South Africa’s unique history has produced an organisational climate where race groups forcibly separated in the past, have to now work together in harmony. Limited interaction between the ethnic groups creates a culturally uninformed society where trust between groups is lacking. The objective of this study was to confirm the levels of collectivism for the different race groups, and to determine the relationship between collectivism, propensity to trust and in group trust. A survey was administered to a Business Unit of a South African petrochemical company. 387 responses were obtained from a sufficiently diverse sample. The results confirmed that blacks and Indians are more collectivistic than whites and coloureds. Collectivistic groups had a lower propensity to trust and higher in group trust. This research creates awareness regarding the different aspects of culture and the behaviours these cultural differences drive. Trust development must be approached with a culturally informed view.

This thesis explores the way General Practice trainees and early career General Practitioners describe their training environment in General Practice, the meaning they attach to the notion of preparedness and their perceptions of the impact of the training environment on their preparedness. The study was informed by the interpretivist paradigm. I conducted 27 in-depth semi-structured interviews with 15 early career General Practitioners and 12 General Practice trainees at the end of their training. Interview data were transcribed and analysed thematically, drawing partially on the grounded theory approach of data analysis. Interviewees described their training environment in terms of their sense of being included in the Practice, the Practice ethos, the importance of training within the Practice, the trainer and their relationship with the trainer. There was no unanimous way in which interviewees talked about preparedness, however the meanings attributed to preparedness centred around two central elements ‘confidence’ and ‘adaptability’ and included: working independently and being self directed; knowledge of business and partnership issues; ability to manage patients and workload; good consultation skills and effective time management; and adequate knowledge and passing the RCGP CSA examination. The way the training Practice can impact on trainees’ preparedness was explained drawing on Bandura’s theory of ‘self efficacy’ and Lave and Wenger’s theory of ‘situated learning’. Inclusive training Practices, characterised by less hierarchical relationships between the doctors, particularly vis-à-vis trainees, were better at preparing trainees for their future role by affording them greater opportunities to take part in a wider range of General Practice work. The role of the trainer was also pivotal in preparing trainees through effective teaching. Supervision tailored to trainees’ needs, and guided decision making enhanced confidence of trainees in their ability to work independently.

This research is based on the challenge in the field of thermal comfort between the steady state and adaptive comfort theories. It challenges the concept of standard ‘comfort zone’ and investigates the application of ‘adaptive opportunity’ in the workplace. The research question is: ‘Does thermal control improve user satisfaction in cellular and open plan offices? Norwegian vs. British practices’. Currently, centrally controlled thermal systems are replacing individual thermal control in the workplace (Bordass et al., 1993, Roaf et al., 2004) and modern open plan offices are replacing traditional cellular plan offices in Scandinavia (Axéll and Warnander, 2005). However, users complaint about the lack of individual thermal control (Van der Voordt, 2003), which is predicted as an important asset to the workplace in the future (Leaman and Bordass, 2005). This research seeks users’ opinion on improving their satisfaction, comfort and health in two environments with high and low levels of thermal control, respectively the Norwegian and British workplace contexts. Two air conditioned Norwegian cellular plan offices which provide every user with control over a window, blinds, door and the ability to adjust the temperature are compared against two naturally and mechanically ventilated British open plan offices with limited thermal control over the windows and blinds for occupants seated around the perimeter of the building. Complimentary quantitative and qualitative methodologies are applied, with a particular emphasis on grounded theory, on which basis the research plan is formulated through a process of pilot studies. Occupants’ perception of their thermal environment within the building is recorded through a questionnaire and empirical building performance through thermal measurements. These traditional techniques are further reinforced with semi-structured interviews to investigate thermal control. A visual recording technique is introduced to analyse the collected information qualitatively regarding the context and meaning. The ASHRAE Standard 55-2010 and its basis do not apply to the case study buildings in this research. This thesis suggests that thermal comfort is dynamic rather than fixed. Occupants are more likely to prefer different thermal settings at different times, which is in contrast with providing a steady thermal condition according to the standard ‘comfort zone’. Furthermore, the occupants of the Norwegian cellular plan offices in this research report up to 30% higher satisfaction, comfort and health levels compared to the British open plan offices, suggesting the impact of the availability of individual thermal control. This research suggests that rather than providing a uniform thermal condition according to the standard ‘comfort zone’, office buildings are recommended to provide a degree of flexibility to allow users to find their own comfort by adjusting their thermal environment according to their immediate requirements.

Thesis (MBA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: As organisations expand internationally and continue to conduct business across different time zones and geographical boundaries, distributed project and organisational teams have become increasingly prevalent. Rather than meet face-to-face, developments in information and communication technology have made it possible for these team members to interact electronically thereby creating an alternative means for team member collaboration. Teams that collaborate in this manner are called virtual teams. This study explored effective leadership practice in virtual teams. The process of exploration started with discovering those core competencies considered essential to virtual team leadership. These competencies were then operationalised and tested for their respective contributions to effectiveness in virtual teams as measured by team performance and personal satisfaction. It was suggested and subsequently confirmed by the results of this study that as virtual team leaders begin to display essential leadership competencies, the virtual teams they lead become more effective. Four leadership competencies were identified as integral to effective leadership practice. These were: an ability to coordinate task delivery, an ability to communicate, an ability to build trust and an ability to manage multicultural diversity. In addition, it was determined that virtual team leaders tended to emphasise the more transactional forms of leadership over the more transformational forms with the strongest emphasis on task and communication as predictors of performance rather than satisfaction. In contrast, team members emphasised the more transformational forms of leadership with the strongest emphasis on trust and diversity management as predictors of satisfaction rather than performance. It was also apparent that for team members, task coordination was weakly correlated with performance. These differing results illustrate a distinction in leadership emphasis, which if misunderstood or incorrectly managed, could lead to conflict and low levels of team trust. For team leaders, a desire to perform and deliver against team objectives has an associated risk of inadvertently emphasising task at the expense of fostering healthy team relationships. By comparison, team members emphasise personal satisfaction over performance and are potentially at odds with a strongly taskorientated team leader. This does not mean that team members are disinterested in team performance. On the contrary, performance is important to team members but it would seem that performance follows as a result of first experiencing satisfaction as a virtual team participant.

