The influence of educator attitudes on whole school development
- Authors: Andraos, Alexis
- Date: 2010-11-17T07:20:17Z
- Subjects: School improvement programs , Educational change , Teachers , Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:6985 , http://hdl.handle.net/10210/3492
- Description: M.Ed. , The central focus of this inquiry hinges on the notion that, within the context of school improvement initiatives, the nature of the organizational culture of the school cannot be overlooked as it has profound consequences for both stability and change (Finnan & Levin in Altrichter & Elliot, 2000: 93). This inquiry further proposes that if educational psychology is to succeed in establishing a more progressive identity, greater emphasis needs to be placed on its contribution to the management and psychology of schooling (Sharrat, 1995: 212). This study was borne out of my personal experience as an educator where it seemed increasingly apparent that the attitudes of my colleagues did not succeed in contributing positively to the improvement of the school as an organizational whole. This was evident in their reactive, often inconsistent approach towards discipline; poor motivation; late arrivals; regular absenteeism; lack of commitment; feelings of frustration as well as a sense of inevitability about the status quo. These factors seemed to playa critical role in the general ethos and cultural identity of the school. In light of the aforementioned, I chose to conduct an ethnographic inquiry at the school where I became submerged in the culture of the school for a period of approximately four years (February 1998 to December 2001). In keeping with the principles of ethnographic research, the overarching purpose of this study has been defined by its underlying concern with cultural interpretation (Wolcott, 1999: 67 -68). It has embodied an educational-autobiographical dimension and has taken the combined form of a realist-confessional tale. The data collection techniques utilised have included fieldwork; participant observation; semi-structured group interviews; incomplete sentences questionnaires; graphic representations of the school emblem and representation of the field by means of photographs. The participants comprised 27 secondary school educators. The findings indicate that a link exists between the attitudes of educators and a school's capacity for improvement. Moreover one crucial observation was made, namely that where the organisational culture of a school is anomic or entropic in nature the school's capacity for improvement is limited. This appears to be exacerbated by a negative identity, a poor culture of teaching and learning, and a lack of effectual executive leadership. These factors evidently give rise to an absence of a culture of collaboration, disciplinary difficulties and a poor quality of working life within the organisational whole of the school. The findings further suggest additional notable issues for consideration in -relation to the role the educational psychologist should play in the planning of whole school intervention strategies.
- Full Text:
- Authors: Andraos, Alexis
- Date: 2010-11-17T07:20:17Z
- Subjects: School improvement programs , Educational change , Teachers , Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:6985 , http://hdl.handle.net/10210/3492
- Description: M.Ed. , The central focus of this inquiry hinges on the notion that, within the context of school improvement initiatives, the nature of the organizational culture of the school cannot be overlooked as it has profound consequences for both stability and change (Finnan & Levin in Altrichter & Elliot, 2000: 93). This inquiry further proposes that if educational psychology is to succeed in establishing a more progressive identity, greater emphasis needs to be placed on its contribution to the management and psychology of schooling (Sharrat, 1995: 212). This study was borne out of my personal experience as an educator where it seemed increasingly apparent that the attitudes of my colleagues did not succeed in contributing positively to the improvement of the school as an organizational whole. This was evident in their reactive, often inconsistent approach towards discipline; poor motivation; late arrivals; regular absenteeism; lack of commitment; feelings of frustration as well as a sense of inevitability about the status quo. These factors seemed to playa critical role in the general ethos and cultural identity of the school. In light of the aforementioned, I chose to conduct an ethnographic inquiry at the school where I became submerged in the culture of the school for a period of approximately four years (February 1998 to December 2001). In keeping with the principles of ethnographic research, the overarching purpose of this study has been defined by its underlying concern with cultural interpretation (Wolcott, 1999: 67 -68). It has embodied an educational-autobiographical dimension and has taken the combined form of a realist-confessional tale. The data collection techniques utilised have included fieldwork; participant observation; semi-structured group interviews; incomplete sentences questionnaires; graphic representations of the school emblem and representation of the field by means of photographs. The participants comprised 27 secondary school educators. The findings indicate that a link exists between the attitudes of educators and a school's capacity for improvement. Moreover one crucial observation was made, namely that where the organisational culture of a school is anomic or entropic in nature the school's capacity for improvement is limited. This appears to be exacerbated by a negative identity, a poor culture of teaching and learning, and a lack of effectual executive leadership. These factors evidently give rise to an absence of a culture of collaboration, disciplinary difficulties and a poor quality of working life within the organisational whole of the school. The findings further suggest additional notable issues for consideration in -relation to the role the educational psychologist should play in the planning of whole school intervention strategies.
- Full Text:
The importance of effective strategic leadership in organisations
- Authors: Van Eeden, Cornelia Maria
- Date: 2012-09-06
- Subjects: Leadership , Human capital , Corporate culture , Strategic planning , Business ethics , Corporate governance
- Type: Mini-Dissertation
- Identifier: uj:9666 , http://hdl.handle.net/10210/7081
- Description: M.Comm. , This research is intended to describe the elements that underline and compromise strategic leadership. Having strategic leaders with substantive expertise in the firm's core functions and businesses is important to the effectiveness of a management team. A heterogenic management team is associated positively with innovation and strategic change and may force them to "think outside of the box" (Hitt et al.,2001:493). Key elements of strategic leadership is used to identify weaknesses and strengths within the organisation and explored. The type of effective strategic leadership that results in the successful implementation of strategies is exemplified by developing human capital through training to establish a strategic direction, fostering an effective culture, exploiting core competencies, using effective organisational control systems and establish ethical practices (Hitt et al., 2001: 509).
- Full Text:
- Authors: Van Eeden, Cornelia Maria
- Date: 2012-09-06
- Subjects: Leadership , Human capital , Corporate culture , Strategic planning , Business ethics , Corporate governance
- Type: Mini-Dissertation
- Identifier: uj:9666 , http://hdl.handle.net/10210/7081
- Description: M.Comm. , This research is intended to describe the elements that underline and compromise strategic leadership. Having strategic leaders with substantive expertise in the firm's core functions and businesses is important to the effectiveness of a management team. A heterogenic management team is associated positively with innovation and strategic change and may force them to "think outside of the box" (Hitt et al.,2001:493). Key elements of strategic leadership is used to identify weaknesses and strengths within the organisation and explored. The type of effective strategic leadership that results in the successful implementation of strategies is exemplified by developing human capital through training to establish a strategic direction, fostering an effective culture, exploiting core competencies, using effective organisational control systems and establish ethical practices (Hitt et al., 2001: 509).
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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)
- Full Text:
- Authors: Retief, Lance Andre
- Date: 2018
- Subjects: Consolidation and merger of corporations , Employee retention , Corporate culture , Business communication , Organizational change - Management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/271946 , uj:28933
- Description: Abstract: Ninety percent of high tech mergers and acquisitions fail to deliver the expected increases. Talent retention, communication and integration of corporate cultures are of the major people challenges experienced in mergers and acquisitions. The failure to retain key talented staff and the successful integration of corporate cultures often cause productivity levels to drop to as low as 50 percent, employee satisfaction levels drop by 14 percent and 80 percent of employees feel that leaders were concerned with the financial benefits at the expense of people. Research on mergers and acquisitions over the last 20 years were predominantly conducted using quantitative research methods with a focus on finance, accounting and economics. The need to conduct more qualitative research methodologies have been expressed with a focus on people as oppose to financials and economic data. This study followed a qualitative, realism, interpretivist approach in order to understand and seek rich descriptions from various participants on their diverse acquisition experiences which tells a story of why talent may decide to stay or leave post an acquisition. Data was collected using predominantly semi-structured open ended interviews. Nine acquired employees from different acquisitions were interviewed, some of which resigned post their acquisition. A thematic analysis process was used to analyse the data. Conclusions were drawn from the themes and the relationships between them. The study confirmed what the literature says on mergers and acquisitions and people integration challenges. Corporate culture differences, HR due diligence, HR integration plans and the management of change are key drivers impacting employees’ decision to leave or stay post an acquisition. Corporate culture differences include, structural, process and procedure difference. HR due diligence include effective communication before and during an acquisition and HR integration plans refer to the initiatives acquirer firms implement to manage the integration process. The management of change include the acquirer firms’ ability to put robust change management plans in place and the personal coping mechanisms acquired employees adopt to manage the change. The study concluded that the factors that impacted employees’ decision to stay or leave after an acquisition varied. Of the main factors included the inability to cope with... , M.Phil. (Management)
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Deelnemende bestuur en korporatiewe kultuur : onafhanklike konstrukte?
