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A high performance work system : making human capital the differentiating factorBurger, Petrus Frederik 03 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: Workplaces around the world have recently experienced a wide variety of formal
and informal changes in the organisation of work. The pace of change appears to
have accelerated since the early 1990's with increased organisational
restructuring efforts. New forms of work organisation, popularly labeled "high
performance work systems' are reported in the academic and business literature.
These workplace systems are characterised by more flexible job designs and
work arrangements, team/group work, performance related compensation,
greater information sharing and employee involvement in decision-making and
cooperative labour-management relations to foster a participative enterprise
culture.
The general objective of the study is to define the work, organisational culture
and human resources management processes and practices that will enable an
organisation to make it's human capital the differentiating factor compared to it's
competitors or similar organisations in the same industry.
The research design consists of a literature study and the formulation of a
strategy and implementation plan to transform the leadership behaviour and
organisational culture of the organisation, based on experience with the
implementation of leadership and culture interventions described in the literature.
A clinical-descriptive approach was followed with data being collected to enable
the researcher to propose a process to implement a high performance culture in
the organisation.
Recommendations for further research are made. / AFRIKAANSE OPSOMMING: Die werksomgewing het verskeie veranderinge ondergaan in die afgelope jare.
Dit wil voorkom asof die tempo van verandering versnel sedert die begin van die
1990's met 'n toenemende aantal organisasie-herstrukturering wat plaasvind.
Nuwe vorme van werksplekherstrukturering, onder 'n populere beskrywing van
"hoogs presterende werksplekstelsels", word rapporteer in die bestuurs- en
akademiese literatuur. Hierdie werksplekstelsels word gekenmerk deur meer
buigsame posbeskrywings en samestelling van posinhoud, groter klem op die
deel van inligting oor alle vlakke in die organisasie, groter werknemer
betrokkenheid in die neem van besigheidsbesluite, asook samewerkende
verhoudings tussen georganiseerde arbeid en die bestuur van die organissasie
wat lei tot 'n meer deelnemende organisasie kultuur.
Die doelstelling met hierdie studie is om die werkspraktyke, organisasie kultuur
en mensbestuurpraktyke te definieer wat 'n organisasie in staat kan stel om sy
menskapitaal te kan omskep in 'n onderskeidende element, in term van
organisasie prestasie, in vergelyking met kompeterende maatskappye in
dieselfde industrie.
'n Kwalitatiewe navorsingsontwerp is gebruik om verskeie klimaatstudies wat
reeds binne die organisasie gedoen is, te ontleed en aan die hand van die
literatuurstudie, is 'n voorstel gemaak van 'n implimenteringsprogram om die
leierskap-gedrag en organisasie kultuur in die organisasie te verander.
Aanbevelings vir toekomstige navorsing word aan die hand gedoen.
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A capacity building assessment of TB Care Association : a case studyAlexander, Virna Greer 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: Non-profit organisations play an increasingly important role in our society as they
often represent community interests. The ability of the non-profit sector to perform
effectively has become more critical. In order to maintain their value and
effectiveness they require continuous renewal. The increased demand placed on
this sector as it partners with government to deliver basic services to the community
has amplified the need for this renewal process. The non-profit sector is constantly
required to develop new ways of building its capacity in an attempt to meet its
challenges.
Despite the emphasis placed on the importance of capacity building, the term itse~ is
frequently too expansive to be meaningful to decision makers. This paper attempts to
develop a working definition of capacity building and assess the capacity building
levels of TB Care Association.
TB Care Association, founded in 1929, provides a service to tuberculosis patients
and their families. Over the last decade, the organisation has moved from being a
welfare organisation to a developmental health promotion organisation.
The survey conducted on TB Care Association indicates that the scores obtained by
the organisation coincide with the organisation's stage of development according to
Korten (Mukasa, 2003). The results further revealed that fund raising, over
dependence on government funding, lack of succession planning and human
resources strategies are potential issues that could impede organisational growth
and development. / AFRIKAANSE OPSOMMING: Nie-vir-wins organisasies speel 'n al hoe meer belangrike rol in ons samelewing
deurdat hulle die belang van die gemeenskap op die hart dra. Die vermoe van hierdie
sektor om effektief te wees raak dus al hoe belangriker. Om voortdurend die vlak van
waarde en effektiwiteit vol te hou vereis voortdurende vernuwing. Die toenemende
vereistes wat gestel word aan hierdie organisasies deurdat hulle met die regering
saamspan om basiese dienste te lewer aan die gemeenskap, het die nodigheid van
hierdie vernuwende proses beklemtoon. Die nie-vir-wins sektor moet gedurig nuwe
maniere vind om kapasiteit te bou om hierdie uitdagings die hoof te bied.
Ten spyte van die klem wat geplaas word op kapasiteitsbou, is die term self gereeld
te wyd om betekenisvol te wees vir besluitnemers. Hierdie verslag poog om 'n
prakties-georienteerde definisie van kapasiteitsbou daar te stel en om die
kapasiteitsbou vlakke binne die TB Sorg Vereniging te bepaal.
Die TB Sorg Vereniging, gestig in 1929, bied 'n diens aan tuberkulose pasiente en
hul families. Oor die laaste dekade het die vereniging beweeg van 'n maatskaplike rol
tot die van 'n vereniging wat fokus op die bevording van ontwikkelingsgesondheid.
Die opname by die TB Sorg Vereniging toon dat die tellings behaal deur die instansie
ooreenstem met die fase van ontwikkeling soos voorgestel deur Korten (Mukasa,
2003). Die resultate toon verder dat fonds-insameling, oor-afhanklikheid van
regeringsfondse, 'n tekort aan opvolger-beplanning en menslike hulpbron strategiee
moontlike knelpunte kan wees wat organisatoriese groei en ontwikkeling kan
belemmer.
