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To be successful should the project manager be a leader or a managerBotha, Willem Johannes 12 1900 (has links)
Thesis (MBA) -- Stellenbosch University, 2007. / The regard for project management as a very effective toolset to handle the rapid changing
business environment where organizations have to cope with globalisation, the creation and
production of more innovative products in shorter time spans to remain competitive, has
grown in popularity. The project management framework offers the organization time, cost,
and quality management functions that high lights the project progress reporting to project
stakeholders and decision makers. The organization is assured of a higher probability of project
successes, and the creation and communication of the perception of project success, as
experienced by all project stakeholders through a single point of accountability, and the
inclusion of the client in the various stages of the project life cycle.
Despite the highly regarded results, the project management paradigm promises its
implementers, project management can fail to satisfy the expectations of the project
stakeholders. Many authors and researchers alike have identified "leadership" as one of the
critical dimensions of a project that can have a great influence on the success of projects.
leadership as a concept has been taught by Aristotle many centuries ago to a select few in
contrast today leadership is taught by thousands to masses of students at many intuitions. The
perception of leadership has evolved over time and this democratisation of leadership has
made the concept available to all, at all levels of the organizational structure. The successes of
organizations in projects beyond the previously imagined and set boundaries of the past are
ample proof of this. Leadership is the key to the creation of human capital through the
application of project management.
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Managing in the age of wisdom : where information and knowledge are impregnated with purpose and principlesMaass, Alwyn Jacobus 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: The purpose of this research report is to fully understand the developing of a new
age of wisdom. Society is constantly evolving and changing. Within society,
there are different generations interacting with each other. Due to the speed of
infonnation flow huge generation gaps have developed. This has led to a state of
chaos. The report argues that infonnation and knowledge must change into
wisdom, thus restoring stability to society. To make such a change, an
understanding must be formulated about the wisdom worker, the type of leader
who will lead them, as well as the company. Changes must take place in
business, or else, the most talented people will leave.
The literature investigation concentrates on the central aspects pertaining to this
research, namely the understanding of the current society and the different
generations. Through literature review, a better understanding is developed
about the current chaotic business environment, as well as the evolving of the
knowledge worker into the wisdom worker. Different authors' views are combined
to develop the characteristics of the wisdom leader and the new structure of the
wisdom economic organisation.
Themes emerged from the investigation. The general principles of new society
was centered out, the coming of the next generation, finding balance in life
through five different intelligences, the new generation leader and wisdom
workings within the visionary company structure.
From the research report it is clear that employees experience a growing need to
make work more meaningful and attractive. Due to increasing productivity
pressure, employees are starting to look at alternatives. For the wisdom worker,
financial well ness is subjective to a life filled with principles and values. They
want work to be part of their lives, not the only life they know. / AFRIKAANSE OPSOMMING: Die doel van die navorsingsverslag is om die ontwikkeling van 'n era van
Wysheid te verstaan. Die gemeenskap is voortdurend besig om te verander en te
ontwikkel. Binne die gemeenskap is daar verskiHende aktiewe generasies. Groot
gapings is besig om te ontstaan tussen die generasies, as gevolg van die
toenemende spoed waarteen inligting vloeL Die verslag argumenteer dat inligting
en kennis verander moet word in wysheid wat sodoende stabiliteit sal gee aan
die gemeenskap. Om so 'n verandering Ie maak, is dil nodig om die Wysheidswerker
te verstaan , die tipe leier wat nodig is om hulle te lei, sowel as die tipe
maatskappy waarin Wysheids-werkers wit werk.
Die literatuurondersoek fokus op die sentrale aspekte van die navorsing naamlik
om 'n onderliggende begrip teo vorm ten opsigte van die gemeenskap en die
verskillende generasies. Daarmee saam word 'n meer volledige beg rip gevorm
van die chaotiese besigheidsomgewing en die evolusie van die
Kundigheidswerker na 'n Wysheidswerker. Verskillende skrywers se opinies
word gekombineer om die karakter·eienskappe van die wysheids-Ieier en -
maalskappy Ie onlwikkel.
