Thesis (M.Phil.) - University of St Andrews, October 2008.

Assignment (MA)--University of Stellenbosch, 2002 / ENGLISH ABSTRACT: The responsibility for the performance of any organisational unit ultimately lies with the leadership of the unit. Given this perceived pivotal role of leadership in work unit performance, the ultimate objective is to capture the nature of the presumed relationship between leadership and unit performance in a comprehensive structural model. To validate such a leadership model, however, requires an explanation of the manner in which the unit performance dimensions affect each other. Spangenberg and Theron (2002b) developed a generic, standardized unit performance measure (PI) that encompasses all the unit performance dimensions for which the unit leader could be held responsible. The objective of this paper is to investigate the internal structure of the PI in order to establish the inter-relationships between the eight unit performance latent variables. The PI consists of 56 questions covering eight dimensions. The validation sample consisted of 304 completed PI questionnaires. However, after imputation 273 cases with observations on all 56 items remained in the validation sample. Item analysis and dimensionality analysis was performed on each of the sub-scales using SPSS. Thereafter, confirmatory factor analysis was performed on the reduced data set using LISREL. The results indicated satisfactory factor loadings on the measurement model. Acceptable model fit was achieved for the measurement model. Subsequently, the structural model was tested using LISREL. The results provided statistics of good fit. Only four hypotheses failed to be corroborated in this study. Conclusions were drawn from the results obtained and suggestions for further research are made. / AFRIKAANSE OPSOMMING: Die prestasie van enige organisatoriese werkeenheid is die uiteindelike verantwoordelikheid van die leierskap van die eenheid. Gegewe hierdie waargenome sleutelrol van leierskap in werkeenheidprestasie, is die uiteindelike doelwit om die aard van die veronderstelde verwantskap tussen leierskap en eenheidprestasie in 'n omvattende strukturele model vas te lê. Die validering van so 'n leierskapmodel vereis egter 'n uiteensetting van die wyse waarop die eenheidprestasie-dimensies mekaar onderling beïnvloed. Spangenberg en Theron (2002b) het 'n generiese, gestandaardiseerde eenheidprestasie-meetinstrument (PI) ontwikkel wat al die eenheidprestasie-dimensies insluit waarvoor die leier van die eenheid verantwoordelik gehou kan word. Die doel van hierdie studie is om ondersoek in te stel na die interne struktuur van die PI ten einde die inter-verwantskappe tussen die agt eenheidprestasie latente veranderlikes vas te stel. Die PI bestaan uit 56 vrae wat die agt dimensies dek. Die validasiesteekproef bestaan uit 304 voltooide PI vraelyste. Na vervanging van ontbrekende waardes is die validasiesteekproef egter gereduseer tot 273 gevalle met waarnemings op al 56 items. Item-ontleding en dimensieanalise is op elk van die sub-skale met behulp van SPSS gedoen. Daaropvolgend is bevestigende faktor-analise op die verkorte datastel gedoen met behulp van LISREL. Die passingstatistieke het hier aanvaarbare resultate opgelewer. Vervolgens is die strukturele model met behulp van LISRELgetoets. Die resultate het hier bevredigende passingstatistieke gelewer. Daar kon vir slegs vier hipoteses nie steun gevind word in die studie nie. Op grond van die resultate is daar tot bepaalde gevolgtrekkings gekom en daar word aanbevelings vir verdere navorsing gemaak.

