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The impact of leadership on organisational politicsRobb, Charles A January 2011 (has links)
Today‘s workforce consists of employees with diverse personalities, cultural backgrounds, nationalities, needs and wants, thus creating new challenges for today‘s leaders. One of the primary functions of leadership is the management of employee perceptions that influence organisational outcomes. Among these perceptions the perception of politics is an influential type of organisational phenomenon. There is no denying the fact that leadership greatly affects the performance of organisations. According to DuBrin (2010:8), an overview of research on managerial succession conducted over a 20 year period provides support that leadership has an impact on organisational performance. The analysis of the research found that leaders might be responsible for somewhere between 15 per cent and 45 per cent of a firm‘s performance. From the above mentioned research, it can be seen that the importance of leadership cannot be underestimated when regulating the effect of politics in the working environment and to achieve the company goals and objectives. Part of the challenge today‘s leaders face is to help employees to see the different perspectives of political actions as a positive force, rather than seeing these as negative processes that cause internal competition for resources, recognition and promotions. Company politics does not have to be about back stabbing, internal rivalry, manipulation for power and lack of trust. With the development of proper skills and personal and organisational goals, positive organisational politics provides the real foundation for competitive advantage to benefit the employee as well as the organisation. The main purpose of this research paper is to identify the influence of leadership on organisational politics. The first step was to complete a literature study on the iii selected factors which contribute to organisational politics. The factors selected were those of job ambiguity, scarcity of resources, personality, uncertainty and fairness. The literature study also includes the outcomes of organisational politics. These outcomes include job satisfaction, job performance, turnover intention and job stress. An empirical study was then used to analyse the views of staff in various departments. These questions were based on the selected factors mentioned in the previous paragraph. This involved the staff completing questionnaires. Based on the findings of the literature study and the empirical study, the last step is to make recommendations to the selected company on managing the perceptions of organisational politics. Recommendations are also made as to what leadership styles would best fit different situations
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An exploratory study of employee responses to the implementation of SAP R/3 and connected application portfolios (CAPs) at an energy companyAnthony, Lizel Angelique January 2009 (has links)
The aim of this research was to explore employee responses to the implementation of SAP R/3 and Connected Application Portfolios (CAPs) in Shell South Africa (Pty) Ltd. Downstream-One (DS-1) Business/Lubricants (B2B/Lubes) Project Implementation Programme. It assessed whether employees accepted or rejected change prior to the implementation of SAP R/3 and CAP’s. In 2005 globally Shell launched its Enterprise Resource Planning (ERP) implementation. Its 16th implementation was conducted in Shell South Africa (Pty) Ltd. (Shell SA) in 2008. This research was conducted using a qualitative approach.
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Strategies to improve employee retention in medium-sized businesses in the Garden RouteMyburgh, Elsa January 2013 (has links)
The management dilemma that triggers this research is the improvement of employee retention in medium-sized businesses in the Garden Route. Various factors contribute to poor retention in business, such as the lack of employee engagement, lack of organizational commitment, lack of recognition and reward and lack of employee retention strategies. If these strategies are not in place it results in employees not feeling committed to the organization and therefore opting to leave. This study takes a closer look at the literature review on specific causes of poor employee retention and aims to seek solutions for management to address the employee turnover problem, which affects the ability of the organization to achieve its goals and objectives. The question which formed the basis of this research was whether management can indeed improve retention within their businesses. The parameters of this research topic are five medium-sized businesses in the Garden Route. Ten middle managers from these organizations formed part of the research. The research topic fell within the phenomenological paradigm, as the study looked at employee retention within organizations with the aim of finding out what the reasons for poor retention are and how the problem can be addressed. The approach was a subjective one as responses were interpreted from questionnaires to gain an in-depth understanding of the problem. Research was conducted by means of both questionnaires and interviews in order to interpret and explain the complexity of poor retention rates within the specific organizations. The qualitative data collection method was used. Results were analysed and interpreted to indicate the relevance with the theory. Respondents confirmed that employee retention remains a challenge. It is clear that there is a need for effective strategies to retain talented employees in medium-sized businesses in the Garden Route as this is not being addressed as a priority. Recommendations were submitted which indicated that managers need to invest in strategies to foster employee engagement and organizational commitment. Fair and consistent rewards should be implemented and supported by blended retention strategies.
