The development of a continuous improvement culture causal framework to enhance effectiveness in a South African port environment
- Authors: Schoeman, Nicole Therese
- Date: 2024-04
- Subjects: Continuous improvement process , Organizational change , Corporate culture
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/64786 , vital:73908
- Description: Significant competition challenges confront South Africa's port sector. The sector is also essential to the Eastern Cape Province's economic and social standing. This study was conducted with the objective of helping the port industry in South Africa apply the continuous improvement (CI) philosophy more successfully. The formation of an organisational culture that was conducive to CI was accomplished via the identification of key leadership practices and behaviours. The principal objective of the study was to ascertain, examine, and conduct an empirical examination of the potential impact of diverse leadership practices and behaviours on the culture of the organisation. As a result, the goal of the study was to combine well-researched theories and findings about general organisational culture with more recent findings and firsthand knowledge about CI culture and its significance for the effective execution of CI methodology. Formulating a causal framework for CI culture was the main objective of this work. A literature study was conducted on organisational culture, CI principles, and the port industry. This assessment clearly supported CI as a proven strategy for port industry improvement. One of the main reasons why so many organisations are unable to properly deploy CI is the misalignment of their organisational cultures. Furthermore, there was proof of the crucial part that the conduct and behaviour of leaders might play in the formation of a CI culture. Based on the research study, a framework was created to direct these activities and behaviours. The research methodology used to ultimately create the framework was through an empirical study using a quantitative approach. This quantitative approach was used to evaluate eight hypotheses of this study. Additionally, the validity and reliability of the study was also assessed. The eight major types of leadership actions addressed in this framework, and was tested through the hypotheses, included supportive leadership, process management, employee empowerment, organisational values, reward system, external interaction, customer focus, and future orientation. The association between the eight criteria and the existence of CI culture was then investigated empirically using a structured questionnaire. After this, the data was extensively analysed and statistically scrutinised. The findings showed a substantial positive correlation between the degree of CI culture that was presently in place (dependent variable) and four of the eight categories (independent variables). The four categories were external interaction, process management, organisational values, and supportive leadership. After illustrating these connections, the study's recommendations and conclusions were presented in accordance with the data. The recommendations include improving the framework even more by giving additional information about the precise leadership behaviors connected to each variable and increasing the scope of the study to more than just one sample from one port in South Africa. , Thesis (MEng) -- Faculty of Engineering, the Built Environment, and Technology, School of Engineering, 2024
- Full Text:
- Date Issued: 2024-04
- Authors: Schoeman, Nicole Therese
- Date: 2024-04
- Subjects: Continuous improvement process , Organizational change , Corporate culture
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/64786 , vital:73908
- Description: Significant competition challenges confront South Africa's port sector. The sector is also essential to the Eastern Cape Province's economic and social standing. This study was conducted with the objective of helping the port industry in South Africa apply the continuous improvement (CI) philosophy more successfully. The formation of an organisational culture that was conducive to CI was accomplished via the identification of key leadership practices and behaviours. The principal objective of the study was to ascertain, examine, and conduct an empirical examination of the potential impact of diverse leadership practices and behaviours on the culture of the organisation. As a result, the goal of the study was to combine well-researched theories and findings about general organisational culture with more recent findings and firsthand knowledge about CI culture and its significance for the effective execution of CI methodology. Formulating a causal framework for CI culture was the main objective of this work. A literature study was conducted on organisational culture, CI principles, and the port industry. This assessment clearly supported CI as a proven strategy for port industry improvement. One of the main reasons why so many organisations are unable to properly deploy CI is the misalignment of their organisational cultures. Furthermore, there was proof of the crucial part that the conduct and behaviour of leaders might play in the formation of a CI culture. Based on the research study, a framework was created to direct these activities and behaviours. The research methodology used to ultimately create the framework was through an empirical study using a quantitative approach. This quantitative approach was used to evaluate eight hypotheses of this study. Additionally, the validity and reliability of the study was also assessed. The eight major types of leadership actions addressed in this framework, and was tested through the hypotheses, included supportive leadership, process management, employee empowerment, organisational values, reward system, external interaction, customer focus, and future orientation. The association between the eight criteria and the existence of CI culture was then investigated empirically using a structured questionnaire. After this, the data was extensively analysed and statistically scrutinised. The findings showed a substantial positive correlation between the degree of CI culture that was presently in place (dependent variable) and four of the eight categories (independent variables). The four categories were external interaction, process management, organisational values, and supportive leadership. After illustrating these connections, the study's recommendations and conclusions were presented in accordance with the data. The recommendations include improving the framework even more by giving additional information about the precise leadership behaviors connected to each variable and increasing the scope of the study to more than just one sample from one port in South Africa. , Thesis (MEng) -- Faculty of Engineering, the Built Environment, and Technology, School of Engineering, 2024
- Full Text:
- Date Issued: 2024-04
A case study of how to implement continuous improvement initiatives
- Authors: Ntsoane, Makobe Collen
- Date: 2023-12
- Subjects: Employee morale , Incentives in industry , Corporate culture
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/65902 , vital:74282
- Description: The aim of this study was to establish an understanding of the critical success factors of how to successfully implement and sustain continuous improvement projects at the Festive poultry processing plant using the 20 Keys continuous improvement (CI) tool. There are many continuous improvements in methodologies such as lean, 20 Keys , TQM and business process re-engineering. However, it has proven difficult for numerous businesses globally. Festive, a division of Astral Foods, a poultry processing plant, attempted to implement the 20 Keys , a continuous improvement methodology, and it was no exception as it was added to the list of unsuccessful companies. Because of the failed attempt to implement 20 Keys at Festive and many other manufacturing businesses, which attempted to introduce CI initiatives but ultimately failed, factors such as management support, training, rewards and recognition and organisational culture have been revealed by the literature review as contributors to continuous improvement initiatives’ successful or unsuccessful implementation. A case study methodology was applied in this study to understand the real-life context of the failed implementation of Continuous Improvement at Festive. Furthermore, it aimed to explore and explain complex causal links of training, rewards and recognition, organisational culture and management support which can positively impact the implementation of 20 Keys within the poultry processing industry or any manufacturing industry. A mixed method was followed through an online survey and in-depth interviews. The qualitative and quantitative data analysis results revealed that management support, training, rewards and recognition and organisational culture all were related and influenced continuous improvement implementation. Furthermore, companywide training, rewards and recognition proved to be the most significant challenge, resulting in the unsuccessful implementation of 20 Keys. The findings revealed that implementing continuous improvement is not immediate and entails all employees being adequately involved in the entire process from the start. The main finding at Festive was that when implementing the 20 Keys continuous , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business School, 2023 , The aim of this study was to establish an understanding of the critical success factors of how to successfully implement and sustain continuous improvement projects at the Festive poultry processing plant using the 20 Keys continuous improvement (CI) tool. There are many continuous improvements in methodologies such as lean, 20 Keys , TQM and business process re-engineering. However, it has proven difficult for numerous businesses globally. Festive, a division of Astral Foods, a poultry processing plant, attempted to implement the 20 Keys , a continuous improvement methodology, and it was no exception as it was added to the list of unsuccessful companies. Because of the failed attempt to implement 20 Keys at Festive and many other manufacturing businesses, which attempted to introduce CI initiatives but ultimately failed, factors such as management support, training, rewards and recognition and organisational culture have been revealed by the literature review as contributors to continuous improvement initiatives’ successful or unsuccessful implementation. A case study methodology was applied in this study to understand the real-life context of the failed implementation of Continuous Improvement at Festive. Furthermore, it aimed to explore and explain complex causal links of training, rewards and recognition, organisational culture and management support which can positively impact the implementation of 20 Keys within the poultry processing industry or any manufacturing industry. A mixed method was followed through an online survey and in-depth interviews. The qualitative and quantitative data analysis results revealed that management support, training, rewards and recognition and organisational culture all were related and influenced continuous improvement implementation. Furthermore, companywide training, rewards and recognition proved to be the most significant challenge, resulting in the unsuccessful implementation of 20 Keys. The findings revealed that implementing continuous improvement is not immediate and entails all employees being adequately involved in the entire process from the start. The main finding at Festive was that when implementing the 20 Keys continuous improvement tool, the training provided was inadequate and mainly focused on managers and not staff. Furthermore, the lack of a rewards and recognition strategy, linked to continuous improvement goals, contributed to resistance to change in the culture and an inability to adapt to change. Misalignment between managers and staff regarding what contributes to successful continuous improvement initiatives, such as training, management involvement and rewards and recognition, was also found to be a contributor to the unsuccessful implementation of continuous improvement.
