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The development of a continuous improvement culture causal framework to enhance effectiveness in a South African port environment

  • Authors: Schoeman, Nicole Therese
  • Date: 2024-04
  • Subjects: Continuous improvement process , Organizational change , Corporate culture
  • Language: English
  • Type: Master's theses , text
  • Identifier: http://hdl.handle.net/10948/64786 , vital:73908
  • Description: Significant competition challenges confront South Africa's port sector. The sector is also essential to the Eastern Cape Province's economic and social standing. This study was conducted with the objective of helping the port industry in South Africa apply the continuous improvement (CI) philosophy more successfully. The formation of an organisational culture that was conducive to CI was accomplished via the identification of key leadership practices and behaviours. The principal objective of the study was to ascertain, examine, and conduct an empirical examination of the potential impact of diverse leadership practices and behaviours on the culture of the organisation. As a result, the goal of the study was to combine well-researched theories and findings about general organisational culture with more recent findings and firsthand knowledge about CI culture and its significance for the effective execution of CI methodology. Formulating a causal framework for CI culture was the main objective of this work. A literature study was conducted on organisational culture, CI principles, and the port industry. This assessment clearly supported CI as a proven strategy for port industry improvement. One of the main reasons why so many organisations are unable to properly deploy CI is the misalignment of their organisational cultures. Furthermore, there was proof of the crucial part that the conduct and behaviour of leaders might play in the formation of a CI culture. Based on the research study, a framework was created to direct these activities and behaviours. The research methodology used to ultimately create the framework was through an empirical study using a quantitative approach. This quantitative approach was used to evaluate eight hypotheses of this study. Additionally, the validity and reliability of the study was also assessed. The eight major types of leadership actions addressed in this framework, and was tested through the hypotheses, included supportive leadership, process management, employee empowerment, organisational values, reward system, external interaction, customer focus, and future orientation. The association between the eight criteria and the existence of CI culture was then investigated empirically using a structured questionnaire. After this, the data was extensively analysed and statistically scrutinised. The findings showed a substantial positive correlation between the degree of CI culture that was presently in place (dependent variable) and four of the eight categories (independent variables). The four categories were external interaction, process management, organisational values, and supportive leadership. After illustrating these connections, the study's recommendations and conclusions were presented in accordance with the data. The recommendations include improving the framework even more by giving additional information about the precise leadership behaviors connected to each variable and increasing the scope of the study to more than just one sample from one port in South Africa. , Thesis (MEng) -- Faculty of Engineering, the Built Environment, and Technology, School of Engineering, 2024
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  • Date Issued: 2024-04

Billing system, communication strategies, and organisation change in Zimbabwe: the case of telone customers’ postpaid to prepaid migration

  • Authors: Dube, Sizalobuhle
  • Date: 2023-04
  • Subjects: Communication , Organizational change , Organizational change -- Management
  • Language: English
  • Type: Doctoral theses , text
  • Identifier: http://hdl.handle.net/10353/27336 , vital:66942
  • Description: This study investigated the effectiveness of the communication strategies used to implement the migration of telephone services from post-paid to prepaid billing at TelOne Zimbabwe. This study adopted the Freeman‟s stakeholder theory and the Lewin‟s change model to analyse the factors that influenced the effectiveness of the communication strategies used by TelOne before, during and after the change implementation as a way to communicate the initiative with its stakeholders. A qualitative approach was utilised and the key research methods used included document analysis, participant observation, as well as 21 face-to-face and 79 telephonic semi-structured interviews conducted with respondents from among TelOne managers, employees and the customers. The documents and respondents were purposively sampled based on the researcher‟s knowledge of their relevance in the study. The findings revealed several factors that mired effective change communication strategies such as company image, stakeholder recognition and communication centralisation. To curb these communication challenges, the study proposes Thrive organisational communication change model TOCC that encourages organisations to communicate the initiative to its relevant internal and external stakeholders considering their views and addressing factors that might hinder effective communication as a strategy to enhance successful change management. , Thesis (PhD) -- Faculty of Social Sciences and Humanities, 2023
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  • Date Issued: 2023-04

Museums for the Planet: Critical Realist Philosophy and the Possibility of an Eco-decolonial Museology

  • Authors: Jeffery, Thomas Carnegie
  • Date: 2021-10-29
  • Subjects: Museums Management , Critical realism , Ontology , Decolonization , Organizational change , Social ecology , Eco-decolonial
  • Language: English
  • Type: Doctoral theses , text
  • Identifier: http://hdl.handle.net/10962/192692 , vital:45251 , 10.21504/10962/192692
  • Description: This study introduces dialectical critical realism into museology as a philosophical underlabourer for the development of new theoretical potentials for the transformation of museum practice. The idea of the museum is in a moment of fluidity evident in emergent decolonial and ecological perspectives and in the International Council of Museum’s process of redefinition of the museum. The potential to reimagine the museum lacks a coherent philosophical and theoretical foundation. The persistence of museological dualism separates the social from the ecological and absents the emergence of relational modes of thinking and practice. This study conceives an ecological-decolonial or eco-decolonial mode of museology that is disruptive of dualism and generative of relationality, and is thus generative of agency for deeper, more effective and enduring social-ecological justice. The core of this thesis is the development of the eco-decolonial mode of museology through the DCR onto-axiological chain or ‘MELD’ schema. At 1M a depth ontological analysis augmented by interviews with key informants establishes a dialectic of society and ecology in the museological context. 1M surfaces capitalism and the implicit neoliberal ontology of museology as deep causal mechanisms of the 2E persistence of museological human-nature dualism. The paradox of ‘emancipatory neoliberalism’ is a policy-practice contradiction that absents potentials for transformation of the museum and that is held in place by the grounding ontological activity of museology, collection. The 2E perspective on absences enables the emergence of new transformative pathways towards the 3L vision of the eco-decolonial mode of museology as a (4D) new way of thinking and working to resolve neoliberal restrictions. The fundamental 4D change envisioned for museum philosophy, theory and practice is an ontological transformation from traditionalist human-nature dualism to a progressive human-nature dialectic. A case study considers instances where museum workers exercised the agency to expand practice in this way. Future work using the expansive learning methodology of Change Laboratories will develop and implement the potentials generated by the onto-axiological chain for the eco-decolonial mode to bring real change to traditional, dualist museum practice, in order to ensure the relevance and the agency of the museum as a social structure in and for a changing world. , Thesis (PhD) -- Faculty of Education, Education, 2021
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  • Date Issued: 2021-10-29

