Since 2000, local municipalities have been through a process of transformation which amalgamated a number of smaller local municipalities into larger municipalities. The amalgamation of a number of municipalities brings together an array of people, and therefore a myriad of organisational cultures are combined. The organisational culture of an organisation has an effect on the organisational commitment of its employees. A fit between the organisational culture and the employees will increase the organisational commitment of those employees and contribute towards improved service delivery. A survey conducted in South Africa indicated that the local municipalities have been delivering poor standards of service to the community; therefore there is a need to increase the service delivery within local municipalities. The importance of looking at the organisational commitment of a local municipality is because if there is commitment within the organisation, then employees will identify with their organisation and its goals, and will deliver the service more effectively and efficiently. Therefore, increasing the service delivery of local municipalities can be achieved through diagnosing the organisational commitment and organisational culture of employees within the selected municipality. The primary objective of this research was therefore to diagnose the relationship between organisational culture and the organisational commitment of employees at the selected municipality. In order to achieve this objective, a survey was conducted to canvas the opinions of respondents (N = 148) from the selected local municipality regarding their perceptions of the existing organisational culture, their preferences regarding the organisational culture within the selected municipality, and finally the organisational commitment. The main findings of this research conducted at a selected municipality can be summarised as follows: The dominant existing organisational culture is the power culture, while the dominant preferred organisational culture is the support culture; There is an organisational culture gap between the existing and preferred organisational cultures at the selected municipality; The dominant organisational commitment within the selected municipality is normative commitment; The findings pertaining to the relationship between organisational culture and organisational commitment of employees within the selected municipality can be stated as follows: The existing organisational cultures have significant effects on the organisational commitment of employees; The preferred organisational cultures do not have significant effects on the organisational commitment of employees; and The organisational culture gap does not have a significant effect on the organisational commitment of employees; The findings pertaining to the relationship between the biographical variables and the existing and preferred organisational culture, organisational commitment and the organisational culture gap can be stated as follows: There is no significant relationship between biographical variables and the existing organisational culture; There are significant relationships between the biographical variables, namely the departments in which respondents work, and the education level of respondents, and the preferred organisational culture; There are significant relationships between the biographical variables and organisational commitment; and The average organisational culture gap scores of the organisational culture scales for the biographical variables are significantly different. It can be concluded that organisational culture has a significant effect on the organisational commitment of employees within the selected municipality and therefore can affect the service delivery of the selected municipality.

The evaluation report section describes the evaluation of the implementation of Mercedes Benz Production System (MPS) at Mercedes Benz Commercial Vehicles, which is a division of Mercedes Benz South Africa’s manufacturing plant situated in East London. The section evaluates the changes the implementation of MPS brought to the Key Performance Indicators (KPI’S) of the division and evaluates the change readiness of the employees in the division prior to the change. The change implementation was initiated by the management of MBCV as a strategic organisational change to bring about continuous improvement to the KPI’s of the organisation. These KPI’s are Safety, Quality, Delivery, Cost and Morale (SQDCM). The reason behind the change at the time was deemed critical to MBCV in order to meet the annual KPI targets and remain cost competitive and sustainable. The evaluation report further describes the results of the change with regards to the organisational KPI’s and the level of employee change readiness which was conducted through a questionnaire survey. A brief literature review is included in the Evaluation Report under section one describing key concepts about Production Systems, Lean Manufacturing and Change Management. The evaluation section includes recommendations based on the results of the research findings and ends with a conclusion. The literature review section explores the literature that supports production systems, lean manufacturing and change management concepts, its definitions, importance and benefits. The literature review describes and critiques key concepts of the research such as productions systems, MPS in particular, lean manufacturing concepts and related change management topics relevant to the research. The literature review defines production systems and the concepts of lean manufacturing, highlighting the benefits of the concepts to enhance organisations’ manufacturing capabilities. An integrated part of lean manufacturing is people and the implementation of lean manufacturing into an organisation requires change management theories therefore key understanding in this particular research was to discuss change management concepts, in particular, employee change readiness. The literature will discuss different tools to assess employee change readiness and from this develop an employee change readiness tool. The change management concepts evaluated change readiness and the consequences if organisations are not ready for change. The research methodology section describes how that the research was conducted in two phases, one to evaluate the implementation of MPS with regards to the organisational KPI’s (SQDCM). This was assessed through reports from projects and presentations made by the project teams on improvements of the organisational KPI’s. The second phase evaluated the change readiness of the employees prior to the implementation of MPS. This phase of the research was intended to retrieve quantitative data with an adapted questionnaire which was distributed to employees. To evaluate the change readiness, a change model known as ADKAR was used as an evaluation instrument. The modified ADKAR questionnaire was distributed to employees in hard copies and completed during a weekly team meeting. The results were summarised and descriptive statistics were used to analyse the final results. Microsoft Excel (2010 version) was used to illustrate and display the graphs. Section three discussed the research methodology in more detail. The study shows that although there were some positive changes that came from the implementation of MPS in MBCV, especially to the following KPI’s (Safety, Quality, Delivery and Cost), real consideration should be given to employee morale and the level of change readiness of MBCV employees.

