctional officials and the other for offenders, were utilised for purposes of collecting data. The results of the study revealed that perceptions play a significant role in shaping people’s attitudes towards change and consequently their reactions to and experiences of change.
- Full Text:
Improved change management at E Tuk Tuk transport services, South Africa
- Authors: Mashoane, Merementsi Israel
- Date: 2016
- Subjects: Organizational change - Management , Urban transportation , Corporate culture , Taxicab industry
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/233032 , uj:23783
- Description: M.Tech. (Operations Management) , Abstract: The purpose of this research is to identify how change management at E Tuk Tuk can help improve service delivery and bring about customer satisfaction in the organisation. It is to implement change process and procedures at E Tuk Tuk in order to make the company aware of possible changes they need to implement to be competitive and have customer satisfaction at all times. In this study the current problems being faced at E Tuk Tuk were identified and different methods where used to collect data regarding the possible solutions to the current problems faced at E Tuk Tuk. The study makes use of the quantitative research design in the form of questionnaires and seeks to identify the availability of a tool that can be used to measure the performance of the service provider, this will be very useful in identifying improvement gaps; also, it will enable E Tuk Tuk to set targets on how to improve service delivery and meet customer expectations. There were two questionnaires distributed, one to 50 customers and the other to 10 volunteers between management and employees. The results from the respondents are used to help come up with a conclusion and recommendation to help the organization in improving service delivery and customer satisfaction. The study focuses on the changes in management that need to be fulfilled at E Tuk Tuk and the ability of the team to adapt to changes to meet customer needs as they change over time. The focus is also on the importance of customer’s at E Tuk Tuk and how they help the organisation grow and adapt to changes that are required to enhance growth and service delivery. Overall, this research provides both an overview of E Tuk Tuk as well as provides recommendations that will cultivate better service delivery and customer satisfaction. What's more, the emphasis is also on the importance of management in helping E Tuk Tuk transport services achieve and adapt to change and how they play a very important role in motivating the employee’s and training them to be able to adapt to change and be effective in all they do at the organisation will be outlined and discussed in this study. We are going to look if there was a need for change in management and if it will benefit the organisation in any way to enable growth. Lastly we will review how the impact of change management will help E Tuk Tuk become competitive and help them in any way possible to deliver to its target market and to excel in the business. This research explores the influence of change management at E Tuk Tuk. It outlines the important aspects for change management at E Tuk Tuk Transport services. A clear understanding on why change management is important in any organisation and why there is a need to implement it will be outlined later in the thesis. The main findings outlined was the inability of E Tuk Tuk employees to adapt to change and the results show that training will help empower and better the understanding of employees as well as management.
- Full Text:
- Authors: Mashoane, Merementsi Israel
- Date: 2016
- Subjects: Organizational change - Management , Urban transportation , Corporate culture , Taxicab industry
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/233032 , uj:23783
- Description: M.Tech. (Operations Management) , Abstract: The purpose of this research is to identify how change management at E Tuk Tuk can help improve service delivery and bring about customer satisfaction in the organisation. It is to implement change process and procedures at E Tuk Tuk in order to make the company aware of possible changes they need to implement to be competitive and have customer satisfaction at all times. In this study the current problems being faced at E Tuk Tuk were identified and different methods where used to collect data regarding the possible solutions to the current problems faced at E Tuk Tuk. The study makes use of the quantitative research design in the form of questionnaires and seeks to identify the availability of a tool that can be used to measure the performance of the service provider, this will be very useful in identifying improvement gaps; also, it will enable E Tuk Tuk to set targets on how to improve service delivery and meet customer expectations. There were two questionnaires distributed, one to 50 customers and the other to 10 volunteers between management and employees. The results from the respondents are used to help come up with a conclusion and recommendation to help the organization in improving service delivery and customer satisfaction. The study focuses on the changes in management that need to be fulfilled at E Tuk Tuk and the ability of the team to adapt to changes to meet customer needs as they change over time. The focus is also on the importance of customer’s at E Tuk Tuk and how they help the organisation grow and adapt to changes that are required to enhance growth and service delivery. Overall, this research provides both an overview of E Tuk Tuk as well as provides recommendations that will cultivate better service delivery and customer satisfaction. What's more, the emphasis is also on the importance of management in helping E Tuk Tuk transport services achieve and adapt to change and how they play a very important role in motivating the employee’s and training them to be able to adapt to change and be effective in all they do at the organisation will be outlined and discussed in this study. We are going to look if there was a need for change in management and if it will benefit the organisation in any way to enable growth. Lastly we will review how the impact of change management will help E Tuk Tuk become competitive and help them in any way possible to deliver to its target market and to excel in the business. This research explores the influence of change management at E Tuk Tuk. It outlines the important aspects for change management at E Tuk Tuk Transport services. A clear understanding on why change management is important in any organisation and why there is a need to implement it will be outlined later in the thesis. The main findings outlined was the inability of E Tuk Tuk employees to adapt to change and the results show that training will help empower and better the understanding of employees as well as management.
