D.Litt. et Phil. / An expanded conceptualisation of the marketing organisation includes all organisations which seek specific responses from other social units concerning some social objects, where the response probability is not fixed, by the exchange of some values. A central problem facing all such organisations is the uncertainty of their environmental transactions in the attainment of desired responses. The degree. to which the uncertainty is reduced, is often associated with the organisation's effectiveness. Little progress has been made in the identification of the determinants of organisational effectiveness. This study examines and identifies an appropriate theoretical framework within which to proceed with such an investigation; contributes to the clarification of the concepts "organisation" and "organisational effectiveness", and the role of communication therein; and lastly, determinants of the organisation’s ongoing. effectiveness are postulated. The systems approach is analysed as a framework for study of the social sciences. It is argued that the systems approach is of limited ontological value, but that it offers a valuable cluster of strategies for inquiry, offering an "organised space" within which theories may be developed and related. The partially systems-derived view of Heidema is discussed. Heidema describes perceptions of real systems along spatial and temporal dimensions: as ahistorical, inward-looking and structural; or as historical, outward-looking and changing. The formal organisation and prominent theoretical views on it are discussed. An attempt is made to describe a "true" open systems organisational perspective. Theory of organisation-environment relations, and communication in organisations are iscussed. Organisational effectiveness is given a limited definition. It is argued that because effectiveness is known to exist only in the present and the past, the organisation's potential to maintain its effectiveness over time is best termed its "potential effectiveness". The marketing and public relations disciplines are discussed, and it is suggested that their principles of intra-organisational action, environmental awareness, and actions within the environment are the principles of the potentially effective organisation. The study is concluded with an integration of the preceding work and the development of the active outward oriented perceptual paradigm. It is suggested that the basic assumptions of organisational members determine the overt form of the organisation, that the existence of the active outward oriented basic assumption is a necessary condition of the organisation's potential effectiveness, and that the process by which it is instituted and maintained is communication. It is postulated that there is a positive relationship between the potential effectiveness of organisations which seek uncertain environmental responses by the exchange of values, and the existence of an active outward orientation amongst the organisation's key members.

<p> Leaders in organizations face complex situations, including how to develop valued leadership qualities to enhance an organization's performance. Research suggests improved emotional intelligence across various types of organizational leaders enhances charisma, connection, supports increased rates of promotion, and higher salaries. One measure of organizational effectiveness that has emerged more so in the research of the last decade is employee engagement. Although employee engagement has been studied, research regarding its association with the social competences of emotional intelligence has been limited. In this dissertation study I conducted research to investigate the potential relationships between emotional intelligence social competencies as representative measures of effective leadership traits in order to assess whether an association exists between relationship management and social awareness and the employee engagement scores a leader receives from his or her direct reports.</p><p>

Abstract not available.

Abstract not available.

M.Comm. (Business Management) / The objective of this study is to develop guidelines for management and all other participants in the transition process of turning a former Second Wave company upside down to be a flat, network structured, Third Wave company. It is a process where much guidance and support is needed in order to lessen the confusion on goals, roles, responsibilities and skills needed. Many theories and examples exist on all the aspects involved in Second Wave companies. The theories on Third Wave management are emerging everywhere, the examples are in the making, but not necessarily ready for reuse yet. This makes it very difficult for newcomers, who want to follow the footsteps of those before them, to form expectations of what might happen along the way to the new destination. The aim is to bring all these theories, examples and fears together to produce one set of guidelines that can help form the expectations involved and preparation needed for each step along the way to the goal.

No description available.

We live in a world that requires us to adapt to change rapidly in both professional and personal settings (Lorenzi & Riley, 2000; Murthy, 2007). For many businesses, change is a way to survive in a competitive market. Businesses must react quickly in order to remain competitive and overcome challenges in a volatile environment. One way to react effectively is to engage Change Management methodology in the organization. The purpose of the study was to help strengthen and validate competencies developed by ACMP and determine which ones are most critical by collecting survey responses from Change Management practitioners. These members helped to identify the five most critical competencies that employers should actively seek among candidates and for colleges to better prepare students for the job market. The five competencies were Identify sponsors supporting and accountable for the change, Define the change, Determine why the change is required, Identify stakeholders affected by the change, and Execute, manage, and monitor implementation of change management plan. Findings revealed that four out of five top rated competencies were from the first category Evaluate change impact and organizational readiness. One explanation is that the vast majority of the top competencies found in the first category determine the likelihood of success of a project, therefore Change Management practitioners placed importance towards the first category. / A Dissertation submitted to the Department of Educational Psychology and Learning Systems in partial fulfillment of the Doctor of Philosophy. / Spring Semester 2017. / April 7, 2017. / Includes bibliographical references. / James D. Klein, Professor Directing Dissertation; Bruce Lamont, University Representative; Marcy Driscoll, Committee Member; Jim Sampson, Committee Member.

Bibliography: leaves 80-86. / South Africa is a country in transition from an oppressive past to a democratic dispensation. The democratic process began with the first democratic elections in 1994. Since then, a number of steps have been taken to democratize society and the workplace. ln terms of workplace democratization, certain measures have been implemented to provide opportunities for those who were previously disadvantaged. Among these are people with disabilities. Foreseeing the consequences of these measures to the organization in terms of increasing the number of employees with disabilities, this research sought to develop quality of work life (QWL) determinants from the perspective of skilled employees with congenital mobility disabilities, which would then be compared primarily with Walton's (1973) quality of work life determinants. In order to develop these determinants, ten (10) participants participated in the study. Three (3) of these were females and seven (7) males. The average age of the participants was 32.9 years and they had spent an average of 4.06 years in their respective organisations. None of the participants owned an organisation. In terms of ethnic origin, all participants were Africans or so-called Coloureds. For data collection, the Delphi technique was used. For data-analysis, content analysis was used. Using both these techniques, six (6) quality of work life determinants were developed. These were advancement opportunities, accommodation, integration, supportive work environment, recognition and job variety. When comparing the quality of work life determinants developed in this study and those developed by Walton (1973), the study concludes that with a few exceptions, there are no significant differences between the two groups of quality of work life determinants.

No description available.

No description available.