A case study of role conflict experienced by middle management during organizational change
- Authors: Sepeng, Mugabe
- Date: 2023-10-13
- Subjects: Role conflict , Change management , Middle managers , Middle management , ISO 9001 Standard Implementation of
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/419189 , vital:71624
- Description: This research investigation is based on continuous improvement changes arising from - and related to - ISO 9001 implementation at Sundays River Citrus Company (SRCC), which is one of the biggest packers, marketers, and exporters of citrus fruit in South Africa. The Board of SRCC adopted ISO 9001 to ensure organizational efficiency and sustainability while improving quality control, customer service, teamwork and leadership. However, research indicates not all organizations that have Implemented ISO 9001 realize the intended benefits. While no research was available on the citrus agriculture industry, research in the tourism industry indicates that not only did some companies not realize the expected benefits, but also incurred substantial investment costs. It is estimated that approximately thirty to ninety percent of change initiatives fail to meet their objectives, and research studies also indicate that middle managers play a critical role that can influence the outcomes of a change project. However, Balogun (2003) indicates that middle managers play a complex role and are exposed to role conflict, which can influence the outcomes of change initiatives. In this context, this research study aimed to investigate the role conflicts experienced by middle managers during the process of an ISO 9001 continuous improvement change. The study draws on role theory, applying it to their management of change. The following role conflict types were investigated: (1) intra-sender conflict, (2) inter-sender role conflict, (3) inter-role conflict, (4) role ambiguity and (5) role strain. The research approach is qualitative, and has adopted a post-positivist paradigm, utilizing a deductive qualitative method. The study adopted a case study approach. Data was gathered mainly from interviews and supported by organizational documents. Semi structured interviews were conducted with questions formulated through the use of the coding manual (See Appendix C) to ensure alignment of data collection with the research propositions derived from literature. A deductive thematic analysis method was used to analyze the interview data. The research findings confirmed that during continuous improvement change, as middle managers strived to satisfy the incompatible expectations of role senders (mainly senior and junior managers), they experienced the five role conflict types. The study findings also indicate that middle managers experience conflicts due to the incompatible expectations of other role senders such as quality and marketing departments. The findings suggest that middle managers are managing these conflicts, but notes that they do require some assistance and support from senior management. The study concludes with managerial and research recommendations. , Thesis (MBA) -- Faculty of Commerce, Rhodes Business School, 2023
- Full Text:
- Date Issued: 2023-10-13
- Authors: Sepeng, Mugabe
- Date: 2023-10-13
- Subjects: Role conflict , Change management , Middle managers , Middle management , ISO 9001 Standard Implementation of
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/419189 , vital:71624
- Description: This research investigation is based on continuous improvement changes arising from - and related to - ISO 9001 implementation at Sundays River Citrus Company (SRCC), which is one of the biggest packers, marketers, and exporters of citrus fruit in South Africa. The Board of SRCC adopted ISO 9001 to ensure organizational efficiency and sustainability while improving quality control, customer service, teamwork and leadership. However, research indicates not all organizations that have Implemented ISO 9001 realize the intended benefits. While no research was available on the citrus agriculture industry, research in the tourism industry indicates that not only did some companies not realize the expected benefits, but also incurred substantial investment costs. It is estimated that approximately thirty to ninety percent of change initiatives fail to meet their objectives, and research studies also indicate that middle managers play a critical role that can influence the outcomes of a change project. However, Balogun (2003) indicates that middle managers play a complex role and are exposed to role conflict, which can influence the outcomes of change initiatives. In this context, this research study aimed to investigate the role conflicts experienced by middle managers during the process of an ISO 9001 continuous improvement change. The study draws on role theory, applying it to their management of change. The following role conflict types were investigated: (1) intra-sender conflict, (2) inter-sender role conflict, (3) inter-role conflict, (4) role ambiguity and (5) role strain. The research approach is qualitative, and has adopted a post-positivist paradigm, utilizing a deductive qualitative method. The study adopted a case study approach. Data was gathered mainly from interviews and supported by organizational documents. Semi structured interviews were conducted with questions formulated through the use of the coding manual (See Appendix C) to ensure alignment of data collection with the research propositions derived from literature. A deductive thematic analysis method was used to analyze the interview data. The research findings confirmed that during continuous improvement change, as middle managers strived to satisfy the incompatible expectations of role senders (mainly senior and junior managers), they experienced the five role conflict types. The study findings also indicate that middle managers experience conflicts due to the incompatible expectations of other role senders such as quality and marketing departments. The findings suggest that middle managers are managing these conflicts, but notes that they do require some assistance and support from senior management. The study concludes with managerial and research recommendations. , Thesis (MBA) -- Faculty of Commerce, Rhodes Business School, 2023