- Full Text:
- Date Issued: 2023-12
- Authors: Ntsoane, Makobe Collen
- Date: 2023-12
- Subjects: Employee morale , Incentives in industry , Corporate culture
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/65902 , vital:74282
- Description: The aim of this study was to establish an understanding of the critical success factors of how to successfully implement and sustain continuous improvement projects at the Festive poultry processing plant using the 20 Keys continuous improvement (CI) tool. There are many continuous improvements in methodologies such as lean, 20 Keys , TQM and business process re-engineering. However, it has proven difficult for numerous businesses globally. Festive, a division of Astral Foods, a poultry processing plant, attempted to implement the 20 Keys , a continuous improvement methodology, and it was no exception as it was added to the list of unsuccessful companies. Because of the failed attempt to implement 20 Keys at Festive and many other manufacturing businesses, which attempted to introduce CI initiatives but ultimately failed, factors such as management support, training, rewards and recognition and organisational culture have been revealed by the literature review as contributors to continuous improvement initiatives’ successful or unsuccessful implementation. A case study methodology was applied in this study to understand the real-life context of the failed implementation of Continuous Improvement at Festive. Furthermore, it aimed to explore and explain complex causal links of training, rewards and recognition, organisational culture and management support which can positively impact the implementation of 20 Keys within the poultry processing industry or any manufacturing industry. A mixed method was followed through an online survey and in-depth interviews. The qualitative and quantitative data analysis results revealed that management support, training, rewards and recognition and organisational culture all were related and influenced continuous improvement implementation. Furthermore, companywide training, rewards and recognition proved to be the most significant challenge, resulting in the unsuccessful implementation of 20 Keys. The findings revealed that implementing continuous improvement is not immediate and entails all employees being adequately involved in the entire process from the start. The main finding at Festive was that when implementing the 20 Keys continuous , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business School, 2023 , The aim of this study was to establish an understanding of the critical success factors of how to successfully implement and sustain continuous improvement projects at the Festive poultry processing plant using the 20 Keys continuous improvement (CI) tool. There are many continuous improvements in methodologies such as lean, 20 Keys , TQM and business process re-engineering. However, it has proven difficult for numerous businesses globally. Festive, a division of Astral Foods, a poultry processing plant, attempted to implement the 20 Keys , a continuous improvement methodology, and it was no exception as it was added to the list of unsuccessful companies. Because of the failed attempt to implement 20 Keys at Festive and many other manufacturing businesses, which attempted to introduce CI initiatives but ultimately failed, factors such as management support, training, rewards and recognition and organisational culture have been revealed by the literature review as contributors to continuous improvement initiatives’ successful or unsuccessful implementation. A case study methodology was applied in this study to understand the real-life context of the failed implementation of Continuous Improvement at Festive. Furthermore, it aimed to explore and explain complex causal links of training, rewards and recognition, organisational culture and management support which can positively impact the implementation of 20 Keys within the poultry processing industry or any manufacturing industry. A mixed method was followed through an online survey and in-depth interviews. The qualitative and quantitative data analysis results revealed that management support, training, rewards and recognition and organisational culture all were related and influenced continuous improvement implementation. Furthermore, companywide training, rewards and recognition proved to be the most significant challenge, resulting in the unsuccessful implementation of 20 Keys. The findings revealed that implementing continuous improvement is not immediate and entails all employees being adequately involved in the entire process from the start. The main finding at Festive was that when implementing the 20 Keys continuous improvement tool, the training provided was inadequate and mainly focused on managers and not staff. Furthermore, the lack of a rewards and recognition strategy, linked to continuous improvement goals, contributed to resistance to change in the culture and an inability to adapt to change. Misalignment between managers and staff regarding what contributes to successful continuous improvement initiatives, such as training, management involvement and rewards and recognition, was also found to be a contributor to the unsuccessful implementation of continuous improvement.
- Full Text:
- Date Issued: 2023-12
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
How relational and strategic leadership shape organizational culture
- Lebusa, Libuseng Mampolokeng
- Authors: Lebusa, Libuseng Mampolokeng
- Date: 2020
- Subjects: SOS Quthing Children's Village -- Management , Corporate culture , Corporate culture -- Lesotho -- Quthing , Leadership -- Lesotho -- Quthing , Nonprofit organizations -- Lesotho -- Quthing
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/166070 , vital:41326
- Description: The study aims at analysing how relational and strategic leadership shapes the culture of an organization, using as a case study the SOS Children’s Village Lesotho in Quthing District. As an International Federation, SOS Children’s Village espouses four values, namely Courage, Trust, Commitment, and Accountability. The case was selected because SOS Children’s Village’s performance in Lesotho has been outstanding, due to employee commitment in the organization. The review of the literature drew upon three theories: the theory of organizational culture by Schein (2010), which shed a light on cultural embedding mechanisms, the relational leadership components of Komives, S, Lucas, N, and McMahon, T (1998), and the strategic leadership roles of Ireland and Hitt (1999). This study adopted a deductive qualitative research method, where structured interviews supplemented with documents were used to collect data. Thematic analysis and pattern matching analysed the data with the aid of a pre-developed codebook that identify theoretical codes and themes in the data. The findings confirmed that with the use of cultural embedding mechanisms, relational and strategic leadership shaped the culture of commitment. The main characteristics of the culture of the commitment of SOS Quthing are punctuality, teamwork, and individual initiative. Relational and strategic leadership behaviours helped to create a culture of commitment through the fair and equitable allocation of resources, the inclusion of employees in decision making, having an orientation program for new employees, giving rewards and recognition, holding regular meetings, supervision, utilizing the online collaboration system and the systematic development of human capital. The literature supported the study results. The study acknowledges the limitations and delimitations of the research. The study’s contribution was in identifying how leadership behaviours operate through cultural embedding mechanisms to "identify" creates a culture of commitment. In conclusion, managerial recommendations were made for SOS to strengthen their leadership behaviours further and further research recommendations.
- Full Text:
- Date Issued: 2020
- Authors: Lebusa, Libuseng Mampolokeng
- Date: 2020
- Subjects: SOS Quthing Children's Village -- Management , Corporate culture , Corporate culture -- Lesotho -- Quthing , Leadership -- Lesotho -- Quthing , Nonprofit organizations -- Lesotho -- Quthing
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/166070 , vital:41326
- Description: The study aims at analysing how relational and strategic leadership shapes the culture of an organization, using as a case study the SOS Children’s Village Lesotho in Quthing District. As an International Federation, SOS Children’s Village espouses four values, namely Courage, Trust, Commitment, and Accountability. The case was selected because SOS Children’s Village’s performance in Lesotho has been outstanding, due to employee commitment in the organization. The review of the literature drew upon three theories: the theory of organizational culture by Schein (2010), which shed a light on cultural embedding mechanisms, the relational leadership components of Komives, S, Lucas, N, and McMahon, T (1998), and the strategic leadership roles of Ireland and Hitt (1999). This study adopted a deductive qualitative research method, where structured interviews supplemented with documents were used to collect data. Thematic analysis and pattern matching analysed the data with the aid of a pre-developed codebook that identify theoretical codes and themes in the data. The findings confirmed that with the use of cultural embedding mechanisms, relational and strategic leadership shaped the culture of commitment. The main characteristics of the culture of the commitment of SOS Quthing are punctuality, teamwork, and individual initiative. Relational and strategic leadership behaviours helped to create a culture of commitment through the fair and equitable allocation of resources, the inclusion of employees in decision making, having an orientation program for new employees, giving rewards and recognition, holding regular meetings, supervision, utilizing the online collaboration system and the systematic development of human capital. The literature supported the study results. The study acknowledges the limitations and delimitations of the research. The study’s contribution was in identifying how leadership behaviours operate through cultural embedding mechanisms to "identify" creates a culture of commitment. In conclusion, managerial recommendations were made for SOS to strengthen their leadership behaviours further and further research recommendations.
