The managerial implications of the implementation of the Further Education and Training Act 98 of 1998
- Authors: Coetzer, Louwrens Erasmus
- Date: 2012-09-06
- Subjects: Organizational change - South Africa - Management , Universities and colleges - South Africa - Management , South Africa. Further Education and Training Act, 1998
- Type: Mini-Dissertation
- Identifier: uj:9688 , http://hdl.handle.net/10210/7102
- Description: M.Ed. , Significant and far-reaching changes have taken place in education and training policy in recent years in South Africa. These include in particular the implementation of the Further Education and Training Act 98 of 1998 that frames the legislative context for future Further Education and Training (FET) institutions by prescribing the establishment and or merging of previously separate institutions. This research focuses on Further Education and Training colleges, previously referred to as Technical Colleges. At the time of this research certain aspects of the merging of institutions have taken place while important other aspects, such as the appointment of a new overall principal for the college have not yet occurred. Further Education and Training Colleges, through the implementation of the Further Education and Training Act, underwent large-scale system wide change as organisations. Because educational organisations are conservative by nature, they tend to actively resist the implementation of the change process. Educational organisations in turn consist of individuals. Sources of resistance in individuals reside in human characteristics such as perceptions, personalities and needs. Not all resistance to change should, however, be viewed as negative. By investigating staff's perceptions through a structured questionnaire at Further Education and Training institutions regarding the implementation of the change process taking place, facilitating and inhibiting forces involved in the implementation process could be identified. This in turn assisted in finding answers to the research questions and providing recommendations to managers responsible for implementing the change process
- Full Text:
- Authors: Coetzer, Louwrens Erasmus
- Date: 2012-09-06
- Subjects: Organizational change - South Africa - Management , Universities and colleges - South Africa - Management , South Africa. Further Education and Training Act, 1998
- Type: Mini-Dissertation
- Identifier: uj:9688 , http://hdl.handle.net/10210/7102
- Description: M.Ed. , Significant and far-reaching changes have taken place in education and training policy in recent years in South Africa. These include in particular the implementation of the Further Education and Training Act 98 of 1998 that frames the legislative context for future Further Education and Training (FET) institutions by prescribing the establishment and or merging of previously separate institutions. This research focuses on Further Education and Training colleges, previously referred to as Technical Colleges. At the time of this research certain aspects of the merging of institutions have taken place while important other aspects, such as the appointment of a new overall principal for the college have not yet occurred. Further Education and Training Colleges, through the implementation of the Further Education and Training Act, underwent large-scale system wide change as organisations. Because educational organisations are conservative by nature, they tend to actively resist the implementation of the change process. Educational organisations in turn consist of individuals. Sources of resistance in individuals reside in human characteristics such as perceptions, personalities and needs. Not all resistance to change should, however, be viewed as negative. By investigating staff's perceptions through a structured questionnaire at Further Education and Training institutions regarding the implementation of the change process taking place, facilitating and inhibiting forces involved in the implementation process could be identified. This in turn assisted in finding answers to the research questions and providing recommendations to managers responsible for implementing the change process
- Full Text:
Adopting a mindset for third wave management in South Africa
- Authors: Tilo, Tebogo Josephine
- Date: 2012-08-15
- Subjects: Organizational change - South Africa - Management , Third wave management
- Type: Mini-Dissertation
- Identifier: uj:9403 , http://hdl.handle.net/10210/5839
- Description: M.Comm. , The world is an ever-changing place, with industrial and information revolutions coming and going. Technological developments have resulted in shorter cycles of each revolution. Adopting the mindset for the Third Wave management simply means embracing change. This change involves a paradigm shift from the Second Wave to the Third Wave management and thereafter to evolve further into the Fourth Wave management organizations. The principles of the Second Wave and the Third Wave management have been dissected in order to gain a deeper understanding of each. A comparison of the characteristics of the Second Wave and Third Wave management principles has also been made. It is justified to say that many South African organizations are still operating with the topdown hierarchical pyramid. They are still locked in the Second Wave management thinking, and South African authors have confirmed this fact in their discussion of management issues in this country. Therefore the objective of this dissertation was to create a framework and guidelines for a mind shift towards the Third Wave management. Elements discussed are the evolution towards the Third Wave organization with specific reference to the waves of management and South Africa's positioning. More complex organizational forms will put renewed focus on elements such as visionary and participative management with teambuilding and networking as essential focus areas. Various South African authors have indicated that the principles of the Third Wave management can indeed be applicable in a South African context. It is therefore incumbent on corporate leaders in South Africa to start embracing change and transforming to the Third Wave. The world is changing and at a speed no one can keep up with. That is the one thing corporate leaders can be sure of. Change management will therefore play a vital role in a continuous strive towards global competitiveness. The Second Wave principle of management are however long outdated for the global economy and the challenges facing South African organizations. This calls for the mindset of organizations to move towards the Third Wave management and to become network organizations. South African organizations will therefore have to be flexible, adapt to change, develop flatter organization structures, be sensitive to the environment, look after their shareholders' needs and empower and reward personnel for performance. The challenge facing the corporate leaders today is to become "world class" or perish.
