Thesis (DTech(Public Management))--Cape Technikon, Cape Town, 2002 / South Africa prides itself on its "rainbow nation" status. The term "rainbow nation" has frequently been used to reflect the diversity of the South African community. In the preamble to our present constitution, it is stated that South Africa belongs to all who live in it, and that diversity epitomises the unity of its people. However, if one takes a glance around many local government offices, particular at our senior and middle level management levels, our rainbow appears less colourful than we would like to think. Whatever its meaning, diversity has become a term used freely by both the previous and present government, neither being able to define its true meaning. In fact, they have used the term diversity in so many ways and in so many contexts that it seems to mean many things. With the diversification of local authorities, a new challenge has arisen for the local government manager when resolving, or at least ameliorating, some of the difficulties arising from the widespread diversity found in the workplace. The transformation of local authorities and the implementation of affirmative action programmes were the way government thought diversity should be effected, but this alone will not ensure the employment equity local government managers are seeking. The awareness of selected local government managers (internal managing of diversity) regarding diversity will provide an insight into their acceptance of diverse groups as being a vital resource for an organisation. In return, this will also reflect the commitment of selected local government managers (external managing of diversity) in serving their diverse local communities In this dissertation, the terms "selected local government manager(s)" will be used interchangeably with the term" public manager (s)". The core problem, which this study addresses, revolves around tile different belief windows and the effect these have on the local government manager's self-concept of diversity in the workplace. A belief window refers to an invisible window through which one views diversity This dissertation will attempt to provide the insights and awareness levels of local government managers in respect of diversity management as expounded in the paragraphs that follow. The theories of diversity management in the workplace are explored The focus is on the definition of terms within the study; what managing diversity is not; why diversity management; the different dimensions of diversity; the differences between managing diversity, valuing of differences and affirmative action; models for managing diversity in the workplace; and the consequences of ignoring diversity in the workplace.

The global working environment has altered dramatically over the last decade and in particular, the workforce has begun to consist of many diverse individuals. The world has become a global marketplace, with boundaries between countries becoming increasingly vague and permeable. Advances in technology and the advent of a global economy have brought people from different countries closer together. Globalisation has precipitated many challenges in modern organisations, and one of these challenges is workforce diversity. Workforces in organisations differ in terms of gender, age, race, ethnicity and sexual orientation. Globally, countries are faced with the spiralling challenge of skills shortages and there is an expanding competition for skilled workers, specifically for those who possess scarce skills. This leads to an expatriation of skills, creating a natural increase in workforce diversity that expands beyond local ethnicity and language. This affects all organisations, including academic institutions such as universities, universities of technology and public further education and training colleges. Given this challenge organisations, educational institutions and other entities are investigating ways to better deal or serve their constituents. Lovedale PFET College is a public further education and training college that provides skills to young South Africans, specifically vocational related skills. The main research problem of this study was to identify the recommended diversity management best practices that characterise effective organisations and determine the extent to which these practices are applied at Lovedale PFET College. In order to address the problem, a theoretical study was conducted which focused on identifying the recommended diversity management best practices. In addition, interviews were conducted with managers at Lovedale College to gain an understanding of their perspective on diversity management. Based on the combined main points gleaned from theory and the interviews, a questionnaire was developed and administered to both academic and support staff at Lovedale PFET College to obtain their perceptions of the diversity practices and outcomes at the college. The results of the survey revealed that Lovedale PFET College could improve on the implementation of best practices in diversity management. Specifically, attention could be given to diversity education and training, and diversity management policies and procedures.