- Full Text:
Employees' attitude towards organisational change
- Authors: Malambe, Basani
- Date: 2018
- Subjects: Organizational change - Management , Employees - Attitudes
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/451707 , uj:39814
- Description: Abstract: This study explored the attitude of employees towards organisational change. The HPCSA embarked on change process to improve its efficiency in conducting business process and redesigning its organisational structure in 2018. Most organisations constantly undergo change as they strive to remain relevant and effective. It should be understood that organisational change requires the participation of both leaders and employees, for whom policy requirements and procedures must be transparent. For the study, a qualitative research design was implemented to explore organisational change as experienced by the Health Professions Council of South Africa (HPCSA) in the process of improving its business efficiency. This approach helped the researcher understand and reflect on meaning emerging from the methodology and data. Semi-structured interviews were used for data collection and Thematic Analysis (TA) was utilised in producing detailed and rich descriptions of the themes and sub-themes on the participants’ attitudes towards organisational change... , M.Phil. (Personal and Professional Leadership)
- Full Text:
- Authors: Malambe, Basani
- Date: 2018
- Subjects: Organizational change - Management , Employees - Attitudes
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/451707 , uj:39814
- Description: Abstract: This study explored the attitude of employees towards organisational change. The HPCSA embarked on change process to improve its efficiency in conducting business process and redesigning its organisational structure in 2018. Most organisations constantly undergo change as they strive to remain relevant and effective. It should be understood that organisational change requires the participation of both leaders and employees, for whom policy requirements and procedures must be transparent. For the study, a qualitative research design was implemented to explore organisational change as experienced by the Health Professions Council of South Africa (HPCSA) in the process of improving its business efficiency. This approach helped the researcher understand and reflect on meaning emerging from the methodology and data. Semi-structured interviews were used for data collection and Thematic Analysis (TA) was utilised in producing detailed and rich descriptions of the themes and sub-themes on the participants’ attitudes towards organisational change... , M.Phil. (Personal and Professional Leadership)
- Full Text:
A strategy for managing change towards digital banking
- Authors: Maharaj, Simone
- Date: 2018
- Subjects: Banks and banking - Information technology - Management , Financial services industry - Technological innovations , Organizational change - Management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/292242 , uj:31756
- Description: Abstract: Change is unavoidable in current business environments. It has become a requirement for organisations to adapt to changes to remain relevant in the industry. To remain competitive in the banking industry, the focal bank embarked on a journey towards digital banking which was in line with the organisational goals and objectives. The complexity of understanding and implementing change management processes has become a fundamental research topic, leading to the goal of this study. The purpose of this research was to explore how the focal bank has embraced change management to achieve the strategic intent towards digital banking. A case study was conducted where data was collected through unstructured interviews. Responses were collected through twenty audio recorded interviews with employees that have experienced the organisational change. Analysis of the data allowed the researcher to identify emergent themes which provided a comprehensive indication to the lack of change management processes that were implemented. Based on the responses, the researcher recognised the inconsistences of understanding and awareness of the organisational change. The findings of the research imply that resistance to change is still evident in the focal bank. This resistance is mainly linked to a lack of communication and inadequate procedures that were followed during the strategic change in the focal bank. Emergent themes were identified from the responses obtained by the participants of this research. These themes reveal that a clash of sub-cultures exists, employees feel disengaged and there was a lack of direction for the digital migration. Although the focal bank is known for its success in the area of digital banking, the research concluded that change management in the pursuit of digital migration was not embraced. Negative perceptions about the change and change management processes were expressed, even though all employees agreed that the strategic intent towards digital banking was necessary. This led to recommendations of change management processes that the focal bank, and any other organisation expecting changes, should implement. The research was concluded with recommendations for future research. , M.Com. (Business Management)
- Full Text:
- Authors: Maharaj, Simone
- Date: 2018
- Subjects: Banks and banking - Information technology - Management , Financial services industry - Technological innovations , Organizational change - Management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/292242 , uj:31756