The benefits of informal mentoring are numerous and organisations have recognised these benefits in terms of organisational development. There has been an attempt to harvest these benefits through the introduction of formal mentoring programmes as a tool to fast track and then ultimately retain internal capability. This research on formal mentoring programmes occurred within a qualitative paradigm and data was obtained through document analysis and interviews from five mentoring pairs in one organisation and four mentoring pairs in another. The data was then presented and analysed in terms of the models proposed in the literature. The aim of this research was to evaluate formal mentoring programmes within South African organisations based on a framework provided by the literature. It was found that the literature proposed no formal evaluation model and thus, one was developed based on models of programme evaluation and formal mentoring implementation models. On the evaluation of the two formal mentoring programmes, it was found that there are some issues raised in the literature that are pertinent to both organisations but that there were also issues that were only relevant to one of the programmes. According to the research the differences in perceived success of the mentoring programme lay in the goals of the programme relating to the broader goals and culture of the organisation. It is recommended that future research investigate the impact of organisational culture on the effectiveness of formal mentoring programmes. The research also identified a need for supportive resources although this study did not assess the appropriateness and sufficiency of the resources. Organisations also need to implement effective evaluative practices in order to implement effective changes to the programme.

Submitted in fulfillment of the requirements for Degree of Master of Technology: Human Resources Management, Durban University of Technology, 2013. / This research focuses on the impact of staff turnover on organisational effectiveness and employee performance in the Department of Home Affairs in the Eastern Cape Province. High staff turnover rate may jeopardize efforts to attain organisational objectives. In addition, when an organisation loses a critical employee, there is negative impact on innovation, consistency in providing service to guests may be jeopardized and major delays in the delivery of services to customers may occur. The research design used in this study was the quantitative approach, which allowed the researcher to use structured questionnaires when collecting data. A pilot study was conducted to test the questionnaire. The survey method was used in this study because the target population only composed of 100 employees. A high response rate of 98% was obtained using the personal method of data collection, questionnaire was structured in a 5 point Likert scale format. The Statistical Package for Social Science (SPSS) version 15 for Windows was used for statistical analysis of the main responses. The study finding suggests that salary is the primary cause of staff turnover in the Department of Home Affairs. The findings highlighted that high staff turnover increases work load to the present employees in the department. The study finding also showed that staff turnover causes reduction in effective service delivery to the customers and reflects poorly on the image of the Department. Other findings suggested that unhealthy working relationship may also be the cause of staff turnover in the department. The recommendations highlighted that top management should pay a marketable salary to employees and the employees must be rewarded if they have achieved their goals. Top management should also develop opportunities for career advancement in the department. Top management should involve employees when they make decisions that will affect them in the Department of Home Affairs in the Eastern Cape Province. The study concludes with direction for future research.

Dissertation submitted in compliance with the requirements for the Masters Degree in Business Administration, Durban University of Technology, 2008. / Increasing competitive pressure from global markets and technological developments has resulted in the continual demand for business improvement philosophies and methodologies to address this challenge. The LSS approach to business improvement has emerged in both the practitioner and academic literature as having a significant role in this area. In 2006, The Valspar Corporation embarked on a LSS initiative as a way to improve the business globally, to achieve sustained profitable growth and to enhance customer value. Valspar (SA) found the implementation of LSS a challenge because the organisation could not afford the appointment of a full-time Black Belt to manage the programme locally. Green Belts were appointed to lead LSS projects part-time. Management wanted to know if they have applied the LSS methodology correctly within the scope of the business, especially since not all organisations were successful in the implementation of LSS. The objective of this study was to determine the critical factors that affect the successful implementation of LSS at Valspar (SA) and to assess the degree to which these critical factors exist at Valspar (SA). In a census, the researcher used the questionnaire to gain information about the current views of employees on the LSS programme at Valspar (SA). The research highlighted the critical success factors for LSS implementation and the results of the evaluation revealed both the positive and negative aspects of the LSS programme at Valspar (SA). / Valspar Corporation

