Billing system, communication strategies, and organisation change in Zimbabwe: the case of telone customers’ postpaid to prepaid migration
- Authors: Dube, Sizalobuhle
- Date: 2023-04
- Subjects: Communication , Organizational change , Organizational change -- Management
- Language: English
- Type: Doctoral theses , text
- Identifier: http://hdl.handle.net/10353/27336 , vital:66942
- Description: This study investigated the effectiveness of the communication strategies used to implement the migration of telephone services from post-paid to prepaid billing at TelOne Zimbabwe. This study adopted the Freeman‟s stakeholder theory and the Lewin‟s change model to analyse the factors that influenced the effectiveness of the communication strategies used by TelOne before, during and after the change implementation as a way to communicate the initiative with its stakeholders. A qualitative approach was utilised and the key research methods used included document analysis, participant observation, as well as 21 face-to-face and 79 telephonic semi-structured interviews conducted with respondents from among TelOne managers, employees and the customers. The documents and respondents were purposively sampled based on the researcher‟s knowledge of their relevance in the study. The findings revealed several factors that mired effective change communication strategies such as company image, stakeholder recognition and communication centralisation. To curb these communication challenges, the study proposes Thrive organisational communication change model TOCC that encourages organisations to communicate the initiative to its relevant internal and external stakeholders considering their views and addressing factors that might hinder effective communication as a strategy to enhance successful change management. , Thesis (PhD) -- Faculty of Social Sciences and Humanities, 2023
- Full Text:
- Date Issued: 2023-04
- Authors: Dube, Sizalobuhle
- Date: 2023-04
- Subjects: Communication , Organizational change , Organizational change -- Management
- Language: English
- Type: Doctoral theses , text
- Identifier: http://hdl.handle.net/10353/27336 , vital:66942
- Description: This study investigated the effectiveness of the communication strategies used to implement the migration of telephone services from post-paid to prepaid billing at TelOne Zimbabwe. This study adopted the Freeman‟s stakeholder theory and the Lewin‟s change model to analyse the factors that influenced the effectiveness of the communication strategies used by TelOne before, during and after the change implementation as a way to communicate the initiative with its stakeholders. A qualitative approach was utilised and the key research methods used included document analysis, participant observation, as well as 21 face-to-face and 79 telephonic semi-structured interviews conducted with respondents from among TelOne managers, employees and the customers. The documents and respondents were purposively sampled based on the researcher‟s knowledge of their relevance in the study. The findings revealed several factors that mired effective change communication strategies such as company image, stakeholder recognition and communication centralisation. To curb these communication challenges, the study proposes Thrive organisational communication change model TOCC that encourages organisations to communicate the initiative to its relevant internal and external stakeholders considering their views and addressing factors that might hinder effective communication as a strategy to enhance successful change management. , Thesis (PhD) -- Faculty of Social Sciences and Humanities, 2023
- Full Text:
- Date Issued: 2023-04
The role of trade unions in organisational change in South African organisations
- Authors: Mzondi, Siphelele
- Date: 2023-04
- Subjects: Organizational change -- Management , Organisational Development , Labor union emblems
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/62181 , vital:72005
- Description: Organisations of the 21st century face a plethora of changes due to globalisation, a world referred to as volatile, uncertain, complex and ambiguous (VUCA). Organisations must consider pertinent stakeholders, specifically employees, and by representation, trade unions, during organisational change attempts. The study has explored the role of trade unions during organisational change in South African organisations. A literature review was conducted, which explored, amongst others, factors driving change, organisational change management models, the labour relations landscape in South Africa and the role of trade unions in organisational change. The empirical study included semi-structured interviews and a survey with a questionnaire. An exploratory sequential mixed methods research design was followed, with semi-structured interviews conducted with trade union representatives and human resource/employment relations managers. Thereafter, an online self-administered survey was conducted focusing on employees. A non-probability judgement design was employed in sampling the participants for the qualitative approach, and five (N = 5) HR/employment relations managers and six (N = 6) trade union representatives were interviewed. Random sampling was employed for the quantitative component and 74 questionnaires were completed. The interviews were thematically analysed while for the survey, exploratory factor and correlation analysis were used. The factor analysis extracted three factors: Before Change; During Change; and After Change. Based on the results recommendations for senior management, HR/ER managers; and for trade unions were presented. The recommendations include that organisations use the framework as a guide to involve trade unions. Trade unions and their representatives need to be acknowledged as important stakeholders before change is introduced. Knowledge of labour law is essential and a culture of open communication must be evident before, during and after change. Trade unions should organise conferences (Indabas) to reorientate and reskill themselves about their role during organisational change within South African organisations. The main contribution of the study is that HR/ER managers and trade union representatives should utilise the framework developed in this study to advance best practices in respect of the role of trade unions in organisational change in the South African context. , Thesis (Ma) --Faculty of Faculty of Business and Economic Sciences, 2023
- Full Text:
- Date Issued: 2023-04
- Authors: Mzondi, Siphelele
- Date: 2023-04
- Subjects: Organizational change -- Management , Organisational Development , Labor union emblems
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/62181 , vital:72005
