Literature has been reviewed on the formation and structure of groups and teams in order to establish what differences there are in the types of teams that exist in the modern workplace, and what it is that facilitates effective and high performance of such teams. From the results of the qualitative research conducted, the author is of the opinion that the notion of teams operating in the regulated casino environment is somewhat exaggerated. At year end functions and award ceremonies, mention is made of the teams that successfully contributed to the various achievements but, upon closer inspection, no teams are evident at the “coal face”. Some of the reasons for this may be that there appears to be a lack of those skills necessary to harness people into successful teams especially during the early stages of the business lifecycle. Too few people at grass root level have the required knowledge, skills and attitude to take the lead and form a team especially in an unfamiliar environment. It may also be as a result of the different management styles imposed on the labour force over a long period of time. As organisations are forced to become more competitive, especially on the global market, it is the author’s opinion that the management style in progressive organisations will probably have shifted from autocratic to paternalistic to democratic; yet very few businesses are practicing participative management, although buzzwords relating to participative management are used freely. Ultimately, accountability rests with top management and results are measured by bottom line figures. Since accountability is centralised, the intrinsic and extrinsic rewards for success are also confined to management who is likely to be criticised, attacked, or got rid of, and these recipients are often not volunteering to share the benefits reaped – even though the recipients would mutter words such as “if it were not for my team” or “ thanks to my team”. With this viewpoint in mind the treatise aims to address specific and practical interventions that could be implemented without much organisational change and yet developing a culture of team development and team building within an organisation. The author is of the opinion that the responses imparted from the different respondents in the research results could benefit Sun International within its training methodology policy framework. Although, each casino unit is managed autonomously, Sun International, via its centralised training facility, could apply successful specific and practical training interventions in respect of team dynamics. Results extracted from unit staff climate surveys and staff feedback sessions could be collated from the different training departments within the group and presented in workshops at quarterly conferences and feedback seminars. The effectiveness of these interventions, once implemented, could be assessed in a performance measurement framework. Eales-White (1996: 34) quotes Peters as saying, “I observe the power of the team is so great that it is often wise to violate common sense and force a team structure on almost anything … companies that do, will achieve greater focus, stronger task orientation and enhanced individual commitment.

This study focuses attention on the multinational organization, an emerging phenomenon, in which people from different cultural backgrounds work together to produce a product or render a service. The purpose of this study is to enhance the available information about the potential for increasing productivity through the use of participatory programs, such as Quality Control Circles, in multinational organizations, especially those operating in Saudi Arabia.

M.Inf. / Enterprises are in the midst of some revolutionary changes in how people are managed in work situations. The major premise underlying work-force management traditionally has been that efficiency can be achieved best by imposing management control over workers' behaviour. Today, in response to massive evidence that control-oriented management models can produce outcomes that subvert the interest of both enterprises and the people who work in them, a new work-force management model is appearing - that of participative management. The premise of the emerging model is that enterprises must elicit the commitment of their employees if they are to achieve a sustainable competitive advantage in contemporary markets. Rather than relying on a "retain and control" management, enterprises in the future will apply a "share and learn" management where they will heavily rely of member self-management in pursuing collective objectives. This study intends to stress the fact that employee potential needs to be mobilised by management and can only show up as performance when employees are given opportunity to contribute to decision-making with the minimum interference of management. This study calls for a transformation of leadership willing to empower staff to participate fully and freely in the creation of the future. The time has come to transform the way in which leaders work with and provide leadership to staff in academic information services. Leaders in academic information services need to realise that employee participation will enhance commitment and performance for both employees and management. A review of literature revealed that participative management is more than only a willingness to share influence - formal patterns of participation need to be truely implemented where employees have a right to contribute on all levels of decision-making. Participation is not an absolute term - there are various degrees of participation and types of involvement programmes to apply. Participative management is more complex than simply allowing employees to make some of the decisions. It involves formal programmes which need to be effectively implemented. The empirical survey which was done through a twenty-item questionnaire distributed to seven academic information services in Gauteng, revealed that participative management is applied at these institutions but more in low-level decisions. This indicated that participation is still limited and controlled by management and is not yet experienced as a right by employees. This study also clearly showed that self-regulation occurs most effectively through self-managed work-teams. These teams offer the highest degree of decision-making autonomy to all levels of staff and are a unique and viable alternative to traditional forms of work design in academic information services. Directors and leaders of modern academic information services need to encourage and facilitate self-regulation among employees of all levels. This will help to cope more effectively with future challenges of rapid change and technological complexity that now threaten efforts to create more responsive academic information services.

