by Wong Wing Nin. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaf 45). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Overview --- p.1 / Project Plan --- p.3 / Chapter II. --- THE OLD SEAGRAM MIS ORGANIZATION --- p.4 / Company Profile --- p.4 / Driving Force behind the Change --- p.5 / The Old MIS Structure --- p.6 / Chapter III. --- ORGANIZATION THEORY REVIEW --- p.9 / Organization Change Factors --- p.9 / Readiness of Change --- p.11 / Resistance of Change --- p.11 / Overcoming the Change --- p.13 / Structural Cybernetics --- p.14 / Principal of Organization Design --- p.16 / Functional Building Block --- p.17 / Dynamic Teamwork --- p.18 / Implementation Process --- p.22 / Chapter IV. --- THE NEW SEAGRAM MIS ORGANIZATION --- p.25 / Global Planning - Regional Implementation --- p.25 / Specialization - No Rainbow --- p.26 / No Redundancy or Gap - Clear Boundary --- p.26 / Network Organization --- p.27 / Dynamic Teamwork --- p.29 / Chapter V. --- EMPLOYEE OPINION FEEDBACK --- p.31 / High Staff Turnover --- p.32 / Top Management View --- p.32 / MIS Internal View --- p.33 / Customer View --- p.35 / Summary --- p.36 / Chapter VI. --- SUGGESTION FOR IMPROVEMENT --- p.38 / Open Communication --- p.38 / Clear Definition of Job Role --- p.39 / Education and Training --- p.39 / Consolidate Ambiguous Function --- p.40 / Chapter VII. --- CONCLUSION --- p.41 / Chapter APPENDIX - --- INTERVIEW OUTLINE --- p.43 / BIBLIOGRAPHY --- p.44

This study explored change implementation communication from a multifaceted (more than one at any particular time) change perspective. It examined how employees make sense of and respond to the organizational coordination of multifaceted change efforts. The case of a merger provides the backdrop for which to understand the multiplicity and complexity of organizational change (both planned and unplanned) and how the communicative organizational response to these overlapping and subsequent changes both complement and compete with the initially introduced change. This project was organized into two studies. The first explored the messages stakeholders recall receiving from implementers about multifaceted change. The second tested the relationships between change messages and specific individual and organizational change outcomes. Thematic analysis revealed that implementers used four different change messages. Statistical analysis revealed that multifaceted change messages create higher levels of change satisfaction, message quality, change liking, and organizational trust. Moreover, messages including information about the multiplicity (or magnitude) produced the least degree of perceived deception, the greatest degree of coping efficacy, and higher degrees of organizational competency appraisals. / text

published_or_final_version / Education / Master / Master of Education

Thesis (MPA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: During 1994 to 1997, local authorities in the Cape Metropolitan area underwent a transformation process aimed at, amongst other things, improving service delivery to all inhabitants. The transformation process dealt with, inter alia, the physical transferring of personnel from the former Cape Metropolitan Council to the former Tygerberg Municipality. This historic study identifies several theoretical aspects of organisational change and the personnel transferring processes that public managers should take cognisance of should they wish to successfully complete similar changes and personnel transferring processes in the future. This study analyses the transferring process as followed by the Cape Metropolitan Council and the Tygerberg Municipality in a systematic manner, and tests the perceptions of the "transferred" personnel and the "receivers" of the "new" personnel by means of the questionnaire method. Following this, normative suggestions are made for future personnel transferring processes at local authorities. An important fmding of this study revealed that respondents were of the opinion that although the physical transferring process were "successfully" executed and completed (measured against the relevant legislation), the transferring process was less successful when measured against the human (especially psychological) factors involved in the transferring process. / AFRIKAANSE OPSOMMING: Gedurende 1994-1997 was plaaslike owerhede in die Kaapse Metropolitaanse gebied besig met 'n transformasieproses met, onder meer, die doel om aan alle inwoners doeltreffende diens te lewer. Die transformasieproses het onder meer verband gehou met die fisiese oorplasing van personeel vanaf die voormalige Kaapse Metropolitaanse Raad na die voormalige Munisipaliteit Tygerberg. Hierdie historiese studie identifiseer verskeie teoretiese aspekte wat betrokke is by organisatoriese verandering en personeeloorplasingsprosesse waarvan openbare bestuurders kennis behoort te neem indien hulle soortgelyke verandering en personeeloorplasingsprosesse suksesvol wil deurvoer. Die studie analiseer die oorplasingsproses soos gevolg deur die Kaapse Metropolitaanse Raad en die Munisipaliteit Tygerberg op 'n sistematiese wyse uiteen, en toets die persepsies van die "oorgeplaasde" personeel en die "ontvangers" van die "nuwe" personeel deur middel van die vraelysmetode. Voorts word normatiewe voorstelle gemaak vir toekomstige personeeloorplasingsprosesse by plaaslike owerhede. 'n Belangrike bevinding van die studie is dat respondente van mening is dat hoewel die fisiese oorplasingproses "suksesvol" uitgevoer en afgehandel was (gemeet aan die hand van relevante wetgewing), die oorplasingproses minder suksesvol was indien dit gemeet word aan die hand van die menslike (veral sielkundige) aspekte betrokke by die oorplasingsproses.

The current change theory base is fragmented and siloed. Years of research and studies have yielded nuanced conclusions that demonstrate little practical results. Recent research demonstrates the organizational change failure rate for secular businesses is as high as 80 percent. Since 1994, the church has had a steady failure and plateau rate of 80%. With over two million resources available for organizational change, and an emphasis on church revitalization by organization as such as NAMB, is it possible the disconnected variations of organizational change have created so much confusion that it prevents a simple, comprehensive, and comprehensible understanding? In order to explore this question, and to advance a preferred method, case studies of organizational change within the bible were conducted, and secular organizational change studies were evaluated. A holistic process of organizational change is advanced that is biblical, and universal. Six functions of change are identified: cultural awareness; change catalyst; evaluation of the change and culture, decision, implementation, and monitoring of outcomes. Each function was identified from various organizational change events in the bible, and groupings of secular research. Chapter 1 introduces the problems associated with secular and ecclesiastical change theory, as well as the six core functions of the holistic organizational change process. Chapter 2 reviews the methodology used to compile data in the change theory field. Chapter 3 will use content analysis to provide a literature review of the current change theory field. Six key functions of organizational change are identified, which displayed both divergent and inclusive characteristics with one another: cultural awareness; change catalyst; evaluation of catalyst and culture; decision; implementation; and monitoring the outcomes. Chapter 4 analyzes theological considerations and focuses on seasons of change in the Bible. Three new classifications of change will be introduced based on Scripture and exegesis: change leading to regression, change leading to revival, and covenantal development. Chapter 5 will offer the conclusions of the paper, and will make five key recommendations for future research of organizational change for secular and church related change efforts.

Thesis. 1976. Ph.D.--Massachusetts Institute of Technology. Dept. of Urban Studies and Planning. / Microfiche copy available in Archives and Rotch. / Bibliography: leaves 484-485. / Ph.D.

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published_or_final_version / Public Administration / Master / Master of Public Administration

published_or_final_version / Public Administration / Master / Master of Social Sciences