- Full Text:
- Date Issued: 2020
The effects of leadership styles and organisational culture on job satisfaction and organisational commitment: a case study at Eskom, ECOU
- Authors: Ramaphuma, Gundo
- Date: 2019
- Subjects: Corporate culture
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/43025 , vital:36728
- Description: The concepts of leadership styles, organisational cultures, job satisfaction and organisational commitment are still attracting considerable attention from scholars, academics, writers, leaders and professionals. Although the effects of these concepts have received considerable attention and literature abounds, however, there have been a few studies on these concepts, if any, conducted in the Energy Sector, more specifically within a South African context. For this reason, the study intended to contribute to the literature of leadership styles and on organisational culture’s impact on job satisfaction and organisational commitment in a parastatal and in the South African context. The present study aimed to assess the effects of leadership styles and organisational culture on job satisfaction and organisational commitment among employees at Eskom, Eastern Cape Operating Unit (ECOU), South Africa. To achieve this, a theoretical model or framework depicting the relationship between these variables was developed and tested. The present study was located within the positivist research paradigm which makes use of a quantitative approach in the form of a questionnaire to gather data for analysis and theoretical comparison. The questionnaire was designed to elicit and rate the respondents’ views as well as for the quantitative data analysis. The population for the present study comprised of approximately 600 employees within the ECOUmain branch offices situated in Beacon Bay, East London. The present study made use of the non-probability sampling design by means of a convenience sampling technique to draw the sample for the study. Questionnaires were distributed to 120 employees within the Asset Creation, Maintenance and Operations Divisions of the ECOU. Of the 120 questionnaires, a total of 86 usable questionnaires were returned and analysed using the Statistical Package for Social Sciences (SPSS) version 25 tool. Both descriptive and inferential statistical analyses were performed and findings presented. It was found that there is currently a prevalence of both the Transformational and Transactional leadership styles at the ECOU. However, when asked which leadership style employees would prefer, the majority of the respondents indicated that they would prefer a Transformational leadership style to be exhibited by their managers. Although there was no discernible difference between the two types of leadership styles, a majority of the respondents indicated that they believed that leadership had an impact on their, and the organisation’s, performance, regardless of which style of leadership was exhibited. The findings relating to Organisational Culture highlighted that the majority of respondents felt that the existing culture within the operating unit is that of a Hierarchical Culture. Furthermore, the majority of respondents indicated that they would prefer a Clan Culture instead of the existing culture. With regard to Job Satisfaction, most respondents indicated their dissatisfaction with their salaries as well as there being little chances of being promoted regardless of their work output. The findings relating to Organisational Commitment indicated that most respondents neither have an emotional attachment nor feel any obligation or loyalty to the organisation. The only reason why they are still with the organisation is because of necessity rather than a conscious commitment to the organisation. The overall impression is that the respondents are disengaged from their organisation and thus not committed to it. It was concluded that there is a strong relationship between leadership styles, job satisfaction and organisational commitment. The relationship, however, is a negative one. This confirms the hypothesis that leadership style has an impact on both job satisfaction and organisational commitment. Secondly, it was concluded that organisational culture has an impact on both job satisfaction and organisational commitment. Similarly, this relationship is currently a negative one. Recommendations were made for management to review the leadership styles exhibited by the managers, and to subsequently review the impact of the existing organisational culture on job satisfaction and organisational commitment among employees at this operating unit.
- Full Text:
- Date Issued: 2019
- Authors: Ramaphuma, Gundo
- Date: 2019
- Subjects: Corporate culture
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/43025 , vital:36728
- Description: The concepts of leadership styles, organisational cultures, job satisfaction and organisational commitment are still attracting considerable attention from scholars, academics, writers, leaders and professionals. Although the effects of these concepts have received considerable attention and literature abounds, however, there have been a few studies on these concepts, if any, conducted in the Energy Sector, more specifically within a South African context. For this reason, the study intended to contribute to the literature of leadership styles and on organisational culture’s impact on job satisfaction and organisational commitment in a parastatal and in the South African context. The present study aimed to assess the effects of leadership styles and organisational culture on job satisfaction and organisational commitment among employees at Eskom, Eastern Cape Operating Unit (ECOU), South Africa. To achieve this, a theoretical model or framework depicting the relationship between these variables was developed and tested. The present study was located within the positivist research paradigm which makes use of a quantitative approach in the form of a questionnaire to gather data for analysis and theoretical comparison. The questionnaire was designed to elicit and rate the respondents’ views as well as for the quantitative data analysis. The population for the present study comprised of approximately 600 employees within the ECOUmain branch offices situated in Beacon Bay, East London. The present study made use of the non-probability sampling design by means of a convenience sampling technique to draw the sample for the study. Questionnaires were distributed to 120 employees within the Asset Creation, Maintenance and Operations Divisions of the ECOU. Of the 120 questionnaires, a total of 86 usable questionnaires were returned and analysed using the Statistical Package for Social Sciences (SPSS) version 25 tool. Both descriptive and inferential statistical analyses were performed and findings presented. It was found that there is currently a prevalence of both the Transformational and Transactional leadership styles at the ECOU. However, when asked which leadership style employees would prefer, the majority of the respondents indicated that they would prefer a Transformational leadership style to be exhibited by their managers. Although there was no discernible difference between the two types of leadership styles, a majority of the respondents indicated that they believed that leadership had an impact on their, and the organisation’s, performance, regardless of which style of leadership was exhibited. The findings relating to Organisational Culture highlighted that the majority of respondents felt that the existing culture within the operating unit is that of a Hierarchical Culture. Furthermore, the majority of respondents indicated that they would prefer a Clan Culture instead of the existing culture. With regard to Job Satisfaction, most respondents indicated their dissatisfaction with their salaries as well as there being little chances of being promoted regardless of their work output. The findings relating to Organisational Commitment indicated that most respondents neither have an emotional attachment nor feel any obligation or loyalty to the organisation. The only reason why they are still with the organisation is because of necessity rather than a conscious commitment to the organisation. The overall impression is that the respondents are disengaged from their organisation and thus not committed to it. It was concluded that there is a strong relationship between leadership styles, job satisfaction and organisational commitment. The relationship, however, is a negative one. This confirms the hypothesis that leadership style has an impact on both job satisfaction and organisational commitment. Secondly, it was concluded that organisational culture has an impact on both job satisfaction and organisational commitment. Similarly, this relationship is currently a negative one. Recommendations were made for management to review the leadership styles exhibited by the managers, and to subsequently review the impact of the existing organisational culture on job satisfaction and organisational commitment among employees at this operating unit.
- Full Text:
- Date Issued: 2019
The relationship between organisational culture and cross-team collaboration at an institution of higher learning
- McGowan-Berry, Charlene Hilda
- Authors: McGowan-Berry, Charlene Hilda
- Date: 2019
- Subjects: Corporate culture , Organizational change Organizational behavior Organization -- Research Education, Higher -- South Africa
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/42628 , vital:36675
- Description: Institutions of higher learning are under constant pressure to become more effective amidst lowering subsidies and increased student intake. Bozalek, Ngambi and Dachago (2013) identify a limit of resources as one of the major challenges facing higher education. As a result, resources and talent need to be more effectively utilised. There is also a growing call for closer co-operation across disciplines, for example in terms of increased interdisciplinary teaching and research to address real life issues. The opposite, namely a silo mentality where people focus on their own tasks without interacting and solving problems collaboratively, does not lead to excellence. Silos are invisible barriers which fragment organisations and make it difficult to cross boundaries (Cilliers & Greyvenstein, 2012). The primary objective of this study was to explore the existing culture at a selected university and to determine whether a relationship between organisational culture and cross-team collaboration existed. A positivistic research approach was followed and quantitative research methods were adopted. The target population included all of the academics from one of the campuses of the selected university. A non-probability sampling technique of convenience sampling was used. The Organisational Culture Questionnaire (OCQ) developed by Harrison (1993) was administered to 120 employees at the selected university. The results suggested that a Task and Role Culture was most evident at the University, but that a Support Culture was mostly supportive of cross-team collaboration. Recommendations were made for the University and for future research.
- Full Text:
- Date Issued: 2019
- Authors: McGowan-Berry, Charlene Hilda
- Date: 2019
- Subjects: Corporate culture , Organizational change Organizational behavior Organization -- Research Education, Higher -- South Africa
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/42628 , vital:36675
- Description: Institutions of higher learning are under constant pressure to become more effective amidst lowering subsidies and increased student intake. Bozalek, Ngambi and Dachago (2013) identify a limit of resources as one of the major challenges facing higher education. As a result, resources and talent need to be more effectively utilised. There is also a growing call for closer co-operation across disciplines, for example in terms of increased interdisciplinary teaching and research to address real life issues. The opposite, namely a silo mentality where people focus on their own tasks without interacting and solving problems collaboratively, does not lead to excellence. Silos are invisible barriers which fragment organisations and make it difficult to cross boundaries (Cilliers & Greyvenstein, 2012). The primary objective of this study was to explore the existing culture at a selected university and to determine whether a relationship between organisational culture and cross-team collaboration existed. A positivistic research approach was followed and quantitative research methods were adopted. The target population included all of the academics from one of the campuses of the selected university. A non-probability sampling technique of convenience sampling was used. The Organisational Culture Questionnaire (OCQ) developed by Harrison (1993) was administered to 120 employees at the selected university. The results suggested that a Task and Role Culture was most evident at the University, but that a Support Culture was mostly supportive of cross-team collaboration. Recommendations were made for the University and for future research.
