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)
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- 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)
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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)
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- 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)
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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)
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- 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)
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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)
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- 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)
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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)
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- 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)
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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)
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- 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)
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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)
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- 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)
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Managing change during systems implementation at an engineering organization
- Authors: Fajandar, Imtiaz
- Date: 2017
- Subjects: Customer relations - Management , Organizational change - Management , Organizational change , Manufacturing industries
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/262940 , uj:27791
- Description: M.Ing. (Engineering Management) , Abstract: In recent years, organizational change and Customer Relationship Management implementation have become critical for organizations globally, due to the pressures of changing customer needs, competition rapidly increasing, technological developments, evolving work forces and new government regulations, despite records showing their high failure rates. Organizations have been forced to move from product orientated business strategies to customer focused business strategies. The ability to manage such organizational changes is important in facilitating the fruitful result of a CRM initiative. In descriptive case studies, an engineering company with a large market share and geographical monopoly was researched. Due to the challenges involved in facilitating a successful outcome in a CRM initiative, various elements will be considered from both an organizational change as well as CRM implementation point of view. This research will focus on the people aspect of change, including the influence of management support and customer focused cultures in organizations to successfully manage change in organizations. Despite literature showing CRM failure was high due to organizational change. This study utilized a case study research design. The research provides insight into change management practices as well as influential factors in managing change. By compiling a detailed literature review, the various factors evaluated show this can be possible, conclusions are generated and a number of recommendations provided.
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- Authors: Fajandar, Imtiaz
- Date: 2017
- Subjects: Customer relations - Management , Organizational change - Management , Organizational change , Manufacturing industries
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/262940 , uj:27791
- Description: M.Ing. (Engineering Management) , Abstract: In recent years, organizational change and Customer Relationship Management implementation have become critical for organizations globally, due to the pressures of changing customer needs, competition rapidly increasing, technological developments, evolving work forces and new government regulations, despite records showing their high failure rates. Organizations have been forced to move from product orientated business strategies to customer focused business strategies. The ability to manage such organizational changes is important in facilitating the fruitful result of a CRM initiative. In descriptive case studies, an engineering company with a large market share and geographical monopoly was researched. Due to the challenges involved in facilitating a successful outcome in a CRM initiative, various elements will be considered from both an organizational change as well as CRM implementation point of view. This research will focus on the people aspect of change, including the influence of management support and customer focused cultures in organizations to successfully manage change in organizations. Despite literature showing CRM failure was high due to organizational change. This study utilized a case study research design. The research provides insight into change management practices as well as influential factors in managing change. By compiling a detailed literature review, the various factors evaluated show this can be possible, conclusions are generated and a number of recommendations provided.
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The mental model of a leader that flourishes in complex and turbulent contexts
- Authors: Hodgkinson, Garreth
- Date: 2017
- Subjects: Psychology, Industrial , Organizational change - Management , Organizational change - Psychological aspects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/246191 , uj:25516
- Description: M.Com. (Industrial Psychology) , Abstract: Change is perceived as the only constant. Given the impact of this continual and chaotic change that organisations are faced with, the management of change is becoming a highly required managerial skill. Business has recognised the necessity and advantages of managing change effectively. Successful business leaders can arguably provide valuable leadership and guidance through periods of change, and a deeper understanding of their mental models may provide valuable empirical insight into their thinking and resultant behaviours. The purpose of this study was therefore to explore the mental model of an organisational leader who flourishes within complex and turbulent contexts. This research was conducted in a qualitative manner using the Repertory Grid Technique to identify personal constructs. Through a process of subsuming, it was possible to identify the mental model of the organisational leader. This mental model has helped identify areas that are crucial to navigating chaotic change in turbulent contexts. The results indicated that self-awareness and confidence in one’s own ability are critical to flourishing within turbulent contexts.