This study set out to examine whether the Eastern Cape Tourism Board (ECTB) had the capability to cope with change. The tourism industry is very dynamic and for the organization to survive, it must be able to adapt itself in a constantly changing environment. The research question was derived from a study done by Human and Horwitz (1992), in which they examined how South African companies cope with change. They developed a model and a questionnaire to measure the capabilities of coping with change. Their model and questionnaire were based on the following four dimensions: strategic orientation, control orientation, social focus and institutional focus. This model classified organizations into four types, namely: the Boardroom organization, the Technocracy organization, the Hardhat organization as well as the Missionary organization. These typologies are discussed in Chapter 2. A modified version of the Human and Horwitz questionnaire was used to conduct this research. The original questionnaire has 32 items, and the questionnaire used in this study has the same number of items. The modification was done to nine questions, to ensure that they were of specific relevance to the organization being researched. The questions were slightly modified taking care to ensure that they still fit within the original dimensions measured by Human and Horwitz (1992). The questionnaires were distributed within the organization, particularly to those employees in the Tourism section, as the organization also had a Conservation section. The Conservation section was excluded due to the fact that a policy decision had already been taken to separate the two sections, thereby creating two organizations. When the questionnaires were returned, they were analyzed using 'Statistica' , a computerized statistics program. The results showed that the ECTB does not have the capability to cope with change as it lacked the critical strategic orientation that Human and Horwitz (1992) suggest is a key requirement for coping. The profile of the organization showed that the ECTB could be classified as primarily being a Technocracy organization, and secondarily a 'Hardhat' organization. (See details in Chapter 4). Human and Horwitz (1992) suggest that an organization to be able to cope with change, must be a 'hybrid' of these four types. The implications of these results suggest that the organization is lacking in the dynamism brought about by having a strategic orientation. Human and Horwitz argue that the profile of an organization coping well with change should show a 'balance' in terms of orientation (strategic orientation and control orientation). The ECTB's profile does not show this balance, and can therefore be said not to have the capability to cope with change. The results of the profile are discussed in Chapter 4.

This study investigated relationships between marketing success, the level of external environmental complexity and turbulence, and marketing mix tactics. The literature suggested that more successful companies in simple and stable environments use stabilising marketing tactics, while more successful companies in complex and turbulent environments use destabilising tactics, regardless of industry habits, management preferences or market sector. A marketing mix model for the different environments was developed using a chaos and complexity theory perspective. The study was exploratory, using a qualitative, case study technique. Data was collected via depth interviews and document analysis from four companies in the information technology (IT) and packaging industries. These industries were identified as, respectively, the most complex and turbulent, and the simplest and most stable, South African environments. Two companies from each industry were chosen to reflect more successful and less successful companies. The more successful company in the complex/turbulent environment was found to use destabilising tactics, as did the more successful company in the simple/stable environment. Therefore, contrary to expectations, it appears that destabilising tactics contribute more to success than stabilising tactics do, regardless of the environment. It was also found, contrary to expectations, that stabilising tactics were used by both the less successful companies. The research concluded that destabilising tactics are related to more success and stabilising tactics to less success. The lack of clear differentiation between the two industries may be because the whole South African environment is complex and turbulent, because the packaging industry is not sufficiently simple and stable to differentiate it from the IT industry or because packaging industry managers perceive their industry to be complex and turbulent and act accordingly. Despite these uncertainties, the research showed the marketing mix model to be reasonably accurate for the complex/turbulent environment, and therefore of potential value to South African companies. To overcome the equivocal findings, further research is recommended in different industries, in countries with different levels of complexity and turbulence and into specific marketing mix tactics. Research into managers’ perceptions of environmental complexity and turbulence and into co-evolution of marketing tactics and external environments would also be of value.

