The research used a change management approach to analyze the restructuring of the Nelson Mandela Academic Hospital from a tertiary to a central hospital. The study was underpinned by two objectives. Firstly, to analyze the restructuring of the Nelson Mandela Academic Hospital from a tertiary to a "central" hospital using the Core Elements Framework of change management developed by Antwi and Kale (2014). Secondly, to use the knowledge gained through literature review combined with the experiences of the managers at Nelson Mandela Academic Hospital to inform future healthcare reforms in general and particularly in the restructuring of hospitals. The Core Elements Framework by Antwi and Kale (2014) identifies six fundamental change elements from both emergent and planned change management approaches. The six elements are regarded by theorists from the two different schools of thought i.e. emergent change and planned change as key for successful change. The Core Elements Framework by Antwi and Kale, (2014) demonstrates the strength of not viewing the two approaches to change management as mutually exclusive but as complementing each other when the other is falling short. The study identified the following: ■ The change was prompted by clearly identifiable external factors more than internal factors. ■ There was notable lack of organizational harmony which may have negatively impacted the change process. ■ The Private Public Partnership (PPP) funding model which was aimed at delivering the central hospital collapsed, after a study discovered that it benefited the private sector more than the public sector. ■ There was no proper consultation of major stakeholders for preparation of the change. ■ Resources in all material forms were not made available for the change to take off, this means that there was no organizational capacity to execute the change. The study draws the conclusion that lack of organizational capacity, organizational harmony and a proper consultation process for stakeholders are the main reasons why the restructuring of the Nelson Mandela Academic Hospital is not yielding the desired results. The study recommends that organizations should implement a multidimensional approach for any change initiative to be successful and that organizations must ensure the availability of the necessary resources when embarking on change.

Striking the balance between managing a successful organisation and paying attention to environmental sustainability requires excellent leadership. There are several benefits associated with being an environmentally sustainable organisation such as improved image (reputation and brand), increased customer loyalty, improved bottom line, attracting skilled experienced staff and improving the relationships with local communities. The purpose of this study was to explore and describe the change leadership qualities needed to drive environmental sustainability in the South African landscape to reduce global warming reduction. The qualitative paradigm was utilised to investigate the change leadership qualities needed to affect create environmental sustainability, with focus on global warming reduction actions in the workplace. A literature review was conducted on environmental sustainability, change leadership, and leadership qualities necessary to effect change. A survey was conducted among 13 participants using an interview schedule in the Gauteng, Western and Eastern Cape provinces of South Africa in both private and public organisations in various business sectors. Data was collected in 2013 over a four–month period by conducting face-to-face, telephonic and email interviews. The returned questionnaires were subjected to constant comparative, content and grounded theory analysis. Biographical profiles of the respondents and participating organisations were presented as case studies. Trustworthiness of the data was ascertained using data triangulation. Data was analysed in terms of the issues of environmental sustainability and change leadership. In-depth analyses were also conducted by means of provincial, business and employment sector comparisons. It was found that environmental sustainability was being addressed by the selected organisations, specifically relating to GHG emissions, energy and water saving actions. Change leaders should implement specific environmental sustainability strategies to assist in the reduction of global warming, create awareness, focus on employee involvement, report on their sustainability results and put and incentives in place to encourage environmental sustainability. In order to effect such changes, change leaders need to set targets to measure their sustainability progress. Green campaigns should be conducted internally to educate employees on the effects of global warming, and externally to inform the public about their commitment to environmental sustainability and to advise the public on courses of actions to assist in the quest to reduce global warming. It would be advisable for organisations to appoint a specific environmental sustainability team to drive these efforts. It was found that in order to bring about such changes, certain qualities were needed by change leaders to enable them to act as a change agents. Associated change leadership styles were also addressed. Change leaders should be knowledgeable in order to effectively communicate the importance of environmental sustainability. They should adopt a blend of leadership styles to drive environmental sustainability depending on the extent of change actions planned. Organisations should identify, appoint and mentor female leaders as they have the nurturing qualities that could successfully drive environmental sustainability actions. Change leaders should also preferably be personally involved in environmental sustainability as their personal values together with their job role at top leadership level could contribute towards successful implementation of environmental sustainability actions in the workplace. The study has provided general guidelines on the environmental sustainability issues necessary to address global warming reduction as well as guidelines on the change leaders qualities necessary to drive environmental sustainability actions in the workplace.