- Full Text:
- Date Issued: 2019
The role of leadership in shaping school culture in a secondary school
- Authors: Kofi, Linda
- Date: 2019
- Subjects: Educational leadership , Educational leadership -- South Africa -- Eastern Cape -- Case studies , Corporate culture
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/92247 , vital:30698
- Description: SDG 4 calls for an “inclusive, quality and equitable education and lifelong opportunities for all”. The purpose of the study is to investigate how leadership has shaped the school culture, which culminates to higher academic performance in a secondary school. This case study is done in a previously disadvantaged secondary school within the Buffalo City Metro Education District, in the Eastern Cape. Despite the socio-economic challenges faced by the school, the NSC examination pass rate results for the school are constantly above the Provincial NSC pass rate results. Consequently, the aim of the study is to determine the unique characteristics of the school culture that have contributed to high academic performance, and how the school leadership has cultivated this culture. The study reviews school culture using Schein’s organizational culture model. Moreover, it reviews school principalship, leadership and how leadership shapes school culture. Lastly, the study reviews literature on instructional, transformational and distributed leadership theories, as they resonate well with South African school environment. The study utilizes a qualitative research method in its investigation, gathering data through document analysis and interviews. After the data was collected, the pattern matching method was utilized to analyse the findings. The key characteristics of school culture that contributed to the school performing well academically, are the values of disciplined hard work and academic excellence. Furthermore, findings proved that characteristics of instructional leadership such as the provision of professional development and the management of curriculum and instruction have the shape the school culture. Transformational leadership characteristics such as individualized consideration, inspirational motivation and intellectual stimulation, have also shaped the school culture; as have characteristics of distributed leadership such as sharing authority and accountability. The study discusses the findings and then concludes by recognizing the research limitations such as the time constraints and purposeful exclusion of certain school members, for example learners. In its conclusion the study presents it contributions to the body of knowledge and provides recommendations for practitioners and future studies.
- Full Text:
- Date Issued: 2019
- Authors: Kofi, Linda
- Date: 2019
- Subjects: Educational leadership , Educational leadership -- South Africa -- Eastern Cape -- Case studies , Corporate culture
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/92247 , vital:30698
- Description: SDG 4 calls for an “inclusive, quality and equitable education and lifelong opportunities for all”. The purpose of the study is to investigate how leadership has shaped the school culture, which culminates to higher academic performance in a secondary school. This case study is done in a previously disadvantaged secondary school within the Buffalo City Metro Education District, in the Eastern Cape. Despite the socio-economic challenges faced by the school, the NSC examination pass rate results for the school are constantly above the Provincial NSC pass rate results. Consequently, the aim of the study is to determine the unique characteristics of the school culture that have contributed to high academic performance, and how the school leadership has cultivated this culture. The study reviews school culture using Schein’s organizational culture model. Moreover, it reviews school principalship, leadership and how leadership shapes school culture. Lastly, the study reviews literature on instructional, transformational and distributed leadership theories, as they resonate well with South African school environment. The study utilizes a qualitative research method in its investigation, gathering data through document analysis and interviews. After the data was collected, the pattern matching method was utilized to analyse the findings. The key characteristics of school culture that contributed to the school performing well academically, are the values of disciplined hard work and academic excellence. Furthermore, findings proved that characteristics of instructional leadership such as the provision of professional development and the management of curriculum and instruction have the shape the school culture. Transformational leadership characteristics such as individualized consideration, inspirational motivation and intellectual stimulation, have also shaped the school culture; as have characteristics of distributed leadership such as sharing authority and accountability. The study discusses the findings and then concludes by recognizing the research limitations such as the time constraints and purposeful exclusion of certain school members, for example learners. In its conclusion the study presents it contributions to the body of knowledge and provides recommendations for practitioners and future studies.
- Full Text:
- Date Issued: 2019
An investigation of the leadership practices and organizational culture at a private Christian school
- Authors: Babu, Bithun
- Date: 2018
- Subjects: Church schools -- South Africa -- Eastern Cape , Leadership , Corporate culture
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/62155 , vital:28133
- Description: The purpose of this study is to investigate the leadership practices and organizational culture at a private Christian school in the Eastern Cape. A preliminary review of leadership literature suggested that traces of servant leadership may be apparent at the organization. Thus servant leadership will form a key focus area for exploration in this study. An analysis of this nature can make one aware of the influence leadership has in shaping the organizational culture of an institution. This in turn can be used to inform the future thinking around leadership efforts with respect to culture formation within an organization. The issue was addressed by consulting various articles to view the issue from different perspectives. The school served as a vehicle to explore the tenets of leadership and organizational culture. The study will take the form of a descriptive quantitative study. It was concluded that leadership plays a significant role in establishing the culture at an organization. However, leadership is not the only factor that shapes the organizational culture of an institution. The beliefs and values of the organization also has a role in shaping the overall culture and identity of an organization.
- Full Text:
- Date Issued: 2018
- Authors: Babu, Bithun
- Date: 2018
- Subjects: Church schools -- South Africa -- Eastern Cape , Leadership , Corporate culture
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/62155 , vital:28133
- Description: The purpose of this study is to investigate the leadership practices and organizational culture at a private Christian school in the Eastern Cape. A preliminary review of leadership literature suggested that traces of servant leadership may be apparent at the organization. Thus servant leadership will form a key focus area for exploration in this study. An analysis of this nature can make one aware of the influence leadership has in shaping the organizational culture of an institution. This in turn can be used to inform the future thinking around leadership efforts with respect to culture formation within an organization. The issue was addressed by consulting various articles to view the issue from different perspectives. The school served as a vehicle to explore the tenets of leadership and organizational culture. The study will take the form of a descriptive quantitative study. It was concluded that leadership plays a significant role in establishing the culture at an organization. However, leadership is not the only factor that shapes the organizational culture of an institution. The beliefs and values of the organization also has a role in shaping the overall culture and identity of an organization.
- Full Text:
- Date Issued: 2018
Factors influencing a culture of continuous improvement in the pharmaceutical environment
- Authors: Swartz, Alberto Asiscio
- Date: 2018
- Subjects: Continuous improvement process Organizational change , Corporate culture
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/23448 , vital:30548
- Description: Organisational change has proven to be a major challenge for many businesses worldwide with the pharmaceutical environment being no exception. The pharmaceutical industry is increasingly pressurised by stakeholders who seek reduced cost, higher value and quality. This has resulted in many pharmaceutical businesses attempting to launch various continuous improvement methodologies, which ultimately fail. Whereas failure of continuous improvement undertakings within the pharmaceutical environment is well documented, this study aimed to understand the factors that influence the successful sustainability of such endeavours. The purpose of this study was therefore to identify and create an understanding of the factors that influence a culture of continuous improvement within the pharmaceutical environment. The literature review revealed that factors such as leadership, teamwork, communication, continuous improvement capability and a continuous improvement mind-set contributed to the successful implementation of a culture that embraces continuous improvement. It was recognised that building a culture of continuous improvement is not instantaneous and that it requires all stakeholders to be committed and to acknowledge that changing culture requires time. An empirical study with a questionnaire as data collecting instrument was conducted to assess respondents’ perceptions of the levels of continuous improvement, leadership, teamwork, communication, continuous improvement capability and a continuous improvement mind-set within a selected pharmaceutical manufacturing business. The study revealed that all these factors were related and influenced a culture of continuous improvement. Furthermore, leadership and a continuous improvement mind-set proved to have the most significant relationship with a culture of continuous improvement. Recommendations were provided for the creation of a culture of continuous improvement in pharmaceutical businesses.
- Full Text:
- Date Issued: 2018
- Authors: Swartz, Alberto Asiscio
- Date: 2018
- Subjects: Continuous improvement process Organizational change , Corporate culture
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/23448 , vital:30548
- Description: Organisational change has proven to be a major challenge for many businesses worldwide with the pharmaceutical environment being no exception. The pharmaceutical industry is increasingly pressurised by stakeholders who seek reduced cost, higher value and quality. This has resulted in many pharmaceutical businesses attempting to launch various continuous improvement methodologies, which ultimately fail. Whereas failure of continuous improvement undertakings within the pharmaceutical environment is well documented, this study aimed to understand the factors that influence the successful sustainability of such endeavours. The purpose of this study was therefore to identify and create an understanding of the factors that influence a culture of continuous improvement within the pharmaceutical environment. The literature review revealed that factors such as leadership, teamwork, communication, continuous improvement capability and a continuous improvement mind-set contributed to the successful implementation of a culture that embraces continuous improvement. It was recognised that building a culture of continuous improvement is not instantaneous and that it requires all stakeholders to be committed and to acknowledge that changing culture requires time. An empirical study with a questionnaire as data collecting instrument was conducted to assess respondents’ perceptions of the levels of continuous improvement, leadership, teamwork, communication, continuous improvement capability and a continuous improvement mind-set within a selected pharmaceutical manufacturing business. The study revealed that all these factors were related and influenced a culture of continuous improvement. Furthermore, leadership and a continuous improvement mind-set proved to have the most significant relationship with a culture of continuous improvement. Recommendations were provided for the creation of a culture of continuous improvement in pharmaceutical businesses.
