An evaluation of formal mentoring programmes within two South African organisations
- Authors: Shelton, Delyse Elizabeth
- Date: 2006
- Subjects: Mentoring -- South Africa , Organizational effectiveness -- Evaluation , Organizational effectiveness -- South Africa , Corporate culture -- South Africa
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1186 , http://hdl.handle.net/10962/d1002803 , Mentoring -- South Africa , Organizational effectiveness -- Evaluation , Organizational effectiveness -- South Africa , Corporate culture -- South Africa
- Description: The benefits of informal mentoring are numerous and organisations have recognised these benefits in terms of organisational development. There has been an attempt to harvest these benefits through the introduction of formal mentoring programmes as a tool to fast track and then ultimately retain internal capability. This research on formal mentoring programmes occurred within a qualitative paradigm and data was obtained through document analysis and interviews from five mentoring pairs in one organisation and four mentoring pairs in another. The data was then presented and analysed in terms of the models proposed in the literature. The aim of this research was to evaluate formal mentoring programmes within South African organisations based on a framework provided by the literature. It was found that the literature proposed no formal evaluation model and thus, one was developed based on models of programme evaluation and formal mentoring implementation models. On the evaluation of the two formal mentoring programmes, it was found that there are some issues raised in the literature that are pertinent to both organisations but that there were also issues that were only relevant to one of the programmes. According to the research the differences in perceived success of the mentoring programme lay in the goals of the programme relating to the broader goals and culture of the organisation. It is recommended that future research investigate the impact of organisational culture on the effectiveness of formal mentoring programmes. The research also identified a need for supportive resources although this study did not assess the appropriateness and sufficiency of the resources. Organisations also need to implement effective evaluative practices in order to implement effective changes to the programme.
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How the internet supports the consumer decision process: the case study of McCarthy Call-a-Car
- Authors: Limbada, Suhayl
- Date: 2006
- Subjects: McCarthy Call-a Car , Automobile dealers -- South Africa , Automobile industry and trade , Internet marketing , Consumer behavior , Customer services , Consumer satisfaction
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:1171 , http://hdl.handle.net/10962/d1002787 , McCarthy Call-a Car , Automobile dealers -- South Africa , Automobile industry and trade , Internet marketing , Consumer behavior , Customer services , Consumer satisfaction
- Description: This thesis aims to provide a better understanding of the ways in which the Internet supports the consumer decision process of potential customers in an online car retail environment. The thesis is mainly focused on how this can be done in South Africa. A case study approach was adopted in investigating the case of McCarthy Call-a-Car. Interviews were carried out with McCarthy Call-a-Car employees and documents and the Call-a-Car website, were analysed. It was revealed that Call-a-Car focuses on using the Internet to support customers in the pre-purchase phase only. The purchase and post-purchase phases are carried out offline at its dealership network and Club McCarthy respectively. The findings showed that Call-a-Car views the Internet as a marketing tool that provides convenience to customers searching for product information in the pre-purchase phase. The interviews revealed that due to Call-a-Car's strategy, as well as practical problems of selling online, the customer will still have to visit a dealership to conclude a purchase and for post-purchase support. From this research it appears that there are three main issues arising out of Call-a-Car's usage of the Internet in the customer buying process: firstly, the research revealed that instead of cutting out the middle-man, the Internet has created new types of intermediaries called "cybermediaries" and that Call-a-Car is one such intermediary. Secondly, it was revealed that trust is crucial in the online environment and that Call-a-Car builds trust through branding. Thirdly, the Internet has not affected prices online, despite theoretical estimations that the Internet would induce lower prices. The main recommendations for future research are empirical studies to investigate if the cybermediary model is unique to the car industry and whether this business model could be applied to other look and feel industries such as real estate. Future studies could also investigate the mechanics of trust-building and brand-building in the online environment and finally, studies from the customer perspective considering what Internet tools the customer would like to see online to support them during their buying decision process.
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Implementing performance management at local government level in South Africa : a case study on the impact of organisational culture
- Authors: Williams, Quinton Walter
- Date: 2006
- Subjects: Buffalo City (South Africa) Local government -- South Africa Municipal government -- South Africa Performance -- Management -- South Africa Corporate culture -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:749 , http://hdl.handle.net/10962/d1003870
- Description: Local Government in South Africa has undergone much transformation since 2000. Although much of the change has been to correct imbalances, inequities and disparities within our local communities as a result of Apartheid, change has also been motivated by National Government’s realisation that, as with governments throughout the world, there is a need to modernise all spheres of Government. Part of this transformation process at a local government level in South Africa has been to ensure that municipalities become more responsive to the communities’ needs. The guiding principles for this transformation are contained in the White Paper on the Transformation of the Public Service (1995) and the Batho Pele White Paper (1997). This has informed the Municipal Systems Act: Act 32 of 2000 of which Chapter 6 determines that municipalities will have a performance management system to promote a culture of performance management amongst the political structures, political office bearers, councillors and administration. The performance management system must ensure that the municipality administers its affairs in an economical, effective, efficient and accountable manner. A literature review contained in this research, indicates that internationally, implementing performance management systems at a local government level is impact upon by a number of factors such as the organizational culture of an institution. This research, which has been grounded within a constructivist paradigm, describes the impact organizational culture has had on the implementation process of the performance management system at Buffalo City Municipality. Interviews were conducted amongst the Section 57 employees (i.e. the Directors) and those employees directly responsible for implementing performance management. The four Directors, two General Managers and the portfolio councilor were interviewed. Semi-structured interviews were conducted with the interviewees and this culminated in a total of 10 hours of interviewing. The protocols were analyzed using the guidelines suggested by Boyatzis (1998) and the findings are detailed in two chapters. The findings of the research were that the implementation of the performance management system at Buffalo City Municipality has been impacted on by the dichotomy between the political and administrative leadership, resulting in non-implementation of council resolutions, the lack of an organizational strategy, poor institutional arrangements and inadequate resource allocation, are reported. However, the most important finding was the impact that a culture of fear has had on the implementation process. This culture of fear and its impact on the implementation of performance management system is described as the most pervasive and insidious of all the findings to have negatively impacted on the implementation process. This research ends with recommendations for further research and it is argued that each organization has its own unique organizational culture. The conclusion is that no single typology, as contained in the literature, which can account for the specific impact organizational culture will have on the implementation process of a performance management system at local government level in South Africa. Consequently, implementers of performance management systems must assess the unique characteristics of each organization’s culture prior to implementation, in order to evaluate its impact that the organizational culture can have on the process.
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