M.Tech in Business Administration (MBA) / The literature shows that most of these entities are run by their founders or by a small management team and very few such operators have proper succession planning in place. The lack of proper succession planning can have the direct effect of causing the collapse of these businesses especially when key players leave the business upon retirement or in pursuit of other options. The loss of knowledge and experience, and the consequences thereof for business is well-documented. The exit or exodus of key stakeholders can make a business vulnerable and diminish its worth as investors will not invest in a business that is unsustainable. Succession planning was identified as one of the most pressing issues for small, micro and medium enterprises in the corporate governance sphere.

Thesis (M.B.A.)-Business Studies Unit, Durban Institute of Technology, 2005 xxvi, 221 leaves / The research problem investigates to what extent the introduction of change has affected employee motivation and job satisfaction with reference to organizational productivity. / M

Thesis (M.B.A.)-Business Studies Unit, Durban University of Technology, 2007 iv, 116 leaves / The research assesses employee readiness at eThekwini Electricity to form part of the Regional Electricity Distributor, which had been legislated by Government. The premise of the study is to investigate, identify and understand key factors likely to promote or inhibit effective readiness to change. If these factors can be measured by the organisation, an evaluation of the difficulty of the change effort can then be used to plan accordingly. By assessing readiness for change in the organisation, Top Management will be in a position to identify gaps that may exist between their own expectations about the change effort and those of other organisational members. / M

Thesis (M.B.A.)-Business Studies Unit, Durban Institute of Technology, 2005 xxvi, 221 leaves / The research problem investigates to what extent the introduction of change has affected employee motivation and job satisfaction with reference to organizational productivity.

Thesis (M.B.A.)-Business Studies Unit, Durban University of Technology, 2007 iv, 116 leaves / The research assesses employee readiness at eThekwini Electricity to form part of the Regional Electricity Distributor, which had been legislated by Government. The premise of the study is to investigate, identify and understand key factors likely to promote or inhibit effective readiness to change. If these factors can be measured by the organisation, an evaluation of the difficulty of the change effort can then be used to plan accordingly. By assessing readiness for change in the organisation, Top Management will be in a position to identify gaps that may exist between their own expectations about the change effort and those of other organisational members.

Thesis (MTech (Business Administration))-- Cape Peninsula University of Technology, 2009 / A quantitative research study was conducted in order to obtain insight and knowledge of the perceptions of management with regard to changes taking place within the Financial Services Sector (FSS). The call centre at Sanlam Head Office in Bellville was used as a case study, and focus was primarily with first line managers at the call centre. The motivation for the study stemmed from the researcher’s experience within the FSS coupled with introduction of legislation for financial service providers. The ultimate objective of the study is to provide generic guidelines of how managers should respond to change on various and different levels and to equip managers with tools to apply during change phases and cycles within the organization. The literature review covers areas that releates to how managers responded to change in areas of leadership, culture, structure and legislation. Changes in these four areas were researched from different authors that specialize in organizational development, leadership development, organizational change and legislation. These ideas and perspectives from a range of South African and international writers gave the researcher an opportunity to conceptualize change, in general, and to provide a clearer understanding of generic competencies that are required to deal with it. Some models of how to deal with resistance to change and key success factors in dealing with it, are discussed. The researcher elected to work with managers at the Sanlam call centre, since they experience and are directly exposed to implementation of change at grassroots level. Results of the research confirm that dealing with change is a challenging experience for managers. A participatory management approach will result in less resistance from employees. The investigation also recommends that deciding on a vision with all key role players is not a once-off occurrence, but should be revisited, realigned and adjusted as the need arises within the organization. Furthermore, the results confirm that soft skill training and development such as conflict and diversity management should be implemented during the diversity and the changing face of the workplace. The main objective and recommendation is that managers should relook and revisit their management styles, involve all role players during decision making processes, and value and appreciate employee’s inputs and ideas.

Thesis (MTech (Quality))--Cape Peninsula University of Technology, 2009. / Irrespective of the nature of organisations, they all face a certain amount of uncertainty and risk. In order to maintain resilience, competitiveness and performance, organisations must have a system in place to manage the risks associated to their organisations. The challenge is to determine how much risk and uncertainty is acceptable, and how to cost effectively manage the risk and uncertainty while meeting the organisation's strategic and operational objectives. For many large organisations, quality or so called 'customer perceived quality', has become an issue of survival. Furthermore, increased competitiveness is necessary in order to become the obvious choice for the customer. Corporations must have long term goals and Quality Management Systems serve as organised mechanisms to manage quality, effectiveness and competitiveness involving everyone at all levels of the organisation. An understanding of culture in organisations can thus offer insight into individual and group behaviour, and leadership. Furthermore, it can help to explain not just 'what' happens in an organisation, but 'why' it happens. Companies view culture as something to be influenced to achieve organisational goals of productivity and profitability. Attempts to change the culture of an organization, may meet with varied levels of success. The emphasis on quality building products, have been the focus of the construction industry in South Africa. As a supplier of extruded aluminium profiles to the building industry, Hulamin Extrusions is also faced with typical challenges representative of the industry and as a result, the following aspects would be subjected to research scrutiny: ~ Introduction of a Quality Management System. ~ The challenges of organisational culture. ~ The need for change management. ~ Facilitating the implementation of the system. ~ Continuous Improvement. The researcher anticipates finding ways to improve organisational culture, which in turn would facilitate quality improvement within the organisation.

