An integrated project team strategy in the South African mining and mineral commodity industry
- Authors: De Villiers, Tielman J.
- Date: 2008-11-18T09:08:37Z
- Subjects: Project management , Teams in the workplace , Mineral industries
- Type: Thesis
- Identifier: uj:14729 , http://hdl.handle.net/10210/1733
- Description: D.Ing. , An integrated project team strategy (IPTS) does not start with a detailed list of performance measures, but with the appropriate mindset of what is in the interest of the project. The purpose of IPTS is to unite the core project participants (the 20% of project participants responsible for 80% of the impact on the project success) with a common goal, so that they focus on what is in the interest of the project and not on their company’s interest or local optimisation. Like a tripod, Integrated Project Team Strategies (IPTS) is based on three core principles - a common project incentive scheme, well-defined project success criteria and project control systems and procedures that focus on the project’s needs and do not entice local optimisation. The first leg of IPTS is that all the core project participants share in a common project incentive scheme, therefore their actions are focussed on the same target because it determines the size of their bonuses and incentives. Project success criteria are the second leg and represents the common project target. However, determining priorities in a project strategy is regularly done incorrectly with negative impact, therefore the project success and failure criteria must be well defined for all three areas namely project management, product and relationship success. This is essential for measuring the project success because it forms the basis for reporting progress the project wellbeing during the implementation phase as well as the “successful” outcome at project closure Traditional project control systems and metrics, which were used to measure the progress of the project, tend to measure progress in isolation because they do not consider the overall need of the project. Local optimisation in terms of for instance tons steel erected per hour occurs because that is how managers on the project are assessed, however, that is not in the interest of the project. Although conventional project strategies do not exclude integrated team performance evaluation, all their systems and procedures are based on the performance of a single project participant or division of a participant, thereby creating the ideal breeding ground for local optimization and moves the focus away from the overall project. When looking at some of the latest business publications like that of Eliyahu M. Goldratt (“The Goal”, “It is not luck” and the “Critical Chain”[9]) it is clear that IPTS biggest advantage is to eliminate local optimization encouraged by the more conventional project controls strategies. Because the way people are measured has such a big impact on their behaviour, project control systems and metrics are the third leg of the IPTS tripod. For these reasons, IPTS is a completely new game, which relies on deep commitment to provide a broad flexible framework for doing whatever is required in the current context to ensure project success. It is not about what happened since the deal was struck, nor who is actually responsible for it, but about the success of the project because all participants will reap the benefits of a successful project. In a sense, the demand emphasis for IPTS is shifting from a purely financial to a more strategic approach. In so doing, it is prompting more and more clients and managers into systematic re-examinations of their business models’ structures, efficiency and effectiveness for factors such as local optimization. Often stereotypically conservative and with a cultural bias for control, most clients and service providers in the South African mining and mineral commodity industry have been late and reluctant to let go of their control and associated local optimisation. However, the array of challenges confronting the industry makes control for control’s sake a costly indulgence, which cannot be afforded any longer Not only does IPTS have the ability to change lose-lose relationships to win-win relationships, but most importantly it has the ability to unite all the core project participants in a single integrated project team focusing on the same goals. A number of typical IPTS cases have been developed as part of the research and are included in this thesis as guidelines for the implementation of the research results. These cases were also evaluated practically by testing it during interviews with industry practitioners.
- Full Text:
- Authors: De Villiers, Tielman J.
