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A behavioural multi-criteria decision making framework for corporate climate change responseChinoda, Muriel 04 September 2013 (has links)
The understanding that humans are bounded in their rationality has been proven to manifest in complex decision making as a result of a limit in the amount of information available, the cognitive limitations of the mind and the amount of time available in which to make a decision. Because of this, humans have been known to appeal to heuristics and the rules of thumb (termed 'satisficing‘) when making decisions, resulting in biased probability judgments and not maximizing expected utility. Corporate application of bounded rationality is still very limited. This study builds on and advances the study and application of bounded rationality in corporate environments, using climate change response as a real-life situation, and in a circular fashion help explain some of the debates and paradoxes that agitate researchers from the climate change community. Using a mixed methods comparative case study of two organisations‘ responses to climate change, the study theorises that competitive market forces and the ability of organisations to learn from other organisations limits the levels of 'satisficing‘ in strategic decision making. Instead, the limited amount of information and the fear of the unknown cause organizations to approach the subject cautiously. A tactical interpretive climate change response framework emerges. / Business Management / D.B.L.
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The evolution from plant maintenance to physical asset management : an analysis of the Sasol Synfuels roadmap for changeBotes, Hein 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: The change management approach followed during the installation of a new
maintenance work management process (termed SAMI Stage1) in Sasol Synfuels is
assessed. A framework and a set of change management principles are derived
from literature relevant to the topic and are used as a basis to assess the
implemented change. The concept of physical asset management is also reviewed
and incorporated into the overall framework.
The assessment reveals the following positive aspects of the change management
process followed:
• Excellent executive sponsorship throughout the implementation of SAMI Stage
1.
• The use of one team of Sasol Synfuels personnel to develop the strategic plan
and another team to perform the design of the new maintenance work
management process has resulted in a core group of change advocates within
Sasol Synfuels.
• Sasol Synfuels business units were declared SAM I Stage 1 competent, which
included the achievement of outcome indicators as well as behavioural
changes.
• The SAMI Stage 1 change is reinforced through further changes such as
SAMI Stage 2, SAM PI (production initiative), as well as the creation of a new
department, OPEX, to facilitate operational excellence within Sasol Synfuels.
• The overall SAMI roadmap, commencing with maintenance work
management, is found to be an effective vehicle to achieve the future
integrated state of asset management.
However, the following negative aspects of the implemented change are also
highlighted:
• The concept of physical asset management as the ultimate objective of the
SAMI process was inadequately explained and coached to the organisation.
Although maintenance work management efficiency has improved, the
organisation has not made the mental transition from a cost centre mentality to
a profit centre mentality.
• Production personnel were initially excluded to a large extent, since SAM I
Stage 1 was installed as a predominantly maintenance-focussed initiative.
However, production personnel are required to play a large role in the
maintenance work management process and their initial exclusion required
significant stakeholder management during the advanced stages of the
change.
• There have not been significant changes to the recognition and reward
systems in Sasol Synfuels in order to enhance the integration of specifically
the maintenance and production functions. The organisation is thus still very
much focused on functional excellence as opposed to the integrated concept
of asset management.
The effectiveness of installing a maintenance work management process first and
then addressing equipment failures is also reviewed. It is concluded that this
approach of firstly establishing discipline in the execution of maintenance work is
indeed a viable approach. However, the overall objective of asset management must
be considered from the onset and the organisation must be continuously aligned to
that objective.
Based on the above observations, recommendations are made on futu re Sasol
implementations of maintenance work management processes. In essence there
should be more focus on the concept of physical asset management before and
during such an implementation.
