M.Comm. / Riding the wave of change is a challenge that companies often take on but just as often fail in. First National Bank decided to take on such a challenge when they merged with FirstRand Ltd. Moving from a second to a third wave company was a challenge not only management faced, but all the employees of First National Bank. The wave change required changes in various aspects of the company, for example management styles, company structure and culture of the company. A performance decline was experienced during the process of restructuring. Therefore management had to ensure that employees were motivated and focused throughout the period of change. However is it possible to keep employees motivated and focused? During this process of change the atmosphere among employees was tense and stressful. How does management assure their employees that the change is beneficial for them as well as for the company? Managing the change and ensuring that it is successful is a responsibility that lies heavily on management's shoulders. How does management guarantee successful change management? The aim of this study is to examine how First National Bank and FirstRand ensured a successful third wave change.

D.Cur. (Professional Nursing Science) / It was very dear that dramatic transformation is needed in the new South Africa to accommodate the transformation demanded by the Reconstruction and Development Programme, the National Health System, and other political, economic, social, technological and staff management changes. It was also evident that transformational leadership was needed in nursing in general and in nursing management in particular. This is a qualitative, contextual, exploratory, descriptive and theory-generating study, with the overall aim of exploring and describing a model for transformational Ieadershlp by nursing unit managers to facilitate individual and nursing unit transformation. To accomplish this aim, specific objectives were formulated. Firstly, a conceptual framework and model were explored and described by means of analysis, synthesis, derivation and deductive reasoning. The model was described within the meta theoretical assumptions of the Nursing for the Whole Person Theory (ORU 1990; RAU 1992). The theoretical assumptions were derived from till' Nursing for the Whole Person Theory whereas the methodological assumptions were based on the Nursing Research model of Botes (1995). This Nursing Research model proposed functional reasoning approach. During the exploration and description of the model, connect identification and classification were handled according Lo the survey list of Dickoff, james and Wiedenbach (1968). Thereafter, an education programme was explored and described by deriving the theoretical content on transformational leadership from the conceptual framework and LIl(' model. TIll' principles of adult education (Knowles 1984, Gravett 1991) and the constructivistic learning theory (Klopper 1994 (a» were utilised for the didactical development of the education programme. This education programme was then implemented in a nursing service. Through purposive sampling, four nursing unils in the same nursing service were selected and the model implemented for a period of 12-14 weeks. The cases Ludy method was utilised.

Every year, more and more management positions are being filled by engineers and other technical personnel in spite of dual or parallel path systems for promotions in many companies. In spite of the centrality of engineers and management in industrial organizations and modern society, engineers are generally viewed to be unsuccessful in management roles due to the following shortcoming of skills: inadequate managerial education during engineering studies, administrative skills, interpersonal skills, personality and career orientation, management knowledge. This research argues that there is a difference in leadership style between experienced and inexperienced engineers in South Africa. It was found that experienced engineers in Eskom are more transformational and more transactional compared to inexperienced post-graduated engineering students at the Rand Afrikaans University. To demonstrate this in the study, the researcher used the Multifactor Leadership Questionnaire to identify leadership style. The argument is substantiated by the results of a statistical analysis of leadership style for experienced and inexperienced engineers. The findings of this research indicate the theory that successful managers tend to grow into their jobs over an extended period (Bennett, 1996 and Sedge, 1985). The findings also support the arguments of O’Connor (1994) and Badaway (1995) that engineers have no typical career path to prepare them for the management role. It is therefore imperative that inexperienced engineers prepares themselves for management and obtain knowledge about management and development management skills during their formal studies. / Dr. L. Naude

