Exploring situational leadership as a key competence in driving the implementation of the integrated development plan of a South African municipality
- Authors: Nkosimbini, Aphiwe
- Date: 2020
- Subjects: Municipal government -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Corporate culture -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Situational leadership , Integrated development plan
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/145302 , vital:38426
- Description: Situational leadership is relevant to any organisation responsible for the delivery of services. Senior public sector leaders must cultivate the characteristics necessary to drive the implementation of initiatives geared towards meeting the developmental objectives of local government. The introduction of the Integrated Development Plan (IDP) of the municipality for the political term beginning in August 2016 provided a prospect of investigating the management of the implementation of this strategic blueprint in the context of the type of leadership styles prevalent in the local government environment. This dissertation therefore elucidates the idea of situational leadership as a key competence in driving the implementation of the IDP. This is through an examination of the understandings of twelve managers involved in driving this implementation. This research took the form of an evaluation case study. The critical incident technique was used to establish from the managers, as part of the interviews, a particular incident relevant to the delivery of services in line with the IDP. The focus in engaging with research participants was on their exercise of leadership as managers through the various contexts/ situations that arise within their working environment. The perspective gleaned from the participants is one which demonstrates the application of the model of situational leadership in a given sector. Furthermore, the study pinpointed the need to consider situational leadership through situation-specific lenses that take on board the role of relationships, organisational culture and its perceived impact on the performance of the organisation. The Case Study of the application of situational leadership provides insight into the myriad of challenges faced by local government leaders in driving service delivery imperatives. This is achieved through interviews with participants and the use of inductive thematic analysis as a tool of analysis. It provides an example of the value to be derived from situational leadership for leaders wanting to reach new frontiers in the work that they do. Ultimately, the service delivery expectations must be satisfied by those on whom this responsibility falls.
- Full Text:
- Date Issued: 2020
- Authors: Nkosimbini, Aphiwe
- Date: 2020
- Subjects: Municipal government -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Corporate culture -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Situational leadership , Integrated development plan
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/145302 , vital:38426
- Description: Situational leadership is relevant to any organisation responsible for the delivery of services. Senior public sector leaders must cultivate the characteristics necessary to drive the implementation of initiatives geared towards meeting the developmental objectives of local government. The introduction of the Integrated Development Plan (IDP) of the municipality for the political term beginning in August 2016 provided a prospect of investigating the management of the implementation of this strategic blueprint in the context of the type of leadership styles prevalent in the local government environment. This dissertation therefore elucidates the idea of situational leadership as a key competence in driving the implementation of the IDP. This is through an examination of the understandings of twelve managers involved in driving this implementation. This research took the form of an evaluation case study. The critical incident technique was used to establish from the managers, as part of the interviews, a particular incident relevant to the delivery of services in line with the IDP. The focus in engaging with research participants was on their exercise of leadership as managers through the various contexts/ situations that arise within their working environment. The perspective gleaned from the participants is one which demonstrates the application of the model of situational leadership in a given sector. Furthermore, the study pinpointed the need to consider situational leadership through situation-specific lenses that take on board the role of relationships, organisational culture and its perceived impact on the performance of the organisation. The Case Study of the application of situational leadership provides insight into the myriad of challenges faced by local government leaders in driving service delivery imperatives. This is achieved through interviews with participants and the use of inductive thematic analysis as a tool of analysis. It provides an example of the value to be derived from situational leadership for leaders wanting to reach new frontiers in the work that they do. Ultimately, the service delivery expectations must be satisfied by those on whom this responsibility falls.