Thesis (MPhil)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Despite workplace bullying becoming more prevalent today, limited focus has been placed on this phenomenon within the organisational research context. It is important to note that this particular field of study still seems to be fairly new. Preventative measures for workplace bullying have focused on organisations taking responsibility through revisiting organisational leadership and culture, implementing policies and programmes, one of which includes coaching interventions. The present study set out to state that through effective and well-directed coaching interventions, awareness regarding workplace bullying can be created on both an individual and organisational level. The main objective of the study was to explore what coaching interventions and techniques can be used in coaching to address workplace bullying in South Africa. This study, positioned in the interpretivist paradigm, explored the personal experiences of 13 qualified and registered business coaches with COMENSA in South Africa, regarding their understanding, experience and knowledge of coaching related to workplace bullying from the sample group, through qualitative data. The sample group participated in individual semi-structured interviews relaying their experiences by answering specific questions, formulated as guidelines to the study. The questions were grouped into four categories, in order to analyse the qualitative data by using the content analysis method. The study found that coaches are increasingly faced with the responsibility to coach individuals related to workplace bullying, that it is a definite problem in South African organisations, but that organisations are currently not addressing it. The sample group in general had an average understanding of the concept of workplace bullying. However, their experience in workplace bullying contributed to insight on a number of factors, not obtained from literature. This also included the identification of several approaches, techniques and tools, which have been used with great effectiveness, whether coaching bullies or individuals being bullied. The sample group also emphasised a number of critical areas that coaches need to be aware of, including the importance of coaching supervision, proper contracting with clients and the effect that workplace bullying have on the coach himself, to mention just a few. The study focused on discussing the findings of this study by analysing and comparing the specific results, with previous literature, research and studies. The literature mentioned a number of theoretical underpinnings that can be used in workplace bullying coaching, but the study found more value in the processes followed by the coaches regarding effective coaching interventions, combined with approaches, tools and techniques, which are indicated specifically in the study. It was also found that an effective workplace bullying coach should have a good knowledge of organisations, organisational culture and the dynamics in business. In relation to South Africa’s focus on workplace bullying, the study found that this is greatly lacking, and special attempts should be made to create awareness of the topic in South African organisations. Investigations are proposed to incorporate workplace bullying into the South African labour legislation and to establish a Workplace Bullying Body to quantitatively and qualitatively investigate and regulate workplace bullying in South Africa.

published_or_final_version / Real Estate and Construction / Master / Master of Science in Construction Project Management

published_or_final_version / Nursing Studies / Master / Master of Nursing

<p>Aim: My aim with this study is to investigate whether the co-workers in the company Arla Foods is satisfied with the communication between the company and the employees. If there are any changes to be made or if it works well as it is now.</p><p>Method: I have sent out invistigationforms to 85 co-workers within Arla Foods. This forms included questions about Arla Foods internal communication and how the co-workers apprehend this. I have also made 7 interviews over the phone with co-workers on the dairys around Sweden. Including in these 7 interviews have I also talked and posed questions to representatives for the trades-union within Arla Foods. I have treated all the answers that have come back to me and from them have I made conclusions how the co-workes apprehend the companys communication.</p><p>Main Results: The main results I have been able to see is that the way the co-workers prefer to have their communication is trough the intranet, the staffpaper and the information verbally from the nearest chief. The co-workers are not so interested in the market and what’s hapening within Arla Foods in Denmark.</p><p>They think that on the Intranet should it be easier to find news and other things you would like to read about.</p>

No description available.

<p>The use of one form or another of team based work organization (TBWO) management policies and practices by firms with the aim of improving organizational performance and employee morale is well documented in popular literature. Empirical research has however found that the implementation of TBWO management policies and practices such as TB training, TB incentive schemes, participation in decision making, work teams etc. had minimal influence on the performance of firms (Locke and Schweiger, 1979).<br /> This research investigated the factors, which account for the effective implementation of TBWO management policies and practices with specific emphasis on three firms in the metal fabrications sector. The reason behind the choice of the three firms in the metal fabrication sector in the Western Cape was that these sites offered a rare opportunity to study the process of the implementation of TBWO. It was a rare opportunity because not many firms have embarked on implementing TBWO in South Africa. It was envisaged that the lessons that emerged from this study would be invaluable for firms that intended implementing workplace change. The level of analysis was the shop floor level at the firms as research has shown that this is the level that plays a critical role in the effectiveness of the TB management policies and practices implemented by the firms.</p>