Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2010.). / Change has become a normal occurrence within organisations in South Africa, more so in telecommunication organisations due to the rapid technological advances. In a competitive global economy, organisations are forced to stay abreast with technological changes in order to survive. The South African telecommunication industry is no exception as global changes will ultimately result in local changes. Harker (1996: 1) maintains that “a tidal wave of change is headed towards the telecommunication industry”. He mentions that the change experienced within the telecommunications industry will transform the economic, social and political environment for nearly every person in the world. The change taking place is affected by the rapid advancement in technology and convergence of computing, communication and information. Therefore only organisations that are ready for these changes will survive. The research was conducted in a large telecommunication organisation in South Africa (Company A) with over 20 000 employees currently employed in the organisation. Company A is embarking on organisational restructuring initiatives that will involve a number of organisational change processes. Organisational change processes may cause resistance to change as feelings of fear, uncertainty, reduced levels of trust in management and an increase in employee resignations may result (Bovey & Hede, 2001: 372, Coch & French, 1948: 512-548). The purpose of this research was to determine the levels of employee commitment to Company A and employee perceptions of the planned organisational changes at Company A

RESEARCH THESIS Submitted in fulfilment of the requirements for the degree DOCTOR TECHNOLOGIAE: Human Resource Management In the faculty of Business CAPE PENINSULA UNIVERSITY OF TECHNOLOGY 2013 / A sizeable number of individuals and organisations are not keen to invest or donate significant amounts of cash in non-profit organisations (NPOs) since the results of their donations or investment cannot always be shown or substantiated. Thus, changing from a traditional non-governmental organisation (NGO) to a social enterprise seems to be the only ‘bail-out’ for NPOs should they wish to sustain and maintain their activities. This study investigated the possibility of utilising change management as a tool for NGOs wishing to transition from traditional to social enterprises. The objective was to assess how change management models initially developed for profit/business organisations, could effectively be applied in NPOs. In order to assess the suitability of these models, the study used two types of research methods. The first was theoretical and took the form of a literature review. The second was empirical and was held in the field (experimental). In addition to the consultation of secondary data and the field experiment, the study used other research tools which were: interviews, focus group discussion, direct observation and survey questionnaires. The study found that change management principles developed for profit organisations are also suitable for NPOs, however, certain adaptations are needed to ensure successful implementation of change initiatives in this sector.

M.A. / Since 1994 dramatic changes have taken place in the external environment of the Department of Welfare and Population Development. When these changes occurred • managers. in the Department were unprepared,. firstly, to accept the changes and, secondly, to manage the changes which were met with resistance and which created organizational conflict. Managers confronted with organizational conflict soon discovered that, in order to manage the organizational conflict effectively, they had to embark on a management program that would not only enhance their managerial skills, but also improve their knowledge of various aspects regarding the management of organizational conflict and change. This management program was developed to fit into the bigger management training program of the Department to empower present and future managers to manage the organization more effectively. The contents of the program first gives an overview of organizations as a systems approach. Within this approach the importance of environmental change and its effect on the organization are discussed. Change is known to meet with resistance, managers need to manage this resistance as it is a major contributor to organizational conflict. Organizational conflict has a detrimental effect on organizational effectiveness; if conflict is high and not resolved or managed effectively, organizations become very ineffective. Conflict is identified not only as negative (destructive), but also as positive and therefore positive conflict can become an agent of change within an organization. This form of change often ensures more effective services in organizations. In "The Prince" Nicolo Machiavelli states as follows: "It must be considered that there is nothing more difficult to carry out, no more doubtful of success, nor more dangerous to handle, than to initiate a new order of things. For the reformer has enemies in all - those who profit by the older order, and only lukewarm defenders in all those who would - • profit by the new order, this lukewarmness arising partly from the incredulity of mankind, who do not truly believe in anything new until they have actually had experience of it. Thus it arises that on every opportunity for attacking the reformer, his opponents do so with the zeal of partisans, the other only defend him half-heartedly, so that between them he runs great danger" (in Feldberg M 1975: 132).