- Authors: Odendaal, Aletta
- Date: 2014-04-14
- Subjects: Management - Employee participation , Corporate culture , Industrial Psychology
- Type: Thesis
- Identifier: uj:10595 , http://hdl.handle.net/10210/10119
- Description: M.A. (Industrial Psychology) , Participative management is a growing trend worldwide and Is especially in South Africa driven by the spirit of democracy. Although South Africa has moved towards a democratic political dispensation, the establishment of democracy In the Workplace has been left behind. From Available literature It is clear that worker participation is a movement that has not developed systematically but has been influenced by diverse forms of Initiative from different countries. The diversity has led to general confusion in the discussion of worker participation In South Africa. In the said literature the concept of participation is approached on the assumption that the style of managing work relationships is conditioned by the culture of the organisation. On this basis an effective management style will be the most powerful Instrument at the disposal of management to steer South Africa away from the present abyss of Industrial conflict and low productivity.
- Full Text:
- Authors: Odendaal, Aletta
- Date: 2014-04-14
- Subjects: Management - Employee participation , Corporate culture , Industrial Psychology
- Type: Thesis
- Identifier: uj:10595 , http://hdl.handle.net/10210/10119
- Description: M.A. (Industrial Psychology) , Participative management is a growing trend worldwide and Is especially in South Africa driven by the spirit of democracy. Although South Africa has moved towards a democratic political dispensation, the establishment of democracy In the Workplace has been left behind. From Available literature It is clear that worker participation is a movement that has not developed systematically but has been influenced by diverse forms of Initiative from different countries. The diversity has led to general confusion in the discussion of worker participation In South Africa. In the said literature the concept of participation is approached on the assumption that the style of managing work relationships is conditioned by the culture of the organisation. On this basis an effective management style will be the most powerful Instrument at the disposal of management to steer South Africa away from the present abyss of Industrial conflict and low productivity.
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Aligning corporate culture and product innovation at Sappi Fine Paper South Africa
- Authors: Loots, Daniel Eduard
- Date: 2009-03-24T12:09:33Z
- Subjects: Organizational change , Corporate culture , Paper industry (South Africa)
- Type: Thesis
- Identifier: uj:8221 , http://hdl.handle.net/10210/2305
- Description: M.B.A. , The paper industry and, more specifically, Sappi Fine Paper, has not been achieving the levels of innovation required to meet rapidly-changing market needs, especially when compared to manufacturers like 3M. The industry is therefore losing value and not achieving optimal returns on investment. The reasons for this lack of innovation are not known. This study aims to investigate these sub-optimal levels of innovation, and to define some of the possible reasons for it. The study begins with an examination of corporate culture and its impact on innovation. In this regard, a cultural audit was done on a selected group of Sappi employees involved in product development from manufacturing, and sales and marketing. The questionnaire used was aimed at measuring and quantifying innovation and creativity influencers, and both perceived and preferred dimensions of culture were recorded. A gap analysis was then undertaken between the two, and perceptual charts plotted for each of the research groups. The audit revealed that Sappi Fine Paper does, indeed, have a creative culture, but the gap analysis revealed that in certain dimensions there are large gaps between the perceived and preferred profiles. The most critical gap affecting innovation was the one in the “risk profile” dimension. This revealed a tendency for the company to be risk averse, while the expressed preference of staff is that it be more open to risk taking. The literature review also highlights the importance that risk taking plays in innovation. The conclusion drawn is that, in order to achieve improved levels of innovation, Sappi Fine Paper needs to support existing creativity with a greater openness to risk taking resulting in higher levels of innovation.
- Full Text:
- Authors: Loots, Daniel Eduard
- Date: 2009-03-24T12:09:33Z
- Subjects: Organizational change , Corporate culture , Paper industry (South Africa)
- Type: Thesis
- Identifier: uj:8221 , http://hdl.handle.net/10210/2305
- Description: M.B.A. , The paper industry and, more specifically, Sappi Fine Paper, has not been achieving the levels of innovation required to meet rapidly-changing market needs, especially when compared to manufacturers like 3M. The industry is therefore losing value and not achieving optimal returns on investment. The reasons for this lack of innovation are not known. This study aims to investigate these sub-optimal levels of innovation, and to define some of the possible reasons for it. The study begins with an examination of corporate culture and its impact on innovation. In this regard, a cultural audit was done on a selected group of Sappi employees involved in product development from manufacturing, and sales and marketing. The questionnaire used was aimed at measuring and quantifying innovation and creativity influencers, and both perceived and preferred dimensions of culture were recorded. A gap analysis was then undertaken between the two, and perceptual charts plotted for each of the research groups. The audit revealed that Sappi Fine Paper does, indeed, have a creative culture, but the gap analysis revealed that in certain dimensions there are large gaps between the perceived and preferred profiles. The most critical gap affecting innovation was the one in the “risk profile” dimension. This revealed a tendency for the company to be risk averse, while the expressed preference of staff is that it be more open to risk taking. The literature review also highlights the importance that risk taking plays in innovation. The conclusion drawn is that, in order to achieve improved levels of innovation, Sappi Fine Paper needs to support existing creativity with a greater openness to risk taking resulting in higher levels of innovation.
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Defining incompatible behaviour in an employer/employee relationship
- Authors: Grant, Charlene
- Date: 2014-11-04
- Subjects: Corporate culture , Industrial relations
- Type: Thesis
- Identifier: uj:12752 , http://hdl.handle.net/10210/12642
- Description: M.Phil. (Labour Law) , Please refer to full text to view abstract
- Full Text:
- Authors: Grant, Charlene
- Date: 2014-11-04
- Subjects: Corporate culture , Industrial relations
- Type: Thesis
- Identifier: uj:12752 , http://hdl.handle.net/10210/12642
- Description: M.Phil. (Labour Law) , Please refer to full text to view abstract
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Die verwantskap tussen topbestuurwaardes en organisasiekultuur
- Dorfling, Petrus Johannes Jacobus
- Authors: Dorfling, Petrus Johannes Jacobus
- Date: 2015-09-01
- Subjects: Organizational behavior , Management , Corporate culture
- Type: Thesis
- Identifier: uj:13995 , http://hdl.handle.net/10210/14369
- Description: M.Com. , Organisation culture is defined as the consistent pattern of assumption. values and philosophies developed by the members of an organisation in order to cope with the organisation's particular problems of existence. These assumptions, values and philosophies provide direction to the organisation in the form of a strategy or mission and also serve to integrate the organisation's internal designs and behaviors into consistent pattern (roles and activities of managers and employees, style of business, managerial style, structure, systems and procedures, rewards, status, punishments, criteria for selection and behavioral norms) ...
- Full Text:
- Authors: Dorfling, Petrus Johannes Jacobus
- Date: 2015-09-01
- Subjects: Organizational behavior , Management , Corporate culture
- Type: Thesis
- Identifier: uj:13995 , http://hdl.handle.net/10210/14369
- Description: M.Com. , Organisation culture is defined as the consistent pattern of assumption. values and philosophies developed by the members of an organisation in order to cope with the organisation's particular problems of existence. These assumptions, values and philosophies provide direction to the organisation in the form of a strategy or mission and also serve to integrate the organisation's internal designs and behaviors into consistent pattern (roles and activities of managers and employees, style of business, managerial style, structure, systems and procedures, rewards, status, punishments, criteria for selection and behavioral norms) ...
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The consequences of employees' work-based identity
- Authors: Bothma, Filippus Cornelius
- Date: 2012-06-07
- Subjects: Identity (Psychology) , Corporate culture , Performance - Management
- Type: Thesis
- Identifier: uj:2545 , http://hdl.handle.net/10210/4999
- Description: D.Comm. , Work-related identities have a major influence on employee behaviour, as specific identities are evoked in response to certain social situations. As part of a larger research project, this study systematically investigated the relationship between work-based identity and selected subjective and objective work outcomes. Based on the research findings, it can be stated that work-based identity plays an important role in determining employees‟ work outcomes, for example, task performance. These work outcomes are important (e.g., labour turnover and task performance) for organisations, as they have cost implications that impact on the organisation‟s financial bottom line. Research purpose: The primary objective of this study was to investigate whether work-based identity is related to the selected subjective consequences personal alienation, burnout, organisational citizenship behaviour - helping behaviour (H-OCB) and work engagement, and the selected objective consequences turnover intention as a proxy for labour turnover, and task performance. The possible mediation effect that the subjective consequences may have on the relationship between work-based identity and the objective consequences were investigated. It was also investigated whether the selected predictors (including work-based identity with the subjective consequences) can predict turnover intention and task performance. In addition, the possibility of the selected biographical and demographic data having a moderating effect on the relationship between the predictors (i.e. work-based identity and the selected subjective consequences) and objective consequences were investigated.