Recent authors identified a lack in leadership competencies to deal with organisation change within the South African organisation context as a burning issue (Tizard, 2001; Kriek, 2002; Fontyn, 2001; Msomi, 2001 and Rossow and Bews, 2002). This has resulted in a lack of employee initiative, adjustment, empowerment and a high turnover rate. With this research the author examined the influence of role utilisation, according to leaders’ competence, on the outcome of organisation change. The aim of this research was to contribute towards finding solutions for the perceived lack in leadership competence in managing change. The design used was quasi-experimental ex post facto: post-test/observation only. Three organisations in the manufacturing industry were selected because they were busy with the implementation of major organisation change initiatives. Two phases were identified for this research. Phase I investigated the utilisation of leaders in specific leadership change roles and Phase II investigated the influence of leaders’ change role competence on change outcome. Hypotheses were formulated for each phase. Phase I Leaders’ utilisation in change roles was investigated. This entailed the extent to which they were utilised in roles for which they received their highest average competence ratings. A literature study was done on leadership competencies. From the literature study, four leadership change roles (Initiator, Shaper, Monitor, and Assessor) were identified. A questionnaire measuring the level of competence for each role was designed. The respondent organisations’ management teams were asked to identify the leaders they utilised and for which roles they were utilised. These leaders were rated by means of a 360-degree assessment. The respective leaders were assessed by themselves, their managers, a peer and a subordinate. Competence was determined by means of the average ratings received on all four competence clusters . The results obtained from Phase I were expressed in terms of role congruence. Role congruence referred to situations where leaders were utilised in roles for which they received their highest average competence ratings. The hypotheses for Phase I were: H0: There is no statistical difference between the average competence scores leaders received on the different roles. H1: The average competence scores for the roles leaders were utilised in, are higher than for those they were not utilised in. Phase II Phase II investigated the influence of the congruence results on change outcome. A questionnaire measuring the “soft” dimensions of organisation change was developed. Random samples of all the literate employees in the respondent organisations were used to complete this questionnaire (Change Outcome Questionnaire). The hypotheses for Phase II were: H0: There is no statistical difference in terms of change outcome for roles where congruence was obtained and roles for which congruence was not obtained. H1: For roles where congruence was obtained, there will be higher levels of success (change outcome). Both questionnaires (Leadership Role Competence Questionnaire & Change Outcome Questionnaire) were validated in terms of content validity. A Cronbach alpha was determined for both questionnaires. Only the Leadership Role Competence Questionnaire was initially found to be reliable. To resolve the reliability dilemma on the Change Outcome Questionnaire, the constructs and their items were factor analysed to determine the underlying validity of constructs, resulting in construct validity for this questionnaire. A Cronbach alpha was again administered to this questionnaire (after the factor analysis) and it was found to be reliable. Phase I Results: Role Congruence The extent to which leaders were utilised in roles for which they achieved their highest average ratings (expressed in terms of role congruence) was determined through the application of a correspondence analysis. The results for Phase I were: • Two roles (Initiator and Assessor) achieved potential congruence. • The other two roles (Shaper and Monitor) did not achieve congruence. • A relationship between both the Shaper and Monitor roles was identified. The competencies for these two roles were linked to the items that measured Resistance to Change. • For Phase I the null hypothesis was rejected. There was a difference between the average competence scores leaders received on the different roles. Phase II Results: The Influence of Role Congruence on Change Outcome The change outcome results were determined through the Change Outcome Questionnaire. The results for Phase II were: • The factor analysis done on the Change Outcome Questionnaire (discussed on p. iii) resulted in the extraction of three factors. One factor represented only one item and was therefore excluded resulting in the analysis of only two factors (Change Buy-In and Support & Resistance to Change); • The results obtained from the Change Outcome Questionnaire indicated a successful outcome for the Change Buy-In and Support factor and an unsuccessful outcome for the Resistance to Change factor; • The similarity of the results for the three organisations obtained for Phase I (correspondence analysis on congruence between role utilisation and role competence) and for Phase II (ANOVA on Change Outcome results) allowed for the comparison of their results. No significant statistical differences existed. Statistical evidence was therefore not conclusive to either reject or accept the null hypothesis for Phase II (there is no difference between roles with high congruence and roles with low congruence on change outcome); and • Although the null hypothesis for Phase II could neither be accepted nor rejected, the indications are that role congruence appears to have had a positive influence on change outcome and that a lack of congruence appears to have had a negative influence on change outcome. From the results of this study it was concluded that the research goals had been satisfactorily addressed. / Dr. Louis Carstens

The effects of multiple interventions in organizational development change were studied in a comprehensive meta-analytic review. Thirteen organizational interventions were assessed on five outcome variables based upon previous research of six major meta-analytic reviews. Findings based on 138 studies indicated that there were no significant effects of multiple interventions on positive organizational change as opposed to individually implemented interventions. The findings are not congruent with previous findings of organizational development change, and possible issues surrounding these differences are discussed.

This research aimed to investigate how GE developed an organisational ambidexterity capability to significantly accelerate its growth in emerging markets. Dissatisfied with its growth in emerging markets, GE launched the Global Growth & Operations organisation (GGO) in November 2010. The internationalisation process had been led by its P&Ls with an exploitation focus and needed a shift towards an exploration focus that would develop disruptive capabilities required to promote growth. The research was undertaken as a case study of GGO in Sub-Sahara Africa (SSA) to gain an in-depth understanding of how the OA capability was developed and managed at GE. A qualitative research approach was adopted that consisted of a literature survey and 14 semi-structured interviews with senior leaders of the P&Ls and GGO for SSA. The study found that a top brass leadership, supported unequivocally and well-resourced were key to GGO’s ability to shift GE’s centre of gravity to the emerging markets. A paradox mindset at ease with tension was characteristic of the leaders allowing them to engage constructively. GGO, ambidextrous itself, developed exploration and exploitation capabilities enabling the P&Ls to do business as usual in the emerging markets. A model to develop OA for market expansion was developed. / Dissertation (MBA)--University of Pretoria, 2014. / lmgibs2015 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