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A theoretical construct of servant-leadership and the understanding of the experiences thereof based on qualitative researchDavids, Bernadette 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: The main purpose of this paper is to give a theoretical construct of servant-leadership
and the understanding thereof based on the life experiences of
selected leaders in various organisations, ascertained by means of qualitative
research.
Servant-leadership as described by Greenleaf (1970) is an emerging value-based
leadership style that attempts to enhance personal growth of workers
and improve the quality of an organisation. This is achieved through a
combination of teamwork and community, personal involvement in decision
making and ethical and caring behaviour.
The methodology applied, involved qualitative research, where qualitative
interviews, as a phenomenological research method in evaluation, were used.
The reasons for the choice of the research methodology as well as the
procedure that was followed in selecting the participants, the role of the
interviewer in relation to the research topic, the participants and the research
setting, was also described.
The research findings reveal that there are many similarities among various
writers regarding qualities· and principles of servant-leaders. In the qualitative
study which included one-on-one interviews with eight participants, similar
information was revealed.
It is recommended that leaders should examine their leadership styles and
"grow" the necessary changes to enable a more approachable leadership
style where the people's needs are met. In addition servant-leadership should
be given greater emphasis at academic level so that the value of the discipline
can be understood and applied and lived. / AFRIKAANSE OPSOMMING: Die hoofdoel van hierdie referaat is om 'n teoretiese konstruksie van 'servant-leadership'
en die begrip daarvan, gebaseer op die lewenservaringe van 'n
geselekteerde groep leiers van verskeie organisasies, te verkry. Dit is gedoen
by wyse van kwalitatiewe navorsing.
'Servant-leadership' word deur Greenleaf (1970) as 'n waarde-gebaseerde
leierskapstyl gesien wat poog om die persoonlike groei van werkers en die
gehalte van organisasies te verbeter. Dit word bereik deur 'n kombinasie van
spanwerk, gemeenskap en persoonlike betrokkenheid by besluitneming en
etiese en empatiese gedrag.
Die metodologie wat toegepas is sluit in kwalitatiewe navorsing waartydens
kwalitatiewe onderhoude, as fenomenologiese navorsingsmetode gebruik is.
Die redes vir hierdie keuse van navorsingsmetodologie, asook die prosedure.
wat gevolg is, met die keuse van die deelnemers, die rol van die
onderhoudvoerder in verhouding tot die navorsingsonderwerp, die
deelnemers en die navorsings opset, was ook uiteengesit.
Die navorsing bewys dat daar baie ooreenkomste is onder die verskillende
skrywers se sieninge aangaande die kwaliteite en beginsels van 'servant-leadership.'
Uit die kwalitatiewe navorsing wat individuele onderhoude met die
deelnemers ingesluit het, is dieselfde inligting voortgebring.
Dit word aanbeveel dat leiers hul leierskapstyle ondersoek en die nodige
veranderings aanbring on 'n meer benaderingsvolle leierskapstyl te ontwikkel
wat die behoeftes van mense vervul. 'Servant-leadership' behoort ook
onderrig te word by akademiese instellings sodat die waarde van die
dissipline verstaan, toegepas en uitgeleef kan word.
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An evaluation of the outcome of implementing an organisational development programme (20 Keys) as a delivery system to strategy in selected companies in Japan, Europe and South AfricaDippenaar, Jacobus Christiaan 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2001. / This study represents an evaluation of the outcome of implementing the 20 Keys
programme in organisations in Japan, Europe and South Africa. The 20 Keys
Programme claims to be an Organisational Development (OD) Programme and the
study firstly explores the underlying characteristics of an OD programme. Specific
attention is given concerning the underlying values, the features and interventions of
OD.
Because Learning and Knowledge Management form such a critical role in OD the
characteristics and features of a "Learning Organisation" and Knowledge
Management are covered.
The 20 Keys programme has been developed to deliver on the strategy of an
organisation. The characteristics and aims of The Programme are thus presented as
well as a critical evaluation of whether The Programme's features and characteristics
corresponds with that of OD and whether it has features that indicate that it is
develop as such to deliver on the strategy. It is concluded that The Programme's
features and characteristics do support that of an OD programme.
The 20 Keys Programme is a tool to deliver on the strategy of an organisation as is
supported by reports from organisations that implemented The Programme in Japan,
Europe and South Africa. The organisations did show some significant results in
terms of productivity improvements, reducing defects and reducing work-in-process
in line with improvements with their benchmark score.
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Common values and competitiveness within a corporate culture and performance modelMeyer, Abel Hermanus 03 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: The utilisation of human capital and its impact on organisational performance must rank as
one of the key managerial concerns III South Africa. The message from international
competitive studies is clear: corporations become competitive when people and practices
change. The global market has exposed the lack of competitive strength and effectiveness of
South African corporations. Against this background, managing complex organisations in the
private and public sector remains a daunting, pervasive and urgent task. By focusing on issues
of organisational behaviour and global competitiveness, the study aims to contribute to the
development of competitive (effective) corporations in South Africa.
It is important to keep in mind that the present investigation was an exploratory study
attempting to add to the body of knowledge about competitiveness. It aimed to enhance
existing studies on global competitiveness and organisational effectiveness and open up
possibilities for new management strategies and interventions as well as further research. In
particular, it builds on previous work on the impact of organisational behaviour on
performance.
An extremely important development in the study of corporate culture has been proof that that
the normative structure (corporate culture) has a significant impact on the performance of an
organisation. Because of this impact, corporate culture has to be regarded as one of the key
success factors in any corporation. Corporate culture is however no end in itself, but must be
regarded as a hermeneutical key (interpretative) to corporate performance. The success of the
corporation takes precedence over all other aspects of the organisation, even over its culture.
