08 May 2014
M.Com. (Economics) / Please refer to full text to view abstract
The leadership and workgroup requirements that organizations need to ignite and fan the flames of innovationWilson-Evered, Elisabeth, 1956- January 2002 (has links)
Abstract not available
Maslyn, John M.
No description available.
Sithole, G. T. H.
No abstract available. / Thesis (MBA)-University of Natal, Durban, 2002.
Change management in organisations : a case study analysis of the management of change processes in the civil service of Lesotho.Makhetha, Morongoe M. January 2003 (has links)
This study is an evaluation of the implementation of change processes in the Lesotho Civil Service, Ministry of the Public Service (MPS). A qualitative method was used where an exploratory study was conducted by drawing a case study to evaluate the change implementation process in the organisation. In enabling the researcher to conduct a more focussed study, only five factors that have an impact on the successful implementation of change were considered. The factors were namely: forces for change; managing and leading change; building the desired culture; resistance to change and errors common to organisational change. The relevant information for the case study was obtained mainly from interviews and questionnaires. The pattern matching technique was performed on the case study, whereby the way change was implemented in the Lesotho Civil service was compared to that suggested by the literature. Fifty questionnaires were administered to fifty employees in the Ministry of the Public Service. Finally an evaluation based on the responses of the respondents, what actually happened and that which the literature suggests were evaluated interdependently. Based on this evaluation, it was found that, there were forces for change in the organisation, but management did not communicate with the employees as to the need for change and how it was to be implemented. Employees were never involved or asked to participate in the planning process of the change. Management in the organisation did not take all aspects into account when planning for change as suggested by the literature and all these aspects need to be improved upon by the leaders in the organisation. / Thesis (MBA)-University of Natal, Durban, 2003.
Applying systems thinking and action research to improve a problematic situation on a large project.Lang, Harold Allen. January 2004 (has links)
Formal project management methodologies and processes play a vital role in organisations that run large complex projects and programmes. Is it possible that these methodologies and processes can end up defeating the purpose for which they are introduced? Can these methodologies actually cause projects to fail by becoming the focus of attention? If so, what can be done to reverse this bizarre situation? This study intends to give some insights into these complex questions. Methodologies that are not usually used in such environments are applied to a particular messy situation on a project in an attempt to bring about some relief. The events took place in a conservative, rapidly changing and highly politicised organisation that had embarked on a programme comprising many large interdependent projects that needed to be implemented in an aggressive time frame. A particular large and complex project was running into trouble due to, in no small measure, the strict enforcement of onerous project management procedures. The project team was becoming demoralised and very stressed, which aggravated the situation further. Project managers usually adopt a "hard" approach to making changes. The aim of this research is to see whether using a "softer" approach in the environment described above could alleviate the situation. In this study, systems thinking and action research form the core of the multi-methodological approach to understanding the problem situation and identifying appropriate interventions to bring about improvements. Given the culture of the organisation concerned, will the application of these methodologies improve the situation by bringing the project back on track and improve staff morale? Other concepts that play a role in this study include complexity theory and the learning organisation that are deemed essential to the understanding of the holistic picture. 111 "This we know. The earth does not belong to us; we belong to the earth. This we know. All things are connected like the blood that unites one family. All things are connected. Whatever befalls the earth befalls the sons and the daughters of the earth. We did not weave the web of life; we are merely a strand in it. Whatever we do to the web, we do to ourselves." (Chief Seattle) / Thesis (M.Com.)-University of KwaZulu-Natal, 2004.