- Full Text:
- Date Issued: 2020
A survey of organizational culture and organizational performance in a manufacturing company
- Authors: Dom, Veliswa Virginia
- Date: 2018
- Subjects: Corporate culture -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Factories -- South Africa -- Eastern Cape , Analysis of variance , Shift systems -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape , Competing Values Framework (CVF)
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/61861 , vital:28069
- Description: The purpose of this research was to explore the relationship between organizational culture and organizational performance in a manufacturing company. This company supplies metal products to the motor vehicle manufacturing industry, where the quality and quantity of parts produced is of paramount importance, since the buyers of these products are quality conscious. The organization has three production shifts that rotate each week. Anecdotal observations are that irrespective of the time that a shift operates over the course of the month, the different shifts tend to perform at different levels in terms of quality and quantity of output. This study therefore sought to investigate if these differences between shifts are statistically significant, and if so, whether these shifts also have differences in organizational culture. Components of organizational culture include values, norms, beliefs, attitudes, principles and expectations that give the organization a unique personality and differentiate it from other organizations. While the literature indicates that qualitative or quantitative approaches can be used in organizational culture research, this research adopted the quantitative approach, making use of the Competing Values Framework (CVF). The CVF is a four-category organizational culture typology established by Cameron and Quinn (2006). The framework is based on two dimensions: stability or flexibility of the organization, and external or internal focus. In this research, the CVF was used as a measurement tool to evaluate organizational culture. In order to determine differences in organizational culture between shifts, a survey was undertaken (N=138) which measured employee perceptions pertaining to the existing organizational culture of each of the three production shifts at the company. Secondly, differences in performance between the shifts were examined by using the performance data for a three-month period for each shift in terms of quantity and quality. This data was obtained from the management of the production process at the company. Statistical analysis was done using ANOVA to analyse the differences between the shifts. The findings indicated that the dominant existing organizational culture at the company under investigation is a clan culture. Furthermore, there is a statistically significant difference between the cultures of all the three shifts at the manufacturing company. The results also indicated that there is a statistically significant difference in the quantity and quality of production between the three shifts. In conclusion, the research indicated there are differences in culture and in performance, but given the nature of the data, it was not possible to statistically analyse the relationship between shift culture and performance. However, it is conceivable that cultural differences between shifts may be contributing to performance differences. With regards to further research, it is recommended that this research be extended to other branches of the manufacturing company in other regions, in order to determine whether there are any significant differences in culture and performance between these branches and their shifts. Research could also be extended to other South African organizations to create a sufficiently large sample of shift and/or business units, so as to be able to do statistical analysis of the relationship between culture and performance.
- Full Text:
- Date Issued: 2018
- Authors: Dom, Veliswa Virginia
- Date: 2018
- Subjects: Corporate culture -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Factories -- South Africa -- Eastern Cape , Analysis of variance , Shift systems -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape , Competing Values Framework (CVF)
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/61861 , vital:28069
- Description: The purpose of this research was to explore the relationship between organizational culture and organizational performance in a manufacturing company. This company supplies metal products to the motor vehicle manufacturing industry, where the quality and quantity of parts produced is of paramount importance, since the buyers of these products are quality conscious. The organization has three production shifts that rotate each week. Anecdotal observations are that irrespective of the time that a shift operates over the course of the month, the different shifts tend to perform at different levels in terms of quality and quantity of output. This study therefore sought to investigate if these differences between shifts are statistically significant, and if so, whether these shifts also have differences in organizational culture. Components of organizational culture include values, norms, beliefs, attitudes, principles and expectations that give the organization a unique personality and differentiate it from other organizations. While the literature indicates that qualitative or quantitative approaches can be used in organizational culture research, this research adopted the quantitative approach, making use of the Competing Values Framework (CVF). The CVF is a four-category organizational culture typology established by Cameron and Quinn (2006). The framework is based on two dimensions: stability or flexibility of the organization, and external or internal focus. In this research, the CVF was used as a measurement tool to evaluate organizational culture. In order to determine differences in organizational culture between shifts, a survey was undertaken (N=138) which measured employee perceptions pertaining to the existing organizational culture of each of the three production shifts at the company. Secondly, differences in performance between the shifts were examined by using the performance data for a three-month period for each shift in terms of quantity and quality. This data was obtained from the management of the production process at the company. Statistical analysis was done using ANOVA to analyse the differences between the shifts. The findings indicated that the dominant existing organizational culture at the company under investigation is a clan culture. Furthermore, there is a statistically significant difference between the cultures of all the three shifts at the manufacturing company. The results also indicated that there is a statistically significant difference in the quantity and quality of production between the three shifts. In conclusion, the research indicated there are differences in culture and in performance, but given the nature of the data, it was not possible to statistically analyse the relationship between shift culture and performance. However, it is conceivable that cultural differences between shifts may be contributing to performance differences. With regards to further research, it is recommended that this research be extended to other branches of the manufacturing company in other regions, in order to determine whether there are any significant differences in culture and performance between these branches and their shifts. Research could also be extended to other South African organizations to create a sufficiently large sample of shift and/or business units, so as to be able to do statistical analysis of the relationship between culture and performance.
