Thesis (M.A.)--Southern California College, 1999. / Includes bibliographical references (leaves [81]-82).

Thesis (Ph. D.)--University of Oklahoma, 1994. / Includes bibliographical references (leaves 312-315).

Thesis (M. Phil.)--University of Hong Kong, 2002. / Includes bibliographical references (leaves 256-261).

Thesis (M.S.)--Naval Postgraduate School, 2002. / Title from title screen (viewed July 18, 2003). "June 2002." Includes bibliographical references (p. 99-102). Also issued in paper format.

Thesis (Ph. D.)--University of Texas at Austin, 2002. / Vita. Includes bibliographical references. Available also from UMI Company.

Thesis (Ph. D.)--University of Texas at Austin, 2002. / Vita. Includes bibliographical references. Available also from UMI Company.

No description available.

The purpose of this study was to develop a reasonably comprehensive scheme of categories that describes what facilitated and hindered adaptation to corporate restructuring. Interviews were conducted with individuals who worked in a company during reorganization and adapted. The Critical Incident Technique (Flanagan, 1954) was utilized to elicit 543 incidents from 28 participants. Thirty-four categories emerged from the analysis of the reported events and were organized into five clusters. Several procedures were employed to examine the soundness and trustworthiness of the categories. The results indicate that adaptation was hindered by: enduring a negative state, receiving increased workload, experiencing negative attitudes of colleagues, termination of colleagues, destabilizing moves, encountering a demoralizing situation, removed from a position, experiencing devaluation of company, excluded from decision making, blocked from accomplishing a task, not receiving support, receiving a threat about job, experiencing estrangement, receiving disaffirmation for job competence, and vital information withheld. However, individuals can take action in four ways to facilitate adaptation. First, they can shape the work environment by: refusing exploitative requests, making a decision concerning work, discovering and adhering to a firm guideline, making a beneficial change in the work setting, accomplishing a task, experiencing a challenging task, creating a work position, creating space to work, and dissociation from a bad person. Second, they can gain support by: receiving advice, receiving personal support, receiving assurance about job, experiencing camaraderie, receiving affirmation for job competence, receiving vital information. Third, they can help others by: giving empathy, using humor, forming a relationship, looking out for others, providing practical help, securing work for others. Fourth, they can help themselves by: realization of a positive perspective, preparing for change, initiating a change outside of work, and engaging in an activity outside of work. The category system attempts to provide a reasonably comprehensive description of what helps and hinders adaptation to corporate restructuring. Such an organization of factors may be valuable in planning counsellor training programs and useful for therapists working with individuals adapting to corporate change.

No description available.

The contemporary approach to change in Nedbank is focused on mechanistic processes with little reference to social systems that exist in organisations. The contemporary approach assumes that an organisation is linear in nature and as such, a reductionist approach is employed for organisational inquiry to address organisational structure, strategy and culture. This research will focus on employing a systems approach to organisational inquiry to elicit themes that leadership should be aware of, to effect change in a dynamic and complex environment. The argument presented is that organisations are about people that interrelate with each other to achieve organisational goals, and as such exhibit social phenomena that have important implications in defining an organisation's capability for effective change. Therefore, a reductionist approach to organisational inquiry is not desirable and may not be effective for real change. The research will draw on various concepts within the frameworks of systems thinking, complexity theory, knowledge management and dynamic capabilities to elicit themes to complement Nedbank's existing transformation process. The results provide recommendations on how management's contemporary role is required to transform in order to address the challenges of organisational change in the knowledge world. / Thesis (M.Sc.)-University of KwaZulu-Natal, Durban, 2005.