- Full Text:
- Date Issued: 2023-10-13
A case study of role conflict experienced by change champions during organisational change
- Nakani-Mapoma, Xoliswa Faith
- Authors: Nakani-Mapoma, Xoliswa Faith
- Date: 2019
- Subjects: Organization change , Organization change -- Management , Role conflict , Organizational behavior -- Case studies , Corporate culture -- Case studies
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/96848 , vital:31337
- Description: A change champion has been defined as a person from any level of the organisation who is skilled at initiating, facilitating and implementing change, and who can effectively champion organisational changes. From a review of the literature, it was anticipated that change champions may experience role conflict, due to the multiple roles that they needed to fulfil simultaneously. Informed by organisational role theory, this research investigated the change management programme of a specific public entity as a case study, and analysed the nature of the role conflict that change champions experienced during a specific organisational change. Semi-structured interviews were conducted with four change champions, the change coordinator and the Executive Director Corporate Services. The organisational documents that relate to change management were also consulted with a view to providing background information and an overview of the change management programme. A deductive thematic analysis approach was used to analyse the data. A coding framework was developed prior to the collection of data, and was used for the identification of theoretical codes and themes in the data. The following codes were developed and explored as types of role conflict: role ambiguity, person role conflict, role strain, role overload and role incompatibility. In terms of the findings, this study confirmed that change champions did experience role conflict during organisational change, mainly due to various expectations that come from different role senders. In the light of these findings, it was recommended that senior managers could reduce the incidents of role conflict by training change champions, introducing an orientation programme for new change champions, consider their personal values when appointing them, and allocating sufficient time for change champions to fulfil this additional role. This study has contributed to the body of knowledge by drawing on role theory and applying it to change management, in order to provide insight on the role of change champions during the organisational change, and in particular the role conflict that they experienced.
- Full Text:
- Date Issued: 2019
- Authors: Nakani-Mapoma, Xoliswa Faith
- Date: 2019
- Subjects: Organization change , Organization change -- Management , Role conflict , Organizational behavior -- Case studies , Corporate culture -- Case studies
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/96848 , vital:31337
- Description: A change champion has been defined as a person from any level of the organisation who is skilled at initiating, facilitating and implementing change, and who can effectively champion organisational changes. From a review of the literature, it was anticipated that change champions may experience role conflict, due to the multiple roles that they needed to fulfil simultaneously. Informed by organisational role theory, this research investigated the change management programme of a specific public entity as a case study, and analysed the nature of the role conflict that change champions experienced during a specific organisational change. Semi-structured interviews were conducted with four change champions, the change coordinator and the Executive Director Corporate Services. The organisational documents that relate to change management were also consulted with a view to providing background information and an overview of the change management programme. A deductive thematic analysis approach was used to analyse the data. A coding framework was developed prior to the collection of data, and was used for the identification of theoretical codes and themes in the data. The following codes were developed and explored as types of role conflict: role ambiguity, person role conflict, role strain, role overload and role incompatibility. In terms of the findings, this study confirmed that change champions did experience role conflict during organisational change, mainly due to various expectations that come from different role senders. In the light of these findings, it was recommended that senior managers could reduce the incidents of role conflict by training change champions, introducing an orientation programme for new change champions, consider their personal values when appointing them, and allocating sufficient time for change champions to fulfil this additional role. This study has contributed to the body of knowledge by drawing on role theory and applying it to change management, in order to provide insight on the role of change champions during the organisational change, and in particular the role conflict that they experienced.
- Full Text:
- Date Issued: 2019
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