- Full Text:
- Authors: Bothma, Filippus Cornelius
- Date: 2012-06-07
- Subjects: Identity (Psychology) , Corporate culture , Performance - Management
- Type: Thesis
- Identifier: uj:2545 , http://hdl.handle.net/10210/4999
- Description: D.Comm. , Work-related identities have a major influence on employee behaviour, as specific identities are evoked in response to certain social situations. As part of a larger research project, this study systematically investigated the relationship between work-based identity and selected subjective and objective work outcomes. Based on the research findings, it can be stated that work-based identity plays an important role in determining employees‟ work outcomes, for example, task performance. These work outcomes are important (e.g., labour turnover and task performance) for organisations, as they have cost implications that impact on the organisation‟s financial bottom line. Research purpose: The primary objective of this study was to investigate whether work-based identity is related to the selected subjective consequences personal alienation, burnout, organisational citizenship behaviour - helping behaviour (H-OCB) and work engagement, and the selected objective consequences turnover intention as a proxy for labour turnover, and task performance. The possible mediation effect that the subjective consequences may have on the relationship between work-based identity and the objective consequences were investigated. It was also investigated whether the selected predictors (including work-based identity with the subjective consequences) can predict turnover intention and task performance. In addition, the possibility of the selected biographical and demographic data having a moderating effect on the relationship between the predictors (i.e. work-based identity and the selected subjective consequences) and objective consequences were investigated.
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Internal marketing and its role in the corporate brand of a tertiary educational institution
- Authors: Botha, Monray Marsellus
- Date: 2012-06-06
- Subjects: Marketing , Corporate culture , Branding (Marketing) , Marketing management , Corporate image , Branding
- Type: Mini-Dissertation
- Identifier: uj:2533 , http://hdl.handle.net/10210/4988
- Description: M.Comm. , Institutional changes at tertiary educational institutions are an example of change that followed the first democratic elections in 1994. On 31 May 2002, a merger that formed part of the higher education landscape restructuring undertaken by the Department of Education was initiated. The merger entailed that the Technikon Witwatersrand (TWR), the Rand Afrikaans University (RAU) as well as two Vista University campuses situated in Soweto and East Rand merge as one new academic institution. The University of Johannesburg (UJ) was established on 1 December 2005 with over 40 000 full-time students and 2 700 permanent employees. This merger was as a result of the National Plan for Higher Education. Owing to the merger, the UJ had to undertake a major change management initiative. There is a perception that, although the UJ has established its corporate brand, employees are not familiar with the vision, mission and strategic goals set by the corporate brand. Some employees, especially those previously employed by the pre-merger institutions, still refer to these institutions and do not refer to the post-merger institution when they communicate with each other and people from outside. An exploratory research approach using both qualitative and quantitative research was followed in this study. The sample constituted 81 respondents who filled in the computerised questionnaire. The questionnaire consisted of two sections. Section A covered the demographics of the respondents and section B consisted of 37 close-ended questions and three open-ended questions. From the research it is clear that the UJ in fact established this new brand, but that more should be done with regard to proper internalising of the brand. The role of employees in the promotion of the brand and service quality should be revaluated by the UJ in order to overcome the problems currently perceived by employees.
- Full Text:
- Authors: Botha, Monray Marsellus
- Date: 2012-06-06
- Subjects: Marketing , Corporate culture , Branding (Marketing) , Marketing management , Corporate image , Branding
- Type: Mini-Dissertation
- Identifier: uj:2533 , http://hdl.handle.net/10210/4988
- Description: M.Comm. , Institutional changes at tertiary educational institutions are an example of change that followed the first democratic elections in 1994. On 31 May 2002, a merger that formed part of the higher education landscape restructuring undertaken by the Department of Education was initiated. The merger entailed that the Technikon Witwatersrand (TWR), the Rand Afrikaans University (RAU) as well as two Vista University campuses situated in Soweto and East Rand merge as one new academic institution. The University of Johannesburg (UJ) was established on 1 December 2005 with over 40 000 full-time students and 2 700 permanent employees. This merger was as a result of the National Plan for Higher Education. Owing to the merger, the UJ had to undertake a major change management initiative. There is a perception that, although the UJ has established its corporate brand, employees are not familiar with the vision, mission and strategic goals set by the corporate brand. Some employees, especially those previously employed by the pre-merger institutions, still refer to these institutions and do not refer to the post-merger institution when they communicate with each other and people from outside. An exploratory research approach using both qualitative and quantitative research was followed in this study. The sample constituted 81 respondents who filled in the computerised questionnaire. The questionnaire consisted of two sections. Section A covered the demographics of the respondents and section B consisted of 37 close-ended questions and three open-ended questions. From the research it is clear that the UJ in fact established this new brand, but that more should be done with regard to proper internalising of the brand. The role of employees in the promotion of the brand and service quality should be revaluated by the UJ in order to overcome the problems currently perceived by employees.
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Corporate culture and participation: independent constructs?
- Authors: Odendaal, A. , Roodt, G.
- Date: 1998
- Subjects: Participative management , Corporate culture , Organisational climate
- Type: Article
- Identifier: uj:6300 , http://hdl.handle.net/10210/1049
- Description: The objective of this study was to determine whether participative management and corporate culture are mutually exclusive (independent) concepts. The Human Sciences Research Council (HSRC) used an organisational climate and culture questionnaire and applied it to the test sample of 2 357 personnel from a population of 23 564 people working for a paramilitary organisation. The data set of the HSRC was used for the purpose of this study. A panel of experts identified the items in the questionnaire which related to participation according to predetermined criteria and the remaining items were applicable to corporate culture. The results of the factor and item analyses indicate that participative management and corporate culture, as perceived by workers and management, were interrelated and were not independent concepts as conceptualised by the experts.
- Full Text:
- Authors: Odendaal, A. , Roodt, G.
- Date: 1998
- Subjects: Participative management , Corporate culture , Organisational climate
- Type: Article
- Identifier: uj:6300 , http://hdl.handle.net/10210/1049
- Description: The objective of this study was to determine whether participative management and corporate culture are mutually exclusive (independent) concepts. The Human Sciences Research Council (HSRC) used an organisational climate and culture questionnaire and applied it to the test sample of 2 357 personnel from a population of 23 564 people working for a paramilitary organisation. The data set of the HSRC was used for the purpose of this study. A panel of experts identified the items in the questionnaire which related to participation according to predetermined criteria and the remaining items were applicable to corporate culture. The results of the factor and item analyses indicate that participative management and corporate culture, as perceived by workers and management, were interrelated and were not independent concepts as conceptualised by the experts.
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Strategic organisational transformation: the role of learning, leadership and culture
- Authors: Viljoen, Karen
- Date: 2012-08-28
- Subjects: Organizational change , Organizational learning , Strategic planning , Leadership , Corporate culture
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/385716 , uj:3333 , http://hdl.handle.net/10210/6734
- Description: M. Comm. , South Africa finds itself in the midst of a turbulent environment. Organisations are seeking ways and methods to achieve better results for its stakeholders by being more competitive through for example addressing customer needs. Furthermore, organisations are focusing on adapting to the changing economic and social environment. Suddenly, after many years where the political dispensation only provided protection and benefits to certain groups, organisations now have to comply with the requirements of new legislation such as the Labour Relations Act, the Basic Condition of Employment Act, the Skills Development Act and the Employment Equity Act. Although the influence of these Acts are not under the discussion their existence do have an impact on the way South African organisations do business. Words and phrases such as empowerment, transparency and equal opportunity have quickly and almost unnoticeably become part of the South African vocabulary. Furthermore, South Africa has now also become part of the global arena. Its global competitiveness therefore might be the single most important factor in ensuring South Africa's survival. Information technology has opened up a world of e-commerce and a large number of foreign companies have now moved their focus to the so-called emerging markets of which South Africa is one, bringing along more companies to compete with in the limited local market. Organisations in South Africa therefore have to empower themselves in adapting to the new challenges and the changing environment. Possibly the best way will be to gear itself for continuous change. However, South Africa's top management teams will have to take cognisance of factors that will ensure successful strategic organisational transformation. Here, the role of leadership, learning and culture will proof significant to enable strategic organisational transformation in the South African organisation. With this study it is hoped that some findings will assist organisations faced with the reality of change, to understand the important determinants in organisational change.
