The globalised world of business is driven by a complex mix of communication technology, consumerism and social, economic and political change. In pursuit of the latest technologies, processes and systems, managers often tend to neglect their business’s organisational culture. Traditional assets and strategies can easily be copied. A business’s organisational culture is much more difficult to reproduce and can be a competitive differentiator. Businesses which deliberately manage their organisational cultures, outperform similar businesses that do not. The performance culture in a business depends largely on the effectiveness of managers to establish an attitude of performance among employees. To achieve high performance, managers need different competencies to engage workers’ hearts and minds, as well as take advantage (in a positive way) of their physical labour. Managers who are able to create and sustain a performance culture and react to rapid change in markets and technologies, can maintain exceptional service and product quality levels despite of unpredictable business environments. Some managerial competencies are more conducive and prone to managerial effectiveness and the subsequent enhancement of a business's performance culture. Only a few businesses worldwide are managed by the notion that a performance culture equates outstanding profits and little research exists pertaining to managerial competencies that allow managers to motivate employees, win their commitment, and ultimately enhance the business’s performance culture. The primary objective of this study is to investigate the role of managers in enhancing performance culture. Knowledge and current perceptions of first-line managers and middle-level managers regarding the business’s performance culture (in terms of the associated business practices and employee characteristics), as well as certain related managerial competencies (such as communication, planning and administration, teamwork and emotional intelligence) were obtained. With regard to research methodology, the study used descriptive research in the form of quantitative, self-administered questionnaires. Two questionnaires were developed and uploaded on the Survey Monkey website. Subsequently, all first-line managers and middle-level managers (employed at Amalgamated Beverage Industries (ABI), the soft drink division of The South African Breweries (Pty) Ltd) were informed of the survey via an e-mail containing a cover letter as well as the hyperlink to the relevant questionnaires. The target population in this study was obtained by means of a census. Of the 438 respondents identified for the census, 186 viable questionnaires, comprising of 73 middle-level manager and 113 first-line manager respondents, were used for statistical analysis. Data entry, tabulation and statistical analysis were done by the Statistical Consultation Services of the North-West University (Potchefstroom Campus). The results of this study indicate that organisational culture places considerable pressure on employee behaviour and influences businesses in several ways. Every business has a unique organisational culture and an organisational culture that is not conducive to the performance culture of the business, needs to be addressed. In their efforts to enhance performance culture, managers need to display certain managerial competencies. It is recommended that, in order to assess a business’s performance culture and the degree to which managers display the associated managerial competencies, employees’ perceptions are taken into consideration, as practically significant differences pertaining to gender, qualification, age as well as managerial levels exist between different groups of respondents. The creation of a performance culture should be viewed as a continuous effort and it is suggested that managers investigate certain best practices in this regard in order to differentiate their businesses from competitors. In addition, managers may gain from training or coaching in order to develop and/or improve managerial skills related to the communication, planning and administration, teamwork and emotional intelligence managerial competencies, and subsequently practicing these in order to enhance the business’s performance culture. / MCom (Business Management), North-West University, Potchefstroom Campus, 2014

