Thesis(M.A. (Communication Studies)) -- University of Limpopo, 2020 / This study explored the impact of organisational culture on integrated communication (IC) at the Government Communication and Information System (GCIS) in Polokwane, South Africa. Martin and Niemann-Struweg (2015), argued that top management in organisations poorly understood IC. This study investigates if the same applies to the GCIS in Polokwane. The study adopted a qualitative approach and made use of individual interviews and content analysis in order to collect data, which was then analysed by means of thematic analysis. The study used both the General Systems Theory (Bertalanffy, 1968) and the Organising Theory (Weick, 1989) as its theoretical framework. The findings suggested that organisational culture at the GCIS was shaped by both employee behaviour and organisational activities. The study found that information sharing was poorly implemented by the GCIS, which meant that, information contained in organisational documents differed from the perceptions shared by the employees. Measures to improve both the sharing of information and the perception of this information have been provided in the recommendations / National Research Foundation (NRF)

Published Article / There is an ongoing debate on the importance and meaning of organisational culture. Comprehending the prevailing organisational culture is crucial for organisations that need to change and/or launch new projects. This especially applies to the security industry which is constantly faced with new challenges in a national and international realm. This paper uses an anthropological approach to propose an organisational structure best suited for the private security industry. A major South African security company is analyzed in terms of the grid group (GG) or cultural theory. This framework originated in the study of anthropology, originally developed by the British anthropologist Mary Douglas (1970, 1978).

The topic of emotional intelligence and effective leadership has attracted considerable interest from researchers for many years. Most of the interest in the area is based on claims that emotional intelligence and organizational culture is linked to leadership effectiveness. Many studies have been conducted on the link between emotional intelligence and leadership effectiveness this studies examines the relationship between three concepts: emotional intelligence, leadership effectiveness and organizational culture. The study concludes with recommendations for further studies in this field.

Purpose: This study aims to investigate, if Multinational Corporations incorporate employees’ culture while forming their organisational culture and the impact of cultural integration on the organisation’s business activities.  Design/methodology/approach: This is an exploratory research in which qualitative data is used. Interviews were administered to 14 employees at Sandvik AB, Sandviken in Sweden. As for validity and reliability, the data for this work was collected from a real life case (Sandvik) and the interview responses were transcribed and analysed in relation to what other scholars consider together with the ideas of the authors.  Findings: This study shows that MNCs incorporate employees’ culture into their organisational culture. Factors of employees’ cultures are present in the organisational culture of Sandvik. Cultural integration as indicated by this study influences job performance, job satisfaction, and give a good image to the organization. It improves team members’ skills and creates aspiration among the employees.  Originality/value and contribution: This topic seems to be one of the few studies that investigate if MNCs incorporate employees’ culture into their organisational culture. It therefore fills the theoretical gap in this area of study. The study contributes to the few studies of integrating employees’ culture into an organisational culture and acts as a start-up guide to future studies.  Limitation: Only one MNC is used in this study. Ideally, another MNC would have been investigated, so as to know if the present results are recurrent with another case. The study is also limited to only the aspect that deals with the integration of employee’s culture into an organisational culture, and not cultural diversity in its totality. It is of interest for scholars in future studies to examine the topic under review relating to several organisations.

Risk culture is defined as norms of behaviour for individuals and groups that determine the collective ability to identify and understand, openly discuss and act on an organisation’s current and future possible risks. Although studies have been done on risk culture, an assessment of the maturity level of risk culture in a South African government organisation has not been reported in the academic literature. Many government organisations have implemented risk management processes but it seems that, subsequently, no tangible benefits have been realised from applying these processes. The reason for this might be that these organisations did not first embed a risk culture. This article assesses the risk culture maturity level of a South African government organisation. Data were gathered by developing and applying a questionnaire and a checklist. In addition, documents were analysed. The results show that the organisation has established basic risk management processes and structures; however, a mature risk culture was not embedded in the organisational processes.