- Date: 2008-11-18T09:08:37Z
- Subjects: Project management , Teams in the workplace , Mineral industries
- Type: Thesis
- Identifier: uj:14729 , http://hdl.handle.net/10210/1733
- Description: D.Ing. , An integrated project team strategy (IPTS) does not start with a detailed list of performance measures, but with the appropriate mindset of what is in the interest of the project. The purpose of IPTS is to unite the core project participants (the 20% of project participants responsible for 80% of the impact on the project success) with a common goal, so that they focus on what is in the interest of the project and not on their company’s interest or local optimisation. Like a tripod, Integrated Project Team Strategies (IPTS) is based on three core principles - a common project incentive scheme, well-defined project success criteria and project control systems and procedures that focus on the project’s needs and do not entice local optimisation. The first leg of IPTS is that all the core project participants share in a common project incentive scheme, therefore their actions are focussed on the same target because it determines the size of their bonuses and incentives. Project success criteria are the second leg and represents the common project target. However, determining priorities in a project strategy is regularly done incorrectly with negative impact, therefore the project success and failure criteria must be well defined for all three areas namely project management, product and relationship success. This is essential for measuring the project success because it forms the basis for reporting progress the project wellbeing during the implementation phase as well as the “successful” outcome at project closure Traditional project control systems and metrics, which were used to measure the progress of the project, tend to measure progress in isolation because they do not consider the overall need of the project. Local optimisation in terms of for instance tons steel erected per hour occurs because that is how managers on the project are assessed, however, that is not in the interest of the project. Although conventional project strategies do not exclude integrated team performance evaluation, all their systems and procedures are based on the performance of a single project participant or division of a participant, thereby creating the ideal breeding ground for local optimization and moves the focus away from the overall project. When looking at some of the latest business publications like that of Eliyahu M. Goldratt (“The Goal”, “It is not luck” and the “Critical Chain”[9]) it is clear that IPTS biggest advantage is to eliminate local optimization encouraged by the more conventional project controls strategies. Because the way people are measured has such a big impact on their behaviour, project control systems and metrics are the third leg of the IPTS tripod. For these reasons, IPTS is a completely new game, which relies on deep commitment to provide a broad flexible framework for doing whatever is required in the current context to ensure project success. It is not about what happened since the deal was struck, nor who is actually responsible for it, but about the success of the project because all participants will reap the benefits of a successful project. In a sense, the demand emphasis for IPTS is shifting from a purely financial to a more strategic approach. In so doing, it is prompting more and more clients and managers into systematic re-examinations of their business models’ structures, efficiency and effectiveness for factors such as local optimization. Often stereotypically conservative and with a cultural bias for control, most clients and service providers in the South African mining and mineral commodity industry have been late and reluctant to let go of their control and associated local optimisation. However, the array of challenges confronting the industry makes control for control’s sake a costly indulgence, which cannot be afforded any longer Not only does IPTS have the ability to change lose-lose relationships to win-win relationships, but most importantly it has the ability to unite all the core project participants in a single integrated project team focusing on the same goals. A number of typical IPTS cases have been developed as part of the research and are included in this thesis as guidelines for the implementation of the research results. These cases were also evaluated practically by testing it during interviews with industry practitioners.
- Full Text:
The effects of different cultural backgrounds on teamwork on construction site
- Khumalo, J., Thwala, Wellington Didibhuku
- Authors: Khumalo, J. , Thwala, Wellington Didibhuku
- Date: 2009
- Subjects: Cultural diversity , Teams in the workplace , Project teams , Construction industry
- Type: Article
- Identifier: uj:6215 , ISBN 978-0620-44689-1 , http://hdl.handle.net/10210/5305
- Description: The intent of this research is to investigate the impact of different cultural backgrounds on construction teams. Human relations have an important role in the productivity and rate of disputes of a project team when there is a good relationship between the team members, the team may be more effective in achieving the planned goals.
- Full Text:
- Authors: Khumalo, J. , Thwala, Wellington Didibhuku
- Date: 2009
- Subjects: Cultural diversity , Teams in the workplace , Project teams , Construction industry
- Type: Article
- Identifier: uj:6215 , ISBN 978-0620-44689-1 , http://hdl.handle.net/10210/5305
- Description: The intent of this research is to investigate the impact of different cultural backgrounds on construction teams. Human relations have an important role in the productivity and rate of disputes of a project team when there is a good relationship between the team members, the team may be more effective in achieving the planned goals.