The globalised world of business is driven by a complex mix of communication technology, consumerism and social, economic and political change. In pursuit of the latest technologies, processes and systems, managers often tend to neglect their business’s organisational culture. Traditional assets and strategies can easily be copied. A business’s organisational culture is much more difficult to reproduce and can be a competitive differentiator. Businesses which deliberately manage their organisational cultures, outperform similar businesses that do not. The performance culture in a business depends largely on the effectiveness of managers to establish an attitude of performance among employees. To achieve high performance, managers need different competencies to engage workers’ hearts and minds, as well as take advantage (in a positive way) of their physical labour. Managers who are able to create and sustain a performance culture and react to rapid change in markets and technologies, can maintain exceptional service and product quality levels despite of unpredictable business environments. Some managerial competencies are more conducive and prone to managerial effectiveness and the subsequent enhancement of a business's performance culture. Only a few businesses worldwide are managed by the notion that a performance culture equates outstanding profits and little research exists pertaining to managerial competencies that allow managers to motivate employees, win their commitment, and ultimately enhance the business’s performance culture. The primary objective of this study is to investigate the role of managers in enhancing performance culture. Knowledge and current perceptions of first-line managers and middle-level managers regarding the business’s performance culture (in terms of the associated business practices and employee characteristics), as well as certain related managerial competencies (such as communication, planning and administration, teamwork and emotional intelligence) were obtained. With regard to research methodology, the study used descriptive research in the form of quantitative, self-administered questionnaires. Two questionnaires were developed and uploaded on the Survey Monkey website. Subsequently, all first-line managers and middle-level managers (employed at Amalgamated Beverage Industries (ABI), the soft drink division of The South African Breweries (Pty) Ltd) were informed of the survey via an e-mail containing a cover letter as well as the hyperlink to the relevant questionnaires. The target population in this study was obtained by means of a census. Of the 438 respondents identified for the census, 186 viable questionnaires, comprising of 73 middle-level manager and 113 first-line manager respondents, were used for statistical analysis. Data entry, tabulation and statistical analysis were done by the Statistical Consultation Services of the North-West University (Potchefstroom Campus). The results of this study indicate that organisational culture places considerable pressure on employee behaviour and influences businesses in several ways. Every business has a unique organisational culture and an organisational culture that is not conducive to the performance culture of the business, needs to be addressed. In their efforts to enhance performance culture, managers need to display certain managerial competencies. It is recommended that, in order to assess a business’s performance culture and the degree to which managers display the associated managerial competencies, employees’ perceptions are taken into consideration, as practically significant differences pertaining to gender, qualification, age as well as managerial levels exist between different groups of respondents. The creation of a performance culture should be viewed as a continuous effort and it is suggested that managers investigate certain best practices in this regard in order to differentiate their businesses from competitors. In addition, managers may gain from training or coaching in order to develop and/or improve managerial skills related to the communication, planning and administration, teamwork and emotional intelligence managerial competencies, and subsequently practicing these in order to enhance the business’s performance culture. / MCom (Business Management), North-West University, Potchefstroom Campus, 2014

The primary aim of this study was to determine the relationship between the practice of transformational leadership and a high-performance culture.The study hypothesized a positive relationship between transformational leadership and a high-performance culture. It also examined the predictive value of transformational leadership behaviours to the different dimensions of a high-performance culture. The survey included a sample of 209 leaders fromvarious South African organisations. The Multifactor Leadership Questionnaire (MLQ5X Form 5X) was completed by these leaders and their subordinates. The High-performance Culture Questionnaire was completed by the subordinates only. Findings indicated positive correlations between transformational leadership and a highperformance culture. Furthermore, differences were found to exist in the predictive value of transformational leadership behaviours to the various dimensions of a high-performance culture. The theoretical and practical implications of these findings were discussed. / Dissertation (MCom)--University of Pretoria, 2016. / tm2016 / Human Resource Management / MCom / Unrestricted