Rising global competition, the influence of advances in information technology and the re-engineering of business processes are some of the imperatives that force organisations to restructure their businesses. In South Africa, the situation is even more compelling, with the recent democratisation of the country that requires companies to implement certain restructuring programmes designed to empower previously disadvantaged individuals. Organisational restructuring is therefore inevitable for any organisation. These changes, however, do affect organisations and employees. Employees become insecure, confused about their jobs, and therefore less productive. To the extent that change can adversely affect both organisations and employees, it becomes critical that organisations should implement it carefully, if they are to survive. To achieve this, requires managers to fully understand drivers of change, the possible consequences of change on both organisation and employees, and to take appropriate actions. The main objective of this study was to identify possible approaches that organisations can pursue in implementing restructuring without adversely affecting the employees. The practical context chosen was an organisation that had recently implemented organisational restructuring. The research methodology for this study entailed the conducting of an intensive study of the relevant literature, to determine what the theory reveals in respect of restructuring strategies that can assist organisations in effectively implementing the restructuring process. Dissertations, theses, research reports and journals were consulted, in an attempt to formulate a theoretical basis for this study. The contemporary literature reveals that there are various strategies that organisations can employ to effectively restructure their organisations with minimal adverse influence on employees. The restructuring organisations should ensure that employees are genuinely involved in the process at the iv outset. The desired changes and the benefits thereof, should be clearly and consistently communicated to the employees at the beginning of the restructuring process. An empirical study was then conducted at the chosen organisation that had recently embarked on an organisational restructuring. The focal point of the empirical study was to determine how this organisation had implemented its restructuring process. The main purpose was to establish the impact that this restructuring had on the morale and motivation of the employees. The final step of this study included an assessment of the findings. This was done so that suitable conclusions could be drawn and appropriate recommendations made. The conclusions revolved around the effects of restructuring on the employees of this organisation. The focus of the recommendations was on what approaches the restructuring organisations should follow to successfully and effectively implement the restructuring process, without adversely affecting the employees.

Public service delivery is a major challenge to governments in both the developing and developed worlds. Governments have used various strategies to enhance service delivery. These strategies have resulted in varying outcomes and levels of service delivery. In the Kenyan government, the strategies to enhance service delivery include: Results Based Management strategies, service charters, Information Communication Technology (ICT), performance contracting, and strategic plans. This study is an investigation of reforms in the Ministry of Immigration and Registration of Persons (MIRP), Kenya. The study sought to investigate the effects of Results Based Management on service delivery; to investigate the effect of strategic planning on service delivery in Kenya; to investigate the effect of ICT on service delivery in Kenya; and to investigate the effect of Business Process Re-engineering (BPR) in service delivery. This study utilized a descriptive research design where the researcher investigated and collected factual data to describe the situation or problem. Secondary data was sourced from document reviews. Data was analyzed as it was collected. The researcher classified the data in terms of the topic, themes and content. The broad topic and themes of the data collected was based on the research objectives of this study and included: use of Information Communication Technology, Business Process Re-engineering, Results Based Management, and strategic planning. The findings revealed that the department has utilized Results Based Management, strategic planning, Information Communication Technology, as well as Business Process Re-engineering tools in reforming public service delivery towards effectiveness and efficiency. Furthermore, this study also revealed that the department has accrued various benefits as a consequence of these tools despite the challenges facing their implementation. According to the report, the reform programs have enhanced greater transparency in service delivery, improved accountability, responsibility in employees, enhanced policy coherence and strengthened capacity. these advantages are evident to the Department of Immigration. the study recommends that the use of Results Based Management, ICT and Business Process Re-engineering policies and changes should be implemented to improve service delivery in the Ministry of Immigration and Registration of Persons. In addition, the study recommends the following further studies: the study should be replicated to other public organizations (agencies) to allow for comparison of the findings of this study; the study recommends research on the success of public organizations in achieving objectives of their strategic planning (this is based on the challenges identified facing strategic planning in the Department of Immigration); and, finally, this study recommends future research on the relationship between Business Process Re-engineering (BPR) and efficient service delivery. This study will provide insight to what extent BPR affects service delivery.