- Full Text:
- Date Issued: 2018
The influence of organisational culture on organisational commitment of employees in the banking industry
- Authors: Pegram, Carla
- Date: 2017
- Subjects: Corporate culture -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape Employee loyalty -- South Africa -- Eastern Cape Banks and banking -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: http://hdl.handle.net/10948/19684 , vital:28934
- Description: Given the importance of organisational culture on the success of commercial banks, the prevalence of increased employee turnover rates, as well as the challenges that banks face with regard to preventing the loss of employees to its competitors, this study focused on the influence of selected organisational culture factors on the organisational commitment of banking employees. Against this background, the primary objective of this study was to identify and empirically test the influence of selected organisational culture factors on Organisational commitment of employees in the banking industry in the Eastern Cape. An overview of the literature was provided whereby the nature and importance of organisational commitment and organisational culture were described in the context of the banking industry. From the literature it was evident that the organisational culture of a bank has an influence on the organisational commitment of employees. The literature highlighted Involvement of employees (Empowerment of employees, Team orientation and Capacity development of employees), Adaptability (Creating change, Customer focus and Organisational learning), Consistency (Core values, Coordination and integration and Agreement) and Mission (Vision, Goals and objectives and Strategic direction and intent) as the major factors of organisational culture which influence the organisational culture of a business, in this case a commercial bank. These factors of organisational culture formed the main focus of this study. A positivistic research paradigm and quantitative research methodology were adopted for this study and a descriptive research approach was used. The primary data collection procedures involved selecting the population, the sample, sampling techniques, as well as the sample size. For the purpose of this study, the population consisted of all banking employees of the selected commercial bank within the borders of the Eastern Cape province. The sample size in this study consisted of 700 banking employees. A survey was undertaken and a structured, self-administered questionnaire was used in order to gather the necessary data. The measuring instrument used was based on an existing questionnaire used in previous research. Where necessary the items were reworded to suit this study. A total of 700 questionnaires were distributed, which resulted in 336 usable questionnaires. Thus, an effective response rate of 49.43% was achieved. The reliability of the ordinal scales of the measuring instrument was confirmed by means of the calculation of Cronbach‟s alpha coefficients, whereby coefficients greater than 0.6 were deemed to be reliable. Cronbach‟s alpha coefficients of greater than 0.6 were returned for all the factors measured using ordinal scales, thus satisfactory evidence of reliability were provided. The validity of the ordinal scales of the measuring instrument was confirmed by means of a Confirmatory Factor Analysis (CFA). Items originally intended to measure the constructs under investigation did not all load as expected. One item measuring each of the factors, namely, Empowerment of employees, Creating change, Organisational learning, Agreement, and Coordination and integration, did not load as expected and was thus excluded from further statistical analyses. The operationalisation for these factors was amended accordingly. The items measuring each of the remaining constructs, namely, Organisational commitment, Team orientation, Capacity development of employees, Customer focus, Core values, Vision, Goals and objectives, and Strategic direction and intent, all loaded as expected. The sample data was summarised using descriptive statistics. In addition, t-tests were used to determine whether the differences in mean scores returned by the demographic variable Gender and the independent and dependent variables under investigation, were significantly different from each other. Pearson‟s Product Moment Correlations coefficients were used to assess the associations between the variables under investigation. A Multiple Regression Analysis (MRA) was undertaken to measure the relationships between the independent variable and the dependent variables investigated in this study. Lastly, the relationships between the demographic variables and the dependent and independent variables were tested by means of an Analysis of Variance (ANOVA). The dependent variable Organisational commitment returned a mean score of 6.11, with the majority of banking employees agreeing that they are highly committed to the bank and feel a strong personal connection towards the bank, would recommend working at this bank to others, would find it difficult to leave and would continue to work for the bank out of choice rather than necessity. The independent variables investigated returned mean scores of between 6.05 (Coordination and integration) and 6.32 (Strategic direction and intent) with most respondents agreeing that the conditions or relationships investigated existed within the bank in which they worked. The results of the MRA reported significant positive linear relationships between Empowerment of employees, Capacity development of employees, Coordination and integration and Strategic direction and intent, and the dependent variable Organisational commitment. Furthermore, a significant negative linear relationship between Core values and the dependent variable Organisational commitment were reported. No significant linear relationships