- Full Text:
- Authors: Viljoen, Karen
- Date: 2012-08-28
- Subjects: Organizational change , Organizational learning , Strategic planning , Leadership , Corporate culture
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/385716 , uj:3333 , http://hdl.handle.net/10210/6734
- Description: M. Comm. , South Africa finds itself in the midst of a turbulent environment. Organisations are seeking ways and methods to achieve better results for its stakeholders by being more competitive through for example addressing customer needs. Furthermore, organisations are focusing on adapting to the changing economic and social environment. Suddenly, after many years where the political dispensation only provided protection and benefits to certain groups, organisations now have to comply with the requirements of new legislation such as the Labour Relations Act, the Basic Condition of Employment Act, the Skills Development Act and the Employment Equity Act. Although the influence of these Acts are not under the discussion their existence do have an impact on the way South African organisations do business. Words and phrases such as empowerment, transparency and equal opportunity have quickly and almost unnoticeably become part of the South African vocabulary. Furthermore, South Africa has now also become part of the global arena. Its global competitiveness therefore might be the single most important factor in ensuring South Africa's survival. Information technology has opened up a world of e-commerce and a large number of foreign companies have now moved their focus to the so-called emerging markets of which South Africa is one, bringing along more companies to compete with in the limited local market. Organisations in South Africa therefore have to empower themselves in adapting to the new challenges and the changing environment. Possibly the best way will be to gear itself for continuous change. However, South Africa's top management teams will have to take cognisance of factors that will ensure successful strategic organisational transformation. Here, the role of leadership, learning and culture will proof significant to enable strategic organisational transformation in the South African organisation. With this study it is hoped that some findings will assist organisations faced with the reality of change, to understand the important determinants in organisational change.
- Full Text:
Evaluation of a process- and product-innovation framework in decentralised international organisations
- Authors: Van Wyk, Anne-Marie
- Date: 2018
- Subjects: New products , Consumer satisfaction , Customer services , Corporate culture
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/293722 , uj:31944
- Description: D.Phil. (Engineering Management) , Abstract: The availability of big data, supported by advanced technologies, has given rise to a more informed and empowered global consumer, resulting in extreme pressure on organisations to continuously find new innovative ways to serve these clients. When operating under tough economic conditions companies tend to challenge the timing of innovative initiatives. The truth is that they simply have no choice. Clients now have more information and more choices than ever and an ever-growing list of demands and expectations. Simultaneously, there is increased competition for the same share of wallet. They must rise to the challenge, gear up for the battle and understand that they need to innovate and operate differently to survive. The journey to client centricity through structured innovation has a beginning but no end. It starts with the conceptualisation of an idea, develops through organisational alignment and iterations of implementation, learning and improvement. Client centricity has proven to be an elusive goal for many organisations. Agile disruptive innovation is required to remain relevant in the areas in which they operate. A paradigm shift is required and organisations need to change the strategies from being product centric to focusing on client centricity instead. The biggest issue and major challenge typically faced by organisations attempting to make this shift, is the organisational culture. Above and beyond client-centric innovation, the organisation needs to enhance more disruptive thinking around the development of radical new client-value propositions that move beyond the traditional confines of their current capabilities and commercial models and address client demands in other industries. Qualitative research, combined with action-based research, was conducted to assess the technical and non-technical enablers required to implement a generic product- and process-innovation framework to establish a client-centric culture in a diverse and decentralised international logistics solutions organisation. The intended contribution of this study to the academic body of knowledge is to create a new paradigm that proves that client-led disruption should be countered by innovation driven by client requirements instead of the traditional product driven innovation...
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- Authors: Van Wyk, Anne-Marie
- Date: 2018
- Subjects: New products , Consumer satisfaction , Customer services , Corporate culture
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/293722 , uj:31944
- Description: D.Phil. (Engineering Management) , Abstract: The availability of big data, supported by advanced technologies, has given rise to a more informed and empowered global consumer, resulting in extreme pressure on organisations to continuously find new innovative ways to serve these clients. When operating under tough economic conditions companies tend to challenge the timing of innovative initiatives. The truth is that they simply have no choice. Clients now have more information and more choices than ever and an ever-growing list of demands and expectations. Simultaneously, there is increased competition for the same share of wallet. They must rise to the challenge, gear up for the battle and understand that they need to innovate and operate differently to survive. The journey to client centricity through structured innovation has a beginning but no end. It starts with the conceptualisation of an idea, develops through organisational alignment and iterations of implementation, learning and improvement. Client centricity has proven to be an elusive goal for many organisations. Agile disruptive innovation is required to remain relevant in the areas in which they operate. A paradigm shift is required and organisations need to change the strategies from being product centric to focusing on client centricity instead. The biggest issue and major challenge typically faced by organisations attempting to make this shift, is the organisational culture. Above and beyond client-centric innovation, the organisation needs to enhance more disruptive thinking around the development of radical new client-value propositions that move beyond the traditional confines of their current capabilities and commercial models and address client demands in other industries. Qualitative research, combined with action-based research, was conducted to assess the technical and non-technical enablers required to implement a generic product- and process-innovation framework to establish a client-centric culture in a diverse and decentralised international logistics solutions organisation. The intended contribution of this study to the academic body of knowledge is to create a new paradigm that proves that client-led disruption should be countered by innovation driven by client requirements instead of the traditional product driven innovation...
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The alignment of espoused values and organisational culture at a South African parastatal organisation
- Authors: Phale, Robert Aubrey
- Date: 2012-06-06
- Subjects: Corporate culture , Organizational behavior , Business ethics , Government business enterprises , Eskom (Firm)
- Type: Thesis
- Identifier: uj:2469 , http://hdl.handle.net/10210/4925
- Description: M.Comm. , The primary purpose of the present study was to identify whether the organisational culture of the Transmission Division of Eskom is aligned to its stated values. In seeking to reach this objective, it was necessary to assess the gap between espoused and practised organisational values. The study also sought to identify the Transmission Division’s organisational culture. A correlation between the stated values and identified organisational culture was calculated and this was used to infer whether the values that the organisation espouses are aligned to the current organisational culture. The study made use a self-administered questionnaire sent via email to all the Transmission Division employees (N=1793) of whom 182 responded. The questionnaire comprised sections covering biographical aspects, organisational values as well as questions on organisational culture. In the questionnaire, biographical aspects were provided by the Transmission Division’s human resources department and those for organisational values were derived from both literature and Eskom’s value statement. Questions on organisational culture were taken from Cameron and Quinn’s (2006) Organisational Culture Assessment Instrument (OCAI). Data on organisational values was subjected to quantitative analysis whilst data relating to organisational culture was interpreted by following Cameron and Quinn’s (2006) Competing Values Framework (CVF). The present study found that there is a gap between observed and espoused or stated organisational values. By using the Cameron and Quinn (2006) framework of organisational culture, which identifies hierarchy, ‘adhocracy’, market and clan’ as the ‘four distinct organisational culture types, the study found that respondents experience the current Transmission Division’s organisational culture to be predominantly hierarchical. A general inference drawn in this study is that the current hierarchical organisational culture is misaligned to the espoused organisational values of ‘integrity’, ‘customer satisfaction’, ‘innovation’ and ‘excellence’. The study makes recommendations to the Transmission Division about how to address this misalignment and areas that require further investigation are suggested.
- Full Text:
- Authors: Phale, Robert Aubrey
- Date: 2012-06-06
- Subjects: Corporate culture , Organizational behavior , Business ethics , Government business enterprises , Eskom (Firm)
- Type: Thesis
- Identifier: uj:2469 , http://hdl.handle.net/10210/4925
- Description: M.Comm. , The primary purpose of the present study was to identify whether the organisational culture of the Transmission Division of Eskom is aligned to its stated values. In seeking to reach this objective, it was necessary to assess the gap between espoused and practised organisational values. The study also sought to identify the Transmission Division’s organisational culture. A correlation between the stated values and identified organisational culture was calculated and this was used to infer whether the values that the organisation espouses are aligned to the current organisational culture. The study made use a self-administered questionnaire sent via email to all the Transmission Division employees (N=1793) of whom 182 responded. The questionnaire comprised sections covering biographical aspects, organisational values as well as questions on organisational culture. In the questionnaire, biographical aspects were provided by the Transmission Division’s human resources department and those for organisational values were derived from both literature and Eskom’s value statement. Questions on organisational culture were taken from Cameron and Quinn’s (2006) Organisational Culture Assessment Instrument (OCAI). Data on organisational values was subjected to quantitative analysis whilst data relating to organisational culture was interpreted by following Cameron and Quinn’s (2006) Competing Values Framework (CVF). The present study found that there is a gap between observed and espoused or stated organisational values. By using the Cameron and Quinn (2006) framework of organisational culture, which identifies hierarchy, ‘adhocracy’, market and clan’ as the ‘four distinct organisational culture types, the study found that respondents experience the current Transmission Division’s organisational culture to be predominantly hierarchical. A general inference drawn in this study is that the current hierarchical organisational culture is misaligned to the espoused organisational values of ‘integrity’, ‘customer satisfaction’, ‘innovation’ and ‘excellence’. The study makes recommendations to the Transmission Division about how to address this misalignment and areas that require further investigation are suggested.
