- Title
- Socio-historical analysis of organisational change: a case study of Zimbabwe Posts (Zimpost), 2010–2020
- Creator
- Kambarami-Zengeni, Faith Chipo
- ThesisAdvisor
- Klerck, G.G.
- Subject
- Uncatalogued
- Date
- 2022-10-14
- Type
- Academic theses
- Type
- Doctoral theses
- Type
- text
- Identifier
- http://hdl.handle.net/10962/422518
- Identifier
- vital:71954
- Identifier
- DOI 10.21504/10962/422518
- Description
- Postal organisations play an important role in the provision of basic communication services. In Zimbabwe, post offices have a large physical distribution network of over 240 post offices country-wide to make communication services accessible to the populace. However, e-substitution has threatened mail business significantly. Postal operators globally are experiencing declining mail volumes in the face of advanced information and communication technologies. The overall goal of this thesis was to undertake a socio-historical analysis of organisational change at ZimPost using Taylorism, Fordism and post-Fordism as broad ideal types to explain how industry evolves in different phases of capitalism. National politics and economics play an integral role in how Taylorism, Fordism and post-Fordism assumed at ZimPost. Studies on these broad organising types have mainly focused on private sector organisations. However, this thesis argues that these analytical paradigms are also valid in public sector organisations, but they will unfold differently given the context in which change is experienced. Using a qualitative approach, the study established that the 1980s and 1990s can best be described as the ‘golden years’ of postal services in Zimbabwe, characterised by mass production and mass consumption of postal products and services. At that time the Posts and Telecommunications Corporation enjoyed a monopoly of postal services in the country. The stable market share, competitive salaries for postal workers, increased unionisation and a fairly stable economy enabled a Fordist regime of accumulation to develop. The cycle broke down when the mode of regulation was weakened by national economic and political changes towards the late 1990s. PTC started to experience a decline in the consumption of postal products. The decline was also attributed to increased competition from smaller private courier operators that could provide specialised services to a market with changing needs. With increased competition, the advancement of information, and communication technologies, mail volumes dwindled. This period can best be described as the crisis of Fordism at ZimPost. In the year 2000, the government unbundled the posts and telecommunications corporation to create four companies including Zimbabwe Posts. This was perceived as one of the most radical organisational changes in the history of postal services in Zimbabwe. More organisational changes took place at ZimPost that can best be described as characteristics of post-Fordism. These changes were attempts by ZimPost to remain relevant in light of the economic, political and technological changes taking place in the country. The postal operator introduced customised products in the form of agency services, supported by increased use of information and communication technologies in the post office. Organisational changes at ZimPost were shaped mainly by the economic and political environment in which they took place. Organisational change is complex, changes do not follow a linear pattern, they are processual.
- Description
- Thesis (PhD) -- Faculty of Humanities, Sociology, 2023
- Format
- computer, online resource, application/pdf, 1 online resource (259 pages), pdf
- Publisher
- Rhodes University, Faculty of Humanities, Sociology
- Language
- English
- Rights
- Kambarami-Zengeni, Faith Chipo
- Rights
- Use of this resource is governed by the terms and conditions of the Creative Commons "Attribution-NonCommercial-ShareAlike" License (http://creativecommons.org/licenses/by-nc-sa/2.0/)
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RU Department of Sociology
| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | SOURCE1 | ZENGENI-PHD-TR22-286.pdf | 1 MB | Adobe Acrobat PDF | View Details Download |