The framework of corporate culture and competitiveness links patterns of behaviour and
management practices with underlying assumptions, beliefs and values. It provides a clear
description of the integrative mechanisms and dimensions of corporate culture and the way in
which they impact on competitiveness. These behavioural factors are key determinants of organisational performance because of the close link between patterns of behaviour and
underlying core values and beliefs. The model also defines the elements (people, change,
projects, control) that need to be managed, as well as the traits (adaptability and innovation,
mission, involvement, consistency) of the culture which determines the performance of the
corporation.
In terms of the corporate culture and competitiveness framework, the management activity of
developing a set of common or core values is therefore a good starting point for any culture
intervention strategy aimed at enhancing competitiveness (performance). A shared system of
beliefs, values and symbols widely understood by an organisation's members has a positive
impact on their ability to reach consensus and carry out coordinated actions. This impact, as
well as the nature of the culture of the corporation has to be understood by everybody in the
organisation. It also has to assist them in making sense of corporate life in such a manner that
it creates opportunities for everyone to impact on the performance of the corporation. / AFRIKAANSE OPSOMMING: Die bestuur van menslike hulpbronne en die impak daarvan op organisatoriese prestasie is een
van die kern bestuursvraagstukke in Suid-Afrika. Die internasionale boodskap oor
mededingendheid is duidelik. Organisasies se mededingendheid verander wanneer mense en
praktyke verander. Oor die algemeen vaar Suid-Afrikaanse organisasies redelik swak in die
internasional mark weens 'n gebrek aan kompeterendheid en effektiwiteit. Dit is duidelik dat
in hierdie lig, die bestuur van komplekse organisasies 'n uitdagende ontwykende maar
dringende uitdaging aan bestuur is. Deur op organisatoriese gedrag en internasionale
kompeterendheid te fokus, poog die studie om 'n bydrae te maak tot die ontwikkeling van
kompeterende (effektiewe) organisasies in Suid-Afrika.
Dit is belangrik om in gedagte te hou dat die studie van ondersoekende aard was en om
daardeur verdere insig in kompeterendheid te verkry. Dit poog om by bestaande studies oor
internasionale kompeterendheid en organisatoriese doeltreffendheid aan te sluit ten einde
nuwe bestuursintervensies en strategië te ontwikkel en terselfdertyd rigting vir verdere
navorsing aan te dui. Dit bou in besonder op vorige studies oor die impak van organisatoriese
gedrag op doeltreffendheid.
'n Belangrike ontiwkkeling in die studie van korporatiewe kultuur was die bevinding dat die
normatiewe struktuur (korporatiewe kultuur) 'n insiggewende impak op die prestasie van
organisasies het. As gevolg van hierdie verhouding, moet korporatiewe kultuur as een van die
sleutel sukses faktore in enige organisasie beskou word. Korporatiewe kultuur bly egter altyd
slegs 'n middel tot die bereiking van doelwitte en nooit as die doel self nie. Dit moet daarom
beskou word as 'n hermeneutiese (verklarende) sleutel tot organisatoriese doeltreffendheid.
Die prestasie van enige organisasie moet voorkeur geniet bo all ander aspekte van die
organisasie, selfs die korporatiewe kultuur. Die raamwerk van korporatiewe kultuur en doeltreffendheid verklaar die interaksie tussen die
onderafdelings van kultuur en die organisasie se doeltreffendheid. Die aannames, oortuigings
en waardesisteme van 'n organisasie vorm die basis van 'n stel bestuurspraktyke en
gedragspatrone. Hierdie gedragspatrone is sleutelfaktore tot organisasie doeltreffendheid as
gevolg van die noue verband tussen die gedrag en die onderliggende waardesisteem. Die
raamwerk identifiseer die elemente (mense, verandering, projekte en kontrole) as die
elemente wat bestuur moet word, sowel as vier meganismes (betrokkenheid, aanpasbaarheid
en vernuwing/innovasie, konsekwentheid en doelgerigtheid/rigtingaanwysing) van kultuur wat
die doeltreffendheid van die organisasie bepaal.
Korporatiewe kultuurintervensie strategië, gemik op prestasieverbetering, behoort in terme
van die korporatiewe kultuur en doeltreffendheidsraamwerk by die ontwikkeling van 'n stel
gedeelde of kernwaardes te begin. 'n Gedeelde sisteem van oortuiginge, waardes en simbole
wat deur alle lede van die organisasie verstaan en aanvaar word, sal 'n sterk en positiewe
uitwerking op die vermoë om konsensus en gekoordineerde optrede te bereik, hê. Hierdie
uitwerking asook die aard van die kultuur van die organisasie moet deur almal in die
organisasie verstaan word. Dit moet hulle ook in staat stel om die organisasie se keuse van
prioriteite te verstaan en daardeur geleenthede vir almal te skep om 'n impak op die
doeltreffendheid van die organisasie te hê.
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Closing the strategy execution gap in the public sector : a conceptual modelOlivier, Anton J. 03 1900 (has links)
Thesis (PhD)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: The importance of strategy execution to achieve organisational objectives is increasingly
recognised. However, successful execution seems to remain problematic, not only in
government, but also in the business world today. Because of the gap between strategy
planning and execution, the required benefits stated in this planning are seldom realised.
The consistent and generally poor execution of strategic plans in the public sector leads to poor
service delivery. The objective of the research was to develop, test and further improve a
conceptual model that can specifically be applied in public sector organisations (PSOs) to help
close their strategy execution gap. According to the research hypothesis, strategy execution will
significantly improve by using a simplified, dynamically integrated conceptual model as guide in
tailoring strategy execution in each PSO. The qualitative Participative Action Research (PAR)
methodology was used based on case studies in Namibia, including ministries, state-owned
enterprises and local authorities.