- Full Text:
Self-directed work teams : the new South African organisational challenge
- Authors: Lombard, Johannes Petrus
- Date: 2012-02-29
- Subjects: Teams in the workplace
- Type: Thesis
- Identifier: uj:2119 , http://hdl.handle.net/10210/4488
- Description: M.Comm. , Teams have existed for hundreds of years, are the subject of countless books and have been celebrated throughout many countries and cultures. Most people believe they know how teams work as well as the benefits teams offer. Many have had first-hand team experiences themselves, some of which were rewarding and others a waste of time. Yet, as I explored the use of teams, it became increasingly clear that the potential impact of single teams, as well as the collective impact of many teams, on the performance of large organisations is woefully under exploited - despite the rapidly growing recognition of the need for what teams have to offer. Teams outperform individuals acting alone or in larger organisational groupings, especially when performance requires multiple skill, judgements and experiences. Most people recognised the capabilities of teams; must have the common sense to make teams work. Nevertheless, most people overlook team opportunities for themselves. Confusion about what makes teams perform explains only part of this pattern of missed opportunity. More is explained by a natural resistance to moving beyond individual roles and accountability. We do not easily take responsibility for the performance of others, nor lightly let them assume responsibility for us. Overcoming such resistance requires the rigorous application of 'team basics', which is, commitment to the team and objective, accountability for yourself and for the team and skills for technical and interpersonal problem solving. By focusing on performance and team basics - as opposed to trying 'to become a team' - most small groups can deliver the performance results that require and produce team behaviour. The best way to understand teams is to look at teams themselves. Their own stories reveal their accomplishments, skills, emotions and commitment better than any abstract commentary or logical presentation. Real teams are deeply committed to their purpose, goals and approach. High-performance team members are also very committed to one another. Both understand that the wisdom of teams comes with a focus on collective work-products, personal growth and performance results. However meaningful, 'team' is always a result of pursuing a demanding performance challenge.
- Full Text:
- Authors: Lombard, Johannes Petrus
- Date: 2012-02-29
- Subjects: Teams in the workplace
- Type: Thesis
- Identifier: uj:2119 , http://hdl.handle.net/10210/4488
- Description: M.Comm. , Teams have existed for hundreds of years, are the subject of countless books and have been celebrated throughout many countries and cultures. Most people believe they know how teams work as well as the benefits teams offer. Many have had first-hand team experiences themselves, some of which were rewarding and others a waste of time. Yet, as I explored the use of teams, it became increasingly clear that the potential impact of single teams, as well as the collective impact of many teams, on the performance of large organisations is woefully under exploited - despite the rapidly growing recognition of the need for what teams have to offer. Teams outperform individuals acting alone or in larger organisational groupings, especially when performance requires multiple skill, judgements and experiences. Most people recognised the capabilities of teams; must have the common sense to make teams work. Nevertheless, most people overlook team opportunities for themselves. Confusion about what makes teams perform explains only part of this pattern of missed opportunity. More is explained by a natural resistance to moving beyond individual roles and accountability. We do not easily take responsibility for the performance of others, nor lightly let them assume responsibility for us. Overcoming such resistance requires the rigorous application of 'team basics', which is, commitment to the team and objective, accountability for yourself and for the team and skills for technical and interpersonal problem solving. By focusing on performance and team basics - as opposed to trying 'to become a team' - most small groups can deliver the performance results that require and produce team behaviour. The best way to understand teams is to look at teams themselves. Their own stories reveal their accomplishments, skills, emotions and commitment better than any abstract commentary or logical presentation. Real teams are deeply committed to their purpose, goals and approach. High-performance team members are also very committed to one another. Both understand that the wisdom of teams comes with a focus on collective work-products, personal growth and performance results. However meaningful, 'team' is always a result of pursuing a demanding performance challenge.
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The impact of in-group and out-group membership on cooperation in a South African semi-governmental organisation.
- Authors: Mamba, S. S.
