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An evaluation of the outcome of implementing an organisational development programme (20 Keys) as a delivery system to strategy in selected companies in Japan, Europe and South AfricaDippenaar, Jacobus Christiaan 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2001. / This study represents an evaluation of the outcome of implementing the 20 Keys
programme in organisations in Japan, Europe and South Africa. The 20 Keys
Programme claims to be an Organisational Development (OD) Programme and the
study firstly explores the underlying characteristics of an OD programme. Specific
attention is given concerning the underlying values, the features and interventions of
OD.
Because Learning and Knowledge Management form such a critical role in OD the
characteristics and features of a "Learning Organisation" and Knowledge
Management are covered.
The 20 Keys programme has been developed to deliver on the strategy of an
organisation. The characteristics and aims of The Programme are thus presented as
well as a critical evaluation of whether The Programme's features and characteristics
corresponds with that of OD and whether it has features that indicate that it is
develop as such to deliver on the strategy. It is concluded that The Programme's
features and characteristics do support that of an OD programme.
The 20 Keys Programme is a tool to deliver on the strategy of an organisation as is
supported by reports from organisations that implemented The Programme in Japan,
Europe and South Africa. The organisations did show some significant results in
terms of productivity improvements, reducing defects and reducing work-in-process
in line with improvements with their benchmark score.
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Multi-dimensional sustainability framework for service organisations in the GCC countriesAl Kaabi, Ahmed Musabbeh January 2014 (has links)
Sustainability in the business context seeks to create long-term value by seizing the opportunities and overcoming the challenges of simultaneously addressing the organization’s economic, environmental and social responsibilities. Several sustainability models and frameworks have been put forward over the past three decades, aiming at helping organizations embed sustainability at the core of their businesses. Their relevancy and applicability are significant, particularly for the manufacturing sector and the overall value chain, even though service organizations are equally important stakeholders in this process. The raising interest to promote sustainability-focused practices, processes and policies in organizations in the Gulf Co-operation Council (GCC) region, particularly across the service sector, have contributed to define the goal of this research, namely: to establish the main drivers and challenges faced by local service organizations to embed sustainability at the core of their business strategy and practice, in order to develop an innovative multi-dimensional sustainability framework specifically adapted to the service sector in the GCC countries’ socio-cultural and economic environment. For this purpose, a research path was followed which included: comparative critical analysis of the leading organizational sustainability frameworks and maturity models; an empirical evaluation of their relevancy in the particular context of GCC countries; and primary research to confirm the perceived applied research gap and to evaluate the feasibility and relevancy of putting forward a sector specific framework. The outcome of this research is an innovative multi-dimensional sustainability framework for service sector organizations in the GCC region, which will provide stronger guidance on how to select and implement the most relevant sustainability aspects within the local service sector businesses, thus allowing them to develop better sustainability-focused policies and practices in the workplace. This framework will also contribute to academic community by opening new views on how sustainability is perceived and what adjustments are needed for it to work in the service sector in the context of GCC countries. This framework can later on be extended to other countries of the MENA region, where existing sustainability models and frameworks would not be fit for purpose. The framework hereby proposed was validated by combining the quantitative research and qualitative data collection and analysis using a combined positivist and interpretive case study strategy based on carefully selected cases across the service sector in the GCC countries. The measurable success of this framework will be the time it will take to reach a significant number of service sector organizations in the GCC countries that achieve the ideal balance between their social, economic and environmental dimensions with few constraints, thus becoming potential leaders of change for a more sustainable and inclusive successful future.
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Employee relationship planning (ERPII)Gunasegaran, A. January 2009 (has links)
By triangulation of three longitudinal case studies with change leader practitioner survey, this research identified the following seven generative Employee Relationship Planning (ERPII) management strategies: 1. People Strategy 2. Capital Strategy 3. Information Strategy 4. Experience Strategy 5. Opportunity Strategy 6. Crisis Strategy 7. Result/Reward Strategy ERPII management strategies may facilitate development of organisational cultures where management enables employees to become aware of relevant capital, information, experience, opportunity and crisis situations to attain the result/reward of their collaboration and participation in business process reengineering activities for continuous improvements. These ERPI management strategies may facilitate practical application of current approaches in positive leadership, Emotional Intelligence, Spiritual Intelligence, Appreciative Inquiry and Kaizen.
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Effective Change Management in Modern EnterprisesKarnouskos, Stamatis January 2015 (has links)
Modern enterprises are constantly under change in the effort to enhance their internal operations and become more competitive in the market. A change process is always a challenge, and its success needs to consider multi-angled approaches, as it affects all involved stakeholders. The way changes are tack- led is fundamental to the success and survivability of an enterprise. Change is interwoven with risks, and therefore it has to be effectively managed in order to be successful. This work presents an effort to identify the key factors that should be con- sidered in order to lead to effective change management in modern enter- prises, and quantify their relationship to it. The theoretical investigation re- veals that key factors often considered, both in theory and in practical change management strategies, include Employee, Leadership, Training & Develop- ment, Reward & Recognition, Culture, Politics, Information Systems. Driven by these findings, a model is proposed that depicts their correlation towards effective change management. Subsequently, a survey is conducted, and sta- tistical analysis is performed to the empirical data collected, in order to eval- uate the proposed model and its hypotheses. The empirical results indicate that all selected key factors, contribute towards achieving effective change management as hypothesized. The results of this work, may benefit enterprise managers planning, exe- cuting and assessing change processes, as proper considerations of the factors discussed throughout this work may increase the chances of the change pro- cess success, resulting in a better performing and competitive enterprise.
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Managing change to enable the transfer and sharing of knowledge and best practicesBrink, Barend 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: This study project investigates the implementation of a Management
Information System (MIS) in Telkom S.A. Ltd. With any implementation
process, the affected company and its employees go through a change
process. This report discusses knowledge management theory and the
transfer of best practices theory, and how the implementation of these
principles can improve the acceptance and use of the new software system.
Following is a description and explanation of the structure and content of the
report.
Chapter 1 defines the research problem in detail. It also defines and briefly
discusses the terms Management Information System, knowledge
management and change management.
Chapter 2, the literature review, consists of five sections. The five sections
discuss; knowledge management concepts, knowledge management models,
the comparison between models, knowledge management technology and the
implementation of knowledge management.
Section one, knowledge management concepts, discusses the basic theory
on knowledge and learning. It looks at the basic differences between Western
and Eastern philosophy and theories about learning. Concepts such as tacit
knowledge, explicit knowledge and intellectual capital are introduced. A brief
explanation of the start of knowledge management is offered.
The four models that are discussed in section two are; The Knowledge Spiral,
Best Practices Transfer, The Four Elements of Knowledge Management and
The Tactical and Strategic Activities in Knowledge Management. The models
discuss methods of identifying and capturing knowledge, ways in which
innovation takes place in an organisation as well as identifying where a
company is heading and finding ways to invest in intellectual capital to
prepare for the future needs of the company. Section three compares all of the models discussed in section two. A
comparison is made between the different approaches and the main focus of
each model is highlighted.
Technology, information management and knowledge management cannot be
separated. Section four discusses the importance of technology in knowledge
management, the technology backbone and applications of knowledge
management.
The reality of the implementation of knowledge management is discussed in
section 5. The effect of knowledge management on the organisation as a
whole, change management and knowledge management enablers are the
topics discussed.
Chapter three discusses the implementation environment, that is the business
units affected by the implementation. It also gives an explanation of the
design and workings of the MIS that was implemented. It is possible to read
the study without reading chapter three and without background on the
implementation environment and the product.
The implementation of the MIS was reviewed one month and again two
months after implementation. Chapter four discusses the review procedure
and the main findings of the reviews.
Chapter five ends the report with an evaluation on the implementation of the
MIS and knowledge management practices. / AFRIKAANSE OPSOMMING: Hierdie studieprojek ondersoek die implementering van 'n Bestuurs
Informasiestelsel in Telkom S.A. Bpk. Gedurende die implementeringsproses
van enige nuwe stelsel, gaan die personeel, asook die maatskappy deur 'n
veranderingsproses. Hierdie verslag bespreek kennisbestuur teorie, oordrag
van beste praktyke teorie, en hoe die implementering van hierdie beginsels ,
die aanvaarding en gebruik van die nuwe sagtewaresisteem kan bevorder.
Vervolgens 'n beskrywing van die struktuur en die inhoud van die verslag.
Hoofstuk 1 definieer die probleemstelling in meer besonderhede. Die terme,
Bestuurs Informasiestelsel, kennisbestuur en die bestuur van verandering
word gedefineer en kortiks bespreek.
Hoofstuk 2 bevat die literatuurstudie en bestaan uit 5 seksies. Die 5 seksies
bespreek; kennisbestuur konsepte, kennisbestuur modelle, 'n vergelyking
tussend die modelle, kennisbestuur-tegnologie asook die implementering van
kennisbestuur.
Die eerste seksie wat handel oor kennisbestuur konsepte, bespreek die basies
begrippe van kennis en die leerporses. Die seksie kyk onder andere na die
verskillende sienswyses tussen die Westerse en Oosterse filisofie oor kennis
en die leerproses. Die konsepte, interne/eie-kennis, ekplisiete/eksterne kennis
en intellektuelekapitaal word bespreek. Die seksie eindig met 'n kort
weergawe van die ontstaan van kennisbestuur.
Die vier kennisbestuurmodelle wat in die tweede seksie bespreek word is;
"The Knowledge Spiral", "Best Practices Transfer", "The Four Elements of
Knowledge Management" en "The Tactical and Strategic Activities in
Knowledge Management". Verskillende metodes hoe om kennis vas te vang,
maniere hoe innovasie plaasvind in maatskappy verband, asook vroegtydige
identifisering van die maatskappy se toekomstige intellektuelekapitaalbehoeftes
word deur die verskillende modelle voorgestel. Die modelle wat in seksie twee bespreek is, word vergelyk in die derde
seksie. Die modelle word bespreek op grond van die verskille tussen die
modelle, asook die hooffokus van elke model.
Informasiebestuur, kennisbestuur en tegnologie kan nie van mekaar geskei
word nie. Die vierde seksie bespreek die belangrikheid van tegnolgie in
kennisbestuur, asook die toepassings as boublokke op die tegnologiebasis in
kennisbestuur.
Die realiteit wanneer kennisbestuur geimplementeer word, word bespreek in
seksie 5. Daar word gekyk na die effek wat die implementering van
kennisbestuur op die organisasie het. Faktore wat die implementering van
kennisbestuur en verandering vergemaklik, word bespreek.
Hoofstuk 3 verskaf inliging oor die omgewing waar die sagteware
geimplementeer is. Agtergrond word verskaf oor die besigheidseenheid,
asook die verskillende Iynseksies. Die Bestuursinligtingsprogram wat
geimplementeer is, word in meer detail bespreek. Dit is moontlik om die
studieprojek te lees sonder die agtergrond wat in hoofstuk 3 bespreek word.
'n Evaluasie is gehou 1 maand en weer 2 maande na die implementering van
die sagteware. Die evalusieprosedure, asook die belangrikste
gevolgtrekkings word bespreek in hoofstuk 4.
Die verslag einding met 'n bespreking van die implementering van die
sagteware asook kennisbestuur praktyke in hoofstuk 5.
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Progressive change management keys towards organisational effectivenessEngelbrecht, David Johannes 03 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2001. / Organisations find themselves in a challenging and changing environment. The
focus of the study is to use the Marden diagnostic model of change management
as a guide to transform organisations in order to meet competitive challenges of
changing market conditions.
The first half of the study underlines the need for organisations to stay in a mode
of constant change. It explains the systems approach to organisational change
that is prescribed by the Marden diagnostic model of change. The change
process is initiated by focusing the organisation on a new strategy that will be the
route map towards future prosperity. Various diagnostic tools are explored to
discover the current position of the organisation. Intervention strategies are
recommended to mobilize the organisation to move closer to the strategic vision.
The latter half of the study deals with skills to manage the change process.
These skills include consultation, leadership, teamwork, managing conflict,
communication and negotiation. The study concludes with a practical framework
that can be used by management to measure the success of the change
process, and maintain momentum throughout the organisation.
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Navigating through some burning issues on people management in corporationsMapisa, Cindy 03 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: This study explored the present and future challenges faced by a group of
South African managers. These challenges were identified and/or explored in
the form of burning issues.
The motivation for the study was the perception that often the ordinary South
African manager is quick to import change interventions without really finding
out what the real issuesare. In the processsuch interventions fail becausethey
are in tandem with the real problem(s).
A literature study was undertaken to explore and identify possible reasons that
cause managers to adopt a quick-fix approach. An in-depth analysiswas made
of the challenges facing South African organisations and the importance thereof,
as well as of the need to channel limited resourcesto what really matters.
Data for empirical study was collected by means of questionnaires completed
by Management Development Programme Students of the University of
Stellenbosch Business School as part of an assignment for change
management.
Research findings indicated five critical challenges/ the burning issues that
should be given the necessary focus. Each of the five critical findings was
discussed in depth and recommendationswere made. / AFRIKAANSE OPSOMMING: Hierdie studie ondersoek die huidige en toekomstige uitdagings waarvoor 'n
groep Suid-Afrikaanse bestuurders staan. Hierdie uitdagings is as brandende
vraagstukke geïdentifiseer en/of ondersoek.
Die motivering vir die studie was die persepsie dat Suid-Afrikaanse bestuurders
oor die algemeen vinnig veranderingsintervensies implementeer sonder om vas
te stel wat die werklike probleme is. Gevolglik misluk sulke intervensies omdat
dit saam met hierdie probleme bestaan.
'n Literatuurstudie is gedoen om die moontlike redes waarom bestuurders die
benadering van kitsoplossings volg, te identifiseer en te ondersoek. 'n
Deurtastende ontleding is gedoen van die uitdagings waarvoor Suid-Afrikaanse
organisasies staan, die belangrikheid daarvan, en die nodigheid om beperkte
hulpbronne te kanaliseer na dit wat werklik saak maak.
Data vir die empiriese studie is versamel deur middel van vraelyste wat as deel
van 'n werkstuk oor bestuursverandering ingevul is deur studente op die
Bestuursontwikkelingsprogram van die Universiteit van Stellenbosch
BestuurskooI.
Navorsingsbevindinge het vyf kritieke uitdagings/brandende vraagstukke
geïdentifiseer waarop gefokus moet word. Elk van hierdie vraagstukke word
uitvoerig bespreek en aanbevelings word gedoen.
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The beehive of organisational excellence : entrenching workplace practices that lead to high performanceAbrahams, M. F. 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: For the past two decades or so we have been witnessing the dawn of the information age.
The technological revolution that typifies this era is proceeding at a rate unparalleled by
the advances of previous eras. This technological advancement has spawned what is
called the New Economy, where the currency is information and the watchword is speed.
The New Economy is global, knowledge-driven, and highly competitive. It has forever
changed the competitive landscapes of many industries, combined others into new
industries, and has even created entirely new industries.
The New Economy poses many new challenges for organisations that strive for
excellence. Amongst other things, globalisation and rapid advances in technology are
constantly raising performance level benchmarks on all fronts. This means that
organisations striving for excellence have to be stable yet agile, lean, responsive,
innovative, efficient, customer-focused, and profitable. In addition, the pressure on
organisations to democratise the workplace brings its own challenges.
One such approach for organising for excellence is the Beehive model where minimum
levels of performance have to be attained in each of seven interdependent areas: strategy,
structures, people capacity, business disciplines, stakeholder commitment, pay and
incentives, and change leadership. Taken out of context, these practices will not produce
the desired improvements in performance. They need to be treated as a system where the
practices fit with and support each other. / AFRIKAANSE OPSOMMING: Vir ongeveer die afgelope twee dekades ervaar ons die aanbreek van die informasie
tydperk. Die tegnologiese revolusie, wat 'n kenmerk is van hierdie era, gaan voort met 'n
tempo ongeewenaard met die vooruitgang van vorige eras. Hierdie tegnologiese
vooruitgang het voortgebring wat die Nuwe Ekonomie genoem word, waar die
geldeenheid informasie en die wagwoord spoed is. Die Nuwe Ekonomie is wereldwyd,
kennis aangedrewe, en hoogs kompeterend. Dit het die kompeterende landskappe van
baie industriee vir ewig verander, ander in nuwe industriee kombineer en selfs geheel en
al nuwe industriee geskep.
Die Nuwe Ekonomie lewer vele nuwe uitdagings op vir organisasies wat na
uitmuntenheid streef. Om maar een te noem veroorsaak globalisasie en vinnige
vooruitgang in tegnologie 'n konstante styging in prestasie vlak hoogtemerke reg deur die
industrie. Dit beteken dat organisasies wat na uitmuntenheid streef stabiel, tog ook
behendig, reagerend, vernuwend, effektief, klient gefokus en winsgewend moet wees.
Daarmee saam bring die druk op organisasies om by die werkplek te demokratiseer sy eie
uitdagings.
Een so benadering vir organisering vir uitmuntendheid is die Beehive model waar
minimum vlakke van prestasie in elke sewe interafhanklike areas behaal moet word:
strategie, strukture, menslike kapasiteit, besigheids dissipline, insethouer toegewydheid,
betaling en prestasielone, en oorgangsleiding. Uit konteks sal hierdie praktyke nie die
gewensde verbeterings in prestasie behaal nie. Dit moet as 'n sisteem behandel word
waar die praktyke mekaar pas en ondersteun.
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Facilitation : coaching guidelines towards leadership developmentBurger, C. H. (Charles Hamman) 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: Facilitation is considered one of the core leadership skills needed for young
managers today. In order to master the principles of facilitation, it is necessary for
potential facilitators to have a thorough understanding of the four main elements of
facilitation namely, The Task at hand, the personal characteristics, skills and
techniques required of facilitators, the group dynamics that come into play in the
facilitation process and the facilitation process itself.
In the continuously changing environment of business, it is important that managers
lead their organisations and teams through change with a facilitation management
style. In order to cope with change, it is necessary to understand what change is and
how it will affect the organisation and the people working for the organisation.
This study intends to give young, talented managers the skills to be effective
facilitators in their organisations. It is intended to give talented managers a working
document to help them manage in a constantly changing environment where much is
expected of them regarding management styles and social interaction. / AFRIKAANSE OPSOMMING: Fasilitering word beskou as een van die kern leierskapsvaardighede wat van vandag
se jong bestuurders verwag word. Ten einde die beginsels van fasilitering baas te
raak, is dit belangrik dat voornemende fasiliteerders 'n deeglike begrip moet hê van
die vier basiese beginsels van fasilitering naamlik, Die Taak wat afgehandel moet
word, die eienskappe waaroor fasiliteerders moet beskik, die groepsdinamika
betrokke in fasilitering en die proses van fasilitering self.
In die voortdurend veranderende besigheidsomgewing is dit belangrik dat
bestuurders hul organisasies en spanne lei aan die hand van 'n fasiliterende
bestuurstyl. Ten einde verandering te kan hanteer, is dit nodig om te verstaan wat
verandering behels en hoe dit die organisasie en die mense wat vir die organisasie
werk beïnvloed.
Dit is die doelwit van hierdie studie om jong, talentvolle fasiliteerders die vaardigheid
te gee om effektiewe fasiliteerders in hul organisasies te wees. Dit is die bedoeling
om talentvolle bestuurders 'n werksdokument te gee om hulle te help om te bestuur
in 'n konstante veranderende omgewing waar baie van hulle verwag word rakende
bestuurstyle en die interaksie met mense.
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Rationale of the beehive model of organisational renewal for entrenching change and high performanceBouwer, Ernst Jooste 03 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: The Beehive Model (Figure 1.1) of organisational renewal is a theoretical model and
analytical tool, in a honeycomb formation as developed by Nel (2001), which is used
to obtain a 'snapshot' of organisational compliance with the application of either best
or poor practices associated with seven individual workplace practices within the
contemporary economic climate. Each of the seven workplace practices has eight
pairs of indicators, in a questionnaire format (Appendix A), used to obtain the
'snapshot' of how an evaluated organisation/department/business unit performs
regarding the application of either poor or best practices. The workplace practices,
namely Strategy, Change Leadership, Stakeholder Commitment, Pay and Incentives,
Talent Creation, Business Disciplines, and Structures, are suggested to be strongly
related to and critical for entrenching change and high performance in organisations
if best practices are applied correctly as driven by strategy. It is suggested that the
application of poor practices within the organisational environment is likely to result in
inertia and poor performance.
The study project endeavour to determine the rationale behind the Beehive Model of
organisational renewal for the entrenchment of change and high performance in
organisational culture, as justified by recent academic literature, using a literature
review as research design. The correlation of entrenched change and high
performance with the application of best practices, and entrenched organisational
inertia and poor performance with the application of poor practices, is in both cases
assumed to be positive and no attempt is made to empirically test the correlations
within this study project. The Beehive Model and the literature reveal a synthesised environment that culturally
and structurally integrates workplace practices and questionnaire indicators,
reinforcing and causing high performance, and endeavouring to create and explain
the following scenario: All employees are enabled and empowered to achieve their
maximum capability and potential through formal and informal workplace practices
and processes that are integrated throughout the organisation and structured in such
a way that makes them clear and simple to understand and easy to use, channels
information flow purposefully, encourages and forces active information flow, and
delivers relevant and useful information within specific contexts as underpinned by
competent employees that are actively involved in the design, implementation, usage
and ongoing adjustment of the workplace practices. This encourages contextual
business understanding, and commitment to and participation in performance enhancing
problem solving through effort that is aligned with strategy.