The literature gap was found to be the limited number of resources addressing strategy
execution in the public sector and the limited number of sources presenting a multi-disciplinary
or integrated model involving the whole organisation. Based on previous literature reviews and experience, the researcher developed his first
conceptual model in 2006. After the development of four more models, the final MERIL-DE
Model was arrived at in 2014 as conceptual model to help close the strategy execution gap in
the public sector. Additional literature review and analysis of the public sector context,
supported by ten case studies in Namibia over the eight year period (2006–2013), led to the
MERIL-DE Model containing and integrating the nine vital strategy execution components.
These are as follows: 1) Leadership, 2) Strategic Planning, 3) Project Management, 4)
Alignment (with organisational elements), 5) Performance Management (containing the MERIL
elements Measure, Evaluate, Report, Improve and Learn), 6) Drive (mostly internal motivation),
7) Engagement (through dialogue), 8) Risk Management and 9) Stakeholder Management. The
first seven components were identified through literature review and the last two from
considering the unique public sector context.
Features of the model include the critical role of leadership, the need to clearly link strategy and
projects, the important role of project management, the shorter review periods for both strategic
and project plans, the need for an institutionalised quarterly strategy execution cycle and
importance of engagement and motivated workforce. The MERIL-DE Model shows the need to
build adaptive and sustainable organisations in a complex and challenging public sector. The
conventional plan-and-execute processes have to be complemented by sense-and-respond
capabilities through a system of Measure, Evaluate, Report, Improve and Learn – linked to
Drive and Engagement – in which components are dynamically integrated. Each PSO, however, needs to develop its own unique or tailor-made MERIL-DE model. This
tailored model is referred to as the “Stratex Car” to be designed and built by each PSO,
considering its own unique conditions. The Strategy Execution Framework (SAF) is presented
as tool to assess the strength of each MERIL-DE component with the Total Strategy Execution
Capacity (TSEC) to determine the total capacity of the PSO to execute its strategy.
It is believed that the use and application of the MERIL-DE Model will significantly contribute to
close the strategy execution gap present in the public sector, not only in Southern Africa, but
worldwide – to see governments and public organisations deliver real beneficial public service.
Monitored application of this model will be valuable for future research towards the ongoing
closing of the strategy execution gap. / AFRIKAANSE OPSOMMING: Daar word toenemend ag geslaan op die belangrikheid van strategie-uitoefening om
organisatoriese mikpunte te bereik. Suksesvolle uitoefening blyk egter problematies te bly, nié
net in die regering nie, maar ook in vandag se besigheidswêreld. Weens die gaping tussen
strategie-beplanning en -uitoefening word die voordele wat in die beplanning uiteengesit word
selde ’n realiteit.
Die konstante en oor die algemeen swak uitoefening van strategiese beplanning in die
openbare sektor lei tot swak dienslewering. Die doel met die navorsing was om ’n begripsmodel
wat spesifiek in publieke sektororganisasies (PSOs) toegepas kan word, te ontwikkel, te toets
en te verbeter om die gaping in strategie-uitoefening te oorbrug. Volgens die
navorsingshipotese sal strategie-uitoefening kenmerkend verbeter deur ’n vereenvoudigde,
dinamies-geïntegreerde begripsprosesmodel te gebruik wat die strategie-uitoefening in elke
staatsonderneming aanpas. Die kwalitatiewe deelnemer-aksie-navorsingsmetodologie
(Participative Action Research) is in gevallestudies in Namibië toegepas, insluitende ministeries,
staatsondernemings en plaaslike owerhede.
Die gaping in die literatuur het geblyk die beperkte hoeveelheid hulpbronne te wees wat
strategie-uitoefening in die openbare sektor en die beperkte hoeveelheid bronne wat ’n multidissplinêre
of geïntegreerde model wat die hele organisasie betrek, aanspreek. Die navorser het in 2006 sy eerste begripsmodel ontwikkel wat op vorige literatuuroorsigte en
ervaring gegrond was. Na die ontwikkeling van nóg vier modelle het die finale MERIL-DE-model
in 2014 as begripsprosesmodel onstaan om die gaping in strategie-uitoefening in die openbare
sektor die hoof te help bied. Addisionele literatuurstudie en -analise van die openbare sektorkonteks,
ondersteun deur die tien gevallestudies in Namibië oor die agtjaarperiode (2006–
2013), het gelei tot die insluiting en integrasie van die nege strategie-uitoefeningskomponente in
die MERIL-DE-model. Hierdie komponente is soos volg: 1) Leierskap, 2) Strategiese
Beplanning, 3) Projekbestuur, 4) Belyning (met organisatoriese elemente), 5) Prestasiebestuur,
6) Dryfkrag (meestal interne motivering), 7) Betrokkenheid (deur dialoog), 8) Risikobestuur en
9) Belanghebberbestuur. Die eerste sewe komponente is deur literatuurstudie geïdentifiseer en
die laaste twee deur die unieke konteks van die openbare sektor in ag te neem.
Eienskappe van die model sluit in die kritiese rol van leierskap, die behoefte om strategieë en
projekte duidelik te verbind, die belangrike rol van projekbestuur, die korter oorsigperiodes vir
beide strategie- en projekplanne, die behoefte aan ’n geïnstitusionaliseerde kwartaallikse
strategie-uitoefeningsiklus en die belangrikheid van betrokkenheid en gemotiveerde
diensnemers. Die MERIL-DE-model wys die behoefte om aanpasbare en onderhoubare
organisasies in ’n komplekse en uitdagende openbare sektor uit. Die konvensionele beplan-enuitoefenprosesse
moet deur waarneem-en-reageervermoëns gekomplementeer word deur ’n stelsel van Meet, Evalueer, Rapporteer, Verbeter/ ”Improve” en Leer – verbind met Dryfkrag en Betrokkenheid/ ”Engagement” (MERIL-DE) – waarin komponente dinamies geïntegreer is.
