Целью работы является развитие методических основ оценки организационной эффективности предприятия в условиях активного развития и внедрения на предприятии цифровых технологий. В основе методики – применение динамического норматива и расчет интегрального показателя организационной эффективности, учитывающего объемную и структурную характеристику исследуемых показателей, входящих в динамический норматив. Разработанная методика позволяет оценить степень выполнения предприятием поставленных целей и формирует информационно-аналитическую базу для принятия решений в целях повышения эффективности работы предприятия в целом. / The aim of the work is to develop methodological foundations for assessing the organizational effectiveness of the enterprise in the conditions of active development and implementation of digital technologies at the enterprise. The method is based on the application of a dynamic standard and the calculation of an integral indicator of organizational effectiveness, taking into account the volume and structural characteristics of the studied indicators included in the dynamic standard. The developed method makes it possible to assess the degree to which an enterprise fulfills its goals and forms an information and analytical base for decision-making in order to improve the effectiveness of the enterprise as a whole.

The comprehension of how job satisfaction impacts employee performance is of utmost importance to an organisation. If the relationship between job satisfaction and job performance could be better understood, managers could manipulate the variables to increase job satisfaction which will in turn lead to better performance of the company. Both a theoretical and an empirical analysis were applied in this study. The quantitative research design was followed using a standardised questionnaire as measuring instrument. The questionnaire was handed to 56 employees targeted by a cross-sectional survey which was spread across all 8 departments of the company. The Pearson Correlation Coefficient was used to indicate the relationships between the variables. Company policies and practises were found to be the factor that was most significantly related to job satisfaction and job performance. Motivation and personal development was the performance factor that was most significantly related to general satisfaction and total performance. A strong positive relationship between job satisfaction and job performance was confirmed, which indicated that the more satisfied employees are the better they will perform. / MBA, North-West University, Potchefstroom Campus, 2015

The comprehension of how job satisfaction impacts employee performance is of utmost importance to an organisation. If the relationship between job satisfaction and job performance could be better understood, managers could manipulate the variables to increase job satisfaction which will in turn lead to better performance of the company. Both a theoretical and an empirical analysis were applied in this study. The quantitative research design was followed using a standardised questionnaire as measuring instrument. The questionnaire was handed to 56 employees targeted by a cross-sectional survey which was spread across all 8 departments of the company. The Pearson Correlation Coefficient was used to indicate the relationships between the variables. Company policies and practises were found to be the factor that was most significantly related to job satisfaction and job performance. Motivation and personal development was the performance factor that was most significantly related to general satisfaction and total performance. A strong positive relationship between job satisfaction and job performance was confirmed, which indicated that the more satisfied employees are the better they will perform. / MBA, North-West University, Potchefstroom Campus, 2015

Thesis (D. Tech.) -- Central University of Technology, Free State, 2007 / In the face of international crime and terrorism, private security together with public policing and the military is playing a crucial role. The domain of private security is a fairly neglected field of study, especially in South Africa, making this investigation a substantial contribution. With the focus on the impact of organisational culture on the levels of service delivery in South Africa’s largest security company, Group4 Securicor (G4S), a model is proposed for aligning organisational culture with levels of service excellence within the company. Data was collected by means of a structured questionnaire with a preceding pilot study. The Competing Values Framework (CVF) and the Baldrige criteria served respectively as guideline for the development of the culture and quality sections of the questionnaire. Although organisational culture and service excellence are well-researched topics, no other investigation applies these aspects to the private security industry. The results show that organisational cultural impacts on service excellence in G4S.

