Firms compete based on their relative ability to renew as much as they do on their ability to extract profits from product-markets. Drawing from literature and case studies the research explores how renewal is affected in organisations. The main dynamics of the renewal process, and the issues and skills involved in its management, therefore, receive detailed treatment. Relevant data is gathered from a variety of primary and secondary sources. The research begins with an effort to understand the forces that trigger and processes that act to sustain decline in organisations. These findings are contrasted with a number of case studies that serve the identification of underlying characteristics and dynamics common to successful organizations. This comparison serves to uncover principles of successful organisation and that hold the key to renewal and sustained growth. The main objective of this research is to increase the understanding and awareness of the processes, problems and successful means of organisational renewal. Underlying is the concern to develop more formalised models and translate these findings into a useful conceptual framework as a basis and stimulus for further research and as a helpful guideline for management practitioners to handle successfully the problems of entropy and organisational ossification of their business.

This research assessed the concept of future-proofing (FP) as a proactive initiative for enterprise asset management is an urgent need against uncertainty, particularly in health care due to unforeseeable demographic shifts and rapid advances in medical technology. Building information modelling (BIM) is a data-driven initiative but a rigorous analysis will indicate that a synergy exists. A multiphase design methodology was adopted to cover as much breadth and depth around the synergies that exist between future-proofing and BIM both in terms of delivery (supply chain) and in an enterprise context (organisational structures). In the first phase, an exploratory survey was conducted. The exploratory data were gathered to include responses of industry experts. The findings provide valuable insights regarding the integration of flexibility and design standardisation and whether this integration can improve change-readiness in designing future-proof healthcare facilities. Then, a first round of primary and secondary case study data were gathered from a major public asset owner organisation. The findings focused on the governance of BIM and FP in an enterprise context. As such three agendas emerged, namely government, strategic management and, due to the opportunities that BIM brings, information management. Then, a second round of primary qualitative data were collected and a series of interviews were conducted. The interviews targeted the opinion of leading industry experts across all phases of a project. At this phase the aim was to develop a classification ontology of the interactions between FP and BIM during project delivery. Finally, the findings were triangulated. As such, a reference model was developed, concentrating on the functional and organisational aspects of the core business of a service organisation. Finally, the three types of findings were connected to give a deployment plan for future-proofing asset management taking into account adoption of innovation which service providers can use to manage their assets across an enterprise.

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2017. / Change in today‟s business situation may be seen as unavoidable; however, the absence of standard change interventions within an organisation can cause an impact on the functioning of the business and its survival in the long run. Thus, it is ideal for the South African petrochemical industry to find a suitable intervention for change models that will assist them in navigating its effectiveness. This study has used an investigative approach to understand the effectiveness of interventions of change management in petrochemical organisations in the Western Cape, South Africa. A qualitative case study was used in this research, as data was collected directly from interviews by fieldworkers, while written documents were also consulted. It was found that a number of factors influence effective change management in the SA petrochemical industry. Some of the factors that were elicited for this study include: organisational structure and size and administrative methods; the introduction of new technology; processing and communication; changes in employee demographics; government regulations; and economic competition. Furthermore, the study also provides a framework that can be used to guide and assess effective changes within the SA petrochemical industry.

Esta pesquisa apresenta a gestão de mudança como centro da investigação, com foco no processo de implantação de um modelo de gestão de produção em uma multinacional brasileira do setor mineral. Discute os conceitos de gestão da mudança e seus enfoques, com ênfase nas estratégias para implantar mudanças organizacionais. Com base na literatura pertinente ao tema, discute as estratégias que, se trabalhadas de forma adequada, podem levar ao sucesso das organizações que empreendem mudanças. Complementado por uma pesquisa de campo, o estudo verifica, por meio de aplicação de questionário, como são percebidas as estratégias de mudança pelos integrantes da organização, objeto de estudo, envolvidos diretamente na implantação do modelo de gestão da produção. Como resultados, apresenta um panorama do processo de gestão de mudança, ora em andamento, os pontos onde há oportunidades de melhoria, bem com recomendações para o futuro. Como conclusão, verifica-se que as 5 (cinco) principais estratégias, presentes na literatura, são utilizadas para implantar o modelo de gestão de produção estudado, porém apenas 3 (três) são mais percebidas pelos evolvidos na implantação do modelo. Por isso, foram apresentadas oportunidades de melhorias como rever o modelo de engajamento dos gestores e melhor apresentar os resultados após implantação do Sistema de Produção. / This research presents the management of change as the research center, focusing on the implementation of a production management model in a Brazilian multinational mining sector. Discusses the concepts of change management and its approaches, with emphasis on strategies to implement organizational changes. Based on most relevant concepts available in literature, discusses the strategies that, if worked properly, can lead to the success of organizations that undertake changes. Complemented by field research, the study finds, through a questionnaire, how change strategies area perceived by members of the organization directly involved in the implementation of production management model. As a result, provides an overview of the change management process, now under way, the points where there are opportunities for improvement, as well as recommendations for the future. In conclusion , it appears that the five (5 ) main strategies found in the literature, are used to implement the model of production management studied , but only three (3 ) are more perceived by the members of the organization . Therefore, opportunities for improvement were presented as review the model of engagement of managers and better present the results after implantation of the Production System.

