Outcomes Based Education (OBE), has been, since its inception, fraught with problems. OBE in its very nature is complex. To fully embrace this method and ensure its success, schools must be able to make the necessary paradigm shift. This can only be achieved when schools receive relevant and empowering training, support and development. In other words, organisational development must be the key words. The aim of this study is to explore the impact of organisational development interventions on the implementation of OBE. The case study method was employed where it was realised that schools that received organisational development interventions, together with Outcomes Based Education, were able to implement this method with greater understanding, skill, and confidence. The investigation recommends an organisational development design that could be used instead of the cascade model, and provides suggestions on what can be done to ensure a more successful implementation process. / Educational Studies / M. Ed (Education Management)

Text in German / Church consultation has established itself in different manners in germany over the last 30 years. Most institutions of church consultation are methodologically bound to organisational development. The different kinds of church consultation are shown in a survey. Subsequently the ,,Zentrum für Organisationsentwicklung und Supervision" is investigated in view of the missionary relevance of church consultation. The tensionfull relation between social sciences and theology is found out as one of the central aspects of the estimation and the praxis of church consultation. It is shown, that the missiological perspective of contextualization is able to enrich the missiological relevance of church consultation. / Christian Spirituality, Church History and Missiology / M.Th.

The wave of knowledge loss that organisations are facing on account of layoffs, retirements, staff turnover and mergers gave rise to this research. The main research aim was to identify the organisational and behavioural factors that could enhance or impede tacit knowledge retention. A multidisciplinary approach focusing on knowledge management, organisational behaviour and organisational development was followed. The nature of knowledge in organisations was explored by following a contextualised theorybuilding process, focusing on epistemology, and the appearance and application of knowledge. Knowledge in the context of this research is the knowledge and experience that reside in the minds of people. It is not easily documented, and is referred to as tacit knowing. A theoretical model was developed that revealed the factors that could influence tacit knowledge retention. The model focused on human input factors taking into account knowledge loss risks, strategic risks and behavioural threats that could cause knowledge loss.The main purpose of the empirical research was to operationalise the theoretically derived knowledge retention constructs, determine statistically the enhancing and impeding factors that influence knowledge retention and develop a structural equation model to verify the theoretical model. A quantitative empirical research paradigm using the survey method was followed. A questionnaire was compiled, and a survey conducted in the water supply industry. The principal component factor analysis postulated nine factors. A composite factor, knowledge retention, as the dependent variable was compiled. The questionnaire was found to be reliable, with a Cronbach alpha coefficient of .975. A structural equation model development strategy produced a new best-fitting knowledge retention model based on the new constructs postulated in the factor analysis. The model indicated that there is a direct causal relationship between strategy implementation and knowledge retention and between knowledge behaviours and knowledge retention. The regression analysis showed that most of the intercorrelations are significant, thus confirming the theory. The research contributed towards a comprehensive understanding of the factors that influence tacit knowledge retention. The questionnaire and the new knowledge retention model could assist organisations in determining the extent to which knowledge is retained and where to focus in developing and implementing a knowledge retention strategy. The study encourages practitioners to take cognisance of the fact that organisations are different and that the enhacing and impeding factors of knowledge retention are to be considered. / Information Science / D. Litt. et Phil. (Information Science)

The aim of this quantitative study was to develop and validate a model to measure the organisational effectiveness of a metropolitan municipality in South Africa. The literature review phase explored the concept of organisational effectiveness and the assessment thereof in both the Public and Private Sectors. The literature review indicated that there is a clear distinction between business performance (operational and financial performance) and the larger concept of organisational effectiveness, and also that the measurement of organisational effectiveness in the Public Sector differed from the measurement thereof in the Private Sector. The literature review also indicated that measures of Public Sector effectiveness could not be directly applied to measure the effectiveness of Private Sector organisations. From the literature review a proposed theoretical model for measuring the organisational effectiveness of a metropolitan municipality in South Africa was proposed. This proposed model included organisational and behavioural variables contained in traditional approaches to organisational effectiveness, variables that were identified in previous organisational effectiveness studies, as well as variables contained in existing assessment models of organisational effectiveness. This model was then validated during the empirical phase by conducting a survey of an existing metropolitan municipality in South Africa (n = 6514) and exposing the results of the survey to Structural Equation Modelling (SEM). The confirmatory factor analysis conducted as part of SEM subsequently identified three main and 10 secondary statistically significant organisational and behavioural variables that could be used to measure the effectiveness of a metropolitan municipality in South Africa. The three main variables identified were (1) Healthy Systems, (2) Goal Achievement and (3) Service Delivery, while the 10 secondary variables identified were (1) Diversity, (2) Training & Development, (3) Rewards & Recognition, (4) Management Practices, (5) Internal Functioning, (6) Work Environment, (7) Interpersonal Relations, (8) Workforce Equity, (9) Customer Satisfaction and (10) Vision & Mission. It was thus recommended that metropolitan municipalities in South Africa could use this validated model as an assessment framework to measure their current organisational effectiveness, to identify aspects which need to be rectified to improve effectiveness, and to compare and benchmark their municipality in order to learn from other metropolitan municipalities to improve their effectiveness. / Industrial & Organisational Psychology / D. Admin. (Industrial and Organisational Psychology)