Submitted in fulfilment of the requirements of the Degree Master of Technology: Quality, Durban University of Technology, 2013. / The purpose of this study is to determine the impact of Total Quality Management (TQM) elements of Leadership, Customer Focus, and Employee Involvement on Quality Improvement and Organisational Performance, as well as the relationship between Quality Improvement and Organisational Performance. A questionnaire was administered to a convenience sample of 32 footwear manufacturing organisations in the eThekwini region of Kwazulu-Natal. Confirmatory Factor Analysis was used to verify the reliability and validity of the measuring instrument. Regression and correlation analysis was developed to test the relationship between the TQM elements, Quality Improvement and Organisational Performance. The TQM elements used in this study were Leadership, Customer Focus, and Employee involvement. The findings of this showed that Leadership and Customer Focus had a positive influence on Quality Improvement. Also, Leadership was found to have a positive influence on Organisational Performance. In addition, a positive relationship existed between Quality Improvement and Organisational Performance. The results of this study could provide valuable information to managers of footwear manufacturing organisations in identifying those elements that have a positive effect on improving quality. Hence, allocating resources to these elements would enable footwear manufacturing organisations to enhance the performance of their organisations.

In the post-industrial society, career management has become vitally important for assisting workers to be employable. This study aimed to investigate the relationship between career anchors and employability. The effort of researching these concepts is geared towards adding to the knowledge base in the field of Industrial and Organisational Psychology, so that the current organisation from which the sample was chosen and other organisations in South Africa can adopt a strong career management culture. A quantitative survey using primary data was conducted on a convenience sample (N=108) of full-time employees in a South African financial company. The Career Anchors Inventory (COI) and the Employability Attribute Scale (EAS) were used to gather data. The study found a statistically significant positive relationship between career anchors and employability. In addition, there were significant correlations between the sub-constructs of career anchors and employability, while significant differences in career anchor preferences and employability perceptions between males and females emerged. The only differences in career anchor preferences were detected between racial and age groups. The results indicate a mutual and positive relationship between career anchors and employability, which can be useful in career guidance in the 21st century. / Industrial & Organisational Psychology / M. A. (Industrial and Organisational Psychology)

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: For years academic institutions regarded IQ as the be-all and end-all, leaving many people with lower IQ scores in a state of serious self-doubt. People are slowly starting to admit that there is more to life than straight A's at school. Management gurus sensed that IQ on its own is no guarantee for personal or business success. According to research conducted by Daniel Goleman, author of Working with Emotional Intelligence, emotional intelligence is twice as important as any other factor in predicting outstanding employee performance, accounting for more than 85% of star performance in top leaders. Emotional intelligence has a major impact on organisational performance, doubling and even tripling productivity, and greatly improving bottom-line results. The power of emotional intelligence has been underestimated in the business world. At the root of day-to-day organisational problems such as low productivity, absenteeism, staff turnover, company politics, strikes and stay-aways, there is an inability to optimise our emotional energy and that of our employees. At the root of problems such as drug abuse, alcoholism, workaholism, yuppie flu, divorce and teenage pregnancies, we find exactly the same cause. Emotional intelligence involves the ability to monitor your own and others' emotions, to discriminate between them, and to then be