School managers as catalysts of innovative culture and academic performance: A case of selected schools in the Cofimvaba District in the Eastern Cape Province

  • Authors: Langa, Vuyani Goodman
  • Date: 2020-02
  • Subjects: School management and organization , Organizational change , Management
  • Language: English
  • Type: Doctoral theses , text
  • Identifier: http://hdl.handle.net/10353/20318 , vital:45650
  • Description: School managers have always been on the forefront of the administration of education system since they are the active agents who lead their schools towards wider goals of improving access and quality of education. The contemporary world has had a great deal of surmounting pressure from globalisation and other forces of a universalised society. These influences have become more and more pronounced with the inevitable influences of digitalisation and in the fourth industrial revolution. Information and Communication Technologies have transformed how things are done even within the settings of schools. Attempting to ignore this bold revolution for the so-called ‘tried and tested’ conventional methods of school management, assessment, learning, teaching and monitoring does not only leave a school or education system behind but inhibits leaners and stakeholders from enjoying the many benefits of innovation, creativity and flexibility. This study explores the role of school managers in creating and maintaining an innovative culture and academic performance in selected public schools of the Cofimvaba Education District which has become synonymous with declining pass rates post-1994. A qualitative research approach was used where existing literature collected, collated and thematically analysed. The findings of the study indicated that the school principals are not empowered or willing enough to catalyse the creation and sustaining of innovative cultures in schools. There was also a political willingness of the leaders of the education sector in the Cofimvaba Education District is deficient, the absence of sanctions for failure to innovate is a challenge to innovation. Other findings include evidence policy gaps on what is innovation and who must do what in schools which affects the efficacy of school managers. The study also established that the bureaucratisation of the education sector has done nothing by crippled school managers’ ability to innovate by school managers. The study recommends strategies on how school managers can become that active catalyst that they should be, to drive innovation include in-service training and setting minimum benchmarks for school managers eligibility. Also, policy interventions such as 4th industrial revolution aligned innovation regulations, exchange of ideas with countries which successful school innovation formulating a sanction model of non-performers, towards improving access and quality of education in the Cofimvaba Education District. , Thesis (PhD) -- Faculty of Management and Commerce, 2020
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  • Date Issued: 2020-02

Developing an organisational culture in support of organisational capacity for change: the case of a South African bank

  • Authors: Dhoba, Howard
  • Date: 2020
  • Subjects: Corporate culture , Bank management , Organizational change
  • Language: English
  • Type: text , Thesis , Masters , MBA
  • Identifier: http://hdl.handle.net/10962/141247 , vital:37956
  • Description: Business organisations are increasingly being exposed to challenging environmental pressures. It has been widely acknowledged and observed that an organisation that crafts an effective organisational culture should be well positioned to react to these threatening changes, and to proactively seize opportunities to adapt and learn. This research study seeks to investigate how an organisational culture that supports organisational capacity for change can be developed. It analyses what a banking organisation’s espoused culture is made up of and how it was formulated. A thematic analysis of how the bank’s aspirational and innovative culture contributes to the organisation’s capacity for change is also presented. Organisational management should take a leading role in developing the values and practices that foster participation, which are then imparted to the entire organisation. The research study thus only focused on analysing the development of organisational culture from the management perspective. An interpretivist research approach was adopted, with a case study design as the research method. Data was gathered through conducting personal interviews with twelve managers from a Retail and Business Banking cluster of one of the big South African banks. Numerous interventions were employed in the organisation to develop espoused values, aspirational culture and to encourage all employees to champion innovations and constantly search for better ways to offer delighting value propositions to clients. The research findings can assist managers and organisational leaders in building their organisational capacity for change through developing an effective organisational culture that supports change initiatives. Since the research study only focused on analysing the development of organisational culture from the perspective of management, further research studies may involve employees as well, due to the fact that everyone is expected to take an active role for an organisation to display the overall capability to effectively respond to a progressively volatile environment. The research was able to reveal how key initiatives that are designed from theoretical constructs can be used to deliver on an innovative organisational culture that contributes to organisational capability for change.
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  • Date Issued: 2020

An assessment of Organisational Culture at an Information and Technology Company during a period of change

