An exploration of organizational expectations of different generations of employees during change
- Authors: Kawana, Susan Mulemwa
- Date: 2020
- Subjects: Organizational change -- Psychological aspects , Organizational behavior -- Namibia -- Case studies , Employees -- Psychology -- Namibia , Organizational change -- Namibia -- Case studies , Intergenerational relations -- Namibia , Namibia. Inland Revenue Directorate , Namibia. Customs and Excise
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/142398 , vital:38076
- Description: The aim of this study is to investigate the organizational expectations of different generations of employees at the Ministry of Finance’s Inland Revenue and Customs and Excise Departments of the Republic of Namibia, which are undergoing organizational change processes. The different generations that were included in this study are Baby Boomers, Generation X, and Generation Y. The study explores the different expectations that the generations have in relation to the changes, in terms of leadership style and communication preferences. This study followed a qualitative approach. Quota sampling was used to select twelve participants for the study. The case study was carried out within a postpositivism paradigm. Data was collected by administering semi-structured, face-to-face interviews. The findings of the study indicate that there are generational differences in respect of preferred leadership styles and communication methods during organizational change. Baby Boomers and Generation X preferred a relationshiporiented leadership style, while generation Y preferred a visionary leadership style. Task-oriented leadership style was not the preferred style of any generation. Rather, in the midst of change, it seems there is a preference for relational leadership across all the Generations. In respect of communication, Baby Boomers preferred face-toface methods, Generation X preferred face-to-face and e-mail methods as sources of change communication, while Generation Y preferred a combination of communication methods. In the midst of change, it seems there is a common preference for face-to-face communication across all the Generations. Furthermore, employees generally did not feel ready for the changes. In the light of these findings, recommendations were made to guide change initiatives amongst employees of various generations. The limitations of the study were its sample size and focus on the public sector. For future research, a larger sample could be selected from all regional offices. Similar research can also be done in the private sector. The findings of the study provide an understanding of the experiences and expectations of different generations of employees during organizational change, and contribute to the body of knowledge on generational differences, readiness for change and the management of different generations as different stakeholders.
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- Date Issued: 2020
A case study of role conflict experienced by change champions during organisational change
- 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.
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- Date Issued: 2019
A corporate social responsibility (CSR) analysis of the transformation of the mobile telephone industry of South Africa
- Authors: Nyamande, Godfrey
- Date: 2019
- Subjects: Social responsibility of business -- South Africa , Cell phone systems -- Moral and ethical aspects -- South Africa , Mobile communication systems -- Moral and ethicsl aspects -- South Africa , Telecommunication -- Moral and ethicsl aspects -- South Africa
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/93887 , vital:30967
- Description: Corporate Social Responsibility (CSR) requires companies to fulfil certain responsibilities in society that are outside of the core operational activities of the company. The socio-economic dynamics of the region or country that the company operates from, as well as the pressures those stakeholders tend to apply, have a bearing on the direction that the CSR development takes. Mirvis and Googins (2006) described the CSR developmental path followed by international companies. Before that Carroll (1991) had suggested a developmental pyramid that suggested that philanthropy represented the highest level of CSR development. This pyramid was later revised by Visser (2005) in order to suit the African environment. In South Africa CSR development is mainly driven by legislation through the BEE Act of 2003. This has resulted in the birth of industry charters that guide the development of CSR in different industries. To fulfil the requirements of the charter and score vital B-BBEE points, companies have to engage with both internal and external stakeholders, holistically. One such industry is the telecommunications industry, which formed the basis for this research, with special emphasis on the mobile telecommunications industry. The research set out to explore how the industry charter and company practices compared with the existing literature on CSR. The aim of this research was therefore to analyse the existing CSR practices in the mobile telecommunication industry in South Africa, where the B-BBEE Act plays a pivotal role in influencing practice. Using publically available documents, this research conducted an analysis of the B-BBEE components in the telecommunications charter as the catalyst to development of CSR in the South African mobile telecommunications industry, with the three dominant companies, - MTN, Vodacom and Cell C – being utilised as case studies. Key research findings were that transformation is still low in terms of equitable gender and racial representation at the top management level. The industry charter attempts to address these and other social challenges and economic problems. However, it does not address ecological issues that may emanate from the industry operations. Therefore, a CSR assessment framework that addresses all stakeholders for sustainable economic development is proposed.