The subject matter of this thesis is governance principles in global management concepts and the application of such principles by managers at a local level. The thesis includes a case study on a foreign-owned Swedish group of companies that has introduced the management concept of High Performance Culture in all of its consolidated group countries. Global management concepts usually originate from the United States and make use of neorational governance principles. High Performance Culture is a management concept that puts increased performance and individualisation in the foreground. In addition, the concept advocates co-determination and self-development. The governance principles further promote employee autonomy orientation and self-development in addition to a leader-centric approach. The case study results indicate a discrepancy in the requirements of the governance principles of the management concept, highlighting the various dimensions of cultural layers and values to which managers in the same organisation are subject. The same values had an effect in different ways on the managers’ interpretation and handling of the management concept. This interpretation and handling of the management concept tools led to an implementation that partially opposed what the French management team and management concept advocated. The managers choosing to oppose the governance principles of the management concept can be seen as an example of modern individualism, according to which people are increasingly questioning rigid and hierarchic authority while showing initiative and assessing one’s own personal work. Hence, the values of modern individualism can act as a counterforce to neorational governance principles. / <p>Akademisk avhandling för avläggande av doktorsexamen i Arbetsvetenskap, som med tillstånd av Fakultetsnämnden vid Fakulteten för humaniora och samhällsvetenskap, vid</p><p>Karlstads universitet framläggs till offentlig granskning fredagen den 25 oktober 2013 kl. 13.00, sal C203, Högskolan i Borås.</p>

The goal of this research is to shed light on current developments in the field of Aboriginal Theatre Studies. This investigation encourages the reader to look again at the ways in which elements of Aboriginal culture are manifesting in contemporary theatre. Aboriginal theatre is increasingly visible in Canada and its cachet is growing with both artists and audiences. As a result, culturally specific worldviews and traditional practices are being introduced to mainstream Canadian theatre audiences. Through interviews with practicing Aboriginal artists like Floyd Favel, Yvette Nolan and Marie Clements and through an exploration of their individual theatrical processes, this research has attempted to identify how practicing Aboriginal artists consciously privilege Indigenous ways of knowing in their approaches to creating theatre for the contemporary stage.

The goal of this research is to shed light on current developments in the field of Aboriginal Theatre Studies. This investigation encourages the reader to look again at the ways in which elements of Aboriginal culture are manifesting in contemporary theatre. Aboriginal theatre is increasingly visible in Canada and its cachet is growing with both artists and audiences. As a result, culturally specific worldviews and traditional practices are being introduced to mainstream Canadian theatre audiences. Through interviews with practicing Aboriginal artists like Floyd Favel, Yvette Nolan and Marie Clements and through an exploration of their individual theatrical processes, this research has attempted to identify how practicing Aboriginal artists consciously privilege Indigenous ways of knowing in their approaches to creating theatre for the contemporary stage.

The goal of this research is to shed light on current developments in the field of Aboriginal Theatre Studies. This investigation encourages the reader to look again at the ways in which elements of Aboriginal culture are manifesting in contemporary theatre. Aboriginal theatre is increasingly visible in Canada and its cachet is growing with both artists and audiences. As a result, culturally specific worldviews and traditional practices are being introduced to mainstream Canadian theatre audiences. Through interviews with practicing Aboriginal artists like Floyd Favel, Yvette Nolan and Marie Clements and through an exploration of their individual theatrical processes, this research has attempted to identify how practicing Aboriginal artists consciously privilege Indigenous ways of knowing in their approaches to creating theatre for the contemporary stage.

Thesis (MBA)--Stellenbosch University, 2004. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: Performance in the Marketplace is what business is all about. Organisations are measured by their results and their stock exchange prices reflect their performance and the perception that the market has of them. The acronym 'Look at the Score board' is heard in passages of every organisation doing business in the market place. The question is: How can any organisation perform while looking at the scoreboard? Relate it to tennis players. How would tennis players perform if instead of keeping both eyes on the ball, they always had one eye on the scoreboard? In sports they talk of being in the zone. The harder athletes try to win, the less likely it becomes that they will. When people are in their zone, all of their attention is on what they are doing, and not on what they are accomplishing. Results then flow from their focus. Many organisations only watch the scoreboard - the bottom line. In doing so they take their eyes off the ball - their relationships with people. This gets them out of their zone and leads to long-term disaster. When organisations keep their eye consistently on the ball, operating their businesses by aligning with their core values, the scoreboard does in fact take care of itself. The research problem as addressed by this study is that of: 'how does an organisation change to become value based and how does an organisation use its values as a base to create a high performance culture within the organisation?' The study is a case study and the organisation used is Grootegeluk Coal Mine, a business unit of KUMBA Resources. The main objective of the study is to investigate the critical success factors for the establishment and management of a high-performance culture within organisations. The role of leadership in the establishment and management of a collaborative environment to ensure commitment and creativity and as a result a sustainable performance culture is investigated in depth. The field of leadership principles was researched and it was found that the conditions, which serve to minimise interference with potential so that it might be more fully expressed in performance, are conditions that encourage collaboration, commitment and creativity. The system is based on the Competence theory. Collaboration is a way for people to work together which requires, by definition, the fullest exploration and identification of their various resources. Such a process increases the number of ideas and amount of information available for planning and making work related decisions. Collaboration is the leader's primary strategy for acknowledging love and work together so that both may be served. It is a means to identifying a" the possibilities. The human desire for productive love, labouring to make something grow, reflects the hunger for commitment. People want to be committed, it is a natural state, which must be realised for people to prosper and be healthy. Commitment is always the result of something; it is a by-product of one's opportunities to experience self-expression and, while often given difficult birth, it is easily lost unless attention is given to its maintenance and care. The seeds of commitment may be sewn through opportunities as in collaborative exchanges, but for its potential to be fully realised, promises must be kept and expectations must be met. Creative power is the first cause of all behaviour, and the basic human instinct for self-realisation, completion and perfection is the driving force of life itself. The principle of creativity simply reflects the grand theme, the nature of people at work. The urge and capacity for creativity are part and parcel of the human condition. The potential of high performance is at hand in organisations and may manifest when the leaders are guided by the principle of creativity. The essential characteristics of the work environment necessary for the release of potential are conditions that encourage: collaboration, commitment and creativity. Workers have little control over such conditions. Leaders, therefore, determine organisational performance because they create - or fail to create - the environmental conditions which minimise interference with available potential. This means that leaders desiring high performance must make sure that collaboration, commitment, and creativity - the conditions in support of competence and its release - are present in their organisation. It is possible to measure the dimensions of collaboration, commitment, and creativity within an organisation through the technique of Organisation culture analysis. Leadership Systems International has studied the relationship of such conditions to performance. In one study high-performing organisations were compared with low-performing organisations and, in every case, it was found that high-performing organisations can be characterised by significantly greater support for collaboration, commitment, and creativity than were lowperforming parts of the same organisations. The major conclusion from this research is that performance varies as conditions for competence vary. Therefore, for those concerned about quality and productivity, the implications are clear: For people to perform well, to do their best, they must be provided with an organisational environment that releases their potential by supporting their natural capacity and need for doing what needs to be done, for working productively. The Organisation culture analysis that was used on Grootegeluk Mine indicates that, despite the improvement in culture, a gap still exist between the Grootegeluk culture and that of the average of benchmarked organisations in South Africa. The policies and practices of the Grootegeluk organisation fall into the quasi-collaboration, quasi-commitment and quasi-creativity range. This means that the value structure, information flow, personal practices of managers and climate combine to encourage but does not facilitate attempts to collaborate and that power dynamics, incentive structures, and work relationships are managed in ways that encourage but fail to facilitate the development of widespread commitment. This also means that the work environment, social dynamics, and problem solving processes are managed in ways that encourage but does not facilitate attempts at creativity. The Organisation culture analysis indicates that the Grootegeluk management needs to make a profound leadership impact to ensure success. It must be remembered that a high-performance culture is part of a broader process of continuous improvement. People are only one part in this model, but people are the enablers, ensuring that the processes and technology changes through creativity. The recommendation is for the Grootegeluk Management to use the current performance culture base to build on a new high-performance culture whereby the organisation can change itself from the current quasicollaborative, quasi-committed and quasi-creative organisation to an organisation where these competence factors are world best. This will ensure that Grootegeluk becomes an organisation that will be able to withstand future storms and an organisation that will outperform the mining and minerals sector. / AFRIKAANSE OPSOMMING: Die hoofdoel van besigheid is om te presteer. Organisasies word gemeet aan die resultate wat hulle vir beleggers gee. Die gesegde vergelyk dit met sport wanneer daar verwys word na die telbord. Die vraag is, hoe kan enige organisasie presteer deur die telbord dop te hou? Vergelyk dit met 'n tennisspeler. Hoe kan 'n tennisspeler presteer deur die telbord dop te hou en nie die oog op die bal te hou nie. Daar word gepraat van 'n sportman wat gemaklik is, en dan presteer. Indien atlete nie gemaklik is nie, kan hulle nie fokus op wat hulle doen nie, en as gevolg daarvan nie presteer nie. Baie organisasies fokus nie op wat hulle doen en hoe hulle dit doen nie, maar op die telbord - hulle resultate. Dit het tot gevolg dat organisasies hulle oog van die bal - hulle verhoudings met hulle werknemers - afhaal. Dit het negatiewe langtermyn gevolge. Wanneer organisasies hulle besigheid belyn met hulle waardestelsel, sorg die telbord vir homself. Die studie ondersoek die vraag: Hoe verander 'n organisasie na 'n waardestelsel gedrewe organisasie en hoe gebruik so 'n organisasie sy waardestelselom 'n prestasiekultuur te vestig? Die studie is 'n gevallestudie van KUMBA Resources se Grootegeluk Steenkoolmyn naby Lephalale. Die hoofdoel met die studie is om die kritiese suksesfaktore vir die vestiging van 'n prestasiekultuur te bepaal. Die rol van leierskap in die proses van hierdie kultuurvesting word bestudeer. Die studie ondersoek spesifiek die Jay Hall teorie van samewerking, toewyding en kreatiwiteit. Hierdie teorie is in diepte bestudeer en daar is bevind dat omstandighede wat inmenging in potensiaal mimimeer, juis samewerking, toewyding en kreatiwiteit maksimeer. Samewerking is in hierdie geval 'n proses wat werknemers dwing om ten diepste te delf in hulle hulpbronne om alle moontlike idees te ondersoek. Toewyding word in hierdie geval gedefinieer as die behoefte om produktief te werk en iets te laat groei uit daardie werk. Kreatiwiteit is die oorsprong van gedrag. Die beginsel van kreatiwiteit is gewoon die natuur van die mens wat werk. Die behoefte om te presteer is dus deel van die mens se natuur en die potensiaal van prestasie is dus deel van enige organisasie en behoort te manifesteer indien die leiers deur die beginsel van kreatiwiteit gelei word. Die beginsels van samewerking, toewyding en kreatiwiteit is nodig om prestasie aan te wakker. Werknemers het egter min beheer oor hierdie omgewingsfaktore terwyl leiers oor die sleutels beskik om die faktore te maksimeer. Dit is moontlik om hierdie omgewingsfaktore te meet. Die metings word deur Leadership Systems International gedoen en is gebaseer op navorsing wat hulle deurlopend doen. Die navorsing wys dat organisasies wat presteer in elke geval beter in die faktore van samewerking, toewyding en kreatiwiteit presteer. Dit wys dat mense beter presteer in 'n omgewing waar hulle potensiaal benut word deur inmenging te minimeer. Die meting op Grootegeluk Myn wys dat ten spyte van 'n verbetering in die organisasie kultuur, daar steeds 'n gaping bestaan indien die organisasie met 'n gemiddelde van ander organisasies in Suid Afrika vergelyk word. Die omgewingsfaktore van samewerking, toewyding en kreatiwiteit ondersteun wel prestasie, maar fasiliteer dit nie. Die studie wys dat die Grootegeluk Bestuurspan 'n groot leierskapsimpak moet maak om verdere sukses in prestasieverbetering te behaal. Die aanbeveling van die studie is dat die huidige prestasie basis en - kultuur gebruik moet word as basis om verder uit te bou aan die faktore van samewerking, toewyding en kreatiwiteit. Dit sal verseker dat Grootegeluk toekomstige storms sal afweer en dat die organisasie beter as die mynbou en minerale sektor sal presteer.

