Thesis (Ph.D.) - University of Queensland, 2003. / Includes bibliography.

Thesis (M.Psych.Org.) - University of Queensland, 2004. / Includes bibliographical references.

Thesis, PlanB (M.S.)--University of Wisconsin--Stout, 2004. / Includes bibliographical references.

Thesis (Ed. D.)--Oregon State University, 2001. / Typescript (photocopy). Includes bibliographical references (leaves 253-263). Also available online.

Thesis (Ph. D.)--University of Texas at Austin, 2008. / Vita. Includes bibliographical references.

M.Com. (Business Management) / Global competition, changing markets and new technologies, challenge the traditional view of the business organisation. Markets are undergoing rapid and constant change as a result of customers becoming more specialised in their needs and demanding higher quality products and services. Improved internal performance is forced upon organisations as the wave of globalization dissolves customary boundaries, increasing world trade and competition. This turbulent business environment demands of organisations to constantly monitor and interpret change within its external context as it unfolds so as to constantly align the pace at which the organisation can move through substantial and continuous evolution. The move of organisations in synchronism with their environment is becoming increasingly difficult. Business transformation, evolving from business process re-engineering to extending the original business and then redefining it to create new business creates a means of increasing business performance and continuous alignment with changing market needs. (Davidson, 1993 :65).

M.Comm. / Moderne organisasies ondervind hernude druk van interne en eksterne faktore en voortdurende verandering word genoodsaak. Suid-Afrikaanse organisasies vorm nou meer as ooit tevore deel van die globale wereld en moet sodoende ook meer buigsaam wees om internasionaal te kan meeding. In hierdie verhandeling word daar gekyk na moontlike nuwe organisasie vorme en die strewe na 'n sogenaamde "Lewende Organisasie" word beklemtoon. Daar is soveel aspekte wat reeds sigbaar is in die natuur en daar kan 'n spesifieke verwantskap getrek word na natuurlike verskynsels en organisasie-sisteme. Organisasies bestaan uit individue wat as 'n somtotaal 'n geweldige magdom kennis daarstel en ook sodoende gesien kan word as die DNA van organisasies. Die enkele belangrikste beskouing is dus om die paradigma te skuif oor die sienswyse van organisasies. Organisasies is nie meer masjiene nie, maar moet beskou word as "Iewende organismes" en dus "Lewende Organisasies". Met Suid-Afrika wat deel vorm van die wereld-mark, kan dit vereis dat organisasies meer sensitief sal moet wees vir omgewings-invloede en die aanpassing by verandering 'n sleutelrol kan speel. Die tyd is ryp vir Suid-Afrikaanse organisasies om deur te breek in internasionale markte. Hierdie verhandeling sal dus dien as 'n raamwerk om elemente te identifiseer wat krities kan wees vir toekomstige sukses asook die fondasie daarstel vir verdere navorsing in organisasie vorme.

M.B.A. / The aim is to do an assessment of the organisational norms of individuals within a marketing company in order to understand what the perceptions of the individuals are towards the organisation thereby creating a model on which strategic decision making can be based

Due to the continual increase in competitive pressure from international organisations, it has become necessary to assess the degree of transformational change within South African organisations to overcome the effect of global forces. Transformation was investigated in terms of organizational restructuring and the various work designs that are utilised by organisations to deal with the effect of global forces. To examine the main problem, three sub-problems were identified. The first sub-problem that had been identified dealt with the extent of which global forces impacted on the business environment. It was investigated by evaluating various economic, technological and sociopolitical forces. From the results it may be concluded that global forces have a large impact on the local business environment. The second sub-problem looked at the degree to which work designs assisted organisations to manage the effect of global forces. It was evident that the flexible types of work designs were more readily utilised to optimise productivity and employee moral. Finally, the third sub-problem investigated the various structures that organisations could adopt to deal with the effect of global forces. Organisational structures were analysed in terms of customer orientation, fulfilment of company objectives and the types of structures that are used within organisations. The results showed that 75% of the sample population believed that their organisational structures co-ordinated all activities within their organisations. Feedback on the type of structures that were used by organisations revealed that various types are being used.

During the 1990’s many South African companies experienced the need to change and adapt. This was largely because of the environmental changes brought about by a new political regime. One of these changes was the exposure of South African companies to global competition. Because the South African business environment had remained relatively static during the 1980’s, many companies had no idea of how to manage change when it became necessary for economic survival. This inability led to the demise of many organisations. As change as a business concept covers a vast area, the main objective of this study was to isolate one area of change and examine it in a practical context. The chosen area was the relationship, if any, between strategy and organisational structure. The practical context chosen was an organisation, which had recently undergone strategic change. The research methodology for this study included the conducting of an intensive literature study, to determine the academic stance on the strategy/structure relationship. Various academic theories were examined to determine whether there was a relationship between the two concepts, and if so, what the relationship should be. This provided a background for the practical evaluation. Literary opinion showed consensus that there was indeed a relationship between the two; in fact the one was integral to the success of the other. That is, if an organisation chooses to consider adopting a change strategy, it should carefully consider its impact on organisational structure. To summarise, in a situation of change, structure should support strategy to ensure a successful transition. An empirical study was then conducted at Pennypinchers (Pty) Ltd , which had recently undertaken to implement a change strategy. The focus of the empirical study was the relationship between the chosen change strategy and organisational structure. The aim was to determine whether the strategy had an impact on organisational structure, and if so, whether the structure underwent During the 1990’s many South African companies experienced the need to change and adapt. This was largely because of the environmental changes brought about by a new political regime. One of these changes was the exposure of South African companies to global competition. Because the South African business environment had remained relatively static during the 1980’s, many companies had no idea of how to manage change when it became necessary for economic survival. This inability led to the demise of many organisations. As change as a business concept covers a vast area, the main objective of this study was to isolate one area of change and examine it in a practical context. The chosen area was the relationship, if any, between strategy and organisational structure. The practical context chosen was an organisation, which had recently undergone strategic change. The research methodology for this study included the conducting of an intensive literature study, to determine the academic stance on the strategy/structure relationship. Various academic theories were examined to determine whether there was a relationship between the two concepts, and if so, what the relationship should be. This provided a background for the practical evaluation. Literary opinion showed consensus that there was indeed a relationship between the two; in fact the one was integral to the success of the other. That is, if an organisation chooses to consider adopting a change strategy, it should carefully consider its impact on organisational structure. To summarise, in a situation of change, structure should support strategy to ensure a successful transition. An empirical study was then conducted at Pennypinchers (Pty) Ltd , which had recently undertaken to implement a change strategy. The focus of the empirical study was the relationship between the chosen change strategy and organisational structure. The aim was to determine whether the strategy had an impact on organisational structure, and if so, whether the structure underwent.