An investigation into the effectiveness of technology change management in a selected manufacturing organisation in the Nelson Mandela Metropole
- Authors: Oosthuizen, Johan
- Date: 2001
- Subjects: Bridgestone/Firestone (Firm) , Industrial relations -- Technological innovations , Organizational change -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10916 , http://hdl.handle.net/10948/64 , Bridgestone/Firestone (Firm) , Industrial relations -- Technological innovations , Organizational change -- Management
- Description: This research investigated technology change management at Bridgestone/Firestone in the Port Elizabeth metropole. From a manufacturing organisation’s point of view it is clear that technology change is a constant force that determines competitiveness. The thesis outlines the specific requirements needed for utilising the concept of technology change management at Bridgestone/Firestone. The literature survey was aimed at placing the concept of technology change management and the correct organisational structure and organisational focus points in perspective to ensure successful technology change and its implementation at Bridgestone/Firestone. The purpose of the empirical study was to test managements perseptions of technology change management at Bridgestone/Firestone and to contribute useful information to the organisation. From the findings improvements and recommendations were suggested as guidelines for any tyre manufacturer to follow to improve technology change management. The empirical study results show that there is room for improvement. The responses to statements outlined areas that need improvement and those that do not according to the views of Bridgestone/Firestone’s management.
- Full Text:
- Date Issued: 2001
- Authors: Oosthuizen, Johan
- Date: 2001
- Subjects: Bridgestone/Firestone (Firm) , Industrial relations -- Technological innovations , Organizational change -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10916 , http://hdl.handle.net/10948/64 , Bridgestone/Firestone (Firm) , Industrial relations -- Technological innovations , Organizational change -- Management
- Description: This research investigated technology change management at Bridgestone/Firestone in the Port Elizabeth metropole. From a manufacturing organisation’s point of view it is clear that technology change is a constant force that determines competitiveness. The thesis outlines the specific requirements needed for utilising the concept of technology change management at Bridgestone/Firestone. The literature survey was aimed at placing the concept of technology change management and the correct organisational structure and organisational focus points in perspective to ensure successful technology change and its implementation at Bridgestone/Firestone. The purpose of the empirical study was to test managements perseptions of technology change management at Bridgestone/Firestone and to contribute useful information to the organisation. From the findings improvements and recommendations were suggested as guidelines for any tyre manufacturer to follow to improve technology change management. The empirical study results show that there is room for improvement. The responses to statements outlined areas that need improvement and those that do not according to the views of Bridgestone/Firestone’s management.
- Full Text:
- Date Issued: 2001
Factors influencing employee engagement during change
- Kubheka, Praise-God Ntandokayise Mandla
- Authors: Kubheka, Praise-God Ntandokayise Mandla
- Date: 2015
- Subjects: Management -- Employee participation , Organizational change -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/3135 , vital:20402
- Description: A lot of attention over the years has been focused on understanding employees resistance to change. A few researchers have provided insights into the reasons why some employees remain positive and engaged during times of uncertainty and changes in the organosation. To help build this knowledge area the study was aimed to investigating the factors that drive employee engagement during change. One-hundred-and-twenty employees, across a cross-section of jobs at a specific bank in South Africa, were surveyed. The empirical results obtained from the survey showed that independent variables such as dialogue, organisational culture and a clear4 career plan were congruent with the expected results. In other words these vriables displayed a significant association with the de[endent variables (e.g. job involvement, organisational commitment and organisational citizenship behaviour.).
- Full Text:
- Date Issued: 2015
- Authors: Kubheka, Praise-God Ntandokayise Mandla
- Date: 2015
- Subjects: Management -- Employee participation , Organizational change -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/3135 , vital:20402
- Description: A lot of attention over the years has been focused on understanding employees resistance to change. A few researchers have provided insights into the reasons why some employees remain positive and engaged during times of uncertainty and changes in the organosation. To help build this knowledge area the study was aimed to investigating the factors that drive employee engagement during change. One-hundred-and-twenty employees, across a cross-section of jobs at a specific bank in South Africa, were surveyed. The empirical results obtained from the survey showed that independent variables such as dialogue, organisational culture and a clear4 career plan were congruent with the expected results. In other words these vriables displayed a significant association with the de[endent variables (e.g. job involvement, organisational commitment and organisational citizenship behaviour.).
