<p> The structure and functioning of ecosystems across the globe are rapidly changing due to several components of global environmental change (GEC). My dissertation aims to illustrate how regional and local aspects of GEC impact diverse assemblages of species and species interactions. All organisms are embedded in complex networks of species interactions, and future efforts to predict and mitigate the impacts of GEC on ecological communities will be facilitated by such studies that incorporate a suite of species and species interactions. This study advances our understanding of how GEC will impact ecological communities by investigating two questions about GEC: 1) How will shifts in global climate cycles (e.g., El Nino Southern Oscillation), as a consequence of global warming, impact a diverse assemblage of butterflies that exist across a heterogeneous landscape? 2) What are the consequences of woody plant encroachment on complex, specialized interactions between plants, insect herbivores, and natural enemies (e.g., insect parasitoids)? Furthermore, I helped develop a tool to identify characteristics of ecological communities that are essential for promoting the diversity of trophic interactions. While the loss of species diversity is well recognized, interactions among species are vanishing at an astonishing rate, yet we know little about factors that determine the diversity of interactions within a community. Using data from a long-term butterfly monitoring dataset, I was able to demonstrate the utility of large-scale climate indices (e.g., ENSO) for modeling biotic/abiotic relationships for migratory butterfly species. Next, I used encroaching juniper woodlands in the Intermountain West to uncover that population age structure of dominant tress, such as juniper, can affect plant-insect dynamics and have implications for future control efforts in the expanding woodlands. Additionally, reductions of understory plant diversity, as a consequence of juniper expansion, resulted in significantly lower parasitism rates and parasitoid species diversity. Finally, simulated food webs revealed that species diversity and, to a lesser degree, consumer diet breadth, promote the diversity of trophic interactions. As ecosystems across the globe experience changes and the loss of species diversity continues, these findings offer insight into how GEC will impact species and species interactions.</p><p>

M.Comm.

M.B.A. / This dissertation evaluates the aim: Organisations engaged in transformation need to connect competency with their change framework and that this influences the quality of the contribution made towards competitive advantage Companies who use change methodologies actually cultivate their distinct capabilities / competencies through these initiatives and if 3m are these similar to actual theories documented and if no how can this be incorporated into a model. This dissertation places the research into context by focusing on the identification of past theory, methodology and examples and by comparing this to three chosen companies to establish its credibility and usefulness. Primary data for the comparison was obtained through separate case study interviews. This data surrounded areas such as — core competency development, retention and acquisition and its association with competitive advantage, the basic understanding of the change initiative, method used and finally the actual change process employed. An extensive literature research was conducted to review current global thinking and knowledge on change, distinct capabilities and competencies. It was concluded that although the companies reviewed did change well only one of the three linked competence through its change processes. The other developed its capabilities through a variety of change programmes ( in this case intentional), it could therefore qualify that it had in fact used change to develop a competence, and that therefore a model such as the one formulated has a basis for development

M.Comm. / “We don’t receive wisdom; we must discover it for ourselves after a journey that no one can take for us or spare us” – Marcel Proust Organizational change has become a buzzword in the organizational behaviour industry. In theory and on paper, organizational change is an appealing concept with its aim to assist leaders to adapt organisations to situational variables. In reality organizations are filled with aging paradigms, entrenched cultural artifacts, - values and deeply held - assumptions that make them quite inflexible and therefore closed to new and innovative ideas. Organizational leaders are faced with the problem of growing and renewing companies in order to meet the expectations of external and internal company stakeholders. The external stakeholders are continuously demanding higher and higher returns on capital and do not tolerate poor performance. The internal stakeholders of companies have also become more selective when choosing amongst potential to be employers. It is therefore important that organizations have an understanding of the image that they portray to the market and potential employees. Organizational culture is a tool that can assist leaders to define the type of organization they want to be and thus the image they portray to its stakeholders. Organizational culture is defined as a pattern of shared basic assumptions that a group learns as it solves its problems of external adaptation and internal integration. If the assumptions lead to success they are considered to be valid and should be taught to new members as the correct way to perceive and think and feel when confronted with external environment adaptation or internal organisation integration issues A positive organizational culture reinforces the core beliefs and behaviours that a leader desires while weakening the values and actions the leader rejects (Kaufman 2002). A negative culture becomes toxic, poisoning the life of the organization and hindering any potential for creativity, collaboration and prosperity

D.Litt. et Phil. / The study investigated the relationship between resistance to–readiness for change and meaning seeking, and whether a logotherapy-based intervention – Logo-OD – would impact on resistance to change. A quasi-experimental design and various statistical procedures were applied to test identified hypotheses. Of a survey population of 1 637 individuals, 193 and 76 respondents formed part of respectively the pre- and post-test samples. Whereas a significant relationship was established between said constructs, no significant effect of Logo-OD was observed. These results supported the primary conclusions emanating from the literature: the role of Logo-OD is one of a positive trigger event for organisational change. Whereas a prominent focus in both classic and contemporary literature is on the utilisation of the organisation’s human resources (HR) as a competitive advantage (see Barney, 1995; Cascio, 1998; Cook & Crossman, 2004; Drucker, 2002; Gratton, 2000; McGregor, 1960; O’Reilly & Pfeffer, 2000; Prahalad & Hamel, 1990; Richardson & Vanderberg, 2005; Schuler & Jackson, 1999; Schuler, Jackson & Storey, 2001), the need for organisations to adapt to increasingly turbulent changes has enjoyed similar attention (see Burnes, 2003, 2004; Cascio, 1995; Carnall, 2003; Chapman, 2002; Counsell, Tennant & Neailey, 2005; Hacker & Washington, 2004; Higgs, 2003; Johnson, 2004; Weber & Weber, 2001; Xavier, 2005). Alluded to here, is one of the greatest challenges faced by the modern organisation, namely that “human capital is fundamentally different from financial and technological capital” (Gratton, 1998, p. 13) as the realisation of human potential is dependent upon employees’ co-operation (Jackson & Schuler, 1999). However, organisational change “has left this resource severely wounded and the people themselves increasingly disenfranchised” (Morin, 1994, p. 53), thus threatening the very same employee commitment required to secure a competitive advantage. Subsequently, people constitute both “an essential factor” and “the biggest obstacles” to successful change (Smith, 2005a, p. 408, 2005b, p. 152). It is argued here that a central construct in determining individuals’ attitudes towards organisational change – albeit resistance to or readiness for change – is the meaning that they find in the organisational context.

