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
- Full Text:
- Date Issued: 2015-09
- 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
- Full Text:
- Date Issued: 2015-09
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.
- Full Text:
- Date Issued: 2018
- 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.
- Full Text:
- Date Issued: 2018
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.
- Full Text:
- Date Issued: 2020
- 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.
- Full Text:
- Date Issued: 2020
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
- Full Text:
- Date Issued: 2020-02
- 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
- Full Text:
- Date Issued: 2020-02
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
- Full Text:
- Date Issued: 2021-10-29
- 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
- Full Text:
- Date Issued: 2021-10-29
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
- Full Text:
- Date Issued: 2023-04
- 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
- Full Text:
- Date Issued: 2023-04
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