- Date: 2012-08-15
- Subjects: Teams in the workplace , Cross-functional teams , Small groups , Intergroup relations
- Type: Mini-Dissertation
- Identifier: uj:9392 , http://hdl.handle.net/10210/5829
- Description: M.Comm. , Firstly, this mini dissertation theoretically explored the phenomena of in-group and out-groups. Secondly, it empirically investigated these phenomena in a South African organisational context. This study adopted the qualitative research method and solely relied on the primary data collection approach, using the semi-structured interview. A semi-governmental organisation was the subject of the study. Data were collected from interviewees and qualitatively analysed to determine the causes of the in-group and out-group phenomena and their impact on cooperation in the organisation of study. Lastly, responses were analysed to determine whether the phenomena in the organisation of study confirm or negate theories in the literature reviewed. Thereafter recommendations were made on how to deal with the phenomena, based on the findings.
- Full Text:
- Authors: Mamba, S. S.
- Date: 2012-08-15
- Subjects: Teams in the workplace , Cross-functional teams , Small groups , Intergroup relations
- Type: Mini-Dissertation
- Identifier: uj:9392 , http://hdl.handle.net/10210/5829
- Description: M.Comm. , Firstly, this mini dissertation theoretically explored the phenomena of in-group and out-groups. Secondly, it empirically investigated these phenomena in a South African organisational context. This study adopted the qualitative research method and solely relied on the primary data collection approach, using the semi-structured interview. A semi-governmental organisation was the subject of the study. Data were collected from interviewees and qualitatively analysed to determine the causes of the in-group and out-group phenomena and their impact on cooperation in the organisation of study. Lastly, responses were analysed to determine whether the phenomena in the organisation of study confirm or negate theories in the literature reviewed. Thereafter recommendations were made on how to deal with the phenomena, based on the findings.
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The application of Belbin's team role theory in information service enterprises
- Authors: Van Heerden, Dalina Louise
- Date: 2012-09-11
- Subjects: Belbin, R. M. , University of South Africa. Library. , Teams in the workplace , Information services - South Africa , Reengineering (Management) - South Africa
- Type: Thesis
- Identifier: uj:10061 , http://hdl.handle.net/10210/7449
- Description: M.Inf. , Belbin's team role theory is a popular team building tool. This study aims to establish whether Belbin's theory can be meaningfully applied to an information service enterprise. Belbin's team role theory is explained and its uniqueness, when compared with similar theories such as Margerison and McCann's team role theory and the Myers-Briggs Type Indicator, is highlighted. Belbin's theory is then applied to a team in the Unisa Library to evaluate how the 'end-user', the trainee, views the value of this team role theory. Their views are then evaluated using a research/evaluation questionnaire. The findings are discussed and the conclusion is reached that Belbin's team role theory can be meaningfully applied in an information service enterprise. The feedback of the respondents indicates that they were satisfied with the accuracy and truthfulness of the results and that they were of the opinion that their team roles reflected their personalities rather than their values and culture. For them the main value lies in the renewed self-insight and increased self-confidence gained from the exercise. They also indicated its potential for improved cooperation and problem solving within team context. Furthermore they were confident that the team roles could be used when the reengineering plan is implemented in the Unisa Library. Finally it is recommended that team building needs to form an integral part of the reengineering implementation process. With regard to team development the need to focus on the 'task', 'team', 'individual' and the 'organisational context' is emphasised.
- Full Text:
- Authors: Van Heerden, Dalina Louise
- Date: 2012-09-11
- Subjects: Belbin, R. M. , University of South Africa. Library. , Teams in the workplace , Information services - South Africa , Reengineering (Management) - South Africa
- Type: Thesis
- Identifier: uj:10061 , http://hdl.handle.net/10210/7449
- Description: M.Inf. , Belbin's team role theory is a popular team building tool. This study aims to establish whether Belbin's theory can be meaningfully applied to an information service enterprise. Belbin's team role theory is explained and its uniqueness, when compared with similar theories such as Margerison and McCann's team role theory and the Myers-Briggs Type Indicator, is highlighted. Belbin's theory is then applied to a team in the Unisa Library to evaluate how the 'end-user', the trainee, views the value of this team role theory. Their views are then evaluated using a research/evaluation questionnaire. The findings are discussed and the conclusion is reached that Belbin's team role theory can be meaningfully applied in an information service enterprise. The feedback of the respondents indicates that they were satisfied with the accuracy and truthfulness of the results and that they were of the opinion that their team roles reflected their personalities rather than their values and culture. For them the main value lies in the renewed self-insight and increased self-confidence gained from the exercise. They also indicated its potential for improved cooperation and problem solving within team context. Furthermore they were confident that the team roles could be used when the reengineering plan is implemented in the Unisa Library. Finally it is recommended that team building needs to form an integral part of the reengineering implementation process. With regard to team development the need to focus on the 'task', 'team', 'individual' and the 'organisational context' is emphasised.
