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The impact of organisational culture on service delivery in Group4 Securicor (G4S)Kokt, Deseré January 2007 (has links)
Thesis (D. Tech.) -- Central University of Technology, Free State, 2007 / In the face of international crime and terrorism, private security together with public policing and the military is playing a crucial role. The domain of private security is a fairly neglected field of study, especially in South Africa, making this investigation a substantial contribution. With the focus on the impact of organisational culture on the levels of service delivery in South Africa’s largest security company, Group4 Securicor (G4S), a model is proposed for aligning organisational culture with levels of service excellence within the company.
Data was collected by means of a structured questionnaire with a preceding pilot study. The Competing Values Framework (CVF) and the Baldrige criteria served respectively as guideline for the development of the culture and quality sections of the questionnaire. Although organisational culture and service excellence are well-researched topics, no other investigation applies these aspects to the private security industry. The results show that organisational cultural impacts on service excellence in G4S.
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The impact of organisational culture on gold mining activities in the Free stateXingwana, Lumkwana January 2007 (has links)
Thesis (M. Comm.) -- Central University of Technology, Free State, 2007 / From the Stone Age, each nation or group of people has had a distrust of those different from themselves. This is evidenced in various ways, for example, social welfare given to local residents only, scornful names given to foreigners and other ethnic groups and rituals designed to keep themselves separate from others. These incidents of diversity resulted into an unplanned and emergent set of norms, values and beliefs that exert enormous influence on the way in which an organisation operates, how organisational structure is developed, the integration and adaptation of internal and external relationships, as well as the orientation of the underlying values of the organisation.
The main aim of changing culture is to improve organisational performance. To achieve this aim, it requires an understanding of the underlying assumptions and values that determine what is important in an organisation as well as assessment of the impact of culture on operational efficiency. The impact of organisational culture is identified through the negative and positive outcomes of mining activities, and is illustrated by employee satisfaction, job commitment, organisational loyalty, turnover, absenteeism and productivity.
The aim of this research study was to identify the characteristics of organisational culture and evaluate the impact of organisational culture on gold mining activities in the Free State. The methodology used in this study comprises of empirical as well as a literature study. Questionnaires and interviews were used to gather information for the empirical study.
The empirical study revealed that firstly, organisational culture is created partially by leaders, and that one of the most critical functions of leadership is the creation and the management of culture. Lastly, organisational culture emerges when employees think, believe and act according to the pressures and priorities of their environment. Unfortunately, employees do not set aside their cultural values and lifestyle preferences when they come to work. It is the responsibility of the management to create an environment that is conducive to a healthy working environment.
This study established that the necessity to control the workforce productivity need not be accompanied by ruthless or aggressive exploitation of cultural management, but by reliance on employees’ capability to exercise judgement to cope effectively with environmental uncertainty. Rules, norms and strategies developed cannot “fit” every circumstance but encourage conformity rather than creativity, and compliance rather than commitment.
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The dynamic effects of leader emotional intelligence and organisational culture on organisational performanceBipath, Minnesh 30 June 2007 (has links)
The topic of emotional intelligence (EQ) and organisational culture has attracted
considerable interest from both academics and practitioners for many years. Much of the
interest in the two areas is based on explicit and implicit claims that both leader's emotional
intelligence and organisational culture are linked to organisational performance. However,
while the links between emotional intelligence and organisational performance and between
organisational culture and organisational performance have been examined independently,
few studies have investigated the association among the three concepts. This study
examines the nature of this relationship and presents empirical evidence that suggests there
is a complex relationship between emotional intelligence, organisational culture and
organisational performance. The study concludes with implications for theory and practice. / Graduate SBL / D.B.L.