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: The concept of executive coaching has become known over the last 20 years. Executive coaching is a service that is provided to managers and leaders within organisations in order to help them to make changes that will lead to increased personal and organisational performance. Coaching helps leaders to function better in the business world by helping them to see beyond their own mindsets; helping them to learn new skills; and helping them to overcome deeply ingrained habits and behaviours that may be restricting their further success. Coaching is not targeted specifically at executives that are experiencing performance problems, but at any manager or leader that wants to learn or change in some way, or simply wants to further increase their performance. The need for executive coaching has arisen due to the speed at which the world is developing and hence because of constant change. Globalisation, technology, mass production and increased levels of democracy have lead to a highly competitive business world. The leader and manager of today have to be highly efficient and deal with a much broader range of tasks than ever before while being highly advanced in the areas of personal and interpersonal skills. These same changes that have affected the world have lead to changing social norms where people have the need to partiCipate and be heard. The traditional management approaches to business whereby leaders commanded their employees to execute their ideas, is no longer an efficient practise as business is just too complex to centralise decision making. The concept of organisational empowerment which became know in the late 1980's has to do with the top leaders of organisations sharing their power and authority with those lower down in the organisation. Empowerment is seen as the key to sustainable organisational success, however it is complex to implement, takes considerable time and needs dedication, focus and drive from top leaders to be successful. Top leaders however will need to transform their own styles, habits and skills in order to successfully empower their organisations. Executive coaching is seen as the best method to help leaders and managers to empower their organisations by assisting them to change their leadership styles, learn better personal skills and to properly plan and execute changes that need to be made within the organisation. The use of executive coaching will also teach executives how to coach all those within their organisations, which will further help change the organisation from a traditional culture to a culture of collaboration and support. / AFRIKAANSE OPSOMMING: Die konsep van bestuursafrigting het in die afgelope 20 jaar bekend geword. Bestuursafrigting is 'n diens wat gelewer word aan bestuurders en leiers binne 'n organisasie om hulle te help om veranderinge te maak wat sal lei tot verhoogde persoonlike en organisatoriese prestasie. Afrigting help leiers om beter te presteer in die besigheidswereld deur verby hul eie gedagte raamwerk te kyk, nuwe vaardighede aan te leer en om diep ingewortelde gewoontes en gedrag te oorkom wat sukses verhinder. Afrigting is nie net gefokus op uitvoerende amptenare wat prestasie probleme ervaar nie, maar op enige bestuurder of leier wat wil leer of verander, of prestasie wil verbeter. Die behoefte vir bestuursafrigting het ontstaan as gevolg van die tempo waarmee die wereld voortdurend verander. Globalisering, tegnologie, massa produksie en verhoogde vlakke van demokrasie het gelei na 'n hoogs kompeterende besigheidswereld. Die hedendaagse leier en bestuurder moet hoogs effektief wees, meer take kan verrig as ooit tevore en ook nog hoogs gevorderd wees in terme van interpersoonlike vaardighede. Hierdie veranderinge het ook gelei na veranderende sosiale norme waar mense meer betrokke wil wees deur insette te lewer. Die tradisionele benadering tot besigheid, waar leiers opdragte gee aan werknemers om hulle idees uit te voer, is nie meer effektief in die huidige komplekse samelewing nie. Die idee van organisatoriese bemagtiging, wat in die laat 1980's bekend geword het, het te make met die verspreiding van mag van die senior bestuur in die organisasie na laer vlakke. Bemagtiging is die sleutel tot volhoubare organisatoriese sukses maar, dit is moeilik om te implementeer, het baie tyd en toewyding nodig en benodig fokus van die top leiers om suksesvol te wees. Daarom moet top bestuurders hul eie styl, gewoontes en vaardighede transformeer om bemagtiging suksesvol te implementeer in hul organisasies. Bestuursafrigting word gesien as die beste metode om leiers en bestuurders te help om hul werknemers te bemagtig deur hulle te help om hulle leierskapstyle te verander, beter persoonlike vaardighede aan te leer en om beter organisatoriese beplanning en uitvoering te fasiliteer. Die gebruik van bestuursafrigting leer bestuurders hoe om ander te mentor wat die tradisionele kultuur van bestuur vervang met een van samewerking en ondersteuning.