The subject matter of this thesis is governance principles in global management concepts and the application of such principles by managers at a local level. The thesis includes a case study on a foreign-owned Swedish group of companies that has introduced the management concept of High Performance Culture in all of its consolidated group countries.  Global management concepts usually originate from the United States and make use of neo-rational governance principles. High Performance Culture is a management concept that puts increased performance and individualisation in the foreground. In addition, the concept advocates co-determination and self-development. The governance principles further promote employee autonomy orientation and self-development in addition to a leader-centric approach.  The case study results indicate a discrepancy in the requirements of the governance principles of the management concept, highlighting the various dimensions of cultural layers and values to which managers in the same organisation are subject. The same values had an effect in different ways on the managers’ interpretation and handling of the management concept.   This interpretation and handling of the management concept tools led to an implementation that partially opposed what the French management team and management concept advocated.    The managers choosing to oppose the governance principles of the management concept can be seen as an example of modern individualism, according to which people are increasingly questioning rigid and hierarchic authority while showing initiative and assessing one’s own personal work. Hence, the values of modern individualism can act as a counterforce to neo-rational governance principles. / Avhandlingen studerar styrningsprinciper i globala managementkoncept samt hur de översätts av chefer på lokal nivå. En fallstudie har genomförts i ett svenskt utlandsägt företag där managementkonceptet Högpresterande kultur har införts i koncernens samtliga länder. Högpresterande kultur är ett globalt nyrationellt managementkoncept med ökad prestation och individualisering i förgrunden. Men konceptet förordar även medbestämmande och självutveckling. Av resultatet framgår att i kraven från managementkonceptets styrningsprinciper uppstod en krock som synliggjorde olika dimensioner av kulturella lager med värderingar som cheferna omfattades av, i en och samma organisation. Organisatoriska identiteter på skilda nivåer och funktioner, med skillnader i värderingar, påverkade hur cheferna översatte och hanterade managementkonceptet. Även utlandsägandet var av betydelse för genomslaget. Cheferna tog till sig styrningsverktygen då de gav sken av medarbetarorienterade styrningsprinciper. En krock uppstod dock med ledarcentrering inbäddad i konceptets verktyg. Chefernas val att gå emot konceptets styrningsprinciper skulle kunna tolkas i enlighet med en modern individualism. Den säger att människor i allt högre utsträckning ifrågasätter rigida och hierarkiska auktoriteter, samt tar egna initiativ och gör egna bedömningar i arbetet. Den moderna individualismens värderingar skulle således kunna stå som en motkraft till nyrationalistiska styrningsprinciper.

Purpose - ​The purpose of this thesis is to examine the organisational culture at the case company to find out whether or not Human lean can contribute to a high performance culture. Methodology - ​A qualitative study was conducted with a case study as the basis for investigating the company's organizational culture. The empirical data was collected by semi-structured interviews with the staff of the company. Findings - ​The empirical study first presents a summary based on the respondents' responses and thereafter displays the case company in comparison to the characteristic features and behaviours of high performance cultures. Lastly, the study shows howHuman lean, with the help of visual management, KASAM and continuous improvements, can contribute to a high performance culture. Contribution - ​This study tests existing theory in a new context and presents a scientific gap on how Human lean can contribute to a high performance culture. / Syfte - ​Syftet är att undersöka organisationskulturen på fallföretaget för att se om Human lean kan bidra till att skapa en high performance kultur. Metod - För att undersöka fallföretaget organisationskultur har en kvalitativ studie genomförts med fallstudie som grund. All empiri har utformats utifrån semistrukturerade intervjuer med personalen på fallföretaget. Resultat - I studiens empiri presenteras först en sammanställning utifrån respondenternas svar för att sedan jämföra hur fallföretaget förhåller sig till de karaktäristiska dragen och beteendena high performance culture erhåller. Avslutningsvis visarstudienhurHumanlean med hjälp av visuell styrning, KASAM och ständiga förbättringar bidrar till en high performance culture. Bidrag - Denna studie testar befintligt teori i ett nytt kontext och framför ett vetenskapligt gap om hur Human lean kan bidra till en high performance culture.