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Managers perceptions of change management within a Gauteng public service sector
- Authors: Saul, Thabo Francis
- Date: 2012-06-06
- Subjects: Organisational change - Management , Corporate culture , Public administration , Non-governmental organizations , Personnel management
- Type: Thesis
- Identifier: uj:2532 , http://hdl.handle.net/10210/4987
- Description: M.Tech. , The purpose of the study was to conduct an assessment into the responses of managers with regard to organisational change within the South Africa Social Assistance Agency (SASSA). The study comprises four objectives as follows: The first objective of this study was to conduct an extensive literature review regarding the nature of the organisational change management. This entails the process through which the researcher consulted different sources such as books, journal articles, policies and programmes and others in order to conceptualize the issue of organisational change management in a detailed manner. Organisational change management is about an organised and systematic utilization of knowledge, skills, attitudes and other relevant resources for the improvement of the organisational business. Organisational change management is basically intended to enable organisations to adapt to their respective environments, failure of which can lead to their total loss of employees, competition, production and the clientele. Organisational change management has numerous features, namely; it tends to involve contradictions, it is continuous, it is interpreted through the perceptions and interactions of people and it is facilitated by a collaborative inquiry and team-work. Organisational change management is a process that must be treated like any other programme within organisations and as such, it is a responsibility of the human resource management of organisations. It is a programme that is mainly directed at improving the quality of productivity and service delivery. In this regard, organisational change management must be planned, implemented and evaluated within the parameters of the factors that influence change within organisations such as the following: the ever-demanding customers, globalization, new technology, innovation and people.
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- Authors: Saul, Thabo Francis
- Date: 2012-06-06
- Subjects: Organisational change - Management , Corporate culture , Public administration , Non-governmental organizations , Personnel management
- Type: Thesis
- Identifier: uj:2532 , http://hdl.handle.net/10210/4987
- Description: M.Tech. , The purpose of the study was to conduct an assessment into the responses of managers with regard to organisational change within the South Africa Social Assistance Agency (SASSA). The study comprises four objectives as follows: The first objective of this study was to conduct an extensive literature review regarding the nature of the organisational change management. This entails the process through which the researcher consulted different sources such as books, journal articles, policies and programmes and others in order to conceptualize the issue of organisational change management in a detailed manner. Organisational change management is about an organised and systematic utilization of knowledge, skills, attitudes and other relevant resources for the improvement of the organisational business. Organisational change management is basically intended to enable organisations to adapt to their respective environments, failure of which can lead to their total loss of employees, competition, production and the clientele. Organisational change management has numerous features, namely; it tends to involve contradictions, it is continuous, it is interpreted through the perceptions and interactions of people and it is facilitated by a collaborative inquiry and team-work. Organisational change management is a process that must be treated like any other programme within organisations and as such, it is a responsibility of the human resource management of organisations. It is a programme that is mainly directed at improving the quality of productivity and service delivery. In this regard, organisational change management must be planned, implemented and evaluated within the parameters of the factors that influence change within organisations such as the following: the ever-demanding customers, globalization, new technology, innovation and people.
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Corporate social investment educational initiatives: a perceived strategic contributor to first national bank's reputation according to their internal communication consultants
- Authors: Blumberg, Taryn Ann
- Date: 2010-06-03T05:41:32Z
- Subjects: Communication in organizations , Corporations public relations , Social responsibility of business , Corporate culture
- Type: Thesis
- Identifier: uj:6860 , http://hdl.handle.net/10210/3292
- Description: M.A. , Organisations which practise according to a social cultural approach to organising from a systems perspective, as described by Buckley (1967:3), value the dynamics of interrelations and the importance of corporate communication, in order for an environmental balance to be maintained and an acclaimed organisational reputation to be built. By addressing the systems theory from a process model approach and the social cultural organisational context, according to organisational principles defined by the structuration theory tradition, the core principle of production and reproduction of social structures is emphasised, where it is possible to recognise the value of corporate communication as an element of the strategic management process. Literature has indicated that in its strategic capacity, corporate communication focuses on enhancing stakeholder relationships, facilitates an adaptive organisational structure and assists management to align strategies with goals. Organisations are therefore encouraged to adapt to a dynamic environment, which in turn develops a reputation based on transformation. Corporate social investment, within this context, is perceived as a strategic corporate communication facilitator which is practised with the aim of building relationships with communities and ensuring attainment of environmental goals which align with internal strategies and objectives. This study explores the corporate social investment educational initiatives of First National Bank, who have a vision of assisting to develop a better future through the youth. Through varied educational initiatives and corporate communication strategies designed around these initiatives, stakeholders should gain an enhanced impression of the organisation where First National Bank is recognised for shaping the development of South Africa in a global economy. Therefore, the primary research objective of this study was to identify the perceptions of selected First National Bank internal communication consultants, of corporate social investment educational initiatives as a strategic contributor to the reputation of First National Bank. The study assumed an overall qualitative methodological orientation; however both qualitative and quantitative research methodologies were used. The study consisted of three phases of research. Phases 1 and 2 were both of a qualitative nature and focused on the methodology of qualitative content analysis and qualitative in-depth semi-structured interviews respectively, thereby developing subjective and explanatory findings around the research objective. Phase 3 explored the quantitative research methodology of a self-administered questionnaire, and resulted in the production of empirical findings. Findings obtained in phase 3 were developed with the pursuit of substantiating and verifying what had been deduced in phases 1 and 2. From the findings yielded by this research, it is possible to surmise that First National Bank’s corporate social investment educational initiatives do strategically contribute to the organisational reputation, as they reflect the organisation’s ability to adapt to external influences, and have also revealed the need to focus on stakeholder involvement as a reputation management tool, which encourages stakeholders to make a difference to society and gain knowledge of the organisation’s strategies and goals. Findings have also suggested that First National Bank place emphasis on addressing corporate social investment educational initiatives from a holistic approach, where, through unity of efforts, a favourable organisational reputation is produced. It was perceived that alignment of organisational values with corporate social investment initiatives improves the organisation’s long-term business opportunities, and emphasis placed on relationship-building reflects the organisation’s desire to empower stakeholders who could assist in transforming strategies to reach organisational goals. However, a lack of communication at First National Bank surrounding corporate social investment was identified within this study, but it became apparent that the organisation does have an interactive culture which aims to address the external environment through their corporate social investment educational initiatives. This idea reflected how the organisation aims to achieve a dynamic environmental balance which ultimately assists the organisation in enhancing a positive reputation. This study has also indicated that it is the strategic role of corporate communication, as a social cultural phenomenon, to ensure that throughout every strategy implemented, the organisation is constantly and advantageously positioned in the minds of all stakeholders.