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- Authors: Hodgkinson, Garreth
- Date: 2017
- Subjects: Psychology, Industrial , Organizational change - Management , Organizational change - Psychological aspects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/246191 , uj:25516
- Description: M.Com. (Industrial Psychology) , Abstract: Change is perceived as the only constant. Given the impact of this continual and chaotic change that organisations are faced with, the management of change is becoming a highly required managerial skill. Business has recognised the necessity and advantages of managing change effectively. Successful business leaders can arguably provide valuable leadership and guidance through periods of change, and a deeper understanding of their mental models may provide valuable empirical insight into their thinking and resultant behaviours. The purpose of this study was therefore to explore the mental model of an organisational leader who flourishes within complex and turbulent contexts. This research was conducted in a qualitative manner using the Repertory Grid Technique to identify personal constructs. Through a process of subsuming, it was possible to identify the mental model of the organisational leader. This mental model has helped identify areas that are crucial to navigating chaotic change in turbulent contexts. The results indicated that self-awareness and confidence in one’s own ability are critical to flourishing within turbulent contexts.
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Effective change management to ensure employee engagement through service delivery
- Authors: Mabena, Nocoselelo
- Date: 2016
- Subjects: Organizational change - Management , Management - Employee participation
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/225750 , uj:22808
- Description: M.Com. (Business Management) , Abstract: The mini dissertation focuses on effective change management to ensure employees’ engagement in improving service-provision requirements for communities in the City of Tshwane. Thus the adoption of the qualitative research design is pertinent to this study as it seeks to explain the effect between change management and employees’ engagement from those experiencing structural changes and governance reforms in the City of Tshwane (CoT) Municipality. It was placed within an Epistemology assumption to get relevant knowledge regarding the real time events, the interpretivist paradigm was adopted for this research study to analyse the feelings, perceptions, ideas and experience of the participants. The data collection method adopted for this study is semi-structured interviews. In this research, it is concluded that processes for change management and employee engagement levels needs to be improved, in order to achieve innovative service delivery in the City. The majority of participants agreed that significant change was taking place at the City of Tshwane Municipality to improve processes, structure and systems in place. The dominant kinds of change experienced were structures, systems, processes and leadership change. In a rapid changing environment it appears that change is constant where technology drives innovation and creativity. It is crucial to recognise the role of employee engagement and competitive advantage, which addresses the issue of lack of trust. The flow of information through interactions and decision making regarding the business needs, result in high productive employees which in turn improves delivery of services. Based on the finding the research was able to draw recommendation and recommend future research areas.
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- Authors: Mabena, Nocoselelo
- Date: 2016
- Subjects: Organizational change - Management , Management - Employee participation
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/225750 , uj:22808
- Description: M.Com. (Business Management) , Abstract: The mini dissertation focuses on effective change management to ensure employees’ engagement in improving service-provision requirements for communities in the City of Tshwane. Thus the adoption of the qualitative research design is pertinent to this study as it seeks to explain the effect between change management and employees’ engagement from those experiencing structural changes and governance reforms in the City of Tshwane (CoT) Municipality. It was placed within an Epistemology assumption to get relevant knowledge regarding the real time events, the interpretivist paradigm was adopted for this research study to analyse the feelings, perceptions, ideas and experience of the participants. The data collection method adopted for this study is semi-structured interviews. In this research, it is concluded that processes for change management and employee engagement levels needs to be improved, in order to achieve innovative service delivery in the City. The majority of participants agreed that significant change was taking place at the City of Tshwane Municipality to improve processes, structure and systems in place. The dominant kinds of change experienced were structures, systems, processes and leadership change. In a rapid changing environment it appears that change is constant where technology drives innovation and creativity. It is crucial to recognise the role of employee engagement and competitive advantage, which addresses the issue of lack of trust. The flow of information through interactions and decision making regarding the business needs, result in high productive employees which in turn improves delivery of services. Based on the finding the research was able to draw recommendation and recommend future research areas.
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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.
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- 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.
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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 ...
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- 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 ...