The purpose of this study was to determine whether organisational restructuring of business units within a South African Fast Moving Consumer Goods company had any effect on the organisational climate of the organisation. An organisational climate survey was used before and after the restructuring over a two-year period. Five manufacturing plants formed part of the study; with four plants undergoing the restructuring (experimental group) and one plant being the control group, where no organisational restructuring took place within the two-year period under review. The total population consisted of 3700 employees. The samples for 2010 and 2011 were drawn from the population of the five manufacturing plants’. The sample of employees that took part in the survey from the five manufacturing plants was, in 2010, 778 versus a headcount of 1802, yielding a response rate of 21.02%, and in 2011, 904 versus a headcount of 1736, yielding a response rate of 24.43%. The research results show that organisational restructuring did have a significant impact on organisational climate; with a drop in the organisational climate from 2010 prior to the organisational restructuring, to 2011 after the organisational restructuring at four of the manufacturing plants (experimental group). Interestingly, the control group (the 5th manufacturing plant) also showed a significant drop in its organisational climate scores from 2010 to 2011; without organisational restructuring taking place. / Industrial and Organisational Psychology / MCOM (Industrial and Organisational Psychology)

Organisations are always confronted with the need to transform in order to adapt to environmental changes and have a competitive advantage. The concern is that when an organisation embarks on a transformation process, its individual employees are affected either positively or negatively. Employees can respond to transformation change by either being satisfied or dissatisfied in the organisation. The main aim of this research was to develop a diagnostic model for measuring employee satisfaction during organisational transformation. The first construct of organisational transformation was conceptualised using the open system paradigm, theoretical definitions and models of organisational change. In this study, organisational transformation is second order and drastic in the sense that it alters the way in which the organisation functions and relates to the external environment focusing on the vision, processes, systems, structure and culture. It is the fundamental and constant change at all levels of the organisation caused by external factors posing as risks for organisational survival. vi The second construct of employee satisfaction was conceptualised focusing on the humanistic paradigm, theoretical definitions and models. Employee satisfaction in this study is the individual’s positive emotional state of contentment stemming from the organisation’s ability to meet his or her needs and expectations based on his or her experience and evaluation of various organisational processes and practices. It influences employees’ performance and commitment to the organisation. A theoretical model was developed as a framework to enable organisations to diagnose or assess their employees’ satisfaction during organisational transformation. The model highlighted dimensions essential to diagnose employee satisfaction such as organisational strategy, policies and processes and outcomes, in order to determine employees’ contentment and fulfilment in the organisation. The main aim of the empirical research was to conduct a three year longitudinal study of employee satisfaction during organisational transformation; to operationalise the conceptually developed diagnostic model of employee satisfaction during transformation; and develop a structural equation model (SEM) in order to test the theoretical model. The Employee Satisfaction Survey (ESS) was used in 2003, 2007 and 2008 to measure employee satisfaction. The initial year of the study (2003) comprised 1 140 participants who voluntarily completed the measuring instrument. The second year of the study (2007) involved 920 participants, while the final year of the study (2008) included 759 participants. In terms of the reliability and validity of the ESS, it was determined that in the three years of the study, most of the dimensions had acceptable internal consistency reliability based on the results of the Cronbach alpha test. The SEM investigated the impact of organisational strategy, policies and procedures and outcomes as the three domains of employee satisfaction during organisational transformation. The confirmatory factor analysis of the latent variables was conducted, and the path coefficients of the latent variables of organisational strategy, policies and processes and outcomes indicated a satisfactory fit for all these variables. The goodness-of-fit measure of the model indicated both absolute and incremental goodness-of-fit. The SEM confirmed the causal relationships between the latent and manifest variables, indicating that the latent variables, organisational vii strategy, policies and procedures and outcomes are the main indicators of employee satisfaction. This research adds to the field of organisational behaviour by proposing a model of employee satisfaction during organisational transformation. The domains of this model should enable organisations to identify developmental areas based on employees’ dissatisfaction or areas of strengths based on employees’ satisfaction. The diagnostic model will also enable organisations and practitioners to initiative interventions aimed at addressing areas of dissatisfaction as developmental areas and to leverage on its strengths as areas of satisfaction in the organisation. / Industrial & Organisational Psychology / D. Litt. et Phil. (Industrial and Organisational Psychology