Thesis (DPhil (Psychology))—University of Stellenbosch, 2008. / The question of how to address diversity in the professional training of clinical psychologists is of concern in South Africa and elsewhere. This concern is particularly salient in contemporary South Africa, where much of the sociopolitical discourse centres on issues of race, transformation, relevance and redress. This research is in line with current debates, and set out to explore the self articulated racial identities as well as the impact of those identities on the work of trainees in the second year of their clinical psychology masters degree, at three universities in the Western Cape province of South Africa. Trainees’ perceptions of the role of the universities in facilitating the working through of challenges identified in trainees’ racial identities and in facilitating multiracial competencies, were also explored in this study. Individual interviews were conducted with nineteen trainee psychologists. A minimally structured questionnaire was used in this qualitative inquiry. The theoretical framework underpinning the methodology used in this thesis endeavour, with a critical lens as background, is primarily supported by the “interpretive” or “hermeneutic” approach to psychological theory. Critical theory offered further support to understanding some of the complex issues in working with racialised discourses. Whilst all trainees identified themselves in racial terms, race continues to be a complex and, for many, a painful construct. For many, the family has been the primary source of racial socialisation, largely premised on essentialist, stereotypical discourse. With regard to the impact of their racial identity on their work, many indicate that their race significantly impacted on this. They reported a particular concern with working in cross-racial dyads. Racial difference was sometimes reported to enhance the clinical process, but was far more often experienced as a difficulty. The trainees were unanimous that the universities at which they had studied had fallen far short of what they would have wished in terms of facilitating multiracial competencies. The findings suggest that whilst legislation has changed the political profile of South Africa, the process of transformation within the psychological sites studied, is cause for concern. The dissatisfaction with the training provided, for many trainees centres around issues of relevance to the South African context. Despite efforts by some universities to diversify the racial profile of trainees, in the attempt to address the needs of people of colour, trainees believe efforts to be insufficient. While this study did not collect data, that could corroborate or question the opinions of trainees, results clearly suggest that trainee psychologists do not believe universities are currently doing enough. The implications of the trainees’ views are discussed and implications considered for trainees, trainers, the users of psychological services, and for the role of psychology as a discipline in civil society.

M.Ing. (Engineering Management) / Construction project success is the number one goal for every client, stakeholders and for project team members who are involved with construction projects. However, construction projects often exceed the stipulated budget, are completed beyond the scheduled period and are not even to the required quality. Despite its poor record, the construction industry contributes a lot to the country’s economy and as such, it should be ensured that it performs better than it has currently. Besides the technical issues/factors which are a norm for influencing construction project performance, recent studies have shown that other factors relating to people and how they interact in teams may in fact have a significant influence on project performance. Consequently, culture and cultural differences seem to be one of the important issues that need to be dealt with and managed properly if projects are to be successful; given the nature of contracting, where joint ventures and partnerships seem to be prevalent (Kivrak et.al, 2009). Therefore, the purpose of this research was to investigate the impact of cultural differences on construction project performance. Because culture is seen as a ‘soft’ issue, it makes it hard to be measured empirically (Ankrah, 2007), and therefore requires to be assessed through the perceptions of the individuals who operate within that particular culture (Palmer, Cooper and Burns, 2010). Five dimensions of culture, namely: age, gender, race/ethnicity, educational background and organisational culture background were investigated and chosen to be measured against the three traditional project outcomes, namely: time, cost and quality, while taking into account safety and productivity. A questionnaire was issued to 310 participants drawn from construction projects across South Africa, and 109 responses were received, giving a response rate of 35.16%. The study reviewed that the construction industry’s performance is poor and it can also be attributed to differences in individuals’ cultural background because culture affects one’s mind in terms of behaviour and decision making. Findings from the study showed that a relationship existed between culture and project performance, and that cultural differences had an impact on construction project performance.

Thesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Cape Town, 2018. / The demand for project management specialists grows worldwide. Traditionally, certain industries have been more project-oriented than others. However, nowadays, organisations in both private and public sector have embraced Project Management as the ideal means of managing projects with the hopes of ensuring the intended benefit delivery. Project management is a skill that is in high demand in South Africa. Project managers play a vital role in the economic growth of a developing country. This has resulted in organisations investing considerable resources to ensure that they build the capacity needed to effectively manage projects. South Africa is a diverse country in terms of age, culture, education, gender, race and religion amongst a group of people living or working together. Globalization has increased diversity within the workplace which is challenging and worsened knowing the country’s history. The attributes required to be a successful project manager include excellent interpersonal, communication skills, project management skills, adept problem solving and the ability to work well under pressure, whilst being highly adaptable and logical thinker. Confidence, strong negotiating skills and being able to motivate a team in order to achieve the goals is necessary; a project manager is a leader and a skilled delegator. Managers have diverse team to manage which speaks to the need for people of the different social dispositions to be able to co-exist. In the workplace, there is generally an organisational culture that speaks largely to how things are done. The culture observed by the outside world is largely because of the coming together of all the different people, with different origins, different tastes and different objectives. In this study, a construct was developed to identify the perceptions of the subordinates about the environment they work in and to identify the exact differences – things or behaviours that are perceived to be alien to their expectations.