Uit die ondersoek ontvou die algemene beginsels van 'n nuwe gemeenskap en
die koms van die volgende generasie. Balans kan gevind word deur te fokus op
vyf verskillende intelligensies. Die beginsels van die nuwe generasie leier word
bespreek en die wysheidswerking binne die raamwerk van 'n visie-gerigte
maatskappy slrukluur.
Oil blyk duidelik uil die studie dat daar 'n groeiende behoefte is by werknemers
am werk meer betekenisvol en aantreklik te ervaar. As gevolg van toenemende
produkliwileilsdruk, begin werknemers na allernaliewe kyk. Vir die wysheidswerker
is finansi~le welvaart subjektief ten opsigte van 'n lewe wat gevul is met
beginsels en waardes. Hulle wil werk he wat deel is van hulle lewens. nie die
enigsle lewe wal hulie ken nie.
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Share buybacks in South Africa : an empircal investigationKokokoane, Nimrod 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: Share repurchase activity (or buybacks), as a corporate finance decision-making
tool, has increased steadily over the years, both in the USA and in other markets
around the world.
This research report investigates share repurchase (of ordinary shares) activity in
South Africa between July 1999 (when buybacks were legalised) and December
2006. Consistent with empirical evidence elsewhere in the world, the results
show that South African companies have increased their share repurchase
activity in absolute terms (volume and value).
Corporate South Africa is estimated to be sitting on a huge cash pile of
approximately R600 billion (or 38% of GOP) - a significant prerequisite for share
repurchases. In the absence of potential projects and acquisitions that meet the
firms' weighted average cost of capital, it is reasonable to expect that the level
and value of buyback activity will increase in the foreseeable future. / AFRIKAANSE OPSOMMING: Die aandeleterugkoop-bedrywigheid (of aandeleterugkope), as 'n korporatiewe finansiele
besluitnemingshulpmiddel, het geleidelik toegeneem oor die jare, beide in die VSA en in
ander markte wereldwyd.
Hierdie navorsingsverslag ondersoek die aandeleterugkoop-bedrywigheid in Suid-Afrika
tussen Julie 1999 (toe terugkope wetlig geword het) en Desember 2006. In Iyn met empiriese
bewyse elders in die wereld, toon die resultate dal Suid-Afrikaanse maatskappye
hul aandeelterugkoop-bedrywighede in absolute terme (volume en waarde) verhoog het.
Oit word beraam dat korporatiewe Suid-Afrika 'n groat kontantreserwe van bykans R600
biljoen (of 38% BBP) het - 'n noemenswaardige voorvereiste vir aandeleterugkoop. In
die afwesigheid van potensiele projekte en aankope wat die firmas se geweegde gemiddelde
koste van kapitaal behaal, is dit aanvaarbaar om te verwag dat die vlak en waarde
van terugkoopbedrywigheid in die afsienbare toekoms sal verhoog.
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Trust and business : an inquiry into the functioning of trust in businessFouche, J. B. 03 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: The last decade has seen a continuing erosion of trust in business. Companies
inability to realise trust in practice has created public cynicism and mistrust. This
eruption of mistrust compelled business to ask why trust has become as issue
of concern and how one can re-establish trust in commerce. The study will
investigate the functioning of the concept of trust in business. Our hypothesis is
that a move from mistrust to trust in the current business environment is only
possible through a change in our understanding of ethics. A mere change in
business processes or a tightening of corporate governance and compliance
will not help us to move away from the culture of suspicion that is negatively
influencing our business environment. We will propose the work of Emmanuel
Levinas as an ethical alternative to the de-ontological and teleological
approaches that are currently dominating our understanding of business ethics.
Using some of his key concepts we construct what we call an 'embodied trust'.