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- Authors: Blumberg, Taryn Ann
- Date: 2010-06-03T05:41:32Z
- Subjects: Communication in organizations , Corporations public relations , Social responsibility of business , Corporate culture
- Type: Thesis
- Identifier: uj:6860 , http://hdl.handle.net/10210/3292
- Description: M.A. , Organisations which practise according to a social cultural approach to organising from a systems perspective, as described by Buckley (1967:3), value the dynamics of interrelations and the importance of corporate communication, in order for an environmental balance to be maintained and an acclaimed organisational reputation to be built. By addressing the systems theory from a process model approach and the social cultural organisational context, according to organisational principles defined by the structuration theory tradition, the core principle of production and reproduction of social structures is emphasised, where it is possible to recognise the value of corporate communication as an element of the strategic management process. Literature has indicated that in its strategic capacity, corporate communication focuses on enhancing stakeholder relationships, facilitates an adaptive organisational structure and assists management to align strategies with goals. Organisations are therefore encouraged to adapt to a dynamic environment, which in turn develops a reputation based on transformation. Corporate social investment, within this context, is perceived as a strategic corporate communication facilitator which is practised with the aim of building relationships with communities and ensuring attainment of environmental goals which align with internal strategies and objectives. This study explores the corporate social investment educational initiatives of First National Bank, who have a vision of assisting to develop a better future through the youth. Through varied educational initiatives and corporate communication strategies designed around these initiatives, stakeholders should gain an enhanced impression of the organisation where First National Bank is recognised for shaping the development of South Africa in a global economy. Therefore, the primary research objective of this study was to identify the perceptions of selected First National Bank internal communication consultants, of corporate social investment educational initiatives as a strategic contributor to the reputation of First National Bank. The study assumed an overall qualitative methodological orientation; however both qualitative and quantitative research methodologies were used. The study consisted of three phases of research. Phases 1 and 2 were both of a qualitative nature and focused on the methodology of qualitative content analysis and qualitative in-depth semi-structured interviews respectively, thereby developing subjective and explanatory findings around the research objective. Phase 3 explored the quantitative research methodology of a self-administered questionnaire, and resulted in the production of empirical findings. Findings obtained in phase 3 were developed with the pursuit of substantiating and verifying what had been deduced in phases 1 and 2. From the findings yielded by this research, it is possible to surmise that First National Bank’s corporate social investment educational initiatives do strategically contribute to the organisational reputation, as they reflect the organisation’s ability to adapt to external influences, and have also revealed the need to focus on stakeholder involvement as a reputation management tool, which encourages stakeholders to make a difference to society and gain knowledge of the organisation’s strategies and goals. Findings have also suggested that First National Bank place emphasis on addressing corporate social investment educational initiatives from a holistic approach, where, through unity of efforts, a favourable organisational reputation is produced. It was perceived that alignment of organisational values with corporate social investment initiatives improves the organisation’s long-term business opportunities, and emphasis placed on relationship-building reflects the organisation’s desire to empower stakeholders who could assist in transforming strategies to reach organisational goals. However, a lack of communication at First National Bank surrounding corporate social investment was identified within this study, but it became apparent that the organisation does have an interactive culture which aims to address the external environment through their corporate social investment educational initiatives. This idea reflected how the organisation aims to achieve a dynamic environmental balance which ultimately assists the organisation in enhancing a positive reputation. This study has also indicated that it is the strategic role of corporate communication, as a social cultural phenomenon, to ensure that throughout every strategy implemented, the organisation is constantly and advantageously positioned in the minds of all stakeholders.
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An assessment of the impact of culture on construction education in South Africa
- Authors: Kgoadi, Mokgadi Dalleen
- Date: 2016
- Subjects: Construction industry - Management - Study and teaching (Higher) , Construction industry - Management - Vocational guidance , Engineers - Study and teaching (Continuing education) , Corporate culture
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/242975 , uj:25077
- Description: M.Tech. (Quantity Survey) , Abstract: South Africa’s education sector comprises various individuals, all with different backgrounds, and this sometimes creates challenges when it comes to the teaching and learning processes. The present research assessed the impact of culture on construction education in South Africa. The objectives of the study were to identify how culture affects construction education, to evaluate how culture affects the construction lecturers’ pedagogy, to determine how the lecturers’ culture affects students’ buy-in to studying construction-related degrees and also to determine the impact that culture has on gender aspects in construction education. The data used in this paper were derived from both primary and secondary sources. The secondary data were collected through a detailed assessment of related literature. The primary data were likewise collected via a structured questionnaire aimed at 130 respondents who were students registered for Construction Management (CM), Quantity Surveying (QS), Civil Engineering and Building Science at a South African higher education institution. Out of the collected 130 questionnaires, only 101 were usable, representing a response rate of 78 per cent that was deemed viable for statistical analysis for this study. Data received from the questionnaires were analysed using descriptive statistics procedures. The higher education institution used for the study has a variety of students and lecturers: through this study it is evident that the cultural background of the students shapes their attitudes and values, knowledge base as well as the skill set and these, in turn, influencing classroom behaviours, their study habits, their writing styles and faculty student interactions. This research study revealed that culture is an important concept when it comes to education. Moreover, the study findings further revealed that when it comes to the construction industry, it is better to acknowledge that people are different, and that they come from different environments where people are used to doing things in different ways. It must also be acknowledged that in order to work effectively and efficiently, the needs of different individuals must be addressed and met. Also, the study found that in order to ensure students’ academic success, there should always be successful management of cultural differences, and people should learn more about the management of cultural differences. The study also revealed that the issue of career sexism still exists and this is an important issue that should be dealt with by government, industry, employers, higher education institutions and individuals. It is recommended that in order to manage cultural differences, students need to be aware of the cultural backgrounds of those with whom they work and interact since failure to manage cultural differences in a...
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- Authors: Kgoadi, Mokgadi Dalleen
- Date: 2016
- Subjects: Construction industry - Management - Study and teaching (Higher) , Construction industry - Management - Vocational guidance , Engineers - Study and teaching (Continuing education) , Corporate culture
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/242975 , uj:25077
- Description: M.Tech. (Quantity Survey) , Abstract: South Africa’s education sector comprises various individuals, all with different backgrounds, and this sometimes creates challenges when it comes to the teaching and learning processes. The present research assessed the impact of culture on construction education in South Africa. The objectives of the study were to identify how culture affects construction education, to evaluate how culture affects the construction lecturers’ pedagogy, to determine how the lecturers’ culture affects students’ buy-in to studying construction-related degrees and also to determine the impact that culture has on gender aspects in construction education. The data used in this paper were derived from both primary and secondary sources. The secondary data were collected through a detailed assessment of related literature. The primary data were likewise collected via a structured questionnaire aimed at 130 respondents who were students registered for Construction Management (CM), Quantity Surveying (QS), Civil Engineering and Building Science at a South African higher education institution. Out of the collected 130 questionnaires, only 101 were usable, representing a response rate of 78 per cent that was deemed viable for statistical analysis for this study. Data received from the questionnaires were analysed using descriptive statistics procedures. The higher education institution used for the study has a variety of students and lecturers: through this study it is evident that the cultural background of the students shapes their attitudes and values, knowledge base as well as the skill set and these, in turn, influencing classroom behaviours, their study habits, their writing styles and faculty student interactions. This research study revealed that culture is an important concept when it comes to education. Moreover, the study findings further revealed that when it comes to the construction industry, it is better to acknowledge that people are different, and that they come from different environments where people are used to doing things in different ways. It must also be acknowledged that in order to work effectively and efficiently, the needs of different individuals must be addressed and met. Also, the study found that in order to ensure students’ academic success, there should always be successful management of cultural differences, and people should learn more about the management of cultural differences. The study also revealed that the issue of career sexism still exists and this is an important issue that should be dealt with by government, industry, employers, higher education institutions and individuals. It is recommended that in order to manage cultural differences, students need to be aware of the cultural backgrounds of those with whom they work and interact since failure to manage cultural differences in a...