M.Comm. / The average life expectancy of a multinational corporation is somewhere between 40 and 50 years, according to Arie de Geus, author of "The Living Company: Habits for Survival in a Turbulent Business Environment" (De Geus, 1997) In fact, one-third of the companies listed on the 1970 Fortune 500 had disappeared just 13 years later, thanks to mergers, acquisitions or being broken apart. Like the single-cell amoeba, which continually changes its shape and direction based on external influences, long-lived companies are sensitive to their environment and know how to adapt and evolve to fit ever-changing conditions, (Caudron, 2000:54). While adaptability is a key contributor to corporate longevity, there are other factors that help companies live long, healthy and profitable lives. In his book, "The Living Company", Arie de Geus explores the factors that allow large companies to thrive over a long period. After studying 27 long-lived companies, he reveals that four common factors explain their success: Long-lived companies were sensitive to their environment. Whether they had built their fortunes on knowledge or natural resources, they remained in harmony with the world around them. As wars, depressions, technologies and political changes surged and ebbed, they always seemed to excel at keeping their feelers out, tuned to whatever was going on. They did this despite the fact that there was little data available, let alone the communications facilities to give them a global view of the environment. Long-lived companies were cohesive, with a strong sense of identity. No matter how widely diversified they were, their employees, and even their suppliers at times, felt they were all part of one entity. Long-lived companies were tolerant of activities, experiments and eccentricities that kept stretching their understanding of possibilities. Long-lived companies were conservative in financing. They were frugal and did not risk their capital gratuitously. They understood the meaning of money in an oldfashioned way; they knew the usefulness of having spare cash. Having money in hand gave them flexibility and independence. They could pursue options that their competitors could not. They could grasp opportunities without first having to convince third-party financiers of their attractiveness. More than anything else, managers in adaptable companies realize they can no longer conduct business the old-fashioned way. Gone are long-range plans, task-oriented job descriptions, rigid functional divisions and top-down decision-making. (Caudron, 2000: 54) Instead, in adaptable companies: Employees are given more freedom. The primary source of adaptability in organizations is the employees. For this reason, adaptable organizations treat people differently. They allow greater participation from employees and give them the freedom to decide how they will react to change. Management sets broad goals and objectives. Because executives in adaptable rganizations recognize that employees are capable of making good decisions, the executives themselves make far fewer day-to-day decisions. Executives in adaptable companies may articulate a direction for the organization, but they don't dictate what needs to be done. By setting broad goals and objectives, as opposed to determining specific tasks, these executives allow employees the room to respond to an opportunity in a way that makes the best sense for that opportunity at that time. The trick with setting broad goals instead of defining specific tasks is that executives must know how to maintain the balance between complete control and total unpredictability. Adaptable executives must learn to provide enough guidance so that people aren't floundering, but not so much guidance that employees lose their creativity and initiative. Executives regularly conduct scenario planning. Companies used to be able to plan projects five and 10 years ahead of time and then outline the specific steps needed to make those projects happen. But this is no longer possible in today's business environment.