- Full Text:
- Date Issued: 2015
A review of the re-structuring of the Nelson Mandela Academic Hospital through the change management approach
- Authors: Nodikida, Mzulungile
- Date: 2018
- Subjects: Organizational change -- Case studies , Organizational change -- Management , Reengineering (Management) -- South Africa -- Mthatha , Leadership -- South Africa -- Mthatha , Organizational behavior -- South Africa -- Mthatha , Corporate culture -- South Africa -- Mthatha , Nelson Mandela Academic Hospital
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/58339 , vital:27236
- Description: The research used a change management approach to analyze the restructuring of the Nelson Mandela Academic Hospital from a tertiary to a central hospital. The study was underpinned by two objectives. Firstly, to analyze the restructuring of the Nelson Mandela Academic Hospital from a tertiary to a "central" hospital using the Core Elements Framework of change management developed by Antwi and Kale (2014). Secondly, to use the knowledge gained through literature review combined with the experiences of the managers at Nelson Mandela Academic Hospital to inform future healthcare reforms in general and particularly in the restructuring of hospitals. The Core Elements Framework by Antwi and Kale (2014) identifies six fundamental change elements from both emergent and planned change management approaches. The six elements are regarded by theorists from the two different schools of thought i.e. emergent change and planned change as key for successful change. The Core Elements Framework by Antwi and Kale, (2014) demonstrates the strength of not viewing the two approaches to change management as mutually exclusive but as complementing each other when the other is falling short. The study identified the following: ■ The change was prompted by clearly identifiable external factors more than internal factors. ■ There was notable lack of organizational harmony which may have negatively impacted the change process. ■ The Private Public Partnership (PPP) funding model which was aimed at delivering the central hospital collapsed, after a study discovered that it benefited the private sector more than the public sector. ■ There was no proper consultation of major stakeholders for preparation of the change. ■ Resources in all material forms were not made available for the change to take off, this means that there was no organizational capacity to execute the change. The study draws the conclusion that lack of organizational capacity, organizational harmony and a proper consultation process for stakeholders are the main reasons why the restructuring of the Nelson Mandela Academic Hospital is not yielding the desired results. The study recommends that organizations should implement a multidimensional approach for any change initiative to be successful and that organizations must ensure the availability of the necessary resources when embarking on change.
- Full Text:
- Date Issued: 2018
- Authors: Nodikida, Mzulungile
- Date: 2018
- Subjects: Organizational change -- Case studies , Organizational change -- Management , Reengineering (Management) -- South Africa -- Mthatha , Leadership -- South Africa -- Mthatha , Organizational behavior -- South Africa -- Mthatha , Corporate culture -- South Africa -- Mthatha , Nelson Mandela Academic Hospital
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/58339 , vital:27236
- Description: The research used a change management approach to analyze the restructuring of the Nelson Mandela Academic Hospital from a tertiary to a central hospital. The study was underpinned by two objectives. Firstly, to analyze the restructuring of the Nelson Mandela Academic Hospital from a tertiary to a "central" hospital using the Core Elements Framework of change management developed by Antwi and Kale (2014). Secondly, to use the knowledge gained through literature review combined with the experiences of the managers at Nelson Mandela Academic Hospital to inform future healthcare reforms in general and particularly in the restructuring of hospitals. The Core Elements Framework by Antwi and Kale (2014) identifies six fundamental change elements from both emergent and planned change management approaches. The six elements are regarded by theorists from the two different schools of thought i.e. emergent change and planned change as key for successful change. The Core Elements Framework by Antwi and Kale, (2014) demonstrates the strength of not viewing the two approaches to change management as mutually exclusive but as complementing each other when the other is falling short. The study identified the following: ■ The change was prompted by clearly identifiable external factors more than internal factors. ■ There was notable lack of organizational harmony which may have negatively impacted the change process. ■ The Private Public Partnership (PPP) funding model which was aimed at delivering the central hospital collapsed, after a study discovered that it benefited the private sector more than the public sector. ■ There was no proper consultation of major stakeholders for preparation of the change. ■ Resources in all material forms were not made available for the change to take off, this means that there was no organizational capacity to execute the change. The study draws the conclusion that lack of organizational capacity, organizational harmony and a proper consultation process for stakeholders are the main reasons why the restructuring of the Nelson Mandela Academic Hospital is not yielding the desired results. The study recommends that organizations should implement a multidimensional approach for any change initiative to be successful and that organizations must ensure the availability of the necessary resources when embarking on change.