able to use this information to guide your thinking and your actions. Success in life is a result of how well you manage yourself, handle your relationships, and work with others. The mastery of being in control of yourself, your emotions and your interactions with others influences your ability to lead and be seen as a leader. Emotional intelligence by any definition is really a combination of cognitive and emotional abilities. The essence of emotional intelligence is the integration of the emotional centres of the brain (the limbic system) and the cognitive centres (prefrontal cortex). Interactive situations at school, in the community, on the sports field, in work teams, in our social lives and in superior-subordinate relations, all provide opportunities for personal and interpersonal growth. Fortunately scientists now consider emotional intelligence a learnable intelligence, one that can be developed and improved at any time and any age through assessment, training and coaching. Emotions are an integral part of organisational life. We demand competence from leaders and expect them to demonstrate virtually every known attribute of leadership characteristics, including honesty, energy, trust, integrity, intuition, imagination, resilience, purpose, commitment, influence, motivation, sensitivity, empathy, humour, courage, conscience and humility. We expect them to impart these attributes to others. Leadership goes beyond effective management to innovation and change. It means developing a vision, turning the vision into workable programmes in a manner that generates excitement and commitment, creating an environment for problem-solving and learning and making sure that everyone persists until the programme accomplishes what it intended. Managers who are leaders continuously pursue incremental change. The time has come to concentrate on building emotional muscle and developing active emotional awareness, both in ourselves and in others. Companies who hope to survive and prosper in the future, need to invest now in the development of the emotional intelligence of their people. / AFRIKAANSE OPSOMMING: Ouers, akademici en bestuurders het jare lank die standpunt gehuldig dat 'n hoë IK outomaties hoë akademiese prestasie tot gevolg het en werksekuriteit waarborg. Verskeie akademici soos Daniel Goleman, Richard Boyatzis, Reuven Bar-On en John Mayer het relatief onlangs die standpunt ondersteun dat 'n hoë IK alleen nie voldoende is om 'n persoon te laat uitblink op akademiese gebied of in sy werkplek of gesinslewe nie. Volgens navorsing wat gedoen is deur Daniel Goleman, outeur van die baanbrekersboek "Working with Emotional Intelligence", is emosionele intelligensie twee keer belangriker as enige ander faktor wat uitstaande werkprestasie voorspel en verantwoordelik vir meer as 85% van uitmuntende werkprestasie van die korps van uitvoerende leiers van enige organisasie. Emosionele intelligensie speel 'n deurslaggewende rol om organisasiesukses te verseker en om produktiwiteit en winsmarges tweevoudig en selfs drievoudig te verhoog. Die invloed van emosionele intelligensie is onderskat in die besigheidsarena. Die oorsprong van dag-tot-dag organisasieprobleme soos verlaagde produktiwiteit, afwesigheid, personeelomset, maatskappypolitiek, stakings en uitsluitings, is ons onvermoë, om ons eie en ons werknemers se emosionele energie te optimaliseer. Negatiewe sosiale gedrag soos dwelm- en alkoholmisbruik, werkspanning, jappiegriep, egskeidings, ongewenste swangerskappe, geweld en misdaad is die gevolg van 'n gebrek aan langdurige opleidingsprogramme in sosiale en emosionele bevoegdhede wat as deel van 'n skoolkurrikulum aangebied word. Emosionele intelligensie bestaan uit die vermoë om jou eie en 'n ander persoon se emosies te herken, daartussen te onderskei, en die inligting te gebruik om jou handelinge en dade te rig. Sukses in die lewe word bepaal deur hoe goed jy jouself en jou verhoudings kan bestuur en hoe goed jy met medewerknemers oor die weg kom. Die kuns om in beheer van jouself en jou emosies te wees tesame met jou interaksie met medewerknemers beïnvloed jou vermoë om te lei en geïdentifiseer te word as 'n leier. Emosionele intelligensie is volgens baie akademici 'n kombinasie van kognitiewe en emosionele vermoëns. Die kern van emosionele intelligensie is die integrasie van die emosionele sentrums van die brein (die limbiese sisteem) en die kognitiewe