South African organisations are facing a new era of intense global competition. The modern business world is characterised by change and this change presents both challenges and opportunities. As a result, organisations have to become more responsive to change by continuous, rapid and cost-effective innovation through integrating the strengths of the entrepreneurial small firm, such as creativity, flexibility and innovativeness, with the market power and resources of the large firm. Due to the dynamic nature of the automotive industry, it is vital that South African organisations and management identify creativity and innovation as the main sources of sustainable competitive advantage. Sustained competitive advantage is derived from consistently satisfying customers’ wants and needs through innovation. An intrapreneurial philosophy is of key importance to an organisation’s corporate strategy, ensuring that entrepreneurial values are incorporated into the culture of the organisation. This study took place within an automotive component company operating in the Eastern Cape. Based on the theoretical findings of the literature study a questionnaire was developed and distributed to all employees of the company. The objective of the questionnaire was to measure the prevalence of intrapreneurship within the company and based on the findings of the literature study, recommendations on the structure, systems, culture and management styles of the organisation were made. Finally, a model was developed that identifies the importance of innovation, customer-solution centeredness and being market driven as core strategic values.

The general purpose of this study is to investigate and identify the relationship between transformational and leadership personality preferences. The aim of the study is therefore to establish an empirical link between transformational leadership and certain aspects of personality preferences in order to verify if these leaders can be distinguished from others by means of their personality preferences. The transformational leaders’ ratings as identified by use of the Multifactor questionnaire are compared with personality preferences indicated on the scales of the Myers Briggs Type Indicator®. Given the research literature an expectation exists that a statistically significant difference will be found between aspects of personality preferences of transformational and non-transformational leaders. Therefore transformational leaders will be identifiable from non-transformational leaders by their personality preferences. The research group was a convenience sample that consisted of 66 leaders chosen from two organisations in the financial and entertainment industries at the level of team leader or in a supervisory capacity. The statistical procedures utilised in the analysis of the data included analysis of frequencies, ttests and cross tabulations. Firstly, the transformational leaders in the selected organisations were identified successfully. As far as determining the personality preferences of the identified transformational leaders and establishing any possible links between the transformational leadership style and chosen personality preferences, the only significant difference was found between the introversion and extroversion preferences. A significant difference between introversion and extroversion in terms of the Intellectual Stimulation rating on the MLQ was found as well as in terms of the Average and Inspirational Motivation ratings. No other statistically significant differences or interdependencies were found between the personality preferences as identified by the MBTI® and any of the ratings on the MLQ. The third objective of determining whether personality preference can be utilised to predict transformational leadership is therefore answered. From the findings of this study it seems as if personality preferences cannot be utilised to predict transformational leadership in for instance a selection process in a company. As this research group was highly selected and not representative of the general population, it is not possible to generalise the findings of this study. Although the research group was not representative, the findings of this study matched with those of other studies, and the deduction is therefore made that if this study was to be repeated, similar results would be found. / Prof. S. Kruger