- Full Text:
- Authors: Tilo, Tebogo Josephine
- Date: 2012-08-15
- Subjects: Organizational change - South Africa - Management , Third wave management
- Type: Mini-Dissertation
- Identifier: uj:9403 , http://hdl.handle.net/10210/5839
- Description: M.Comm. , The world is an ever-changing place, with industrial and information revolutions coming and going. Technological developments have resulted in shorter cycles of each revolution. Adopting the mindset for the Third Wave management simply means embracing change. This change involves a paradigm shift from the Second Wave to the Third Wave management and thereafter to evolve further into the Fourth Wave management organizations. The principles of the Second Wave and the Third Wave management have been dissected in order to gain a deeper understanding of each. A comparison of the characteristics of the Second Wave and Third Wave management principles has also been made. It is justified to say that many South African organizations are still operating with the topdown hierarchical pyramid. They are still locked in the Second Wave management thinking, and South African authors have confirmed this fact in their discussion of management issues in this country. Therefore the objective of this dissertation was to create a framework and guidelines for a mind shift towards the Third Wave management. Elements discussed are the evolution towards the Third Wave organization with specific reference to the waves of management and South Africa's positioning. More complex organizational forms will put renewed focus on elements such as visionary and participative management with teambuilding and networking as essential focus areas. Various South African authors have indicated that the principles of the Third Wave management can indeed be applicable in a South African context. It is therefore incumbent on corporate leaders in South Africa to start embracing change and transforming to the Third Wave. The world is changing and at a speed no one can keep up with. That is the one thing corporate leaders can be sure of. Change management will therefore play a vital role in a continuous strive towards global competitiveness. The Second Wave principle of management are however long outdated for the global economy and the challenges facing South African organizations. This calls for the mindset of organizations to move towards the Third Wave management and to become network organizations. South African organizations will therefore have to be flexible, adapt to change, develop flatter organization structures, be sensitive to the environment, look after their shareholders' needs and empower and reward personnel for performance. The challenge facing the corporate leaders today is to become "world class" or perish.
- Full Text:
Veranderingsbestuur in Transnet as basis vir menslike hulpbronbestuur
- Authors: Mittner, Maarten Jan
- Date: 2012-09-12
- Subjects: Transnet (Firm : South Africa) , Personnel management - South Africa , Organizational change - South Africa - Management , Affirmative action programs - South Africa , Industrial relations - South Africa , Strategic planning - South Africa
- Type: Thesis
- Identifier: uj:10246 , http://hdl.handle.net/10210/7618
- Description: D.Phil. , The strategic change process that the South African Transport Services, South Africa's largest transport undertaking, had to undergo with its transformation into Transnet Limited in April 1990, was one of the most extensive any undertaking in South Africa had yet to go through. Central to the change process was the transformation of the company from an "undertaking of the State" to a commercialised/privatised entity. The process is characterised by three phases viz. deregulation, commercialisation and possible future privatisation. This discontinuous change process affects every aspect of the company, in particular the Human Resource processes thereof. Against this background an extensive theoretical conceptualisation of change management was devised from a modernist perspective. A model was developed describing the WHY, the WHAT, the HOW (process and micro-dynamics) and the WHO of the change process. Human Resource Management was identified as Human Resource Provision, Human Resource Maintenance, Human Resource Development, Labour Relations, Equal Opportunities/Affirmative Action and Social Investment. This dissertation is the result of an extensive diagnostic exercise on micro-level within Transnet to ascertain what the perceptions of Transnet employees are towards cardinal Human Resource variables. These variables were identified against the background of Human Resource theory and deemed as critical for the successful strategic change of Human Resources in Transnet. Against this background, problem areas could be identified, the readiness of employees to change could be scientifically measured and the overall "fit" of employees with the changing conditions could be ascertained. A test sample of 1 875 employees of all employee groups in Transnet (excluding the general group) was taken. The sample was spread out over ten regions of the country. The practical research was done in conjunction with the HSRC in September 1991 - roughly 18 months after Transnet was formed