sentrums (prefrontale korteks). Navorsing oor neurowetenskap en emosionele intelligensie is betreklik nuut. Min akademici, skoolhoofde, bestuur en beleidmakers is bewus van die rol wat die verwantskap tussen senuweenetwerke in die brein en emosionele bevoegdhede speel om uitstaande werkprestasie en organisasiesukses te verseker. Alle interaktiewe situasies by die skool, in die gemeenskap, op die sportveld, in spanverband in die werkplek, op sosiale gebied en in bestuurder-ondergeskikteverhoudings, verskaf geleenthede vir persoonlike en interpersoonlike groei. Emosionele intelligensie word beskou as 'n intelligensie wat aangeleer kan word en wat ontwikkel en verbeter kan word met verloop van tyd en ouderdom deur evaluering, opleiding en afrigting. Emosies is 'n integrale deel van enige organisasie. Ons vereis bevoegdheid van die leiers van 'n organisasie en verwag van hulle om feitlik alle leierseienskappe te openbaar soos eerlikheid, energie, geloofwaardigheid, integriteit, intuïsie, verbeelding, herstelvermoë, doelgerigtheid, pligsbesef, invloed, motivering, sensitiwiteit, empatie, humor, moed, nougesetheid en nederigheid. Verder word daar van leiers verwag om hierdie leierseienskappe aan werknemers oor te dra. Leierskap is veel meer as bloot effektiewe bestuur en sluit die vermoë in om innoverend te dink en aan te pas by verandering. Leierskap beteken om 'n visie te ontwikkel, om die visie op so 'n wyse in uitvoerbare programme weer te gee dat dit entoesiasme en pligsgetrouheid genereer, om 'n omgewing te skep vir probleemoplossing en opleiding en om te verseker dat alle werknemers volhou totdat die programme voldoen aan hul doelwitte. Uitmuntende leiers is voortdurend besig om stelselmatige verandering na te jaag. Die tyd het aangebreek om emosionele intelligensie doelbewus uit te bou en om 'n aktiewe emosionele bewustheid in onsself en ander persone te ontwikkel. Organisasies wat in die toekoms wil oorleef en winsgewend wil wees, is verplig om in die emosionele intelligensie van hul personeel te belê.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: As Continental Tyre SA strives to carve a path towards high performance, it is critical that the nine (9) factors of workplace practices, suggested by David Maister, are embraced fully and become integral part of its strategic direction. To be able to achieve as a world-class low cost producer of quality tyres, Continental Tyre SA will not only upgrade its technology and improve processes, but also the development of its employees to their best ability is imperative. As the study findings have shown, there is an unwavering commitment and enthusiasm from employees at Continental Tyre. Senior management must capitalize on these positive results in building and instilling more pride, by ensuring that employees are empowered and capacitated to fulfill their personal ambitions and the goals of the organisation at large. For Continental to deliver high quality and maintain supreme standards of service as expected by its customers, they have to ensure that all employees, as people who are in the front line of customer service, are equipped with appropriate knowledge to understand all their products and the unique needs of customers. Quality Systems have to be strengthened and updated regularly through audits, so as to align with global best performers. Another critical consideration of people management are coaching and mentorship programs, that serve as a guide and support to employees development processes. Employees must be encouraged to discuss the issues that affect their performance within this relationship. This management practice helps to exploit the full potential of individual employees as they strive to contribute by the achievement of high performance within the organisation. The culture of high performance is enhanced by well managed and effective protege - mentor relationships that are practiced throughout the organisation. With coaching, complex and highly intimidating change interventions are handled with great confidence by employees. Fair compensation and incentive schemes have become a critical part of reward systems, and Continental Tyre SA is no exception. However, for this business practice to achieve its intended objective, reward and motivation, it has to be implemented in an equitable and fair manner, consistent with the efforts and contributions of employees, When