M.Com. (Business Management) / Please refer to full text to view abstract

The purpose of the study was to conduct an evaluation on the effectiveness of the change communications distributed to the occupants of Barclays Towers West, Barclays Africa‟s first green building, in ensuring the sustainability of the change after the move into the building. In addition, recommendations are made to improve the change communications directed towards the building occupants to ensure the sustainability of the change and for future moves to green buildings. The research paper is made up of the following three distinct sections: Section One – Evaluation Research Report: this section outlines the organisational and research context for the study, the objectives of the research and rationale for conducting the research. A brief overview of the key theories and models on change communication that were utilised in the study are discussed, and definitions of important terms are presented. The research methodology is also described which includes an explanation on the evaluation research approach utilised as well as the use of both qualitative and quantitative data in the study. In addition, the results from the research conducted are presented, based on three data collection methods utilised: document analysis, semi-structured interviews and a survey. The results are then analysed and discussed in relation to the literature reviewed on change communication. Recommendations are made on improvements that can be made to the change communications to ensure the sustainability of the change. Section Two – Literature Review: the literature, theories and important concept definitions of organisational change management, change sustainability, change communication and green buildings which are relevant for the research topic and have been used as the theoretical base of the study are explored in this section. A key component of the literature review is the description of the change communication theories and models: communication theory, Armenakis, Harris and Field (2007) Model, and the Barrett (2002) Model. An understanding of the theories and models is imperative, as the effectiveness of the change communications after the move into Barclays Towers West is assessed based on the elements of the change communication theories and models. Section Three – Research Methodology: the research methodology for the study is described in this section. Specifically, the research aims and objectives, the research paradigm, the population and sampling, data collection, data analysis and ethical considerations are outlined. A key component of the section is the explanation on how the data was collected and analysed in the study and the sequence. The post move communications and artefacts and meeting presentations were collected first. The qualitative data was analysed and used to determine the questions for the semi structured interviews. Semi-structured one on one interviews were then conducted. The qualitative data and the change communication theories and models used in this study were used to determine the questions for the online survey. An online survey tool was used to administer a predominantly five point Likert scale questionnaire with an invitation to participate emailed to the building occupants. The quantitative data was analysed using descriptive statistical analysis. Research Findings: The key research findings revealed that the messages communicated to the occupants after the move into the building have been mainly focused on operational matters and rarely on educating occupants on the green aspects of the building. A large majority of the survey respondents were aware of the building facilities, details and required behaviour. However it was found that the occupants, Line Managers and Senior Management are not displaying the required behaviour for a green building and do not know how to use some of the building facilities. A major gap was found in communicating with people moving into the building. In addition it was found that some of the information communicated to occupants is outdated. Written communications are used extensively and face to face communication is rarely used to communicate with the occupants. As a result, a number of changes are required to improve the effectiveness of the change communications to the occupants of Barclays Towers West. The improvements include communicating to new occupants; utilising additional communication channels; focusing communication messages on educating occupants on the strategic objectives for the building; rationale for building features and facilities; how to use the facilities and the impact of their behaviour on the building objectives being achieved.

