<p> National culture and organizational culture impact how continuous improvement methods are received, implemented and deployed by suppliers. Previous research emphasized the dominance of national culture over organizational culture. The countries studied included Poland, Mexico, China, Taiwan, South Korea, Estonia, India, Canada, the United States, the United Kingdom, and Japan. The research found that Canada was most receptive to continuous improvement, with China being the least receptive. The study found that organizational culture was more influential than national culture. Isomorphism and benchmarking is driving continuous-improvement language and methods to be more universally known within business. Business and management practices are taking precedence in driving change within organizations.</p>

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: The organisation of the new decade is different from the traditional, local organisation of the past. The demands of globalisation bring a certain inconsistency to the workplace. This inconsistency is a result of rapid changes in the market (expectations from customers, a broader choice of products and availability of products via global markets) as well as the demands of the individual working in the organisation (educational levels, management styles and diversity). The result of these changes is that organisations also change in their approach to the market and individual employees. The organisation has different expectations from the employees than twenty years ago. According to Carter (1999: 24), the organisation needs individuals that offer: • flexibility and an understanding that work must change and develop and that this is not a whim of the organisation but a necessity of the market; • loyalty, reflected not in long term service, but in high-energy commitment while working in the organisation; • a willingness to learn not just task related skills but the interpersonal skills to deal with others, so that they are also able to contribute to the maximum of their potential; • an enterprising mind for the organisation and for themselves; and bring their personality to work. As a result of these expectations, employees need to change their approach to work, themselves and the organisation. All these changes on individual level need to be transferred to group level in order to be effective. For this process, the creation and development of energy is needed - individual, group and organisation-wide energy. The aim of this study is to explain the importance of the development of energy in the workplace as a key ingredient for the systems growth and survival of the organisation. In order to achieve the aim, existing sources of energy in organisations will be identified, and ways in which to develop energy in individuals will be discussed. / AFRIKAANSE OPSOMMING: Hedendaagse organisasies verskil van die tradisionele, plaaslike organisasie van die verlede. Globalisering vereis dat die werkplek aanhoudend moet aanpas by wêreldwye tendense. Die eksterne markte is dinamies en voortdurend aan die verander (in terme van kliënte se verwagtinge, groter keuses van produkte as gevolg van die beskikbaarheid van produkte van regoor die wêreld). Hierdie veranderinge bring mee dat individue binne die organisasie ook ander verwagtinge het (in terme van opvoedingsvlakke, bestuurstyle en diversiteit). Die gevolg is dat organisasies hul benadering ten opsigte van markte en werknemers moet verander. Die organisasie se verwagtinge van werknemers is dus ook verskillend van wat dit twintig jaar gelede was. Volgens Carter (1999: 24) benodig organisasies individue wat: • aanpasbaar is en verstaan dat werk moet verander en ontwikkel as gevolg van markvereistes en nie omdat die organisasie noodwendig 'n nuwe rigting wil inslaan nie; • lojaal is aan die organisasie, nie noodwendig deur langtermyn diensrekords nie maar deur 'n aanhoudende toewyding deur hoë-energie insette; • gewillig is om verskeie nuwe vaardighede aan te leer, wat taakverbande vaardighede sowel as interpersoonlike vaardighede insluit sodat die individu bydraes kan lewer volgens hul volle potensiaal; • enterpreneuries is tot die voordeel van die organisasie sowel as hulself; • en hul persoonlikhede werk toe bring. As gevolg van hierdie nuwe tipe verwagtinge, sal werknemers hul benadering tot werk, hulself asook die organisasie moet verander. Hierdie individuele veranderinge moet ook oorgedra word in groepsverband om sodoende effektief te wees. Hierdie proses benodige die oordra en ontwikkeling van individuele, groep en organisasie-wye energie. Die doel van hierdie navorsing is om die belangrikheid van die ontwikkeling van energie in die werkplek uit te wys. Dit, word geargumenteer, is 'n belangrike bestandeel vir stelselgroei en die oorlewing van die organisasie. Om hierdie doelwit te bereik gaan die bestaande bronne van energie binne organisasies geïdentifiseer word en daar gaan na maniere gekyk word om energie binne individue te ontwikkel.

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