- Full Text:
Virtual working in teams : an exploratory survey of barriers
- Authors: Hodgson, Shane Ralph Colin
- Date: 2012-09-12
- Subjects: Teams in the workplace , Virtual corporations , Virtual work teams
- Type: Thesis
- Identifier: uj:10093 , http://hdl.handle.net/10210/7478
- Description: D.Phil. , This exploratory study looks at the barriers to virtual working as experienced by members of global virtual teams in a major Information Technology company. The data were collected by means of an online survey, and were subjected to detailed analysis. The initial survey measured respondents' levels of agreement with statements in the areas of Trust, Communications, Conflict and Virtual Work Self-Efficacy, which had all been identified by earlier research and literature review. Data reduction of the responses revealed the emergence of several factors, including ones related to virtual work facility, conflict, communications and vicarious learning. The research uncovered interesting facts about the barriers that virtual workers perceive to working virtually, as well as their views on the effectiveness of virtual working and the need for physical contact with fellow workers. The study ends with interpretation of the emergent factors and their interrelationships, and with the significance of this for organisations wishing to implement virtual team working
- Full Text:
- Authors: Hodgson, Shane Ralph Colin
- Date: 2012-09-12
- Subjects: Teams in the workplace , Virtual corporations , Virtual work teams
- Type: Thesis
- Identifier: uj:10093 , http://hdl.handle.net/10210/7478
- Description: D.Phil. , This exploratory study looks at the barriers to virtual working as experienced by members of global virtual teams in a major Information Technology company. The data were collected by means of an online survey, and were subjected to detailed analysis. The initial survey measured respondents' levels of agreement with statements in the areas of Trust, Communications, Conflict and Virtual Work Self-Efficacy, which had all been identified by earlier research and literature review. Data reduction of the responses revealed the emergence of several factors, including ones related to virtual work facility, conflict, communications and vicarious learning. The research uncovered interesting facts about the barriers that virtual workers perceive to working virtually, as well as their views on the effectiveness of virtual working and the need for physical contact with fellow workers. The study ends with interpretation of the emergent factors and their interrelationships, and with the significance of this for organisations wishing to implement virtual team working
- Full Text:
A model of work identity in multicultural work settings
- Authors: Bester, Francois
- Date: 2012-10-25
- Subjects: Diversity in the workplace , Teams in the workplace , Multiculturalism , Intercultural communication , Communication in organizations
- Type: Thesis
- Identifier: uj:10440 , http://hdl.handle.net/10210/7906
- Description: D.Phil. , Identity is a cognitive concept that describes “who I am”, and an important part of an individual’s identity is derived from shared social entities. However, as work and the work setting began playing prominent roles in most people’s social lives, the social identity derived from the working environment became the focus of several studies. It was, however, recognised that the locus of identification stretched beyond the organisation to other social phenomena available in the work setting. This finding encouraged a change of focus, which asserts that facets of work are sources of identification. The construct, work identity (WI), captures this extended understanding of social identity derived from work. There were also several research agendas about ways to strengthen or manipulate the relationship between employees and their work and/or workplace. Concepts such as work involvement, work commitment, work engagement, work centrality, and person-organisation fit represent this category of enquiry. As identity or identification was often mentioned in the definitions of these concepts, the concepts are perceived as WI-associated concepts. As several researchers recognised concept redundancy or concept contamination among the WI-associated concepts and between the WI-associated concepts and WI, further clarification of WI was needed. The purpose of this research project was to generate a model of the antecedents and consequences of WI in multicultural work settings. Conducting the research in a multicultural setting did not only test the theoretical ideas in a challenging context, but it contributed to a better understanding of employees from the research setting. The study used a cross-sectional field survey in order to gather responses from a convenience sample of employees from workplaces in Dubai. Data from 644 respondents was subjected to regression analysis and structural equation modelling. One characteristic of the dataset was the positively skewed distribution within some scales and significant disparity in the mean calculations of different nationality groups. Applying multiple regression to analyse and explore bivariate relationships, the data supported a positive relationship between job resources and WI. As an unexpected weak positive relationship between job demands and WI was also found, further research into the behaviour of job demands is required. A strong predictive relationship between WI and work engagement