Ideal cultural development for the Road Accident Fund
- Authors: Negota, George Maanda.
- Date: 2012-08-13
- Subjects: Road Accident Fund (South Africa) - Management. , Organizational change - Management. , Corporate culture.
- Type: Mini-Dissertation
- Identifier: uj:9120 , http://hdl.handle.net/10210/5577
- Description: M.Comm. , Everywhere in the world today, we read about enterprises undergoing rapid change. Business organisations are being challenged by aspects of both the external and internal environments. The external considerations include markets, competitors, macroeconomic factors, industry factors and other related factors. The internal pressures are demands for more flexible, family-friendly employment practices, demands for consultation and information, as well as concern for training and quality standards [Thomas 1994: 202]. In South Africa, the political change that was brought about by the 1994 elections necessitated the repositioning of organisations. The repositioning of businesses and other organisations should be seen as part of the reconstruction of the economy which is currently trapped in a deep-seated structural crisis (RDP,1994:75). The economic and political framework within which the economy was structured encouraged regional disparities ensuring migratory labour supply from the former homelands to cities and towns. Enforced segregation and industrial decentralisation were instruments that ensured that the black population remained honed in the "homelands" where per capita incomes were less than a quarter of the national average (RDP,1994). The above impacted negatively upon the development of blacks as managers, in that they were in terms of apartheid ethos not supposed to hold managerial position in urban areas, unless if they qualified in terms of the Group Areas Act [Black Urban Areas Act No.25 of 1945]. The above position was aggravated by the deliberate neglect to train blacks which ensured that they remained disempowered and inferior to their white counterparts. The Group Areas Act on the other hand ensured that black's entry into urban areas was regulated notwithstanding the fact that jobs were scarce in the 'homelands'. Though South Africa has entered into the new era in political terms, the South African business structures have not changed and that disparities that existed in the past are still a features of the present. Though foreign markets are now opened and new opportunities offered to South Africans, the economy is still characterised by lack of skilled manpower and in particular its leadership is not representative of the composition of the South African society.
- Full Text:
- Authors: Negota, George Maanda.
- Date: 2012-08-13
- Subjects: Road Accident Fund (South Africa) - Management. , Organizational change - Management. , Corporate culture.
- Type: Mini-Dissertation
- Identifier: uj:9120 , http://hdl.handle.net/10210/5577
- Description: M.Comm. , Everywhere in the world today, we read about enterprises undergoing rapid change. Business organisations are being challenged by aspects of both the external and internal environments. The external considerations include markets, competitors, macroeconomic factors, industry factors and other related factors. The internal pressures are demands for more flexible, family-friendly employment practices, demands for consultation and information, as well as concern for training and quality standards [Thomas 1994: 202]. In South Africa, the political change that was brought about by the 1994 elections necessitated the repositioning of organisations. The repositioning of businesses and other organisations should be seen as part of the reconstruction of the economy which is currently trapped in a deep-seated structural crisis (RDP,1994:75). The economic and political framework within which the economy was structured encouraged regional disparities ensuring migratory labour supply from the former homelands to cities and towns. Enforced segregation and industrial decentralisation were instruments that ensured that the black population remained honed in the "homelands" where per capita incomes were less than a quarter of the national average (RDP,1994). The above impacted negatively upon the development of blacks as managers, in that they were in terms of apartheid ethos not supposed to hold managerial position in urban areas, unless if they qualified in terms of the Group Areas Act [Black Urban Areas Act No.25 of 1945]. The above position was aggravated by the deliberate neglect to train blacks which ensured that they remained disempowered and inferior to their white counterparts. The Group Areas Act on the other hand ensured that black's entry into urban areas was regulated notwithstanding the fact that jobs were scarce in the 'homelands'. Though South Africa has entered into the new era in political terms, the South African business structures have not changed and that disparities that existed in the past are still a features of the present. Though foreign markets are now opened and new opportunities offered to South Africans, the economy is still characterised by lack of skilled manpower and in particular its leadership is not representative of the composition of the South African society.
