This study was concerned with elaborating theory and informing practice about the process of managing change in organizations. It was premised on the implications of organizational culture and its underlying basic assumptions for strategy, particularly in terms of responsiveness and resistance to change. Harmony between the external environment and an organization's culture was postulated as a critical determinant of the rate of uptake and acceptance of new strategic directions in an organization. Drawing from organizational and critical social theories, past conservation efforts in KwaZulu-Natal were reinterpreted in the light of historical and contemporary developments. The theoretical contribution rests on exploring how basic assumptions, as the core of a culture, may be conceptualized and accessed to examine historically and culturally based meanings of conservation. The practical contribution relates to the need for mechanisms to explicitly address basic assumptions as the core of an organizational culture. Data collection and analysis were informed by the ideas of hermeneutic philosophy, Giddens' Theory of Structuration and Schein's framework of organizational culture. The main source of primary data was interviews that were tape-recorded, transcribed and analysed using a multi-stage process in data organization and interpretation. The analysis involved the identification of common themes and differences in opinion amongst the respondents. Data analysis was done with the help of Nvivo - computer software for qualitative research. The software did not effect the analysis, but assisted in organizing the interview transcripts for analysis purposes: facilitating easy storage, retrieval and querying. The findings revealed a temporal variance in the understanding and interpretation of the mission of conservation in KwaZulu-Natal. Respective executive leaders of the two erstwhile conservation agencies in KwaZulu-Natal were historically very influential in shaping the mission. For the present leadership, four basic assumptions emerged from the data: 'public funding defines who we are'; 'we are leaders in conservation'; 'we know our realities are changing' and 'we are conserving a great natural and cultural heritage'. These assumptions reflect the various themes which the respondents discussed in respect of the present-day strategy processes in conservation in KwaZulu-Natal. Within and across these four assumptions, respondents expressed variable and sometimes contradictory meanings and interpretations. Differences were especially noticeable between the conservation sector's historical inclinations towards public service and its emergent commercial activities. Overall, the study demonstrated the variety of perspectives the respondents used to interpret their understanding and meanings of what the fundamental mission of conservation in KwaZulu-Natal ought to be. The findings highlight the need for those involved in strategic processes to base their activities, and their approaches to managing change, on the continual exploration of basic assumptions as the portal for the ideas, perceptions and beliefs that influence change. In matters of strategy, leaders should work with the prevailing organizational culture and its underlying basic assumptions, rather than develop the strategy and then attempt to deal with the basic assumptions and cultural support afterwards. Finally, the findings suggest that in all visioning and strategy development processes, whether in a conservation agency or some other organization, explicit analysis of assumptions is critical for securing support for, and reducing prospects of resistance to change. Among members of an organization, visions, missions and strategies are unlikely to be effectively internalized unless they accord with the assumptions they hold. This process requires explicit mechanisms for doing so, and this study highlights such mechanisms. / Thesis (Ph.D.)-University of KwaZulu-Natal, Pietermaritzburg, 2005.

This project was conducted with the view of extending the Durban Municipal Open Space System into surrounding municipalities. It was aimed at adopting a holistic approach to nature conservation by providing for the needs of the current human population whilst ensuring the long term survival of representative natural biota of the area. A preliminary study was conducted to: provide a basis for a more detailed vegetation survey; to assess the current public open space areas and to determine the land use history of the area. The vegetation was categorised into 14 community types and mapped to provide the basis for more detailed sampling. A survey of public open spaces revealed that most of the public parks were not providing for the needs of the local residents and that nature reserves and sports fields were more popular than conventional public parks. The land use history study revealed that the study area has been utilised for: cultivation; grazing; market gardening and more recently residential and industrial development purposes. A vegetation survey using phytosociological methods revealed that the vegetation in Queensburgh was dominated by alien invasive plant species although pockets of indigenous vegetation did occur. Drawing from the principles of reticular biogeography an open space system was designed using the information gained from the vegetation survey and preliminary study. The design included: 4 core areas where conservation was a priority; 3 corridors linking the core areas and a number of buffer areas. A general management plan was subsequently developed for the system. Management suggestions were concerned with: ecological; economical and sociological aspects. The open space system offers Queensburgh the opportunity to contribute to the national reconstruction and development program (RDP) by upgrading the current standard of living of the local residents without compromising the natural resources available to future generations. / Thesis (M.Sc.)-University of Natal, 1994.