- Full Text:
- Date Issued: 2018
The influence of power distance relationships on the success of lean manufacturing implementations
- Authors: De Beer, Lourens
- Date: 2016
- Subjects: Lean manufacturing , Corporate culture
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6919 , vital:21166
- Description: The research project measured the influence of lean culture elements as well as power distance elements on the success of lean manufacturing implementations. The literature review revealed that lean transformations are not always successful and sustainable since organisation see these as quick win opportunities to improve short term profits. Lean, however, is a long term philosophy that entails not just quick changes but a fundamental change in the way that business is done. The elements that were measured in the study were organisational awareness, employee engagement, managerial consistency, accountability, mutual respect and autocratic behaviour. The study revealed a strong relationship between these factors and the success of lean implementations. The results indicated that there is a positive relationship between lean culture and the other lean elements. The study also indicated that autocratic behaviour has a positive relationship to lean implementation. The study showed that tools that were developed in the past are valid across various industries and that power distance does play a role in lean implementations.
- Full Text:
- Date Issued: 2016
- Authors: De Beer, Lourens
- Date: 2016
- Subjects: Lean manufacturing , Corporate culture
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6919 , vital:21166
- Description: The research project measured the influence of lean culture elements as well as power distance elements on the success of lean manufacturing implementations. The literature review revealed that lean transformations are not always successful and sustainable since organisation see these as quick win opportunities to improve short term profits. Lean, however, is a long term philosophy that entails not just quick changes but a fundamental change in the way that business is done. The elements that were measured in the study were organisational awareness, employee engagement, managerial consistency, accountability, mutual respect and autocratic behaviour. The study revealed a strong relationship between these factors and the success of lean implementations. The results indicated that there is a positive relationship between lean culture and the other lean elements. The study also indicated that autocratic behaviour has a positive relationship to lean implementation. The study showed that tools that were developed in the past are valid across various industries and that power distance does play a role in lean implementations.
- Full Text:
- Date Issued: 2016
The relationship between employer branding and organisational commitment
- Authors: Tryfonos, Angelique
- Date: 2015
- Subjects: Corporate culture , Organizational commitment , Psychology, Industrial
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9419 , http://hdl.handle.net/10948/d1021146
- Description: The aim of this study was to determine whether a relationship exists between organisational commitment (OC) and employer branding (EB). The purpose was to Identifying whether employer branding effects organisational commitment (affective, normative and continuance commitment) and how significant that effect may be. Questionnaires were personally distributed by the researcher directly to employees under study. Non-probability sampling was used in the form of judgement sampling. The sample consisted of 124 employees from various retail outlets throughout Port Elizabeth, Eastern Cape. Five hypotheses were set for evaluation. A practically significant relationship was established between organisational commitment (OC) and employer branding (EB). A small practically significant relationship was found between gender and normative commitment. A medium practically significant relationship was found between gender and training and development as well as between gender and work/life balance. Statistically significant relationships were discovered with regards to age and leadership and also between age and rewards and recognition. A statistically significant difference was established between age and overall employer branding (EB). These findings suggest that a more positive employer brand will lead to improved organisational commitment (OC). More so, retail organisations aiming to improve on organisational commitment should incorporate those employer branding (EB) factors which employees’ place greater emphasis on, within their employer brand, which in turn will lead to greater organisational commitment.
- Full Text:
- Date Issued: 2015
- Authors: Tryfonos, Angelique
- Date: 2015
- Subjects: Corporate culture , Organizational commitment , Psychology, Industrial
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9419 , http://hdl.handle.net/10948/d1021146
- Description: The aim of this study was to determine whether a relationship exists between organisational commitment (OC) and employer branding (EB). The purpose was to Identifying whether employer branding effects organisational commitment (affective, normative and continuance commitment) and how significant that effect may be. Questionnaires were personally distributed by the researcher directly to employees under study. Non-probability sampling was used in the form of judgement sampling. The sample consisted of 124 employees from various retail outlets throughout Port Elizabeth, Eastern Cape. Five hypotheses were set for evaluation. A practically significant relationship was established between organisational commitment (OC) and employer branding (EB). A small practically significant relationship was found between gender and normative commitment. A medium practically significant relationship was found between gender and training and development as well as between gender and work/life balance. Statistically significant relationships were discovered with regards to age and leadership and also between age and rewards and recognition. A statistically significant difference was established between age and overall employer branding (EB). These findings suggest that a more positive employer brand will lead to improved organisational commitment (OC). More so, retail organisations aiming to improve on organisational commitment should incorporate those employer branding (EB) factors which employees’ place greater emphasis on, within their employer brand, which in turn will lead to greater organisational commitment.
- Full Text:
- Date Issued: 2015
The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units
- Authors: Jordan, Portia Janine
- Date: 2015
- Subjects: Corporate culture , Organizational change , Leadership , Organizational effectiveness
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6401 , vital:21082
- Description: In order for organisations to grow and maintain their competitive advantage, change has become the norm. The healthcare industry and especially private healthcare organisations, is no exception. Organisational change often implies a change in organisational culture. The concept of culture refers to the ways of thinking, values and ideas of things rather than the concrete, objective and more visible part of the organisation. Organisational culture is not to be viewed in isolation as culture and leadership are intertwined. Leaders shape cultures and their fundamental role is affecting others and making changes that increase organisational efficiency and performance. Patient safety, cost-effective care based on the best available evidence and patient satisfaction are top priorities of healthcare organisations, especially intensive care units where critically ill patients are cared for. Alignment of the organisational culture and leadership with a hospital‘s vision, namely to deliver quality patient care, is thus essential. A positivistic research paradigm, with a quantitative, explorative, descriptive and contextual approach was used to conduct the study. The study explored whether transformational organisational culture, leadership and desired organisational change outcomes existed in private intensive care units in the Nelson Mandela Metropolitan and East London areas. It aimed at exploring the relationship between selected demographic variables, culture, leadership and organisational change outcomes. Lastly, the relationship between organisational culture and leadership (independent variables) and organisational change outcomes (dependent variable) was explored. The sample comprised 130 professional nurses who were selected from all the adult intensive care units in the private healthcare industry in the Nelson Mandela Metropolitan and East London areas. A structured questionnaire with a Cronbach‘s alpha of more than 0.8 was used to collect data. The empirical results indicated that transformational leadership and a conducive organisational culture existed in the private intensive care units sampled. However, it was found that innovation and innovative care practices could be improved. Care practices were not necessarily aligned with the latest, available innovative techniques, procedures and practices. Reflective practices and in-service training to improve care practices and encourage and promote innovative care practices were not always optimised. Recommendations related to the findings were made for managers, as well as for research, education and practice. Ethical principles were maintained throughout the study.
- Full Text:
- Date Issued: 2015
- Authors: Jordan, Portia Janine
- Date: 2015
- Subjects: Corporate culture , Organizational change , Leadership , Organizational effectiveness
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6401 , vital:21082
- Description: In order for organisations to grow and maintain their competitive advantage, change has become the norm. The healthcare industry and especially private healthcare organisations, is no exception. Organisational change often implies a change in organisational culture. The concept of culture refers to the ways of thinking, values and ideas of things rather than the concrete, objective and more visible part of the organisation. Organisational culture is not to be viewed in isolation as culture and leadership are intertwined. Leaders shape cultures and their fundamental role is affecting others and making changes that increase organisational efficiency and performance. Patient safety, cost-effective care based on the best available evidence and patient satisfaction are top priorities of healthcare organisations, especially intensive care units where critically ill patients are cared for. Alignment of the organisational culture and leadership with a hospital‘s vision, namely to deliver quality patient care, is thus essential. A positivistic research paradigm, with a quantitative, explorative, descriptive and contextual approach was used to conduct the study. The study explored whether transformational organisational culture, leadership and desired organisational change outcomes existed in private intensive care units in the Nelson Mandela Metropolitan and East London areas. It aimed at exploring the relationship between selected demographic variables, culture, leadership and organisational change outcomes. Lastly, the relationship between organisational culture and leadership (independent variables) and organisational change outcomes (dependent variable) was explored. The sample comprised 130 professional nurses who were selected from all the adult intensive care units in the private healthcare industry in the Nelson Mandela Metropolitan and East London areas. A structured questionnaire with a Cronbach‘s alpha of more than 0.8 was used to collect data. The empirical results indicated that transformational leadership and a conducive organisational culture existed in the private intensive care units sampled. However, it was found that innovation and innovative care practices could be improved. Care practices were not necessarily aligned with the latest, available innovative techniques, procedures and practices. Reflective practices and in-service training to improve care practices and encourage and promote innovative care practices were not always optimised. Recommendations related to the findings were made for managers, as well as for research, education and practice. Ethical principles were maintained throughout the study.