fair, compensation will tend to have a postive influence on the other factors. High levels of satisfaction will not be guaranteed by fair compensation only, but employees will enjoy their work more when allowed to be creative and when given the freedom to make decisions that determine how they will do their job best. Continental Tyre can derive satisfaction and encouragement from the outcome of the survey. Real satisfaction will come from financial and market performances that confinm the positive results of the high achievement research study. Lastly, the culture survey must be developed as an organisation practice that will ensure regular, reliable feedback of employee opinions. Not only will Continental Tyre SA be able to maintain and gain loyalty from its present employees with progressive high achievement practices, they will gradually attain the status of employer of choice, thereby attracting ta lented high potential employees. / AFRIKAANSE OPSOMMING: In Continental Tyre SA se strewe na hoë werkverrigting is dit essensieel dat die nege faktore aangaande werkplek-praktyke soos deur David Maisler voorgestel, ten volle aanvaar word om 'n integrale deel van die organisasie se strategie te vorm. Om hul beeld as verskaffers van wereldklas, lae-koste, gehalte bande uit te leef, poog Continental SA nie alleen om tegnologie te verbeter en sodoende prosesse te verhoog nie, maar is die ontwikkeling van die organisasie se werknemers se vermoens van kardinale belang. Bevindinge uit die studie toon 'n intense toewyding en belangstelling onder werknemers by Continental Tyre SA. Dit is dus noodsaaklik dat senior bestuur voortbou op die bevinding deur geleenthede te skep vir die bemagtinging van werknemers om hul persoonlike ambisies en doelwitte uit te leef, wat op die lange duur tot voordeel van die maatskappy kan strek. Om te verseker dat Continental Tyre SA diens van hoë gehalte en net die hoogste standaarde lewer, soos deur hul klienle verwag word, moet daar toegesien word dat alle werknemers, wat gewoonlik in die voorste linies is as dit kom by klientediens, toegerus word met die nodige kennis oor produkte asook oor die unieke behoeftes van kliente. Die voortdurende versterking en opgradering van kwaliteitstelsels deur middel van ouditte sal verseker dat in pas gebly word met globale presteerders. In mensebestuur moet daar ook krities gekyk word na afrigting- en mentorskapprogramme, wat kan dien as gids en wat ondersteuning kan verleen aan die ontwikkelingsproses van werknemers. Werknemers behoort aangemoedig te word om kwessies rakende hul prestasies binne hierdie verband te bespreek. Sodanige bestuurspraktyk moedig werknemers aan om individueel tot volle potensiaal te ontwikkel in hul strewe om deur die lewering van kwaliteit werk ook 'n bydrae tot die organisasie te maak. Effektiewe en goedbestuurde protege/mentor verhoudinge wat toegepas word in die hele organisasie verhoog die kultuur van hoë werkverrigting en prestasie. Gekompliseerde en hoogs intimiderende veranderingsintervensies kan met die hulp van afrigting, met groot selfvertroue deur werknemers hanteer word. Billike kompensasie en aansporingskemas het al 'n kritieke deel van besoldiging geword in organisasies en Continental Tyre SA is geen uitsondering nie. As besigheidspraktyk met motivering en vergoeding as doelwit, moet hierdie doelwit in pas met die bydraes en pogings van werknemers, op 'n billike wyse ge'implimenteer word. Indien vergoeding billik is, sal dit neig om ander faktore positief te be'invloed. Billike vergoeding lei nie noodwendig tot hoë tevredenheidsvlakke by werknemers nie, maar werknemers sal hul werk meer genotvol vind indien hulle toegelaat word om meer kreatief te wees en die vryheid gegun word om besluite te neem oor hoe om optimaal te funksioneer in hul werk. Die uitslag van die opname kan dien as aanmoediging vir Continental Tyre SA, wat met reg tevrede daarmee kan wees. Werklike bevrediging sal uitvloei uit die finansiele- en markaanwysings wat die positiewe resultate van die hoogstaande studie-navorsing weerspieel. Ten slotte moet die kultuuropname ontwikkel word tot 'n gereelde, betroubare terugvoering van die opinies van werknemers. In die lig hiervan sal Continental SA nie slegs die lojaliteit en hoë werkverrigtingspeil van sy huidige werknemers handhaaf en behou nie, maar sal die status van werkgewer volgens keuse behaal gaandeweg bereik word en sodoende talentvolle, hoë profiel werknemers gelok word.