Elke PSO moet egter sy eie unieke MERIL-DE-model ontwikkel. Hierdie situasie-aangepaste
model staan bekend as die “Stratex Car” wat deur elke PSO ontwerp en gebou moet word deur
hul eie unieke toestande in ag te neem. Die Strategie-uitoefeningsraamwerk (sg. SAF) word as
hulpmiddel voorgestel om die gehalte van elke ‘MERIL-DE’-komponent na te gaan te bepaal
met die Totale Strategie-uitoefeningskapasiteit (sg. TSEC) om die totale kapasiteit van die PSO
te bereken vir die uitoefening van sy strategie.
Dit word verwag dat die gebruik en toepassing van die MERIL-DE-model kenmerkend kan
bydra om die gaping in strategie-uitoefening wat aanwesig is in die openbare sektor die hoof te
bied, nié net in Suider-Afrika nie, maar wêreldwyd – om te verseker dat regerings en openbare
organisasies ware voordelige publieke diens lewer. Gekontroleerde toepassing van hierdie
model sal waardevol wees vir toekomstige navorsing vir die verdere vernouïng van die gaping
in strategie-uitoefening.
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A critical analysis of the role and nature of dynamic capabilities to enable and sustain organizational fitness, incorporating complexity thinkingSchick, Verena 12 1900 (has links)
Thesis (MComm)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: In light of the rising recognition that strategic management, especially in uncertain fastchanging
environments, needs to be robust beyond time and space, this study has the
objective to re-conceptualize the term "organizational fitness". Due to the preliminary and
isolated nature of existing organizational fitness models, the decision was made to
incorporate the considerable knowledge base of "dynamic capabilities" and "complexity
thinking". The critical criteria for choosing these strategic management approaches were
seen in their appreciation of change as a natural principle of life within the larger context of
this currently fast evolving world. The study aims at establishing a sound understanding of
the reference point, i.e. organizational fitness, as well as its hypothetical conceptual
means, i.e. dynamic capabilities and complexity thinking. Furthermore, the relational
aspects of these concepts were elaborated and converged into a synthesis of what could
emerge to become a comprehensive and persistent approach towards organizational
fitness and strategic management per se.
In respect to the complexity of the chosen concepts, a sequential method of incorporation
was adopted. In reviewing and analyzing existing literature on organizational fitness, a
possible definition and a general anatomy for organizational fitness could be established.
Subsequently, the components and rationale of dynamic capabilities were critically
delineated. The insights derived were then inserted in a preliminary fitness model.
Hereafter, complexity thinking was investigated and related to the dynamic capabilities
framework. Motivated by the complementary nature of these concepts, two emerging
techniques of complexity thinking were delineated, viz. the co-evolutionary space and
fitness landscapes, with the aim of deepening as well as extending the earlier preliminary
concept.
This logical yet theoretical and normature study presents clear pointers concerning
strategic enterprise robustness with which organizational fitness could be approached in
the specific realm of this conceptual frame. In respect of its hypothetical and preliminary
nature, the conclusions reached should be seen in their proper perspective. Moreover,
further basic and applied research is seen as crucial to substantiate the conclusions and
recommendations of this study. / AFRIKAANSE OPSOMMING: In lig van die toenemende besef dat strategiese bestuur, veral in toestande van vinnige
verandering, dinamies en robuust moet wees onbegrens deur die konsepte van tyd en
spasie, het hierdie studie die doelstelling om die begrip van organisatoriese fiksheid te
herkonseptualiseer. Op grond van die voorlopige en geïsoleerde aard van huidige
organisatoriese fiksheidsmodelle, is besluit om die nuwer strategiese bestuursbenaderinge
van 'dinamiese vermoëns' en 'kompleksiteitsdenke' in die omvang van die studie te
inkorporeer.
Die kriteria vir die keuse van insluiting van die voorgenoemde strategiese benaderinge was
hul toenemende potensiaal as onderliggende teorieë vir die verduideliking van verandering
in die konteks van die toenemend snelle veranderende wereld. Die studie beoog om 'n
deeglik-gefundeerde basis en vertrekpunt daar te stel, d.w.s. dinamiese vermoëns beskou
as deel van kompleksiteitsdenke. Die interaktiewe en verhoudingsaspekte van die twee
konsepte is intensief ontleed en 'n konvergensie is nagestreef ten einde 'n sintese van
benadering daar te stel, wat die konsep van organisatoriese fiksheid en gepaardgaande
strategiese bestuursimplikasies aandui.
In die uitvoering van die ondersoek van kompleksiteitsteorie is 'n sekwensiële wyse van
ondersoek gekies. Omvattende ontleding van bestaande internasionale literatuur het 'n
voorlopige definisie en anatomiese dimensies van die konsep van organisatoriese fiksheid
opgelewer. Daarna is die komponente en rasionaal van dinamiese vermoëns krities
ontleed. Die resulterende insigte is voorts in die konsep van organisatoriese fiksheid
geïnkorporeer. 'n Verdere stap was ontleding en relevansie-passing van
kompleksiteitsdenke in verband tot dinamiese vermoëns. Twee ontluikende tegnieke van
kompleksiteitsdenke is afgebaken, naamlik ko-evoluerende spasie en fiksheidslandskappe,
met die doeI om die voorlopige konsep van organisatoriese fiksheid te verdiep en te
verbreed.
Hierdie logiese, teoretiese en normatiewe studie voorsien duidelike aanduidinge t.o.v.
strategiese ondernemings-robuustheid, waarmee die konsep van organisatoriese fiksheid
toepaslik benader kan word. In die lig van die hipotetiese en voorlopige aard van die studie, moet die gevolgtrekkings van die studie in sy begrensde konteks beskou word.
Verder basiese en toegepaste navorsing word as noodsaaklik geag ten einde die
gevolgtrekkings en aanbevelings van die studie te substansieer.