Thesis (MComm)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: It is well understood that the advancement in information technology and increasing globalization has led our business environment to become much more complex and uncertain. Similarly the appropriateness of a firm's strategy can be defined in terms of its fit, match or congruence with the environment or organizational contingencies facing the firm. Thus at the turn of the 21st century, the concepts of industry and organizational fitness playa significant and predominant role in ensuring survival. The study presumed that, although various models and tools related to measuring and building industry and organizational fitness have been contributed by various authors, there exists an absence of comprehensiveness and coherence between them. Thus it aimed at investigating and analyzing different contemporary strategic management approaches and tools, so as to describe the comprehensive nature of industry and organizational fitness and find all-inclusive areas of measuring and building organizational fitness. According to the analysis done it was found that a significant level of overlap components of industry fitness and bewilderment exists in differentiating the elements and and organizational fitness. Moreover, although no considerable disagreement and deviation was detected between the various contemporary approaches and tools related to measuring and building organizational fitness, there is a high degree of replication and disintegration between them. In addition to this most of the approaches have a partial coverage of the important factors that influence organizational fitness and attempt to deal with problems from limited perspectives. On the bases of the analysis and findings, recommendations are provided for improving the understanding of the concepts and the nature of industry and organizational fitness. Moreover, suggestions for integrating and cohering the various strategic management approaches and tools of measuring and building organizational fitness are given. / AFRIKAANSE OPSOMMING: Dit is welbekend dat ons sake omgewing baie meer kompleks en onseker geraak het weens die vooruitgang in informasietegnologie en toenemende globalisasie. Die geskiktheid van 'n firma se strategie kan gemeet word aan hoever dit pas by die omgewing en die gebeurlikhede wat die firma mee moet deel. Aan die begin van die 21 ste eeu speel konsepte van industrie en van organisoriese fiksheid 'n oorheersende en betekenisvolle rol in die bepaling van oorlewing. Daar is gevind dat, alhoewel daar al baie geskryf is oor verskillende modelle en metodes om industrie en organisoriese fiksheid te meet en te bou, daar tog 'n gebrek is aan volledigheid en samehangendheid. Dus ondersoek en analiseer hierdie studie die eietydse benadering tot strategiese bestuur en die metodes wat gebruik word. Die doel is om die aard van industrie en die fiksheid van 'n organisasie omvattend te beskryf en om metodes te vind om dit te meet en uit te bou. Die analise toon dat daar 'n groot mate van verwarring en oorvleueling bestaan in die uitkenning van die elemente en komponente van die fiksheid van 'n industrie en 'n organisasie. Alhoewel daar nie groot verskille of afwykings tussen die eietydse benaderings en metodes is nie, is daar wel baie herhaling en disintegrasie. Die meeste benaderings dek ook net gedeeltelik die belangrike faktore wat 'n organisasie beïnvloed en benader die probleme vanaf beperkte perspektiewe. Op die basis van die analise en bevindings word aanbevelings gedoen sodat die konsepte en aard van die industrie en organisoriese fiksheid beter verstaan kan word. Ook is daar voorstelle vir die integrering van die verskillende strategiese bestuursbenaderings en die metodes vir die meet en opbou van organisoriese fiksheid.