- Full Text:
An alternative approach to the attainment of sustained process improvement in information technology driven infrastructures subjected to forced interventions
- Authors: Watkins, J. A.
- Date: 2012-08-28
- Subjects: Reengineering (Management) , Organizational change - Management. , Affirmative action programs. , Information technology - Management.
- Type: Thesis
- Identifier: uj:3319 , http://hdl.handle.net/10210/6721
- Description: D.Litt et Phil. , Dynamic organisations with information technology driven infrastructures are invariably in a state of change, which can be attributed to a multitude of planned (as opposed to forced) interventions. Planned interventions can vary greatly in format and the following serves as examples: • Change required as a result of a new management structure being introduced. • New systems or technology being implemented. • Processes being improved or changed. • New corporate cultures being established. • Changing market focus. • Business Process Reengineering initiatives. Business process reengineering flowing from a planned intervention would normally culminate in a requirement for a further planned intervention in the form of change management to be implemented. This is required to not only ensure that end to end processes are established to ultimately culminate in sustained process improvement and competitive advantage, but also that the impact of such process changes map to the subsequent cultural and organisational change requirements. Should these entities however be undertaken against the background of a forced intervention, a new approach is required to ensure that not only processes are catered for, but also include behavioural and organisational considerations. Research hypothesis validation was conducted in two organisations of which one served as a Control Group, while the other organisation was split to form two separate and distinct research groups. Into the first research group of the latter organisation (Experimental Group B), the Transformation Process model, which forms the focus of this thesis was introduced to facilitate the implementation of business process reengineering and change management as planned interventions and affirmative action as the forced intervention. In terms of the methodology of the Transformation Process model, any process entity is required to be infused and mapped to a change entity and thereafter superimposed onto the applicable forced intervention in symbiotic unison to test the hypothesis. Into the second research group (Experimental Group A) the same interventions were implemented as in the case of Experimental Group B, however not in terms of the Transformation Process model, but in the traditional way whereby process change was followed by organisational change the latter, which included the forced intervention.
- Full Text:
- Authors: Watkins, J. A.
- Date: 2012-08-28
- Subjects: Reengineering (Management) , Organizational change - Management. , Affirmative action programs. , Information technology - Management.
- Type: Thesis
- Identifier: uj:3319 , http://hdl.handle.net/10210/6721
- Description: D.Litt et Phil. , Dynamic organisations with information technology driven infrastructures are invariably in a state of change, which can be attributed to a multitude of planned (as opposed to forced) interventions. Planned interventions can vary greatly in format and the following serves as examples: • Change required as a result of a new management structure being introduced. • New systems or technology being implemented. • Processes being improved or changed. • New corporate cultures being established. • Changing market focus. • Business Process Reengineering initiatives. Business process reengineering flowing from a planned intervention would normally culminate in a requirement for a further planned intervention in the form of change management to be implemented. This is required to not only ensure that end to end processes are established to ultimately culminate in sustained process improvement and competitive advantage, but also that the impact of such process changes map to the subsequent cultural and organisational change requirements. Should these entities however be undertaken against the background of a forced intervention, a new approach is required to ensure that not only processes are catered for, but also include behavioural and organisational considerations. Research hypothesis validation was conducted in two organisations of which one served as a Control Group, while the other organisation was split to form two separate and distinct research groups. Into the first research group of the latter organisation (Experimental Group B), the Transformation Process model, which forms the focus of this thesis was introduced to facilitate the implementation of business process reengineering and change management as planned interventions and affirmative action as the forced intervention. In terms of the methodology of the Transformation Process model, any process entity is required to be infused and mapped to a change entity and thereafter superimposed onto the applicable forced intervention in symbiotic unison to test the hypothesis. Into the second research group (Experimental Group A) the same interventions were implemented as in the case of Experimental Group B, however not in terms of the Transformation Process model, but in the traditional way whereby process change was followed by organisational change the latter, which included the forced intervention.
- Full Text:
Organisasieontwikkeling en verandering : riglyne vir sukses binne Suid-Afrikaanse ondernemings
- Authors: Du Toit, Anton
- Date: 2012-09-05
- Subjects: Organizational change - South Africa. , Organizational change - Management.