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Synergy in a globally diversified organisation
- Authors: Benecke, Gerhard
- Date: 2008-05-26T06:28:51Z
- Subjects: Organisational change management , Organisational behaviour , Communication in organisations , Corporate culture , Intellectual capital
- Type: Thesis
- Identifier: uj:2217 , http://hdl.handle.net/10210/460
- Description: The aim of this study was to develop a substantive theory for leading a change process towards achieving synergy between the business units of a globally diver-sified organisation. A modernist qualitative research methodology was followed. Casing was employed as research design. Grounded theory as proposed by Strauss and Corbin (1998) was applied as research strategy. Twenty seven employees were selected as research participants by means of purposive sampling. All the participants were selected on the basis of their in-volvement in synergy activities in the Company. In-depth interviews and re-quested essays were used as data collection methods to explore the twenty seven participants’ experiences with synergy. Two focus group interviews were addition-ally used as data collection methods. The nine participants in the first focus group interview were members of a regional synergy committee. The other focus group consisted of three executives of the Company. Participant observation was em-ployed as another data collection method during the focus group meetings as well as at one video conference on the establishment of a forum for recruitment and selection in the Company in which seven employees participated. The data was analysed by utilising the grounded theory methodology. After the conclusion of the data analysis phase, the first order constructs and re-lated concepts to synergy were further explored in the literature. A substantive theory for leading a change process towards achieving synergy was developed by aligning the conditional/ consequential matrix of Strauss & Corbin (1998) and the S-O-R theory of Partington (2000). Despite shortcomings the aim of the study was achieved. The study contributed to the development of theory, methodology and also contributed on a practical level. Recommendations for further research conclude the dissertation. , Prof. Willem Schurink Prof. Gert Roodt
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- Authors: Benecke, Gerhard
- Date: 2008-05-26T06:28:51Z
- Subjects: Organisational change management , Organisational behaviour , Communication in organisations , Corporate culture , Intellectual capital
- Type: Thesis
- Identifier: uj:2217 , http://hdl.handle.net/10210/460
- Description: The aim of this study was to develop a substantive theory for leading a change process towards achieving synergy between the business units of a globally diver-sified organisation. A modernist qualitative research methodology was followed. Casing was employed as research design. Grounded theory as proposed by Strauss and Corbin (1998) was applied as research strategy. Twenty seven employees were selected as research participants by means of purposive sampling. All the participants were selected on the basis of their in-volvement in synergy activities in the Company. In-depth interviews and re-quested essays were used as data collection methods to explore the twenty seven participants’ experiences with synergy. Two focus group interviews were addition-ally used as data collection methods. The nine participants in the first focus group interview were members of a regional synergy committee. The other focus group consisted of three executives of the Company. Participant observation was em-ployed as another data collection method during the focus group meetings as well as at one video conference on the establishment of a forum for recruitment and selection in the Company in which seven employees participated. The data was analysed by utilising the grounded theory methodology. After the conclusion of the data analysis phase, the first order constructs and re-lated concepts to synergy were further explored in the literature. A substantive theory for leading a change process towards achieving synergy was developed by aligning the conditional/ consequential matrix of Strauss & Corbin (1998) and the S-O-R theory of Partington (2000). Despite shortcomings the aim of the study was achieved. The study contributed to the development of theory, methodology and also contributed on a practical level. Recommendations for further research conclude the dissertation. , Prof. Willem Schurink Prof. Gert Roodt
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Exploring and describing the identity of a South African organisation
- Authors: Carstens, Natasha
- Date: 2009-03-31T09:22:06Z
- Subjects: Corporate image , Corporate culture
- Type: Thesis
- Identifier: uj:8236 , http://hdl.handle.net/10210/2348
- Description: M.Phil. , Organisations and organisational actions have a profound influence on the lives of modern day citizens. This influence is most often recognised and the magnitude felt when these organisations cease to exist, which is occurring with increasing frequency. Literature related to this occurrence increasingly suggests that a strong organisation identity is paramount to organisational sustainability. Organisation identity per se has been largely under researched in organisations, literature and research with the majority of organisational work on the phenomenon having been conducted in the public relations and marketing domains. In terms of literature and research, the knowledge base is largely limited to conceptual debates with very few empirical studies aimed at building theory and advancing the existing knowledge on the subject. This perceived lack of empirical research and critical study of organisation identity can probably be attributed to its ambiguous nature, the lack of a strong theoretical base and the debate surrounding the conceptualisation of identity as being stable versus being fluid. The purpose of the current study was to confirm, empirically, the presence of identity in an organisation and then to detect the changes, if any, that have taken place in the organisation's identity over time. A brief literature review was undertaken to set the context for the study and to provide a basis from which to commence with the study. The notions of individual identity, social identity, corporate image, corporate identity, corporate branding and organisational culture were reviewed in an attempt to distinguish the organisation identity concept from these. For the purpose of providing a context for the study, brief attention was also directed to the different intellectual traditions on organisation identity, the existing empirical studies and the challenges associated with studying the phenomenon. In order to arrive at an informed research question, it was concluded that organisation identity is concerned with the organisation as entity and that organisation identity is a x socially-constructed, sub-conscious phenomenon which becomes salient during periods of change. Furthermore, organisation identity refers to who and what the organisation is and refers to those features of the organisation that are core, distinctive and enduring. Based on the ambiguous nature of the organisation identity phenomenon and the fact that it is tacitly held and is constructed over time by the individuals that experience it, it was concluded that the phenomenon lends itself to qualitative research. The study was approached from within the knowledge framework provided by the classical school of thought on organisation identity which views organisation identity as being those features which the members of the organisation believe to be core, distinctive and enduring. Use was made of an open-ended, self administered questionnaire, which included two different techniques. The questionnaire required of respondents to describe the organisation's answer to the question "Who am I?" using the Twenty Statements Test as well as to describe the organisation through the use of a metaphor and to provide reasons for choosing a specific metaphor for both the past and the present. The research setting chosen was an English primary school and the questionnaire was administered to all the employees of the organisation (86 in total). A total of 54 responses were received and the data subsequently analysed. Use was made of open coding and the development of themes and the data was scrutinised to identify themes and categories of interest. Relevant quotes as used by respondents and which were illustrative of a specific theme were then utilised to describe the most prominent themes. Statements that were closely related were included as part of the same theme, where applicable. When viewing the current study against the background of the classical definition of organisation identity, an argument was made for the future omission of the "core" feature and the inclusion of the unifying nature of organisation identity. When operationalising identity as being the organisation's distinctive features as presented in xi terms of the answer to the question "Who am I?" it was once again apparent that this is a valid means of determining and surfacing organisation identity. The organisational sense-of-identity was confirmed by the fact that some respondents made specific reference to identity. The data was viewed using these conceptualisations of identity and it was concluded that the organisation did posses an identity and that changes had taken place in this identity over time albeit not fundamental in nature. Attention was also devoted to the dynamic nature of organisation identity and the links between identity and the organisational life cycle stage as well as the effect of size on organisation identity. Based on the findings, it was argued that the time has come to rigorously study organisation identity as a phenomenon in its own right and to further the empirical knowledge base of the field in order to inform theory development. The study concluded that organisation identity has significant implications for the management of the school and indeed for other organisations where similar situations prevail. It was argued that the management of the organisation should take action to harness the advantages of the relatively strong identity of the organisation as a means of competitive advantage. In the final instance it was concluded that organisation identity might prove to be the answer to ensuring organisational longevity in a world characterised by organisational demise.
- Full Text:
- Authors: Carstens, Natasha
- Date: 2009-03-31T09:22:06Z
- Subjects: Corporate image , Corporate culture
- Type: Thesis
- Identifier: uj:8236 , http://hdl.handle.net/10210/2348
- Description: M.Phil. , Organisations and organisational actions have a profound influence on the lives of modern day citizens. This influence is most often recognised and the magnitude felt when these organisations cease to exist, which is occurring with increasing frequency. Literature related to this occurrence increasingly suggests that a strong organisation identity is paramount to organisational sustainability. Organisation identity per se has been largely under researched in organisations, literature and research with the majority of organisational work on the phenomenon having been conducted in the public relations and marketing domains. In terms of literature and research, the knowledge base is largely limited to conceptual debates with very few empirical studies aimed at building theory and advancing the existing knowledge on the subject. This perceived lack of empirical research and critical study of organisation identity can probably be attributed to its ambiguous nature, the lack of a strong theoretical base and the debate surrounding the conceptualisation of identity as being stable versus being fluid. The purpose of the current study was to confirm, empirically, the presence of identity in an organisation and then to detect the changes, if any, that have taken place in the organisation's identity over time. A brief literature review was undertaken to set the context for the study and to provide a basis from which to commence with the study. The notions of individual identity, social identity, corporate image, corporate identity, corporate branding and organisational culture were reviewed in an attempt to distinguish the organisation identity concept from these. For the purpose of providing a context for the study, brief attention was also directed to the different intellectual traditions on organisation identity, the existing empirical studies and the challenges associated with studying the phenomenon. In order to arrive at an informed research question, it was concluded that organisation identity is concerned with the organisation as entity and that organisation identity is a x socially-constructed, sub-conscious phenomenon which becomes salient during periods of change. Furthermore, organisation identity refers to who and what the organisation is and refers to those features of the organisation that are core, distinctive and enduring. Based on the ambiguous nature of the organisation identity phenomenon and the fact that it is tacitly held and is constructed over time by the individuals that experience it, it was concluded that the phenomenon lends itself to qualitative research. The study was approached from within the knowledge framework provided by the classical school of thought on organisation identity which views organisation identity as being those features which the members of the organisation believe to be core, distinctive and enduring. Use was made of an open-ended, self administered questionnaire, which included two different techniques. The questionnaire required of respondents to describe the organisation's answer to the question "Who am I?" using the Twenty Statements Test as well as to describe the organisation through the use of a metaphor and to provide reasons for choosing a specific metaphor for both the past and the present. The research setting chosen was an English primary school and the questionnaire was administered to all the employees of the organisation (86 in total). A total of 54 responses were received and the data subsequently analysed. Use was made of open coding and the development of themes and the data was scrutinised to identify themes and categories of interest. Relevant quotes as used by respondents and which were illustrative of a specific theme were then utilised to describe the most prominent themes. Statements that were closely related were included as part of the same theme, where applicable. When viewing the current study against the background of the classical definition of organisation identity, an argument was made for the future omission of the "core" feature and the inclusion of the unifying nature of organisation identity. When operationalising identity as being the organisation's distinctive features as presented in xi terms of the answer to the question "Who am I?" it was once again apparent that this is a valid means of determining and surfacing organisation identity. The organisational sense-of-identity was confirmed by the fact that some respondents made specific reference to identity. The data was viewed using these conceptualisations of identity and it was concluded that the organisation did posses an identity and that changes had taken place in this identity over time albeit not fundamental in nature. Attention was also devoted to the dynamic nature of organisation identity and the links between identity and the organisational life cycle stage as well as the effect of size on organisation identity. Based on the findings, it was argued that the time has come to rigorously study organisation identity as a phenomenon in its own right and to further the empirical knowledge base of the field in order to inform theory development. The study concluded that organisation identity has significant implications for the management of the school and indeed for other organisations where similar situations prevail. It was argued that the management of the organisation should take action to harness the advantages of the relatively strong identity of the organisation as a means of competitive advantage. In the final instance it was concluded that organisation identity might prove to be the answer to ensuring organisational longevity in a world characterised by organisational demise.