The present study investigated the attitudes of middle managers towards organisational change within the automotive industry in South Africa. As a result of global recession, the automotive industry has been going through a series of changes but at a very slower pace. An empirical investigation was undertaken using a sample of seventy two (72) middle managers drawn using the cluster sampling technique. An organisational change attitude questionnaire adjusted to suit the automotive industry environment was employed to collect data. The findings of the study indicated that middle managers have positive attitudes towards technological change (59%), Innovative Change (84%) and Total Quality Management (65%) However, middle managers indicated that they have negative attitudes towards re-organisation. There was moderate significant relationship between factors influencing attitudes (administration, participation, communication and the threats and benefits) and the attitudes portrayed. Factors such as administration of the change process, threats and benefits of the outcomes as well as opportunity for personal growth were found to be highly influential to middle managers attitudes towards change. In all cases, demographic variables such as gender, age and experience played a significant role in the views of middle managers towards organisational change. Key words: Attitudes, organisational change, middle managers, factors influencing attitudes and automotive industry.

A Dissertation submitted to the Psychology Department, University of the Witwatersrand, Johannesburg, in partial fulfillment of the course of the Degree of Bachelor of Arts with Masters in Industrial Psychology. / The aim of this research was to, firstly, explore the relationship between psychological contract breach and organisational commitment, and to examine the extent to which trust mediates this relationship. Secondly, the research aimed to develop and validate a scale to measure psychological contract breach. Data was collected from a large organisation that had completed nation-wide retrenchments. The quantitative sample population consisted of 84 employees in the organisation, while 10 members of the organisation were interviewed to obtain qualitative information. A cross-sectional design was used and data was collected by means of questionnaires and interviews. The process of triangulation was used to provide a deeper understanding of the relationship being assessed. The psychological contract breach scale was analysed by means of a factor analysis and was found to be valid, and the reliability was found to be satisfactory. The results of the study showed that there is a negative relationship between psychological contract breach and organisational commitment and that trust does not appear to mediate this relationship. Explanations for the findings are offered, and the theoretical and practical implications of the findings are discussed. Finally, limitations of this study and directions for future research are presented. / Andrew Chakane 2018

The study set out to assess the impact of organisational restructuring (OR), the independent variable on organisational behaviour (OB), the dependent variable, in private and public sector organisations as well as state-owned enterprises (SOEs) in South Africa. OB, for the purposes of this study, consists of turnover intention, resistance to change, commitment to change and job security. It further aimed to evaluate whether the various types and magnitude of OR impact on employees in the different sectors. OR was delineated into three factors, that being Restructuring (Type), Restructuring (Leadership) and Restructuring (Frequency), before being further regressed into sub-factors, that being Restructuring (Type_Count), Restructuring (Leadership_Count) and Restructuring (Frequency_Count), for the purposes of using it as categorical variables and indexing it. The study assessed whether effective change management (ECM) mediated the relationship between OR and OB, across sectors. ECM is underpinned by effective change management processes, leader-member exchange (LMX) and perceived organisational support (POS). Finally, it aimed to assess whether employees’ psychological capital (PC), comprised of self-efficacy, hope, optimism and resilience, moderated the relationship between ECM and OB. The study found that OR does, indeed, impact on the OB of employees in different sectors. It has also confirmed the mediating role of ECM and that PC moderated the relationship between ECM and OB. The study assessed whether effective change management (ECM) mediated the relationship between OR and OB, across sectors. ECM is underpinned by effective change management processes, leader-member exchange (LMX) and perceived organisational support (POS). Finally, it aimed to assess whether employees’ psychological capital (PC), comprised of self-efficacy, hope, optimism and resilience, moderated the relationship between ECM and OB. The study found that OR does, indeed, impact on the OB of employees in different sectors. It has also confirmed the mediating role of ECM and that PC moderated the relationship between ECM and OB. The study found that the unidimensional construct, effective change management, coupled with PC, another unidimensional construct, has indeed been able attenuate the impact of OR on OB. In the case of this study, it was primarily the employees of large organisations, such as SOEs, which are affected, while employees of private and public organisations were also affected. Recommendations to organisational leaders and practitioners are provided, with the aim of assisting with the successful implementation of organisational change and restructuring initiatives, while at the same time reducing the impact thereof on the organisational behaviour of employees / Business Management / DBL (Business Leadership)

Perceived failures of previous service delivery models within the Gauteng Provincial Departments dictates for experimentation with new working and improved models. Gauteng Shared Service Centre was established to improve efficiencies and effectiveness and service delivery to all citizens in the province. This study conceptualizes and analyses integration of Gauteng Shared Service Centre Organisation Development functions. Specialisation within the component seems to create problems both for the component internally and its client externally which may have a spill-over effect to service delivery to the provincial citizens. The General Systems Theory is utilized to facilitate the analysis of the Organisation Development component from a system’s perspective. This component of the GSSC, like any system exits for the achievement of a specific objective. Working together among system components is crucial for efficiencies. Integration is crucial in coordinating all specialist tasks of the component for improved service delivery to clients. / Public Administration / M.A. (Public Administration)