- Full Text:
- Date Issued: 2015
The influence of employees's perceptions of organisational ethics and perceived relative self-ethicality on their levels of organisational identification and overall well-being
- Authors: Breytenbach, Nadia
- Date: 2014
- Subjects: Corporate culture , Well-being , Work ethic , Self-realization
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9411 , http://hdl.handle.net/10948/d1020072
- Description: This study investigated whether an employees’ perception of the ethical culture in the organisation and their perception of their own ethicality influenced their level of organisational identification and additionally, whether this relationship between perceived ethical culture and organisational identification had an influence on workplace wellbeing. The aim of this research study was to measure employees’ perceptions of organisational ethics, their relative self-ethicality, organisational identification, and wellbeing, in order to develop a model pertaining to the relationship between these three constructs. Research showed that employees’ perceptions of the ethical culture in their organisation can influence how they identify with that particular organisation. Research also indicated that the differences between perceived organisational ethicality and relative self-ethicality exist. Additionally, research showed the influence of perceived ethical culture and relative self-ethicality has indicated a relationship between organisational identification and wellbeing respectively. However, to date and to the researcher’s knowledge there has been no investigation of the relationship between these four constructs. This research study was quantitative in nature in which a questionnaire was utilised as a research method. A sample of 111 respondent from three organisations in the automation industry in the Eastern Cape, Port Elizabeth was utilised for this research study. The main findings indicated that an alternative model resulted to be a good fit through structural equation modelling. The results illustrated that organisational ethicality has an influence on how employees identify with their organisations and how this relationship influences wellbeing. Therefore, it is worthwhile to invest in an ethical organisational culture for the sustainability of the organisation and its employees’ livelihoods. This study contributes to the literature based on perceived ethical culture, organisational identification, and workplace wellbeing. Additionally, the study provides readers with a model on how these concepts influence each other.
- Full Text:
- Date Issued: 2014
- Authors: Breytenbach, Nadia
- Date: 2014
- Subjects: Corporate culture , Well-being , Work ethic , Self-realization
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:9411 , http://hdl.handle.net/10948/d1020072
- Description: This study investigated whether an employees’ perception of the ethical culture in the organisation and their perception of their own ethicality influenced their level of organisational identification and additionally, whether this relationship between perceived ethical culture and organisational identification had an influence on workplace wellbeing. The aim of this research study was to measure employees’ perceptions of organisational ethics, their relative self-ethicality, organisational identification, and wellbeing, in order to develop a model pertaining to the relationship between these three constructs. Research showed that employees’ perceptions of the ethical culture in their organisation can influence how they identify with that particular organisation. Research also indicated that the differences between perceived organisational ethicality and relative self-ethicality exist. Additionally, research showed the influence of perceived ethical culture and relative self-ethicality has indicated a relationship between organisational identification and wellbeing respectively. However, to date and to the researcher’s knowledge there has been no investigation of the relationship between these four constructs. This research study was quantitative in nature in which a questionnaire was utilised as a research method. A sample of 111 respondent from three organisations in the automation industry in the Eastern Cape, Port Elizabeth was utilised for this research study. The main findings indicated that an alternative model resulted to be a good fit through structural equation modelling. The results illustrated that organisational ethicality has an influence on how employees identify with their organisations and how this relationship influences wellbeing. Therefore, it is worthwhile to invest in an ethical organisational culture for the sustainability of the organisation and its employees’ livelihoods. This study contributes to the literature based on perceived ethical culture, organisational identification, and workplace wellbeing. Additionally, the study provides readers with a model on how these concepts influence each other.
- Full Text:
- Date Issued: 2014
Strategies to create a post-merged organisational culture conducive to effective performance management
- Authors: Paul, Gary William
- Date: 2011
- Subjects: Corporate culture , Organizational change , Organizational effectiveness
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:9385 , http://hdl.handle.net/10948/d1010857 , Corporate culture , Organizational change , Organizational effectiveness
- Description: Mergers have been described as the most complex business process that an organisation can be faced with, requiring executives and other stakeholders to discharge the promise of a more successful merged organisation. However, several studies have highlighted the factors that led to the demise of the merged organisations. One of the often quoted and frequently blamed aspects related to merger failure has been the lack of effective post-merged organisational culture integration and alignment. Where mergers have been successful, it was attributed to a structured approach to integrating and aligning all aspects related to organisational culture thus ensuring the creation of a high performing organisation, conducive to effective performance management. The main research problem in this study centred around the identification of strategies that could be used to design an integrated model for creating a post-merged organisational culture which is conducive to effectively managing performance. To achieve this objective, the following approaches were adopted: A literature study was conducted with the view to identifying the challenges facing merged organisations in general and post-merged South African Higher Education institutions in particular. The researcher also conducted interviews with senior HR practitioner at the institutions participating in this study to gain insights into their experiences of performance within their merged institutions. The institutions involved in this study were Nelson Mandela Metropolitan University (NMMU), Cape Peninsula University of Technology (CPUT and Durban University of Technology (DUT). The insights gleaned from these interviews were incorporated into the survey questionnaire. The literature study also concerned itself with the identification of strategies that merged organisations could use in its pursuit of organisational culture alignment and integration. These strategies included conducting critical pre-merger assessments or due-diligence studies, adopting structured approaches to dealing with resistance to change, employee engagement, the design, implementation and communication of monitoring and evaluation of merger success measures as well as several other moderating variables referred to in figure 1.2. In terms of sub-problem six of the study, the findings of sub-problems one, two and five were used to develop an eight-step integrated theoretical model to create an organisational culture conducive to effective performance management in a post-merged environment. The model served as a basis for the design of a survey questionnaire. The questionnaire was used to ascertain the extent to which respondents from the three participating institutions (NMMU, CPUT and DUT), perceived the various strategies as being important in establishing a post-merged organisational culture conducive to effective performance management. The results that emerged from the empirical study showed a strong concurrence with the strategies identified in the literature study and included in the integrated theoretical model. The quantitative and qualitative results from the empirical study where incorporated into the integrated theoretical model, which lead to a refined Eight-Step Integrated Post-merged Organisational Culture Creation Model as depicted in Figure 7.1 with associated details in Figure 7.2.
- Full Text:
- Date Issued: 2011
- Authors: Paul, Gary William
- Date: 2011
- Subjects: Corporate culture , Organizational change , Organizational effectiveness
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:9385 , http://hdl.handle.net/10948/d1010857 , Corporate culture , Organizational change , Organizational effectiveness
- Description: Mergers have been described as the most complex business process that an organisation can be faced with, requiring executives and other stakeholders to discharge the promise of a more successful merged organisation. However, several studies have highlighted the factors that led to the demise of the merged organisations. One of the often quoted and frequently blamed aspects related to merger failure has been the lack of effective post-merged organisational culture integration and alignment. Where mergers have been successful, it was attributed to a structured approach to integrating and aligning all aspects related to organisational culture thus ensuring the creation of a high performing organisation, conducive to effective performance management. The main research problem in this study centred around the identification of strategies that could be used to design an integrated model for creating a post-merged organisational culture which is conducive to effectively managing performance. To achieve this objective, the following approaches were adopted: A literature study was conducted with the view to identifying the challenges facing merged organisations in general and post-merged South African Higher Education institutions in particular. The researcher also conducted interviews with senior HR practitioner at the institutions participating in this study to gain insights into their experiences of performance within their merged institutions. The institutions involved in this study were Nelson Mandela Metropolitan University (NMMU), Cape Peninsula University of Technology (CPUT and Durban University of Technology (DUT). The insights gleaned from these interviews were incorporated into the survey questionnaire. The literature study also concerned itself with the identification of strategies that merged organisations could use in its pursuit of organisational culture alignment and integration. These strategies included conducting critical pre-merger assessments or due-diligence studies, adopting structured approaches to dealing with resistance to change, employee engagement, the design, implementation and communication of monitoring and evaluation of merger success measures as well as several other moderating variables referred to in figure 1.2. In terms of sub-problem six of the study, the findings of sub-problems one, two and five were used to develop an eight-step integrated theoretical model to create an organisational culture conducive to effective performance management in a post-merged environment. The model served as a basis for the design of a survey questionnaire. The questionnaire was used to ascertain the extent to which respondents from the three participating institutions (NMMU, CPUT and DUT), perceived the various strategies as being important in establishing a post-merged organisational culture conducive to effective performance management. The results that emerged from the empirical study showed a strong concurrence with the strategies identified in the literature study and included in the integrated theoretical model. The quantitative and qualitative results from the empirical study where incorporated into the integrated theoretical model, which lead to a refined Eight-Step Integrated Post-merged Organisational Culture Creation Model as depicted in Figure 7.1 with associated details in Figure 7.2.