  • Authors: Nzimande, Prosper Thelumusa
  • Date: 2018
  • Subjects: Organizational change , Corporate culture Organization -- Research Customer relations
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: http://hdl.handle.net/10948/22935 , vital:30150
  • Description: Orientation: Change is inevitable, yet many organisational change efforts are not successful due to the culture of the organisation not supporting change. As a result,change objectives are not met and employees are left with a poor change experience. Research objective: The main objective of the study was therefore to determine the extent to which the organisational culture of a selected South African Information, Communication and Technology (ICT) organisation was ready for change, and supported goal alignment, team work, a customer focus and employee talent optimisation to attain desired Change Outcomes. Research design: The study adopted a quantitative method using a random sample method and survey as the data collecting instrument, which was administered to employees at a selected ICT organisation. Factor analysis resulted in a refinement of the initial cultural elements investigated. Main findings/results: The results revealed that the ICT organisation did reflect a customer orientation, change readiness, collaboration for continuous improvement and an environment that enabled performance, but that there was room for improvement. The results indicated that the respondents had doubts about whether the Change Outcomes were attained. All the cultural factors correlated positively with each other and positively correlated with Change Outcomes. A significant positive link was found between Collaboration for Continuous Innovation and Change Outcomes. Practical/managerial implications: Organisational change requires much effort from senior leaders, managers and employees and it is therefore more likely that, during change, attention will be focused on operational changes rather than on organisational culture. However, the study demonstrated that culture in general is very important, as it influences behaviour and provides identity to employees, and that culture is especially important during a period of change. During a period of change, culture can either enhance or hinder change. In addition, change often implies a change in culture. The study showed that during a period of change, team work is very important and that opportunities must be created for sharing ideas, collaboration and stretching goals, thus for innovation, and for finding better ways to serve customers.
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  • Date Issued: 2018

How the roles of CEO's differ in response to different circumstances and in the context of succession: Anglo American-a case study

  • Authors: Ball, Leslie
  • Date: 2018
  • Subjects: Organizational change , Strategic planning , Executive succession , Anglo American Corporation of South Africa, ltd.
  • Language: English
  • Type: text , Thesis , Masters , MBA
  • Identifier: http://hdl.handle.net/10962/60799 , vital:27832
  • Description: A review of the literature revealed that firms are inherently influenced by leadership in the upper echelons of the organization. The seminal paper of Hambrick and Mason (1984) has sparked much interest in the realm of organizational leadership. Studies involving organizational leadership have concentrated on leadership styles, the manner in which leadership takes place, leadership succession and organizational performance in an attempt to understand the dynamics of the senior leadership of organizations. Research has also explored how changes in the top management of firms has impacted its performance. This research has primarily been concerned with how a firm is impacted, once succession takes place, and has focused on financial performance, change in strategy and stockholder reaction (Shen & Cannella, 2002; Barron, Chulkov & Waddell, 2011; Friedman & Singh, 1989). Although their predisposition will largely influence the manner in which the incoming CEO acts, the literature has largely neglected the role the incoming CEO must fulfil, and how he/she steers the company, once appointed. In response, the following aim was developed to address this gap: To describe how the roles of two CEO's of the same company differed, during different time periods. The CEO assumes various strategic leadership roles, which they carry out in the context of their new environment once succession has taken place. From the literature, six strategic leadership roles were identified, which formed the foundation of this study. These were strategy formulation, strategy implementation, developing organizational culture, emphasizing ethical practices, managing the firm's resource portfolio and establishing balanced controls. The study set out to comparatively analyze two CEO's of the same firm during different periods. Both CEO's were investigated from the perspective of strategic leadership roles, allowing a comparison of their behaviour. The study analyses and describes these roles, and how they differed between the CEO's, in reaction to differing situational factors and in the context of succession. The study employed a deductive qualitative case study research design. This allowed the researcher to examine the complex phenomenon which have previously been studied at a more superficial level using quantitative methods (Baxter & Jack, 2008; Parrino, 1997; Jooste & Fourie, 2009). A qualitative methodological approach allowed the researcher to examine the topic through a lens which takes into account human variables and processes (Baxter & Jack, 2008). Data was sampled using purposive and convenience sampling while applying the critical incident technique. Data was collected through information sources such as news articles, press releases, annual reports, online interviews, news websites and other documents. Thematical analysis was used during the analysis phase of the study and allowed for patterns and links to be drawn between the collected data. The succession from one CEO to the next served as the comparative element of the study, which allowed for a contrasting of how both CEO's carried out their strategic leadership roles by adapting to their environment, and how they guided the strategic trajectory of the company. The study also took into account what both CEO's were confronted with at the start of their tenure and how this influenced how they carried out their leadership roles. It was found that Cynthia Carroll exercised her roles in a manner which addressed ethical and stakeholder engagement issues within the business. This was translated directly into how she guided the trajectory of the company. Upon appointment, Mark Cutifani exercised his roles in a manner which addressed the organizational performance and financial well-being of the company. This translated directly into how he shaped Anglo's trajectory in an attempt to better its financial performance. Given how they exercised their strategic roles in the company, each CEO influenced Anglo American's direction in a different way, which in turn, influenced the performance of the organization. It was shown that Cynthia Carroll improved the stakeholder engagement, communication and safety within the company, demonstrating behaviour that emphasized the importance of the ethics of the company. When the business had been carrying out its ethical practices effectively, but underperforming financially, Cutifani demonstrated the roles which would be geared toward resurrecting the organizational performance of the organization. Recommendations are made for further research including applying the same research method to investigate how these roles are carried out in companies which operate in a broad spectrum of industries.
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  • Date Issued: 2018

