The purpose of this study was to investigate the implementation and management of workforce diversity among teachers at secondary schools in the Mthatha Education District with reference to national and international teachers. The literature reflects issues and theories concerning the implementation and management of workforce diversity in secondary schools. The study also shows the benefits of managing teacher diversity and the challenges in the implementation and management of workforce diversity among teachers in secondary schools. The population of the study comprised of all teachers in the fifty- six public secondary schools in the Mthatha Education District and the sample comprised of five principals, five deputy principals, five heads of departments and five international teachers on whom the case study was base to examine their views about the awareness, implementation and management of teacher diversity in the education system. This sample was drawn from five public senior secondary schools. The selection of the sample was done through the use of a purposive sampling technique. The sampling technique was used because it is not all public secondary schools in the Mthatha Education District where international teachers are found. This, therefore, allowed the researcher to select only those secondary schools at which international teachers were found. The researcher developed an open- ended interview schedule for the face-to-face in-depth interviews on the implementation and management of workforce diversity among teachers at secondary schools in the Mthatha Education District. Themes were drawn from the responses of the participants and analysed. The findings revealed that Principals, deputy principals, school management teams and teachers at all levels lacked the skills and knowledge in designing, implementing and managing teacher diversity policies in secondary schools. The findings revealed that local teachers were resistant and took a xenophobic stance towards the employment and promotions of International teachers in secondary schools. Lastly, Affirmative Action and Employment Equity Acts favour the local teachers and discriminate against the international teachers. Recommendations are made concerning the lack of awareness, skills and knowledge in designing and implementation of teacher diversity policies in secondary schools. Recommendations are also made concerning the Affirmative Action and Employment Equity Acts that influence the non recruitment and selection of international teachers.

A popular approach to operating organizations in the 1990s is the implementation of work teams. The current literature offers little information on the use of performance management techniques in work team settings. This case study examined the effects of employing a performance improvement strategy on employee performance in a work team environment comprised of part-time graduate students. The performance improvement strategy included composing job descriptions, job aids (e.g., work organization charts), task request logs and posting weekly and monthly performance feedback. Improvements were observed in some aspects of team performance. Some of the improvement was due to task clarification and improved scheduling produced by the antecedent interventions. Performance feedback had little effect on measured performance but seemed to facilitate discussion and problem-solving.

M.Com. (Business Management) / Compliance with Employment Equity Act no 55 of 1998 is very important for organisations in South Africa. Recent reports attested that no significant change or progress achieved as far as Employment Equity (EE) is concerned. With no doubt South Africa faces shortage of skills and this may be a hindrance to EE Transformation. The Auditor-General of South Africa (AGSA) is not isolated from the skills shortage challenges, particularly because they seek specialised skills and competencies such as those of Chartered Accountants CA(SAs). The South African Institute of Chartered Accountants (SAICA), stated in their press release (Olivier, 2012) that this particular institution has 33 167 registered Chartered Accountants in South Africa. This means a small pool from which the Auditor-General of South Africa can draw its potential employees. The AGSA is not unique to the changes and legislative requirements faced by other organisations. As a result, these organisations are required to embark on a transformation journey to ensure Employment Equity achievement within their respective environments. Although reports have been showing some encouraging progress towards achieving the objectives of the Employment Equity Act, the journey is still long. This research attempted to establish the state of transformation and the challenges faced when implementing EE in AGSA. Based on these, the researcher proposed a change process to increase attainment of EE targets. For this study, the researcher focused particularly within areas where the AGSA struggles to attract suitably qualified employees. The researcher further assessed the employees’ perceptions related to EE how these perceptions are addressed. The researcher collected by means of self-administered questionnaires, interviews, as well as a case study. The sample included Corporate Executives, Business Executives, Senior Managers, Managers and Trainee Auditors. The collected data was analysed both qualitatively and quantitatively. Findings of the study revealed that different business units were implementing different strategies in an attempt to address their Employment Equity challenges. Some areas within the AGSA realised progress while others made only minimal progress. The research further revealed the need for an integrated approach towards achievement of the EE target. This may ensure a concerted effort and eradicate working in silos. A need for appropriate and formal EE structures was also established. Recommendations for an integrated approach as well as required structures for EE were discussed in the last chapter of this research.