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: This study project has as its objectives the analysis and evaluation of people management practices within a broad spectrum of organisations in South Africa, using the Marglen diagnostic model. It also serves to assess the usage and utility of this model during this process. The Marglen model provides a conceptual framework consisting of twenty key issues which organisations can use to assess its people management practices. The model promotes a holistic, integrated and strategic approach to people management, with people management practitioners being considered as strategic partners within the core business activities of the organisation. In the current and foreseeable global economic order where rapid change and turbulence tend to be the only certainties, successful organisations are those who are creative, innovative, highly adaptable and who invent the future. In other words, organisations who leverage their only appreciating assets, namely their people, their human capital. In order to achieve this organisations need to move from traditional human resource management to progressive people management: from controlling and circumscribing staff to managing performance and leading and realising people's potential effectively and efficiently. Our studies show that the majority of organisations in South Africa, especially the bigger and older ones, tend to be reactive when it comes to people management. They largely still use the traditional human resources approach, changing only when forced to, for example, because of competition or legal pressures such as the Employment Equity Act. A small but growing number of organisations, which includes mainly the smaller and newer organisations operating especially in young or volatile industries (e.g. information technology sector) tend to be more proactive and tend to lean toward a more integrated people management system, with flatter structures and lots of positive energies. This is especially true when the leadership are still young/fresh and are hands- on. Because of their flexibility, responsiveness to markets and sensitivity to globalisation these "new generation" organisations most probably will adopt new (and hopefully more progressive) people management practices much quicker than the older, bigger ones. The Marglen model itself proved its worth with the wealth of empirical information generated and the encouragement of a systems approach to the solution of problems. With the necessary adjustments the model can become an even more potent tool for all managers, whether they are formal HR practitioners or not. / AFRIKAANSE OPSOMMING: Hierdie werkstuk is onderneem om die praktyk van mensebestuur in 'n wyd verspreide spektrum van Suid Afrikaanse organisasies te ondersoek met behulp van the Marglen diagnostiese model. Dit dien ook as 'n evaluasie van die bruikbaarheid van die model self. Die Marglen model veskaf 'n konseptuele raamwerk bestaande uit twintig sleutels wat organisasies kan gebruik om hul mensebestuur praktyke te kan ondersoek. Die model bevorder 'n geintegreerde en strategiese nadering van mensebestuur, waar mensebestuur praktisyne beskou word as strategiese vennote deur alle ander bestuurders. In die huidige globale ekonomiese orde waar blitsige veranderinge en onstuimigheid die enigste sekerheid bied is suksesvolle organisasies die' wat kreatief, vernuwend en soepel is: diegene wat die toekoms skep. Met ander woorde, organisasies wat die beste gebruik maak van hul grootste en enigste groeiende bate, hul mense. Om suskesvol to wees en so te bly moet daar 'n wesenlike verandering van mensebestuur filosofie and praktyk wees, van die tradisionele metode van kontrole en verbiedinge na progressiewe metodes waar die persoon se potensiaal gerealiseer word ten bate van beide die persoon self en die organisasie. Ons ondersoek toon dat die meerderheid van organisasies, veral die groter en ouer garde, reagerend is wat mensebestuur betref. Hulle gebruik grootliks die tradisionele personeelbestuur filosofie en praktyke en verander net as hulle gedwing word deur eksterne faktore soos byvoorbeeld erg mededinging (veral van oorsee) en wetgewing. 'n Groeiende minderheid van organisasies wat insluit meesal die kleiner en jonger garde en wat veral in die nuwer en meer onstuimige sektors soos informasie tegnologie gevind word, neig om meer proaktief te wees. Hulle neig ook om 'n meer geintegreerde mensebestuur stelsel te hê met minder vlakke en met volop energie. Dit is veral opvallend wanneer die leierskap nog jonk is en heelhartiglik deelneem in die organisasie. As gevolg van hul soepelheid en hul reponsiewiteit en vatbaarheid vir die globale ekonomiese orde sal hulle heel moontlik die voortou neem met nuwe en hopelik progressiewe mensebestuur praktyke. Die Marglen model het sy self bewys met die inligting wat ontgun was en met die bevordering van 'n stelselmatige nadering van problem oplossing. Met die nodige aanpassings sal die model 'n selfs meer kragtige middel vir alle bestuurders wees, nie net vir personeel bestuurders nie.