This research is an experiential learning history of a change management process that occurred within the local government Development Management Department of the Ethekwini Municipality in the South African province of KwaZulu Natal. The department is the gatekeeper of development for Ethekwini and offers the plans approval service in the municipal area. The department underwent an internal change management process in 2000, which aimed to streamline the plans approval process and minimize the approval timeframe. The Municipality’s decision to change the existing system was motivated by the lack of foreign direct investment into the city due to the bureaucratic plans approval process. This research used the qualitative framework and case study approach to understand the context of the requirement for the change, the implemented changes and the aftermath of the changes. A sample group of 38% (from the department) was interviewed, their responses consolidated, grouped and graphically represented, enabling the unpacking of the change management experience. The author then analyses the data against systems theory and change management theory to enable a greater appreciation of the complexity of the process and the high impacts of specific choices in the change management process. The findings of the research indicate a high degree of unresolved stress relating to the imposition of the process of change management on employees. The author draws the conclusion from the evidence presented that the inclusion of the recipients of change, in the process of change will mitigate against these stresses. This research documents the experience of the change management process by the recipients of change. In so doing it offers a greater level of insight of the way in which change is experienced, thereby promoting better choices by practitioners in the field of change management. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2009.
The integration of project management processes with a methodology to manage a radical innovation projectKatz, Bernard 03 1900 (has links)
Thesis (MScEng (Industrial Engineering))--University of Stellenbosch, 2007. / In today’s business environment it is widely accepted that innovation is key to improving the economic performance of companies (Van der Panna et al. 2003) and for achieving and sustaining a competitive advantage in the market place. Based on the definition of radical innovation, a radical innovation project involves a high level of “newness” (Damanpour 1996), which in turn leads to high levels of complexity and uncertainty. However, it is difficult to manage these high levels of complexity and uncertainty within the structured framework of the traditional project management bodies of knowledge (Williams 2005). The following problem was thus formulated: Project management concepts alone, captured in the various bodies of knowledge, are not sufficient enough to successfully manage radical innovation projects. Companies therefore struggle to gain a competitive advantage through innovation, as the implementation of the radical innovation is seldom successful. The thesis presents a methodology termed the “Innovation Implementation Methodology” (IIM), which combines a range of components and concepts that support radical innovation projects. The IIM combines concepts such as knowledge management, project and team integration, project principles, design objectives, prototypes and risk and change management into four main components. Each component provides a different view of the radical innovation project. These views include: • A view of the different levels of detail required, • A view of the roles and responsibilities, • A view of the project structure and team integration, and • A scientific and experimental view.
Firms compete based on their relative ability to renew as much as they do on their ability to extract profits from product-markets. Drawing from literature and case studies the research explores how renewal is affected in organisations. The main dynamics of the renewal process, and the issues and skills involved in its management, therefore, receive detailed treatment. Relevant data is gathered from a variety of primary and secondary sources. The research begins with an effort to understand the forces that trigger and processes that act to sustain decline in organisations. These findings are contrasted with a number of case studies that serve the identification of underlying characteristics and dynamics common to successful organizations. This comparison serves to uncover principles of successful organisation and that hold the key to renewal and sustained growth. The main objective of this research is to increase the understanding and awareness of the processes, problems and successful means of organisational renewal. Underlying is the concern to develop more formalised models and translate these findings into a useful conceptual framework as a basis and stimulus for further research and as a helpful guideline for management practitioners to handle successfully the problems of entropy and organisational ossification of their business.
Factors influencing effectiveness of change management interventions in a selected petrochemical company in the Western Cape, South AfricaMgquba, Nolukhanyo January 2017 (has links)
Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2017. / Change in today‟s business situation may be seen as unavoidable; however, the absence of standard change interventions within an organisation can cause an impact on the functioning of the business and its survival in the long run. Thus, it is ideal for the South African petrochemical industry to find a suitable intervention for change models that will assist them in navigating its effectiveness. This study has used an investigative approach to understand the effectiveness of interventions of change management in petrochemical organisations in the Western Cape, South Africa. A qualitative case study was used in this research, as data was collected directly from interviews by fieldworkers, while written documents were also consulted. It was found that a number of factors influence effective change management in the SA petrochemical industry. Some of the factors that were elicited for this study include: organisational structure and size and administrative methods; the introduction of new technology; processing and communication; changes in employee demographics; government regulations; and economic competition. Furthermore, the study also provides a framework that can be used to guide and assess effective changes within the SA petrochemical industry.
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