With the accelerated process of political and socio-economic transformation in South Africa, revolutionary organisational change has become a given in contemporary South African business life (Human & Horwitz, 1992). For revolutionary organisational change to succeed in South Africa, middle managers who represent the 'cement' of the organisation, need to adjust at the individual level. However, the literature on organisational change remains curiously silent about individual adjustment (Ashford, 1988). The goals of the research were firstly, to recount the middle manager's perceptions and experiences of revolutionary organisational change. Secondly, to detail the psychological re-<lrientation and reidentification of middle managers within their 'changed' organisational context. Thirdly, to understand the relative success of middle managers' psychological adjustment. A single case study design was most appropriate as the study represented a unique case in that it was the most transformed public organisation in South Africa. An initial research group and two theoretically relevant sub-groups were created through theoretical sampling. The data collected through in-depth interviews, direct observation and documentation, and the analysis of this data were jointly undertaken. The results indicate that the respondents perceived a necessity for revolutionary organisational change due to the political changes within South Africa. However, the actual management of the change process was perceived to be poor as the respondent's experienced a lack of participation and a lack of communication. The traumatic 'side effects' of these experiences included feelings of powerlessness and uncertainty which increased the level of organisational stress. Specific individual differences proved largely ineffective in moderating the increased stress. This was attributed to the violation of the individual respondents' psychological contract and the subsequent shared psychological disorientation. The violation resulted in feelings of hurt, betrayal and resentment which shifted the respondents view of the employment relationship. The respondents were therefore unable to identify with the 'new' organisation. This was evident in their attitudinal and behavioural responses which included a lack of trust, lack of organisational commitment and a shift in work satisfaction as weU as ensuing 'offsetting' behaviour and a reluctance to engage in organisational citizenship behaviour. These attitudinal and behavioural responses strongly suggested that the respondents' psychological adjustment was predominantly ineffectual.

Readiness to change is a critical element for the successful implementation of organisational change (Weiner, 2009). Work engagement is an important driver for organisational success (Lockwood, 2007) and it is important that organisations sustain work engagement during organisational changes. Readiness to change and work engagement are both important aspects of a successful organisation. The purpose of this study was to investigate the relationship between readiness to change and work engagement within a mid-tier accounting firm in South Africa. A combined questionnaire, incorporating two measuring instruments was utilised to gather the data for the purpose of this study. These instruments are the Organisational Change Questionnaire – Climate of Change, Process and Readiness (OCQ-C,P,R) as well as Utrecht’s Work Engagement Scale (UWES). The measuring instrument utilised demonstrated adequate reliability. By utilising the OCQ-C,P,R two additional constructs were incorporated into the study namely process of change and trust in leadership. The measuring instrument was sent electronically to all the staff members within the mid-tier accounting firm across South Africa. The researcher obtained a sample of n = 340. A model was constructed based on the measuring instrument to illustrate the hypothesised relationships between the constructs. Results from confirmatory factor analysis suggested that there was a good model fit with the data. Both descriptive and inferential statistics techniques were used for the data analysis. The relationships between the constructs were tested through structure equation modelling and Pearson’s product-moment correlation coefficients. The results of the study indicated that there is a practical and statistically significant relationship between readiness to change and work engagement. The results of the study implied that high levels of work engagement will generate high levels of readiness to change. Engaged employees are better able to cope with job demands during change processes which ultimately will impact whether change implementation is successful. Readiness to change and work engagement also indicated significant correlations with process of change and trust in leadership. Demographic groups had significant differences in the mean scores for work engagement, process of change and trust in leadership.

Conflict is evident in many spheres of life, however this study concentrated more specifically on conflict relating to organisations. Organisational conflict is seen “as any social collectivity, organisations such as private sector companies, government departments, schools and universities, non-governmental organisations, and political parties all experience internal conflict in varying degrees” (Bradshaw, 2008: 22). Each individual coming into a workplace has created his or her own set of challenges especially in the brutal arena of business. Conflict has destructive and productive qualities that can diminish or elevate processes within an organization (Stone, 1999). If it is not harnessed properly or dealt with in the correct manner, it can damage the reputation of a business; resulting in its downfall and this in turn contaminates and affects peripheral businesses associated with the organisation downstream. This study explored the following key aspects: Background of organisational conflict and its management; Background of the organization; Whether these two areas mentioned above can work together to create a cost effective and efficient outcome when dealing with conflict. The research adopted a mixed method approach with predominant focus on qualitative research methodology. The main focus of this study was conflict management within organisations and to probe and determine whether companies see the need to employ the field of conflict management as a strategy in times of fluctuating dispositions. It is evident that the organisation may not be fully aware or make use of alternative conflict resolution strategies and that the main causes of conflict can be eliminated such as poor communication, ill-defined job descriptions and objectives and differing of opinions. The need to employ alternative methods of conflict management may be emphasised by looking at the costs that conflict produces and the use of limited vital resources and the loss of human capital.

