The aim of the thesis was to facilitate the implementation of process change in the company KS-Europe, s.r.o. For this purpose, I conducted a survey in that enterprise through which I examined the feelings and opinions of employees for future change. On the basis of the survey was identified risk areas in preparation for the change about which I informed the director of the company that he could possibly take appropriate measures to alleviate the course of change. Approximately two months after the introduction of the change I conducted structured interviews with the director of the company, the chief of Heftshop and two employees. These interviews were analyzed by comparison to assess the overall course changes.

Purpose: The focus of this research is to understand the impact of diversity on global leadership performance. Design/methodology/approach: From the literature review the researcher developed the components of the LEAD³ tool as well as, devised the questions for the in-depth semi-structured interviews that would test the tool. The questions centred on the three constructs of leadership, diversity and organisational factors and interviews were conducted between 2009 and 2010. The sample consisted of 79 senior leaders from seven companies across seven differing sectors and covered 22 different countries across 5 continents. A case study research strategy using a hybrid of open coding, thematic analysis and content analysis was employed. Findings: A series of themes were found under the three constructs: For Global leadership – competencies, connecting, rigour, stakeholder satisfaction, value based professional, influences. For Diversity – inclusivity, performance measures, role modelling, positioning diversity and innovation. For Organisational factors – organisational way of being, facilitating diversity, behavioural practices, ways of working, issues of concern and driving diversity. Issues emerging from the comparative analysis consist of cultural dimensions, engagement and learning. Research Limitations: Issues on reliability and validation, translation in measurement, environmental inconsistency, interviewer/interviewee bias, and ecological fallacy often levied at qualitative research. Research Contribution and Value: The findings tested against the tool, confirm the robustness and relevancy of the LEAD³ as an operational tool that will enable leaders to focus and integrate their diversity efforts. LEAD³ is encapsulated within an integrated change management framework and proposes a multi-level and multi-dimensional approach to global leadership and diversity that also includes performance drivers, stakeholder groupings, performance outcomes and organisational activities (change interventions). Future Research:Finally, an attempt is made to develop a competency framework for leadership and diversity from data emerging from findings. This is named the Global Leader Index for Diversity (GLIDE) – a framework that recognises the diverse aspects of a global leader’s role and identifies associated skills and behaviours that global leaders of the future need to develop.

M.Tech. / The purpose of the study was to conduct an assessment into the responses of managers with regard to organisational change within the South Africa Social Assistance Agency (SASSA). The study comprises four objectives as follows: The first objective of this study was to conduct an extensive literature review regarding the nature of the organisational change management. This entails the process through which the researcher consulted different sources such as books, journal articles, policies and programmes and others in order to conceptualize the issue of organisational change management in a detailed manner. Organisational change management is about an organised and systematic utilization of knowledge, skills, attitudes and other relevant resources for the improvement of the organisational business. Organisational change management is basically intended to enable organisations to adapt to their respective environments, failure of which can lead to their total loss of employees, competition, production and the clientele. Organisational change management has numerous features, namely; it tends to involve contradictions, it is continuous, it is interpreted through the perceptions and interactions of people and it is facilitated by a collaborative inquiry and team-work. Organisational change management is a process that must be treated like any other programme within organisations and as such, it is a responsibility of the human resource management of organisations. It is a programme that is mainly directed at improving the quality of productivity and service delivery. In this regard, organisational change management must be planned, implemented and evaluated within the parameters of the factors that influence change within organisations such as the following: the ever-demanding customers, globalization, new technology, innovation and people.

M.Comm. / From the literature is it well known that the environment in which companies currently compete, is continuously changing. It is therefore increasingly important for companies to align the energy of all its employees with the strategy of the company. Furthermore it is important that the management team not only receive feedback on whether the company's strategy is implemented, but also on how well it is implemented and executed. Measuring the progress towards the successful execution of the strategy is vital for management in the continuously changing environment. The balanced scorecard methodology enables management to align the energy of the employees to the proper execution of the strategy and measuring the progress towards achieving the strategy. The purpose of this study is to evaluate the balanced scorecard as a measuring tool as implemented in a local petrochemical company.