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: KUMBA Resources (KUMBA) is a listed mining company on the Johannesburg Securities Exchange (JSE), with an annual turnover of about seven billion Rand. Their main operations consist of iron ore, coal, heavy minerals, base metals and industrial minerals. In this study project the writer will attempt to define the process followed by KUMBA to establish a winning mindset to ensure superior performance. The basic objectives defined for this study are to: • Define the process that KUMBA followed to develop a set of values for the organisation. • Explain the process followed to develop a validated questionnaire to measure the values. • Discuss the process that was followed to develop a system to support the process. • Lastly, to discuss the results of the actual ratings in June 2003 and the recommendations made after the completion of the process. The KUMBA Way was defined as a vehicle to drive this process. Core to this process is the KUMBA Values. Strategically, KUMBA decided that their values would be a distinctive lever in the company that will ensure superior performance. KUMBA then embarked on a process to develop one set of values for all the KUMBA mines. The end result was the foundation (minimum behaviour required by KUMBA) and motivational (behaviour that can be developed to achieve overall business success) values. Foundation Values: • Integrity • Respect • Accountability • Fairness • Caring Motivational Values: • We do it together • People make it happen • Let's do it • We do it better every time KUMBA also used the framework of transformational leadership and the competency model of Jay Hall as basis to entrench their values in the organisation. These processes are driven at business unit level and the line managers took the ownership of this process. A further decision KUMBA took was to measure their values. A validated questionnaire was needed to be able to deal with the process. Two pilot studies were conducted to validate the questionnaire and the questionnaire passed the criteria of reliability and validity. The questionnaire scored an overall Cronbach Alpha of 0,88. This result was higher than the minimum requirement of 0,6 for a self constructed questionnaire. A process was also followed to develop an in house system to support the overall measurement process. This system was based on the 360-degree approach. The actual measurement of the values took place in June 2003 and the results were outstanding. The results of the actual ratings compared very favourably to the results of the pilot studies. The results of the actual assessment must still be forwarded to Deloittes and Touche Human Capital Corporation to do a final Cronbach Alpha analysis. This will allow KUMBA to determine if the increase in the number of participants influenced the overall reliability and validity of the questionnaire. Furthermore, KUMBA also needs to revisit the process after one year to examine whether the measurement of these values contributed to the overall improvement of the organisational culture. / AFRIKAANSE OPSOMMING: KUMBA Resources (KUMBA) is 'n mynbou maatskappy wat op die Johannesburgse effektebeurs gelys is en het 'n jaarlikse omset van sewe miljard rand. Die basiese bedryf bestaan uit ystererts, steenkool, swaar minerale, basiese metale en industriële minerale. Die skrywer gaan, met hierdie studie, probeer om 'n wen gesindheid te skep ten einde superieure prestasie te lewer. Die basiese doelwitte vir hierdie studie word as volg gedefinieer, naamlik: • Definieer die proses wat KUMBA gevolg het ten einde een stel waardes vir die organisasie te ontwikkel. • Verduidelik die proses wat gevolg was om 'n vraelys te valideer wat die waardes sou meet. • Bespreek die proses wat gevolg was om 'n stelsel te ontwikkel wat hierdie proses sou ondersteun. • Laastens, om die resultate van die werklike meting in Junie 2003 en aanbevelings na afloop van die proses te bespreek. Die KUMBA manier was as voertuig gedefinieer om hierdie proses te dryf. Kern tot hierdie proses is die KUMBA waardes. Strategies het KUMBA besluit dat hulle waardes 'n hefboom gaan wees wat hulle graag na 'n onderskeidende vlak dryf ten einde superieure prestasie te verseker. KUMBA het met 'n proses begin om een stel waardes vir al sy besigheidseenhede te ontwikkel. Die eindresultaat was die KUMBA "Foundation" waardes (minimum gedrag wat deur KUMBA vereis word) en die "Motivational" waardes (gedrag wat ontwikkel kan word ten einde besigheid-sukses te kan bereik). "Foundation" waardes: • Integriteit • Respek • Toerekenbaarheid • Regverdigheid • Sorgvuldigheid "Motivational" waardes: • Ons doen dit saam • Mense laat dit gebeur • Kom ons doen dit • Ons doen dit beter elke keer KUMBA het ook die raamwerk van transformele leierskap en die bevoegdheidsproses van Jay Hall gebruik om waardes in die maatskappy te vestig. Hierdie prosesse was gedryf deur die besigheidseenhede en die lynbestuurders het eienaarskap van die proses geneem. 