Dr. Danie Theron

M.Comm. / Powerful tides of change are surging across the world we live in. "To meet the challenges posed by a world that is changing at an ever-increasing pace, we must let go of values, and beliefs, and practices that have or shortly will become anachronistic and reformulate new ones that are congruent with changed circumstances." (Maynard & Mehrtens, 1993 :27.) The period of industrialisation - the Second Wave - belongs to the past, while a next wave of change - the Third Wave - is making its presence felt. Industrial-age companies are hierarchical and their source of strength lies in stability. In the new era demands for participation in management, shared decision making, personal growth, flexibility, change and network (flatter) organisational structures will intensify. The new long-term strategy for the South African motor industry was announced in March 1994 and brought about a permanent change in the industry. Survival of the local motor industry will depend on the ability to adapt to change. A mindtwist or mindset change is required of the people in the local motor industry. The South African motor industry is still entrenched in the industrial age with its hierarchical structures and its lack of focus on the individual and the customer. The lack of cooperation between manufacturers and their dealer networks stresses the need for network structures and cooperation. The current focus of the South African motor industry on product and market share needs to be changed to customer orientation and market creation. Market creation and focus on the needs of the customer must become a way of life for everyone involved in the industry. This will ensure that buying a car, owning it, running it, having it serviced will be a delightful experience for the customer. The acceptance and implementation of third-wave management principles is an issue for today - tomorrow may be too late!

M.B.A. / The research looks at the role of trade unions in the implementation of change in organizations and some of the factors that determine the success or failure of these initiatives. The need for this research came as a result of the many stand off's experienced between management and trade unions operating in organizations. The research focuses on the mining industry, which, historically, is heavily unionised. Since South Africa's first democratic elections, there have been many initiatives by government to try and uplift the previously disadvantaged. To be able to do this there need to be a shift in paradigm and the way of doing thins. This means a change in the way in which things are done and the way of thinking. For this to be possible several factors come into play for there to be successful implementation of change. The research aims to explore these factors and assess the extent to which such factors play a role in the success or failure of change in the South African context. The parameters or factors that were identified as key in change implementation are identified through an in depth literature study. These factors are tested in the South African context by means of a survey using a questionnaire developed using the finding derived from the literature study. The research targets individuals at different levels of the organization, who are key in determining the success or failure of change initiatives. The survey included Managers, trade union leaders and their members. The finding obtained from the questionnaires were collated and interpreted. These findings were validated through follow-up interviews with individuals from the different levels of the organization. Although South Africa is almost 10 years into its democracy, the research found that South African organizations were far from becoming democratic, which is one of the factors essential to the successful implementation of change in organizations. From the findings of the research recommendations have been made to assist in effective implementation of change in organizations.

The aim of this study is to identify perceptions and attitudes of uniformed military personnel towards organizational transformation. This would enable the researcher to determine the impact on employees’ level of functioning. Transformation as a concept is currently of great significance in South Africa specifically in the military setting. It involves changes to the philosophy and mission of the military unit. Organizational transformation in the military unit appears to be an intense process that may have a significant impact on the social functioning of the employees in the particular setting. The orientation to the study in Chapter 1 gives an overview of the Military history prior and just after the first South African democratic elections. The goal and objectives, the role of the Social Worker, motivation and limitations towards the execution of the study are further discussed. The definition of important concepts used in the study is outlined in this chapter. The literature review in Chapter 2 theoretically examines the concepts central to the military transformation processes. It has been identified that organizational change is mainly barred by individual resistance factors as well as organizational intervention factors. Change strategies contributing towards positive organizational transformation forms part of Chapter 2. Chapter 3 describes the research methodology followed in this in study. The qualitative and quantitative data collection methods which also involve the designing of the questionnaire utilised as a selected instrument for data gathering and statistical analysis is discussed. A full description of the study sample will also be offered in this third chapter. An integrated research methodology of both qualitative and quantitative approach will be followed in this study. A suitable interview schedule (Questionnaire) will be developed out of the focus group conducted as a pilot study for data collection purposes. The study will be descriptive in nature. Chapter 4 describes and evaluates the data collected from respondents. Results and interpretations are provided. The conclusion is reached that certain sectors, specifically staffed members and personnel who were previously employed by the SADF and are were expected to transform and integrate new members from outside forces. Afrikaans and English members are also more negative about transformation than African language groups. From these results it appears that transformation has benefitted the new “incoming” personnel who are significantly more optimistic about integration and transformation than the old permanent force members. Chapter 5 outlines conclusions indicating practical and theoretical implications of this study. Recommendations regarding possible strategies to improve the management of the transformation process are made in this chapter. / Dr. W. Roestenburg