- Full Text:
- Date Issued: 2011
The relationship between job satisfaction and organisational citizenship behaviour among selected organisations in Zimbabwe
- Authors: Chiboiwa, Malvern Waini
- Date: 2009
- Subjects: Job satisfaction , Employees -- Attitudes , Corporate culture , Organizational behavior , Employee loyalty
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: vital:11547 , http://hdl.handle.net/10353/30 , Job satisfaction , Employees -- Attitudes , Corporate culture , Organizational behavior , Employee loyalty
- Description: Contemporary human resources management suggests that organisations which have been able to make it in the business arena have done so through good people management practices. Job satisfaction, through a people centered approach, has not been spared as one of the critical forces used in achieving organisational effectiveness. Traditional thought behind job satisfaction prescribes that satisfied employees tend to be more productive, creative and committed to their jobs; all of which are imperative to ii achieving an organisation’s bottom line. There has been some controversy surrounding the nature of the relationship between job satisfaction and organisational citizenship behaviour, which is another factor that is regarded as important in achieving organisational effectiveness. Some studies have shown that organisational citizenship behavior is a result of job satisfaction. In this regard, the present study focuses on the extent to which job satisfaction influences organisational citizenship behaviour among selected organizations in Zimbabwe. The study hypothesised that job satisfaction correlates positively with organisational citizenship behaviour. Participants in the study comprise of middle level management, supervisors and lower level employees. Two questionnaires were combined to collect data for the study. The Minnesota Satisfaction questionnaire was used to collect data on job satisfaction whilst a questionnaire by Konovsky and Organ (1996:253) was used to collect data on organisational citizenship behaviour. The results show that employees in the organisations surveyed report moderate levels of job satisfaction and organizational citizenship behavior. It was established that there was a substantive correlation between job satisfaction and organisational citizenship behaviour.
- Full Text:
- Date Issued: 2009
- Authors: Chiboiwa, Malvern Waini
- Date: 2009
- Subjects: Job satisfaction , Employees -- Attitudes , Corporate culture , Organizational behavior , Employee loyalty
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: vital:11547 , http://hdl.handle.net/10353/30 , Job satisfaction , Employees -- Attitudes , Corporate culture , Organizational behavior , Employee loyalty
- Description: Contemporary human resources management suggests that organisations which have been able to make it in the business arena have done so through good people management practices. Job satisfaction, through a people centered approach, has not been spared as one of the critical forces used in achieving organisational effectiveness. Traditional thought behind job satisfaction prescribes that satisfied employees tend to be more productive, creative and committed to their jobs; all of which are imperative to ii achieving an organisation’s bottom line. There has been some controversy surrounding the nature of the relationship between job satisfaction and organisational citizenship behaviour, which is another factor that is regarded as important in achieving organisational effectiveness. Some studies have shown that organisational citizenship behavior is a result of job satisfaction. In this regard, the present study focuses on the extent to which job satisfaction influences organisational citizenship behaviour among selected organizations in Zimbabwe. The study hypothesised that job satisfaction correlates positively with organisational citizenship behaviour. Participants in the study comprise of middle level management, supervisors and lower level employees. Two questionnaires were combined to collect data for the study. The Minnesota Satisfaction questionnaire was used to collect data on job satisfaction whilst a questionnaire by Konovsky and Organ (1996:253) was used to collect data on organisational citizenship behaviour. The results show that employees in the organisations surveyed report moderate levels of job satisfaction and organizational citizenship behavior. It was established that there was a substantive correlation between job satisfaction and organisational citizenship behaviour.
- Full Text:
- Date Issued: 2009
The development of a human resource model that supports the establishment of an ethical organisational culture
- Authors: Mey, Michelle Ruth
- Date: 2004
- Subjects: Corporate culture , Business ethics , Personnel management
- Language: English
- Type: Thesis , Doctoral , DTech (Human Resource Management)
- Identifier: vital:10869 , http://hdl.handle.net/10948/218 , Corporate culture , Business ethics , Personnel management
- Description: Corruption and unethical management is a legitimate global economic concern as it can have a direct and substantial impact on the longevity and the economic success of an organisation, an industry and a country. As a result of individuals having more readily available access to information, much attention has been given to unethical behaviour and organisational ethical violations over the last decade. Recent events have indicated that business ethics is an organisational concern with mammoth implications for business. For example, Esterhuyse (1999, p. 27) reports that South Africa has lost astronomical amounts of money due to office or white-collar crime. Organisations’ attempts to become globally competitive will be hampered by the behaviour of employees who are unethical at work. Therefore, it is imperative that organisations implement measures to increase ethical awareness and behaviour in their employees. This research study deals with business ethics in the automotive cluster of the Eastern Cape Province and proposes a model that can assist an organisation in improving its ethical culture. The main question that this research study addressed was: To what extent do the strategies of human resource departments contribute to establishing and maintaining an ethical organisational culture? To answer the above question it was necessary to address the most universal characteristics of ethical organisations. To this end the role of the human resource department in attempting to develop and sustain an ethical organisational culture is discussed. Thereafter, various ethical models are outlined and evaluated. Lastly, the proposed ethical model for establishing an ethical organisational culture is presented. Based on the theoretical findings of the literature survey which outlined the characteristics of ethical organisations and the interventions required to improve the ethical functioning of an organisation, a questionnaire was developed and distributed to organisations within the automotive cluster in the Eastern Cape Province. The empirical results obtained from the survey indicated dominant consensus regarding the model (see Chapter Four). The main findings from this research are that 74.7 per cent of organisations that participated in the empirical study had implemented a code of ethics. However, the majority of these organisations had not implemented the identified critical and optional interventions (see to Chapter Four) required to operate as an ethical organisation. The study also revealed that 49.4 per cent of respondents believed that the human resource manager is responsible for organising and coordinating an ethical initiative within the organisation. Respondents in this study stated that the benefits of operating ethically are the improved financial position of the organisation (76.5 per cent), the enhanced morale of employees (95.3 per cent), positive stakeholder perception (93 per cent), better long-term strategic sustainability (94.3 per cent) and superior social responsibility (85.9 per cent).
- Full Text:
- Date Issued: 2004
- Authors: Mey, Michelle Ruth
- Date: 2004
- Subjects: Corporate culture , Business ethics , Personnel management
- Language: English
- Type: Thesis , Doctoral , DTech (Human Resource Management)
- Identifier: vital:10869 , http://hdl.handle.net/10948/218 , Corporate culture , Business ethics , Personnel management
- Description: Corruption and unethical management is a legitimate global economic concern as it can have a direct and substantial impact on the longevity and the economic success of an organisation, an industry and a country. As a result of individuals having more readily available access to information, much attention has been given to unethical behaviour and organisational ethical violations over the last decade. Recent events have indicated that business ethics is an organisational concern with mammoth implications for business. For example, Esterhuyse (1999, p. 27) reports that South Africa has lost astronomical amounts of money due to office or white-collar crime. Organisations’ attempts to become globally competitive will be hampered by the behaviour of employees who are unethical at work. Therefore, it is imperative that organisations implement measures to increase ethical awareness and behaviour in their employees. This research study deals with business ethics in the automotive cluster of the Eastern Cape Province and proposes a model that can assist an organisation in improving its ethical culture. The main question that this research study addressed was: To what extent do the strategies of human resource departments contribute to establishing and maintaining an ethical organisational culture? To answer the above question it was necessary to address the most universal characteristics of ethical organisations. To this end the role of the human resource department in attempting to develop and sustain an ethical organisational culture is discussed. Thereafter, various ethical models are outlined and evaluated. Lastly, the proposed ethical model for establishing an ethical organisational culture is presented. Based on the theoretical findings of the literature survey which outlined the characteristics of ethical organisations and the interventions required to improve the ethical functioning of an organisation, a questionnaire was developed and distributed to organisations within the automotive cluster in the Eastern Cape Province. The empirical results obtained from the survey indicated dominant consensus regarding the model (see Chapter Four). The main findings from this research are that 74.7 per cent of organisations that participated in the empirical study had implemented a code of ethics. However, the majority of these organisations had not implemented the identified critical and optional interventions (see to Chapter Four) required to operate as an ethical organisation. The study also revealed that 49.4 per cent of respondents believed that the human resource manager is responsible for organising and coordinating an ethical initiative within the organisation. Respondents in this study stated that the benefits of operating ethically are the improved financial position of the organisation (76.5 per cent), the enhanced morale of employees (95.3 per cent), positive stakeholder perception (93 per cent), better long-term strategic sustainability (94.3 per cent) and superior social responsibility (85.9 per cent).