M.A. / This dissertation is an explorative study of the importance of participative communication conducted at one South African organization. The influence of the external democratic environment on the internal organizational environment was discussed within the broad parameters of the open systems approach. The new labour legislation in South Africa, the new Labour Relations Act (NLRA), emphasizes democratic principles and values. Participative management is emphasized as a management style that should be encouraged. Access to information and employee participation in organizational operation are indicated as key components in the move towards more participative organizational environments. The renewed importance of an organizational context that supports worker participation processes emphasizes the need to investigate how a participative environment can most effectively be established. Information sharing and participation in decision-making require effective communication structures and an environment that supports and encourages employee involvement. The aim of this study was to investigate the role of effective communication in participative organizational contexts with specific focus on South Africa. The newly emphasized democratic external democratic external environment requires the encouragement of effective participative management. The study advocated that communication structures as mechanisms for participation in organizational decisionmaking should therefore be critically analyzed. In order to ensure effective communication in participative environments, communication effectiveness was formulated in terms of specific research objectives that were explored, namely information efficiency (availability of information), communication channels available for information and the number of channels available for participation. Variables that could possibly influence these theoretical constructs were identified and explored, including job level, union membership, workplace forum membership, workplace forum participation, fear of participation and communication climate. In the literature study consideration was given to recognized theories related to the systems approach, climate and culture and participative management. The organizational internal culture was also discussed and considered, as cultural change should play a major role in the move towards a participative culture. The empirical part of the study was conducted as a case study at Columbus Stainless. Research objectives in terms of the aim of the study were explored indicating the importance of participative communication by measuring specific theoretical constructs as formulated in terms of the theoretical framework. The most prominent findings can be summarized as follows: • In terms of information efficiency variation between junior and senior level employees existed. Availability of information, both current and desired, was indicated as a theoretical construct that should be measured. • Variation existed in the perception of organizational information efficiency (amount of information) between organizational members who are scared of participation and members who are not scared of participation. Employees with less access to information were more scared of participation. • Wider access to communication channels providing information on micro level was related to more positive perceptions of the communication climate. • A correlation existed between fear of participation and the number of channels used for participation on macro level. Respondents who on average participated in fewer channels on macro level were less scared of participation. • Communication channel usage on macro level was almost statistically significantly related to positive perceptions of the communication climate.

The current study seeks to examine the relationships between perceptions of employee empowerment and perceptions of leadership, span of control, and industry type. Participants were gathered from an archival source employing a high school alumni e-mail group (n = 361) and a survey from 9 organizations (n = 647) and combined into a larger sample (n = 1008). The participants took Bodner's (2005) Assessment of Employee Empowerment and Assessment of Empowering Leadership instruments. Support was found to suggest that people report being less empowered than they believe that top management would report about them. Also, participants reported that their leader was less empowering than they believed top management would report about the leader. Span of control was found to impact perceptions of empowerment. Production workers reported feeling more empowered than workers in service industries. Participants did not report that leaders were more empowering if they were higher in the hierarchy (executive) than lower levels (coach, employee). Also, a respondent's position did not affect the relationship between job type and feelings of empowerment. This study suggests that the organizational design (span of control) and industry type may affect empowerment initiatives, while lower levels of the organization may view empowerment much differently than top management.

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This study examines the determinants of organizational commitment in a self-managing work team setting. The data used in the study are from a sample of 313 employees in an electronics manufacturing plant. Chapter one introduces the reader to the topic of self-managing work teams and explains the relevance of commitment to this organizational structure. Chapter two is a review of the literature which focuses on commitment, its determinants, and two theories used to explain the relationship between them. The remaining chapters describe the methodology used in the study, explain the findings and draw conclusions. Of all the factors analyzed, only perceived organizational support and autonomy were found to influence commitment in this sample. The relevance of these findings for business and academia is discussed.

Rapid and chaotic changes in market environments have caused business organizations to modify their organizational structures and social relationships. This paper examines the change in relationship between management and employees, which is shifting from an adversarial and controlling role to facilitation and employee empowerment. This paper's research question concerns how classical sociological theory would explain power redistribution within organizations and the formation of an associative and collaborative relationship which contradicts traditional paradigms. Traditional bureaucratic and contemporary organizational forms are compared and contrasted. Organizational climate, psycho-social components of underlying assumptions and group ethics are seen to be the mechanisms impelling transformation. Organizational change is driven by an emerging secular ethic. This ethic is embodied in an applied model of leadership and examined as an ideal type. The common ethic impelling organizational change is seen to be the same as that causing social transformation in both national and international spheres.

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