An analysis of restructuring and work design used by manufacturing organisations in response to changing global forces
- Authors: Kapp, Ashley
- Date: 2004
- Subjects: Organizational change -- South Africa
- Language: English
- Type: Thesis , Masters , MTech (Business Administration)
- Identifier: vital:10867 , http://hdl.handle.net/10948/145 , Organizational change -- South Africa
- Description: Due to the continual increase in competitive pressure from international organisations, it has become necessary to assess the degree of transformational change within South African organisations to overcome the effect of global forces. Transformation was investigated in terms of organizational restructuring and the various work designs that are utilised by organisations to deal with the effect of global forces. To examine the main problem, three sub-problems were identified. The first sub-problem that had been identified dealt with the extent of which global forces impacted on the business environment. It was investigated by evaluating various economic, technological and sociopolitical forces. From the results it may be concluded that global forces have a large impact on the local business environment. The second sub-problem looked at the degree to which work designs assisted organisations to manage the effect of global forces. It was evident that the flexible types of work designs were more readily utilised to optimise productivity and employee moral. Finally, the third sub-problem investigated the various structures that organisations could adopt to deal with the effect of global forces. Organisational structures were analysed in terms of customer orientation, fulfilment of company objectives and the types of structures that are used within organisations. The results showed that 75% of the sample population believed that their organisational structures co-ordinated all activities within their organisations. Feedback on the type of structures that were used by organisations revealed that various types are being used.
- Full Text:
- Date Issued: 2004
- Authors: Kapp, Ashley
- Date: 2004
- Subjects: Organizational change -- South Africa
- Language: English
- Type: Thesis , Masters , MTech (Business Administration)
- Identifier: vital:10867 , http://hdl.handle.net/10948/145 , Organizational change -- South Africa
- Description: Due to the continual increase in competitive pressure from international organisations, it has become necessary to assess the degree of transformational change within South African organisations to overcome the effect of global forces. Transformation was investigated in terms of organizational restructuring and the various work designs that are utilised by organisations to deal with the effect of global forces. To examine the main problem, three sub-problems were identified. The first sub-problem that had been identified dealt with the extent of which global forces impacted on the business environment. It was investigated by evaluating various economic, technological and sociopolitical forces. From the results it may be concluded that global forces have a large impact on the local business environment. The second sub-problem looked at the degree to which work designs assisted organisations to manage the effect of global forces. It was evident that the flexible types of work designs were more readily utilised to optimise productivity and employee moral. Finally, the third sub-problem investigated the various structures that organisations could adopt to deal with the effect of global forces. Organisational structures were analysed in terms of customer orientation, fulfilment of company objectives and the types of structures that are used within organisations. The results showed that 75% of the sample population believed that their organisational structures co-ordinated all activities within their organisations. Feedback on the type of structures that were used by organisations revealed that various types are being used.
- Full Text:
- Date Issued: 2004
An investigation into how marketers cope with an environment of high complexity and turbulence, with special reference to the South African environment
- Authors: Mason, Roger Bruce
- Date: 2004
- Subjects: Marketing -- South Africa , Success in business -- South Africa , Industrial management -- South Africa , Organizational change -- South Africa , Chaotic behavior in systems , Complexity (Philosophy)
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:752 , http://hdl.handle.net/10962/d1003873 , Marketing -- South Africa , Success in business -- South Africa , Industrial management -- South Africa , Organizational change -- South Africa , Chaotic behavior in systems , Complexity (Philosophy)
- Description: This study investigated relationships between marketing success, the level of external environmental complexity and turbulence, and marketing mix tactics. The literature suggested that more successful companies in simple and stable environments use stabilising marketing tactics, while more successful companies in complex and turbulent environments use destabilising tactics, regardless of industry habits, management preferences or market sector. A marketing mix model for the different environments was developed using a chaos and complexity theory perspective. The study was exploratory, using a qualitative, case study technique. Data was collected via depth interviews and document analysis from four companies in the information technology (IT) and packaging industries. These industries were identified as, respectively, the most complex and turbulent, and the simplest and most stable, South African environments. Two companies from each industry were chosen to reflect more successful and less successful companies. The more successful company in the complex/turbulent environment was found to use destabilising tactics, as did the more successful company in the simple/stable environment. Therefore, contrary to expectations, it appears that destabilising tactics contribute more to success than stabilising tactics do, regardless of the environment. It was also found, contrary to expectations, that stabilising tactics were used by both the less successful companies. The research concluded that destabilising tactics are related to more success and stabilising tactics to less success. The lack of clear differentiation between the two industries may be because the whole South African environment is complex and turbulent, because the packaging industry is not sufficiently simple and stable to differentiate it from the IT industry or because packaging industry managers perceive their industry to be complex and turbulent and act accordingly. Despite these uncertainties, the research showed the marketing mix model to be reasonably accurate for the complex/turbulent environment, and therefore of potential value to South African companies. To overcome the equivocal findings, further research is recommended in different industries, in countries with different levels of complexity and turbulence and into specific marketing mix tactics. Research into managers’ perceptions of environmental complexity and turbulence and into co-evolution of marketing tactics and external environments would also be of value.
- Full Text:
- Date Issued: 2004
- Authors: Mason, Roger Bruce
- Date: 2004
- Subjects: Marketing -- South Africa , Success in business -- South Africa , Industrial management -- South Africa , Organizational change -- South Africa , Chaotic behavior in systems , Complexity (Philosophy)
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:752 , http://hdl.handle.net/10962/d1003873 , Marketing -- South Africa , Success in business -- South Africa , Industrial management -- South Africa , Organizational change -- South Africa , Chaotic behavior in systems , Complexity (Philosophy)
- Description: This study investigated relationships between marketing success, the level of external environmental complexity and turbulence, and marketing mix tactics. The literature suggested that more successful companies in simple and stable environments use stabilising marketing tactics, while more successful companies in complex and turbulent environments use destabilising tactics, regardless of industry habits, management preferences or market sector. A marketing mix model for the different environments was developed using a chaos and complexity theory perspective. The study was exploratory, using a qualitative, case study technique. Data was collected via depth interviews and document analysis from four companies in the information technology (IT) and packaging industries. These industries were identified as, respectively, the most complex and turbulent, and the simplest and most stable, South African environments. Two companies from each industry were chosen to reflect more successful and less successful companies. The more successful company in the complex/turbulent environment was found to use destabilising tactics, as did the more successful company in the simple/stable environment. Therefore, contrary to expectations, it appears that destabilising tactics contribute more to success than stabilising tactics do, regardless of the environment. It was also found, contrary to expectations, that stabilising tactics were used by both the less successful companies. The research concluded that destabilising tactics are related to more success and stabilising tactics to less success. The lack of clear differentiation between the two industries may be because the whole South African environment is complex and turbulent, because the packaging industry is not sufficiently simple and stable to differentiate it from the IT industry or because packaging industry managers perceive their industry to be complex and turbulent and act accordingly. Despite these uncertainties, the research showed the marketing mix model to be reasonably accurate for the complex/turbulent environment, and therefore of potential value to South African companies. To overcome the equivocal findings, further research is recommended in different industries, in countries with different levels of complexity and turbulence and into specific marketing mix tactics. Research into managers’ perceptions of environmental complexity and turbulence and into co-evolution of marketing tactics and external environments would also be of value.
- Full Text:
- Date Issued: 2004
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