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Effective operation strategy in terms of competitive priorities at FSK electronics
- Authors: Kalombo, Vanessa Tshibola
- Date: 2015
- Subjects: Reengineering (Management) - Case studies , Organizational change - Management , Corporate reorganizations
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/212692 , uj:21008
- Description: Abstract: Effective operation strategy worthiness is based on competitive capabilities analysis such as low cost, higher quality, flexibility and in time delivery speed. Effectiveness importance indicates how a firm is doing the right thing after the end results, while operation strategy is the overall activities which drive the firm for a long term design in global competition. The background of the study describes FSK, the importance of an effective operation strategy in terms of competitive priority and finally operations in an electronics engineering firm. This study was conducted because of a lack of an effective operation strategy in terms of competitive priority. Research plans were based on examining situations, founded on the need for competitive priorities in operation strategy through observation and survey. The study examined how FSK electronics have implemented an effective operation strategy in terms of competitive priorities. FSK electronics is an engineering security firm that is looking forward to leading market competition globally through an effective operation strategy in terms of competitive priorities. FSK electronics is looking forward to improving their capability maturity in generating new ideas and strategies in order to win sustainable competitive advantages. Total quality management to achieve top quality, lean systems used to eliminate waste, business process reengineering for innovation and supply chain management are strategies most needed at FSK. The purpose of the study was based on examining the need for an effective operation strategy in terms of competitive priorities and factors that impact the study such as the degree of capability maturity and competitive advantage. The study aimed also to investigate the extent of strategies adoption at FSK electronics (TQM, LS, SCM and BPR), and finally analyzed methods used for data measurements and interpretation. Every study has its limitations and scope. The researcher could not obtain all the information that had been collected in the past concerning operation strategy in terms of competitive priorities because it was extended, therefore the study was limited to the most recent approaches to the topic. There are many strategies that could be used in the study conducted at FSK but only four strategies were studied, namely total quality management that enabled top quality, lean system to eliminate waste, supply chain management and business process reengineering (BPR) for competitive... , M.Tech. (Operation Management)
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- Authors: Kalombo, Vanessa Tshibola
- Date: 2015
- Subjects: Reengineering (Management) - Case studies , Organizational change - Management , Corporate reorganizations
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/212692 , uj:21008
- Description: Abstract: Effective operation strategy worthiness is based on competitive capabilities analysis such as low cost, higher quality, flexibility and in time delivery speed. Effectiveness importance indicates how a firm is doing the right thing after the end results, while operation strategy is the overall activities which drive the firm for a long term design in global competition. The background of the study describes FSK, the importance of an effective operation strategy in terms of competitive priority and finally operations in an electronics engineering firm. This study was conducted because of a lack of an effective operation strategy in terms of competitive priority. Research plans were based on examining situations, founded on the need for competitive priorities in operation strategy through observation and survey. The study examined how FSK electronics have implemented an effective operation strategy in terms of competitive priorities. FSK electronics is an engineering security firm that is looking forward to leading market competition globally through an effective operation strategy in terms of competitive priorities. FSK electronics is looking forward to improving their capability maturity in generating new ideas and strategies in order to win sustainable competitive advantages. Total quality management to achieve top quality, lean systems used to eliminate waste, business process reengineering for innovation and supply chain management are strategies most needed at FSK. The purpose of the study was based on examining the need for an effective operation strategy in terms of competitive priorities and factors that impact the study such as the degree of capability maturity and competitive advantage. The study aimed also to investigate the extent of strategies adoption at FSK electronics (TQM, LS, SCM and BPR), and finally analyzed methods used for data measurements and interpretation. Every study has its limitations and scope. The researcher could not obtain all the information that had been collected in the past concerning operation strategy in terms of competitive priorities because it was extended, therefore the study was limited to the most recent approaches to the topic. There are many strategies that could be used in the study conducted at FSK but only four strategies were studied, namely total quality management that enabled top quality, lean system to eliminate waste, supply chain management and business process reengineering (BPR) for competitive... , M.Tech. (Operation Management)
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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)
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- 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)
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'n Teoretiese beskouing van die beperkende rol wat ondernemingskultuur op die bestuur van verandering uitoefen