Managing change in organisational environment

  • Authors: Markova, Elena
  • Date: 2016
  • Subjects: Organizational change , Conflict management , Teams in the workplace
  • Language: English
  • Type: Thesis , Doctoral , PhD
  • Identifier: http://hdl.handle.net/10948/8129 , vital:25017
  • Description: Twentieth century has set an unprecedented pace of change, which seems to be ever increasing. The changes are transforming every sphere of social life including business and organisational life. Globalisation has made organisational structures flatter but wider in reach. Advancements in information and communication technologies have made teams larger through vast and powerful information networks. These forces are triggering the reshaping and restructuring of every major industry worldwide nowadays. The main research aim of this study is to explore how organisational conflict is affected by change (and vice versa) in order to work out a set of recommendations which shall take form of practical intervention strategies for the improvement of organizational effectiveness by mitigating the dysfunctions of a conflict and adjusting employees' styles of handling interpersonal and intergroup conflict. Workplace conflict is an everyday reality. It is an inevitable result of human interaction in a competitive environment of the workplace. So, according to this assumption, conflict is not something vicious and destructive, but an intrinsic part of human interaction. Then, the conflict is not a problem in itself, the way it is managed is what defines whether the conflict is destructive or not.
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  • Date Issued: 2016

Transformation in the Ministry of Defence of South Sudan: An organizational change management approach

  • Authors: Nyuon, Mayen Garang Malual
  • Date: 2015-09
  • Subjects: Organizational change , Reengineering (Management)
  • Language: English
  • Type: Master's theses , text
  • Identifier: http://hdl.handle.net/10353/25338 , vital:64146
  • Description: The purpose of this study assessed Transformation Strategy of 2012 - 2017 of the Ministry of Defence, which was developed as a set of objectives and principles to facilitate effective transformation and change management approach. Further, the effectiveness of public service reforms, public institutions restructuring and management of transformation policy in the Ministry of Defence is examined. This is to establish areas of compliance with existing structures in the public institutions of the government of South Sudan. Furthermore, this study examined practical experiences from South Sudan and the international experience of the public service reforms in some leading countries in Africa such as South Africa and Nigeria and also Rwanda public sector reform is assessed. In this study, the strengths and weakness of transformation process in the Ministry of Defence was analyzed. It is revealed that human resource management in Ministry of Defence enhanced knowledge in transformation process. The literature related to Transformation in the Ministry of Defence of South Sudan: organizational change and change management approach was reviewed, critically analyzing the knowledge gap that exists. Specifically the literature reviewed was in the areas of organizational change and importance of change management approach. The study was mainly quantitative though qualitative research paradigm was also engaged. It was cross sectional in nature involving a number of respondents who were in the Ministry of Defence. This study used exploratory design with the intention to explore and describe the public service transformation processes in Ministry of Defence. However, the research involved structured interviews and an in-depth investigation to understand the effect of public service transformation and change management strategy and its impact on the management and the structures of the Ministry of Defence. This was achieved through vital techniques and research instruments such as mixed research design. The findings of this study, the number shows that how transformation and reforms policies are formulated and implementation is the only problem facing the Ministry of Defence. This required Ministry to change the strategy of non-implementation of policies and to adapt effective implementation to ensure accountability and transparency to materialize change in the SPLA and Ministry as a whole. , Thesis (MPA) -- Faculty of Management and Commerce, 2015
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  • Date Issued: 2015-09

The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units

  • Authors: Jordan, Portia Janine
  • Date: 2015
  • Subjects: Corporate culture , Organizational change , Leadership , Organizational effectiveness
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: http://hdl.handle.net/10948/6401 , vital:21082
  • Description: In order for organisations to grow and maintain their competitive advantage, change has become the norm. The healthcare industry and especially private healthcare organisations, is no exception. Organisational change often implies a change in organisational culture. The concept of culture refers to the ways of thinking, values and ideas of things rather than the concrete, objective and more visible part of the organisation. Organisational culture is not to be viewed in isolation as culture and leadership are intertwined. Leaders shape cultures and their fundamental role is affecting others and making changes that increase organisational efficiency and performance. Patient safety, cost-effective care based on the best available evidence and patient satisfaction are top priorities of healthcare organisations, especially intensive care units where critically ill patients are cared for. Alignment of the organisational culture and leadership with a hospital‘s vision, namely to deliver quality patient care, is thus essential. A positivistic research paradigm, with a quantitative, explorative, descriptive and contextual approach was used to conduct the study. The study explored whether transformational organisational culture, leadership and desired organisational change outcomes existed in private intensive care units in the Nelson Mandela Metropolitan and East London areas. It aimed at exploring the relationship between selected demographic variables, culture, leadership and organisational change outcomes. Lastly, the relationship between organisational culture and leadership (independent variables) and organisational change outcomes (dependent variable) was explored. The sample comprised 130 professional nurses who were selected from all the adult intensive care units in the private healthcare industry in the Nelson Mandela Metropolitan and East London areas. A structured questionnaire with a Cronbach‘s alpha of more than 0.8 was used to collect data. The empirical results indicated that transformational leadership and a conducive organisational culture existed in the private intensive care units sampled. However, it was found that innovation and innovative care practices could be improved. Care practices were not necessarily aligned with the latest, available innovative techniques, procedures and practices. Reflective practices and in-service training to improve care practices and encourage and promote innovative care practices were not always optimised. Recommendations related to the findings were made for managers, as well as for research, education and practice. Ethical principles were maintained throughout the study.
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  • Date Issued: 2015