It is also recommended that a post SAM I Stage 1 project analysis should be
performed (using appropriate questionnaires andlor interviews) to assess the positive
and negative aspects as encountered by the organisation. These learning pOints
should be documented and used for future, similar interventions. It should also be
established whether the changes in behaviour and outcome are due to predominantly
compliance to the work management process, or whether there is significant
commitment to the process. Commitment to the process by the majority of the
organisation is required to ensure sustainability there of. / AFRIKAANSE OPSOMMING: Die benadering soos gevolg ten opsigte van veranderingsbestuur gedurende die
implementering van 'n nuwe instandhoudingswerk bestuursproses in Sasol Synfuels
(genaamd SAM I Fase 1), word ondersoek. 'n Raamwerk en 'n stel beginsels met
betrekking tot veranderingsbestuur word uit die relevante nagevorste literatuur
ontwikkel en word gebruik as 'n basis waarteen die geimplementeerde verandering
geevalueer word. Die beginsel van fisiese batebestuur word ook ondersoek en in die
oorhoofse raamwerk geinkorporeer.
Die volgende positiewe aspekte van die veranderingsbestuur proses wat gevolg was,
word deur die ondersoek openbaar:
• Uitstekende borgskap deur uitvoerende bestuur tydens die verloop van die
implementering van SAMI Fase 1.
• Die gebruik van een span Sasol Synfuels personeel om die strategiese plan te
ontwikkel en 'n ander span om die ontwerp van die nuwe
instandhoudingswerk bestuursproses te behartig, het gelei tot die ontstaan
van 'n kern groep in die organisasie wat die verandering ondersteun.
• Besigheidseenhede in Sasol Synfuels is SAM I Fase 1 bedrewe verklaar, wat
die behaling van uitkomsindikators, sowel as gedragsveranderinge insluit.
• Die SAMI Fase 1 verandering word versterk deur verdere veranderings soos
SAMI Fase 2, SAMPI (produksie inisiatief), sowel as die daarstelling van 'n
nuwe afdeling, OPEX, om operasionele uitnemendheid in Sasol Synfuels te
fasiliteer.
• Die algehele SAMI proses, beginnende met die bestuur van
instandhoudingswerk, is effektief bevind om die toekomstige, geintegreerde
toestand van batebestuur te verwesenlik.
Die volgende negatiewe aspekte van die geimplementeerde verandering word egter
ook uitgelig:
• Die beginsel dat fisiese batebestuur die uiteindelike doelwit van die SAMI
proses is, was nie voldoende verduidelik en oorgedra aan die organisasie nie,
Alhoewel die effektiwiteit van instandhoudingswerk bestuur verbeter het, het
die organisasie nie die paradigma skuif gemaak van 'n kostegesentreerde
denkwyse na 'n winsgesentreerde denkwyse nie.
• Aanvanklik was produksiepersoneel grootliks uitgesluit uit die proses,
aangesien SAMI Fase 1 hoofsaaklik as 'n instandhoudingsinisiatief aangepak
is. Produksiepersoneel het egter 'n groot rol om te speel in die
instandhoudingswerk bestuursproses en hulle aanvanklike uitsluiting het gelei
tot aansienlike bestuur van belanghebbendes gedurende die gevorderde
stadiums van die verandering.
• Daar is nog nie betekenisvolle veranderinge gemaak aan die vergoedings -en
erkenningssisteme in Sasol Synfuels om sodoende die integrasie van
spesifiek die instandhouding en produksiefunksies te bevorder nie. Daar is
dus nog steeds 'n sterk fokus in die organisasie op funksionele uitnemendheid
in teenstelling met die geintegreerde beginsel van batebestuur.
Daar word ook gekyk na hoe effektief dit is om eers 'n instandhoudingswerk
bestuursproses te installeer voordat toerustingfalings ondersoek word. Die
gevolgtrekking word gemaak dat hierdie benadering om eers dissipline in die
uitvoering van instandhoudingswerk daar te stel, inderdaad 'n haalbare benadering
is. Die oorhoofse doelwit van batebestuur moet egter vanaf die begin oorweeg word
en die organisasie moet gedurig op koers gehou word rakende daardie oogmerk.