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- 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.
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- Date Issued: 2019
A case study of the role of leadership behaviour in the formation of organizational culture
- Authors: Moore, Aminah
- Date: 2018
- Subjects: Leadership -- Botswana -- Maun , Corporate culture -- Botswana -- Maun , Strategic planning -- Botswana -- Maun , Critical incident technique , Organizational behavior -- Botswana -- Maun , Tourism -- Management , Belmond Safaris (Botswana)
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/62061 , vital:28103
- Description: This case study research on the effect of leadership on organizational culture, is based on a small luxury tourism organization – Belmond Safaris – based in Maun, Botswana. The study set out to determine critical incidents that occurred during the tenure of the current general manager with the intention of uncovering her leadership behaviour and how it has shaped the culture of the organization. The literature review identified quantitative and qualitative approaches to researching organizational culture, but settles on Schein’s theory of organizational culture (Schein, 1992; 2010) as the approach adopted in this study. Furthermore, it reviews the various roles of strategic leaders and how these affect the culture of the organization. The study follows a qualitative methodology and applies the Critical Incident Technique to explore how, as a leader, the behaviour of the general manager shaped the organization’s culture. Data triangulation is achieved through the use of multiple sources – interviews, analysis of company documents and the examination of minutes of management meetings. Following the fieldwork, the evidence within the findings of the study required a theoretical reorientation and a shift from strategic leadership to a new focus on relational leadership, highlighting the prominence of social exchanges between the general manager and employees, as opposed to economic exchanges. The study concludes by acknowledging the limitations and delimitations of the study, which include time constraints as well as the deliberate exclusion of certain participants (e.g. camp managers) from the study. In its conclusion the study also presents recommendations for future studies. The researcher recommends a broader study within the tourism industry, as well as a larger and more inclusive sample size, in order to obtain better insights into the study of culture and leadership within organizations.
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- Date Issued: 2018
A survey of organizational culture and organizational performance in a manufacturing company
- Authors: Dom, Veliswa Virginia
- Date: 2018
- Subjects: Corporate culture -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Factories -- South Africa -- Eastern Cape , Analysis of variance , Shift systems -- South Africa -- Eastern Cape , Employees -- Rating of -- South Africa -- Eastern Cape , Competing Values Framework (CVF)
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/61861 , vital:28069
- Description: The purpose of this research was to explore the relationship between organizational culture and organizational performance in a manufacturing company. This company supplies metal products to the motor vehicle manufacturing industry, where the quality and quantity of parts produced is of paramount importance, since the buyers of these products are quality conscious. The organization has three production shifts that rotate each week. Anecdotal observations are that irrespective of the time that a shift operates over the course of the month, the different shifts tend to perform at different levels in terms of quality and quantity of output. This study therefore sought to investigate if these differences between shifts are statistically significant, and if so, whether these shifts also have differences in organizational culture. Components of organizational culture include values, norms, beliefs, attitudes, principles and expectations that give the organization a unique personality and differentiate it from other organizations. While the literature indicates that qualitative or quantitative approaches can be used in organizational culture research, this research adopted the quantitative approach, making use of the Competing Values Framework (CVF). The CVF is a four-category organizational culture typology established by Cameron and Quinn (2006). The framework is based on two dimensions: stability or flexibility of the organization, and external or internal focus. In this research, the CVF was used as a measurement tool to evaluate organizational culture. In order to determine differences in organizational culture between shifts, a survey was undertaken (N=138) which measured employee perceptions pertaining to the existing organizational culture of each of the three production shifts at the company. Secondly, differences in performance between the shifts were examined by using the performance data for a three-month period for each shift in terms of quantity and quality. This data was obtained from the management of the production process at the company. Statistical analysis was done using ANOVA to analyse the differences between the shifts. The findings indicated that the dominant existing organizational culture at the company under investigation is a clan culture. Furthermore, there is a statistically significant difference between the cultures of all the three shifts at the manufacturing company. The results also indicated that there is a statistically significant difference in the quantity and quality of production between the three shifts. In conclusion, the research indicated there are differences in culture and in performance, but given the nature of the data, it was not possible to statistically analyse the relationship between shift culture and performance. However, it is conceivable that cultural differences between shifts may be contributing to performance differences. With regards to further research, it is recommended that this research be extended to other branches of the manufacturing company in other regions, in order to determine whether there are any significant differences in culture and performance between these branches and their shifts. Research could also be extended to other South African organizations to create a sufficiently large sample of shift and/or business units, so as to be able to do statistical analysis of the relationship between culture and performance.