This form of trust is grounded in responsibility towards the other, and not in the
rational sentiments of the egotistical subject. We complement this more
philosophical approach to trust by building a business case for it by looking at
the way it functions in various business instances. We acknowledge that a lot of
what we have discussed is already an implicit part of what is happing in the
business community. By looking at issues such as integrity, transparency I
leadership, corporate culture, stakeholders, corporate social responsibility,
branding and corporate governance, we highlight the existing forms of trust that
already adhere to the discussed ethical requirements, and indicate the direction
that business needs to take to cultivate this kind of trust in all its business
processes. We conclude our study by giving two examples that will serve as
illustration of our argument. The first being Regal Bank as an example of
'embodied mistrust' and the second being Allan Gray as an illustration of
'embodied trust'. / AFRIKAANSE OPSOMMING: Die laaste dekade is gekenmerk deur 'n voortdurende erosie van vertroue in die
sakewereld. Maatskappye se onvermoe om in die praktyk vertroue te skep, het
verder bygedra tot openbare sinisme en wantroue in sakepraktyke. Hierdie
ontploffing van wantroue het organisasies genoop om te besin oor waarom
vertroue so 'n belangrike kwessie is, en oor hoe om dit te herstel. Hierdie studie .
ondersoek die wyse waarop die konsep van vertroue in besigheid funksioneer.
Dns hipotese is dat die verskuiwing van wantroue na vertroue in die heersende
besigheidsomgewing aileen moontlik is deur 'n veranderde begrip van etiek. Die
blote verandering in besigheidsprosesse of 'n verskerping van korporatiewe
beheer en nakoming van reels sal cns nie help om weg te beweeg van 'n
kultuur van agterdog wat besig is om cns besigheidsmilieu negatief te be"(nvloed
nie. Ons stel die werk van Emmanuel Levinas as 'n etiese alternatief voar om
die de-ontologiese en teleologie5e benaderings te vervang wat tans cns beg rip
van besigheidsetiek oorheers. Deur van sy sleutelbegrippe te gebruik,
konstrueer ons wat ons noem 'n 'beliggaamde vertroue'. Hierdie vorm van
vertroue is gegrond in verantwoordelikheid teenoor die ander en nie in die
rasionele trekke van die egotisiese subjek nie. Ons komplementeer ons
filosofiese benadering tot vertroue met 'n praktiese kyk op hoe dit funksioneer in
verskillende besigheidsprosesse. Baie van dit wat ons bespreek, is reeds
implisiet deel van dit wat gebeur in die bre;; besigheidsgemeenskap. Deur te
kyk na sake soos integriteit, deursigtigheid, leierskap, korporatiewe kultuur,
belanghebbendes, korporatiewe sosiale verantwoordelikheid, handelsmerke en
korporatiewe beheer, wys ons uit hoe bestaande vorme van vertroue reeds
voldoen aan ons voorgestelde etiese voorwaardes. Hiermee saam gee ons ook
die rigting aan waarin besigheid moet ontwikkel om die tipe vertroue deel te
maak van al sy besigheidsprosesse. Ons sluit die studie af deur twee
voorbeelde te gee ter illustrasie van ons argument. Die eerste is die van Regal
Bank as 'n voorbeeld van ' beliggaamde wantroue' en die tweede is die van
Allan Gray as 'n illustrasie van 'beliggaamde vertroue'.
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Development of a coaching framework for the business manager acting in an informal coaching role in the workplaceBotma, Francois Johannes 03 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2012. / The new world of business requires the growth and development of all staff to ensure a competitive advantage for the organisation by maximising the effective and productive impact of the human resources of the company. It is in this context that the informal coach within the company can make the greatest impact by facilitating the development and growth of aspiring leaders and managers to reach their full potential.
In this context, the informal coach will be an employee of the company and have a regular designation within the organisation. Apart from his or her daily duties, the coach will aspire to provide guidance and facilitate change with fellow employees on an informal and relaxed basis. The coaching will not take place during formal sessions, as is the case for a traditional coaching process, but will be guided by daily interaction between the coach and client within the work environment.
When fulfilling this role the coach needs to be aware of the core principles, skills and values to form the basis of the coaching process. The coach should further have a clear understanding of the independent position that is required within the interaction with the client, where the focus is on the goals, hopes and curiosities of the client as a centre to growth and development.
The coach should consider the perspectives of the client that was formed by the client’s life experiences and that could have a profound impact on the effectiveness of the coaching interaction and the possible hindrances to optimal personal development.