emerged between the remaining independent variables, namely, Team orientation, Creating change, Customer focus, Organisational learning, Agreement, Vision and Goals objectives, and the dependent variable Organisational commitment. The results of the ANOVA reported various significant relationships between the demographic variables and the dependent and independent variables investigated in the study. Based on the findings of this study, numerous recommendations were proposed to assist managers of banks to ultimately improve the organisational commitment of employees by adopting and encouraging certain behaviours in terms of the organisational culture of the bank. The findings of this study showed that by focusing on Empowerment of employees, Capacity development of employees, Coordination and integration and Strategic direction and intent, banks can enhance the organisational commitment of their employees. It is hoped that the findings of this study will provide bank managers with practical suggestions on how to use these organisational culture factors to improve organisational commitment among employees, and that the suggestions for future research will inspire future researchers to continue investigating the organisational culture factors in banks.
- Full Text:
- Date Issued: 2017
- Authors: Pegram, Carla
- Date: 2017
- Subjects: Corporate culture -- South Africa -- Eastern Cape , Organizational commitment -- South Africa -- Eastern Cape Employee loyalty -- South Africa -- Eastern Cape Banks and banking -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: http://hdl.handle.net/10948/19684 , vital:28934
- Description: Given the importance of organisational culture on the success of commercial banks, the prevalence of increased employee turnover rates, as well as the challenges that banks face with regard to preventing the loss of employees to its competitors, this study focused on the influence of selected organisational culture factors on the organisational commitment of banking employees. Against this background, the primary objective of this study was to identify and empirically test the influence of selected organisational culture factors on Organisational commitment of employees in the banking industry in the Eastern Cape. An overview of the literature was provided whereby the nature and importance of organisational commitment and organisational culture were described in the context of the banking industry. From the literature it was evident that the organisational culture of a bank has an influence on the organisational commitment of employees. The literature highlighted Involvement of employees (Empowerment of employees, Team orientation and Capacity development of employees), Adaptability (Creating change, Customer focus and Organisational learning), Consistency (Core values, Coordination and integration and Agreement) and Mission (Vision, Goals and objectives and Strategic direction and intent) as the major factors of organisational culture which influence the organisational culture of a business, in this case a commercial bank. These factors of organisational culture formed the main focus of this study. A positivistic research paradigm and quantitative research methodology were adopted for this study and a descriptive research approach was used. The primary data collection procedures involved selecting the population, the sample, sampling techniques, as well as the sample size. For the purpose of this study, the population consisted of all banking employees of the selected commercial bank within the borders of the Eastern Cape province. The sample size in this study consisted of 700 banking employees. A survey was undertaken and a structured, self-administered questionnaire was used in order to gather the necessary data. The measuring instrument used was based on an existing questionnaire used in previous research. Where necessary the items were reworded to suit this study. A total of 700 questionnaires were distributed, which resulted in 336 usable questionnaires. Thus, an effective response rate of 49.43% was achieved. The reliability of the ordinal scales of the measuring instrument was confirmed by means of the calculation of Cronbach‟s alpha coefficients, whereby coefficients greater than 0.6 were deemed to be reliable. Cronbach‟s alpha coefficients of greater than 0.6 were returned for all the factors measured using ordinal scales, thus satisfactory evidence of reliability were provided. The validity of the ordinal scales of the measuring instrument was confirmed by means of a Confirmatory Factor Analysis (CFA). Items originally intended to measure the constructs under investigation did not all load as expected. One item measuring each of the factors, namely, Empowerment of employees, Creating change, Organisational learning, Agreement, and Coordination and integration, did not load as expected and was thus excluded from further statistical analyses. The operationalisation for these factors was amended accordingly. The items measuring each of the remaining constructs, namely, Organisational commitment, Team orientation, Capacity development of employees, Customer focus, Core values, Vision, Goals and objectives, and Strategic direction and intent, all loaded as expected. The sample data was summarised using descriptive statistics. In addition, t-tests were used to determine whether the differences in mean scores returned by the demographic variable Gender and the independent and dependent variables under investigation, were significantly different from each other. Pearson‟s Product Moment Correlations coefficients were used to assess the associations between the variables under investigation. A Multiple Regression Analysis (MRA) was undertaken to measure the relationships between the independent variable and the dependent variables investigated in this study. Lastly, the relationships between the demographic variables and