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Creating new business models : approaches, techniques and measurement for strategic leadership and managementTekie, Eden Berhe 03 1900 (has links)
Thesis (MComm)--Stellenbosch University, 2003. / ENGLISH ABSTRACT:
Given the increased uncertainty and unpredictability prevalent in the business environment,
there is heightened pressure for organizations to become radically innovative and to
constantly reinvent themselves, and ultimately change the rules of the game in their industry.
The concept of new business models is relatively new to business literature. However, its
significance cannot be underestimated where operating in a turbulent competitive landscape
has made the traditional way of doing business ineffective, and consequently has changed the
nature of competitive advantage. Despite the obvious importance of creating new business
models, there seems to be inadequate understanding and definition of the term "business
model", thereby hindering the understanding of the nature of new business models and the
approaches needed for creating new business models.
This paper initially investigated the concept of "business model" and its core dimensions,
which revealed that the term lacks an adequate and comprehensive definition. In response to
this, a comprehensive working definition for the concept was formulated after an analysis of
the various definitions proposed in the business literature. Since the key elements of a
business model are important sources of competitive advantage, this definition has been used
to illustrate how organizations can create new business models by manipulating the basic
aspects of the business model. Approaches and techniques that enable organizations to create
new business models and to become radically innovative have been selected from those put
forward by Govindarajan and Gupta (2001) and Amit and Zott (2001). Finally, an analysis
was made of the performance measurement tools for new business models. This revealed a
lack of such an evaluation tool and this study has proposed a framework from which its
dimensions can be used to expand and develop a measurement instrument for proposed
business models and/or industries. / AFRIKAANSE OPSOMMING: Gegee die verhoogde onsekerheid en onvoorspelbaarheid wat teenwoordig is in die
besigheidsomgewing, is daar meer druk op organisasies om radikaal innoverend te word, om
hulself konstant te herontdek en uiteindelik om die reels van die spel in hulle bedryf te
verander. Die konsep van nuwe besigheidsmodelle is relatief nuut in die besigheidsliteratuur,
maar die belangrikheid van die konsep kan nie onderskat word nie, waar die tradisionele
besigheidsbenaderings ondoeltrefferd geword het binne 'n fluktuerende mededingende
omgewing. As gevolg hiervan, het die hele wese van mededingende voorsprong verander.
Ten spyte van die duidelike behoefte aan die skep van nuwe besigheidsmodelle, blyk daar ook
om onvoldoende begrip en definisie van die term "besigheidsmodel" te wees. Dit belemmer
die begrip van die oorsprong van nuwe besigheidsmodelle en die benaderings benodig vir die
skep van nuwe besigheidsmodelle.
Hierdie skripsie het eerstens die konsep "besigheidsmodel" en sy kerndimensies ondersoek,
wat aan die lig gebring het dat die term ontbreek aan 'n voldoende en volledige definisie.
Nadat die verskeie definisies in die besigheids-literatuur is, is 'n volledige gangbare
definiesie vir die konsep geformuleer. Aangesien die sleutelelemente van 'n besigheidsmodel
belangrike bronne van mededingende voorsprong bied, is die definisie gebruik om te illustreer
hoe organisasies nuwe besigheidsmodelle kan skep deur die basiese aspekte van die
besigheidsmodel te manipuleer. Benaderings en tegnieke wat organisasies in staat stel om
nuwe besigheidsmodelle te skep en om radikaal innoverend te word, is geselekteer vanuit die
voorgestel deur Govindarajan en Gupta (2001) en Amit en Zott (2001). Ten slotte, is 'n
ontleding gedoen van die instrumente wat gebruik word om die prestasie van nuwe
besigheidsmodelle te meet. Dit het aan die lig gebring dat daar nie so 'n
evalueringsinstrument is nie, en hierdie studie het dus 'n raamwerk voorgestel waarvan die
dimensies gebruik kan word om 'n meetinstrument vir voorgestelde besigheidsmodelle en/of
industrieë uit te brei en ontwikkel.
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An assessment of the required competencies for the senior management service in the South African public serviceRossouw, A. (Andre) 12 1900 (has links)
Thesis (MPA)--University of Stellenbosch, 2004. / ENGLISH ABSTRACT: A major challenge facing the South African government is the acceleration of
service delivery improvement to ensure a better life for all South Africans. The
White Paper on the Transformation of the Public Service (South Africa, 1995)
has as its objective “empowering, challenging and motivating managers at all
levels to be leaders, visionaries, initiators and effective communicators and
decision-makers, capable of responding pro-actively to the challenges of the
change process, rather than acting as the administrators of fixed rules and
procedures.” The White Paper also proposes that new and more participative
organisational structures, new organisational cultures, learning organisations,
and techniques for managing change and diversity be developed.
A new Performance Management and Development System (PMDS) for the
Senior Management Service (SMS) has been created, which has as its basis
performance management and development as an approach. It consists of a
standardised set of competencies, to be used as basis for performance
appraisal. As it is expected of SMS members to manage and lead their
respective institutions to meet the stated objectives, the Core Management
Criteria (CMCs) will have to assist the development of competencies in SMS
members to capacitate them to meet the stated objectives and to lead their
organisations to change that will assist service delivery.
The question, therefore, arises whether the CMCs will develop SMS members to
lead their organisations to change. The aim of this research will be to
determine whether the competencies used in the PMDS are also focused
on leadership and organisational development issues needed in a
developmental situation to enable SMS members to lead their
organisations, rather than merely acting as the administrators of fixed rules
and procedures. The research is divided into distinct phases. The first entails exploring the
meaning of competence and the conceptual structure of competencies to be able
to analyse the CMCs. This is followed by an analysis of managerial versus
leadership competencies in general to provide a theoretical context for an
analysis of the CMCs in terms of management or leadership focus.