An assessment of organisational change at S.P. Metal Forgings Uitenhage

  • Authors: Whittal, Daryl James
  • Date: 2014
  • Subjects: Organizational change , Organizational effectiveness
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: vital:9388 , http://hdl.handle.net/10948/d1017559
  • Description: The intention of this study was to investigate how organisational change was implemented at S.P. Metal Forgings Uitenhage, what the outcomes of the changes were and the effect on the organisational culture. In order to achieve this goal, the following actions were taken: · A literature study was conducted of various texts relating to organizational change and the associated topics with the intention to identify strategies and techniques to aid the successful implementation of organisational change. · An interview was held with the managing director of S.P. Metal Forgings to aid in understanding the need for organisational change at this particular facility and to have insight into how he implemented the changes. · A self administered questionnaire was distributed amongst a number of employees. The survey covered all levels of the organisation, from machine operators to departmental managers, to provide a comprehensive picture of how the employees viewed the changes and associated topics. The questionnaire requested responses from the respondents regarding their demographical details and their individual opinions regarding the organisational change, which covered the lead up to the changes and the manner in which the changes were made. The questionnaire also included sections covering change outcomes, which measured the success of the change efforts and lastly organisational culture on site at the time of the study. The results from the literature study showed that there are a number of accepted change models which can be adopted when implementing change. These models assist in driving the organisational change. The empirical study revealed that for the changes implemented at S.P. Metal Forgings Uitenhage, a change model was not adopted and that a number of vitally important areas associated with the change efforts were inadequately addressed. The organisational changes were introduced on this particular site with the intention of minimizing the loss situation and re-establishing the organisation as a profit generating entity. The empirical study showed a number of positive outcomes associated with the changes but also highlighted areas of concern and points which can be improved. The culture found within an organisation influences the organisation in many ways which include the ability of the organisation to accept change and the ease of implementing new procedures and equipment. The culture also influences the daily operations of a manufacturing facility such as this one. The study revealed that the respondents are not driven to perform at their best as a result of the lack of recognition which they receive and that the relationship between employees and management can improve. It was concluded that organisational change is not easy to introduce and that it needs to be well planned and executed. Change requires transformational leaders, a clear vision, an analysis and well-thought out and properly implemented actions.
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  • Date Issued: 2014

Understanding change and implications of divisional management model (DMM ) in a merged multi- campus University in South Africa

  • Authors: Mantashe, Lunga Xolisa
  • Date: 2014
  • Subjects: Organizational change
  • Language: English
  • Type: Thesis , Masters , MEd
  • Identifier: http://hdl.handle.net/10353/6103 , vital:29491
  • Description: The study sought to understand change and transition in a multi-merged campus university in South Africa. Specifically the objectives were to understand the Human Resource (HR) plan, how it is being rolled out, the reactions of workers to it, the effects of the plan on workers and the processes put in place to mitigate, rather than aggravate, the current and foreseeable consequences of the Human Resource plan. A qualitative case study was used and focus groups and semi-structured interviews (triangulated with observation and document analysis) were used on a purposive sample of unions and the university HR official in one campus. The researcher found that there is no organogram which acts as a framework wherein all workers in respective campuses shall fit in. additionally, there is no staff transition plan and harmonisation of conditions of service policy that is agreed upon. Though it seemed there were some mechanisms to attenuate the effects of the HR plan (possible retrenchments, loss of morale, uncertainty, stress, doubt and the like) such as voluntary service package, there were areas of concern about the lack of a properly and widely circulated plan, and the absence of plans to transition staff throughout the process of change. Consequently, the researcher recommended at the end of the study that there must be a change management leadership in each campus to drive transition, a creation of proper communication networks, institution of campus indabas, a design of a transition plan, harmonisation approaches, migration of institutional items to an institutional site and the facilitation of recognition agreements for those unions which are still recognise in the premerger manner.
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  • Date Issued: 2014

Environmental sustainability leadership in South Africa: an empirical perspective

  • Authors: May, Jode Joy
  • Date: 2013
  • Subjects: Organizational change , Leadership , Business -- Environmental aspects , Strategic planning -- Environmental aspects
  • Language: English
  • Type: Thesis , Masters , MCom
  • Identifier: vital:9320 , http://hdl.handle.net/10948/d1020766
  • Description: Striking the balance between managing a successful organisation and paying attention to environmental sustainability requires excellent leadership. There are several benefits associated with being an environmentally sustainable organisation such as improved image (reputation and brand), increased customer loyalty, improved bottom line, attracting skilled experienced staff and improving the relationships with local communities. The purpose of this study was to explore and describe the change leadership qualities needed to drive environmental sustainability in the South African landscape to reduce global warming reduction. The qualitative paradigm was utilised to investigate the change leadership qualities needed to affect create environmental sustainability, with focus on global warming reduction actions in the workplace. A literature review was conducted on environmental sustainability, change leadership, and leadership qualities necessary to effect change. A survey was conducted among 13 participants using an interview schedule in the Gauteng, Western and Eastern Cape provinces of South Africa in both private and public organisations in various business sectors. Data was collected in 2013 over a four–month period by conducting face-to-face, telephonic and email interviews. The returned questionnaires were subjected to constant comparative, content and grounded theory analysis. Biographical profiles of the respondents and participating organisations were presented as case studies. Trustworthiness of the data was ascertained using data triangulation. Data was analysed in terms of the issues of environmental sustainability and change leadership. In-depth analyses were also conducted by means of provincial, business and employment sector comparisons. It was found that environmental sustainability was being addressed by the selected organisations, specifically relating to GHG emissions, energy and water saving actions. Change leaders should implement specific environmental sustainability strategies to assist in the reduction of global warming, create awareness, focus on employee involvement, report on their sustainability results and put and incentives in place to encourage environmental sustainability. In order to effect such changes, change leaders need to set targets to measure their sustainability progress. Green campaigns should be conducted internally to educate employees on the effects of global warming, and externally to inform the public about their commitment to environmental sustainability and to advise the public on courses of actions to assist in the quest to reduce global warming. It would be advisable for organisations to appoint a specific environmental sustainability team to drive these efforts. It was found that in order to bring about such changes, certain qualities were needed by change leaders to enable them to act as a change agents. Associated change leadership styles were also addressed. Change leaders should be knowledgeable in order to effectively communicate the importance of environmental sustainability. They should adopt a blend of leadership styles to drive environmental sustainability depending on the extent of change actions planned. Organisations should identify, appoint and mentor female leaders as they have the nurturing qualities that could successfully drive environmental sustainability actions. Change leaders should also preferably be personally involved in environmental sustainability as their personal values together with their job role at top leadership level could contribute towards successful implementation of environmental sustainability actions in the workplace. The study has provided general guidelines on the environmental sustainability issues necessary to address global warming reduction as well as guidelines on the change leaders qualities necessary to drive environmental sustainability actions in the workplace.
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  • Date Issued: 2013