Thesis (MBA)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: Virtual team research is very relevant today as organisations have become more distributed and the use of so-called distributed teams has become more common. These virtual teams allow organisations to combine expertise from almost anywhere through the use of information and communication technology (ICT) across space and time to complete interdependent organisational tasks. To date research efforts have yielded insights into many factors that affect virtual teamwork, but the research has become somewhat fragmented. By means of a case study approach, this research paper aims to provide virtual team leaders with a more holistic understanding of the factors that influence virtual team performance. The researcher interviewed five virtual team leaders who have many years of working experience with virtual teams. All the participants work in the ICT industry sector and make extensive use of distributed teams to perform day-to-day tasks, provide business services and to implement large scale projects. The research assignment was constructed by completing a detailed literature review in order to develop a broad framework to evaluate five broad virtual team perspectives that influence virtual team performance. The five perspectives included organisation design, leadership, human resources, ICT technology and process considerations. The following findings were identified for each of these perspectives. Organisational design perspective: The importance of a clearly defined organisation structure helps to create a better understanding of responsibility and ownership. It was also identified that an additional layer of management within the virtual team structure reduces some of the complexities of virtual team management and simplifies the communication structure. The study also provides further insight into the type of person, and the experience and skills of people suitable to work in the virtual team environment. Leadership perspective: The importance of management controls was identified, like process orientation, practical awareness and management awareness in terms of cultural and importantly emotional awareness. Practical considerations for the performance management and rewards systems include the need for a broader team focus rather than rewarding individualist behaviour and performance. Human resources perspective (people): The clear goals and objectives of the organisation or project create the necessary focus, direction and understanding that guide the individual virtual team members and allow them to self-regulate. This is further supported by the a shared understanding of functional and role requirements that promote ownership and accountability which are considered to be the basis for a successful empowering approach and which allow individual team members to make decisions within the boundaries of their functions. Subsequently, the effect of social and interpersonal factors was identified as having a significant impact on virtual team performance and success. The use of various activities to build relations and to create an informal connectedness improves communication and promotes team commitment, cohesion, knowledge and information sharing. Technology perspective: The use of technologies that share the relevant context and supporting information reduces ambiguity and provides a mechanism to share information. All participants make use of collaborative technologies to facilitate the day-to-day team interaction, with a preference for technologies that promote easy participation and sharing of information in real-time (synchronously). Interestingly, none of the respondents provide ICT tool training to improve the effective use of these communication technologies and they expect their virtual team members to be able to use all the relevant technologies as a basic skill. Process perspective: The reliance on clear and agreed processes is important in virtual teamwork and requires upfront alignment. The study identified that a shared understanding by all team members of the underlying delivery process, including all in-and-output controls is a critical success factor for virtual teamwork and, because of the fragmented nature of the delivery process, there is a greater reliance on the efficient facilitation and coordination of specialised work. It also further supports the additional layer of management, in which a team leader and project manager facilitate and coordinate the facilitation of work that relies on a well-developed communication structure.

ENGLISH ABSTRACT: Many organisations are perusing a process improvement programme in order to gain competitive advantage through improved product and service quality, operational efficiencies and customer experience. Whilst Six Sigma adopts a project-oriented, expert-led approach to improving processes, Total Quality Management (TQM), Lean and Operational Excellence (OE) programmes typically promote a culture of Continuous Improvement (CI) where lower-level employees are encouraged and empowered to evaluate and optimise their own working practices and processes. In order to make CI successful and sustainable in an organisation, employees need to have a positive attitude towards CI. Whilst previous research had already established the relationship between CI, Organisational Learning (OL) and company performance, this research set out to establish if any of the five disciplines of the Senge (1994) Learning Organisation (LO) influenced on an employee’s (positive) attitude towards CI. In keeping with the Dimensions of the Learning Organisation Questionnaire (DLOQ), the five disciplines of the LO were structured within individual, team and organisational factors. Through a structured survey and statistical correlation analysis, this research has shown that, whilst the team and organisational factors did not influence on an employee’s attitude to CI, personal mastery does have an influence on an employee’s attitude towards CI. It is therefore recommended that an organisation that wishes to create a culture of CI also actively works to improve the personal mastery of those employees who are expected to be involved in CI.