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Att genomgå en organisationsförändring handlar hos individen om ett meningsskapande för att förstå samt anpassa sig till situationen. Faktorer som socialt stöd, förväntningar och kommunikation kan både försvåra samt underlätta denna process, detta beroende på hur dessa ser ut. Denna kvalitativa studie genomfördes med syftet att undersöka upplevelsen av meningsskapande efter en organisationsförändring, samt vilka faktorer som upplevdes underlätta respektive försvåra denna. Intervjuer genomfördes med 12 medarbetare inom olika organisationer som i efterhand transkriberades och analyserades genom en tematiseringsprocess. Det resulterade i två huvudteman: Underlättande faktorer samt Försvårande faktorer, dessa med tillhörande subteman. Resultatet visade att socialt stöd och förståelse för förändring främst underlättade, medan bristande kommunikation som ledde till osäkerhet och avsaknad av delaktighet istället försvårade den anställdes meningsskapande. I många fall överensstämmer resultatets teman med de faktorer som underlättar samt försvårar själva förändringsarbetet. Då en anställd genomgått en lyckad meningsskapandeprocess följer med stor sannolikhet ett lyckat förändringsarbete.

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfillment of the requirements for the degree of Master of Management in Entrepreneurship and New Venture Creation University of the Witwatersrand, Johannesburg, February 2018 / This study set out to evaluate and assess the relationship between Entrepreneurial Orientation (EO), manufacturing capabilities and organizational performance in the South African Food Manufacturing industry (SAFM). The SAFM industry is a highly concentrated sector that is key to the growth of the South African economy. This study suggests that EO is the mechanism through which manufacturing capabilities are linked to market needs. Entrepreneurial Orientation (EO) represents the processes and practices that provide a basis for entrepreneurial decisions and actions in an organisation. The related dimensions of EO are: innovativeness, risk taking, proactivity, competitive aggressiveness, and autonomy. Manufacturing capabilities are measured with reference to the cost, flexibility, quality, and delivery of production goals, while organisational performance is measured in reference to market and financial goals. EO and manufacturing capabilities are well established concepts in entrepreneurship and operations management literature. Both constructs along with their impacts on organizational performance, have historically been studied independently, and little research has been performed to bridge the knowledge gap between operations management and entrepreneurship research. Further knowledge gaps exist around understanding how EO is manifested in concentrated markets as well as, insights on research techniques for highly concentrated industries. The majority of current studies that focus on the South African food manufacturing sector are either technical government strategy reports, or reports that focus on food as a commodity and not on the manufacturing of food. Limited empirical research is characteristic of highly concentrated environments as they are usually closed and secretive environments. Furthermore, there are limited empirical studies that focus on the manufacturing in South Africa let alone the African continent. This study has contributed in addressing these gaps. The conceptual framework in this study has been tested using quantitative research methods (survey) based on a positivist approach. 75 senior, middle and executive managers from the top ten revenue generating companies in the SAFM iii industry were surveyed. Secondary data on industry performance collected from Statistic South Africa online repository. The hypotheses were tested by performing Exploratory Factor Analysis (EFA).The reliability and validity of the survey results assessed using Cronbach’s alpha coefficient. Multiple regression analysis - ordinary least square (OLS) and correlation analysis were used to test the hypothesized relationships. This study has three key findings. Firstly, this study found that the manufacturing capabilities of quality and cost are entry conditions for market participation in the South African food manufacturing industry, and that the capabilities of delivery and flexibility have a negative correlation on financial performance. Secondly, the study found that entrepreneurial orientation as a multidimensional construct had a moderate positive relationship with financial performance in the South African food manufacturing industry. Thirdly, it found that a negative co-relationship correlation exists between manufacturing capabilities and the dimensions of entrepreneurial orientation. The findings of this study, suggest that the food manufacturing industry in South Africa lacks competitiveness and that the drivers of performance in the entire industry are subsector specific. When investigating the specific subdivisions of the food manufacturing industry, descriptive analysis offered different insights i.e. firms that perform well in quality and delivery, perform poorly in flexibility and cost. Due to limited data, these relationships were not analysed further. Research on entrepreneurial orientation and manufacturing capabilities in the SAFM, could be improved through studies focusing on particular subdivisions e.g. milk, grain etc., using non-linear regression techniques. / MT 2018

This essay is a comparative study of nine Swedish organizations. The purpose was to examine how nine Swedish organizations has prepared for the forthcoming General Data Protection Regulation (GDPR) which will replace the national PUL directive from 1998, on the 25th of May 2018. The new regulation implies higher demands on how organizations within EU handle personal data. Earlier studies has discovered that there is general a lack of awareness and preparations among organizations. With that in mind this study was created to examine if the organizations were more aware and prepared now that GDPR soon will go live.  
This study uses John P Kotters eight step model to describe the organizations different ways to approach GDPR as an organizational change project.The study was conducted by semi-structured interviews with nine different organizations. The result of the interviews were used to create themes based on Kotters model, that were used to analyze the empirical result. As a summary the study concluded that eight of nine examined organizations suggested that they were prepared for GDPR. The main differences in the organizations preparations for GDPR was due to difficulties in interpreting the law, which lead up to variations in terms of the scope of the GDPR-project