department of BKB Ltd. The research aimed at addressing the team balance, the environment and culture in which the team operates and teamwork competencies of the value chain. Thus, creating a high performance value chain team will add to the success of the team, and hence the company as a whole. Research to establish the degree of teamwork within the value chain was undertaken. A survey which included a structured self-administered questionnaire was used to elicit information from all eight value chain team members (four section heads and their four supervisors), who represented the entire cross-section of the value chain team. The research revealed the following important points pertaining to the value chain team: • The team’s balance needs to be addressed; and • The culture and environment in which the team operates needs to be reviewed. Points of interest pertaining to teamwork competencies include the following: • The degree of teamwork is average; • The level of individual competencies is high; • The extent that team members are team players is average; • That team communication is below average; • A high perception of hidden agendas exists; • Dysfunctional team conflict exists; • A high level of empowerment and autonomy exists; • Team leadership - team linker is absent; • Co-operation and collaboration is below average; • Team attitude is high; • Team motivation is high; • Team strategies exist, but need more attention; • Team set goals are set; • Free-wheelers exist in the team; • Job satisfaction is above average; • Team recognition is high; and • Team synergy is average. Teamwork needs to be analyzed holistically, to ensure that the complex dynamics of teamwork is acknowledged and understood. A greater knowledge and understanding of the characteristics and measurement criteria of teamwork will equip team enthusiasts in building high performance teams, to the benefit of all role players. High performance team based organisations will add to the current and future success of the business. As the term “synergy” implies, the result is greater than the sum of the individual effects and capabilities. This emphasises why team-based organisations are fast becoming the modern trend of doing business.

M.Tech. (Operations Management) / For any organisation to be effective and efficient in achieving its goals, its employees must maintain a shared vision of what they are striving to achieve, as well as clear aims and objectives of the organisation. Employees may be grouped into teams with which play important roles in an organisation. Companies have discovered that the introduction of teams to the production process, leads to innovative and goal oriented performance, with new products generated at a faster pace. Teams become a force of change when interaction within the group is dynamic. Similarly, effective teams may influence productivity and improve quality. In this context, a study was conducted at the Ferrosilicon Plant of Dense Media Separation (DMS) Pty Ltd located in Meyerton, South Africa, where a sink float process for the separation of mineral particles, involving suspension of dense powders in water is used. The study focuses on team structures, which are currently experiencing job dissatisfaction. It attempted to establish the problem areas that may be at the core of team ineffectiveness and offered suggestions for resolution. At the root of the study is an attempt by management to resolve job dissatisfaction by facilitating team development, establishing explicit team norms and expectations, fostering a collaborative team climate, exercising leadership skills in pursuit of team goals and encouraging open and candid communication within the production section. The study argues that if decisive action is not taken to address these issues, it would be difficult for any organisation to function and would in turn inhibit management’s control of the organisation, ultimately leading to a loss of productivity.

This research explores the meaning and relationship of the constructs of effectiveness, performance, and motivation among teams in a high performance manufacturing setting. Effectiveness is defined as actual outcomes; performance is characterized as those types of behaviors required of teams to achieve those outcomes. Motivation at the team level of analysis is conceived as collective efficacy -- the members' confidence in their team's ability to perform. Two types of antecedents to collective efficacy are explored -- prior success and compositional characteristics of the teams. / Ph. D.

This study addresses how transformational organisational change can be enabled by dispersing and distributing leadership to change teams. It responds to the research challenge set by Caldwell (2003; 2005) to investigate change teams and explores issues raised by some authors that understanding of dispersed change agency (Buchanan et al., 2007) and distributed leadership (Gronn, 2002) may offer some insights regarding the management of complex organisational change processes. The study focuses on the implementation of Enterprise Resource Planning (ERP) in a Multi-National Corporation (MNC). It is accepted that failure rates for this type of technological change process are high and that most ERP implementations fail to achieve their objectives (Caruso, 2007; Aiken & Keller, 2009). In this study, a processual methodology (Pettigrew, 1985: Dawson, 1994; 2003) was employed and qualitative methods used, to unravel the complexity and develop rich and critical insight into the roles, relationships and competencies of three types of change teams. Research findings identify how change leadership was dispersed to three types of change team and how this led to rapid ERP implementation which was judged as ‘on time and in budget’. From this analysis, we develop a typology of change teams which identifies three types of change team: a control team; translation team; and a trouble shooting team. This typology characterises their roles, competencies and optimum conditions for interaction. In particular, we demonstrate how change teams working in concert demonstrate specific competencies, use complementary methods and employ specific political tactics to enable rapid improvisation of the implementation strategy and the ERP software.