- Description: Abstract: Change is unavoidable in current business environments. It has become a requirement for organisations to adapt to changes to remain relevant in the industry. To remain competitive in the banking industry, the focal bank embarked on a journey towards digital banking which was in line with the organisational goals and objectives. The complexity of understanding and implementing change management processes has become a fundamental research topic, leading to the goal of this study. The purpose of this research was to explore how the focal bank has embraced change management to achieve the strategic intent towards digital banking. A case study was conducted where data was collected through unstructured interviews. Responses were collected through twenty audio recorded interviews with employees that have experienced the organisational change. Analysis of the data allowed the researcher to identify emergent themes which provided a comprehensive indication to the lack of change management processes that were implemented. Based on the responses, the researcher recognised the inconsistences of understanding and awareness of the organisational change. The findings of the research imply that resistance to change is still evident in the focal bank. This resistance is mainly linked to a lack of communication and inadequate procedures that were followed during the strategic change in the focal bank. Emergent themes were identified from the responses obtained by the participants of this research. These themes reveal that a clash of sub-cultures exists, employees feel disengaged and there was a lack of direction for the digital migration. Although the focal bank is known for its success in the area of digital banking, the research concluded that change management in the pursuit of digital migration was not embraced. Negative perceptions about the change and change management processes were expressed, even though all employees agreed that the strategic intent towards digital banking was necessary. This led to recommendations of change management processes that the focal bank, and any other organisation expecting changes, should implement. The research was concluded with recommendations for future research. , M.Com. (Business Management)
- Full Text:
Knowledge management as a change enabler in an academic library in the digital age paradigm
- Authors: Mabunda, Tiyani Tyson
- Date: 2020
- Subjects: Knowledge management , Academic libraries - Technological innovations , Academic libraries - Information technology , Organizational change - Management , Industry 4.0
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/497404 , uj:45376
- Description: Abstract: South African academic libraries are facing radical changes due to a paradigm shift in their parent universities associated with the digital age linked to the Fourth Industrial Revolution (4IR). The rationale for this study was to enable library management, employees and change leaders of libraries to understand that knowledge management (KM) is a potential solution for managing change in academic libraries in this digital age. Previous research shows that academic libraries have to change in order to continuously meet the changing needs of the university community, but some of the change initiatives tend to fail or have a low success rate because of lack of KM activities being practised and implemented (Chew & Gottschalk, 2009; Jain, 2014). The central argument of this research is that KM as a management discipline is a solution to manage change in the academic libraries in the digital age. The present research gap is the role of KM as a change enabler linked to change intelligence. Users of academic libraries are technologically smart and use smart devices for teaching and learning. For example, students use these devices to access learning materials through Learning Management Systems linked to library electronic resources and interactive media. The changes in library users’ expectations, scholarly communication, information resources subscription models, and rapid technological advancements have influenced academic libraries worldwide to constantly change. The problem is academic libraries tend to be reactive rather than proactive to change. In the 4IR, the Library 4.0 paradigm puts pressure on the library to innovate, be visible and globally competitive in their services in order to survive and remain relevant. Innovation is one of the attributes of KM that ensures that academic libraries overcome their strategic challenges in the knowledge economy (Ugwu & Ekere, 2017). The purpose of this study was to explore the potential of KM as a change enabler in the academic libraries in the digital age. The main research question of the study was: How can knowledge management be used as a change enabler in an academic library in the digital age? The research process was guided by pragmatism through incorporating the mixed methods research approach where both qualitative and quantitative methods were applied to ensure that the research questions were addressed, and research objectives were achieved. The research strategy of this study was case study research; the study collected empirical data on cases of four campus libraries. The research findings were generalised to a theoretical vi proposition and guided the development of a conceptual framework into a new KM model for change intelligence that may be of potential benefit to academic libraries. This study applied the exploratory method to gather more empirical evidence on KM as a potential solution in managing change in the library. Interview and questionnaire were used as data collection methods after purposively selecting the respondents from the population in a non-probability way. A purposive sample of the library management team and library employees from a South African higher education institution was carried out. The participants and respondents were purposefully selected to elicit information on KM’s role in relation to managing change associated with the 4IR and Library 4.0 paradigm. The reliability of the questionnaire was tested that showed a high