Voorstelle, gegrond op bogenoemde waarnemings, word gemaak vir die toekomstige
implementering van instandhoudingswerk bestuursprosesse in Sasol. In wese moet
daar meer gefokus word op die beginsel van batebestuur voor en gedurende so 'n
implementering.
Daar word ook aanbeveel dat 'n nabetragting gehou word rondom die
implementering van SAMI Fase 1 (met behulp van gepaste vraelyste en/of
onderhoude) om die positiewe en negatiewe aspekte, soos ondervind is deur die
organisasie, te evalueer. Hierdie inligting moet dan gedokumenteer word en gebruik
word vir toekomstige, soortgelyke intervensies. Daar moet ook bepaal word of die
verandering in gedrag en resultate die gevolg is van oorwegend die navolging van
die proses of toewyding aan die proses. Die meerderheid van die organisasie moet
toegewyd wees aan die proses om volhoubaarheid te verseker.
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The safe mindset of managers, shiftbosses and miners on a platinum mine in South Africa26 October 2010 (has links)
M.Phil. / The mining industry in South Africa is in a process of transformation, which can be ascribed to various influences. First and foremost is the process of the conversion of mineral rights, employment equity and black economic empowerment. The ethnic distribution of mining employees at the time of the study reflected that Managers were predominantly white, the majority of Shift bosses were white and Miners were predominantly black. Central to the transformation process is maintaining and improving production output in a safe manner. Leadership in addition also impacts on health and safety in the workplace and the process to transform the organisation to world- class status commences with leadership. Transforming health and safety in the organisation to world-class status is a leadership imperative. The fatality rates in South African mines are continuously being addressed not only through initiatives from the Chamber of Mines of South Africa, but also through the various mining houses. The introduction of the Mine Health and Safety Act and Regulations 29 of 1996 made a profound impact on health and safety management on South African Mines. The introduction of blasting certificate holders replaced the scheduled person (contract miner). Various mining houses grasped the opportunity and trained their own miners from previously disadvantaged communities. This also assisted in achieving transformation objectives. The fatalities on platinum mines in South Africa since 1995 have remained constant up to 2007 although a slight decrease is reported. Nevertheless, injuries and fatalities in South African mines are attracting negative attention from society and the investment community. This is not in the interest of the mining industry. Research indicates that unsafe behaviour contributes 87% and more to incidents and injuries (including fatalities) on mines. The study of behaviour as a contributing factor in organisational safety is a relatively young science since the first reported studies in the 1980's. Research in this domain strives to develop an understanding of behaviour as a contributing factor in organisational safety.
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An investigation into the prevalence of knowledge management practices within the libraries of two institutions on the verge of a merger : Cape Technikon and Peninsula TechnikonKhangala, Busisiwe Nobuhle 12 1900 (has links)
Assignment (MA)--University of Stellenbosch, 2004. / ENGLISH ABSTRACT: In terms of the Higher Education Act, 1997 (Act No. 101 of 1997: Notice no: 1700), the Cape
Technikon and the Peninsula Technikon will merge on 1 January 2005 to become a single
institution known as the Cape Peninsula University of Technology. This merger is part of the
South African government’s effort to streamline education spending priorities, whilst evening
out the differences between historically white and historically black institutions. During the
apartheid era the Peninsula Technikon was established mainly for black (i.e. Coloured and
African) students and the Cape Technikon for white students.
There are a number of problems and challenges that can be expected by these institutions
before, during and after the merger. These include, among others, identity crises that might
result from the clash of different cultures because of the different backgrounds of these two
institutions. If the merger is not handled properly, especially where human and cultural issues
are concerned, it might not be successful. Higher education institutions are recognized as being
in the knowledge business, and libraries play a central role in this regard. Academic librarians
specifically have a significant knowledge management role to play in their institutions. In the
case of the Cape Technikon and Peninsula Technikon libraries, it would thus be very important
to understand each institution’s culture and what their existing knowledge management
practices are, so that by the time of the actual merger they will know how to cooperate
productively and effectively.