- Full Text:
- Date Issued: 2018
The influence of dynamic capabilities on innovation capability in dynamic high velocity environments
- Authors: Williams, Barry Owen
- Date: 2013
- Subjects: Reengineering (Management) , Technological innovations , Organizational change -- Management , Strategic planning , Organizational effectiveness
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9310 , http://hdl.handle.net/10948/d1018577
- Description: The current business environment is experiencing increased levels of uncertainty, competition and change. Influenced by forces such as globalisation, fast paced technological change, recession and emerging markets, the current business environment is required to continuously adapt to these conditions and deliver new products or services to an increasingly demanding market. Such dynamic environments are characterised by fast and unpredictable changes that place traditional competitive advantages under pressure, requiring a continual pursuit of temporary game changers or radical disruptors. With radical innovation considered to be one of the key drivers of disruption and success within these environments, it has become critical for organisations to create a sustainable stream of new products that push the boundaries of technology and that ensures that those organisations stay ahead of their competitors. In dynamic environments, success is short-lived and temporary gains are quickly eroded as the competition catches up or jumps ahead. The ability for continual change, agility, ambidexterity and superior decision making, all contribute to maintaining the current advantages and quickly closing widening gaps in the innovation race. This study investigates the degree to which these dynamic capabilities influence an organisation’s innovation capability.
- Full Text:
- Date Issued: 2013
The influence of dynamic capabilities on innovation capability in dynamic high velocity environments
- Authors: Williams, Barry Owen
- Date: 2013
- Subjects: Reengineering (Management) , Technological innovations , Organizational change -- Management , Strategic planning , Organizational effectiveness
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9310 , http://hdl.handle.net/10948/d1018577
- Description: The current business environment is experiencing increased levels of uncertainty, competition and change. Influenced by forces such as globalisation, fast paced technological change, recession and emerging markets, the current business environment is required to continuously adapt to these conditions and deliver new products or services to an increasingly demanding market. Such dynamic environments are characterised by fast and unpredictable changes that place traditional competitive advantages under pressure, requiring a continual pursuit of temporary game changers or radical disruptors. With radical innovation considered to be one of the key drivers of disruption and success within these environments, it has become critical for organisations to create a sustainable stream of new products that push the boundaries of technology and that ensures that those organisations stay ahead of their competitors. In dynamic environments, success is short-lived and temporary gains are quickly eroded as the competition catches up or jumps ahead. The ability for continual change, agility, ambidexterity and superior decision making, all contribute to maintaining the current advantages and quickly closing widening gaps in the innovation race. This study investigates the degree to which these dynamic capabilities influence an organisation’s innovation capability.
- Full Text:
- Date Issued: 2013
Analysis of the implementation of corporate level strategy in a South Afircan furniture retailer
- Authors: Nkatsha, Thembinkosi Sydney
- Date: 2013
- Subjects: Reengineering (Management) , Consolidation and merger of corporations -- South Africa -- Case studies , Organizational change -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:856 , http://hdl.handle.net/10962/d1018272
- Description: [Integrative Summary] This study is situated in the complex field of change management, and strategy execution. The study focuses on the corporate level restructuring of Ellerine Holdings Limited (EHL), subsequent to its acquisition by the micro lending financial institution African Bank Investments Limited (ABIL). The interest of the researcher was aroused by the uniqueness of the relationship. This was the first of its kind in a South African context, where a banker owned a furniture retailer. The restructuring was undertaken shortly after the acquisition. This research paper adopted a case study approach, in describing the restructuring initiative that took place in EHL, focusing on the period between January 2008 and the end of 2010/ 11 financial year on the 30th of September 2011. The case captures the significant phases of the restructuring including a background of (1) the protagonist, Toni Fourie (Chief Executive Officer), (2) EHL as the researched company, (3) the industry it operates in, and (4) the case content. Brief teaching notes have been provided to explain the teaching value of the case and to assist with its delivery in the classroom. Attention is drawn to a presentation by the protagonist in November 2011, named 'A CEO Insight' where he gave an overview and insights of the road travelled in restructuring Ellerine Holdings Limited, and more importantly highlights the following about the purpose and nature of the restructuring of the organisation. • A plan to change the way the industry works. • The creation of a profitable, stand-alone retail business through: o The sale of two companies, the closure of two companies and consolidating from thirteen to six brands. o Separating financial services from retail. o Moving the financial services component to African Bank, also a subsidiary of ABIL. o Redesigning the credit model. o Completion of twelve system changes. • Over R600million reduction in cost • A place where people want to work. The restructuring outlined above represents a major shake-up in many aspects of the corporation. The main challenge for Toni Fourie and his team was: how best could they restructure EHL to extract synergies between their two subsidiaries Ellerine Holdings Limited & African Bank to increase shareholders ' value at Group level. The case seeks to describe this in detail. The overarching strategy underpinning the restructuring of the researched corporation is premised on the price volume elasticity equation, by reducing the cost of credit, thereby driving pricing down within the brands, and facilitating more people having access to affordable credit. The case study of the restructuring is presented in Section 1. A review of relevant literature on strategy implementation is presented in Section 2, focusing on restructuring. Successful implementation of strategies only takes place with structures that are developed by organisations