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The relationship between employee motivation, job satisfaction and corporate cultureRoos, Wanda 06 1900 (has links)
The aim of the study was two-fold: Firstly, the relationships of job satisfaction with the dimensions of employee motivation (energy and dynamism, synergy, intrinsic and extrinsic motives) and the domains of corporate culture (performance, human resources, decision-making and relationships) was investigated. Secondly, the relationships of employee motivation, job satisfaction and corporate culture with a number of demographic variables (age, gender, tenure, education level and seniority) were explored. The findings indicated a statistically significant three-way relationship between employee motivation, job satisfaction and corporate culture, within which several aspects of these constructs contributed more powerfully towards the relationship than others. The age, gender, tenure, education level and seniority of employees were also shown to influence employee motivation, job satisfaction and corporate culture. / Psychology / M. Sc (Psychology)
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The effect of organisational design on group cohesiveness, power utilization and organisational climatePeterson, William 11 1900 (has links)
Modern organisations are facing many challenges that are threatening
their survival. These challenges come in the form of social, political,
economic and rapid ongoing technological change.
As organisations search for appropriate designs for the nineties and
beyond, clear schools of thought have developed, vehemently supporting
either the organic or mechanistic approach. While these debates rage on,
several critical considerations are being ignored. One such consideration
is the effect of organisational design on organisational climate, utilisation
of power and group cohesiveness.
This research sets out to explore this consideration. Various
questionnaires were utilized to measure employees' perceptions of
climate, power utilisation and group cohesiveness within organistic and
mechanistic orientated organisations.
A systematic research and design process was undertaken within two
business units of a large financial organisation, from which the sample
for the study was drawn.
Statistical analyses revealed that organisational design does have a
significant effect on job satisfaction, work group support and employee
support. The employees which perceived the organisation to be more
mechanistically inclined reported higher levels of employee empowerment;
workgroup support and job satisfaction than their counterparts who
perceived the organisation as more organistically inclined. / Psychology / M.A. (Industrial Psychology)
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Stressors by oorblywende personeel na 'n afleggingsproses in die Suid-Afrikaanse Nasionale Weermag / Stressors of survivors after a layoff process in the South African National Defence ForceBester, Willem Sterrenberg 05 1900 (has links)
Afrikaans text / Die doel van hierdie navorsing is om die stressors by oorblywende personeel na 'n
a.fleggingsproses in die Suid-Afrikaanse Lugmag(SALM), te meet en te beskryf Vanuit die
literatuuroorsig word die stressors in aflegging; die bedryfsimpak van stressors na 'n
afleggingsproses op organisasiegedrag en die konsepte stres, werkstres en organisasie stres
bespreek. Die empiriese navorsing word vanuit 'n funksionalistiese paradigma aangebied, waarteen
die behaviorisme en sistemiese skole die onderbou vorm.
Die navorsingsontwerp is 'n beskrywende studie en maak gebruik van 'n gestratifiseerde
proporsionele ewekansige steekproe£ Die ervaring van werk- en lewensomstandighede vraelys is vir
die meet van stressors in die organisasie gebruik.
Die resultate vertoon organisasiefunksionering, loopbaanaangeleenthede en vergoedings
aspekte as die vemaamste stressors by oorblywende personeel van die SALM.
Toekomstige navorsing kan temas soos die sielkundige kontrak, werksonsekerheid en
organisasieverbondenheid insluit.
Relevante sleutelwoorde is stressors in aflegging, oorlewendes sindroom, organisasie
klimaat, organisasie·agteruitgang en chroniese stres. / The aim of the survey is to identify and measure the stressors of survivors after a layoff
process in the South African Air Force (SAAF). The literature highlights stressors in layoffs; the industrial impact of stressors after a layoff process on organisational behavior and the concepts stress, workstress and organisational stress. The empirical research is presented from a functionalistic paradigm with behaviorism and systems
theory as foundation.
The research design is a descriptive study and make use of a stratified proportional sample. The
experience of work- and life circumstances questionnaire was used in the measurement of stressors.
The results show organisational functioning, career aspects and remuneration as the main stressors
of survivors.