'n Verdere besluit wat KUMBA gneem het, was om hulle waardes te meet. 'n Gevalideerde vraelys was benodig vir hierdie proses. Twee loods-studies was afgeneem om die vraelys te valideer en die vraelys het aan die kriteria van geldigheid en betroubaarheid voldoen. Die vraelys het 'n algehele Cronbach Alpha van 0,88 behaal. Hierdie resultaat was hoër as die minimum vereiste van 0,6 vir 'n selfgekonstrueerde vraelys. 'n Proses was ook gevolg om 'n in-huis stelsel te ontwikkel wat die algehele metingsaksie sou ondersteun. Hierdie stelsel was gebaseer op 'n 360°-benadering. Die werklike meting het in Junie 2003 plaasgevind en die resultate was uitstekend. Die resultate van die werklike meting het baie goed vergelyk met die resultate van die tweede loods-studie. Die resultate van die werklike meting moet nog steeds aan Deloitles en Touche gestuur word ten einde 'n finale Cronbach Alpha te doen. Dit sal KUMBA in staat stel om te bepaal of die toename in die aantal deelnemers enigsins die algehele geldigheid en betroubaarheid van die vraelys beïnvloed het. KUMBA moet ook hierdie proses na 'n jaar hersien om te bepaal of die meting enigsins 'n bydrae tot die algemene organisasie-kultuur lewer.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: The 21st century is marked by unprecedented changes in technology, political and economic systems, and societal demands, that call for leadership that can develop an organisation's human capacity, structure and functions to perform effectively in a highly dynamic environment. Ever more organisations are required to combine operational effectiveness with strategic flexibility, and organisations with hierarchies, bureaucracies, and many levels of review and approval seem to be incapable of fast response to the new business needs. Information technology (IT) offers additional variables that, when combined with considerations of structure, people, and tasks, can help design more responsive organisations. However, few organisational leaders know how to correct the situation when their organisations are not working well. This study presents IT as the greatest driver of organisational and societal change. Information technology can support different forms of organisational design to cope with the increasing complexity and conflicting demands of today's dynamic business environment. The onus is on management to align the organisational structure with its strategy to improve organisational performance. However, organisations and workplaces differ, and consequently their appropriate work organisation technologies differ. The changes in IT and market structures have shifted the competition from a single organisation to a network scope, resulting in a need for new organisational strategies and structures. Traditional forms of organisation are often deemed inefficient, but this research suggests that leaders should be willing to learn from the past, such as the nature of control issues in work, the importance of infrastructure and design, and that both traditional and new forms are necessary to adapt to the conflicting demands of today's business environment. Most organisations today are still hierarchical with some form of top-down structure, but it remains essential that some people are leaders and others are followers to prevent anarchy in an organisation. Simply eliminating hierarchical structures does not result in more responsive organisations, and thus "healthy hierarchies" should be designed to allow flexibility within a hierarchical structure. Emerging concepts and models of organisation thus rarely completely replace earlier ones, but instead try to create a richer context within which to reinterpret the earlier concepts and their role in a broader, more complex framework. Organisations cannot