Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 1998. / Includes bibliographical references.

M.Com. (Business Management) / The study was conducted with the purpose of finding a thorough understanding of the importance of the implementation of change within the context of the existing organizational culture. The culture of an organization can lead to a strategic myopia where leaders underestimate the changes in the external environment due to strongly held common beliefs. The paradox of planned organizational change is that the need for change develops at all levels in the organization, but the responsibility for implementing change rests with management who in themselves resists change and acts as guardians at the existing organizational culture. Managers must realize that the existing culture and the competitive needs of the organization may be in conflict, as a result of changes in the environment. Faced with pressures for change, managers will be likely to deal with the situation in ways which protect the culture from challenge. This raises difficulty when managing strategic change for it may be that the action required is outside the scope of the culture and members are required to change core beliefs and values. The findings of this study confirm the importance of the role of the existing organizational culture in the implementation of change. The lack of compatibility between the existing culture and strategic change leads to resistance to change programmes.

M.Com. / The study was conducted with the express purpose of finding thorough understanding, within the framework of bus i ness management, of the concept "corporate culture" and its function as a dimension of the management process. Substantial consensus has been reached by researchers that each enterprise has its own identifiable culture and that this culture ,has a very powerful infiuence on the management process and performance of the enterprise. Uncertainty however still exists regarding the manner in which this phenomenon succeeds to influence and how it can be manipulated to the benefit of a particular concern. A fact worth noting is that few researchers followed a systems approach in their studies of "corporate culture" and its extensive influence on the management process. Many researchers see "corporate culture" only as one isolated component of business management and therefore fail to explain the exact nature and influences of this phenomenon. In order to describe and analyse the concept "corporate culture" from the perspective of business management, a holistic approach forms the basis of this study. The findings hereof confirms the importance of "corporate culture" as an essential element of the process of business management. The concept of "corporate culture" cannot be separated from the business management process. Management thinking and corporate activities are influenced by cultural values and norms. Managers therefore have to take note of this phenomenon, gain knowledge thereof and strive to integrate the proactive managing of corporate culture into overall business management, in order to enhance the performance of their enterprise.

M.Com. (Business Management) / The uncertain, turbulent society we live in today, not only effects our lives but also the business we operate in. Change is taking place world wide. Is the society, in which business and the clientele operates ready for this change? What is the attributes for a successful business in the build up to the year 2000? ITC at present is going through these changes to adapt for the future, and keep its leading edge. Not only is technology leapfrogging, it is also the ability to read the consumers demand for products. To change a company, factors to consider is; culture, leadership style and motivation. The keyword to be a change agent is what personnel should adapt to and be part of there daily routine. ITC organizational culture had to change. A culture audit was done and a culture profile was developed to ascertain where ITC was in the cultural change process. Leadership is one of the most important ingredients in change. The change that took place in leadership attributed to the success in changing the culture in ITC as well as enhancing the motivation process. In both the leadership and culture profiles, performance is what the company is striving towards. Unfortunate performance is second to supportive profile where caring, helpfulness and teamwork is the dominant dimensions. If motivation is absent in the changing process, success will be very difficult to achieve. Motivation is the vehicle where a organization will achieve its goals and objectives. To satisfy the needs of personnel not only contributes to achieving the goals but also spears the individual to greater actions and self fulfilment. ITC must fulfil these needs, for managing the change process successfully motivating workers to participate in the change is the pivot for success.

Thesis (M.B.A. (Rhodes Investec Business School)) - Rhodes University, 2009. / A dissertation submitted in partial fulfilment of the requirements for the degree of Master of Business Administration (MBA)

Thesis (Ph. D.)--University of South Carolina, 1992. / Includes bibliographical references (leaves 228-245).

D.Com. (Business Management) / World wide both the military and general aviation markets have undergone drastic changes. The major reasons for the decline in the military aviation market was the advent of peace on the macro level, when the cold war between the Western coalition of the North Atlantic Treaty Organisation (NATO) and the Union of Soviet Socialist Republics (USSR) stopped abruptly (IngersolI Engineers, 1994:27). The formidable military-industrial complexes built up during the cold war years now switched their attention to the general aviation markets, which at the time were already on the decline. This caused even more hardship in the markets and the whole industry slipped into a major recession throughout Europe and the United States of America, characterised by low capacity utilisation, high unemployment and very low profit margins (IngersolI Engineers, 1994:34). South Africa, with its relatively small aviation industry, was similarly affected, forcing the few organisations still in the market to either diversify or to move into the global market (Ingersoll Engineers, 1994:46)...

M.Comm. / Suid-Afrika is besig om snellende fundamentele veranderinge op politieke, ekonomiese en sosiale gebied te ervaar wat 'n wesenlike treficrag op die bedryf van ondernemings het. Vir ondernemings om te oorleef moet hulle voortdurend aanpas en derhalwe moet hulle beskik oor 'n dinamiese strategie wat deurentyd aanpas by die veranderde omgewing. `n Veranderde omgewing vereis heel dikwels herorganisasie. Lae produktiwiteit en behoeftes wat deur verbruikers gestel word soos onder andere, waarde vir geld, goeie en verbeterde dienslewering, en nuwe tegnologie is enkele faktore wat die onderneming noodsaak om voortdurend aan te pas. Strategie is 'n rasionele bestuursproses wat tot aksies lei om 'n onderneming se produkte en dienslewering aan te pas by 'n spesifieke mark of groep verbruikers. Organisasiekultuur verskaf ondersteuning aan die strategie en beinvloed die sukses tydens die implementeringsfase (Robert et a1.,1994:47). Uitvoerende bestuurders sou waarskynlik van mening wees dat die twee mees kritiese aspekte vir die ondememing in die volgende eeu die bereiking is van die diepste vlakke van kreatiwiteit en die hoogste vlaklce van produktiwiteit van hulle werknemers. In 'n wereld van globale mededinging en waar kennis en tegnologie vrylik oor internasionale grense vloei, besef bestuurders dat die enigste wyse om 'n werklike volhoubare mededingende voordeel te skep, deur die aanwending van menslike hulpbronne is. Hierdeur word maatskappye gedwing om hulle organisasiekulture en —waardes weer in oenskou te neem. Visioenere leiers besef dat werknemerselfvervulling, sosiale verantwoordelikheid en omgewingsbestuur die sleutels is tot verhoogde produktiwiteit en kreatiwiteit in die toekoms (Barret, 1998). Vele maatskappye verander hulle organisasiekulture om hulle mededingendheid te verbeter. Kliente diens, kwaliteit en werknemerbetrokkenheid is slegs enkele faktore waarop gefokus word om die organisasiekultuur ten goede te verander (Gordon, 1996:470).

Thesis (M.P.A.)--University of Hong Kong, 2001. / Includes bibliographical references.

Thesis (M.P.A.)--University of Hong Kong, 2001. / Includes bibliographical references. Also available in print.