Thesis (MBA)--Stellenbosch University, 2000. / Iscor Mining is facing key challenges due to the intensification of international market competition, deteriorating commodity prices and escalating input costs. Its parastatal history and protected environment during the years of isolation, was not a conducive environment for the development of a high performance organisation. Iscor management recognised this challenge and embarked on a programme to kick-start improvement on all its operating units. This programme delivered on expectations, but signs of weaknesses in the organisation's ability to sustain the improvements were starting to emerge. The potential for further improvements were shown to be far more than anticipated, however the organisation was limited by cultural and leadership issues in its ability to turn the identified performance improvement potential into business results and shareholder value. The existing organisational capabilities were evaluated for its potential to unlock the identified value against a chosen management model, and the areas of biggest concerns identified were in leadership behaviour, business process design and organisation culture. The biggest gaps in organisational capabilities were shown to exist in areas of leadership, core business process design and organisational culture issues. Thirteen actions for change is proposed to close the identified gaps.

Thesis (PhD)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: The integration of the three former defence forces, four homeland forces and the one self-defence unit into the South African National Defence Force (SANDF) drastically changed the race composition of the Department of Defence (DoD). The integration of these forces with their guerilla type warfare into a conventional force together with the changed race composition, is having an influence on the organisational culture of the DoD. The aim of this study is to investigate the organisational culture of the DoD with the primary focus on values to determine a group identity and the required behaviour. This investigation is conducted by researching the prescriptive legislation and policy applicable to the DoD, values from the traditionally western and Ubuntu culture, the vision of the Africa-Renaissance, tendencies in modern warfare and functions of modern armies. A proposed value system for the DoD is then developed. The way in which members of the DoD associate with this value system is tested by means of a sample and deviations are identified. Lastly, corrective options are proposed for these deviations. The developed value system consists of key values such as military professionalism, community/ethical orientation and military orientation. The collected data is interpreted by means of factors such as values characteristic of authority, military professionalism, military customs and human rights that concur with the key values. Against all odds it was found that members of the DoD associate badly with values traditionally associated with a defence force which is fully prepared. The following was found: • Members of the DoD do not identify with values such as commitment to comrades, non-discrimination, no bad excuses, fair practices, no misuse of rank, or pride and loyalty. Arms of service, rank groups, gender, population group and former force, identify in an average way with values characteristic with authority, high with professionalism, low with military customs and low with human rights. • The lower rank groups identify the worst with values, and warrant officers the highest. The senior officers identify the worst with human rights. • No distinction was found between the gender groups in respect of identification with values. • As far as population groups are concerned, differences occurred between whites and Africans in respect of their attitudes towards authority, professionalism, military custom and human rights. • As far as former force members are concerned, differences occurred between South African Defence Force (SADF), Umkhonto we Sizwe (MK) and the African People's Liberation Army (APLA) regarding their attitudes towards authority, professionalism and military customs. In so far as human rights are concerned, differences occurred between the SANDF and Transkei, Boputhatswana, Venda and Ciskei (TBVC). The study showed definite problem areas and remedial actions need to be concentrated on this. It is clear that the different race groups and members of former forces have different orientations towards the value system. This marginalisation of groups into sub-cultures cannot be tolerated. A group identity with which every member of the DoD can identify, needs to be established urgently. As remedial options a process of socialisation can firstly be used to instill a group identity and the desired behaviour in members of the DoD. Those who do not fit the group identity and required behaviour must be discharged. A value system must secondly be lived and the generals and officers of the DoD must be role models as far as