This thesis deals with the general mapping and describing the project of the implementation of changes in the process of Change Management in insurance company Česká pojišťovna with the final evaluation including a final report and analysis of important moments. From this project was obtained various outputs, which together with the final evaluation are compared with procedures reported in the theoretical background (IPMA;, Methodology of Project Management of Česká pojišťovna). The conclusion is devoted to determining the level of maturity of the Change Management process after the conclusion of the project. The thesis includes pictures, diagrams, tables and graphics processing data needed for clarity.

Web 2.0 combines various electronic mediums, websites, blogs and applications across a wide range of devices and provides opportunity to communicate bespoke change messages to employees. The purpose of this study is to establish whether the use of Web 2.0 has an impact on employees’ resistance to change during the change communication process and whether employees show a preference for a communication medium in the context of organisational change. The failure of most change efforts are often ascribed to insufficient communication, but employee perspectives on the preferred communication medium and whether Web 2.0 communication impacts on employee’s resistance to change has been largely overlooked in academic literature. A descriptive research design approach was followed. Inferential statistics was used to apply parametric and non- parametric tests to analyse the data. A self-administered electronic survey was sent to 1337 employees across four sectors that have been affected by any type of organisational change between January 2012 and June 2014 in South Africa. The response rate was 19.8% (266 responses). The paper finds that there is a preference towards face-to face communication and that participation increases willingness to accept the change. There were no differences found in the manner in which females and males responded to the questions on willingness to accept the change. This research enables communication and change management professionals to assess the suitability of WEB 2.0 mediums during various stages of organisational change. The Blended Media Communication (BMC) Model to Reduce Resistance to Change is proposed based on the findings of the study. The research will add to the theory concerning an employee perspective on Web 2.0 change communication. / Dissertation (MBA)--University of Pretoria, 2014. / lmgibs2015 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

This research is centred on the fundamental analysis that change management within business environment is related to leadership, power bases and organisational culture. The success of organisational change management is commonly dependent on these variables that are interdependent and collectively used. How leaders who are conscious about the power they hold and utilizing each respective power base to effectively manage organisational culture. There is extensive research literature considering the individual variables of leadership, power and organisational culture. The research aims to form a deep dive case study analysis into the interrelationships between the three dimensions. It aims to comprehend the change management initiatives in State-Owned Entities in the context of South Africa and Passenger Rail Agency of South Africa. Through a case study research approach, which comprised of face-to-face expert interviews and observations with employees from Passenger Rail Agency of South Africa data was collected. Content analysis techniques were applied to determine common trends and relationships across the three key dimensions identified from the literature, which related to each dimension. A number of interesting and useful relationships were uncovered within and between the key drivers and extend the current literature in this field. It was discovered that the leaders who are conscious about their power bases and effectively manage them are able to contribute to a sustainable organisational culture. Through this, the organisation is able to become a perpetual institution where leadership can hand over successful over time this being the fundamental of successful organisational change. / Dissertation (MBA)--University of Pretoria, 2014. / zkgibs2015 / Gordon Institute of Business Science (GIBS) / Unrestricted