- Full Text:
- Date Issued: 2004
Integrating information security into corporate culture
- Authors: Thomson, Kerry-Lynn
- Date: 2003
- Subjects: Computer security -- Management , Corporate governance , Corporate culture
- Language: English
- Type: Thesis , Masters , MTech (Information Technology)
- Identifier: vital:10801 , http://hdl.handle.net/10948/132 , Computer security -- Management , Corporate governance , Corporate culture
- Description: Introduction: There are many components that are required for an organisation to be successful in its chosen field. These components vary from corporate culture, to corporate leadership, to effective protection of important assets. These and many more contribute to the success of an organisation. One component that should be a definitive part in the strategy of any organisation is information security. Information security is one of the fastest growing sub-disciplines in the Information Technology industry, indicating the importance of this field (Zylt, 2001, online). Information security is concerned with the implementation and support of control measures to protect the confidentiality, integrity and availability of electronically stored information (BS 7799-1, 1999, p 1). Information security is achieved by applying control measures that will lessen the threat, reduce the vulnerability or diminish the impact of losing an information asset. However, as a result of the fact that an increasing number of employees have access to information, the protection of information is no longer only dependent on physical and technical controls, but also, to a large extent, on the actions of employees utilising information resources. All employees have a role to play in safeguarding information and they need guidance in fulfilling these roles (Barnard, 1998, p 12). This guidance should originate from senior management, using good corporate governance practices. The effective leadership resulting from good corporate governance practices is another component in an organisation that contributes to its success (King Report, 2001, p 11). Corporate governance is defined as the exercise of power over and responsibility for corporate entities (Blackwell Publishers, 2000, online). Senior management, as part of its corporate governance duties, should encourage employees to adhere to the behaviour specified by senior management to contribute towards a successful organisation. Senior management should not dictate this behaviour, but encourage it as naturally as possible, resulting in the correct behaviour becoming part of the corporate culture. If the inner workings of organisations are explored it would be found that there are many hidden forces at work that determine how senior management and the employees relate to one another and to customers. These hidden forces are collectively called the culture of the organisation (Hagberg Consulting Group, 2002, online). Cultural assumptions in organisations grow around how people in the organisation relate to each other, but that is only a small part of what corporate culture actually covers (Schein, 1999, p 28). Corporate culture is the outcome of all the collective, taken-for-granted assumptions that a group has learned throughout history. Corporate culture is the residue of success. In other words, it is the set of procedures that senior management and employees of an organisation follow in order to be successful (Schein, 1999, p 29). Cultivating an effective corporate culture, managing an organisation using efficient corporate governance practices and protecting the valuable information assets of an organisation through an effective information security program are, individually, all important components in the success of an organisation. One of the biggest questions with regard to these three fields is the relationship that should exist between information security, corporate governance and corporate culture. In other words, what can the senior management of an organisation, using effective corporate governance practices, do to ensure that information security practices become a subconscious response in the corporate culture?.
- Full Text:
- Date Issued: 2003
- Authors: Thomson, Kerry-Lynn
- Date: 2003
- Subjects: Computer security -- Management , Corporate governance , Corporate culture
- Language: English
- Type: Thesis , Masters , MTech (Information Technology)
- Identifier: vital:10801 , http://hdl.handle.net/10948/132 , Computer security -- Management , Corporate governance , Corporate culture
- Description: Introduction: There are many components that are required for an organisation to be successful in its chosen field. These components vary from corporate culture, to corporate leadership, to effective protection of important assets. These and many more contribute to the success of an organisation. One component that should be a definitive part in the strategy of any organisation is information security. Information security is one of the fastest growing sub-disciplines in the Information Technology industry, indicating the importance of this field (Zylt, 2001, online). Information security is concerned with the implementation and support of control measures to protect the confidentiality, integrity and availability of electronically stored information (BS 7799-1, 1999, p 1). Information security is achieved by applying control measures that will lessen the threat, reduce the vulnerability or diminish the impact of losing an information asset. However, as a result of the fact that an increasing number of employees have access to information, the protection of information is no longer only dependent on physical and technical controls, but also, to a large extent, on the actions of employees utilising information resources. All employees have a role to play in safeguarding information and they need guidance in fulfilling these roles (Barnard, 1998, p 12). This guidance should originate from senior management, using good corporate governance practices. The effective leadership resulting from good corporate governance practices is another component in an organisation that contributes to its success (King Report, 2001, p 11). Corporate governance is defined as the exercise of power over and responsibility for corporate entities (Blackwell Publishers, 2000, online). Senior management, as part of its corporate governance duties, should encourage employees to adhere to the behaviour specified by senior management to contribute towards a successful organisation. Senior management should not dictate this behaviour, but encourage it as naturally as possible, resulting in the correct behaviour becoming part of the corporate culture. If the inner workings of organisations are explored it would be found that there are many hidden forces at work that determine how senior management and the employees relate to one another and to customers. These hidden forces are collectively called the culture of the organisation (Hagberg Consulting Group, 2002, online). Cultural assumptions in organisations grow around how people in the organisation relate to each other, but that is only a small part of what corporate culture actually covers (Schein, 1999, p 28). Corporate culture is the outcome of all the collective, taken-for-granted assumptions that a group has learned throughout history. Corporate culture is the residue of success. In other words, it is the set of procedures that senior management and employees of an organisation follow in order to be successful (Schein, 1999, p 29). Cultivating an effective corporate culture, managing an organisation using efficient corporate governance practices and protecting the valuable information assets of an organisation through an effective information security program are, individually, all important components in the success of an organisation. One of the biggest questions with regard to these three fields is the relationship that should exist between information security, corporate governance and corporate culture. In other words, what can the senior management of an organisation, using effective corporate governance practices, do to ensure that information security practices become a subconscious response in the corporate culture?.
- Full Text:
- Date Issued: 2003
Management of political behaviour in organisations
- Authors: Pio, Riaan Johan
- Date: 2000
- Subjects: Organizational behavior , Corporate culture
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10839 , http://hdl.handle.net/10948/33 , Organizational behavior , Corporate culture
- Description: In this research paper, the constructive management of political behaviour in organisations was investigated. A general overview of relevant aspects which specifically relate to the constructive management of political behaviour in the automotive industry was presented. The literature study included a discussion of the nature of political behaviour and guidelines for the management of political behaviour in organisations. The research methodology consisted of three phases: Phase 1: A literature study to determine guidelines to manage political behaviour in organisations constructively. Phase 2: An empirical study to determine the effectiveness of these guidelines in practice by means of a survey amongst role players in the automotive industry in South Africa. Phase 3: The findings from the literature study and empirical study were integrated into guidelines of how managers can manage political behaviour constructively. The study identified nine main strategies for managing political behaviour. They are: Open communication. Communication must be open to keep all parties informed and to prevent distrust. Reduction of uncertainty. This involves preventing employees being unsure of what the future holds. Awareness. The aim of awareness is for managers to be sensitive to and aware of situations that could elicit political behaviours. Furthermore, they must recognize political behaviour for what it is. Setting an example. Managers must set an exemplary example and not engage in political behaviour. An understanding of the reason/motivation for the formation of informal (political) groups or cliques. Having established the reason why political groups form will enable a manager to manage them more effectively. Confront political game players. Managers must address all forms of possible political behaviour in a serious manner. Understanding the organisation’s strategy, goals and action plans. All employees need to know exactly what direction the organization is moving in and what is in it for them. It is management’s task to ensure this open and clear communication, to prevent fears and political behaviour. Tie resource allocation and rewards to strategy. This can be achieved by ensuring that the criteria for the allocation of rewards is straight forward and understood by all. Reward systems must, furthermore, be directly linked to performance. There should also be transparency in decision-making. Isolate resource acquisition from internal operations. It is necessary to clearly specify the conditions and ground rules for the acquisition of resources to ensure that the process is transparent. The conclusion reached is that political behaviour in organizations can be managed constructively to build win-win relationships.
- Full Text:
- Date Issued: 2000
- Authors: Pio, Riaan Johan
- Date: 2000
- Subjects: Organizational behavior , Corporate culture
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10839 , http://hdl.handle.net/10948/33 , Organizational behavior , Corporate culture
- Description: In this research paper, the constructive management of political behaviour in organisations was investigated. A general overview of relevant aspects which specifically relate to the constructive management of political behaviour in the automotive industry was presented. The literature study included a discussion of the nature of political behaviour and guidelines for the management of political behaviour in organisations. The research methodology consisted of three phases: Phase 1: A literature study to determine guidelines to manage political behaviour in organisations constructively. Phase 2: An empirical study to determine the effectiveness of these guidelines in practice by means of a survey amongst role players in the automotive industry in South Africa. Phase 3: The findings from the literature study and empirical study were integrated into guidelines of how managers can manage political behaviour constructively. The study identified nine main strategies for managing political behaviour. They are: Open communication. Communication must be open to keep all parties informed and to prevent distrust. Reduction of uncertainty. This involves preventing employees being unsure of what the future holds. Awareness. The aim of awareness is for managers to be sensitive to and aware of situations that could elicit political behaviours. Furthermore, they must recognize political behaviour for what it is. Setting an example. Managers must set an exemplary example and not engage in political behaviour. An understanding of the reason/motivation for the formation of informal (political) groups or cliques. Having established the reason why political groups form will enable a manager to manage them more effectively. Confront political game players. Managers must address all forms of possible political behaviour in a serious manner. Understanding the organisation’s strategy, goals and action plans. All employees need to know exactly what direction the organization is moving in and what is in it for them. It is management’s task to ensure this open and clear communication, to prevent fears and political behaviour. Tie resource allocation and rewards to strategy. This can be achieved by ensuring that the criteria for the allocation of rewards is straight forward and understood by all. Reward systems must, furthermore, be directly linked to performance. There should also be transparency in decision-making. Isolate resource acquisition from internal operations. It is necessary to clearly specify the conditions and ground rules for the acquisition of resources to ensure that the process is transparent. The conclusion reached is that political behaviour in organizations can be managed constructively to build win-win relationships.
- Full Text:
- Date Issued: 2000
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