Employing complex responsive process (CPR) as a tool for organisational learning and transformation.Bulbulia, Shehnaaz. January 2006 (has links)
Thesis (M.Sc.Eng.)-University of KwaZulu-Natal, 2006
The impact of systems thinking on company competitiveness : the case of Siemens Ltd. South Africa, a learning organisation.Smyth, Roger. January 2005 (has links)
The dissertation outlines the historical development of organisational complexity theory based on a review of the literature. Particular attention is given to the way in which complexity impacts on the performance of organisations. Systems theories, turbulence and chaos theory, learning and change, and organisational learning are discussed. The challenges to remain competitive which organisations are facing are compared with the approaches which have been taken in the company Siemens Ltd, using a framework which is based on an expanded interpretation of learning organi sations. The impact of the training on a number of young high-potential managers who have been trained using a learning-organisation systemic approach, is investigated. The results suggest that the changing environment of business and the novel form of training which was offered have combined to make the learning which took place deeply personal and central to positive changes to management which are taking place in the company. Recommendations are made of how a systems-thinking approach (and becoming a learning organisation ) can be applied broadly to companies that wish to improve the contributions of their managers in order to improve their comp etitiveness. / Thesis (M.Sc.)-University of KwaZulu-Natal, Durban, 2005.
Sustainable socio-economic development and poverty alleviation strategies for communities : a review of the Royal Bafokeng Nation initiative.Modipa, Matome Edmund. January 2007 (has links)
Many people and their communities, especially in rural Africa and other developing countries, battle to manage and reduce starvation, poverty and unemployment. Unfortunately, these problems cannot be left to governments, private enterprises and outside donor organizations to solve. Without the communities' involvement in and ownership of these processes, even sensible programmes will be unsustainable. One community that has been exploring and attempting to tackle these problems is the Royal Bafokeng Nation (RBN) in South Africa. Through their socio-economic development agency, the Royal Bafokeng Economic Board (RBEB), their infrastructure development agency, the Royal Bafokeng Administration (RBA), their investment development company, Royal Bafokeng Holdings (RBH), and their political support institution, the Supreme Council, the RBN is attempting to find new, innovative, and sustainable solutions to some of the most intractable problems in the developing world, taking into consideration the special issues that face all South Africans. This study therefore will analyse the ways in which the RBN are attempting to achieve sustainable socio-economic development, within their context. It will review the strategic formation and work done by the RBN, with special emphasis on the nexus of development "best practice" and the traditional Tswana, South African, African, and global contexts. The analysis will use systems thinking, chaos and complexity science, and strategic enactment approaches. Further analysis will focus on the lessons learnt from the structures of the RBN that might be applicable to other developing communities. This will be done using the concepts of business architecture, an organisational dynamics approach, leadership and sustainable development from a rural perspective. The study will make use of both primary and secondary research techniques, in order to identify current and potential issues and challenges that may help fast track the delivery mechanisms ofthe RBN: • Primary research comprises direct interviews with a wide range of stakeholders, both internal and external to the Bafokeng Nation. • Secondary research comprises archival research within the RBN and its associated organisations in the Bafokeng community, as well as related documents and literature emanating from other contexts around the world. The Bafokeng case highlights a local or indigenous approach to socio-econornic development that gives ownership of the development to the people being developed. By analysing the Bafokeng case, its successes and failures in socio-economic development, I will attempt to draw conclusions about the importance or role of indigenous values, practices and institutions in the development process. / Thesis (M.Sc.)-University of KwaZulu-Natal, Durban, 2007.