Risk culture is defined as norms of behaviour for individuals and groups that determine the collective ability to identify and understand, openly discuss and act on an organisation’s current and future possible risks. Although studies have been done on risk culture, an assessment of the maturity level of risk culture in a South African government organisation has not been reported in the academic literature. Many government organisations have implemented risk management processes but it seems that, subsequently, no tangible benefits have been realised from applying these processes. The reason for this might be that these organisations did not first embed a risk culture. This article assesses the risk culture maturity level of a South African government organisation. Data were gathered by developing and applying a questionnaire and a checklist. In addition, documents were analysed. The results show that the organisation has established basic risk management processes and structures; however, a mature risk culture was not embedded in the organisational processes.

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Organisational effectiveness has always been researchers’ main concern and interest over a long period of the time. Also, organisational culture as the main contributor of organisational effectiveness and its impact has attracted many scholars in different disciplines including organisational studies. While there is an extensive body of literature on the relationship between organisational culture and organisational effectiveness, many of the previous studies in this field have explored the direct relationship between specific culture domains and specific effectiveness measures and researchers have paid inadequate attention to mediators and moderators of the link between organizational culture and effectiveness. In fact, there is an absence of a comprehensive conceptual model of the culture-effectiveness relationship in the literature that includes the impact of mediators such as leadership style or moderators such as national culture and organisational size. Therefore, the purpose of this study is to investigate the mediating influence of leadership style and the moderating impact of national culture and organisational size on the culture-effectiveness relationship in private sector organisations in Iran. In order to achieve the research aim and objectives this study is preceded by a systematic review of the relevant literature that leads to the development of a comprehensive conceptual model. Data collected from different management levels of 40 private sector organisations in Iran by using a survey questionnaire with a design based on previous studies, and analysed using the statistical package for social sciences, SPSS V.18. A convenience sample of 1,000 respondents from various management levels of the organisations was established, in which 353 were returned on time to the researcher that create the response rate of 35.3 percent. This research in nature is quantitative, positivist and deductive and uses survey method by self-administered questionnaire because of its obvious advantages when it comes to versatility and speed. The results of this study show that there is a strong relationship between organisational culture, leadership style and organisational effectiveness and, in fact, leadership style is a partial mediator between all four organisational culture types and organisational effectiveness apart from the adhocracy culture type. Moreover, the findings of this study confirm the importance and major impact of national culture and organisational size as moderators on the relationship between organisational culture, leadership style and organisational effectiveness. This study makes several contributions one of which is the presentation of a comprehensive framework that that explains the importance and impact of leadership style as a mediator and national culture and organisational size as moderators on the culture-effectiveness relationship. Moreover, this study provides a novel contribution to the growing literature on the culture-effectiveness relationship in private sector organisations, particularly for developing countries such as Iran. Furthermore, the result of this study provides meaningful managerial implications and can be used as a guide for implementing organisational change including cultural or managerial styles to improve organisational effectiveness.

This thesis explores the impact and effects of a leadership development programme in-depth and over time. There has been a lack of attention given to understanding the impact of such interventions in the academic literature. Where studies do investigate the impact (s) of leadership development they tend to focus almost exclusively on positive outcomes or the achievement of pre-determined targets and tend to be short-term in focus. This research finds that there is also a shadow side of leadership development, defined as the unintended effects of leadership development programmes which can be counter-productive and dysfunctional. A longitudinal case study approach was adopted comprising documentary analysis, observation and interviews, the latter of which were conducted with multiple stakeholders at three different junctures in time during and beyond the length of the leadership development programme. Three conceptual dimensions of identity, organisational culture and organisational context were identified which together facilitated a multi-faceted understanding of the changing impact and effects of the leadership development programme over time. In conclusion this thesis makes both a theoretical and methodological contribution by adding a longitudinal, multi-level analysis and evaluation of leadership development, evidencing both positive and shadow impacts and effects.

The topic of emotional intelligence and effective leadership has attracted considerable interest from researchers for many years. Most of the interest in the area is based on claims that emotional intelligence and organizational culture is linked to leadership effectiveness. Many studies have been conducted on the link between emotional intelligence and leadership effectiveness this studies examines the relationship between three concepts: emotional intelligence, leadership effectiveness and organizational culture. The study concludes with recommendations for further studies in this field.