Theses (MPA)--University of Stellenbosch, 2004. / ENGLISH ABSTRACT: This study sets out to identify the training and development needs of the black middle managers in the Income and Cash Directorate of the City of Cape Town using Hague's Model of Training Needs Analysis (Hague, 1973). This model is predicated on the creation of a collaborative relationship between the line manager, the employee and the training consultant. Their primary task is to examine issues of job descriptions, key. performance areas based on the job descriptions, workplace performance standards, sources of skills, performance gaps and their causes, as well as training solutions and non-training solutions. The study argues that there is a need to adopt a planned and systematic approach (i.e. Hague's Model) to the identification of the training and development needs of the black middle managers in the Income and Cash Directorate of the City of Cape Town. The study has four objectives: the first is to present a conceptual framework of the study by examining the existing literature on the analysis of training needs for managers in organisations; the second is to provide some background to the Income and Cash Directorate; the third objective is to adopt and apply Hague's Model of Training Needs Analysis (Hague, 1973) in the Income and Cash Directorate; and the fourth objective is to formulate a training and development strategy to be designed and implemented in order to address the training and development needs of the black middle managers in the Income and Cash Directorate. The study concludes, inter alia, that the lack of a systematic and planned approach to the identification of the training and development needs of black middle managers in the Income and Cash Directorate should be addressed by the adoption and application of Hague's Model of Training Needs Analysis (Hague, 1973), considering the fact that it makes provision for the collective determination of the training and development needs of black middle managers. The study then recommends the adoption Hague's Model of Training Needs Analysis (Hague, 1973) in the Income and Cash Directorate of the City of Cape Town. However, the following factors and issues should be taken into account in order to ensure the effective implementation of Hague's Model of Training Needs Analysis (Hague, 1973) in the organisation: finalising the job descriptions; developing specific and measurable performance standards; managing the performance of the managers; reviewing the training and development plan on a periodic basis; implementing the induction and mentorship systems; and implementing a management development programme. / AFRIKAANSE OPSOMMING: Hierdie studie IS gemoeid met die identifisering van die opleidings- en ontwikkelingsbehoeftes van die swart middelbestuurders in die Inkomste- en Kontantdirektoraat van die Stad Kaapstad en is gebaseer op gebruikmaking van Hague se model (Hague, 1973) vir die analisering van opleidingsbehoeftes. Hierdie model bevestig die skepping van 'n verhouding van samewerking tussen die lynbestuurder, die werkgewer en die opleidingskonsultant. Hulle primêre taak is om die kwessies rakende posbeskrywing, sleutelwerksgebiede gebaseer op posbeskrywings, werkverrigtingstandaarde, bronne vir vaardigheidsopleiding, werkverrigtingsgapings en hulle oorsake, asook opleidingsoplossings en nie-opleidingsoplossings te ondersoek. Die studie argumenteer dat daar 'n behoefte bestaan vir die aanvaarding en toepassing van 'n sistematies- beplande benadering ( te wete die Hague-model) tot identifisering van die opleidings- en ontwikkelingsbehoeftes van die swart middelbestuurders in die Inkomste- en Kontant-direktoraat van die Stad Kaapstad. Die studiedoelwitte is viervoudig: die eerste is daarstelling van 'n konseptuele raamwerk aan die hand van die bestudering van bestaande literatuur oor die analise van opleidingsbehoeftes vir bestuurders in organisasies; die tweede is die verskaffing van agtergrondsinligting oor die Inkomste- en Kontantdirektoraat; die derde is die aanvaarding en toepassing van die Hague-model vir die analisering van opleidingsbehoeftes in die Inkomste- en Kontantdirektoraat; en die vierde is die aanbeveling dat 'n opleidings- en ontwikkelingstrategie vir aanspreking van die opleidings- en ontwikkelingsbehoeftes van swart middelbestuurders in die Inkomste- en Kontantdirektoraat ontwikkel en geïmplementeer word. Die studie kom tot die slotsom dat die gebrek aan 'n sistematies-beplande benadering tot die identifisering van opleidings- en ontwikkelingsbehoeftes van die swart middelbestuurders in die Inkomste- en Kontantdirektoraat aangespreek behoort te word deur die aanname en toepassing van die Hague-model (Hague, 1973) vir opleidingsbehoefte-analise aangesien dit voorsiening maak vir kollektiewe vasstelling van die swart middelbestuurders se opleidings- en ontwikkelingsbeshoeftes. Die aanvaarding van die Hague-model vir die analisering van opleidingsbehoeftes in die Inkomste- en Kontantdirektoraat van die Stad Kaapstad word dan ook aanbeveel. Daar word egter 'n aantal faktore en kwessies wat in aanmerking geneem moet word om effektiewe implementering van die Hague-model vir opleidingsanalise in die organisasie te verseker, uitgewys, te wete, finalisering van die posbeskrywings; die ontwikkeling van spesifieke en meetbare werkverrigtingstandaarde; besturing van die bestuurders se werkverrigting; periodieke hersiening van die opleidings- en ontwikkelingsplan; implementering van die inlywings- en mentorskapsisteem; en die implementering van 'n bestuursontwikkelingsprogram.