Given the complexity of mergers and their wide ranging ramifications, as well as potential
problems that might hamper the smooth operations of the institutions, the aim of this study was
to investigate the knowledge management practices of the libraries of these two institutions.
Thereafter recommendations were made, based on the findings, as to how to apply knowledge
management practices to increase the capabilities of the two institutions’ libraries and enhance
their operational efficiency. The methods of investigation were qualitative in nature and
comprised questionnaires which were filled in by the librarians of both institutions as well as
in-depth interviews with senior staff members of both libraries. The study also made other
observations which related to the feel of the environments and people’s attitude which were
also quite revealing. Although both libraries displayed knowledge management practices, the
Cape Technikon was found to be more advanced in some regards than the Peninsula
Technikon. Finally, recommendations were made on how to apply certain specific knowledge management
practices successfully after the merger. These included a recommendation that both institutions
ensure that there are processes in place to ensure that knowledge is recorded on an ongoing
basis. / AFRIKAANSE OPSOMMING: In terme van die Wet op Hoër Onderwys, 1997 (Wet Nr 101 van 1997: Kennisgewing Nr:
1700), sal die Kaapse Technikon en die Skiereiland Technikon op 1 Januarie 2005 saamsmelt
om ’n enkele instelling te word, naamlik die Kaapse Skiereiland Universiteit van Tegnologie.
Hierdie samesmelting is deel van die Suid-Afrikaanse regering se poging om die prioriteite op
opleidingsuitgawes te stroomlyn, terwyl die verskille tussen wat histories wit en swart
instellings was, uitgestryk word. Gedurende die Apartheid era was die Skiereiland Technikon
veral vir swart studente (m.a.w. Gekleurdes en Afrikane), en die Kaapse Technikon vir wit
studente.
Daar is talle probleme en uitdagings wat verwag kan word by hierdie instellings voor,
gedurende en na die samesmelting. Hierdie sluit in, onder andere, identiteitskrisisse wat dalk
kan opduik as gevolg van die verskillende agtergronde van hierdie twee instellings. As die
samesmelting nie behoorlik hanteer word nie, veral wat menslike en kulturele kwessies betref,
kan dit onsuksesvol wees. Instellings vir hoër onderwys word erken as in die besigheid van
kennis, en biblioteke speel ‘n sentrale rol in hierdie opsig. Spesifiek akademiese bibliotekarisse
het ’n rol om te speel in die behandeling, of bestuur, van kennis. In die geval van die Kaapse
Technikon en Skiereiland Technikon se biblioteke, sou dit dus baie belangrik wees om elke
instelling se kultuur te verstaan, en om hulle huidige metodes van kennisbestuur te ken, sodat
dit teen die tyd van die samesmelting moontlik is om produktief en effektief saam te werk.
Aangesien samesmeltings kompleks is met verreikende vertakkings, sowel as potensiële
probleme wat dalk die gladde werking van die instellings kan verhinder, is die doel van hierdie
studie om die praktyke van kennisbestuur in die biblioteke van hierdie twee instellings te
ondersoek. Daarna, gebaseer op die bevindings, is voorstelle gemaak met verwysing na die
toepassing van kennisbestuurspraktyke, sodat die twee instellings se biblioteke se
bekwaamhede kan vermeerder en hul doeltreffendheid verhoog kan word. Die metodes van
ondersoek is kwalitatief en bestaan uit vraelyste, ingevul deur senior personeellede van albei
instellings. Die studie het ook ander waarnemings gemaak in verband met die atmosfeer of
gevoel van die omgewings en mense se houdings, wat ook veelseggend was. Alhoewel beide
instellings kennisbestuurspraktyke getoon het, is bevind dat die Kaapse Technikon in sekere
opsigte meer gevorderd as die Skiereiland Technikon is. Ten laaste is voorstelle gemaak met verwysing na hoe om sekere spesifieke
kennisbestuurspraktyke na die samwsmelting toe te pas. Hierdie het ’n aanbeveling ingesluit
dat albei instellings seker moet maak dat prosesse onderweg is om op ’n voortdurende basis
boek te hou van kennis.
