Thesis (Ph.D.)--RAND Graduate School, 2006. / Includes bibliographical references.

Thesis (M.Com. (Psychology)) - Rhodes University, 2007. / For a thesis in partial fulfilment of the degree of Masters in Research Psychology.

Harry C. Katz, Thomas A. Kochan, Mark R. Weber. / "December 1982." / Bibliography: p.31-34.

Thesis (Ph.D.)--University of Central Florida, 2008. / Advisers: Linda Malone, Sandra Furterer. Includes bibliographical references (p. 208-211).

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, Date Unknown / Organisations in many industries, such as energy, banking and electronics, have faced increasingly complex and changing environments brought about by deregulation, technological revolution, foreign competition and unpredictable markets. Key to the success of these organisations is the development of a particular culture for the organisation. A well-conceived and well-managed organisation culture closely linked to organisation success, can also mean the difference between success and failure in the present demanding environment. Organisational culture has been assumed to have important implications, not only for the individual's affective reactions to organisational life, but also for organisational effectiveness. This study investigates the relationship between organizational culture and effectiveness in the Western Cape banking industry. Beginning with an existing model of organizational culture and effectiveness, the paper presents a linked study. The study uses survey data from six organizations designed to test the applicability of the model in the context of the Western Cape banking industry. The results support Denison's findings, namely that organisational culture has a positive impact on effectiveness. The discussion includes several recommendations for future research.

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2006. / The performance contract governs the employee-employer relationship and forms the basis of the exchange relationship that exists in organisations today. The exchange relationship has evolved as a result of the turbulent economic environment, and replaced the old psychologicalcontract between employee and employer. The present study looked at the extent to which the performance management process influences employee-employer relations. The. research focused on the impact of performance management on employee behaviour and their subsequent contribution to the success of organisational interventions. The ernplovee-emplover relationship often suffers due to the unsuccessfulor ineffective implementation of performance management systems, negatively affecting the organisational climate for the implementation of organisational interventions

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2017. / Change in today‟s business situation may be seen as unavoidable; however, the absence of standard change interventions within an organisation can cause an impact on the functioning of the business and its survival in the long run. Thus, it is ideal for the South African petrochemical industry to find a suitable intervention for change models that will assist them in navigating its effectiveness. This study has used an investigative approach to understand the effectiveness of interventions of change management in petrochemical organisations in the Western Cape, South Africa. A qualitative case study was used in this research, as data was collected directly from interviews by fieldworkers, while written documents were also consulted. It was found that a number of factors influence effective change management in the SA petrochemical industry. Some of the factors that were elicited for this study include: organisational structure and size and administrative methods; the introduction of new technology; processing and communication; changes in employee demographics; government regulations; and economic competition. Furthermore, the study also provides a framework that can be used to guide and assess effective changes within the SA petrochemical industry.

M.Com.(Business Management) / Beheer as een van die take van bestuur, soos reeds in 1916 deur Fayol beskryf, is in die moderne idioom nie 'n losstaande taak wat in isolasie beoefen word nie. Dit word vandag erken dat beheer aIleen sinvol toegepas kan word indien dit reeds vanaf die beplanningsfase doelbewus met die ander bestuurstake geintegreer is. Koontz & 0 I Donnell (1976 635) sê in die verband: "Before there can be any meaningful control, both plans and organization structure must be as clear, complete, and integrated as possible". Schutte (1981:14) bepleit 'n verdere veredeling van die integrasieproses wanneer hy sê: "If an organisation is to become more effective and efficient it has to move from an empirical type of management structure to a normative type ... ", waar die normatiewe bestuurstruktuur streef na die optimalisering van die tydsbesteding aan beplanning en beheer van bestuurders op die onderskeie vlakke in die organisasiestruktuur. Binne die beheertaak is beheerstelsels kernbelangrik vir die voortgesette suksesvolle funksionering van 'n onderneming, want sonder beheerstelsels is daar geen lewensvatbare meganisme om te verseker dat hulpbronne effektief toegedeel en benut word nie, aldus Steers, et al. (1985 : 207). Die behoefte aan beheermaatreëls en -tegnieke wat deurlopend aangepas word by die veranderende omstandighede waaraan bestuur blootgestel is, is 'n integrale komponent van die proses van voortdurende verfyning van die totale bestuurstaak...

M.Comm.

More and more organizations are making use of teamwork. Effective teams are also important from an Information Technology (IT) perspective, since teamwork forms an integral part of all software development activities. It is therefore extremely important that IT students are able to work together as an effective team. These statements lead to the following questions – How can IT student project teams be effective and what obstacles need to be overcome in order to ensure effectiveness? This dissertation reports on an exploratory study of second and third year IT project teams and exposes factors that lead to ineffectiveness. Firstly, the problems experienced by the groups seem to have the largest detrimental effect on effective team functioning. Secondly, the project mark is also affected by the priority issue that is associated with the particular task. Thirdly, the issues of time management, communication, conflict management, compromise, social loafing and group cohesion also play an important role in team effectiveness. This dissertation sets out to prove that the key to "effectiveness" lies in empowering the student to deal with all possible dilemmas that may be faced when working in teams in the tertiary team situation. The benefits of these actions will hopefully lead to the realization of “effectiveness” in the tertiary team situation and ultimately, in the student’s work environment.