- Type: Thesis
- Identifier: uj:3602 , http://hdl.handle.net/10210/6982
- Description: M.Comm. , Change is an ongoing process right around the globe. South Africa is even more subject to change as a result of socio-economic and political transformation. This community tendency affects the South African organisation intensely, and a need exists for comprehensive guidelines for the handling of this transformation process. There are few publications which are relevant to the field of organisation development in South Africa. In this literature study attention was firstly given to the theoretical description of the term organisation development, the works of a number of theorists were examined. In the second place the historical development of the study field of organisation development was researched and the progress over time was reflected. Five approaches to organisation development were identified as they developed chronologically, viz. (a) laboratory training, (b) survey research and feedback, (c) action research (d) quality of working life, and (e) strategic change as the most recent contribution. The conclusion was reached that all five approaches still have merit, and that not one can be summarily eliminated for current usage. In the third place the organisation development process was examined in detail. Theories and models addressing the nature of planned change were examined with a view to establishing a generic model of change. This model comprises four phases which are each discussed in reasonable depth, viz. (a) initialising and contracting, (b) diagnosing, (c) planning and implementation, and (d) evaluation and institutionalisation. In the fourth place the organisational development practitioner was closely examined and an attempt was made to identify the skills, knowledge and qualifications which distinguish successful practitioners from those who achieve less success. The broad South African socio-economic and political environment, with its differing community trends, was investigated in order to draw up a scenario within which the South African organisation development practitioner must function at present. A skills profile as well as basic guidelines for the successful practitioners were finally established. The conclusion was reached that the organisation development practitioner within the South African environment must possess expertise, additional to the identified skills profile of the international practitioner, in order to be effective.
- Full Text:
- Authors: Du Toit, Anton
- Date: 2012-09-05
- Subjects: Organizational change - South Africa. , Organizational change - Management.
- Type: Thesis
- Identifier: uj:3602 , http://hdl.handle.net/10210/6982
- Description: M.Comm. , Change is an ongoing process right around the globe. South Africa is even more subject to change as a result of socio-economic and political transformation. This community tendency affects the South African organisation intensely, and a need exists for comprehensive guidelines for the handling of this transformation process. There are few publications which are relevant to the field of organisation development in South Africa. In this literature study attention was firstly given to the theoretical description of the term organisation development, the works of a number of theorists were examined. In the second place the historical development of the study field of organisation development was researched and the progress over time was reflected. Five approaches to organisation development were identified as they developed chronologically, viz. (a) laboratory training, (b) survey research and feedback, (c) action research (d) quality of working life, and (e) strategic change as the most recent contribution. The conclusion was reached that all five approaches still have merit, and that not one can be summarily eliminated for current usage. In the third place the organisation development process was examined in detail. Theories and models addressing the nature of planned change were examined with a view to establishing a generic model of change. This model comprises four phases which are each discussed in reasonable depth, viz. (a) initialising and contracting, (b) diagnosing, (c) planning and implementation, and (d) evaluation and institutionalisation. In the fourth place the organisational development practitioner was closely examined and an attempt was made to identify the skills, knowledge and qualifications which distinguish successful practitioners from those who achieve less success. The broad South African socio-economic and political environment, with its differing community trends, was investigated in order to draw up a scenario within which the South African organisation development practitioner must function at present. A skills profile as well as basic guidelines for the successful practitioners were finally established. The conclusion was reached that the organisation development practitioner within the South African environment must possess expertise, additional to the identified skills profile of the international practitioner, in order to be effective.
- Full Text:
Managing strategic and corporate change within a turbulent environmental context : a strategic management approach
- Authors: Weeks, Richard Vernon
- Date: 2014-02-20
- Subjects: Strategic planning. , Organizational change - Management.