- Authors: Botha, André Cornelius
- Date: 2014-10-08
- Subjects: Organizational change - Management , Corporate culture - Management
- Type: Thesis
- Identifier: uj:12556 , http://hdl.handle.net/10210/12348
- Description: M.Com. (Business Management) , The study was conducted with the purpose of finding a thorough understanding of the importance of the implementation of change within the context of the existing organizational culture. The culture of an organization can lead to a strategic myopia where leaders underestimate the changes in the external environment due to strongly held common beliefs. The paradox of planned organizational change is that the need for change develops at all levels in the organization, but the responsibility for implementing change rests with management who in themselves resists change and acts as guardians at the existing organizational culture. Managers must realize that the existing culture and the competitive needs of the organization may be in conflict, as a result of changes in the environment. Faced with pressures for change, managers will be likely to deal with the situation in ways which protect the culture from challenge. This raises difficulty when managing strategic change for it may be that the action required is outside the scope of the culture and members are required to change core beliefs and values. The findings of this study confirm the importance of the role of the existing organizational culture in the implementation of change. The lack of compatibility between the existing culture and strategic change leads to resistance to change programmes.
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- Authors: Botha, André Cornelius
- Date: 2014-10-08
- Subjects: Organizational change - Management , Corporate culture - Management
- Type: Thesis
- Identifier: uj:12556 , http://hdl.handle.net/10210/12348
- Description: M.Com. (Business Management) , The study was conducted with the purpose of finding a thorough understanding of the importance of the implementation of change within the context of the existing organizational culture. The culture of an organization can lead to a strategic myopia where leaders underestimate the changes in the external environment due to strongly held common beliefs. The paradox of planned organizational change is that the need for change develops at all levels in the organization, but the responsibility for implementing change rests with management who in themselves resists change and acts as guardians at the existing organizational culture. Managers must realize that the existing culture and the competitive needs of the organization may be in conflict, as a result of changes in the environment. Faced with pressures for change, managers will be likely to deal with the situation in ways which protect the culture from challenge. This raises difficulty when managing strategic change for it may be that the action required is outside the scope of the culture and members are required to change core beliefs and values. The findings of this study confirm the importance of the role of the existing organizational culture in the implementation of change. The lack of compatibility between the existing culture and strategic change leads to resistance to change programmes.
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The application of facilitator training in the management of change
- Authors: Frigenti, Rodolfo Piero
- Date: 2014-08-27
- Subjects: Organizational change - Management
- Type: Thesis
- Identifier: uj:12139 , http://hdl.handle.net/10210/11883
- Description: M.Com. (Industrial Psychology) , Change is one of the foremost issues in organizations, if not the foremost issue in people's everyday life. Organizational change involves any substantive modification to some part of the organization. This change may be prompted by forces internal or external to the organization. Typically organizational change involves the restructuring or elimination of jobs, found in actions such as reorganization, automation, rapid growth, downsizing, job redefinition, a physical move, the effects of competition, or a shifting market. Whatever the "trigger" for the change, people are experiencing confusion, worry, anger, numbness or all of the above. The cumulative effect of change on people is the same, and is manifest in resistance. Even though people know change is imminent and even though they understand it intellectually, it still has an emotional impact that they do not quite expect and that they find difficult to cope with. Many different change techniques or interventions are used for managing change. The most common ones involve changing organizational strategy, structure and design, technology and people. The focus of this study is on people, and illustrates the general inability of managers and subordinates to cope with organizational change, and to discuss a suitable training technique to overcome the inability to cope. A literature study was undertaken to determine the suitability of introducing facilitator training for managers in the management of change. It seems that managers are not taught or possess the skills necessary in dealing with the emotional content of subordinates reaction to change. Against this background it was determined that managers lacked the necessary skill of facilitation and as a result subordinates are not helped to cope during the process of organizational change. Facilitation training equips managers to function more effectively as managers and as persons. As a result managers are able to assist subordinates to cope with their emotional reaction to change. Results obtained from research on the application of facilitator training within management, indicate positive growth in the trainee on both the inter- and intrapersonal level. This growth resulted in the acquiring of certain characteristics within the manager which were of benefit in his interaction with his colleagues and subordinates. It is deduced that managers acquiring these characteristics will be able to facilitate a process of helping whereby subordinates are helped to help themselves during an organizational change process.