Organisations within the South African automotive industry (SAAI) are always seeking innovative ways to remain globally competitive. In order to keep costs as low as possible, existing facilities are often adapted to either cater for a wider variety of products or, alternatively, to produce larger volumes than they were originally designed to produce. In every instance, some form of change needs to take place. When the change management processes are defined within the system, quick wins need to be identified. These quick wins may include the elimination of non-valueadding time that is spent moving paper work between offices or ensuring the correct checks are in place to prevent the process from moving to the next step until all the requirements for the current steps have been completed. Technology has been identified as a suitable support mechanism that would be able to integrate into the complex system that comprises processes to be followed in an order that can be predefined. Every organisation faces its own unique challenges when technology is introduced. These can include a lack of computer literacy and the unwillingness to accept that change can in fact benefit the organisation. Getting the users to take ownership of the new systems through comprehensive training initiatives will be shown to be the most effective manner in which to ensure that the systems are effective and used to their full potential. This treatise will investigate the change management systems currently being used in the SAAI and compare the most important factors against the perceived best practices of the resources that are involved in change management. Organisations that operate at various levels within the SAAI will be researched. A literature review of the best practices in change management systems combined with an investigation into how technology can assist in supporting these best practices will be conducted. The findings will then be summarised and recommendations based on the collected data and information will be formulated and put forward.

Today organisations all over the world have to cope with the ever-increasing rate of local and global change. Those in developing countries have to cope with the inefficiencies engendered by state-led economic, developmental and political strategies, such as new government regulations. These have had an impact on the management of human resources and are exemplified by an increasing adoption of strategies meant to reduce pressure on costs and margins. An increasing popular management response to these challenges has been to engage in some form of organisational restructuring such as downsizing. Often employees who remain (survivors) after downsizing are not given much attention, yet the achievement of new strategic goals depends on the survivors having positive attitudes, relentless commitment and high motivation. Research indicates that employees who are motivated and committed contribute vastly to the financial-bottom-line of the organisation. Therefore, downsizing organisations should continuously search for ways to increase such qualities among their survivors. The objective of this study was to identify the factors that influence the attitudes, commitment and motivation of survivors in a developing economy with a volatile environment. To achieve this objective, a theoretical survivor quality model was presented. In order to present the model, firstly, a literature survey on the importance of survivor quality in terms of attitudes, commitment, and motivation among survivors was conducted. Secondly, literature survey pertaining to the drivers of survivor quality was done, and thirdly, literature dealing with strategies to deal with survivor quality was surveyed. The theoretical survivor quality model was used to compile the research instrument that determined the attitudinal, commitment and motivational levels of survivors, how the three constructs are related after downsizing, as well as the factors influencing the observed levels. The questionnaire was randomly distributed among survivors in the selected manufacturing organisations in Zimbabwe. The empirical results obtained from the study showed that survivors in a developing economy with a volatile environment had moderate levels of attitudes, commitment ad motivation. Two categories of factors were identified as important in influencing these levels. They were downsizing strategy and demographic factors. The downsizing strategy factors were communication and victim support, while education, age, and number of years employed emerged as the demographic factors. The study further highlighted that older survivors with less education contributed more to the moderate levels of attitude, commitment and motivation observed. The study highlights that these variables must be taken into consideration when implementing downsizing in an economically volatile environment in order to manage survivor quality. A further point emanating from the study is that prior to downsizing, organisations should adopt effective communication strategies throughout the process. The key factors identified as influencing survivor quality in this study were integrated into the survivor quality model which can be used by other organisations in a similar context to manage survivor quality in order to increase their efficiency, effectiveness, iv and competitive advantage after downsizing.