Organisational factors impacting on employee retention

  • Authors: Guma, Pendulwa Vuyokazi
  • Date: 2011
  • Subjects: Employee retention , Organizational change , Employee motivation
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: vital:8616 , http://hdl.handle.net/10948/1530 , Employee retention , Organizational change , Employee motivation
  • Description: Organisations must have a constant influx of candidates for potential employment. New employee positions are required as market areas are expanded. Recruitment occurs even in the face of limited growth or decline in service capacity, because individuals with specialised skills or training who leave the organisation must be replaced, and because services or technologies that have been revised or modified must be staffed. The recruitment of personnel plays an important role in assisting the organisation to adapt and remain competitive. The Eastern Cape Department of Economic Development and Environmental Affairs (DEDEA) employs a wide variety of workers. Thus, the sources of applicants and types of methods used to expand the applicant pool vary depending on the occupational classification being considered. It, therefore, becomes self-defeating to invest significant resources in a recruitment effort if such effort is offset by high turnover rates. Retention of employees is as essential as their recruitment. The purpose of this study was to investigate the organisational factors impacting on employee retention at DEDEA. The population for the study included 781 DEDEA employees. The response rate for the emailed questionnaire was 54 percent or 425 respondents. The Likert-type scale instrument consisted of forty questions divided into two sections: Section one looked at the demographic profile of the respondents and section two focused on getting responses on the five organisational impacting on v employee retention, namely: career development; compensation; positive recognition; staff engagement and management. In order to achieve the purpose of this study, the following research design was adopted: Step 1 A literature review was conducted to determine the various organizational factors impacting on employee retention. Step 2 From the literature review, a process model was adopted to assist the researcher in structuring the research questionnaire. Step 3 A questionnaire was constructed according to the principles and guidelines in steps 2 and step 3. Step 4 Empirical data was obtained by means of an email survey. Step 5 The results of the survey were analysed and interpreted. Step 6 The empirical results were integrated with Step 3. Step 7 Conclusions and recommendations were done. The main findings from the study were: - The study revealed a significant relationship between the selected organisational factors and employee retention. - The study also produced a model suitable for use by DEDEA as a guide in determining what initiatives the organisation should embark on to improve employee retention.
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  • Date Issued: 2011

Strategies to create a post-merged organisational culture conducive to effective performance management

  • Authors: Paul, Gary William
  • Date: 2011
  • Subjects: Corporate culture , Organizational change , Organizational effectiveness
  • Language: English
  • Type: Thesis , Doctoral , PhD
  • Identifier: vital:9385 , http://hdl.handle.net/10948/d1010857 , Corporate culture , Organizational change , Organizational effectiveness
  • Description: Mergers have been described as the most complex business process that an organisation can be faced with, requiring executives and other stakeholders to discharge the promise of a more successful merged organisation. However, several studies have highlighted the factors that led to the demise of the merged organisations. One of the often quoted and frequently blamed aspects related to merger failure has been the lack of effective post-merged organisational culture integration and alignment. Where mergers have been successful, it was attributed to a structured approach to integrating and aligning all aspects related to organisational culture thus ensuring the creation of a high performing organisation, conducive to effective performance management. The main research problem in this study centred around the identification of strategies that could be used to design an integrated model for creating a post-merged organisational culture which is conducive to effectively managing performance. To achieve this objective, the following approaches were adopted: A literature study was conducted with the view to identifying the challenges facing merged organisations in general and post-merged South African Higher Education institutions in particular. The researcher also conducted interviews with senior HR practitioner at the institutions participating in this study to gain insights into their experiences of performance within their merged institutions. The institutions involved in this study were Nelson Mandela Metropolitan University (NMMU), Cape Peninsula University of Technology (CPUT and Durban University of Technology (DUT). The insights gleaned from these interviews were incorporated into the survey questionnaire. The literature study also concerned itself with the identification of strategies that merged organisations could use in its pursuit of organisational culture alignment and integration. These strategies included conducting critical pre-merger assessments or due-diligence studies, adopting structured approaches to dealing with resistance to change, employee engagement, the design, implementation and communication of monitoring and evaluation of merger success measures as well as several other moderating variables referred to in figure 1.2. In terms of sub-problem six of the study, the findings of sub-problems one, two and five were used to develop an eight-step integrated theoretical model to create an organisational culture conducive to effective performance management in a post-merged environment. The model served as a basis for the design of a survey questionnaire. The questionnaire was used to ascertain the extent to which respondents from the three participating institutions (NMMU, CPUT and DUT), perceived the various strategies as being important in establishing a post-merged organisational culture conducive to effective performance management. The results that emerged from the empirical study showed a strong concurrence with the strategies identified in the literature study and included in the integrated theoretical model. The quantitative and qualitative results from the empirical study where incorporated into the integrated theoretical model, which lead to a refined Eight-Step Integrated Post-merged Organisational Culture Creation Model as depicted in Figure 7.1 with associated details in Figure 7.2.
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  • Date Issued: 2011