In the next phase the CMCs as competencies used in the PMDS are also
analysed and discussed, after which a comparative analysis is undertaken, with
competencies used in notable international examples to provide context. In the
final phase the CMCs as competencies are analysed in terms of management or
leadership focus and focus on organisation development.
The research showed that the appraisal system used for the SMS members in
terms of the PMDS could lead to a manipulation of the appraisal system whereby
SMS members could “influence” the system to their own benefit. The research
also showed that there are definite personally oriented competencies absent
from the PMDS, whereas they are present in the international examples.
The research also showed that certain competencies supporting leadership roles
are strengthened by the international systems, whereas these are absent from
the PMDS and therefore not strengthened. The research further showed that
these leadership roles that are not strengthened by the PMDS, but are included
in the international systems, also coincide with the leadership roles that are not
strengthened from a theoretical perspective.
The research concludes that the CMCs used in the PMDS would probably not
support SMS members to develop competencies that are oriented towards
leadership and organisation development to enable them to really change their
organisation to adapt. / AFRIKAANSE OPSOMMING: Die groot uitdaging wat die Suid-Afrikaanse regering tans in die gesig staar, is
versnelde verbetering van dienslewering om ‘n beter lewe vir alle Suid Afrikaners
te verseker. Een van die doelwitte van die Witskrif op die Transformasie van die
Staatsdiens (1995), is die bemagtiging, uitdaging en motivering van bestuurders
op alle vlakke om versiende leiers, inisieerders en effektiewe kommunikeerders
en besluitnemers te wees, instaat om pro-aktief te reageer op die uitdagings van
die proses van verandering, eerder as om bloot die administrators van reëls en
voorskrifte te wees. Die Witskrif stel ook voor dat nuwe en meer deelnemende
organisatoriese strukture ontwikkel word, ‘n nuwe organisasie-kultuur geskep
word en dat organisasies voortdurend by verandering en diversiteit sal aanpas.
‘n Nuwe prestasiebestuur en –onwikkelingstelsel is gevolglik vir die Senior
Bestuurskader ontwikkel. Die stelsel bestaan uit ‘n gestandaardiseerde stel Kern
Besuurskriteria wat as basis vir prestasie-evaluering gebruik word. Aangesien dit
van Bestuurders verwag word om hul onderskeie komponente te bestuur en die
leiding te neem om gestelde doelwitte te bereik, moet die stelsel vaardighede in
die Bestuurders ontwikkel wat hulle instaat sal stel om wel die doelwitte te bereik
en om leiding te neem om hul organisasies te transformeer om verbeterde
dienslewering te bewerkstellig.
Die vraag ontstaan egter of die gestelde Kern Bestuurskriteria wel
leierskapsvaardighede sal ontwikkel, wat Bestuurders sal benodig om die leiding
te neem ten opsigte van verandering. Die doel van die navorsing is om vas te
stel of die Bestuurskriteria wat in die prestasiebestuur en –
onwikkelingstelsel gebruik word, ook gefokus is op leierskap- en
organisasie-ontwikkelingsvaardighede, wat bestuurders sal benodig om
leiding te neem, teenoor bestuurders wat slegs optree as administrateurs
van reëls en voorskrifte. Die eerste gedeelte van die navorsing analiseer die betekenis van vaardigheid
en die konsepsuele struktuur van vaardighede, ten einde die Kern
Bestuurskriteria te ontleed. Hierna volg ‘n ontleding van bestuurs- en
leierskapsvaardighede in die algemeen, om die teoretiese konteks vir die
ontleding van die Kern Bestuurskriteria in terme van fokus op bestuur en
leierskap te verleen.
In die volgende fase, word die Kern Bestuurskriteria wat as vaardighede in die
Suid-Afrikaanse bestuurstelsel gebruik word, ontleed en bespreek. Hierna word
‘n vergelykende analise gedoen met vaardighede wat in geseleketeerde
internasionale stelsels gebruik word, om verdere konteks te verleen. Die Kern
Bestuurskriteria word daarna ontleed in terme van fokus op bestuur of leierskap,
en ook organisasie-ontwikkeling.
Die navorsing het bevind dat die evalueringstelsel vir die bestuurskader moontlik
deur bestuurders gemanipuleer kan word om hulself te bevoordeel. Die
navorsing het verder getoon dat definitiewe vaardighede wat op die persoon self
gemik is, ontbreek, terwyl dit wel in die internasionale voorbeelde teenwoordig is.
Die navorsing het verder bevind dat die internasionale voorbeelde wel sekere
vaardighede leierskapsrolle ontwikkel en versterk, terwyl dit afwesig is in die Suid
Afrikaanse stelsel. Die navorsing het verder bevind dat die leierskapsrolle wat nie
deur die Suid Afrikaanse stelsel versterk word nie, maar wel deel vorm van die
internasionale voorbeelde, ooreenstem met die leierskapsrolle uit ‘n teroretiese
oogpunt, wat nie deur die Suid Afrikaanse stelsel versterk word nie. Die
navorsing bevind finaal dat die Kern Bestuurskriteria waarskynlik nie die nodige
leierskaps- en organisasie-ontwikkelingsvaardighede in bestuurders sal ontwikkel
nie, wat wel nodig sal wees om organisasies te verander.
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A review of Sasol Technology Engineering division's strategic roadmap and the implementation thereofBekker, Michiel Christiaan 12 1900 (has links)
Thesis (MBA (Business Management))--University of Stellenbosch, 1999. / ENGLISH ABSTRACT: Sasol Technology Engineering Division (SED) is part of the Sasol Group of Companies and was formally established in 1983. The organisation's immediate focus was to render technical and project management support to the operating petrochemical units of Sasol 2 and Sasol 3.
During the late 1980's and early 1990's various external drivers appeared that
necessitated a review and adjustment to Sasol's strategic direction. Sasol
decided to unlock the value in raw materials and embarked on an investment
program in major chemical production facilities. With this new drive towards
implementing large, multi-million Rand, projects, SED had to re-assess its
competencies and focus in order to support this new strategic drive of Sasol.