to support the achievement of their strategic objectives. Organisational architecture and design have a critical role to play in the execution of organisational strategies. Nadler and Tushman (1978) emphasise the importance of congruence in the organisational design, for the organization to not only deliver superior results but to sustain them over a period of time. Research by Okumus (2005) seems to tell us that the lack of credible framework to implement strategy, has contributed the high failure rate of strategy initiatives. Although this is a strategy implementation case, it also touches on aspects of leadership - mainly the architectural role - and the role, or influence of strategic leadership, in restructuring the corporation. The results of this research paper were achieved by following a specific research methodology. The aim of the research was to analyse the restructuring of the researched company at corporate level, having the following objectives in mind; • Understanding the strategy. • Analysing the design decisions in the light of the strategy chosen by the top management of Ellerine Holdings Limited. • Analysing what monitoring and control measures had been designed to facilitate the corporate restructuring. Data was collected through documentation of the corporation that was made available to the researcher on request, as well as those that are in the public domain, and an interview with the CEO of the researched company. The interview was conducted after analysing the documentation (Hakim, 2000). The Methodology is detailed in Section 3. The researcher hopes that the case study will contribute to learning about business leadership and strategic management. The case should develop an understanding of the complexities related to strategy execution at corporate level, particularly the restructuring aspect of it.
- Full Text:
- Date Issued: 2013
- Authors: Nkatsha, Thembinkosi Sydney
- Date: 2013
- Subjects: Reengineering (Management) , Consolidation and merger of corporations -- South Africa -- Case studies , Organizational change -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:856 , http://hdl.handle.net/10962/d1018272
- Description: [Integrative Summary] This study is situated in the complex field of change management, and strategy execution. The study focuses on the corporate level restructuring of Ellerine Holdings Limited (EHL), subsequent to its acquisition by the micro lending financial institution African Bank Investments Limited (ABIL). The interest of the researcher was aroused by the uniqueness of the relationship. This was the first of its kind in a South African context, where a banker owned a furniture retailer. The restructuring was undertaken shortly after the acquisition. This research paper adopted a case study approach, in describing the restructuring initiative that took place in EHL, focusing on the period between January 2008 and the end of 2010/ 11 financial year on the 30th of September 2011. The case captures the significant phases of the restructuring including a background of (1) the protagonist, Toni Fourie (Chief Executive Officer), (2) EHL as the researched company, (3) the industry it operates in, and (4) the case content. Brief teaching notes have been provided to explain the teaching value of the case and to assist with its delivery in the classroom. Attention is drawn to a presentation by the protagonist in November 2011, named 'A CEO Insight' where he gave an overview and insights of the road travelled in restructuring Ellerine Holdings Limited, and more importantly highlights the following about the purpose and nature of the restructuring of the organisation. • A plan to change the way the industry works. • The creation of a profitable, stand-alone retail business through: o The sale of two companies, the closure of two companies and consolidating from thirteen to six brands. o Separating financial services from retail. o Moving the financial services component to African Bank, also a subsidiary of ABIL. o Redesigning the credit model. o Completion of twelve system changes. • Over R600million reduction in cost • A place where people want to work. The restructuring outlined above represents a major shake-up in many aspects of the corporation. The main challenge for Toni Fourie and his team was: how best could they restructure EHL to extract synergies between their two subsidiaries Ellerine Holdings Limited & African Bank to increase shareholders ' value at Group level. The case seeks to describe this in detail. The overarching strategy underpinning the restructuring of the researched corporation is premised on the price volume elasticity equation, by reducing the cost of credit, thereby driving pricing down within the brands, and facilitating more people having access to affordable credit. The case study of the restructuring is presented in Section 1. A review of relevant literature on strategy implementation is presented in Section 2, focusing on restructuring. Successful implementation of strategies only takes place with structures that are developed by organisations to support the achievement of their strategic objectives. Organisational architecture and design have a critical role to play in the execution of organisational strategies. Nadler and Tushman (1978) emphasise the importance of congruence in the organisational design, for the organization to not only deliver superior results but to sustain them over a period of time. Research by Okumus (2005) seems to tell us that the lack of credible framework to implement strategy, has contributed the high failure rate of strategy initiatives. Although this is a strategy implementation case, it also touches on aspects of leadership - mainly the architectural role - and the role, or influence of strategic leadership, in restructuring the corporation. The results of this research paper were achieved by following a specific research methodology. The aim of the research was to analyse the restructuring of the researched company at corporate level, having the following objectives in mind; • Understanding the strategy. • Analysing the design decisions in the light of the strategy chosen by the top management of Ellerine Holdings Limited. • Analysing what monitoring and control measures had been designed to facilitate the corporate restructuring. Data was collected through documentation of the corporation that was made available to the researcher on request, as well as those that are in the public domain, and an interview with the CEO of the researched company. The interview was conducted after analysing the documentation (Hakim, 2000). The Methodology is detailed in Section 3. The researcher hopes that the case study will contribute to learning about business leadership and strategic management. The case should develop an understanding of the complexities related to strategy execution at corporate level, particularly the restructuring aspect of it.