An evaluation of leadership characteristics required to meet the demands of a strategic change process in the automative cluster in the Eastern Cape region

  • Authors: Angloher, Sanette
  • Date: 2010
  • Subjects: Leadership , Organizational change
  • Language: English
  • Type: Thesis , Doctoral , DTech
  • Identifier: vital:9341 , http://hdl.handle.net/10948/1261 , Leadership , Organizational change
  • Description: Against a backdrop of increasing globalisation, deregulation, the rapid pace of technological innovation, a growing knowledge workforce, and shifting social and demographic trends, the primary task of management today is the leadership of organisational change (Graetz, 2000:550). In the words of Lussier and Achua Abstract v (2001:9): “The companies that will survive in the new global competitiveness environment are those that can attract and maintain leaders”. The above emphasises the important role of managers during times when change take place in the organisation. Yet employees are often managed inappropriately in a period of change. There are two reasons for this: (1) managers managing change are under pressure which undermines their own performance, (2) organisations often do not possess managers who are skilful at handling change. It is this second reason that will form the focus of this study. Carnall (1999:105) states that managing change effectively requires an understanding of both what is and seems likely to happen and of how people react to change, and a skilful management performance. Leaders must take on more facilitative roles, as competencies in change management become critical to creating and sustaining effective organisations. The major technological advances of today rely heavily on leaders to facilitate change. Leaders need to encourage people to “collaborate, take risks, take responsibility and be accountable for the change process the organisation must continually undergo to maintain a leadership position in its industry”, according to Moran and Brightman (2000:3). They furthermore argue that “change leaders recognise that they are always trying to balance stability and change. It is a delicate balance to accomplish since employees desire order and stability, while organisations must be ready to adapt to changing conditions quickly”. In this rapidly changing world, organisations must become more flexible, more responsive, and more willing to change and adapt. They must create and assimilate new knowledge at an increasing pace, encourage innovation, and learn to compete in new ways. Dess and Picken (2000:30) argue that the leaders of these organisations must be proactive in facilitating organisational learning and encouraging positive adaptation to external changes. The above shows what an important role leaders/managers have to play in the strategic change process. They need to possess the requisite skills in leadership, problem solving, continuous improvement, team effectiveness, and customer service in order to ensure the long-term growth and stability in the organisation which change can bring about. This research project will identify the various skills needed to successfully manage a change initiative.
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  • Date Issued: 2010

Organisational restructuring and its impact on job satisfaction, career moblity and stress levels of employees at Lesotho Highlands Development Authority

  • Authors: Mahloane, Katiso William
  • Date: 2009
  • Subjects: Employee morale , Organizational change , Employees -- Attitudes -- Evaluation , Job satisfaction , Stress management
  • Language: English
  • Type: Thesis , Masters , M Admin
  • Identifier: vital:11648 , http://hdl.handle.net/10353/188 , Employee morale , Organizational change , Employees -- Attitudes -- Evaluation , Job satisfaction , Stress management
  • Description: Organisations today are in a state of ever accelerating rate of change. Globalisation of the economy, increasing competition, technological innovation as well as global competition are seen to bring about the ever-accelerating pace of change in the working environment worldwide (Christen 2005:241). For this reason, employees are challenged by changes in their careers that they never anticipated, changes which in the long-run, result in stress conditions that bring negative consequences for both employees and the organisation in their wake. This chapter will provide the background to the topic of the study and survey what other studies have revealed about it. The objectives of the study, the research questions, the research objectives over and above the necessary hypotheses will also be mentioned and to conclude, the chapter will provide the theoretical framework in support of this study.As we may be aware, we live in a world of change, where everything constantly has reformed. Organisations are also part of that big change especially in the new millennium where re-engineering, downsizing, outsourcing and restructuring have become common terms associated with many organisations. Although a number of studies have tried to determine how organisational restructuring benefits the organisation, little has been done to find out how the welfare of employees is affected by the restructuring initiatives. This study investigates the perceptions that employees have of organisational restructuring. It investigates how their job satisfaction, career mobility and their stress levels are affected by restructuring process after the restructuring process as well the stress that such employees experience due to restructuring. A survey was conducted at Lesotho Highlands Development Authority, where data was obtained from 121 respondents and statistically analysed. The findings reflect a negative association between restructuring and stress levels and career mobility. The findings show that job satisfaction was still experienced by the employees at LHDA and that most respondents see organisational restructuring as something that benefits the organisation and has little to do with the interests of the workers.
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  • Date Issued: 2009