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The new principal and the diagnosis of school cultureCraythorn, Vincent Martin 02 June 2014 (has links)
M.Ed. (Education Management) / Taking up the first principalship is a demanding career transition involving emergency professional development, not only for the new principal to move from the role of teacher and administrator, but for him to successfully diagnose a new culture. The degree of success that a new principal -has in discovering, understanding, developing further and managing a new school culture within the first year of his appointment, will determine his overall effectiveness in managing the new school. Against this background, the focus of this research paper will be to identify and define school culture. Included here will be a discussion of what constitutes culture, the process of acculturation, the influence of sub-cultures and the impediment of culture on both management and change. The role of the new principal in managing and where necessary changing existing culture in a school is described in this paper. The problem areas likely to be encountered and the solutions to these problems are also discussed. A strategy is proposed to assist future new principals with the problem of managing existing culture in the school. Divided into three parts, the strategy assist the new principal to read the existing culture of the school. Secondly, it proposes that the new principal follows a collaborative process for the review of and transformation of existing school culture. The final part of the strategy is to revise and establish innovative communication networks to ensure the strategy's overall success.
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An investigation into the factors that influence the retention of health professionals in the publuc sector and its impact on the health of the community of Limpopo Province, Vhembe District : a case of Donald Fraser HospitalMathule, Nnditsheni 10 December 2013 (has links)
MPM / Oliver Tambo Institute of Governance and Policy Studies
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An investigation into the staff retention strategy in the public sector : a case study of Vhembe District, Limpopo ProvinceMudau, Isaac 11 December 2012 (has links)
MPM / Oliver Tambo Institute of Governance and Policy Studies
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Strategiese mannekragbestuur : riglyne vir die toepassing daarvan in Suid-Afrikaanse ondernemingsGrobler, Pieter A. (Pieter Alexander) January 1991 (has links)
Thesis in Afrikaans, with Afrikaans and English summaries / Daar bestaan geen twyfel nie dat vir 'n onderneming om suksesvol
te wees, deeglik opgestelde en strategies beplande ondernemingsdoelwitte
onontbeerlik is. Hierbenewens moet die missie van die
onderneming duidelik uitgespel wees. Die rede vir die voorgenoemde
vereistes is dat die politieke, wetlike, sosiale en kulturele
omgewings waarbinne die moderne onderneming horn bevind,
die huidige bestuursvraagstukke en probleme kompliseer.
Vir mannekragbestuur in die besonder, is daar sekere faktore soos
die gebrek aan geskoolde mannekrag en die vooruitgang op tegnologiese
gebied, wat 'n belangrike rol in die besluitnemingsprosesse
speel. Dit is dus belangrik dat alle besluitneming en beplanning
ondersteun moet word met professioneel ontwikkelde strategiese
mannekragbestuursfunksies wat op 'n sinvolle wyse in die praktyk
deur die onderneming toegepas kan word. Alle mannekragbestuursprogramme-,
aktiwiteite en -stelsels moet dus so ontwikkel word
dat aan die vereistes en beperkinge van die onderneming asook sy
eksterne omgewing voldoen word.
Die bestaande teoretiese beginsels en modelle ten opsigte van
strategiese mannekragbestuur is in diepte ontleed, waarop 'n
empiriese studie gevolg het om vas te stel in watter mate strategiese
mannekragbestuur in vervaardigingsondernemings in die
Pretoria/Witwatersrand/Vereeniging/KwaNdebele-streek bedryf word.
Uit die ondersoek het verskeie insiggewende bevindinge na vore
getree soos onder meer die gebrek aan deeglike strategiese mannekragbeplanning
en voorsiening asook strategiese mannekragopleiding
en ontwikkeling. Dit het dus duidelik na vore gekom dat die
strategiese mannekragbestuursbenadering nog nie ten volle gevestig
is nie, en daar 'n behoefte bestaan vir die daarstelling van
die nodige riglyne in die verband. 'n Model is vervolgens ontwikkel
wat in hierdie behoefte sal voorsien.
There is no doubt that, for an enterprise to be successful,
soundly formulated and strategically planned goals are essential.
In addition, the mission of the enterprise must be clearly defined.
The reason for these requirements is that the political,
legal, social and cultural environments in which the modern enterprise
operates, complicate existing management difficulties
and problems.
Particularly in regard to human resource management, there are
certain factors like the shortage of skilled manpower and technological
progress, which play an important role in the decisionmaking
process. It is important therefore that all decision
making and planning must be supported by professionally developed
strategic human resource management functions which can be
meaningfully applied in practice by the enterprise. All human
resource management programmes, activities and systems must
therefore be so designed that they conform with the needs and
constraints of the enterprise, as well as with its external
environment.
The existing theoretical principles and models relating to
strategic human resource management, have been analysed in depth
and was followed by an empirical study to determine to what
extent strategic human resource management was being applied in
manufacturing enterprises in the Pretoria/Witwatersrand/Vereeniging/
KwaNdebele region. / There is no doubt that, for an enterprise to be successful,
soundly formulated and strategically planned goals are essential.