During this process the particular life stage of the client will play a prominent role in the interaction, with the coach to consider the specific needs and desires of the client in context of his or her development stage or managerial level.
The personal and organisational leadership style of the client and the company should be considered when initiating a coaching process, with the client required to be capable of utilising a variety of leadership styles effectively to assure the optimal use of teams. The coach should assist the client to develop the capacity to identify which leadership styles are required under certain conditions and how to use it effectively.
The leadership pipeline and succession planning within the company will play an important role in the way the client will be guided to fulfil a specific management or leadership role. In this case the coach will need to be aware and collaborate with human resource planning within the company to ensure that the identification and development of the client is aligned with company strategies and planning.
Throughout the interaction the coach should provide feedback to the client on the progress made during the coaching process. This feedback should be managed appropriately to act as motivation to the client for further development. Typically a 360° peer review can be used as a source for feedback as long as it is properly managed to yield accurate and appropriate results.
The role of the informal coach should thus not be underestimated in the workplace to facilitate personal growth for individuals and managers to ensure the continued strategic strengthening of the company and the future survival of businesses.
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A definition of project portfolio management based on a multiple perspective analysisMalherbe, Daniel Marthinus Van Zyl 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2011. / Organisations are continuously involved in the process of selection, prioritisation and execution of
projects in order to achieve some stated objective, within the constraints of a finite set of
resources. The problem that many organisations face is how to go about making the decisions to
maximise the value of the investment in these projects.
Project Portfolio Management (PPM) is a management concept that facilitates and support the
decision-making processes to ensure that the optimal mix of projects in a portfolio supporting a
particular organisational objective. However, there is no generally accepted standard definition of
PPM. This absence of an accepted definition can lead to confusion when organisations implement
PPM. A well-defined, accepted standard supported by qualifying criteria will thus enable
organisations to make informed decisions about the application of PPM. It will also lead to a better
understanding of the PPM value proposition.
The purpose of this report is to define exactly PPM entails. It recommends a standard definition
that will enable an organisation to understand the use and benefit of PPM. The author reviewed the
many different definitions of PPM from different perspectives namely: academic literature, industry
bodies, popular press, software vendors and consulting groups. A critical review of the literature
was performed to clearly define the concept.
All of the different definitions were reviewed and compared within, and amongst, the different
perspectives. The final definition of project portfolio management is presented as follows: Project
Portfolio Management is a strategic management concept with the objective of ensuring that the
portfolio of projects is aligned with and support the organisational strategy. This is done through
the integration of strategic and operational management levels within the organisation.
An important insight of the research is that projects, and portfolios of projects, can be considered
as change initiatives and investments the organisation has made, or plans to make in future. Within
this context PPM is positioned on a strategic management level within the organisation to assist in
bringing about the change in the correct manner. PPM involves a dynamic decision-making
process (defined in this report) where the selection and prioritisation of projects to be executed is
done within the constraints of a limited pool of available resources. The selection and prioritisation
of projects is determined by a defined set of criteria discussed in this report.
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Sales forecasting within a cosmetic organisation : a managerial approachPostiglioni, Renato 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2006. / Although most businesses require accurate sales forecasts in order to survive and to
be successful, very little attention has been devoted to examine how sales
forecasting processes should be managed, and the behavioural factors associated
with the management of forecasting.
Sales forecasting activities and research have by and large concentrated on the
techniques or on the systems used, rather than on the forecasting management
philosophy, which considers the organisational, procedural, and personnel aspects of
the process.
Both forecasting modelling and IT systems form the basis for the forecasting process,
but the third element, namely the organisation, is potentially the most important one.
Researchers have argued that improvements in this area could have a greater impact
on the level of forecasting accuracy than improvements with regard to other aspects.
After developing predetermined forecasting standards and principles, an audit on the
author's organisation was conducted. This revealed that no formal forecasting --- existed, and that a number of business practices were in effect contaminating
procedures and possibly affecting the integrity of the data. Very little forecasting
knowledge existed, sales were predicted very sporadically, and simple averaging
techniques were adopted. Life cycles of products, trends, seasonality or any other
cyclical activity were never modelled.