Cronbach’s alpha. The quantitative data was analysed using SPSS, while Atlas.ti was used to analyse qualitative data collected using the interview data collection method. The research results confirmed the statistical significance and relationship between KM and change intelligence. The study addresses the gap found in the literature on KM by integrating KM to be a change enabler in an academic library. The literature showed the role of KM, and additionally, the empirical findings gathered from respondents working in an academic library contributed more insights on the literature. Based on the findings, recommendations to be implemented were made. The main contribution of this study was to propose a KM model of change intelligence for assisting academic libraries to better manage change through the application of KM as a potential solution. Keywords: Knowledge management, academic libraries, change enabler, change intelligence, change management, digital age, paradigm shift, Library 4.0, 4IR. , Ph.D. (Information Management)
- Full Text:
- Authors: Mabunda, Tiyani Tyson
- Date: 2020
- Subjects: Knowledge management , Academic libraries - Technological innovations , Academic libraries - Information technology , Organizational change - Management , Industry 4.0
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/497404 , uj:45376
- Description: Abstract: South African academic libraries are facing radical changes due to a paradigm shift in their parent universities associated with the digital age linked to the Fourth Industrial Revolution (4IR). The rationale for this study was to enable library management, employees and change leaders of libraries to understand that knowledge management (KM) is a potential solution for managing change in academic libraries in this digital age. Previous research shows that academic libraries have to change in order to continuously meet the changing needs of the university community, but some of the change initiatives tend to fail or have a low success rate because of lack of KM activities being practised and implemented (Chew & Gottschalk, 2009; Jain, 2014). The central argument of this research is that KM as a management discipline is a solution to manage change in the academic libraries in the digital age. The present research gap is the role of KM as a change enabler linked to change intelligence. Users of academic libraries are technologically smart and use smart devices for teaching and learning. For example, students use these devices to access learning materials through Learning Management Systems linked to library electronic resources and interactive media. The changes in library users’ expectations, scholarly communication, information resources subscription models, and rapid technological advancements have influenced academic libraries worldwide to constantly change. The problem is academic libraries tend to be reactive rather than proactive to change. In the 4IR, the Library 4.0 paradigm puts pressure on the library to innovate, be visible and globally competitive in their services in order to survive and remain relevant. Innovation is one of the attributes of KM that ensures that academic libraries overcome their strategic challenges in the knowledge economy (Ugwu & Ekere, 2017). The purpose of this study was to explore the potential of KM as a change enabler in the academic libraries in the digital age. The main research question of the study was: How can knowledge management be used as a change enabler in an academic library in the digital age? The research process was guided by pragmatism through incorporating the mixed methods research approach where both qualitative and quantitative methods were applied to ensure that the research questions were addressed, and research objectives were achieved. The research strategy of this study was case study research; the study collected empirical data on cases of four campus libraries. The research findings were generalised to a theoretical vi proposition and guided the development of a conceptual framework into a new KM model for change intelligence that may be of potential benefit to academic libraries. This study applied the exploratory method to gather more empirical evidence on KM as a potential solution in managing change in the library. Interview and questionnaire were used as data collection methods after purposively selecting the respondents from the population in a non-probability way. A purposive sample of the library management team and library employees from a South African higher education institution was carried out. The participants and respondents were purposefully selected to elicit information on KM’s role in relation to managing change associated with the 4IR and Library 4.0 paradigm. The reliability of the questionnaire was tested that showed a high Cronbach’s alpha. The quantitative data was analysed using SPSS, while Atlas.ti was used to analyse qualitative data collected using the interview data collection method. The research results confirmed the statistical significance and relationship between KM and change intelligence. The study addresses the gap found in the literature on KM by integrating KM to be a change enabler in an academic library. The literature showed the role of KM, and additionally, the empirical findings gathered from respondents working in an academic library contributed more insights on the literature. Based on the findings, recommendations to be implemented were made. The main contribution of this study was to propose a KM model of change intelligence for assisting academic libraries to better manage change through the application of KM as a potential solution. Keywords: Knowledge management, academic libraries, change enabler, change intelligence, change management, digital age, paradigm shift, Library 4.0, 4IR. , Ph.D. (Information Management)
- Full Text: