This study looks at the effectiveness of transformation policies in addressing racial inclusiveness and equity issues in the workplace as well as the impact that stereotypes have on performance. Hence it is the purpose of this study to determine whether there is a mystery around black managers’ performance in comparison with their white counterparts, that is, performance of black managers tends to be seen as inferior and sub standard to that of whites. The primary problem of this study is to determine whether changing attitudes in the workplace can stimulate the environment for successful managers. There are a number of perceptions that whites have of black managers mainly around their performance and their ability to deliver on the job, hence the study looks at how attitudes (either positive or negative) impact on the black managers’ performance as well as how cultural influences shape a manager’s behaviour in the workplace. This study was exploratory in nature, which is a form of qualitative research. Qualitative research was deemed appropriate as the research looked at human experiences and perceptions i.e. managers’ experiences interacting with other racial groups namely black and white. This study was conducted through primary data collection where the data was collected through face-to-face interviews with the use of carefully drafted questionnaires. Based on findings of this study it is apparent that transformation policies such as Affirmative Action and Black Economic Empowerment are ineffective at achieving transformation within organisations, as they are not correctly implemented and therefore prone to abuse (lead to window dressing practices) and due to the fact that there is a great deal of negativity associated with these policies. The results also suggested that both black and white managers still had negative perceptions of each other. To some extent the negative perceptions demonstrated by white senior managers were one of the contributing factors to black managers’ poor performance although it is difficult to prove that the negative attitudes were the sole reason for black managers’ poor performance. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2011.

South African black Managers are experiencing numerous problems as pioneers in the white-dominated managerial world. Management and research studies have usually concentrated on the black managers' behaviour. The present investigation attempts to redress this by examining their work-related experiences. Phase I examined the attitudes, perceptions and experiences of 34 black managers, and of selected work colleagues (a boss, peer and subordinate,if available) in regard to the black manager and black job advancement issues. In-depth, focused interviews were conducted. Fundamental interpersonal perceptual discrepancies emerged between the black managers and their work associates. The black managers tended to attribute their work problems and behaviour to external, situational factors By contrast their work colleagues often ascribed them to personal dispositions of the black manager. Euclidean distance analyses revealed that the largest interpersonal perceptual differences were between the black manager-boss dyads. This was followed by the black manager-peer dyads, boss-peer dyads and black manager-subordinate dyads. The black managers' perceptions diverged significantly from those of their white bosses, whose perceptions were closer to those of the white peers. Finally, analyses of incomplete sentences filled in by the black managers identified two types of subjects. Type I informants possessed more positive self-concepts than Type II individuals. Phase II: Since the black managers appeared to be experiencing considerable work stress, this was followed up using focused interviews. The conceptual work of stress used involved models of personal environment fit, and role episode. The major work stressors the black managers reported were role-related, followed by interpersonal stressors. Role conflict, generated by their marginal, middleman position between white management and the black Workers, was particularly stress-provoking. Although several black managers coped with stressful work conditions by direct problem-solving action, many resort to emotional defensive mechanisms. Discriminant analyses revealed that: black managers with large boss-black manager interpersonal perceptual disparities, were under more stress than those with small disparities; more work stress was reported by Type II than Type I informants, by middle management than junior management blacks, and by black line managers than black staff managers. The thesis concludes with recommendations of an applied nature. / Thesis (Ph.D.)-University of Natal, Durban, 1985.