This obviously resulted in a very poor level of forecast accuracy, affecting a number
of business activities.
A decision was made to research the topic of forecasting management, develop a
best practice model, and apply it to the organisation.
The best practice model was based predominantly on the research work of
Armstrong and Mentzer. This model requires the forecasting process to be developed
in two specific phases, namely a strategic phase, in which the forecast is aligned to
the organisation, the internal processes and the people, and the operational phase,
in which more tangible aspects of the forecasting process are identified and
constructed.
This new forecasting approach and a dedicated forecasting software programme
were successfully implemented, improving the overall accuracy level of the forecast.
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Executive coaching : an investigation into the trends in leadership development programmes and the increasing need for executive coaching as a development toolPitt, Lucian J. 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2001. / The last few decades have been characterised by a high degree of rapid change in the
business, social and political environment. The period we are currently living in has been
referred to by one of the writers on the subject as a period of "hyper-change"
In a period of "hyper-change" the consequences for global businesses is significant.
Organisations constantly face new sets of challenges and before they have worked their
way through one set another presents itself. In the area of skills development this could
have major consequences for the leadership of organisations.
It is said that the only way to succeed in a rapidly changing environment is to ensure that
knowledge growth outpaces that rate of change. This implies rapid skills update as well.
Under traditional leadership development approaches, through structured programmes,
the rate of change in skills growth is not sufficient to ensure that the executive and the
organisation remain ahead of change. Indeed, traditional programmes are not even able
to effectively deliver the kinds of skills that are needed by today's executive. The skills
referred to here are softer skills such as communications skills, diversity awareness,
conflict resolution, listening skills and so forth.
In the last two decades a new trend has developed in the USA. ..coaching, more precisely
executive coaching. Started in 1982 by a financial analyst, Thomas Leonard, the practice
of coaching seems to have grown exponentially over the last two decades. The popularity
of coaching is ascribed mainly to its effectiveness in being able to deliver quick results. It
has also proved to be popular among executives for its flexibility around time and
structure of process allowing the executive to focus on areas of improvement that will the
greatest impact.
Coaching has made its mark as one of the essential development tools that must be found
in the portfolio of options of any people development strategy.
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Analysis of the composition of emerging enterprise risk management practice in the context of managing operational risks in the fast changing business worldMoeti, Phokoile Daniel 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2004. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: The complexity of modern business requires that all managers be, at least, partially
responsible for strategic risk management. Therefore, all managers must have an
awareness of the business direction of the organisation as a whole; that is, the
corporate and business strategy. Companies embark on this journey to ensure their
future existence. In this regard, having a risk management strategy allows a company
to visualise and aim for its future, because such strategy guides decisions on the
allocation of resources throughout the organisation. The risk management strategy
encapsulates both desired goals and beliefs about what are acceptable and, most
critically, unacceptable means of achieving them.
To achieve the above, the ineptitude of traditional risk management strategy rarely
seems to dictate unique structural solutions. Rather, the crucial factors in the
operational risks processes are most often those of execution and continuous
adaptation; of getting things done, and staying flexible. In addition, and to a very large
extent, this means going far beyond strategy, to issues of organising structure, people,
and the like. Given the historical development arising from the academic and insurance
background and its inefficacy in dealing with the array of risks in the fast changing
business environment, it is therefore important that risk management be embedded in
every aspect of the management structure in an organisation for it to deal holistically
with all risks facing it. The major challenge, however, is how to free risk management from the specialist "silos" of academia and insurance that have hindered its growth since
inception. The approach of this research study is motivated by a desire to address this
challenge. To do so, it employs two scientific research methods, first, to provide basic
knowledge of concepts in view of expanding the existing basic knowledge and
contribute to the literature of risk management at large by describing its evolution into a
modern risk management now known as enterprise risk management, and, second, to
use the applied research method in focusing on the specific problem of knowing how to
translate theoretical aspects of risks management into business solutions within the
context of managing operational risks. This is done by illustration using South African
Airways as a Case Study.