be represented as "pure" forms, but should be seen as dynamic systems that consist out of clusters of segments, where each segment can be represented as a pure form of organisation. Organisations should be able to gain a competitive advantage if management is able to combine difficult-to-combine attributes, and to design an organisation with different forms to face internal and external challenges. A framework is presented to help practitioners to design or redesign their organisations according to best practices. The framework incorporates the influence of IT on the business environment and the organisation, the concept of a "healthy" hierarchy, the commitment of the key stakeholders to organisational change, and tests to design an organisation according to four fit drivers (product-market strategies, corporate strategy, people, and constraints) and five good design principles. / AFRIKAANSE OPSOMMING: Die 21ste eeu is gekenmerk deur ongekende veranderinge in tegnologie, politiese en ekonomiese stelsels, en sosiale eise. Leiers moet dus 'n organisasie se menslike kapasiteit, struktuur en funksies kan ontwikkel om effektief in 'n hoogs dinamiese omgewing te kan opereer. AI hoe meer organisasies word vereis om operasionele effektiewiteit met strategiese buigsaamheid te kombineer, en organisasies met hierargieë, burokrasieë, en baie vlakke van hersiening en goedkeuring blyk nie in staat te wees om vinnig te reageer op die nuwe besigheidsvereistes nie. Informasie tegnologie (IT) bied addisionele veranderlikes wat kan help om beter reagerende organisasies te ontwerp met inagneming van struktuur, mense, en werk. Min leiers weet egter hoe om die situasie te verbeter wanneer hulle organisasie nie goed presteer nie. Hierdie studie stel IT voor as dié grootste drywer van organisatoriese en sosiale verandering. Informasie tegnologie ondersteun verskillende vorms van organisatoriese ontwerp wat voldoen aan die stygende kompleksiteit en teenstrydige vereistes van vandag se dinamiese besigheidsomgewing. Die onus rus egter op die bestuur om die struktuur van die organisasie in lyn te bring met sy strategie van verhoogde prestasie. Organisasies en werksplekke verskil, en gevolglik sal die toepaslike tegnologieë vir die organisasie van werk ook verskil. Die veranderinge in IT en markstrukture het kompetisie verskuif van 'n enkelorganisasie na 'n netwerk toe, wat 'n behoefte vir nuwe organisatoriese strategieë en strukture tot gevolg gehad het. Tradisionele vorms van organisasie word gereeld as ondoeltreffend bestempel, maar hierdie studie stel voor dat leiers moet gewillig wees om uit die verlede te leer, soos die aard van beheerkwessies by die werk, die belangrikheid van infrastruktuur en ontwerp, en dat beide tradisionele en nuwe vorms nodig is om aan te pas by die teenstrydige vereistes van vandag se besigheidsomgewing. Die meeste organisasies is vandag steeds in een of ander vorm hierargies gestruktureerd van bo na onder, maar dit bly nietemin noodsaaklik dat sekere mense leiers is en ander volgelinge om anargie in 'n organisasie te vermy. Deur slegs hierargiese strukture te verwyder sal nie tot 'n meer responsiewe organisasie lei nie, en dus behoort "gesonde hierargieë" ontwerp te word om buigsaamheid binne 'n hierargiese struktuur toe te laat. Opkomende konsepte en modelle van organisasie vervang gevolglik selde die voriges, en probeer eerder 'n ryker konteks te skep, waarbinne die vorige konsepte en hulle rol in 'n breër, meer komplekse raamwerk geherinterpreteer kan word. Organisasies kan nie as "suiwer" vorms voorgestel word nie, maar eerder as dinamiese stelsels bestaande uit groepe segmente, waar elke segment 'n suiwer vorm van organisasie verteenwoordig. Organisasies behoort dus 'n mededingende voordeel te trek, as die bestuur in staat is om moeilik kombineerbare eienskappe te kombineer, en 'n organisasie met verskillende vorms te kan ontwerp wat interne en eksterne uitdagings trotseer. 'n Praktiese raamwerk word voorgestel om organisasies te ontwerp en te herontwerp volgens beste gebruike. Die raamwerk inkorporeer die invloed van IT op die besigheidsomgewing en die organisasie, die konsep van 'n "gesonde" hierargie, die verbintenis van alle sleutelinsethouers tot verandering van die organisasie, en toetse om 'n organisasie te ontwerp volgens vier pasdrywers (produk markstrategieë, besigheidstrategie, mense, en beperkinge) en vyf goeie ontwerpbeginsels.