Diversity should be included in an organisational culture and be aligned with the corporate strategy. South African institutions face diversity and multiculturalism challenges which affect their operation and strategies. Managers in South Africa regard organisational culture as a very useful tool to manage their diverse workforce. Against this background, the primary objective of this study was to investigate and analyse how workforce diversity and organisational culture impact on strategy implementation at a higher education institution, namely Walter Sisulu University (WSU). The study identified dimensions of diversity and organisational culture and strategy implementation from theoretical models supporting the study. A hypothetical model portraying these factors was constructed, displaying each factor and their relationship with strategy implementation. Furthermore, the relationship between strategy implementation and strategic outcomes was indicated. Given the nature of the problem statement and the research objectives presented in this study, the positivistic research paradigm was adopted. Self-administered questionnaires were distributed to executive and senior management, senior academic and senior support staff at WSU. In total, 266 usable questionnaires were returned. The data obtained from these questionnaires were subjected to both descriptive and inferential statistical analyses. Structural equation modeling (SEM) was used as the key statistical analysis tool. As the hypothetical model did not load onto SEM in total, it was re-specified into four sub-models. Each sub-model was subjected to SEM to test the hypothetical model and to indicate the significance of the relationships hypothesised between the various independent, mediating and dependent variables. Eight statistically significant relationships were identified in the study. The factors identified as having a statistically significant relationship with organisational culture included the following: degree of flexibility, degree of teamwork, task directiveness, degree of formalisation, leadership styles and decision making. In addition, a statistically significant relationship was found between organisational culture and strategy implementation. Furthermore the findings indicated a statistically significant relationship between strategy implementation and strategic outcomes in a higher education institution. There was no statistically significant relationship found between diversity and strategy implementation. This finding is contrary to empirical evidence by various other researchers. The study makes a contribution to multicultural higher education institutions by highlighting the crucial role of organisational culture in effective strategy implementation. It was clear from the results of the study that the nurturing of human capital is critical if higher education institutions wish to successfully aligning culture with strategy implementation. This study provided constructive and very practical guidelines to higher education institutions to ensure effective alignment of culture with strategy implementation and so enhance local and global competitiveness and long term sustainability. University councils throughout South Africa can apply the findings of this study in their respective institutions to support effective strategy execution.

Diversity management is of strategic importance in all organisations throughout the world. Its importance is derived from the belief that workplaces by nature consist of diverse employees, who in one way or another are different in terms of race, gender, religion, or any other difference that may have an impact on the business and its employees. The differences among people need to be managed. This study investigated the influence of diversity management initiatives on business and social outcomes in South African businesses. Literature reviews on diversity management and multicultural education in various parts of the world have revealed an impact on the influence of diversity management initiatives on business and social outcomes. However, existing South African literature on diversity management does not conclusively expose the effects of diversity management on business and social outcomes, hence the need for this study. The study was based on a conceptual framework, which included variables on diversity management initiatives, diversity management models, institutional development theory and business and social outcomes. Hypotheses for the study were also developed and tested. In testing the hypotheses, the empirical data collected was subjected to a series of statistical tests, using STATISTICA version 13. MANOVA tests were conducted to determine the existence of differences among variables and the extent to which the variables differed was measured by means of ANOVA tests. Tukey post hoc tests (Tukey HSD) were used to determine practical significance among variables. The study was also subjected to Pearson product-moment correlation coefficient analysis tests to ascertain the existence of relationships between all diversity management initiatives and business and social outcome factors. The analysis was concluded by conducting an exploratory factor analysis. An exploratory factor analysis was conducted to confirm or reduce the number of factors and the number of factors was subsequently reduced. A Pearson product-moment correlation coefficient test was also done for the extracted factors, after which a regressions analysis test was conducted to confirm the existence of relationships between the extracted diversity management initiatives factors and business and social outcomes factors. This formed the basis for the development of a proposed diversity management model. The model of the implementation of diversity management initiatives is an important contribution to the study because it shows the different aspects that guide the process of implementation. The model is based on the implementation of a formal diversity management change strategy and programme of action; employment equity plan and strategy; and the recruitment and empowerment of women and people living with disabilities. The study was not without limitations. Challenges with regard to access to respondents were experienced and this was one of the delays in data collection. Another challenge experienced was that the study did not include qualitative research approaches, which could have been used for in-depth responses. The study provides an important milestone for the use of diversity management initiatives in South African companies.