In view of the above, the aim of this research study is to show how practically to
liberate risk management from the clutches of academia and insurance and to give risk
management strategic significance at senior management level and tactical significance
at operational level within the aforementioned modern technique of enterprise risk
management. / AFRIKAANSE OPSOMMING: Die ingewikkeldheid van moderne besigheid vereis dat alle bestuurders ten minste
gedeeltelik vir strategiese risikobestuur verantwoordelik is. Daarom moet alle
bestuurders bewus wees van die besigheidsrigting van die organisasie as geheel; dit is,
die korporatiewe en besigheidstrategie. Maatskappye pak dié reis aan om hul bestaan in
die toekoms te verseker. 'n Risikobestuurstrategie stel 'n maatskappy in staat om die
toekoms te visualiseer en daarheen te mik, want dié strategie lei besluite oor die
toekenning van hulpbronne regdeur die maatskappy. Die risikobestuurstrategie behels
die verlangde doelwitte, en die oortuigings van wat aanvaarbaar en wat, uiters
belangrik, onaanvaarbaar is om die doelwitte te bereik.
Om die bogenoemde te bereik wil dit voorkom of die ongepastheid van tradisionele
risikobestuurstrategieë selde unieke strukturele oplossings voorskryf. Die beslissende
faktore in bedryfsrisiko-prosesse is gewoonlik uitvoering en voortdurende aanpassing;
om dinge te laat gebeur en buigsaam te bly. Daarmee saam, en tot 'n baie groot mate,
beteken dit om verby die strategie te beweeg na aangeleenthede van struktuur, mense
en dies meer. Gegewe die historiese ontwikkeling van die akademiese en
versekeringsagtergrond en die onvermoë om 'n verskeidenheid risiko's in 'n vinnig
veranderende sake-omgewing te hanteer, is dit belangrik dat riskobestuur in elke aspek
van die bestuurstruktuur van 'n organisasie vervat word. Dit sal verseker dat die
organisasie dreigende risiko's holisties benader. Die grootste uitdaging is egter hoe om risikobestuur los te maak van die "spesialissilas" van die akademie en versekering, wat
die groei daarvan sedert sy ontstaan belemmer het. Die benadering van dié
navorsingstudie word gemotiveer deur 'n behoefte om dié uitdaging aan te pak. Om dit
te doen, word twee wetenskaplike navorsingsmetodes gebruik. Eerstens, om basiese
kennis te verskaf oor konsepte om die bestaande basiese kennis uit te brei en by te dra
tot die literatuur van risikobestuur. Dit word gedoen deur die evolusie hiervan tot
moderne risikobestuur, nou bekend as ondernemingsrisikobestuur, te beskryf.
Tweedens, om die toegepaste navorsingsmetode te gebruik om te fokus op die
spesifieke probleem van hoe om teoretiese aspekte van risikobestuur oor te skakel na
besigheidsoplossings in die konteks van die bestuur van bedryfsrisiko's. Dit word gedoen
deur die Suid-Afrikaanse Lugdiens as gevallestudie te gebruik.
In die lig van die bogenoemde, is die doelwit van dié navorsingstudie tweeledig.
Eerstens, om aan te toon hoe om risikobestuur te bevry van die kloue van die akademie
en versekering. Tweedens, om die belangrikheid van strategiese risikobestuur op senior
bestuursvlak en taktiese risikobestuur op bedryfsvlak uit te lig binne die voorgenoemde
moderne tegniek van ondernemingsrisikobestuur.
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Progressive people management in achieving organisational effectiveness : a consolidated analysis of studies done in a variety of organisations by MBA students using the Marglen diagnostic modelAdams, Abubakar 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: This study project has as its objectives the analysis and evaluation of people
management practices within a broad spectrum of organisations in South Africa, using the
Marglen diagnostic model. It also serves to assess the usage and utility of this model
during this process.
The Marglen model provides a conceptual framework consisting of twenty key issues
which organisations can use to assess its people management practices. The model
promotes a holistic, integrated and strategic approach to people management, with
people management practitioners being considered as strategic partners within the
core business activities of the organisation.