the dependent and independent variables were tested by means of an Analysis of Variance (ANOVA). The dependent variable Organisational commitment returned a mean score of 6.11, with the majority of banking employees agreeing that they are highly committed to the bank and feel a strong personal connection towards the bank, would recommend working at this bank to others, would find it difficult to leave and would continue to work for the bank out of choice rather than necessity. The independent variables investigated returned mean scores of between 6.05 (Coordination and integration) and 6.32 (Strategic direction and intent) with most respondents agreeing that the conditions or relationships investigated existed within the bank in which they worked. The results of the MRA reported significant positive linear relationships between Empowerment of employees, Capacity development of employees, Coordination and integration and Strategic direction and intent, and the dependent variable Organisational commitment. Furthermore, a significant negative linear relationship between Core values and the dependent variable Organisational commitment were reported. No significant linear relationships emerged between the remaining independent variables, namely, Team orientation, Creating change, Customer focus, Organisational learning, Agreement, Vision and Goals objectives, and the dependent variable Organisational commitment. The results of the ANOVA reported various significant relationships between the demographic variables and the dependent and independent variables investigated in the study. Based on the findings of this study, numerous recommendations were proposed to assist managers of banks to ultimately improve the organisational commitment of employees by adopting and encouraging certain behaviours in terms of the organisational culture of the bank. The findings of this study showed that by focusing on Empowerment of employees, Capacity development of employees, Coordination and integration and Strategic direction and intent, banks can enhance the organisational commitment of their employees. It is hoped that the findings of this study will provide bank managers with practical suggestions on how to use these organisational culture factors to improve organisational commitment among employees, and that the suggestions for future research will inspire future researchers to continue investigating the organisational culture factors in banks.
- Full Text:
- Date Issued: 2017
Enhancing the organisational culture at Spar Eastern Cape: a case study
- Authors: Dick, Siyolo
- Date: 2013
- Subjects: Corporate culture -- South Africa -- Eastern Cape , Teams in the workplace -- South Africa -- Eastern Cape , Chain stores -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8885 , http://hdl.handle.net/10948/d1020804
- Description: SPAR Eastern Cape is a special organisation. It is an extraordinary place to work and have fun at. The organisation celebrated its twentieth “birthday” in 2013. Operating in a very difficult sector, this business has done extremely well in establishing itself as one of the leading businesses in the Eastern Cape. The success of this incredible business is driven by employees from all levels. With an extreme conviction in the apothegm that “none of us is as smart as all of us”, the organisation is built around high performance teams through a unique culture called: Amafela Ndawonye (referred to as Amafela hereafter). “Amafela” has been in operation at SPAR Eastern Cape since the organisation’s inauguration in 1993. Organisational cultures are dynamic. Organisational cultures shift, incrementally and constantly, in response to external and internal changes. Trying to assess an organisational culture is therefore complicated by the reality that one is trying to hit a moving target. However, a possibility exists that culture enhancement can be managed as a continuous process rather than big shifts (often in response to a crisis). A stable destination with regards to organisational culture should never be reached. The culture of an organisation should always be learning and developing. This prompted the researcher to ask the question, as an organisation responds to internal and external changes; can it lose its relevancy in the process? The primary objective of this research is to determine whether the commitment to the culture of “Amafela” and relevancy thereof at SPAR Eastern Cape is declining. The first step in achieving this objective was an in-depth theoretical study. The second step, and in order to achieve this objective, was an empirical survey conducted to canvas the opinions of (N= 149) respondents at SPAR Eastern Cape. The main findings of this research conducted at SPAR Eastern Cape can be summarised as follows: The organisational culture was assessed according to how respondents interpret the organisation’s existing organisational culture, and thus underlining areas in need of enhancement. In general the outcome of the survey exhibited that a large number of employees at SPAR Eastern Cape denoted that the culture of “Amafela” is still strong and is still relevant in the organisation. In this research, good to excellent levels of consistency for all eleven factors of “Amafela” were achieved. The items are therefore parallel in the test. Organisational leaders will influence the function of the people within the organisation. Moreover, leadership will set the present and future course of the company. This research articulates a correlation between leadership and “Amafela” factors. The eleven dimensions of the “Amafela” factors ranked according from favourable to less favourable. Customer focus emerged as the factor which most respondents agreed and strongly agreed with. It can be concluded then, that the culture of “Amafela Ndawonye” at SPAR Eastern Cape has the full support of the employees and is still relevant in the organization.