M.B.A. / Please refer to full text to view abstract

This research investigated technology change management at Bridgestone/Firestone in the Port Elizabeth metropole. From a manufacturing organisation’s point of view it is clear that technology change is a constant force that determines competitiveness. The thesis outlines the specific requirements needed for utilising the concept of technology change management at Bridgestone/Firestone. The literature survey was aimed at placing the concept of technology change management and the correct organisational structure and organisational focus points in perspective to ensure successful technology change and its implementation at Bridgestone/Firestone. The purpose of the empirical study was to test managements perseptions of technology change management at Bridgestone/Firestone and to contribute useful information to the organisation. From the findings improvements and recommendations were suggested as guidelines for any tyre manufacturer to follow to improve technology change management. The empirical study results show that there is room for improvement. The responses to statements outlined areas that need improvement and those that do not according to the views of Bridgestone/Firestone’s management.

Tillsammans med en muntlig presentation ingår den här rapporten som examination i kursen Examensarbete i ADB, 20p vid Högskolan i Skövde. Kursen är det sista momentet på det dataekonomiska programmet. Syftet med undersökningen, som genomfördes i samarbete med företaget Arthur Andersen i Stockholm, var att utvärdera om Change Management kan användas som stöd vid införandet av informationssäkerhet i olika organisationer. Dessutom skulle undersökningen visa lämpliga mått för att kunna mäta resultatet av införandeprocessen. Med hjälp av besöksintervjuer av personer med erfarenhet av arbete med informationssäkerhet, gjordes en kartläggning över hur införandet av informationssäkerhet går till idag. Kartläggningen låg sedan till grund för en jämförelse med metodstegen i Change Management. Resultatet av arbetet blev en utvärdering av om Change Management är lämpligt som stöd vid införandet av informationssäkerhet.

Abstract Software process improvement (SPI) approaches have been designed to produce changes at many levels, i.e. in the strategies, culture and working practices, of software development. Studies have shown that nearly two thirds of all SPI efforts have failed or fallen short of expectations. It is often stated in SPI-related literature and practice that "commitment" to SPI plays an important part in determining whether an SPI endeavor ultimately becomes a success or a failure. However, it often remains unclear what this concept actually means and how it affects SPI. This thesis argues for a scientifically grounded concept of commitment and delivers a description and a definition of this concept in the context of software process improvement. The elaboration of the concept is based on a literature study, which makes the research done in behavioral psychology and organizational science applicable in the field of software process improvement. This thesis shows that current thinking relies on practical models of commitment, and the empirically validated analysis conducted within this study reveals a number of common misleading assumptions regarding the notion and development of commitment in SPI. On this basis, this thesis suggests that the commitment phenomenon is better explained through what can be called strategic, operational and personal commitment nets. This framework can be used for analyzing the unfolding and alteration of commitment towards a specific entity, in this case a software process improvement endeavor, through time and changing circumstances. The viability and usefulness of the commitment nets framework is demonstrated through an analysis of four SPI cases in two software organizations. As a result, it is shown that even though the objective features of SPI in terms of costs and benefits may be dominating in the project initiation phase, their role tends to lose strength later on due to an inability of the SPI effort to produce quick and meaningful results, even if these are explicitly sought for. This phenomenon gives rise to a need for enhancing the role of social and psychological drivers. If this is not achieved, SPI activities are likely to cease to exist. The empirical analysis demonstrates that the use of the commitment nets model enables a more precise analysis of the various aspects involved in the commitment phenomenon than what would have been possible with current commitment models. Commitment, as conceptualized and operationalized in this thesis, makes a significant contribution to the outcome of the SPI initiative. The empirical evidence shows that, eventually, even well-planned SPI initiatives may fail to reach the goals set for them due to changes in commitment nets.

The retention of employees, especially talented ones, is a topic that is mainly discussed between HR practitioners, but is also a cause for conversation around the boardroom table. Researchers have recommended numerous policies and best practices that should be implemented to reduce employee turnover and improve employee morale. This study was conducted to find if a relationship exists between numerous independent variables and retention rate. A quantitative study was conducted via a self-administered survey questionnaire that was sent to 6 802 HR managers, owners, senior managers and executives. Constructs identified in the literature were used to design the questionnaire survey, and data were analysed from 247 completed survey questionnaires. A positive relationship exists when HR reports to senior management and where HR has the autonomy to spend on training. The presence of an HR department, the existence of retention strategies, and the involvement of senior managers in the implementation and management of retention strategies, does not have an influence on a high retention rate. / Dissertation (MBA)--University of Pretoria, 2013. / lmgibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted