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

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

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.

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.

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.

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.

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.

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.

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.

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.