The Apartheid Philosophy resulted in creating a heterogenous society in South Africa, with each group having its own distinctive culture and value-orientation. Organizational values, influenced by personal value-orientation employed by White managers, could be challenged by appointing members of this heterogenous society into positions previously held by White managers, thereby emphasizing the need for congruence between organizational and personal value-orientation. The literature study revealed not only the existence of both Individualism and Collectivism, but the co-existence thereof in individual value-orientation and the existence of Ubuntuism as another form of collectivism - the latter being analogous to humanism. Through this empirical study the value-orientations of managers from either Black or White cultural backgrounds, were assessed, using a value-orientation questionnaire. The findings of the present study, although inconclusive, demonstrated that Black and White managers do not differ significantly in terms of their value-orientation at work. / Industrial and Organisational Psychology / M.A. (Industrial Psychology)

Thesis (MPhil)--Stellenbosch University, 2011. / The majority of the literature on executive coaching available today, gives evidence of the growth and success of executive coaching as an industry. The industry is, however, relatively young and immature and not regulated at all. The number of individuals who position themselves as executive coaches has more than doubled in the past 10 years and the industry is growing rapidly. The question then arises whether all coaching initiatives that are taking place are hundred percent successful in achieving the stated objectives. Very little is said and done about the less successful processes. This study allows us to have insight in an executive coaching process involving an executive team and to consider which factors contributed to the perceived failure of the process. By using a qualitative approach and through a case study of the intervention, in-depth interviews were done to enquire from all the participants how they experienced the coaching process. From these interviews, themes were identified to be used by companies, coaches, service providers and clients to understand what some of the elements are that need to be considered in a team-related coaching intervention to ensure a better chance for success. The literature review investigated the definition and history of executive coaching as well as the application and benefits of executive coaching. The study also explored the concept of team coaching, the importance of the related parties in the coaching process, as well as the fact that the industry is not regulated and still quite immature. The context and background of the case study and all relevant information related to the company, the team, the process and the service supplier were considered. The importance of the coaching triangle between the coach, client and the organisation was emphasised in the literature study, but it was also identified as a critical foundation for the success of the executive coaching process. Given the experience from the team that was part of the process, the following elements should be taken into consideration by all parties to ensure that the objectives of the coaching process are met. Firstly, the importance of leadership as the sponsor is critical and an element that should not be ignored. Secondly, the commitment of the entire team is emphasised as a critical success factor. Another important element identified is the ability to take into consideration the time pressures that executive teams experience. Further to that, the importance to keep the momentum of the process going, the selection of suitable coaches, the importance of taking individual needs of the clients into consideration, as well as the lack of buy-in from participants are all success factors that were identified as part of the analysis. Due to the very limited scope of the study, recommendations were made for future research and ongoing practice in the field.

published_or_final_version / Business Administration / Master / Master of Business Administration

The main aim of the study was to investigate the Career Orientation profiles of first year and second year MBA students at the University of Natal in order to establish what particular profiles were prevalent amongst students with the view of using those as the diagnostic schedule of those that are likely to succeed in their careers. The first aim of the study was to compile the profile of first and second year MBA students. The second aim of the study was to determine MBA students' career orientation profiles. A standardized Schein's Career Orientation Inventory Scale was used in the study in order to achieve the objectives of the second aim. The researcher constructed a biographic questionnaire in order to achieve the objectives of the first aim. The measuring instrument was administered to groups of first and second year students. One hundred questionnaires were analysed, seventy for the first years and thirty for second year students. The sample consisted of 42 first year male students and 28 first year female students, and 18 second year male and 12 second year female students. The findings according to the first aim of the study, i.e., the compiling of the profiles of the first and second year MBA students, revealed that there was no significant difference in terms of age, marital status, level of education, employment sector and salary range between the two groups of MBA students. The findings based on aim two, i.e., determining the career orientation profiles revealed that the most dominant career anchor for both groups of MBA students was the Pure Challenge followed by Autonomy / Independence. / Thesis (MBA)-University of Natal, Durban, 2001.