- Type: Thesis
- Identifier: uj:4181 , http://hdl.handle.net/10210/9528
- Description: D.Com. , Traditional strategic management thinking is no longer appropriate within a prevailing context of discontinuous and rapid environmental change. A swiftly changing environment necessitates the need for a new approach to strategic management. Executives frequently experiences great difficulty. in managing strategic and organizational change. Managing strategic change requires a new way of dealing with the future, one often requiring executives to go against practice anchored in experience and traditional theory, frequently acquired within a less volatile context. A dynamic unpredictable and swiftly changing context provides impetus for challenging and researching the underlying assumptions on which the tradi tional strategic management paradigm is based. This study is thus directed at acquiring an understanding of the complexities and dynamics involved in managing strategic change, within a turbulent context. In this study an endeavour is made to gain an understanding of strategic and organizational change, from a theoretical and a practical perspective. A central premises of this study is that in order to understand the management of strategic change a clear understanding must be attained, as regards the dynamics of environmental change. Privatisation and deregulation, as environmental determinants, will in all probability have a profound impact on organizations in the public sector and they thus serve as an ideal frame of reference for researching the management of strategic and corporate change. An analytic-descriptive research approach is followed. The study is based on two fundamental foundations, namely acquiring a sound theoretical understanding of the concepts and processes involved in managing strategic change within a turbulent context and substantiating these insights acquired, by means of interviews conducted with management practitioners from selected organizations in both the public and the private sector. The former organizations in particular have been subjected to a traumatic period of micro- and macro-environmental change, stimulated by the privatisation process. It is concluded from this study that the future can no longer be extrapolated in terms of historical trends or events, as the future rarely resembles the past. Visionary leadership, incorporating the unknown in a dynamic context, is identified as being a vital dimension in managing strategic change. Management must in particular note that an established organizational culture can generate resistance to change, resulting in stagnation, thus preventing the organization from realizing its vision and strategic objectives. In conclusion it is affirmed that a holistic management approach is vital for contending with corporate and strategic change in a dynamic future milieu.
- Full Text:
- Authors: Weeks, Richard Vernon
- Date: 2014-02-20
- Subjects: Strategic planning. , Organizational change - Management.
- Type: Thesis
- Identifier: uj:4181 , http://hdl.handle.net/10210/9528
- Description: D.Com. , Traditional strategic management thinking is no longer appropriate within a prevailing context of discontinuous and rapid environmental change. A swiftly changing environment necessitates the need for a new approach to strategic management. Executives frequently experiences great difficulty. in managing strategic and organizational change. Managing strategic change requires a new way of dealing with the future, one often requiring executives to go against practice anchored in experience and traditional theory, frequently acquired within a less volatile context. A dynamic unpredictable and swiftly changing context provides impetus for challenging and researching the underlying assumptions on which the tradi tional strategic management paradigm is based. This study is thus directed at acquiring an understanding of the complexities and dynamics involved in managing strategic change, within a turbulent context. In this study an endeavour is made to gain an understanding of strategic and organizational change, from a theoretical and a practical perspective. A central premises of this study is that in order to understand the management of strategic change a clear understanding must be attained, as regards the dynamics of environmental change. Privatisation and deregulation, as environmental determinants, will in all probability have a profound impact on organizations in the public sector and they thus serve as an ideal frame of reference for researching the management of strategic and corporate change. An analytic-descriptive research approach is followed. The study is based on two fundamental foundations, namely acquiring a sound theoretical understanding of the concepts and processes involved in managing strategic change within a turbulent context and substantiating these insights acquired, by means of interviews conducted with management practitioners from selected organizations in both the public and the private sector. The former organizations in particular have been subjected to a traumatic period of micro- and macro-environmental change, stimulated by the privatisation process. It is concluded from this study that the future can no longer be extrapolated in terms of historical trends or events, as the future rarely resembles the past. Visionary leadership, incorporating the unknown in a dynamic context, is identified as being a vital dimension in managing strategic change. Management must in particular note that an established organizational culture can generate resistance to change, resulting in stagnation, thus preventing the organization from realizing its vision and strategic objectives. In conclusion it is affirmed that a holistic management approach is vital for contending with corporate and strategic change in a dynamic future milieu.
- Full Text:
- «
- ‹
- 1
- ›
- »