What usually goes unaddressed in the consultancy literature is an exploration of how consultants make sense of their contributions in particular when they come to work in politically laden contexts. Resulting conflictual debates with clients and colleagues severely influence how their advice is responded to. Against this background, consultants’ ability to determine and predict future outcomes of their work is hardly problematized. Additionally, consultants are mutually dependent on both colleagues and clients. This dependency underpins power differentials and the struggle which arises when these are contested can often take violent forms, such as misrecognition, humiliation or public shaming. The central argument put forward in this thesis is that tolerating (the potential for) misrecognition and/or for violence when goals are not met or when power fluctuates is an important, yet rarely mentioned, aspect for being recognized as a consultant. These aspects deserve as much attention as the often ideal-typical forms management consulting is said to take in the mainstream management literature because they speak to the irremediably incomplete and rather probabilistic nature of consultants’ advice, and the multiplicity of (often not anticipated or undesired) meanings their work evokes. In order to make sense of the flux and flow of organizational activity, the plethora of responses such activity calls out and its attendant ambiguities are considered and critically reflected upon. The theory of complex responsive processes of relating (Stacey, 2007, 2010; Griffin, 2002; Shaw, 2002), theories of recognition, (Honneth, 1994, 2008; Kearney, 2003; Ricoeur, 2005), Hegelian dialectics and neo-pragmatist thought (Bernstein, 1983, 1991) are provided as non-orthodox views on human organizing. A perspective is proffered which pays attention to the inchoate, ambivalent and indeterminate dimensions of organizing as a way to make sense of how these simultaneously and paradoxically order, regularize, and normalize human activity. Particular attention will be paid to negotiations which take place in microinteractions to exemplify that it is not pre-planned human cooperation but the intermingling of intentions of people who are mutually dependent on one another which paradoxically gives rise to regular population-wide patterns and spontaneous change. To make sense of what these insights mean for a practising consultant a view is offered where our reflections (thought) on our interactions (practice) at once form and are being formed by one another. An attempt is made to move beyond the practice/theory dualism by taking a pragmatist view which claims that thought and action only ever arise together, thus rendering an understanding of consultative intervention in which thought comes before action idealized and rather dubious. It will be argued that the most important contribution consultants can make is to try to stay radically open, and to try to keep on exploring as long as possible the multiplicity of narratives which constitute the differing perspectives of organizational reality.