- Full Text:
- Date Issued: 2013
Change management: transformational issues in South-African rugby
- Authors: Erasmus, Innis
- Date: 2015
- Subjects: Organizational change -- Management , Rugby football -- South Africa , Sports administration
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/48819 , vital:41143
- Description: The history of the sport rugby evolved from a football game more than a century ago, in England, in a town called Rugby when a young boy by the name of William Webb Ellis picked up the ball and ran to score a try. In the last two decades in South Africa the transformation process in getting more players of colour in the national team has become a real big issue. The fast changing society since 1995, the year in which the Springboks won their first Rugby World Cup, is according to government and critics not represented in the senior national side. Change management is a business management approach to implement procedures to deal with changes and to be able to reach the desired future state by profiting from the changing opportunities. SARU wants to address these issues and changes with their Strategic Transformational Plan. The purpose of this treatise was to study the perception of the junior players on the changes in rugby and the STP. The key drivers which will have influences on change management within the sport organisation were examined by the research. With the research objectives in mind a literature review was performed to create and develop a hypothesized model, which could be tested by the design of a measuring instrument which collected quantitative data for statistical results and analysis. The interpretation of the results of the research showed that Engagement, Coaching and Mentoring, Medical and Healthcare, Education/Schooling and Culture have positive associations and influences on change management. Transformational plans, Conditioning and nutrition’s relationship with change management and influences were accepted for the null hypotheses. Finally, change management and the various issues of transformation in SA Rugby showed to be valuable, measurable to a certain extent, and its recommendations actionable. The practical significant differences between the perceptions of the race groups (White, Coloured and African) illustrated valuable information for future communications and possible studies. This study and its proposed model on change management was a benefit to all the stakeholders and sport organisation going through changes and transformation in South Africa.
- Full Text:
- Date Issued: 2015
- Authors: Erasmus, Innis
- Date: 2015
- Subjects: Organizational change -- Management , Rugby football -- South Africa , Sports administration
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/48819 , vital:41143
- Description: The history of the sport rugby evolved from a football game more than a century ago, in England, in a town called Rugby when a young boy by the name of William Webb Ellis picked up the ball and ran to score a try. In the last two decades in South Africa the transformation process in getting more players of colour in the national team has become a real big issue. The fast changing society since 1995, the year in which the Springboks won their first Rugby World Cup, is according to government and critics not represented in the senior national side. Change management is a business management approach to implement procedures to deal with changes and to be able to reach the desired future state by profiting from the changing opportunities. SARU wants to address these issues and changes with their Strategic Transformational Plan. The purpose of this treatise was to study the perception of the junior players on the changes in rugby and the STP. The key drivers which will have influences on change management within the sport organisation were examined by the research. With the research objectives in mind a literature review was performed to create and develop a hypothesized model, which could be tested by the design of a measuring instrument which collected quantitative data for statistical results and analysis. The interpretation of the results of the research showed that Engagement, Coaching and Mentoring, Medical and Healthcare, Education/Schooling and Culture have positive associations and influences on change management. Transformational plans, Conditioning and nutrition’s relationship with change management and influences were accepted for the null hypotheses. Finally, change management and the various issues of transformation in SA Rugby showed to be valuable, measurable to a certain extent, and its recommendations actionable. The practical significant differences between the perceptions of the race groups (White, Coloured and African) illustrated valuable information for future communications and possible studies. This study and its proposed model on change management was a benefit to all the stakeholders and sport organisation going through changes and transformation in South Africa.
- Full Text:
- Date Issued: 2015
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