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- Date Issued: 2018
How the roles of CEO's differ in response to different circumstances and in the context of succession: Anglo American-a case study
- Authors: Ball, Leslie
- Date: 2018
- Subjects: Organizational change , Strategic planning , Executive succession , Anglo American Corporation of South Africa, ltd.
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/60799 , vital:27832
- Description: A review of the literature revealed that firms are inherently influenced by leadership in the upper echelons of the organization. The seminal paper of Hambrick and Mason (1984) has sparked much interest in the realm of organizational leadership. Studies involving organizational leadership have concentrated on leadership styles, the manner in which leadership takes place, leadership succession and organizational performance in an attempt to understand the dynamics of the senior leadership of organizations. Research has also explored how changes in the top management of firms has impacted its performance. This research has primarily been concerned with how a firm is impacted, once succession takes place, and has focused on financial performance, change in strategy and stockholder reaction (Shen & Cannella, 2002; Barron, Chulkov & Waddell, 2011; Friedman & Singh, 1989). Although their predisposition will largely influence the manner in which the incoming CEO acts, the literature has largely neglected the role the incoming CEO must fulfil, and how he/she steers the company, once appointed. In response, the following aim was developed to address this gap: To describe how the roles of two CEO's of the same company differed, during different time periods. The CEO assumes various strategic leadership roles, which they carry out in the context of their new environment once succession has taken place. From the literature, six strategic leadership roles were identified, which formed the foundation of this study. These were strategy formulation, strategy implementation, developing organizational culture, emphasizing ethical practices, managing the firm's resource portfolio and establishing balanced controls. The study set out to comparatively analyze two CEO's of the same firm during different periods. Both CEO's were investigated from the perspective of strategic leadership roles, allowing a comparison of their behaviour. The study analyses and describes these roles, and how they differed between the CEO's, in reaction to differing situational factors and in the context of succession. The study employed a deductive qualitative case study research design. This allowed the researcher to examine the complex phenomenon which have previously been studied at a more superficial level using quantitative methods (Baxter & Jack, 2008; Parrino, 1997; Jooste & Fourie, 2009). A qualitative methodological approach allowed the researcher to examine the topic through a lens which takes into account human variables and processes (Baxter & Jack, 2008). Data was sampled using purposive and convenience sampling while applying the critical incident technique. Data was collected through information sources such as news articles, press releases, annual reports, online interviews, news websites and other documents. Thematical analysis was used during the analysis phase of the study and allowed for patterns and links to be drawn between the collected data. The succession from one CEO to the next served as the comparative element of the study, which allowed for a contrasting of how both CEO's carried out their strategic leadership roles by adapting to their environment, and how they guided the strategic trajectory of the company. The study also took into account what both CEO's were confronted with at the start of their tenure and how this influenced how they carried out their leadership roles. It was found that Cynthia Carroll exercised her roles in a manner which addressed ethical and stakeholder engagement issues within the business. This was translated directly into how she guided the trajectory of the company. Upon appointment, Mark Cutifani exercised his roles in a manner which addressed the organizational performance and financial well-being of the company. This translated directly into how he shaped Anglo's trajectory in an attempt to better its financial performance. Given how they exercised their strategic roles in the company, each CEO influenced Anglo American's direction in a different way, which in turn, influenced the performance of the organization. It was shown that Cynthia Carroll improved the stakeholder engagement, communication and safety within the company, demonstrating behaviour that emphasized the importance of the ethics of the company. When the business had been carrying out its ethical practices effectively, but underperforming financially, Cutifani demonstrated the roles which would be geared toward resurrecting the organizational performance of the organization. Recommendations are made for further research including applying the same research method to investigate how these roles are carried out in companies which operate in a broad spectrum of industries.