[pt] O presente estudo tem por objetivo analisar os impactos gerados pela adoção do modelo Gestão por Resultados em organizações brasileiras do setor público, com 4 enfoques: I) identificar que fatores estimulam a adoção deste modelo de gestão; II) analisar as dimensões organizacionais impactadas; (iii) refletir sobre os fatores restritivos e facilitadores à implantação deste modelo, tanto organizacionais quanto individuais; e (iv) identificar as principais técnicas de gestão de mudanças utilizadas. A análise é construída com base na percepção de consultores especializados e pioneiros na implantação da gestão por resultados em organizações brasileiras do setor público. É pautada em entrevistas em profundidade, realizadas em janeiro e fevereiro de 2010. Trata-se de uma pesquisa fenomenográfica. A fenomenografia é estudo empírico sobre as diferentes formas de como as pessoas experimentam, interpretam, percebem, apreendem, compreendem e conceituam um fenômeno, um assunto ou um determinado aspecto da realidade. O objetivo central dessa teoria é compreender os fenômenos a partir do ponto de vista de quem os vivencia. É análise coletiva das experiências individuais. A pesquisa identifica quatro espaços de resultados: i) Fatores impulsionadores, externos e internos à organização; Dimensões impactadas, da estratégia à cultura; iii) Fatores críticos à mudança, tanto organizacionais quanto individuais; e iv) Métodos de gestão de mudança. A pesquisa conclui que os resultados obtidos durante a fase de implantação do modelo Gestão por Resultados geram uma experimentação positiva na instituição que o adota, que acaba por estimular a busca por resultados e excitar a adequação do arcabouço institucional, o que, conseqüentemente, tende, em longo prazo, ainda que de forma intermitente, a fomentar a adoção de práticas de gestão por resultados por outras organizações do setor público brasileiro. / [en] This study aims to analyze the impacts generated by the adoption of the model Managing for Results in Brazilian public sector organizations, with four approaches: i) identify factors that stimulate the adoption of this management model; II) to analyze the organizational dimensions impacted; (iii) discuss the factors constraining and facilitating the implementation of this model, both organizational and individual, and (iv) identify the main techniques used in change management. The analysis is built on the perception of expert consultants and pioneers in the implementation of managing for results in Brazilian public sector organizations. It is based on interviews held in January and February 2010. This is a phenomenographic study. Phenomenography is empirical study on the different ways of how people experience, interpret, understand, perceive, understand and conceptualize a phenomenon, a subject or a certain aspect of reality. The main objective of this theory is to understand the phenomena from the viewpoint of those who experience them. It s collective analysis of individual experiences. The research identifies four areas of results: i) Factors boosters, external and internal to the organization; Dimensions impacted, the culture and the strategy, iii) critical factors for change, organizational and individual, and iv) methods of change management. The research concludes that the results obtained during the implementation of Managing for Results model experiments generate a positive institution that adopts it, which ultimately stimulate the search for exciting results and the adequacy of the institutional framework, which consequently tends long-term, albeit intermittently, to promote the adoption of practices to manage for results by other public sector organizations in Brazil.

The purpose of this study was to examine the current research on mergers and acquisitions which includes organizational factors, such as communication processes, and their impact on employee reactions. The current study addresses this issue through a simulated M&A announcement laboratory experiment with 156 CSUSB undergraduate students.

The main purpose of this thesis has been to study the change agent’s role in accelerating sustainability in the construction sector. A case study was conducted in a large construction company (~9000 employees) with an ambitious sustainability profile. The research started by obtaining an understanding of organizational change, the change agents’ role and how change agents can be organized. The research then proceeded by studying whether there are practices among change agents leading to sustainable transition and how. Data was collected in a single case study through semi- structured interviews with four change agents, their director and one receiver of the change efforts.  How do change agents in a construction company, organized in a dual operating system, overcome change resistance in the line organization to accelerate sustainability?  The answers to the research question where that the change agents are the key persons of driving the transformational change effort in the studied company. They operate differently depending on situation and task, with no formal job description, requiring a high grade of personal strive. They have no formal responsibilities and few recourses, resulting in an importance of ability to influence others to take necessary decisions to change towards sustainability. They focus on building and maintaining relations with key persons in the line organization and prefer to be involved early in the projects. They spend time to train and engage in sustainability questions. They use their colleagues and fellow experts in the parallel organization to share competence, expertise and experience.  This study shows that change agents’ working in a dual operating system has been implemented with success in Company X. A successful dual operating system should include a larger unit of agents that gives them support and help from each other in their strive for change in any area of choice. When implementing the dual operating system, it should be considered that if the role definition is wide, creativity is stimulated among the change agents, making them develop new methods for implementing sustainable change. Furthermore, these best practices identified could be used for future change agent role definitions.  Even though change resistance exists in different forms, proactive prevention of resistance as have been done in Company X, seems to facilitate the change effort. As a result, the interviewees did not particularly experience change resistance. For future research, the case study could be expanded to include more respondents to study each area deeper and be able to confirm the best practices and the main challenges. It would be of interest to identify a company in a different sector that has implemented change agents and a dual operating system and perform a similar case study to identify any sector-specific differences. Some interviewees at Company X described there was an ongoing process on the job descriptions of the change agents. After the implementation of the updated job descriptions, it could be of interest to study changes in volunteerism and creativity among the change agents. Another aspect for further studies would be company size. Smaller companies with less management recourses probably must operate different and those differences would be interesting to understand further. Lastly, future research could study outcome of change effort using change agents in a dual operating system compared to change agents in the original organization.