was indicated and a negative relationship between WI and turnover intentions was supported. Structural equation modelling identified a parsimonious model of WI in multicultural work settings which contained the concepts of job resources and job demands as antecedents of WI, with work engagement and turnover intentions as consequences of WI. The strength of causal relationships within this model was significantly affected by three moderator variables, namely level of education, age and, most strongly, by nationality. Therefore, although a stable covariance model was accepted, different nationality groups still processed the relationships between variables within the model in unique ways. Although WI manifested itself as a single-component structure in previous research that operationalised WI in the same way as this study, three facets of WI emerged here: work centrality, person-organisation fit, and value congruence. The different WI facets did not consistently relate to the antecedents or the consequences of WI in the same way. In addition, in response to findings of redundancy and contamination in previous studies, WI was found to be distinct from work engagement. This finding is a catalyst for future research to explore facets of WI and for researchers to revisit work engagement a consequence of WI and work engagement in multicultural work settings.
- Full Text:
- Authors: Bester, Francois
- Date: 2012-10-25
- Subjects: Diversity in the workplace , Teams in the workplace , Multiculturalism , Intercultural communication , Communication in organizations
- Type: Thesis
- Identifier: uj:10440 , http://hdl.handle.net/10210/7906
- Description: D.Phil. , Identity is a cognitive concept that describes “who I am”, and an important part of an individual’s identity is derived from shared social entities. However, as work and the work setting began playing prominent roles in most people’s social lives, the social identity derived from the working environment became the focus of several studies. It was, however, recognised that the locus of identification stretched beyond the organisation to other social phenomena available in the work setting. This finding encouraged a change of focus, which asserts that facets of work are sources of identification. The construct, work identity (WI), captures this extended understanding of social identity derived from work. There were also several research agendas about ways to strengthen or manipulate the relationship between employees and their work and/or workplace. Concepts such as work involvement, work commitment, work engagement, work centrality, and person-organisation fit represent this category of enquiry. As identity or identification was often mentioned in the definitions of these concepts, the concepts are perceived as WI-associated concepts. As several researchers recognised concept redundancy or concept contamination among the WI-associated concepts and between the WI-associated concepts and WI, further clarification of WI was needed. The purpose of this research project was to generate a model of the antecedents and consequences of WI in multicultural work settings. Conducting the research in a multicultural setting did not only test the theoretical ideas in a challenging context, but it contributed to a better understanding of employees from the research setting. The study used a cross-sectional field survey in order to gather responses from a convenience sample of employees from workplaces in Dubai. Data from 644 respondents was subjected to regression analysis and structural equation modelling. One characteristic of the dataset was the positively skewed distribution within some scales and significant disparity in the mean calculations of different nationality groups. Applying multiple regression to analyse and explore bivariate relationships, the data supported a positive relationship between job resources and WI. As an unexpected weak positive relationship between job demands and WI was also found, further research into the behaviour of job demands is required. A strong predictive relationship between WI and work engagement was indicated and a negative relationship between WI and turnover intentions was supported. Structural equation modelling identified a parsimonious model of WI in multicultural work settings which contained the concepts of job resources and job demands as antecedents of WI, with work engagement and turnover intentions as consequences of WI. The strength of causal relationships within this model was significantly affected by three moderator variables, namely level of education, age and, most strongly, by nationality. Therefore, although a stable covariance model was accepted, different nationality groups still processed the relationships between variables within the model in unique ways. Although WI manifested itself as a single-component structure in previous research that operationalised WI in the same way as this study, three facets of WI emerged here: work centrality, person-organisation fit, and value congruence. The different WI facets did not consistently relate to the antecedents or the consequences of WI in the same way. In addition, in response to findings of redundancy and contamination in previous studies, WI was found to be distinct from work engagement. This finding is a catalyst for future research to explore facets of WI and for researchers to revisit work engagement a consequence of WI and work engagement in multicultural work settings.