- Full Text:
- Date Issued: 2013
- Authors: Dick, Siyolo
- Date: 2013
- Subjects: Corporate culture -- South Africa -- Eastern Cape , Teams in the workplace -- South Africa -- Eastern Cape , Chain stores -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8885 , http://hdl.handle.net/10948/d1020804
- Description: SPAR Eastern Cape is a special organisation. It is an extraordinary place to work and have fun at. The organisation celebrated its twentieth “birthday” in 2013. Operating in a very difficult sector, this business has done extremely well in establishing itself as one of the leading businesses in the Eastern Cape. The success of this incredible business is driven by employees from all levels. With an extreme conviction in the apothegm that “none of us is as smart as all of us”, the organisation is built around high performance teams through a unique culture called: Amafela Ndawonye (referred to as Amafela hereafter). “Amafela” has been in operation at SPAR Eastern Cape since the organisation’s inauguration in 1993. Organisational cultures are dynamic. Organisational cultures shift, incrementally and constantly, in response to external and internal changes. Trying to assess an organisational culture is therefore complicated by the reality that one is trying to hit a moving target. However, a possibility exists that culture enhancement can be managed as a continuous process rather than big shifts (often in response to a crisis). A stable destination with regards to organisational culture should never be reached. The culture of an organisation should always be learning and developing. This prompted the researcher to ask the question, as an organisation responds to internal and external changes; can it lose its relevancy in the process? The primary objective of this research is to determine whether the commitment to the culture of “Amafela” and relevancy thereof at SPAR Eastern Cape is declining. The first step in achieving this objective was an in-depth theoretical study. The second step, and in order to achieve this objective, was an empirical survey conducted to canvas the opinions of (N= 149) respondents at SPAR Eastern Cape. The main findings of this research conducted at SPAR Eastern Cape can be summarised as follows: The organisational culture was assessed according to how respondents interpret the organisation’s existing organisational culture, and thus underlining areas in need of enhancement. In general the outcome of the survey exhibited that a large number of employees at SPAR Eastern Cape denoted that the culture of “Amafela” is still strong and is still relevant in the organisation. In this research, good to excellent levels of consistency for all eleven factors of “Amafela” were achieved. The items are therefore parallel in the test. Organisational leaders will influence the function of the people within the organisation. Moreover, leadership will set the present and future course of the company. This research articulates a correlation between leadership and “Amafela” factors. The eleven dimensions of the “Amafela” factors ranked according from favourable to less favourable. Customer focus emerged as the factor which most respondents agreed and strongly agreed with. It can be concluded then, that the culture of “Amafela Ndawonye” at SPAR Eastern Cape has the full support of the employees and is still relevant in the organization.