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Die interaktiewe rol van ondernemingskultuur tydens strategieverandering
- Van Biljon, Lizette Anne-Marie
- Authors: Van Biljon, Lizette Anne-Marie
- Date: 2012-08-28
- Subjects: Corporate culture , Organizational change - Management
- Type: Thesis
- Identifier: uj:3343 , http://hdl.handle.net/10210/6743
- Description: M.Comm. , In our ever-changing, fast paced world, competitive relationships can shift quickly when organizations respond too slowly to increased competition in their industry group. Succeeding in such a competitive and changing environment demands that organizations be reshaped to meet the challenges and competitive realities. The changes organizations are being forced to make merely to stay competitive are so fundamental that they must take root in an organization's culture and be managed. The idea of managing organizational culture is still quite new to most managers - at best they have a vague sense of what it means. They lack insight into the concept organizational culture, the complexity of integrating organizational culture and strategy and the managing of organizational cultural change. The lack of managerial insight can be attributed to the fact that organizational culture wears many cloaks and the fact that various definitions are being used to describe the concept. A clear conceptual understanding of the terminology is essential if the role and influence of organizational culture in the change process is to be understood, therefore various definitions are being focused on. Due to the changes taking place in the environment in which organizations operate, managers will increasingly find that they are confronted with major questions of how to position their organizations in a new business environment and how to change fundamentally the organizational culture. The interaction that takes place between organizational culture and organizational strategy in formulating and implementing organizational strategy is discussed. Whether organizational culture can be changed successfully has led to a debate among researchers. In order to implement strategic change the organization needs to manage cultural change to achieve congruency between culture and strategy. Organizational leadership is a critical factor in the change process and is analysed with reference to the role to be played by management in the creation of shared patterns of beliefs and values. Various managerial systems exist for achieving change within the organizational culture and it is essential that managers use a combination of these systems. Systems such as communication, reward systems and human resource management are discussed to establish their role in the process. The aim of the study is therefore to gain a clear insight in the concept organizational culture, the interaction of organizational culture and strategy and the change of organizational culture in the ever-changing business environment by focusing on various factors which are present in the afore-mentioned processes.
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- Authors: Van Biljon, Lizette Anne-Marie
- Date: 2012-08-28
- Subjects: Corporate culture , Organizational change - Management
- Type: Thesis
- Identifier: uj:3343 , http://hdl.handle.net/10210/6743
- Description: M.Comm. , In our ever-changing, fast paced world, competitive relationships can shift quickly when organizations respond too slowly to increased competition in their industry group. Succeeding in such a competitive and changing environment demands that organizations be reshaped to meet the challenges and competitive realities. The changes organizations are being forced to make merely to stay competitive are so fundamental that they must take root in an organization's culture and be managed. The idea of managing organizational culture is still quite new to most managers - at best they have a vague sense of what it means. They lack insight into the concept organizational culture, the complexity of integrating organizational culture and strategy and the managing of organizational cultural change. The lack of managerial insight can be attributed to the fact that organizational culture wears many cloaks and the fact that various definitions are being used to describe the concept. A clear conceptual understanding of the terminology is essential if the role and influence of organizational culture in the change process is to be understood, therefore various definitions are being focused on. Due to the changes taking place in the environment in which organizations operate, managers will increasingly find that they are confronted with major questions of how to position their organizations in a new business environment and how to change fundamentally the organizational culture. The interaction that takes place between organizational culture and organizational strategy in formulating and implementing organizational strategy is discussed. Whether organizational culture can be changed successfully has led to a debate among researchers. In order to implement strategic change the organization needs to manage cultural change to achieve congruency between culture and strategy. Organizational leadership is a critical factor in the change process and is analysed with reference to the role to be played by management in the creation of shared patterns of beliefs and values. Various managerial systems exist for achieving change within the organizational culture and it is essential that managers use a combination of these systems. Systems such as communication, reward systems and human resource management are discussed to establish their role in the process. The aim of the study is therefore to gain a clear insight in the concept organizational culture, the interaction of organizational culture and strategy and the change of organizational culture in the ever-changing business environment by focusing on various factors which are present in the afore-mentioned processes.
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The effectiveness and efficiency of the University of Johannesburg merger in UJ Sport
- Authors: Haitengi, Roger
- Date: 2017
- Subjects: Organizational effectiveness - Case studies , Consolidation and merger of corporations - South Africa , Universities and colleges - Mergers - South Africa , Corporate culture , Sports - Social aspects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/269685 , uj:28651
- Description: M.Tech. (Operations Management) , Abstract: University of Johannesburg was established in 2005 through a merger process, which consisted of three former institutions namely RAU, TWR and Vista. From the three institutions Vista was incorporated into RAU the previous year (2004) and the other two (RAU and TWR) merging on equal terms (both parties will have an equal decision making role) in order for the newly formed institution to work effectively and efficiently. The focus of the study was on UJ Sport department and will show the roles that the merger played within the department. It will indicate how effective and efficient the department was after the merger is adopted, and what the current working environment within the department is. It will also show the implementation, changes and transformation they underwent in order to adopt the merger, to become UJ Sport (as one functional unit). Primary data was collected through interviews from current UJ Sport staff who were present during the merger (2004-2005).A process by means of observation was employed in the study as a primary source of data, while secondary data was obtained by sourcing documentation to show how the merger was implemented and the after effects of the process. The secondary data indicated the current state and performance of the department by using the results, culture survey and annual statistics of UJ Sport as source of data. In the conclusion, the UJ Sport implemented merger was moderately one sided in the early stages of the merger. This resulted in the department adopting a defensive culture amongst employees and the department itself did not operate at its full potential or capacity. It is recommended that the department starts off by changing the current culture to a constructive one in order for them to be able to address the current issues and move on. It is suggested that they use Cumming and Worley’s six steps of cultural change, which would assist the department to improve their working environment and become more effective, this will allow them to start operating to their capacity or full potential.
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- Authors: Haitengi, Roger
- Date: 2017
- Subjects: Organizational effectiveness - Case studies , Consolidation and merger of corporations - South Africa , Universities and colleges - Mergers - South Africa , Corporate culture , Sports - Social aspects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/269685 , uj:28651
- Description: M.Tech. (Operations Management) , Abstract: University of Johannesburg was established in 2005 through a merger process, which consisted of three former institutions namely RAU, TWR and Vista. From the three institutions Vista was incorporated into RAU the previous year (2004) and the other two (RAU and TWR) merging on equal terms (both parties will have an equal decision making role) in order for the newly formed institution to work effectively and efficiently. The focus of the study was on UJ Sport department and will show the roles that the merger played within the department. It will indicate how effective and efficient the department was after the merger is adopted, and what the current working environment within the department is. It will also show the implementation, changes and transformation they underwent in order to adopt the merger, to become UJ Sport (as one functional unit). Primary data was collected through interviews from current UJ Sport staff who were present during the merger (2004-2005).A process by means of observation was employed in the study as a primary source of data, while secondary data was obtained by sourcing documentation to show how the merger was implemented and the after effects of the process. The secondary data indicated the current state and performance of the department by using the results, culture survey and annual statistics of UJ Sport as source of data. In the conclusion, the UJ Sport implemented merger was moderately one sided in the early stages of the merger. This resulted in the department adopting a defensive culture amongst employees and the department itself did not operate at its full potential or capacity. It is recommended that the department starts off by changing the current culture to a constructive one in order for them to be able to address the current issues and move on. It is suggested that they use Cumming and Worley’s six steps of cultural change, which would assist the department to improve their working environment and become more effective, this will allow them to start operating to their capacity or full potential.
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