- Full Text:
Team development - applicability of the efficiencies and effectiveness of team development
- Mbohwa, Charles, Edward, Leona, Nicole
- Authors: Mbohwa, Charles , Edward, Leona, Nicole
- Date: 2013
- Subjects: Organizational effectiveness , Organizational change , Competition , Teams in the workplace
- Type: Article
- Identifier: uj:6165 , ISBN 978-93-82242-26-0 , http://hdl.handle.net/10210/13769
- Description: Organizations are under constant pressure due to the rapid changes in the external environment. Therefore, organizations are continuously striving to sustain their competitive advantage. Within the banking industry, being innovative is inadequate to support the company’s competitive advantage. No sooner Bank A introduces an innovative service offering, Bank B and C soon replicates this offering to satisfy and to retain their customers. Sustainable excellent service delivery is an imperative within this industry. Therefore, the focus of this study looks into team development to enhance productivity to achieve the organization’s objectives.
- Full Text:
- Authors: Mbohwa, Charles , Edward, Leona, Nicole
- Date: 2013
- Subjects: Organizational effectiveness , Organizational change , Competition , Teams in the workplace
- Type: Article
- Identifier: uj:6165 , ISBN 978-93-82242-26-0 , http://hdl.handle.net/10210/13769
- Description: Organizations are under constant pressure due to the rapid changes in the external environment. Therefore, organizations are continuously striving to sustain their competitive advantage. Within the banking industry, being innovative is inadequate to support the company’s competitive advantage. No sooner Bank A introduces an innovative service offering, Bank B and C soon replicates this offering to satisfy and to retain their customers. Sustainable excellent service delivery is an imperative within this industry. Therefore, the focus of this study looks into team development to enhance productivity to achieve the organization’s objectives.
- Full Text:
Group cohesion, loyalty and conformity to group norms in a formal multi-racial organization
- Authors: Quilliam, Neale E.
- Date: 2014-09-15
- Subjects: Teams in the workplace
- Type: Thesis
- Identifier: uj:12293 , http://hdl.handle.net/10210/12079
- Description: M.A. (Sociology) , Most, if not all, groups as well as major commercial concerns existing in South Africa today, begin through the actions of one man, or a small group of people. These people were usually wealthy investors, who had the purpose of profit in mind, but nonetheless, were responsible for the conglomerates now active in today's economic world. People such as, Sir Ernest Oppenheimer (Anglo American Corporation) Sir John Patterson (Standard Bank of South Africa) Douglas Murray (Murray & Roberts) and many others, began with an idea, and joined by a small group, rose from humble beginnings and formed the major corporations we know today. To be able to expand to the size of today's big companies, more and more people were required to staff the work stations and start up the subsidiary companies and head office divisions that today comprise the holding companies listed on the Johannesburg Stock Exchange. This is not just a historical event, but the same process is continuing on an ever increasing rate in the modern commercial climate.
- Full Text:
- Authors: Quilliam, Neale E.