the living of the value system is concerned. Thirdly, posters on notice boards are of little use if the values do not become visible in the behaviour of every member of the SANDF. There is no place for buzz words without any meaning. Fourthly, values must be validated by means of norms. These norms must be made known to all members of the DoD to ensure that the desired organisational culture and value system is instilled. In this regard the publication The Service Guide for Newcomers should be rewritten and given to every member of the DoD. / AFRIKAANSE OPSOMMING: Die integrasie van die drie verdedigingsmagte, vier tuislandmagte en een selfverdedigings-eenheid in die Suid-Afrikaanse Nasionale Weermag (SANW) het 'n drastiese verandering in die bevolkingsamestelling van die Departement van Verdediging (DvV) teweeggebring. Die integrasie van die bevrydingsmagte, met hul guerrilla-tipe van oorlogvoering, in 'n konvensionele mag is besig om tesame met die veranderde bevolkingsamestelling 'n invloed op die heersende organisasie-kultuur van die DvV uit te oefen. Die doeI van hierdie studie is om die organisasie-kultuur van die DvV te ondersoek met die primere fokus op waardes ten einde 'n groepsidentiteit en die verlangde gedrag vir die DvV te bepaal. Die ondersoek geskied aan die hand van die voorskrifte van toepassing op die DvV, waardes vanuit die tradisionele Westerse en Ubuntukulture, die Afrika-Renaissance-visie, tendense in moderne oorlogvoering en funksies van hedendaagse weermagte. 'n Waardestelsel wat die organisasie-kultuur van die DvV weerspieel, word vanuit voorafgaande bronne ontwikkel. Die wyse waarop die lede van die DvV met die waardestelsel vereenselwig word deur middel van 'n steekproef getoets en afwykings word geidentifiseer. Ten slotte word remedierende opsies vir hierdie afwykings voorgestel. Die ontwikkelde waardestelsel bestaan uit kernwaardes, soos militere professionalisme, militere orientering en gemeenskaps-/etiese orientering. Die ingesamelde data word aan die hand van faktore soos waardes kenmerkend van gesag, militere professionalisme, militere gebruike en menseregte wat met die kernwaardes ooreenstem, vertolk. Teen alle verwagtinge in is daar bevind dat lede van die DvV hulself swak vereenselwig met waardes wat tradisioneel as baie belangrik vir 'n parate weermag geag word. Die volgende is bevind: Daar word nie met waardes soos toewyding aan makkers, geen diskriminasie nie, geen swak verskonings nie, regverdige gebruike, geen rangmisbruik nie, trots en lojaliteit geidentifiseer nie. • Weermagsdele, ranggroepe, geslag, bevolkingsgroep en voormalige weermagte identifiseer middelmatig met waardes kenmerkend van gesagsvertolking, hoog met professionalisme, laag met militere gebruike en swak met menseregte. • In terme van ranggroepe toon die laer range die laagste en die ranggroep adjudant-offisiere die hoogste metings betreffende die identifisering met waardes. Die ranggroep senior offisiere identifiseer die minste van al die ranggroepe met menseregte. • Geen onderskeid tussen geslagte bestaan met betrekking tot die identifisering van waardes nie. • Ten opsigte van bevolkingsgroepe is beduidende verskille tussen wit en Afrikaan se houding teenoor gesag, professionalisme, militere gebruike en menseregte gevind. • Daar is ten opsigte van voormalige weermagte gevind dat beduidende verskille tussen die houding van die Suid-Afrikaanse Weermag (SAW) en Umkhonto we Sizwe (MK) en die African People's Liberation Army (APLA) teenoor gesagsvertolking, professionalisme en militere gebruike bestaan. 'n Beduidende verskil kom voor in die houding van die SANW en Transkei, Boputhatswana, Venda en Ciskei (TBVC) teenoor menseregte. Die studie Iê duidelike probleemareas bloot en alle regstellings behoort hierop te fokus. Dit is duidelik dat die verskillende bevolkingsgroepe en lede van die voormalige weermagte totaal uiteenlopende orienterings ten opsigte van die waardestelsel het. Hierdie marginalisering van groepe in subkulture kan nie geduld word nie. 'n Groepsidentiteit waarmee alle lede van die DvV hulself kan vereenselwig, moet sonder versuim geskep word. As remedierende opsies word daar eerstens 'n sosialiseringsproses voorgestel ten einde 'n groepsidentiteit en die verlangde gedrag by lede van die DvV te kweek. Lede wat nie by die groepsidentiteit en die verlangde gedrag inskakel nie, moet eenvoudig ontslaan word. Tweedens moet die waardestelsels geleef word en die generale stat en offisiere behoort hier die rolmodelle te wees. Derdens moet die waardes op die glansbiljette wat op kennisgewingborde verskyn aan elke individu bekend wees en duidelik in die gedrag van alle lede van die DvV sigbaar te word. Daar is geen ruimte vir niksseggende gonswoorde nie. Vierdens moet waardes in terme van norme gekwantifiseer en aan alle lede van die DvV bekend gemaak word ten einde te verseker dat die verlangde organisasie-kultuur en waardestelsel inslag sal vind. Hiervoor moet die publikasie The Service Guide for Newcomers herskryf word en aan alle individue beskikbaar gestel word.