In the current and foreseeable global economic order where rapid change and
turbulence tend to be the only certainties, successful organisations are those who are
creative, innovative, highly adaptable and who invent the future. In other words,
organisations who leverage their only appreciating assets, namely their people, their
human capital.
In order to achieve this organisations need to move from traditional human resource
management to progressive people management: from controlling and circumscribing
staff to managing performance and leading and realising people's potential effectively
and efficiently. Our studies show that the majority of organisations in South Africa, especially the
bigger and older ones, tend to be reactive when it comes to people management. They
largely still use the traditional human resources approach, changing only when forced
to, for example, because of competition or legal pressures such as the Employment
Equity Act.
A small but growing number of organisations, which includes mainly the smaller and
newer organisations operating especially in young or volatile industries (e.g. information
technology sector) tend to be more proactive and tend to lean toward a more
integrated people management system, with flatter structures and lots of positive
energies. This is especially true when the leadership are still young/fresh and are
hands- on. Because of their flexibility, responsiveness to markets and sensitivity to
globalisation these "new generation" organisations most probably will adopt new (and
hopefully more progressive) people management practices much quicker than the
older, bigger ones.
The Marglen model itself proved its worth with the wealth of empirical information
generated and the encouragement of a systems approach to the solution of problems.
With the necessary adjustments the model can become an even more potent tool for all
managers, whether they are formal HR practitioners or not. / AFRIKAANSE OPSOMMING: Hierdie werkstuk is onderneem om die praktyk van mensebestuur in 'n wyd verspreide
spektrum van Suid Afrikaanse organisasies te ondersoek met behulp van the Marglen
diagnostiese model. Dit dien ook as 'n evaluasie van die bruikbaarheid van die model self.
Die Marglen model veskaf 'n konseptuele raamwerk bestaande uit twintig sleutels wat
organisasies kan gebruik om hul mensebestuur praktyke te kan ondersoek. Die model
bevorder 'n geintegreerde en strategiese nadering van mensebestuur, waar
mensebestuur praktisyne beskou word as strategiese vennote deur alle ander
bestuurders.
In die huidige globale ekonomiese orde waar blitsige veranderinge en onstuimigheid die
enigste sekerheid bied is suksesvolle organisasies die' wat kreatief, vernuwend en
soepel is: diegene wat die toekoms skep. Met ander woorde, organisasies wat die beste
gebruik maak van hul grootste en enigste groeiende bate, hul mense.
Om suskesvol to wees en so te bly moet daar 'n wesenlike verandering van
mensebestuur filosofie and praktyk wees, van die tradisionele metode van kontrole en
verbiedinge na progressiewe metodes waar die persoon se potensiaal gerealiseer word
ten bate van beide die persoon self en die organisasie.
Ons ondersoek toon dat die meerderheid van organisasies, veral die groter en ouer
garde, reagerend is wat mensebestuur betref. Hulle gebruik grootliks die tradisionele
personeelbestuur filosofie en praktyke en verander net as hulle gedwing word deur
eksterne faktore soos byvoorbeeld erg mededinging (veral van oorsee) en wetgewing.
'n Groeiende minderheid van organisasies wat insluit meesal die kleiner en jonger
garde en wat veral in die nuwer en meer onstuimige sektors soos informasie tegnologie gevind word, neig om meer proaktief te wees. Hulle neig ook om 'n meer geintegreerde
mensebestuur stelsel te hê met minder vlakke en met volop energie. Dit is veral
opvallend wanneer die leierskap nog jonk is en heelhartiglik deelneem in die
organisasie. As gevolg van hul soepelheid en hul reponsiewiteit en vatbaarheid vir die
globale ekonomiese orde sal hulle heel moontlik die voortou neem met nuwe en
hopelik progressiewe mensebestuur praktyke.
Die Marglen model het sy self bewys met die inligting wat ontgun was en met die
bevordering van 'n stelselmatige nadering van problem oplossing. Met die nodige
aanpassings sal die model 'n selfs meer kragtige middel vir alle bestuurders wees, nie
net vir personeel bestuurders nie.
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