- Date: 2014-09-15
- Subjects: Teams in the workplace
- Type: Thesis
- Identifier: uj:12293 , http://hdl.handle.net/10210/12079
- Description: M.A. (Sociology) , Most, if not all, groups as well as major commercial concerns existing in South Africa today, begin through the actions of one man, or a small group of people. These people were usually wealthy investors, who had the purpose of profit in mind, but nonetheless, were responsible for the conglomerates now active in today's economic world. People such as, Sir Ernest Oppenheimer (Anglo American Corporation) Sir John Patterson (Standard Bank of South Africa) Douglas Murray (Murray & Roberts) and many others, began with an idea, and joined by a small group, rose from humble beginnings and formed the major corporations we know today. To be able to expand to the size of today's big companies, more and more people were required to staff the work stations and start up the subsidiary companies and head office divisions that today comprise the holding companies listed on the Johannesburg Stock Exchange. This is not just a historical event, but the same process is continuing on an ever increasing rate in the modern commercial climate.
- Full Text:
An investigation : should organizations move towards team-based recognition?
- Authors: Dhanpat, N.
- Date: 2014-11-23
- Subjects: Incentive awards , Management - Team work , Employees - Rating of , Teams in the workplace
- Type: Article
- Identifier: uj:5537 , ISSN 20392117 , ISSN 20399340 , http://hdl.handle.net/10210/14072
- Description: This paper presents the occasion for organizations to investigate the need to transition towards a team-based approach of employee recognition. A theoretical framework of employee recognition is presented. Employee recognition is largely recognized as a managerial practice, and have been in practice in terms of individual-based recognition within organizations. Many organizations are looking for a way forward to approach this matter in a strategic manner, and understand the implications of team-based recognition on employees and the organization itself. Employee recognition has placed major impact on work performance, team effectiveness and organizational success. The paper explores motivational theories linked to employee recognition and elaborates on the effective utilization of recognition programs. Subsequently, the impact of employee recognition on employees are reviewed. The consequences and implications of team-based employee recognition are further evaluated. The paper is a qualitative study based on utilizing secondary data and presents a conceptual paper. The current study has reviewed various literature on remuneration, compensation, employee recognition, motivation and teamwork. This paper further suggests that organizations needs to be cognizant of the implications and consequences of team-based recognition on employees, work outcomes and employee behaviour.
- Full Text:
- Authors: Dhanpat, N.
- Date: 2014-11-23
- Subjects: Incentive awards , Management - Team work , Employees - Rating of , Teams in the workplace
- Type: Article
- Identifier: uj:5537 , ISSN 20392117 , ISSN 20399340 , http://hdl.handle.net/10210/14072
- Description: This paper presents the occasion for organizations to investigate the need to transition towards a team-based approach of employee recognition. A theoretical framework of employee recognition is presented. Employee recognition is largely recognized as a managerial practice, and have been in practice in terms of individual-based recognition within organizations. Many organizations are looking for a way forward to approach this matter in a strategic manner, and understand the implications of team-based recognition on employees and the organization itself. Employee recognition has placed major impact on work performance, team effectiveness and organizational success. The paper explores motivational theories linked to employee recognition and elaborates on the effective utilization of recognition programs. Subsequently, the impact of employee recognition on employees are reviewed. The consequences and implications of team-based employee recognition are further evaluated. The paper is a qualitative study based on utilizing secondary data and presents a conceptual paper. The current study has reviewed various literature on remuneration, compensation, employee recognition, motivation and teamwork. This paper further suggests that organizations needs to be cognizant of the implications and consequences of team-based recognition on employees, work outcomes and employee behaviour.
- Full Text:
Die funksionering en produktiwiteit van beroeps- versus sportgroepe : 'n vergelykende studie
- Authors: George, Senamphe
- Date: 2015-10-28
- Subjects: Labor productivity - South Africa , Work capacity evaluation , Teams in the workplace , Athletic clubs
- Type: Thesis
- Identifier: uj:14454 , http://hdl.handle.net/10210/14976
- Description: M.Com. (Sports Management) , Please refer to full text to view abstract
- Full Text:
- Authors: George, Senamphe
- Date: 2015-10-28
- Subjects: Labor productivity - South Africa , Work capacity evaluation , Teams in the workplace , Athletic clubs
- Type: Thesis
- Identifier: uj:14454 , http://hdl.handle.net/10210/14976
- Description: M.Com. (Sports Management) , Please refer to full text to view abstract
- Full Text:
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