M.A. (Social Work) / This development research aims to develop a prototype mediation model for leaders to enable them to solve conflict effectively on the shop floor. The primary motivation for the study is an attempt to find a workable solution for day to day conflict. Such a solution has to be practical, easy to implement and coincide with current processes within the Generation Group ...

The current social, economic and technological climate requires the management of change, which is sustainable. One sustainable corporate quality will be the ability to learn as an organisation. Individuals have traditionally equated learning with the acquisition of knowledge, during early age. The understanding of learning changes as individuals learn as a group within an organisation. Often organisations fail to make the connection between learning and training. To become learning environment there should be an existence of three critical issues, namely, individual, team and organisational learning. The five requirements of learning organisation, namely, systems thinking, personal mastery shared vision, team learning and mental models should be mastered to build a learning environment. A learning environment seeks to create its own future, which assumes that learning is an ongoing and creative process for its members. The concept believes that organisations, which learn develops, adapts and transform itself in response to the needs and aspirations of the people. One of the reasons to fail this connection would be the absence of immediate tangible benefits that organisational learning can provide. The other difficulty could be in translating the theory into practice in the absence of explaining the process sequentially. Organisations are experiencing the need to develop capabilities to handle challenges irrespective of the barriers. The learning organisation constitutes a new perspective on learning which emphasise a shift in organisational management with respect to education, training and development. One way of adopting such capabilities is through adopting the precepts of the learning organisation. The academics, management and practitioners have joined hands in unravelling the concepts and processes of the learning organisation and change management. The study attempts to examine and explain the thinking and synergise various approaches to provide the relationship between the organisation change in Eskom by creating a learning environment. This is not a prescriptive document or critique on the current philosophy, but to create a learning environment model for Eskom within which change will be effected. The information will assist Eskom to accelerate its learning rate to sustain competitive advantage. The organisation needs to embrace change rather than to react to solutions. / Thesis (D Admin (Public Administration))--University of Pretoria, 2006. / School of Public Management and Administration (SPMA) / unrestricted

M.Com. (Business Management) / The residential demand profile for electricity shows that this segment of the market has. a great demand in the morning and early evening. Due to a shortage of generation capacity during these peak consumption periods, different strategies are now needed to persuade customers to use their electricity in the periods when there is not a great demand. One way in which this can be achieved is to give the customers a time differentiated tariff i.e. a time-of-use (TOU) tariff, whereby the customer will pay a high energy rate in the peak periods, and lower energy rates in the off-peak and standard periods. The overall goal of this study was to determine to what extent residential customers would respond to such a tariff The study covered three consumption groups i.e. customers using more than 1500 kWh per month, between 600 and 1000 kWh per month, and between 300 and 600 kWh per month. All the customers taking part in the study were direct Eskom customers. Once the customers had agreed to participate in the study, they had TOU measuring equipment installed in their homes, which measured their consumption according to the time of day it was consumed.

M. Tech. Business Information Studies / Organizations, at all levels of operations, need to establish systems to manage the creation, capture, flow, and delivery of knowledge and information. Furthermore, systems are being designed by many organizations to facilitate Knowledge Management, Knowledge Management Systems are being implemented in an attempt to increase the quality and speed of knowledge creation and distribution in organizations. The problem is, such systems are often seen to clash with corporate culture and as a result have limited impact. This research/study aimed at determining factors likely to influence the implementation of knowledge management in an organization where knowledge transfer/sharing is critical to its operational efficiency. The study will also investigative the challenges of implementing knowledge management in an organization using Eskom as Case study.

M.Ed. (Computer-Based Education) / Please refer to full text to view abstract

The Electricity Distribution Industry (EDI) in South Africa is in the process of restructuring into six Regional Electricity Distributors (REDs). This would entail the merging of the national electricity utility, Eskom Distribution with municipalities to consolidate skills and to improve on efficiencies. This integration would involve the assimilation of not only physical assets but also various organisational cultures into a separate organisation responsible for supplying electricity services within its designated geographical area. A separate challenge facing Eskom is an intensive capital expansion program to increase generation capacity which will require a committed workforce to execute. Organisational culture has been regarded as leading to greater productivity and generating commitment to the values and philosophies of the organisation. The purpose of the research was to determine whether there was a significant relationship between the organisational culture, organisational commitment and employee performance in Eskom Southern Region. In order to achieve this purpose a survey was undertaken (N=83) which measured perceptions regarding the existing organisational culture, preferred organisational culture as well as organisational commitment. Performance rating scores were linked to each respondent and were obtained from the performance management process of Eskom Southern Region. The main findings of this research can be summarised as follows: • The dominant existing organisational culture in Eskom Southern Region is the power culture, while the dominant preferred organisational culture is the achievement culture. • There is a significant organisational culture gap between the existing and the preferred organisational culture in Eskom Southern Region. • The dominant organisational commitment within Eskom Southern Region is affective commitment together with normative commitment. • The findings related to the employee performance include: o A slight but significant negative relationship was measured between the existing achievement culture and employee performance. o No significant relationships were measured between the preferred cultures and employee performance. o No significant relationships were measured between the organisational commitment scales and employee performance. • The findings pertaining to the relationship between organisational culture and organisational commitment can be stated as follows: o A significant positive linear relationship between the existing achievement culture and affective commitment was measured. A strong, significant negative linear relationship between the existing power culture and the affective commitment was also measured. o No significant relationships were measured between the preferred organisational cultures and organisational commitment. o The organisational culture gap has a significant effect on the organisational commitment of employees. • The findings pertaining to the relationship between the biographical variables and the organisational culture, organisational commitment and employee performance can be stated as follows: o There exists a strong significant relationship between the years of service and the existing organisational culture scales. o No significant relationships exist between the preferred organisational culture scales and any of the biographical variables. There was a common agreement across all respondents on the preferred organisational culture. o A significant relationship was found between organisational commitment and the number of people supervised. o A slight but significant positive linear relationship between the age of respondents and employee performance ratings was measured. It can therefore be concluded that the type of organisational culture has a significant impact on the level of affective commitment of the employees within Eskom Southern Region. No significant positive relationship was found between organisational commitment and organisational performance in Eskom Southern Region.