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.
- Full Text:
- Date Issued: 2016
- 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.
- Full Text:
- Date Issued: 2016
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.
- Full Text:
- Date Issued: 2011
- 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.
- Full Text:
- Date Issued: 2011
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