In addition, the mission of the enterprise must be clearly defined.
The reason for these requirements is that the political,
legal, social and cultural environments in which the modern enterprise
operates, complicate existing management difficulties
and problems.
Particularly in regard to human resource management, there are
certain factors like the shortage of skilled manpower and technological
progress, which play an important role in the decisionmaking
process. It is important therefore that all decision
making and planning must be supported by professionally developed
strategic human resource management functions which can be
meaningfully applied in practice by the enterprise. All human
resource management programmes, activities and systems must
therefore be so designed that they conform with the needs and
constraints of the enterprise, as well as with its external
environment.
The existing theoretical principles and models relating to
strategic human resource management, have been analysed in depth
and was followed by an empirical study to determine to what
extent strategic human resource management was being applied in
manufacturing enterprises in the Pretoria/Witwatersrand/Vereeniging/
KwaNdebele region. / Business Management / D. Com. (Bedryfsekonomie)
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Implementation of management of performance of educators in the Department of Education in Waterberg District of Limpopo ProvinceMabitsi, Matome Thomas January 2009 (has links)
Thesis (MPA.) -- University of Limpopo, 2009 / The mini-dissertation takes off by studying the phenomenon of the management of performance of human resources in the Department of Education in Limpopo Province by specifically looking at practice of educators and managers in Waterberg District and how they implement the management of performance of educators in that District.
Chapter one introduced the reader to the central concerns and issues raised in the mini-dissertation. For many years the Department of Education had attempted to implement a performance management system without success and without knowing what were the factors that made such an implementation not succeed and if it succeeded in some ways why it did not succeed to the desired extend. This chapter revealed that the aim of the study was to investigate factors that inhibited the implementation of management of performance of educators and that the research aimed at making recommendations for the successful implementation of the management of performance. Chapter two was aggressive in bringing a league of distinguished scholars who brought as many angles to the phenomenon as they understood and studied it. It brought together relevant and useful literature to the topic under study.
Chapter three outlined to the reader the design of the research as well as the methodology that was used to bring about the realities of the implementation of the management of performance of educators. In order to increase the reliability of the findings a number of methodologies were triangulated. Chapter four was instrumental in analyzing the data and arriving at a scientific truth about what are the factors that affected the implementation of the management of performance of educators in the Department of Education in Limpopo Province.
It is remarkable to note from the analysis of this data the high percentage of educators who are in the Department and are disillusioned by the prospects of a successful implementation of the management of performance of educators.
Chapter five made far reaching conclusions and recommendations about what needs to be done in order to have the management of performance of educators successfully implemented. / University of Limpopo
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Management capacity-building in the South African Police service at station level.Ketel, Belinda 12 1900 (has links)
Thesis (PhD (School of Public Management and Planning
))—University of Stellenbosch, 2005. / The concern of the South African public with the ability of the police to do their work properly is highlighted by the media and the sensational opinions that are given by the various reporters. Researchers and academics in South Africa have voiced different points of view through research reports and publications; politicians have involved themselves in the debate through their statements and promises and the South African Police Service (SAPS) itself, through various reports and committees, is aware of the seemingly endless debate around police management competency.
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The role of senior management in improving educators' morale in public secondary schools in the Durban central areaSimjee, Fausia Banu January 2002 (has links)
Dissertation submitted in partial compliance with the requirements for the Master's Degree in Technology: Education (Management), Technikon Natal, 2002. / This study explores the role of senior management in improving educators' morale in public, secondary schools in the Durban Central Area. The reasons for a decline in educators' morale and effectiveness are senior management's lack of incentives and rewards, violence in schools, poorly disciplined learners, conflict, nepotism and public condemnation of educators. Other factors include: 'right-sizing', rationalisation and redeployment, lack of transparency during the promotion process and the negative attitude to the appraisal policy. Motivating educators will lead to improved school performance and promote enthusiasm and confidence amongst educators. The researcher will provide support on the topic from observations and a study ofliterature. The qualitative method of research was undertaken. The representative sample included principals, deputy principals, heads of department and educators from public secondary schools in the Durban Central Area. Evidence from questionnaires suggested that educators in the Durban Central Area are demoralised and therefore there is an urgent need to address their morale. The researcher examined the causes and symptoms of educators' demoralisation and senior management's role in improving their morale. This investigation focuses on problems which lead to the demoralisation of educators; the causes and symptoms of demoralisation and how educators can contribute to a healthy and professional culture in schools. It is suggested that senior management should motivate individual educators. Some measures proposed to improve and / M
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