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Organisational change management in South Africa : the development of a change framework and scorecard within a mergers and aquisitions environmentGlensor, Michael Colin 11 1900 (has links)
Change in today’s business environment may be seen as inevitable however in the
absence of a generic and endemic Change Framework for Managing and Leading
Change; South African businesses face a difficult task of surviving into the future unless
they are able to find an Organisational Change Management Approach that will assist
them in navigating the Organisational Change Landscape for the 21st Century.
This study provides an exploratory approach to understanding the nature of
Organisational Change Management in South Africa, by exploring the following key
concepts:
(1) An understanding of the nature of Organisational Change Management in South
Africa
(2) The Critical Success Factors needed for Organisational Change Management to
succeed in South Africa
(3) The provision of a practical Organisational Change Management Framework and
Scorecard for the measurement of Organisational Change Management processes
and initiatives
(4) Recommendations towards a Organisational Change Management Scorecard
The study which is largely qualitative in nature makes use of a multiple case study design
methodology for the collection of empirical evidence as well as quantitative research data
from a survey questionnaire to support the underlying constructs and research questions
posed within the study. The use of data and methodological triangulation, namely
research interviews, survey data, company and archival documentation as well as focus
group discussion points has provided the research study with the necessary validity and
reliability to support research results, findings and recommendations.This information should be utilized by Change Practitioners practicing organisational
change within a rapidly transforming environment, where Mergers and Acquisitions are
major force for change as it would help to provide the necessary change framework and
change scorecard for the management and measurement of organisational change
interventions.
This study also highlights the Critical Success Factors for change by focusing on the
Emotional side (Low impact) and Change Imperatives / Prerequisites (High impact) for
the management of organisational change. In addition, the study also provides a first view
of some change performance measures in the form of a Change Scorecard, which can be
used to assess the overall impact of the current change intervention being implemented. / Graduate School for Business Leadership / DBL
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The stories that leaders tell during organisational change : the search for meaning during large-scale transformationVeldsman, Dieter 05 February 2013 (has links)
Change has become the norm as knowledge economy organisations aim to build
agile people, process, and technology practises to ensure future sustainability.
Leaders have been criticised due to the inability to manage sustainable and
meaningful change that will navigate the future success of the organisation. The
research will explore leaders’ stories during an organisational change journey in
order to determine the story type and subsequent meaning associated with
leadership stories during organisational transformation. The research utilised a
qualitative narrative inquiry research design to explore multiple leadership stories.
Thematic network analysis was used to explore the themes identified within the
leaders’ stories and to identify the themes of meaning evident beneath the surface.
The research findings contribute to the field of Organisational Psychology by
providing leaders with a framework for navigating sustainable change journeys, and
explore current leadership practices that contribute to the high rate of current
organisational change failures. / Industrial and Organisational Psychology / M. A.
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An analysis of the impact of industry role players on the competitiveness and profitability of an entity in a volatile environmentMuli, Mary Goreti Shingirai 09 1900 (has links)
The airline industry has grown rapidly over the past few decades, recording a ten-fold rise in
passenger numbers and a fourteen-fold increase in cargo volumes. This growth has created
overwhelming value to airline passengers, employees, suppliers and the broader economy.
Unfortunately, this industry has been affected by terrorism attacks, wars, revolutions, pandemic
fears, earthquakes, volcanoes, failing economies and skyrocketing fuel prices all of which have
negatively impacted on profitability and resulted in intense competition. Consequently, airlines
have spent the last decade in survival mode having to adapt to harsh changes.