- Full Text:
- Date Issued: 2013
Corporate identity and identification: the case of the Eastern Cape Department of Social Development
- Authors: Rantjie, Khuselwa
- Date: 2012
- Subjects: Corporate culture -- South Africa -- Eastern Cape , Personnel management -- South Africa -- Eastern Cape -- Communication
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/8638 , vital:26416
- Description: One of the key recommendations of the Communication Task Team Report which analysed the communication programme of government post 1994 was that of the introduction of a single corporate identity programme for government. It is against this background that various South African government departments (national and provincial) including the Eastern Cape Department of Social Development introduced their corporate identity programmes. Based on the Rotterdam Organisation Identification Test (ROIT) (van Riel et al., 1994), the paper analyses the levels to which employees identify with the corporate identity of the Department of Social Development. The ROIT scale identifies four variables that impact on employee identification which are; employee communication, job satisfaction, corporate culture and perceived organisational prestige.
- Full Text:
- Date Issued: 2012
Corporate identity and identification: the case of the Eastern Cape Department of Social Development
- Authors: Rantjie, Khuselwa
- Date: 2012
- Subjects: Corporate culture -- South Africa -- Eastern Cape , Personnel management -- South Africa -- Eastern Cape -- Communication
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/8638 , vital:26416
- Description: One of the key recommendations of the Communication Task Team Report which analysed the communication programme of government post 1994 was that of the introduction of a single corporate identity programme for government. It is against this background that various South African government departments (national and provincial) including the Eastern Cape Department of Social Development introduced their corporate identity programmes. Based on the Rotterdam Organisation Identification Test (ROIT) (van Riel et al., 1994), the paper analyses the levels to which employees identify with the corporate identity of the Department of Social Development. The ROIT scale identifies four variables that impact on employee identification which are; employee communication, job satisfaction, corporate culture and perceived organisational prestige.
- Full Text:
- Date Issued: 2012
The impact of organizational culture of employees' behaviour within tertiary institutions in the Eastern Cape region
- Authors: Ntontela, Zintle Asiyena
- Date: 2009
- Subjects: Universities and colleges -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Employees -- Attitudes , Corporate culture -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: vital:11546 , http://hdl.handle.net/10353/219 , Universities and colleges -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Employees -- Attitudes , Corporate culture -- South Africa -- Eastern Cape
- Description: According to Nel, van Dyk, Haasbroek, Schultz, Sono and Werner (2004:19), organizational culture is simply the manner in which things are done in an organization. It is also known as the personality of the organization. Irrespective of what is called, the culture of the organization develops overtime, and employees are often not even aware of its existence. Organizational culture is, however, of particular importance to management because it helps them understand how employees feel about their work. Culture involves general assumptions about the manner in which work should be done, appropriate goals for the organization as a whole and for departments within the organization, and personal goals for employees. It is particularly the latter that makes the nature of the psychological contract of special importance in the pursuit of organizational success. It is represented by formal goals, structures, policy and communication. Shaw (1997:15) agrees with Nel et al (2004) that organizational culture composes of the shared values which are important concerns and goals shared by people in the organization that tend to influence the behaviour of the employees. These values persist overtime even with changes in group membership. In the light of the above literature, I’m conducting a research for a masters’ degree in Industrial Psychology at the University of Fort Hare, the topic being “The impact of organizational culture on employees’ behaviour within tertiary institutions in the Eastern Cape Region”. This study seeks to investigate: 1) Determine the extent of influence of organizational culture on employees’ behaviour. 2) Identify how management enforces such a culture into the workplace. 3) Determine the significance of creating organizational culture and its implementation. This questionnaire was designed, in this regard, by the researcher to assess the above mentioned objectives. This questionnaire was distributed to the Nelson Mandela Metropolitan University and the University of Fort Hare.