The purpose of this study, a quasi experimental design, was to investigate the relationship between team leader behavior and team performance and satisfaction. This field research tested leader behavior dimensions from two theoretical models of team effectiveness: Hackman's (1992) "expert available coaching," and Cohen's (1994) "encouraging supervisory behaviors." The relationship between coaching behaviors and team performance, employee, and customer satisfaction was assessed. Manager behavior was assessed with the SMT Leader Survey (Burress, 1994), an instrument determined appropriate for team environments, that measures Communication, Administration, Leadership, Interpersonal Skills, Thinking, and Flexibility. Employee satisfaction and performance information was archival data provided by the organization. The results demonstrated that leader behavior is a less important component of team effectiveness than initially expected. Even though direct customer interaction was 25% of these manager jobs and considered the organization's most important predictor of corporate profitability, no relationship between leader behavior and customer satisfaction was found. Among the key findings was, that while flexibility differentiated leader behavior more than any other scale, its relationship with both team performance and team satisfaction was negative. Interpersonal skills were positively associated with team performance, while leadership was positively associated with team performance and satisfaction. The SMT data were factor analyzed and formed into three factors. Two were historical leadership constructs: consideration (which correlated positively with employee satisfaction) and structure. A third factor, decisiveness, was negatively related to team performance. This research determined some essential skills for managing high performance teams and improving employee satisfaction. The results indicate that managers in a team environment may need to alter their roles if high performance and employee satisfaction are organizational objectives. Possibilities include building and developing the corporation's business, creating in depth relationships with customers, and establishing alliances and partnerships with other organizations. These roles will require new manager skills which have the potential to increase manager job satisfaction and augment manager value to the corporation.

All world class manufacturing organizations have shop floor management in place. Shop floor management principles and tools are utilised to plan and to react in out of control conditions. Shop floor management is also utilised to involve people in decision making and to encourage continuous improvement. Various shop floor management principles exist and are applied differently depending on the nature of the business, however all these principles are present in all the companies researched. SA Canopy currently applies very little or no shop floor management principles. To be able to achieve its objectives and mission set by the new shareholders, shop floor excellence must be achieved. The objective of the study was to establish shop floor management principles utilised by the automotive industry as well as best in class organizations. To achieve this, a comprehensive literature study was performed on shop floor management. A questionnaire and audit schedule was designed based on guidelines in the literature study in order to establish what shop floor management principles are being utilised in the industry. The researcher used random sampling methods in distributing the questionnaire. An internal audit of the companies was conducted to support the responses in from the questionnaires. The opinions of the various respondents were compared with the guidelines provided in the literature survey in order to indentify shop floor management principles which would be suitable for SA Canopy. The following main recommendations were made: In order for SA canopy to achieve its objectives the company needs to develop a mission statement for everyone to work towards; SA Canopy needs to become more customer and supplier orientated. This will improve the overall performance of the business in respect of cost, quality and output; It is important that SA Canopy promotes teamwork so as to create a culture of continuous improvement; Problem solving skills need to be developed in the organization; Roles of Supervision need to be clearly defined and development programmes need to be put in place for supervision; A management process similar to the “Plan, Do, Check, Action “needs to be put in place to ensure effective actioning and monitoring of improvements and performance of stakeholders.

The increasing diversity, globalization and aging of the U.S. workforce have put pressure on organizations to better understand and manage diversity (Perry & Li, 2019). While there are various ways in which companies can “manage” this diversity, increasing attention is being paid to the role that leaders play (Avery & McKay, 2010). More specifically, a number of authors have begun to discuss the potential benefits of inclusive leadership in managing increasingly diverse employees (Randel et al., 2018). Despite discussions about the potential benefits of inclusive leadership, there is relatively little consensus about what inclusive leadership is and how best to measure it (Randel, Dean, Ehrhart, Chung, & Shore, 2016). The purpose of current research is to highlight the limitations of previous measures and to begin to develop a more theoretically grounded and empirically valid measure of inclusive leadership. Based on a review of inclusion and inclusive leadership literature, a measure of inclusive leadership was designed, evaluated by six subject matter experts, and administered to a large MTurk sample (N = 529). The current research found that inclusive leadership is a multi-dimensional construct that includes leadership behaviors of treating all work unit members with fairness, equality, and respect; encouraging integration of and synergy among all work unit members; and translating (i.e., compliance and implementation) organizational diversity and inclusion related policies and programs that support inclusion and prevent exclusion into explicit diversity and inclusion practices in the work unit. The current research established a content, construct, convergent, discriminant, and criterion valid and reliable measure of inclusive leadership, the Inclusive Leadership Questionnaire (ILQ), that can be used to help academics better understand what inclusive leadership is, how best to measure it, and assess its impact on work-related processes and outcomes. Additionally, practitioners can use this measure to assess the strengths and development opportunities of leaders; develop inclusive leadership capabilities; facilitate the incorporation of behavior based inclusive leadership criteria into the talent management system; and continuously make progress toward the goal of creating an inclusive workplace and gaining long-term organization health and growth.