The findings suggest that the Beehive Model's structure and purpose and the
associated questionnaire indicators are soundly supported by recent academic theory
as well as the limited available empirical research on related topics. It is therefore
possible to conclude with a reasonably high level of confidence, as viewed against
the backdrop of trends in the literature, that high compliance with the correct and
holistic application of best practice, as associated with the seven workplace practices'
indicators, is likely to result in the entrenchment of change and high performance
within an organisation's culture. The literature reviewed also strongly suggests the
industry independence of the effective application of the Beehive Model's
questionnaire indicators. / AFRIKAANSE OPSOMMING: Die 'Beehive'-model (Figure 1.1) van organisatoriese vernuwing is 'n teoretiese
model en analitiese werktuig, in 'n heuningkoekformaat soos ontwerp deur Nel
(2001), wat gebruik word om 'n 'kiekie' te verkry van organisatoriese nakoming ten
opsigte van die toepassing van goeie of slegte praktyke binne die kontemporêre
ekonomiese klimaat. Elkeen van die sewe werkplekpraktyke het agt pare aanwysers,
in 'n vraelysformaat (Aanhangsel A), wat gebruik word om die 'kiekie' te verkry van
hoe die geëvalueerde organisasie/afdeling/besigheidseenheid presteer ten opsigte
van die toepassing van óf slegte óf goeie praktyke. Daar word te kenne gegee dat
die werkplekpraktyke, naamlik Strategie, Veranderingsleierskap, Verbintenis van
belanghebbendes, Vergoeding en Aansporing, Talentskepping, Besigheidsdissiplines
en Strukture, sterk in verband staan met en kritiek is vir die vaslegging van
verandering en hoë prestasie binne organisasies indien goeie praktyke korrek
toegepas word soos gedryf deur strategie. Daar word te kenne gegee dat die
toepassing van slegte praktyke binne die organisasie-omgewing waarskynlik
traagheid en swak prestasie tot gevolg sal hê.
Die studieprojek poog om die rasionaal van die 'Beehive'-model van
organisasievernuwing vir die vaslegging van verandering en hoë prestasie in die
organisasiekultuur te bepaal soos geregverdig deur onlangse akademiese literatuur
deur die gebruikmaking van 'n literatuuroorsig as navorsingsontwerp. Daar word
aangeneem dat die korrelasie van vasgelegde verandering en hoë prestasie met die
toepassing van goeie praktyke, en vasgelegde organisasietraagheid en swak
prestasie met die toepassing van swak praktyke in beide gevalle positief is en geen poging word aangewend om die korrelasies empiries te toets as deel van hierdie
studieprojek nie.
Die 'Beehive'-model en literatuuroorsig toon 'n saamgevoegde omgewing wat
kultureel en struktureel die werkplekpraktyke en vraelysaanwysers integreer en
daardeur hoë prestasie versterk en veroorsaak, en wat poog om die volgende
scenario te skep en te verduidelik: Alle werknemers word in staat gestel (bekwaam)
en bemagtig om hul volle vermoë en potensiaal te bereik deur formele en informele
werkplekpraktyke en prosesse wat regdeur die organisasie geïntegreer is en wat
duidelik en eenvoudig gestruktureer is om dit maklik te maak om te verstaan en te
gebruik, informasievloei doelgerig te kanaliseer, aktiewe inligtingsvloei aan te moedig
en te forseer, en wat toepaslike en nuttige inligting binne bepaalde verband lewer
soos ondersteun deur bekwame werknemers wat aktief betrokke is by die ontwerp,
implementering, gebruik en deurlopende aanpassing van die werkplekpraktyke. Dit
moedig die kontekstuele begrip van die besigheid, asook verbintenis tot en deelname
aan prestasieverhogende probleemoplossing aan deur inspanning wat strategiegerig
is.
Die bevindings dui daarop dat die 'Beehive'-model se struktuur en doel en die
gepaardgaande vraelysaanwysers sterk ondersteun word deur onlangse akademiese
teorie asook beperkte beskikbare empiriese navorsing ten opsigte van verwante
onderwerpe. Daarom is dit moontlik om met 'n redelike hoë mate van vertroue tot die
gevolgtrekking te kom, soos gesien teen die agtergrond van tendense in die
literatuur, dat 'n hoë mate van nakoming van die korrekte en holistiese toepassing
van goeie praktyke, soos geassosieer met die sewe werkplekpraktykaanwysers, waarskynlik sal lei tot die vaslegging van verandering en hoë prestasie in die kultuur
van 'n organisasie. Die literatuuroorsig dui ook redelik sterk op die
begryfsonafhanklikheid van die doeltreffende toepassing van die "Beehive'-
modelvraelysaanwysers.
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