- Description: Organisations of the 21st century face a plethora of changes due to globalisation, a world referred to as volatile, uncertain, complex and ambiguous (VUCA). Organisations must consider pertinent stakeholders, specifically employees, and by representation, trade unions, during organisational change attempts. The study has explored the role of trade unions during organisational change in South African organisations. A literature review was conducted, which explored, amongst others, factors driving change, organisational change management models, the labour relations landscape in South Africa and the role of trade unions in organisational change. The empirical study included semi-structured interviews and a survey with a questionnaire. An exploratory sequential mixed methods research design was followed, with semi-structured interviews conducted with trade union representatives and human resource/employment relations managers. Thereafter, an online self-administered survey was conducted focusing on employees. A non-probability judgement design was employed in sampling the participants for the qualitative approach, and five (N = 5) HR/employment relations managers and six (N = 6) trade union representatives were interviewed. Random sampling was employed for the quantitative component and 74 questionnaires were completed. The interviews were thematically analysed while for the survey, exploratory factor and correlation analysis were used. The factor analysis extracted three factors: Before Change; During Change; and After Change. Based on the results recommendations for senior management, HR/ER managers; and for trade unions were presented. The recommendations include that organisations use the framework as a guide to involve trade unions. Trade unions and their representatives need to be acknowledged as important stakeholders before change is introduced. Knowledge of labour law is essential and a culture of open communication must be evident before, during and after change. Trade unions should organise conferences (Indabas) to reorientate and reskill themselves about their role during organisational change within South African organisations. The main contribution of the study is that HR/ER managers and trade union representatives should utilise the framework developed in this study to advance best practices in respect of the role of trade unions in organisational change in the South African context. , Thesis (Ma) --Faculty of Faculty of Business and Economic Sciences, 2023
- Full Text:
- Date Issued: 2023-04
A review of the re-structuring of the Nelson Mandela Academic Hospital through the change management approach
- Authors: Nodikida, Mzulungile
- Date: 2018
- Subjects: Organizational change -- Case studies , Organizational change -- Management , Reengineering (Management) -- South Africa -- Mthatha , Leadership -- South Africa -- Mthatha , Organizational behavior -- South Africa -- Mthatha , Corporate culture -- South Africa -- Mthatha , Nelson Mandela Academic Hospital
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/58339 , vital:27236
- Description: The research used a change management approach to analyze the restructuring of the Nelson Mandela Academic Hospital from a tertiary to a central hospital. The study was underpinned by two objectives. Firstly, to analyze the restructuring of the Nelson Mandela Academic Hospital from a tertiary to a "central" hospital using the Core Elements Framework of change management developed by Antwi and Kale (2014). Secondly, to use the knowledge gained through literature review combined with the experiences of the managers at Nelson Mandela Academic Hospital to inform future healthcare reforms in general and particularly in the restructuring of hospitals. The Core Elements Framework by Antwi and Kale (2014) identifies six fundamental change elements from both emergent and planned change management approaches. The six elements are regarded by theorists from the two different schools of thought i.e. emergent change and planned change as key for successful change. The Core Elements Framework by Antwi and Kale, (2014) demonstrates the strength of not viewing the two approaches to change management as mutually exclusive but as complementing each other when the other is falling short. The study identified the following: ■ The change was prompted by clearly identifiable external factors more than internal factors. ■ There was notable lack of organizational harmony which may have negatively impacted the change process. ■ The Private Public Partnership (PPP) funding model which was aimed at delivering the central hospital collapsed, after a study discovered that it benefited the private sector more than the public sector. ■ There was no proper consultation of major stakeholders for preparation of the change. ■ Resources in all material forms were not made available for the change to take off, this means that there was no organizational capacity to execute the change. The study draws the conclusion that lack of organizational capacity, organizational harmony and a proper consultation process for stakeholders are the main reasons why the restructuring of the Nelson Mandela Academic Hospital is not yielding the desired results. The study recommends that organizations should implement a multidimensional approach for any change initiative to be successful and that organizations must ensure the availability of the necessary resources when embarking on change.
- Full Text:
- Date Issued: 2018
- Authors: Nodikida, Mzulungile
- Date: 2018
- Subjects: Organizational change -- Case studies , Organizational change -- Management , Reengineering (Management) -- South Africa -- Mthatha , Leadership -- South Africa -- Mthatha , Organizational behavior -- South Africa -- Mthatha , Corporate culture -- South Africa -- Mthatha , Nelson Mandela Academic Hospital
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/58339 , vital:27236
- Description: The research used a change management approach to analyze the restructuring of the Nelson Mandela Academic Hospital from a tertiary to a central hospital. The study was underpinned by two objectives. Firstly, to analyze the restructuring of the Nelson Mandela Academic Hospital from a tertiary to a "central" hospital using the Core Elements Framework of change management developed by Antwi and Kale (2014). Secondly, to use the knowledge gained through literature review combined with the experiences of the managers at Nelson Mandela Academic Hospital to inform future healthcare reforms in general and particularly in the restructuring of hospitals. The Core Elements Framework by Antwi and Kale (2014) identifies six fundamental change elements from both emergent and planned change management approaches. The six elements are regarded by theorists from the two different schools of thought i.e. emergent change and planned change as key for successful change. The Core Elements Framework by Antwi and Kale, (2014) demonstrates the strength of not viewing the two approaches to change management as mutually exclusive but as complementing each other when the other is falling short. The study identified the following: ■ The change was prompted by clearly identifiable external factors more than internal factors. ■ There was notable lack of organizational harmony which may have negatively impacted the change process. ■ The Private Public Partnership (PPP) funding model which was aimed at delivering the central hospital collapsed, after a study discovered that it benefited the private sector more than the public sector. ■ There was no proper consultation of major stakeholders for preparation of the change. ■ Resources in all material forms were not made available for the change to take off, this means that there was no organizational capacity to execute the change. The study draws the conclusion that lack of organizational capacity, organizational harmony and a proper consultation process for stakeholders are the main reasons why the restructuring of the Nelson Mandela Academic Hospital is not yielding the desired results. The study recommends that organizations should implement a multidimensional approach for any change initiative to be successful and that organizations must ensure the availability of the necessary resources when embarking on change.
- Full Text:
- Date Issued: 2018
- «
- ‹
- 1
- ›
- »