During 1995 an extensive management buy-out (MBO) exercise was
concluded whereby most of the technical discipline departments were
outsourced. The idea was that all modification and operations support projects
be handled by the MBO's. This enabled SED to focus on large projects.
With the new strategic direction in place SED launched a Balanced Scorecard
(BSG) exercise to convert this strategy into specific goals and communicating
the strategy to all employees. This exercise led to the development of a
document called the SED Strategic Roadmap. This document explained the
goals and interventions required for success until 2003.
The review and re-visiting of the SED Strategic Roadmap formed the main
focus of this study project. A serious concern identified from the outset was
that no realised strategy was drafted before the strategic intent was
formalised. Therefore, in order to review the SED Strategic Roadmap a study
was done on the realised organisational situation of SED by means of the
results of various organisational studies done by consultants.
With a realised situation formalised the development and contents of the SED
Strategic Roadmap were explained. Following this explanation a broad
literature review was conducted to grasp the latest thinking around the
management science of strategy. With the realised strategy and theory as
background the mere reason for SED's existence was unravelled. A very
important finding was that SED should rather focus on improving its
operational effectiveness instead of formalising a strategy. SED remains a
supporting division that should underline and align itself with the strategic
needs of Sasol.
For reviewing purposes a "new" set of goals was identified that is closer linked with the purpose of SED. An intervention was allocated to each "new" goal to ensure focused implementation of every "new" goal. A proposal was tabled to conduct and implement the interventions in terms of project-based management, meaning that all interventions are handled as projects with
budgets, time spans and specified outcomes.
The listed "new" goals serve as an alternative to those in the SED Strategic
Roadmap. The "new" goals support the vision of SED and provide the
opportunity to excel in improving its operational effectiveness. / AFRIKAANSE OPSOMMING: Sasol Tegnologie Ingenieursdivisie (SED) is deel van die Sasol Groep van Maatskappye en het formeel tot stand gekom in 1983. Die organisasie se onmiddelike fokus was om tegniese- en projekbestuursondersteuning te gee aan die petrochemiese bedryfseenhede van Sasol 2 en Sasol 3.
Gedurende die laat 1980's en vroeë 1990's het verskeie eksterne besigheidsdrywers na vore getree wat Sasol genoodsaak het om sy strategiese rigting te hersien en aan te pas. Dit het Sasol tot die besluit gebring om die waarde in rou materiaal te onsluit deur 'n investeringsprogram te loods vir die oprigting van verskeie groot chemiese produksie fasiliteite. Met
hierdie nuwe dryf na die implementering van groot, multi-miljoen Rand
projekte was SED genoodsaak om bevoegdhede en fokus te hersien om
daardeur ondersteuning te gee aan die nuwe strategiese rigting van Sasol.
Gedurende 1995 is 'n uitgebreide bestuursuitkoop (MBO) aksie geloods
waartydens meeste van die tegniese dissipline departemente uitgekontrakteur
is. Die gedagte was dat alle klein modifiserings- en
bedryfsondersteuningsprojekte deur die MBOs hanteer moes word. Hierdeur
kon SED fokus op groot projekte.
Met die nuwe strategiese rigting uitgestippel het SED voortgegaan en 'n
"balanced scorecard" (BSG) oefening geloods waardeer die strategiese
oogmerke omgesit is in spesifieke doelwitte en na die res van die werknemers
gekommunikeer is. Hierdie oefening het gelei tot die ontwikkeling van die SED
Strategiese Padkaart dokument. Die dokument beskryf die doelwitte en
intervensies benodig vir operasionele sukses tot en met die jaar 2003.
Die hersiening en heroorweging van die SED Strategiese Padkaart vorm die
fokus van hierdie studieprojek. Vanuit die staanspoor is 'n ernstige
bekommernis uitgelig deurdat geen analise gedoen is van die gerealiseerde
strategie voordat die strategiese intensie geformaliseer is nie. Derhalwe was
dit nodig om eers 'n studie te doen waardeer die huidige, gerealiseerde
strategie beskryf kon word. Hierdie studie was gedoen na gelang van die
resultate van verskeie organisasiestudies wat deur konsultante uitgevoer is.
Met 'n gerealiseerde situasie geformuleer is die inhoud van die SED
Strategiese Padkaart verduidelik. Die verduideliking is gevolg met 'n bree
literatuuroorsig rakende die wetenskap van strategiese bestuur en die nuutste
denke rondom die onderwerp. Met die gerealiseerde strategie en
literatuurstudie as agtergrond is die werklike rede vir die bestaan van SED
opnuut ondersoek. 'n Belangrike gevolgtrekking wat gemaak kon word is dat
SED liewers moet fokus op die verbetering van die organisasie se
operasionele effektiwiteit in plaas van die formalisering van 'n strategie. SED bly 'n ondersteuningsdivisie en behoort gerig te wees tot die strategiese
behoeftes van Sasol.
Vir hersienings doeleindes is 'n "nuwe" stel doelwitte geidentifiseer wat nouer bande het met die rede vir SED se bestaan. 'n Intervensie was toegedeel aan elke "nuwe" doelwit om sodoende gefokusde implementering van elke "nuwe"
doelwit te verseker. 'n Voorstel is gemaak om alle intervensies te
implementeer in terme van projek-gebaseerde-bestuur. Hierdeur word verwys
na die hantering van intervensies as projekte met begrotings, tydskedules en
spesifieke verwagte resultate.
Die gelyste "nuwe" doelwitte dien as alternatief tot die doelwitte soos beskryf in die SED Strategiese Padkaart. Die "nuwe" doelwitte ondersteun die visie van SED en verskaf die geleentheid om die verbetering van die operasionele effektiwiteit te versnel.
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