Over the last three decades, scholars in management, policy, and geography have examined the growing economic, social, and spatial impact of the financial sector. Venture capital firms have been a focus, generating a contested but deep literature around the roles of such "value-adding" capital providers in supporting the growth of firms, industries, and various territorial innovation models. In parallel, there has been substantial government support-financial, regulatory, and otherwise-of these private sector financial intermediaries, despite scepticism. The past twenty years have seen the emergence and rapid growth of analogous funders in the third sector, itself the realm of substantial experimentation and growth. These new intermediaries, "venture philanthropists", have become important players in shaping, structuring, and channelling funding to the third sector. The activities and effects of venture philanthropists are underexplored, as are their growing interactions with governments-despite intentional and striking similarities between the evolution of venture capital and that of venture philanthropy. This dissertation addresses these gaps by systematically examining the emergence, evolution, and operational practices of two influential British venture philanthropy funds: the first such fund in Europe (Impetus Trust) and the first fund in the world co-created with the state (Inspiring Scotland). The two venture philanthropy organisations (VPOs)-one with roots in venture capital, the other with roots in the voluntary and government sectors-both conducted the venture capital-inspired operational model of venture philanthropy in similar ways. That said, the VPOs reflected the logics and practices of their founders and funders. Impetus Trust more closely resembled early-stage venture capital, with a reliance on London-based networks, funders, and service providers-and a heavily London-focused portfolio. Inspiring Scotland evidenced the logics of government rather than charity in several instances, with substantial original research into social issues, heavily structured portfolios on set timelines, and regionally-distributed staff. This approach broadened access, allowing support of SPOs and their clients across various (and underserved) geographies, but limited options for opportunity-driven or expressive functions of philanthropy. I surveyed the CEOs of most organisations supported by the two venture philanthropy funds (82 of 98 charities and social businesses), supplemented by interviews of selected CEOs and the founders and staff of the two funds. I find that, overall, the two VPOs each engaged in seven core activities of venture capital, intentionally adapting them to the third sector: sourcing and selection, due diligence, an engaged relationship, provision of funding, provision of non-financial support, creation of network linkages, and intentional exiting of relationships. As in venture capital, this process had broader effects: providing signals of investee quality, preparing investees for subsequent funding, and expanding networks. The combination of long-term relationships and high formal reporting requirements imposed significant costs for SPOs-and also created a virtuous cycle of trust and collaboration between VPOs and SPOs. The venture philanthropy model also had broader societal effects, creating data regarding individual organisations and the efficacy of responses to social issues, which in both cases informed policy. As intermediaries, venture philanthropists decreased power differentials and improved the flow of (oft-anonymized) information amongst funders, statutory bodies, and funded organisations, facilitating several types of collaboration. SPO managers indicated that they received, on average, approximately ten different types of non-financial support-like strategy consulting, human resources support, or legal counsel. These managers reported in interviews and surveys that the non-financial services provided by venture philanthropists were highly valued, on average. Further, managers believed these services provided more value than it cost the VPOs to provide them. Likewise, managers highly valued most forms of new networking connections (though not all services or linkages were found to be valuable). Smaller SPOs valued services and network links more highly than larger SPOs, although all sizes of SPOs indicated both were valuable, on average. Importantly, this data was provided by SPO managers and focused on the SPO-VPO dyad-rather than provided by VPOs and focused at the portfolio or trust level. This filled an important gap in the literature: academics and practitioners often lament that the voices of charities supported by foundations are not often enough heard, which limits our understanding of many aspects of organizational philanthropy and its effects-in particular the burdens and benefits for recipient organisations. I documented the co-creation of the first government-supported venture philanthropy fund through eleven interviews with founding managers and government officials. This model, in which state, private, and civil society actors collectively founded and funded a value-adding capital provider, militates against neoliberal assumptions of an ever-diminishing state, as does the leveraging of private resources in alignment with state aims-though it raises concerns around democratic processes, accountability, and local control. This work helps inform the changing nature of the voluntary sector and its relationship with the state. I focus on the increasing interaction of actors between and across systems-sometimes in new roles and coordinated by new intermediaries-in the allocation of resources and delivery of services in the public interest. These new interactions inform broad bodies of work that seek to understand changing sectoral roles, most notably discourses surrounding neoliberalism(s), financialisation, and public management. Overall, I find privately- and publicly-funded venture philanthropy playing a role in the third sector analogous to the role of venture capital in the private sector, with similar practices and concomitant effects in data generation, network formation and strengthening, facilitating partnerships, and signalling the quality of supported organisations. By examining two such emerging models of capital provision, I contribute grounded understanding of the way such systems are created and function across the private, public, and third sectors.

Outcomes Based Education (OBE), has been, since its inception, fraught with problems. OBE in its very nature is complex. To fully embrace this method and ensure its success, schools must be able to make the necessary paradigm shift. This can only be achieved when schools receive relevant and empowering training, support and development. In other words, organisational development must be the key words. The aim of this study is to explore the impact of organisational development interventions on the implementation of OBE. The case study method was employed where it was realised that schools that received organisational development interventions, together with Outcomes Based Education, were able to implement this method with greater understanding, skill, and confidence. The investigation recommends an organisational development design that could be used instead of the cascade model, and provides suggestions on what can be done to ensure a more successful implementation process. / Educational Studies / M. Ed (Education Management)

Text in German / Church consultation has established itself in different manners in germany over the last 30 years. Most institutions of church consultation are methodologically bound to organisational development. The different kinds of church consultation are shown in a survey. Subsequently the ,,Zentrum für Organisationsentwicklung und Supervision" is investigated in view of the missionary relevance of church consultation. The tensionfull relation between social sciences and theology is found out as one of the central aspects of the estimation and the praxis of church consultation. It is shown, that the missiological perspective of contextualization is able to enrich the missiological relevance of church consultation. / Christian Spirituality, Church History and Missiology / M.Th.