Themes that can be incorporated in future research are the psychological contract, job insecurity
and organisational commitment.
Relevant keywords in the research are stressors in layoffs, survivor syndrome,
organisational climate, organisational decline and chronic stress. / Industrial and Organisational Psychology / MCom (Bedryfsielkunde)
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Organizational culture and employee commitment : a case studyNaicker, Nadaraj January 2008 (has links)
Submitted in partial fulfillment of the requirements of Master of Business Administration, Business Studies Unit, Durban University of Technology, 2008. / South Africa is fast becoming the powerhouse of the African continent, due to its
great technological advances in manufacturing, its rich diverse culture, sound
business developments and stable economic policies that have seen the country
shed the chains of apartheid that had plagued it for more than half a century.
The need has become even greater in current economic times, for businesses to
find new and innovative ways to improve production and their bottom line. Major
corporations are investing heavily in upgrading the skills of their workforce in order
to have a more productive workforce.
Government legislation has now made it necessary, that all companies
acknowledge the previously disadvantaged race groups and make sure that their
workforce is fully represented as per the demographics of the country. The term
affirmative action is being used more regularly in South African businesses and
employees who do not comply with current legislation that seek to redress past
disparities, are slapped with hefty fines.
This study investigated the preferred as well as the existing culture and employee
commitment levels at a South African company. The research reviewed the
various types of culture, how culture is created and ways in which culture can be
sustained or changed. Ways to cultivate employee commitment and retain skilled
employees are also closely explored in this research study.
The key results of the research findings revealed that there is a strong
achievement culture prevalent at the company, with a good mix of the other culture
types like, role culture, power culture and support culture. The employees at
Riverview Paper Mill also strongly prefer an achievement and support type,
culture. Employee commitment is very low and employees stay with the company
out of necessity.
Recommendations to improving the culture and commitment levels are also
presented in this study.
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The influence of culture on marketing communications between South African and German businessesSchnalke, Marcel 30 November 2012 (has links)
Submitted in fulfilment of the requirements of the Degree of Master of Technology: Marketing, Durban University of Technology, 2012. / Globalization has brought new challenges for companies operating
internationally. Various geographic locations, including numerous cultures,
enhance marketing operations for an international company. The marketing
communications process is influenced by culture and, therefore, it is
important to identify the main national cultural factors and variables which
influence this process. This study aimed to investigate the influence of
national culture on marketing communications between German and South
African businesses. The objectives of this study were to identify the main
critical
national
cultural
factors/variables
influencing
marketing
communications between South African and German businesses and to
develop a cultural framework to support marketing communications between
German and South African firms.
In order to accomplish the objectives, the study was undertaken as a
quantitative survey combined with qualitative in-depth interviews to provide
better understanding of the information obtained from the survey. The
quantitative study was conducted from marketing staff selected from a
population of 250 companies. Six in-depth interviews discussing the findings
and results obtained through the quantitative study completed the qualitative
part of the study.
Language, value system, religion, level of education, attitude towards time,
marketing communication style and marketing messages have been
identified as the seven main cultural factors/variables to be critical and which
have to be taken into consideration for marketing communications.
Two cultural frameworks, one focussing on South Africa, the other one
focussing on Germany, have been developed to provide South African and
German businesses with the essential information and support if they want to
implement a successful marketing communications strategy for either the
German or the South African market.