South African Technical (SAT) is an Aircraft Maintenance and Repair Organisation. SAT provides a wide range of services to its customers, ranging from minor- to major maintenance schedules. Technological advances in the global aircraft repair and maintenance industry combined with the transition to a democratic government and the resultant effects of globalisation introduced the organisation to a process of change with an impetus on efficiency and competitiveness. The focus of this study is to understand how the SAT training department could contribute to organisational change towards a learning organisation. This research articulates that only employees who are educationally, socially and mentally prepared for a changing workplace will be able to reap the benefits from global integration. It is further reasoned that the best-placed organisations in the global context will be those that are able to adapt to the learning organisation vision. People in learning organisations continually expand their capacity to create the results they truly desire, they nurture new and expansive patterns of thinking and they continually explore learning together. This study was placed within a qualitative research paradigm. A phenomenological design presented the study with opportunities to analyse, interpret, and describe the perceptions, feelings and experiences of the participants. Eight semi-structured individual interviews provided data for the purposes of this study. The data was analysed to identify categories, themes and sub-themes. The five main themes discussed were organisational learning, organisational culture, organisational change, globalisation and knowledge management. They were linked to the theory of learning organisations and were based on the findings of the data. / Dr. K. Steenekamp Prof. K.C. Moloi

This collection represents work produced between September of 2014 and April of 2016. These are poems about structure. Or about difference. Or about love. Or they are an attempt to decipher what it can feel like in 2016, in the lonelinesses and in the solidarities that emerge in the apparent collapse of utopian possibility, in the efforts at its reconstruction, and in the search for the next rupture.

This research is intended to provide insight into the impact of large scale organisational change on the psychological contracts of the three main employee groupings present in the South African workplace. This study is important in that it seeks to assess whether organisational change moderates or reinforces differences among the three social identities, namely Africans; Coloureds, Indians and White females (the so-called “middle group”); and White males. Within the context of large scale organisational change, this research showed significant differences among the social identities with respect to perceptions of the employer’s obligation to them and vice versa, loyalty to the organisation, opportunities for internal advancement, performance of duties beyond the normal scope for work, employment security, intent to leave the organisation and job satisfaction. Owing to the presence of distinct social groupings in the workplace, organisational change management strategies that differentiate between the groups to address their specific concerns are required to embed and sustain organisational changes and to create a unified culture, with which all demographic groupings can affiliate, to enhance a sense of belonging. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Organisations have become inundated with change. In many instances their response has been ad-hoc and has resulted in fragmented change management practices scattered all over the organisation. The purpose of this study is to investigate a strategic framework to integrate change management practices in a Retail bank. The research methodology used to compile the data and evaluate the strategic framework and pilot thereof, was formative and summative evaluation. The Retail Bank used in this case study is a division of a South African bank. A sample of 11 executive managers, 685 line managers in the Information Technology and Operations area and ten change practitioners, at all levels, was consulted in order to design the framework. The framework was designed and evaluated by the researcher. The research showed that the strategic framework was determined by the following variables: organisational structures and processes, decision-making, culture, planning and prioritising change initiatives, leadership style and behaviour and standardisation and integration of change practices. The strategic framework showed decision-making and implementation of initiatives to be decentralised. Ownership by line managers of the implementation of an initiative was very important. It became evident that change management needs to be instituted as a core competency bank-wide. A central area needs to be responsible for standards, change strategy and knowledge management. A forum, which provides opportunity for change practitioners to share their learnings and experiences, is also required. A planning and prioritising body to align and integrate the impact of various initiatives is needed. Change management as a discipline needs to be integrated into project methodologies. A standardised and integrated approach to change management is required to underpin the creation of change competence. Lastly, leadership’s role is critical in supporting and enabling change management in the Retail Banking division. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

The purpose of the study was to contribute to the body of knowledge regarding the corporate sectors’ ability to operate within a carbon constrained society through the institutionalisation of effective corporate governance principles and practices. The research attempted to answer the question: To what extent and under what circumstances should corporate governance influence corporate response to climate change? Climate change risks impact on long-term sustainability of businesses and the competitiveness of some nations. The level of impact of climate change risk to a company is subject to a number of factors, including the nature of its business, the impact of local and international legislation, and the company’s ability to respond to climate change. South Africa is not isolated from climate change risks. Its mining sector is vulnerable to climate change because it is an energy intense sector, and coal is particularly vulnerable to carbon constrain legislation. The study was based on a qualitative research methodology where secondary data were sourced from company documents. The study showed that, on average, mining companies need to improve their climate change corporate governance mechanisms and practices. It was also shown that some of the companies have good systems in place. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted