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The utilisation of small groups to facilitate organisational changePotgieter, Johan Jacobus 02 April 2014 (has links)
M.Com. (Business Management) / Please refer to full text to view abstract
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Organisational change during knowledge management implementationLankesar, Arvin January 2014 (has links)
Business and academic communities have indicated that organisations have the ability to maintain a long-term competitive advantage through leveraging knowledge within the organisation. This is through the implementation of a knowledge management programme. During implementation of the programme, employees’ commitment and participation is crucial in ensuring successful execution of the knowledge management programme. Change management has been identified as one of the strategic inputs which enable organisational commitment towards this programme.
This study aimed at establishing the change strategies that organisations undertake when implementing knowledge management, as well as determining the relevance of Kotter’s eight steps of change during knowledge management implementation. An exploratory design, using a qualitative research methodology approach, was utilised. Twelve organisations formed part of the sample and a total of 13 semi-structured interviews were conducted. The data that was collected underwent content analysis and was thereafter aligned to the change management models.
The findings from this research indicated that Beer and Nohria’s proposed change strategies, specifically Theory E&O (combination) is the most dominant strategy overall when implementing knowledge management.
Kotter’s eight steps revealed that all steps are relevant when implementing knowledge management. It was concluded that as more of the steps are included and executed during implementation, the success of the knowledge management initiative increases. / Dissertation (MBA)--University of Pretoria, 2014. / lmgibs2015 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted
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Transformational leadership and innovation behavior : the mediating role of readiness for changeand the moderating role of high commitment work system and learning capabilityCheng, Kai Hung 25 August 2017 (has links)
This research sets out to provide enhanced knowledge on the impact of transformational leadership on employees' innovation behavior. In particular, drawing on leadership and innovation literature, this research attempts to examine such a relationship by both theorizing and testing the extent to which employees' readiness for change mediates on it. Moreover, this research takes the view that the effectiveness of transformational leadership varies according to the presence of different moderating variables. As such, employees' perceived high commitment work system of their firm as well as these employees' learning capability are examined as moderators on the aforementioned relationship. I collected multi-source and supervisor-employee matched data from two hotels, and the results of data analysis supported the total effect of transformational leadership on innovation behavior, the mediating effect of readiness for change, as well as the moderating effect of employee learning capability. The moderating role of high commitment work system was also found significant but opposite to the initially hypothesized direction. Practically, this research offers implications to managers the importance of leadership on facilitating the change and innovation processes in organizations.
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A communication perspective on change management : a case study of the Government Communication and Information System (GCIS) in KwaZulu-NatalDe Kock, Yachal January 2010 (has links)
Dissertation submitted in partial fulfilment of the requirement for the Masters Degree of Technology: Public Relations Management, Durban University of Technology, 2010. / This research emerges within the context of changes that occurred in the public sector
post apartheid, which meant invariable changes within the organisation’s structure and
processes. More specifically, it brought with it a changing role of communication in
managing change. With communication being the lifeblood and binding element within
an organisation, having effective and efficient communication within the organisation
can therefore assist in keeping the various parts of an organisation together, making it
easier for the organisation to maintain itself during change. This study locates Senior
Communication Officers within Thusong Service Centres in the GCIS and investigates
the role communication plays in managing change within the organisation. The study
critically examines Lundwig Von Bertalanffy’s (1968) Systems Theory in understanding
the interrelatedness of a system such as the GCIS and the role organisational
communication channels play in maintaining the process of change. Furthermore, this
study analyses the influence of the Chaos Theory within the concept of managing
change and the flow of communication within an organisation.
This study suggests ways in which Senior Communication Officers can play a vital role
in managing change by analysing the underlying principles and concepts of the Chaos
Theory and incorporating them within the role of communication during the change
process.
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The application of a strategic repositioning model to ensure successful change at Ceres Fruit Juices (Pty) LtdLouw, Cornelius Jacobus 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Change is inevitable in today's demanding and changing business world. For an
organisation to strategise effectively, it needs a process that is systematic and planned
to ensure that the company can compete successfully, please customers and achieve
good business and financial performance.
The first section of the study focuses on a literature overview with regards to strategic
repositioning. A model will be developed that highlight the importance of certain key
issues that must be present to ensure an effective and workable strategy. The overview
will show that the common mistake that organisations make, is to look only at the
external environment, without giving much attention to key internal issues. From the
model it will become evident that issues such as the organisational statements, the
culture of the organisation, the way change efforts are handlep and what a company
does to become world-class, are critical to ensure successful strategic repositioning.
The second half of the study focuses on the application of the strategic repositioning
model that was developed, to Ceres Fruit Juices (Pty) Ltd. A complete analysis will be
done on the organisation statements, as well as an assessment on the culture and how
far Ceres Fruit Juices is towards becoming a world-class organisation. From the results
it was evident that Ceres Fruit Juices (Pty) Ltd needs to map out all their change
activities to ensure the reaching of its strategic objectives. / AFRIKAANSE OPSOMMING: Verandering is onvermydelik in vandag se veeleisende en veranderende besigheidswêreld.
Vir 'n organisasie om 'n effektiewe strategie daar te stel, is dit noodsaaklik dat 'n
sistematiese en beplande proses gevolg word om te verseker dat 'n maatskappy suksesvol
kan meeding, kliënte tevrede kan stel en goeie besigheids- en finansiële resultate
kan behaal.
Die eerste gedeelte van die studie fokus op 'n literatuur-oorsig rondom strategiese herposisionering.
'n Model sal ontwikkel word wat teenwoordig moet wees om 'n effektiewe
en werkbare strategie daar te stel. Die oorsig sal verder uitwys dat die algemene fout
wat maatskappye maak, is om slegs na die eksterne omgewing te kyk, sonder om aandag
aan kritiese interne aspekte te gee. Vanuit die model sal afgelei word dat aspekte
soos organisasie doelstellings, die kultuur van die organisasie, die manier hoe
verandering hanteer word en eienskappe wat aanwesig moet wees om op wêreldstandaard
te wees, krities is om suksesvolle strategiese herposisionering te verseker.
Die tweede helfte van die studie fokus op die toepassing van die strategiese herposisioneringsmodel
wat ontwikkel is, op Ceres Fruit Juices (Pty) Ltd. 'n Volledig ontleding sal
gedoen word op die organisasie doelstellings, sowel as 'n beoordeling van die kultuur en
hoe ver Ceres Fruit Juices Ipty) Ltd op die pad is om 'n wêreldklas onderneming te word.
Afleidings wat gemaak is vanuit die resultate, toon duidelik dat die maatskappy 'n
volledige plan moet opstel vir hulle verandering aktiwiteite om te verseker dat daar by
die strategiese doelwitte uitgekom word.
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An evaluation of the outcome of implementing an organisational development programme (20 Keys) as a delivery system to strategy in selected companies in Japan, Europe and South AfricaDippenaar, Jacobus Christiaan 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2001. / This study represents an evaluation of the outcome of implementing the 20 Keys
programme in organisations in Japan, Europe and South Africa. The 20 Keys
Programme claims to be an Organisational Development (OD) Programme and the
study firstly explores the underlying characteristics of an OD programme. Specific
attention is given concerning the underlying values, the features and interventions of
OD.
Because Learning and Knowledge Management form such a critical role in OD the
characteristics and features of a "Learning Organisation" and Knowledge
Management are covered.
The 20 Keys programme has been developed to deliver on the strategy of an
organisation. The characteristics and aims of The Programme are thus presented as
well as a critical evaluation of whether The Programme's features and characteristics
corresponds with that of OD and whether it has features that indicate that it is
develop as such to deliver on the strategy. It is concluded that The Programme's
features and characteristics do support that of an OD programme.
The 20 Keys Programme is a tool to deliver on the strategy of an organisation as is
supported by reports from organisations that implemented The Programme in Japan,
Europe and South Africa. The organisations did show some significant results in
terms of productivity improvements, reducing defects and reducing work-in-process
in line with improvements with their benchmark score.
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Managing change to enable the transfer and sharing of knowledge and best practicesBrink, Barend 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: This study project investigates the implementation of a Management
Information System (MIS) in Telkom S.A. Ltd. With any implementation
process, the affected company and its employees go through a change
process. This report discusses knowledge management theory and the
transfer of best practices theory, and how the implementation of these
principles can improve the acceptance and use of the new software system.
Following is a description and explanation of the structure and content of the
report.
Chapter 1 defines the research problem in detail. It also defines and briefly
discusses the terms Management Information System, knowledge
management and change management.
Chapter 2, the literature review, consists of five sections. The five sections
discuss; knowledge management concepts, knowledge management models,
the comparison between models, knowledge management technology and the
implementation of knowledge management.
Section one, knowledge management concepts, discusses the basic theory
on knowledge and learning. It looks at the basic differences between Western
and Eastern philosophy and theories about learning. Concepts such as tacit
knowledge, explicit knowledge and intellectual capital are introduced. A brief
explanation of the start of knowledge management is offered.
The four models that are discussed in section two are; The Knowledge Spiral,
Best Practices Transfer, The Four Elements of Knowledge Management and
The Tactical and Strategic Activities in Knowledge Management. The models
discuss methods of identifying and capturing knowledge, ways in which
innovation takes place in an organisation as well as identifying where a
company is heading and finding ways to invest in intellectual capital to
prepare for the future needs of the company. Section three compares all of the models discussed in section two. A
comparison is made between the different approaches and the main focus of
each model is highlighted.
Technology, information management and knowledge management cannot be
separated. Section four discusses the importance of technology in knowledge
management, the technology backbone and applications of knowledge
management.
The reality of the implementation of knowledge management is discussed in
section 5. The effect of knowledge management on the organisation as a
whole, change management and knowledge management enablers are the
topics discussed.
Chapter three discusses the implementation environment, that is the business
units affected by the implementation. It also gives an explanation of the
design and workings of the MIS that was implemented. It is possible to read
the study without reading chapter three and without background on the
implementation environment and the product.
The implementation of the MIS was reviewed one month and again two
months after implementation. Chapter four discusses the review procedure
and the main findings of the reviews.
Chapter five ends the report with an evaluation on the implementation of the
MIS and knowledge management practices. / AFRIKAANSE OPSOMMING: Hierdie studieprojek ondersoek die implementering van 'n Bestuurs
Informasiestelsel in Telkom S.A. Bpk. Gedurende die implementeringsproses
van enige nuwe stelsel, gaan die personeel, asook die maatskappy deur 'n
veranderingsproses. Hierdie verslag bespreek kennisbestuur teorie, oordrag
van beste praktyke teorie, en hoe die implementering van hierdie beginsels ,
die aanvaarding en gebruik van die nuwe sagtewaresisteem kan bevorder.
Vervolgens 'n beskrywing van die struktuur en die inhoud van die verslag.
Hoofstuk 1 definieer die probleemstelling in meer besonderhede. Die terme,
Bestuurs Informasiestelsel, kennisbestuur en die bestuur van verandering
word gedefineer en kortiks bespreek.
Hoofstuk 2 bevat die literatuurstudie en bestaan uit 5 seksies. Die 5 seksies
bespreek; kennisbestuur konsepte, kennisbestuur modelle, 'n vergelyking
tussend die modelle, kennisbestuur-tegnologie asook die implementering van
kennisbestuur.
Die eerste seksie wat handel oor kennisbestuur konsepte, bespreek die basies
begrippe van kennis en die leerporses. Die seksie kyk onder andere na die
verskillende sienswyses tussen die Westerse en Oosterse filisofie oor kennis
en die leerproses. Die konsepte, interne/eie-kennis, ekplisiete/eksterne kennis
en intellektuelekapitaal word bespreek. Die seksie eindig met 'n kort
weergawe van die ontstaan van kennisbestuur.
Die vier kennisbestuurmodelle wat in die tweede seksie bespreek word is;
"The Knowledge Spiral", "Best Practices Transfer", "The Four Elements of
Knowledge Management" en "The Tactical and Strategic Activities in
Knowledge Management". Verskillende metodes hoe om kennis vas te vang,
maniere hoe innovasie plaasvind in maatskappy verband, asook vroegtydige
identifisering van die maatskappy se toekomstige intellektuelekapitaalbehoeftes
word deur die verskillende modelle voorgestel. Die modelle wat in seksie twee bespreek is, word vergelyk in die derde
seksie. Die modelle word bespreek op grond van die verskille tussen die
modelle, asook die hooffokus van elke model.
Informasiebestuur, kennisbestuur en tegnologie kan nie van mekaar geskei
word nie. Die vierde seksie bespreek die belangrikheid van tegnolgie in
kennisbestuur, asook die toepassings as boublokke op die tegnologiebasis in
kennisbestuur.
Die realiteit wanneer kennisbestuur geimplementeer word, word bespreek in
seksie 5. Daar word gekyk na die effek wat die implementering van
kennisbestuur op die organisasie het. Faktore wat die implementering van
kennisbestuur en verandering vergemaklik, word bespreek.
Hoofstuk 3 verskaf inliging oor die omgewing waar die sagteware
geimplementeer is. Agtergrond word verskaf oor die besigheidseenheid,
asook die verskillende Iynseksies. Die Bestuursinligtingsprogram wat
geimplementeer is, word in meer detail bespreek. Dit is moontlik om die
studieprojek te lees sonder die agtergrond wat in hoofstuk 3 bespreek word.
'n Evaluasie is gehou 1 maand en weer 2 maande na die implementering van
die sagteware. Die evalusieprosedure, asook die belangrikste
gevolgtrekkings word bespreek in hoofstuk 4.
Die verslag einding met 'n bespreking van die implementering van die
sagteware asook kennisbestuur praktyke in hoofstuk 5.
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Progressive change management keys towards organisational effectivenessEngelbrecht, David Johannes 03 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2001. / Organisations find themselves in a challenging and changing environment. The
focus of the study is to use the Marden diagnostic model of change management
as a guide to transform organisations in order to meet competitive challenges of
changing market conditions.
The first half of the study underlines the need for organisations to stay in a mode
of constant change. It explains the systems approach to organisational change
that is prescribed by the Marden diagnostic model of change. The change
process is initiated by focusing the organisation on a new strategy that will be the
route map towards future prosperity. Various diagnostic tools are explored to
discover the current position of the organisation. Intervention strategies are
recommended to mobilize the organisation to move closer to the strategic vision.
The latter half of the study deals with skills to manage the change process.
These skills include consultation, leadership, teamwork, managing conflict,
communication and negotiation. The study concludes with a practical framework
that can be used by management to measure the success of the change
process, and maintain momentum throughout the organisation.
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Navigating through some burning issues on people management in corporationsMapisa, Cindy 03 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: This study explored the present and future challenges faced by a group of
South African managers. These challenges were identified and/or explored in
the form of burning issues.
The motivation for the study was the perception that often the ordinary South
African manager is quick to import change interventions without really finding
out what the real issuesare. In the processsuch interventions fail becausethey
are in tandem with the real problem(s).
A literature study was undertaken to explore and identify possible reasons that
cause managers to adopt a quick-fix approach. An in-depth analysiswas made
of the challenges facing South African organisations and the importance thereof,
as well as of the need to channel limited resourcesto what really matters.
Data for empirical study was collected by means of questionnaires completed
by Management Development Programme Students of the University of
Stellenbosch Business School as part of an assignment for change
management.
Research findings indicated five critical challenges/ the burning issues that
should be given the necessary focus. Each of the five critical findings was
discussed in depth and recommendationswere made. / AFRIKAANSE OPSOMMING: Hierdie studie ondersoek die huidige en toekomstige uitdagings waarvoor 'n
groep Suid-Afrikaanse bestuurders staan. Hierdie uitdagings is as brandende
vraagstukke geïdentifiseer en/of ondersoek.
Die motivering vir die studie was die persepsie dat Suid-Afrikaanse bestuurders
oor die algemeen vinnig veranderingsintervensies implementeer sonder om vas
te stel wat die werklike probleme is. Gevolglik misluk sulke intervensies omdat
dit saam met hierdie probleme bestaan.
'n Literatuurstudie is gedoen om die moontlike redes waarom bestuurders die
benadering van kitsoplossings volg, te identifiseer en te ondersoek. 'n
Deurtastende ontleding is gedoen van die uitdagings waarvoor Suid-Afrikaanse
organisasies staan, die belangrikheid daarvan, en die nodigheid om beperkte
hulpbronne te kanaliseer na dit wat werklik saak maak.
Data vir die empiriese studie is versamel deur middel van vraelyste wat as deel
van 'n werkstuk oor bestuursverandering ingevul is deur studente op die
Bestuursontwikkelingsprogram van die Universiteit van Stellenbosch
BestuurskooI.
Navorsingsbevindinge het vyf kritieke uitdagings/brandende vraagstukke
geïdentifiseer waarop gefokus moet word. Elk van hierdie vraagstukke word
uitvoerig bespreek en aanbevelings word gedoen.
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The beehive of organisational excellence : entrenching workplace practices that lead to high performanceAbrahams, M. F. 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: For the past two decades or so we have been witnessing the dawn of the information age.
The technological revolution that typifies this era is proceeding at a rate unparalleled by
the advances of previous eras. This technological advancement has spawned what is
called the New Economy, where the currency is information and the watchword is speed.
The New Economy is global, knowledge-driven, and highly competitive. It has forever
changed the competitive landscapes of many industries, combined others into new
industries, and has even created entirely new industries.
The New Economy poses many new challenges for organisations that strive for
excellence. Amongst other things, globalisation and rapid advances in technology are
constantly raising performance level benchmarks on all fronts. This means that
organisations striving for excellence have to be stable yet agile, lean, responsive,
innovative, efficient, customer-focused, and profitable. In addition, the pressure on
organisations to democratise the workplace brings its own challenges.
One such approach for organising for excellence is the Beehive model where minimum
levels of performance have to be attained in each of seven interdependent areas: strategy,
structures, people capacity, business disciplines, stakeholder commitment, pay and
incentives, and change leadership. Taken out of context, these practices will not produce
the desired improvements in performance. They need to be treated as a system where the
practices fit with and support each other. / AFRIKAANSE OPSOMMING: Vir ongeveer die afgelope twee dekades ervaar ons die aanbreek van die informasie
tydperk. Die tegnologiese revolusie, wat 'n kenmerk is van hierdie era, gaan voort met 'n
tempo ongeewenaard met die vooruitgang van vorige eras. Hierdie tegnologiese
vooruitgang het voortgebring wat die Nuwe Ekonomie genoem word, waar die
geldeenheid informasie en die wagwoord spoed is. Die Nuwe Ekonomie is wereldwyd,
kennis aangedrewe, en hoogs kompeterend. Dit het die kompeterende landskappe van
baie industriee vir ewig verander, ander in nuwe industriee kombineer en selfs geheel en
al nuwe industriee geskep.
Die Nuwe Ekonomie lewer vele nuwe uitdagings op vir organisasies wat na
uitmuntenheid streef. Om maar een te noem veroorsaak globalisasie en vinnige
vooruitgang in tegnologie 'n konstante styging in prestasie vlak hoogtemerke reg deur die
industrie. Dit beteken dat organisasies wat na uitmuntenheid streef stabiel, tog ook
behendig, reagerend, vernuwend, effektief, klient gefokus en winsgewend moet wees.
Daarmee saam bring die druk op organisasies om by die werkplek te demokratiseer sy eie
uitdagings.
Een so benadering vir organisering vir uitmuntendheid is die Beehive model waar
minimum vlakke van prestasie in elke sewe interafhanklike areas behaal moet word:
strategie, strukture, menslike kapasiteit, besigheids dissipline, insethouer toegewydheid,
betaling en prestasielone, en oorgangsleiding. Uit konteks sal hierdie praktyke nie die
gewensde verbeterings in prestasie behaal nie. Dit moet as 'n sisteem behandel word
waar die praktyke mekaar pas en ondersteun.
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