From Integrative summary: This document consists of three sections namely, an evaluation report (section 1), literature review (section 2), and research methodology (section 3). The evaluation report sets out the terms of reference for the research as well as identifying the objectives of the research. It also contains a summary of the literature review section, as well as a research methodology section summary. The literature review section contains a detailed review of the literature used in this study. This section sets out by reviewing existing literature on the topic of leadership, discussing the key elements of organisational culture and includes a short discussion on the typologies of culture. The Competing Values Framework as an organisational culture typology is discussed in greater detail, since it forms the foundation upon which the measurement and data collection tools for this research are founded. The research methodology section explains the research methodology and design employed in this study. This section also addresses some of the ethical considerations for this research, as well as how the researcher addressed them. There is also a brief discussion on the limitations of the research and the application of the results. This research focused on a business unit within Absa Business Bank, named Enterprise Business Gauteng Region, with the aim of investigating the “current organisational culture” in the business unit and the leadership competencies profile of its 11 Sales Managers. This was to provide the basis and departure point for the strategic organisational culture change that the new business unit head would have wanted to effect as the business has a history of non-performance, which the new business unit head aims to change. In order to diagnose the “current organisational culture” type, an organisational culture measurement tool based on the Competing Values Framework was used. The Competing Values Framework is a four-category organisational culture typology developed by Cameron and Quinn. The framework is based on two dimensions, how stable or flexible the organisation is, and how externally or internally focused it is. This framework was also employed to establish the leadership competencies profile of Sales Managers, as observed and experienced by the frontline staff, as well as the “desired organisational culture”, as intended by the new business unit head. Through hypotheses testing, the research revealed a statistically significant difference in perceptions of culture between males and females in the business unit. The perceptions of the female frontline staff about the “current” business unit culture indicated that they find it not to be empowering and less allowing for individuality and risk taking when compared to the male staff. The research also concluded that there is no statistically significant difference between leadership competencies associated with the four categories of the Competing Values Framework in the business unit. Comparisons between the “current” and the “desired” organisational culture revealed a misalignment. The main recommendations to the new business unit head were to get the leadership competencies of the Sales Managers aligned with the “desired organisational culture” state, and drive a purposive organisational culture change effort. To support this culture change, the espoused values of the business unit would need to be aligned to the desired culture state. To address the differences in perceptions of culture between males and females the business unit head would need to be mindful of the greater need to empower women either in their current roles, or by way of promotions to senior roles.

The present study investigated the attitudes of middle managers towards organisational change within the automotive industry in South Africa. As a result of global recession, the automotive industry has been going through a series of changes but at a very slower pace. An empirical investigation was undertaken using a sample of seventy two (72) middle managers drawn using the cluster sampling technique. An organisational change attitude questionnaire adjusted to suit the automotive industry environment was employed to collect data. The findings of the study indicated that middle managers have positive attitudes towards technological change (59%), Innovative Change (84%) and Total Quality Management (65%) However, middle managers indicated that they have negative attitudes towards re-organisation. There was moderate significant relationship between factors influencing attitudes (administration, participation, communication and the threats and benefits) and the attitudes portrayed. Factors such as administration of the change process, threats and benefits of the outcomes as well as opportunity for personal growth were found to be highly influential to middle managers attitudes towards change. In all cases, demographic variables such as gender, age and experience played a significant role in the views of middle managers towards organisational change. Key words: Attitudes, organisational change, middle managers, factors influencing attitudes and automotive industry.

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The purposes of this study were to ascertain the status of managerial decentralization in several types of Nigerian banks, to identify the training needs for managerial decentralization, and finally to develop a model for managerial decentralization for the banks studied if the findings warranted it. The study utilized the "Multiple Case Studies Approach" and four banks were studied. Included in the group of banks was one of the three largest banks in the country, one commercial bank with the full allowable foreign participation, one government owned bank, and one other indigenously owned bank. There were ten manager interviewees at each of the four banks. An interview guide was designed and used to seek information pertaining to six major research questions.

Industrial and Organisational Psychology / (D.Litt. et Phil. (Industrial Psychology))