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- Authors: Frigenti, Rodolfo Piero
- Date: 2014-08-27
- Subjects: Organizational change - Management
- Type: Thesis
- Identifier: uj:12139 , http://hdl.handle.net/10210/11883
- Description: M.Com. (Industrial Psychology) , Change is one of the foremost issues in organizations, if not the foremost issue in people's everyday life. Organizational change involves any substantive modification to some part of the organization. This change may be prompted by forces internal or external to the organization. Typically organizational change involves the restructuring or elimination of jobs, found in actions such as reorganization, automation, rapid growth, downsizing, job redefinition, a physical move, the effects of competition, or a shifting market. Whatever the "trigger" for the change, people are experiencing confusion, worry, anger, numbness or all of the above. The cumulative effect of change on people is the same, and is manifest in resistance. Even though people know change is imminent and even though they understand it intellectually, it still has an emotional impact that they do not quite expect and that they find difficult to cope with. Many different change techniques or interventions are used for managing change. The most common ones involve changing organizational strategy, structure and design, technology and people. The focus of this study is on people, and illustrates the general inability of managers and subordinates to cope with organizational change, and to discuss a suitable training technique to overcome the inability to cope. A literature study was undertaken to determine the suitability of introducing facilitator training for managers in the management of change. It seems that managers are not taught or possess the skills necessary in dealing with the emotional content of subordinates reaction to change. Against this background it was determined that managers lacked the necessary skill of facilitation and as a result subordinates are not helped to cope during the process of organizational change. Facilitation training equips managers to function more effectively as managers and as persons. As a result managers are able to assist subordinates to cope with their emotional reaction to change. Results obtained from research on the application of facilitator training within management, indicate positive growth in the trainee on both the inter- and intrapersonal level. This growth resulted in the acquiring of certain characteristics within the manager which were of benefit in his interaction with his colleagues and subordinates. It is deduced that managers acquiring these characteristics will be able to facilitate a process of helping whereby subordinates are helped to help themselves during an organizational change process.
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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
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- 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
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Veranderingsbestuur in 'n verpleegdiens
- Authors: Drake, Johanna Maria
- Date: 2014-07-21
- Subjects: Nursing services - Administration , Organizational change - Management
- Type: Thesis
- Identifier: uj:11714 , http://hdl.handle.net/10210/11437
- Description: M.Cur. , Please refer to full text to view abstract
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- Authors: Drake, Johanna Maria
- Date: 2014-07-21
- Subjects: Nursing services - Administration , Organizational change - Management
- Type: Thesis
- Identifier: uj:11714 , http://hdl.handle.net/10210/11437
- Description: M.Cur. , Please refer to full text to view abstract
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A literature study in organization transformation
- Authors: De Wet, Ponie III
- Date: 2014-05-08
- Subjects: Corporate reorganizations , Organizational change - Management , Organizational change - South Africa
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/388062 , uj:10965 , http://hdl.handle.net/10210/10538
- Description: M.Com. (Economics) , Please refer to full text to view abstract
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- Authors: De Wet, Ponie III
- Date: 2014-05-08
- Subjects: Corporate reorganizations , Organizational change - Management , Organizational change - South Africa
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/388062 , uj:10965 , http://hdl.handle.net/10210/10538
- Description: M.Com. (Economics) , Please refer to full text to view abstract
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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
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