Exploring the design and development of the real value (RV) methodology : a value-based business development leadership metrics system.Taylor, Michael. January 2009 (has links)
The dissertation explores and explains the design and development of the researcher's Real Value© methodology, through participative action research. The action research (participative exploratory research) was undertaken in the form of professional pilot projects as real world commercial research, for the formulation and emergence of the value-based business development leadership metrics system: The Real Value© Methodology. The outcomes of the action research are captured in select strategic knowledge reports (i.e. client pilot project research reports) which demonstrate the emergence of the Real Value© methodology, in the client and commercial context, through the entire action research process. The clients were contracted on a professional basis and the fees generated from the commercial projects were utilised to fund the resources required to do the knowledge investigations of the client organisations. The methodology was intended as a strategic management system, and subsequently developed, through the action research and pilot projects, into a value-based business development leadership metrics system. The Real Value© methodology aims to create, develop and measure the real value of intangible assets (vs. physical assets) in a continuous and discontinuous process of business development: value that is created and sustained through the highest and best application and utilisation of intangible assets in the knowledge (and industrial) economic context. (Intangible assets herein classified as brand, intellectual property, technology, and human and customer capital). The participative action research was originally inspired by the first Module of the MSc programme 'Managing Complexity' facilitated by Professor Steen Martiny (Copenhagen Business School) during the comparative exercise on 'Extraordinary and Ordinary Management', and specifically during the reading of the first precept of Stacey's (2000) 'Extraordinary Management Theory': "Detect and attract attention to important external and internal issues, ordinarily not noticed." The above precept captures the essence and intrinsic motivation of the researcher for undertaking and performing the participative action research of the dissertation. The dissertation explains the real world professional pilot projects and participative exploratory action research that was undertaken by the researcher in the design and development of the Real Value© methodology. / Thesis (M.Sc.)-Unversity of KwaZulu-Natal, Durban, 2009.
Mthembu, Mlamuli Delani Kuthula.
Thesis (M.Sc.)-University of KwaZulu-Natal, Durban, 2009. / The focus of the study falls into leadership development in the social sector as it pursues sustainability of organisations through strategic partnerships that add value and impact. The research uses the context created by the establishment of the National Development Agency (NDA) because of its pivotal role as the only agency mandated to address poverty and its root causes. The research, however, also looks at other case studies from four non-profit organisations located in distinctly different social contexts and serving diverse stakeholders for practical, empirical purposes. The problem statement that informed the study is based on the following questions: (1) Can social partnerships develop and nurture greater, effective leadership and create organisational sustainability? (2) If so, what are the leadership behavioural traits or characteristics that provide support for sustainability through partnerships? Leadership in this study has therefore been narrowed down to those elements and characteristics that add value to building social entrepreneurship, sustainability, self-reliance, cooperative accountability and governance through partnerships. Leadership and partnerships enable people and organisations to tap into the inner-human potential of networks, which as a result build robust and vibrant communities. The study endeavours to suggest practical ways in which leadership and partnerships can enhance social development in an otherwise complex, but developing, transforming and growing sector. Alternative options to enhance partnerships are also explored in order to contribute to a search for knowledge and to gain some understanding to the current social leadership and partnerships dynamics in a post-apartheid era, which may directly or indirectly impact on the private, public and civil society sectors. The research methodology and design used for this study were qualitative and quantitative in nature using interviews and discussions with strategic leaders. An analysis was made in order to establish a theoretical base that would provide insight into the topic under research. The outcomes of the study provide a conclusion that leadership and partnerships form the bases for social enterprise and sustainable development to ensure sustainable and vibrant partnerships. In this discourse, leadership has evolved from situational leadership to a competency-based and character-based model. The study concludes by defining five broad leadership elements that create partnerships and sustain organisations: These are: relationships, trust, sustained dialogue and conversation, social compact and principle-based leadership.
The national system of innovation (NSI) is well entrenched within South Africa’s policy discourse, as a conceptual framework for understanding the nature and functioning of the country’s totality of science and technology efforts. The NSI is proving to be a powerful concept in that it permits, for instance, a holistic view of how scientific activity relates to economic performance. However, the NSI is a relatively new construct in the South African context. For this reason, there is a need for a proper understanding of what constitutes the NSI, how it functions and how best to make sense of it. This study undertakes a hermeneutic exploration and assessment of the NSI as a conceptual framework for understanding the structure and performance of knowledge institutions within South Africa. To this end, the NSI concept is unbundled into its constituent elements and then subjected to a deep theoretical analysis in order to critically examine the core ideas behind the constituent terms. Drawing on the writer’s hermeneutic-phenomenological input, the study critically examines the salient features of the NSI as they find expression in various official science and technology policy documents and reports. The elements that make up South Africa’s national system of innovation are identified and their roles defined. An argument is presented as to why, collectively, these elements demonstrate system behaviour. Chaos and complexity frameworks are then employed to shape a conceptual platform to underpin this philosophical enquiry with an ultimate view to developing a robust theoretical framework of the NSI. The study demonstrates the usefulness of chaos and complexity in explaining, for example, the evolution and current organisation of the NSI. Recommendations have been made about how chaos and complexity perspectives could be applied in general and strategic management of the NSI, as well as in research. / Thesis (M.Sc.Eng.)-University of KwaZulu-Natal, Durban, 2009.
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