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The influence of organisational behavior variables on corporate entrepreneurshipStrydom, Andries Stephanus 20 June 2013 (has links)
Comprehensive research has been done on organisational behaviour, entrepreneurial spirit, entrepreneur, entrepreneurship and corporate entrepreneurship. Literature is however less clear on which organisational behaviour components influence corporate entrepreneurship. This creates a problem for managers and business leaders when they want to influence the entrepreneurial spirit within an organisation. This study summaries the literature on organisational behaviour variables and corporate entrepreneurship, as well as the limited findings linking the two concepts. The empirical study focuses four areas: testing validity and reliability of the measurements used in the study; the correlation between organisational behaviour components and corporate entrepreneurship; the ability of organisational behaviour components to predict corporate entrepreneurship; and finally testing if the grouping of organisational behaviour variables is justified. This cross sectional study was done in 12 non-listed and 5 listed companies in South Africa. Randomly selected employees completed 862 questionnaires. They represented all the local ethnic groups, both genders, and were from all organisational levels. The results of the empirical study indicated that the measurements used in the study were all acceptable being reliable and valid. The correlation between the selected organisational behaviour components and corporate entrepreneurship were all strong and significant, with goal setting the strongest, followed by performance management, then transformational leadership, and communication. The correlation with shared decision making, organisational culture, and power were less strong but still significant. The organisational behaviour components together declare a 46.5% variance in corporate entrepreneurship with organisational culture and goal setting contributing significantly and uniquely. Grouping the organisational behaviour variables in individual level, group level and organisational level, as suggested by many authors, did not provide a satisfactory solution. Suggestions to managers on where to focus when they want to foster corporate entrepreneurship were made. The limitations as well as suggestions for future research were discussed in the final instance. / Graduate School of Business Leadership / D.B.L.
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Establishing a culture supporting project management within an organizationKurtz, R. P. (Ronald Patrick) 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: This research project focuses on organisational culture supportive of project
management. The study takes the form of a literature review evaluating
approximately 30-40 articles. These articles contain research by the most
prominent and knowledgeable authors on the subject of project management.
The research is divided into the following sections:
• an introduction explaining the research topic;
• an overview of organisational culture and its role in organisations. This is
necessary to get an understanding of organisational culture in general as
researched and viewed by different researchers and how it impacts on
organisational performance;
• comparisons between the functional management and project management.
This section gives an overview of the differences between the functional
management and the project management with specific emphasis on the
cultural dimensions for both types of management. This section reviews the
determinants of organisational culture supportive of project management;
• measures needed to inculcate the determinants of organisational culture
supportive of project management in an organisation; and
• conclusions that are drawn from the review done on the determinants of
organisational culture supportive of project management. Focus is on the
opportunity that exists for future research on the subject of organisational
culture supportive of project management. / AFRIKAANSE OPSOMMING: Die navorsings projek fokus op die organisasie kultuur wat projek bestuur
ondersteun. Die studie gaan in die vorm van literatuur oorsig wat ongeveer 30-40
artikels evalueer. Hierdie artikels bevat navorsing deur die toonaangewenste en
gesaghebbendste skrywers op die onderwerp van prokekbestuur.
Die navorsing is in die volgende dele verdeel:
• 'n inleidende oorsig wat die navorsings onderwerp verduidelik;
• 'n oorsig van die organisasie kultuur en die rol wat dit speel binne
organisasies. Dit is noodsaaklik dat die begrip organisasie kultuur verstaan
word asook die invloed wat dit het op organisasie prestasie,soos nagevors en
beoordeel deur verskeie navorsers;
• vergelyking tussen funksionele bestuur en projekbestuur. Hierdie afdeling gee
'n oorhoofse siening van die verskille tussen funksionele bestuur and
projekbestuur met spesifieke klem ten opsigte van die kulturele dimensies
van beide bestuurs tipes. Hierdie afdeling gee 'n oorsig van die determinante
van organisasie kultuur wat projekbestuur ondersteun;
• maatreels benodig om die determinante van organisasie kultuur wat
projekbestuur binne die organisasie ondersteun; en
• gevolgtrekkings wat uit hierdie oorsig gemaak is op die determinante van
organisasie kultuur wat projekbestuur ondersteun. Fokus is op die
geleenthede wat bestaan vir toekomstige navorsing ten opsigte van die
onderwerp, die ondersteuning van organisasie kultuur op projekbestuur.
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