amidst an extensive process of commercialisation. An effective response of 60% was achieved. All statistical processing and analyses were done at the HSRC's computer centre in Pretoria. To make sense out of the mass of information, a factor analysis was done. Two main factors were identified in a second order analysis - one factor which was construed as broad Human Resource Management/Social Investment and a second as broad Labour Relations/Equal Opportunities. The main finding of the research was evidence of an entrenched Human Resource system and that a gap exists between aspects of Transnet's mission and the practical realisation thereof and perceptions of employees on the work floor. A participative culture has not yet been formed while additional problem areas were identified as the management style of the company, employees' motivation, discrimination, work organisation and individual relations, work security and upward mobility. An extensive strategic change model was conceptualised out of these findings so that problem areas could be addressed and managed effectively. Due to the diversity of Transnet's work force a second model, namely a typological model, was devised. The model was conceptualised after further statistical analysis (MANOVA/ANOVA) was done. Accordingly, further problem areas were identified around population group, language, region and occupation.
- Full Text:
- Authors: Mittner, Maarten Jan
- Date: 2012-09-12
- Subjects: Transnet (Firm : South Africa) , Personnel management - South Africa , Organizational change - South Africa - Management , Affirmative action programs - South Africa , Industrial relations - South Africa , Strategic planning - South Africa
- Type: Thesis
- Identifier: uj:10246 , http://hdl.handle.net/10210/7618
- Description: D.Phil. , The strategic change process that the South African Transport Services, South Africa's largest transport undertaking, had to undergo with its transformation into Transnet Limited in April 1990, was one of the most extensive any undertaking in South Africa had yet to go through. Central to the change process was the transformation of the company from an "undertaking of the State" to a commercialised/privatised entity. The process is characterised by three phases viz. deregulation, commercialisation and possible future privatisation. This discontinuous change process affects every aspect of the company, in particular the Human Resource processes thereof. Against this background an extensive theoretical conceptualisation of change management was devised from a modernist perspective. A model was developed describing the WHY, the WHAT, the HOW (process and micro-dynamics) and the WHO of the change process. Human Resource Management was identified as Human Resource Provision, Human Resource Maintenance, Human Resource Development, Labour Relations, Equal Opportunities/Affirmative Action and Social Investment. This dissertation is the result of an extensive diagnostic exercise on micro-level within Transnet to ascertain what the perceptions of Transnet employees are towards cardinal Human Resource variables. These variables were identified against the background of Human Resource theory and deemed as critical for the successful strategic change of Human Resources in Transnet. Against this background, problem areas could be identified, the readiness of employees to change could be scientifically measured and the overall "fit" of employees with the changing conditions could be ascertained. A test sample of 1 875 employees of all employee groups in Transnet (excluding the general group) was taken. The sample was spread out over ten regions of the country. The practical research was done in conjunction with the HSRC in September 1991 - roughly 18 months after Transnet was formed amidst an extensive process of commercialisation. An effective response of 60% was achieved. All statistical processing and analyses were done at the HSRC's computer centre in Pretoria. To make sense out of the mass of information, a factor analysis was done. Two main factors were identified in a second order analysis - one factor which was construed as broad Human Resource Management/Social Investment and a second as broad Labour Relations/Equal Opportunities. The main finding of the research was evidence of an entrenched Human Resource system and that a gap exists between aspects of Transnet's mission and the practical realisation thereof and perceptions of employees on the work floor. A participative culture has not yet been formed while additional problem areas were identified as the management style of the company, employees' motivation, discrimination, work organisation and individual relations, work security and upward mobility. An extensive strategic change model was conceptualised out of these findings so that problem areas could be addressed and managed effectively. Due to the diversity of Transnet's work force a second model, namely a typological model, was devised. The model was conceptualised after further statistical analysis (MANOVA/ANOVA) was done. Accordingly, further problem areas were identified around population group, language, region and occupation.
- Full Text:
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