Business process security maturity: a paradigm convergence

  • Authors: Box, Debra
  • Date: 2008
  • Subjects: Management information systems , Reengineering (Management) , Organizational change , Systems engineering , Information resources management
  • Language: English
  • Type: Thesis , Masters , MTech
  • Identifier: vital:9785 , http://hdl.handle.net/10948/722 , Management information systems , Reengineering (Management) , Organizational change , Systems engineering , Information resources management
  • Description: Information technology developments in software and hardware have enabled radical changes in information systems, culminating in the paradigm Business Process Management. There has been a concomitant rise in the importance of information security and security engineering due to the increased reliance by society on information. Information is seen as a critical success factor which needs protection. Information security is the response to increased hazards created through recent innovations in Web technology and the advent of intra and inter enterprise-wide systems. Security engineering is based on a variety of codes of practice and security metrics which aim at ameliorating these increased security hazards. Its aim is to produce a balanced set of security needs which are integrated into the system activities to establish confidence in the effectiveness of the security counter-measures. It is generally accepted that security should be applied in an integrated approach, for example, in Information Systems development. This has proved to be a noble thought but is the exception to the rule. Security, historically, is generally applied as an after-thought in an Information Technology implementation. This motivated the concept of formulating a model of integrating security inherently within the paradigm of BPM. The overarching requirements of the model are to align the overall organisational security initiatives and ensure continuous improvement through constant evaluation and adaptation of the security processes. It is the intention of this research to show that these requirements are achievable through aligning the process management methodology of BPM, with the security paradigms of Information Security Management (using the ISO 17799 standard) and security engineering (using the Systems Security Engineering Capability Maturity Model – SSE-CMM). The aim of the Business Process Security Maturity model as the output of this research, is to link the SSE-CMM, as the security metric and appraisal method, to the ISO 17799 security standard, which provides the guidance for the information security management framework and security control selection, within the Business Process Management environment. The SSE-CMM, as the security version of the Capability Maturity Model, provides the necessary strategy to control the security engineering processes that support the information systems and it maintains that as processes mature they become more predictable, effective and manageable. The aim of the model is to provide an integrated, mature security strategy within the business process and monitor and correct the security posture of the implemented counter-measures.
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  • Date Issued: 2008

The identification of a model to promote intrapreneurship in an automotive component company

  • Authors: Du Preez, Catherine Amanda
  • Date: 2005
  • Subjects: Entrepreneurship , Automobile industry and trade -- South Africa , Organizational change
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: vital:8549 , http://hdl.handle.net/10948/423 , Entrepreneurship , Automobile industry and trade -- South Africa , Organizational change
  • Description: South African organisations are facing a new era of intense global competition. The modern business world is characterised by change and this change presents both challenges and opportunities. As a result, organisations have to become more responsive to change by continuous, rapid and cost-effective innovation through integrating the strengths of the entrepreneurial small firm, such as creativity, flexibility and innovativeness, with the market power and resources of the large firm. Due to the dynamic nature of the automotive industry, it is vital that South African organisations and management identify creativity and innovation as the main sources of sustainable competitive advantage. Sustained competitive advantage is derived from consistently satisfying customers’ wants and needs through innovation. An intrapreneurial philosophy is of key importance to an organisation’s corporate strategy, ensuring that entrepreneurial values are incorporated into the culture of the organisation. This study took place within an automotive component company operating in the Eastern Cape. Based on the theoretical findings of the literature study a questionnaire was developed and distributed to all employees of the company. The objective of the questionnaire was to measure the prevalence of intrapreneurship within the company and based on the findings of the literature study, recommendations on the structure, systems, culture and management styles of the organisation were made. Finally, a model was developed that identifies the importance of innovation, customer-solution centeredness and being market driven as core strategic values.
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  • Date Issued: 2005

An assessment of the impact of organisational restructuring on the morale of employees at a selected financial institution

  • Authors: Zweni, Tembela
  • Date: 2004
  • Subjects: Organizational change , Employee morale , Financial institutions -- South Africa
  • Language: English
  • Type: Thesis , Masters , MBA
  • Identifier: vital:9267 , http://hdl.handle.net/10948/204 , Organizational change , Employee morale , Financial institutions -- South Africa
  • Description: Rising global competition, the influence of advances in information technology and the re-engineering of business processes are some of the imperatives that force organisations to restructure their businesses. In South Africa, the situation is even more compelling, with the recent democratisation of the country that requires companies to implement certain restructuring programmes designed to empower previously disadvantaged individuals. Organisational restructuring is therefore inevitable for any organisation. These changes, however, do affect organisations and employees. Employees become insecure, confused about their jobs, and therefore less productive. To the extent that change can adversely affect both organisations and employees, it becomes critical that organisations should implement it carefully, if they are to survive. To achieve this, requires managers to fully understand drivers of change, the possible consequences of change on both organisation and employees, and to take appropriate actions. The main objective of this study was to identify possible approaches that organisations can pursue in implementing restructuring without adversely affecting the employees. The practical context chosen was an organisation that had recently implemented organisational restructuring. The research methodology for this study entailed the conducting of an intensive study of the relevant literature, to determine what the theory reveals in respect of restructuring strategies that can assist organisations in effectively implementing the restructuring process. Dissertations, theses, research reports and journals were consulted, in an attempt to formulate a theoretical basis for this study. The contemporary literature reveals that there are various strategies that organisations can employ to effectively restructure their organisations with minimal adverse influence on employees. The restructuring organisations should ensure that employees are genuinely involved in the process at the iv outset. The desired changes and the benefits thereof, should be clearly and consistently communicated to the employees at the beginning of the restructuring process. An empirical study was then conducted at the chosen organisation that had recently embarked on an organisational restructuring. The focal point of the empirical study was to determine how this organisation had implemented its restructuring process. The main purpose was to establish the impact that this restructuring had on the morale and motivation of the employees. The final step of this study included an assessment of the findings. This was done so that suitable conclusions could be drawn and appropriate recommendations made. The conclusions revolved around the effects of restructuring on the employees of this organisation. The focus of the recommendations was on what approaches the restructuring organisations should follow to successfully and effectively implement the restructuring process, without adversely affecting the employees.
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  • Date Issued: 2004
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