Air Zimbabwe, a state-run organisation which operates in this highly regulated and turbulent
industry, is faced with numerous micro and macro environmental challenges and has been
purposively selected for this study. According to company statistics, the airline’s annual
passenger uplifts have declined from a peak of over 1 million in the 1990s to less than 200 000
in 2011, with revenue generation declining in correlation. Whilst Air Zimbabwe has experienced
depressed demand for its services, competitor airlines are recording brisk business. The aim of
this study was to investigate how a struggling organisation, which operates in a turbulent
environment, can improve its competitiveness and profitability by better understanding the
impact of industry role players and adapting organisational strategies to industry variations.
This study examined, from the point of view of the industry players themselves, the extent to
which customers, suppliers, competitors, regulatory authorities, substitute products and new
entrants have impacted on the competitiveness and profitability of the airline. Major findings
reveal that an organisation cannot operate in isolation and be competitive or profitable, but
constantly needs to analyse the industry environment in which it operates in and to amicably
interact with other industry role players. The research outlines the need for competition in
certain areas and cooperation in others. / Business Management / M. Com. (Business Management)
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Defining a Process for the Work of Social Justice Leaders in Social Change OrganizationsKnechtges, Cynthia A. January 2017 (has links)
No description available.
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The development and validation of a change agent identification frameworkVan der Linde-De Klerk, Marzanne 11 1900 (has links)
The main aim of the research project was to develop a change agent identification framework, to be used by organisational change management specialists to identify change agents more effectively in large organisations moving forward. To date, little research has been conducted regarding the role and identification of change agents in large organisations. In the context of the research project, the sample of change agents used, referred to employees affected by the change, spread across the organisation, assisting in communicating key messages and ensuring that their peers become change ready. A thorough 12-step empirical research process was followed, which included both a qualitative and quantitative approach. The qualitative process consisted of the development of a change agent identification framework, comprising of four dimensions, each with supportive information and/or items. The aim of the quantitative process was to empirically test the personality trait dimension of the framework with a sample group of 27 change agents and 135 employees influenced by a transformation process. This was to determine which change agent personality traits has a positive impact/effect on employee change readiness levels during transformation. Through a rigorous analysis process, only the phlegmatic, persuasive and optimistic personality traits resulted in having some positive effect on employees during a transformation process. In support of these findings, the literature study findings as well as the qualitative empirical research findings indicated that the persuasive and optimistic personality traits need to form part of a change agents’ personality profile. The phlegmatic personality trait was not evident throughout all literature findings. The literature and empirical results contributed towards a comprehensive understanding of the way in which individuals should be identified as change agents in large organisations. The developed framework should assist industrial and organisational psychologists in the future to identify individuals as change agents, more efficiently. Recommendations were made on the future expansion of a knowledge base for organisational change agents. / Industrial and Organisational Psychology / D. Com. (Industrial and Organisational Psychology)
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The impact of change management on role conflict, role ambiguity and job satisfaction in a transport organisationVan Niekerk, Elna 11 1900 (has links)
Organisations and job content will continually change irrespective of the employee
or job context. The ability to understand, initiate and manage change is therefore,
an essential skill for any change agent.
The general aim of this research was to investigate the impact of change
management on role conflict, role ambiguity and job satisfaction. "Change
management", "role conflict", "role ambiguity" and "job satisfaction" were
conceptualised. This change process was described and the effect of change
management on role conflict, role ambiguity and job satisfaction was determined.
Instruments for measuring these concepts were administered among 116 employees
who have been subjected to extensive organisational change within a large
transport organisation. It was found that change management has a significant
impact on role conflict, role ambiguity and job satisfaction.
The change management process used in this research potentially enables Human
Resources managers and change agents to reduce role conflict, role ambiguity and
job satisfaction during large scale organisation change. / Industrial and Organisational Psychology / M.Comm. (Industrial Psychology)
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