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- Date Issued: 2018
The relationship between authentic leadership and employee performance
- Authors: Petzer, Liane
- Date: 2018
- Subjects: Authentic leadership , Positive psychology , Employee motivation -- South Africa , Employees -- Attitudes , Job satisfaction -- South Africa , Employees -- Rating of -- South Africa , Financial services industry -- South Africa
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/59467 , vital:27613
- Description: The impact of a leader on his or her followers has been a topic of much research and therefore organizations, including the financial services sector in South Africa, are placing more and more emphasis on what this leadership construct looks like. Research suggests that Authentic Leadership might be a new kind of leadership approach that the world is looking for. This study aims to establish the possible relationship between an authentic leader and the impact the leader’s behaviour has on the performance of his or her employee. The study further attempts to establish if satisfaction can play a mediating role in the relationship between authentic leadership and the performance of an employee. The research used two established research instruments, namely the Authentic Leadership Questionnaire (ALQ), as well as a section of Freese and Schalk’s (2008) psychological contract questionnaire relating to satisfaction specifically. Respondents were also requested to indicate their most recent performance rating. The study was conducted within the financial sector based in the Eastern and Southern Cape with a total population of 1077 employees across all business units, job grades, race, age, education and gender. The study established a significant positive relationship between authentic leadership and employee performance. A further significant positive relationship was established between authentic leadership and satisfaction. However, no relationship could be established between satisfaction and performance, thereby indicating that satisfaction was not a mediator of the relationship between authentic leadership and employee performance. In conclusion, recommendations for management practice and for further research are made.
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- Date Issued: 2018
Middle management communication in the midst of a crisis
- Authors: Mbolekwano, Veliswa A
- Date: 2017
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/52477 , vital:26194
- Description: Crisis communication by organisational top leadership to external stakeholders has been explored in literature, while internal crisis communication dynamics by middle managers with their employees within the organisation has been under studied. This paper pursues an understanding of crisis communication dynamics between middle management and their subordinates by investigating how the Middle Managers/Team Leaders of Makana Brick Manufacturing Firm (MBMF) communicated with their employees in the midst of the Eskom load shedding crisis in 2014. The investigation is not limited only to how they handled or made sense of the crisis, but also examines the effect and efficiency of their daily communication on both employees (subordinates) and operations in pursuing this end. As a foundation and background, the study broadly explores the literature on Crisis Leadership, Crisis and Crisis Communication, which are critical topics to understanding the communication role of the middle managers who were the primary subject of this research. The research was conducted through semi-structured, face-to-face interviews. Nine Team Leaders were interviewed. The data collected was transcribed verbatim and analysed through open coding. In the literature of crisis management, the concept of crisis communication has been extensively examined as a function of crisis management, primarily with regards to the crisis communication strategy, encompassing the actual verbal and nonverbal responses an organisation uses to address a crisis. The findings are generally congruent with the crisis communication literature, and reinforce the importance of efficient internal communication in building a culture of transparency between management and employees, as espoused in the literature reviewed, which in addition presents an invaluable opportunity for employees across all levels to engage in and be informed of the organisation’s priorities and therefore has the potential to dictate the success or failure of any major change or crisis situation. As such, it can be argued that there is a need for the same analytical rigour that is given to external crisis communication to be given to financial or operational measures (Barrett, 2002). For both external and internal stakeholders, human compassion, concern and empathy; faith in legitimate and appropriate actions taken by the chosen organisation spokesperson; and honesty, candidness and openness in communication (Seeger 2006, p. 242) are universal. The quality and the quantity of communication, essentially, affect the level of trust and involvement of employees (Thomas, Zolin & Hartman, 2009), which is particularly relevant in times of crisis (Mazzei & Ravazzani, 2015 p. 322). Trust must be developed with staff through clear, honest communication and transparent actions. These encompass being fair, open in communication and intentions, showing consistency, fulfilling promises and being honest about what middle managers can and cannot communicate to their employees (Farrel & Schlesinger, 2013, p. 125). In this study, face to face communication proved to be the most preferred communication channel because of its rewarding advantages such as direct feedback, two-way communication, relationship building and project collaboration.
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- Date Issued: 2017