- Full Text:
- Date Issued: 2009
- Authors: Ntontela, Zintle Asiyena
- Date: 2009
- Subjects: Universities and colleges -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Employees -- Attitudes , Corporate culture -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: vital:11546 , http://hdl.handle.net/10353/219 , Universities and colleges -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Employees -- Attitudes , Corporate culture -- South Africa -- Eastern Cape
- Description: According to Nel, van Dyk, Haasbroek, Schultz, Sono and Werner (2004:19), organizational culture is simply the manner in which things are done in an organization. It is also known as the personality of the organization. Irrespective of what is called, the culture of the organization develops overtime, and employees are often not even aware of its existence. Organizational culture is, however, of particular importance to management because it helps them understand how employees feel about their work. Culture involves general assumptions about the manner in which work should be done, appropriate goals for the organization as a whole and for departments within the organization, and personal goals for employees. It is particularly the latter that makes the nature of the psychological contract of special importance in the pursuit of organizational success. It is represented by formal goals, structures, policy and communication. Shaw (1997:15) agrees with Nel et al (2004) that organizational culture composes of the shared values which are important concerns and goals shared by people in the organization that tend to influence the behaviour of the employees. These values persist overtime even with changes in group membership. In the light of the above literature, I’m conducting a research for a masters’ degree in Industrial Psychology at the University of Fort Hare, the topic being “The impact of organizational culture on employees’ behaviour within tertiary institutions in the Eastern Cape Region”. This study seeks to investigate: 1) Determine the extent of influence of organizational culture on employees’ behaviour. 2) Identify how management enforces such a culture into the workplace. 3) Determine the significance of creating organizational culture and its implementation. This questionnaire was designed, in this regard, by the researcher to assess the above mentioned objectives. This questionnaire was distributed to the Nelson Mandela Metropolitan University and the University of Fort Hare.
- Full Text:
- Date Issued: 2009
Cultural values and leadership styles of middle level managers in a private sector hospitals in the Eastern Cape
- Authors: Boguslavsky, Marianna
- Date: 2007
- Subjects: Hospitals, Proprietary -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Middle managers -- South Africa -- Eastern Cape , Corporate culture -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:10080 , http://hdl.handle.net/10948/478 , http://hdl.handle.net/10948/d1011927 , Hospitals, Proprietary -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Middle managers -- South Africa -- Eastern Cape , Corporate culture -- South Africa -- Eastern Cape
- Description: In recent years, South Africa has seen increasing cultural diversification with regard to the appointment of managers in private healthcare facilities. However, research conducted in this area remains extremely limited. The aim of the present study was to explore and describe cultural values and leadership styles of middle managers at a private sector hospital in the Eastern Cape. Hofstede’s (1980, a ) model of cultural values served as a theoretical framework to conceptualise this study. The study was qualitative in nature and made use of in-depth research interviews conducted with a diverse sample of middle managers. The researcher made use of homogeneous and convenience sampling and utilised five participants. The qualitative data was analysed using Tesch’s (1990, in De Vos, 2002) method of analysis. Results revealed that despite the differences in personal culture, most of the managers are similar in their leadership styles and are also affected by the organizational culture. The results of the study contribute to a better understanding of the influence of cultural values and leadership styles in South Africa and will thereby benefit health institutions in their dealings with their modern day multi-cultural management staff.
- Full Text:
- Date Issued: 2007
- Authors: Boguslavsky, Marianna
- Date: 2007
- Subjects: Hospitals, Proprietary -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Middle managers -- South Africa -- Eastern Cape , Corporate culture -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:10080 , http://hdl.handle.net/10948/478 , http://hdl.handle.net/10948/d1011927 , Hospitals, Proprietary -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Middle managers -- South Africa -- Eastern Cape , Corporate culture -- South Africa -- Eastern Cape
- Description: In recent years, South Africa has seen increasing cultural diversification with regard to the appointment of managers in private healthcare facilities. However, research conducted in this area remains extremely limited. The aim of the present study was to explore and describe cultural values and leadership styles of middle managers at a private sector hospital in the Eastern Cape. Hofstede’s (1980, a ) model of cultural values served as a theoretical framework to conceptualise this study. The study was qualitative in nature and made use of in-depth research interviews conducted with a diverse sample of middle managers. The researcher made use of homogeneous and convenience sampling and utilised five participants. The qualitative data was analysed using Tesch’s (1990, in De Vos, 2002) method of analysis. Results revealed that despite the differences in personal culture, most of the managers are similar in their leadership styles and are also affected by the organizational culture. The results of the study contribute to a better understanding of the influence of cultural values and leadership styles in South Africa and will thereby benefit health institutions in their dealings with their modern day multi-cultural management staff.
- Full Text:
- Date Issued: 2007
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