M.Phil. / The South African Police Service was formed in 1913 to realise the maintenance of Law and Order and hierarchies. As a result the SAPS lacked the credibility and legitimacy in the eyes of the majority of South Africans The Police Force was associated with the abuse of human rights. When the Government of national unity assumed power in 1994, they decided there was a need to restructure the service. One of the post-1994 Government's foremost tasks was to transform the Public Service into an efficient and effective instrument capable of delivering equitable services to all citizens. This necessitated that structures, management style, approaches and practices be redesigned. Restructuring the SAPS was one of the processes of transforming the service to restore the credibility and legitimacy. It is nearly seven years since the new structure was introduced. The purpose of the research is to uncover challenges brought by the new structure. An assessment of the effect of such restructuring is necessary in order to ensure that the change of direction is appropriate. It is time for the SAPS to take stock. The main findings of the research are that, the new SAPS rank structure is conducive for the effective delivery of service as well as appropriate to achieve the Mission and Vision of the SAPS. The findings, however, revealed that the new SAPS lacked discipline. Because members are not disciplined, the community does not respect police officers like before. Again, with the new ranks juniors do not respect seniors like previously. The attitude study revealed that, although a large number of members were satisfied with the fact that they were promoted, serious dissatisfaction was caused by the system of promotion, in which the rank system undoubtedly had a major role. An assumption that SAPS employees are not happy has been proven to be true. It has generally been indicated that they were happier with the previous structure than the present one. Some of their happiness was related to facilities that were now available, achievements, recognition and advancement. The dissatisfaction brought about by the new structure was related to policies, management style and administration, promotions system, advancement, supervision, security, wages, as well as relationships with fellow employees. Among the recommendations, the main one was that members of the SAPS need to recommit themselves in order to achieve a safe and secure environment for all the people of South Africa with dignity to render a responsible and effective service of high quality and continuous strive towards improving the Service.

D.Phil. / The strategic change process that the South African Transport Services, South Africa's largest transport undertaking, had to undergo with its transformation into Transnet Limited in April 1990, was one of the most extensive any undertaking in South Africa had yet to go through. Central to the change process was the transformation of the company from an "undertaking of the State" to a commercialised/privatised entity. The process is characterised by three phases viz. deregulation, commercialisation and possible future privatisation. This discontinuous change process affects every aspect of the company, in particular the Human Resource processes thereof. Against this background an extensive theoretical conceptualisation of change management was devised from a modernist perspective. A model was developed describing the WHY, the WHAT, the HOW (process and micro-dynamics) and the WHO of the change process. Human Resource Management was identified as Human Resource Provision, Human Resource Maintenance, Human Resource Development, Labour Relations, Equal Opportunities/Affirmative Action and Social Investment. This dissertation is the result of an extensive diagnostic exercise on micro-level within Transnet to ascertain what the perceptions of Transnet employees are towards cardinal Human Resource variables. These variables were identified against the background of Human Resource theory and deemed as critical for the successful strategic change of Human Resources in Transnet. Against this background, problem areas could be identified, the readiness of employees to change could be scientifically measured and the overall "fit" of employees with the changing conditions could be ascertained. A test sample of 1 875 employees of all employee groups in Transnet (excluding the general group) was taken. The sample was spread out over ten regions of the country. The practical research was done in conjunction with the HSRC in September 1991 - roughly 18 months after Transnet was formed amidst an extensive process of commercialisation. An effective response of 60% was achieved. All statistical processing and analyses were done at the HSRC's computer centre in Pretoria. To make sense out of the mass of information, a factor analysis was done. Two main factors were identified in a second order analysis - one factor which was construed as broad Human Resource Management/Social Investment and a second as broad Labour Relations/Equal Opportunities. The main finding of the research was evidence of an entrenched Human Resource system and that a gap exists between aspects of Transnet's mission and the practical realisation thereof and perceptions of employees on the work floor. A participative culture has not yet been formed while additional problem areas were identified as the management style of the company, employees' motivation, discrimination, work organisation and individual relations, work security and upward mobility. An extensive strategic change model was conceptualised out of these findings so that problem areas could be addressed and managed effectively. Due to the diversity of Transnet's work force a second model, namely a typological model, was devised. The model was conceptualised after further statistical analysis (MANOVA/ANOVA) was done. Accordingly, further problem areas were identified around population group, language, region and occupation.

The primary goal of this study is to promote knowledge and understanding of the restructuring process of the Family Violence Child Protection and Sexual Offences (FCS) unit in the South African Police Service (SAPS) through impact evaluation. Many evaluation programmes provide blueprints and methods to manage and help solve organisational transformation. They, however, lack dealing with the unique organisational transformation process characterised in the South African Police Service (SAPS). Given this importance, there appears to be potential value in evaluating the impact of the restructuring process in the FCS. During the research extensive panel studies and individual interviews were conducted in the West Rand policing district with FCS members, non-governmental organisations (NGOs) directly involved with family violence, child protection and sexual offences, Senior Public Prosecutors involved with cases concerning the FCS and researchers at a security research institute. Furthermore, a descriptive literature study was conducted to acquire relevant information and perspective from available national and international literature. Various objectives were fulfilled in this study: • The impact of the restructuring process in the FCS, to assess the internal and external climate on service delivery, was identified and described. • It was determined whether the restructuring process in the FCS is achieving its proposed objective. • Feedback to help improve the effectiveness of the restructuring process and improve future strategies was provided. Moreover, this study and its results provide a framework to the SAPS as an organisation that is currently going through an extensive transformation process. As a result, the management of the SAPS will receive first hand information on the areas to specifically focus on during the restructuring of the FCS, or utilised this impact evaluation as a learning curve and an opportunity to rectify shortcomings and also systematically be guided through this process in realisation thereof. Consequently, this impact evaluation could act as a management tool to support and further develop the transformation process in the SAPS. Finally, this study contributes to the baseline of knowledge, with regard to structural transformation in the specialised field of policing. / Police Science / D. Litt. et Phil. (Police Science)