The daunting challenge that faces South African business is to redress the inequalities of past discrimination and to develop to its maximum the potential of every team member while remaining competitive. Some of the key challenges include creating a supportive and attractive work environment that's inclusive of diversity, staff retention and an organisational culture that will leverage diversity. The case study organisation faced similar challenges. In order to understand the dynamics a diversity workshop was designed and consulted from a systems psychodynamic paradigm. The primary task of the Diversity Workshop was to provide opportunities for members to study and learn about intrapersonal, interpersonal and inter group relationships in relation to diversity behaviour in the workplace. 50 participants attended the workshop and 22 participants completed the questionnaire. The content was analysed and themes from a psychodynamic stance identified. The overall objective of the workshop was met as it made unconscious behaviour visible, allowed participants to reflect, facilitated dialogue and enabled transfer of learning to the workplace. This approach allowed groups to move from basic assumptions to task oriented behaviour. / Industrial and Organisational Psychology / M. Com. (Industrial Psychology)

Thesis (LLM (Mercantile Law))--University of Stellenbosch, 2007. / The collapse of Enron, WorldCom and other companies and the worldwide adoption of codes of good corporate governance have highlighted the poor standard of corporate governance systems and brought about big changes in this field. Corporate scandals in Britain and South Africa have contributed to greater local awareness of the failings of traditional company governance. In the Anglo-Saxon system non-executive directors are important watchdogs over powerful executive directors and other managers who are in a position to abuse their powers to the disadvantage of the shareholders. As independent supervisors non-executive directors are in a position to protect the interests of shareholders and prevent the manipulation of power relationships by executive managers. Independent supervision is of the outmost importance to ensure effective corporate governance. It contributes to the objectivity of the decision-making process and also to the appointment of other efficient non-executive directors. Independence of non-executive directors is influenced by the limited candidates in the pool from which they are appointed. This leads to a limited number of non-executive directors serving on multiple boards of directors, which in turn compromises their independent supervision function. The promotion of diversity on company boards, can expand the “limited gene pool” of non-executive directors. The question arises whether black economic empowerment, as a mechanism to promote greater diversity, has in South Africa contributed to a wider gene pool from which non-executive directors are appointed? In this study it is concluded that, instead of widening the gene pool of non-executive directors, black economic empowerment is creating a second “gene pool” of black directors who serve on multiple boards and with potential implications for their independence.

Thesis (PhD)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: Organisation development is an emerging behavioural science discipline. Its goals are to make organisations more effective and to develop individual potential. For this reason organisation development provides a set of methodologies to bring about organisational change and improvement systematically. The techniques introduced by organisation development adhere to a set frame of values. This research proposes that organisation development, as an evolving discipline, can depend on the management of diversity as a tool for change under certain conditions. Organisations are faced with the problem of surviving a fiercely competitive world. This they have to do with a workforce that is becoming increasingly diverse. Diversity as highlighted in this study, is a complex phenomenon. It does not entail only race and ethnicity as is sometimes believed, but also incorporates aspects like cultural differences and individual preferences. The traditional view of diversity has been assimilation, where race and other differences were standardised in a type of melting pot. In real life groups want to retain their individuality and this is being increased by today's non-hierarchical, collaborate and flexible management styles. The challenge is therefore to acknowledge differences and then to get the same and even more productivity from a diverse workforce as had been the case with the homogeneous workforce. This must be done without artificial programmes, standards or barriers. The limited data strongly suggest that efforts to manage diversity, as undertaken by leading organisations, have been fairly successful in improving performance regarding productivity, absenteeism and turnover. If diversity is ignored or improperly managed, it could become a detractor from performance. On the other hand, if diversity is managed well, organisations will be able to make diversity an asset to performance. This research shows that the management of diversity can and should be used to change organisation culture and to promote satisfactory performance. In this regard the monoculture of the South African Police Services is described as an example of an organisation culture that hampers the personal growth of its members and thus leads to ineffectiveness. This study identifies the main characteristics of the so-called police culture that prevents the organisations performance from being effective. It does so in the light of recent quantitative and qualitative research. Out of this a framework is developed that can be used to implement the management of diversity. The study also proposes proposals to utilise the management of diversity as an organisational development technique. For this purpose a measurement instrument is developed. The dissertation concludes with an exposition of strategies that the South African Police Service can implement on individual, group and organisation level, to manage diversity effectively. / AFRIKAANSE OPSOMMING: Organisasie-ontwikkeling, 'n ontluikende gedragswetenskaplike dissipline, het as doelwit die verhoging van organisasies se effektiwiteit en die ontwikkeling van individue se potensiaal. Om dié rede maak organisasie-ontwikkeling voorsiening vir 'n stel metodologieë gerig op die stelselmatige teweegbring van organisatoriese verandering en verbetering. Die tegnieke wat deur organisasie-ontwikkeling toegepas word, is op 'n vaste waardestelsel gefundeer. Hierdie navorsing doen aan die hand dat organisasie-ontwikkeling, as 'n jong dissipline, onder sekere omstandighede kan reken op die bestuur van diversiteit as 'n instrument vir verandering. Organisasies kom te staan voor die probleem van oorlewing in 'n hoogs mededingende wêreld en kan dit slegs aandurf met die beskikbare menslike hulpbronne van 'n toenemend diverse aard. Diversiteit, soos in hierdie studie toegelig, is 'n komplekse verskynsel wat nie slegs, soos dikwels aanvaar, ras en etnisiteit behels nie, maar ook aspekte soos kulturele verskille en individuele voorkeure insluit. Die tradisionele siening van diversiteit was een van assimilasie waar ras en ander verskille in 'n tipe smeltkroes gestandaardiseer is. In die werklike lewe wil groepe hul individualiteit behou, 'n beginsel wat bevorder word deur die hedendaagse nie-hiërargiese, samewerkende en buigsame bestuurstyle. Die uitdaging is dus om, met erkenning van die verskille, met die diverse arbeidsmag selfs hoër produktiwiteit te behaal as met 'n homogene arbeidsmag. Dit moet sonder kunsmatige programme, standaarde of hindernisse bewerkstellig word. Die beperkte data laat deurlopend blyk dat die diversiteitsbestuurspogings, soos deur vooraanstaande organisasies aangewend, in 'n mate geslaag het om verbeteringe in produktiwiteit, werksafwesigheid en arbeidsomset teweeg te bring. Indien geïgnoreer of swak bestuur, kan diversiteit nadelig op produktiwiteit inwerk, soos die teendeel ook waar is, naamlik dat diversiteit, wanneer goed bestuur, tot voordeel van produktiwiteit kan wees. Hierdie navorsing toon dat die bestuur van diversiteit kan en behoort gebruik te word om organisasiekultuur te verander en om bevredigende werkverrigting te bevorder. In hierdie verband word die monokultuur van die Suid-Afrikaanse Polisiediens beskryf as 'n voorbeeld van 'n organisasiekultuur wat die persoonlike groei van lede strem en so tot oneffektiwiteit aanleiding gee. Aan die hand van resente kwantitatiewe en kwalitatiewe navorsing identifiseer hierdie studie die hoofkenmerke van die sogenaamde polisiekultuur wat belemmerend inwerk op effektiewe werkverrigting. Hieruit word 'n raamwerk ontwikkel wat gebruik kan word vir die implementering van diversiteitsbestuur. Die studie doen ook voorstelle aan die hand om die bestuur van diversiteit as Organisasie-Ontwikkelingstegniek te optimaliseer. Vir die doeleindes word 'n meetinstument ontwikkel. Die proefskrif sluit af met 'n uiteensetting van strategieë wat die SA Polisiediens vir die effektiewe bestuur van diversiteit op individuele, groeps, organisasie en interorganisatoriese vlakke kan implementeer.