Thesis (M.Sc.)--University of Ottawa, 2006. / Includes bibliographical references (p. 89-98)

In the field of leadership research, the constructive aspects of leadership, such as transformational, authentic, and ethical leadership, have been the predominant areas of focus. Nonetheless, the destructive aspects are gaining attention, with the subject of abusive supervision (AS) receiving more emphasis than toxic, aversive, and tyrannical types of leadership. AS is still in its infancy in terms of its theoretical development and efforts to understand the consequences AS has for working behaviors and how individual cultural dimensions might influence a leader-follower relationship within a work group. Furthermore, most relevant studies have been conducted in the Western context. In this study, conducted in a Chinese cultural context, I investigate the effects of AS on group identity (GI), defined by the group members' value congruency and sense of belonging. I explore their associated organizational citizenship behaviors (OCBs), defined by discretionary behaviors beyond the scope of any work contract. OCBs, in the aggregate, reinforce an organization's effectiveness. I further test the moderating effect of the power distance (PD) between AS and GI and approach conflict with supervisors (CWS) in terms of the roles and goals during rounds of conflict, testing the hypothesis that CWS exerts an influence on GI and OCBs. The results from 337 direct reports and 61 of their respective supervisors confirm that AS and GI have a negative causal relationship, and low PD strengthens that relationship. The findings also suggest that GI plays no role in mitigating the relationship between AS and OCBs, and high PD does not facilitate adapting to the hostile behavior of supervisors. This study's theoretical and practical implications are discussed, and future research areas are outlined.

Thesis (M. Ed.)--University of Hong Kong, 1997. / Includes bibliographical references (leaf 262-291).

Thesis (M.Ed.)--University of Hong Kong, 1997. / Includes bibliographical references (leaves 262-291). Also available in print.

HIV and AIDS projects do not appear to be making significant impact to date as shown by the continued rise in HIV infection and complexity of HIV and AIDS related problems in Southern Africa (UNAIDS 2004). The general understanding of what is required to tum HIV and AIDS projects into successfully performing systems is rather weak. Koskela and Howell (2002) observe that the underlying theory of project management is obsolete and project management lacks theoretical capacity to deal with the need to improve its practice. Using an introspective qualitative methodology to solicit responses from 15 project practitioners drawn purposively- random from 5 countries of Southern Africa and in addition to referencing project literature from organizations working on HIV and AIDS control as well as observations from workshops, the study draws conclusions of a formative nature, on what determines the performance of HIV and AIDS projects. These determinants include: availability of adequate resources; quality of planning; creativity of project teams; timeliness in implementation; quality of leadership and management; competence of project leaders or managers; the social, political, economic environment in which the project is implemented; theoretical or paradigmatic relevance of project designs and implementation methodologies; quality of monitoring and evaluation; motivation of project teams and beneficiaries; participation of beneficiaries and stakeholders; and multisectorality of project efforts. The study suggests that social development project designs appear to suffer from paradigmatic mismatch and in-congruency, employing project design frameworks and methodologies borrowed from physical science projects, with a strong mechanistic, positivist character to address "messy situations" (Ackoff, 1974; Casti, 1994; Eden, et ai, 1983 & Lane, et ai, 2000). Recognising that the use of projects is becoming more pervasive, with more managers entering the field of project management, the study notes that the success of project practitioners depends on their ability to adopt multiple skills and adapt to complex situations, "quickly and accurately facilitating problem solving and decision making processes" (Burke, 1999). The study recognizes that project management in HIV and AIDS is guided by reductionist and mechanistic metaphors which defines the mechanistic character of project designs, implementation, monitoring and evaluation. The development and application of systemic metaphors could improve project management practice in social development efforts. The study provides recommendations for improving sustainable project management practice, most importantly, the use of systems thinking and approach as an alternative theoretical and paradigmatic foundation for addressing complex social development project management efforts such as HIV and AIDS control. The researcher acknowledges that systems approaches provide opportunities for social dialogue and collective consensus, reflective thinking and practice and experiential learning which are necessary to improving performance of complex social development efforts in unpredictable environments, with potential to achieving "the common good". / Thesis (M.Com.)-University of KwaZulu-Natal, 2005.

Workplace corruption is a serious problem in South Africa which threatens to undermine our hard earned democracy. The devastating effects of workplace corruption are immeasurable and can lead to a major downfall of the sound economic development that people of this country have achieved. Awarding of tenders to incompetent and ill-prepared tenderers, recruiting and unfairly appointing unqualified candidates, contravening Health and Safety laws and endangering lives of the public are but few of the examples of corrupt activities that individuals and organizations commit. Disclosure of information about organizational malpractice is known as whistle-blowing. Individual employees are usually the first ones to know if any wrongdoing is taking place. It is choices that these individuals make which determine whether wrongdoing continues unnoticed or is exposed early enough. Whistle-blowing has been identified as an important tool that can assist organizations to detect internal problems and ultimately stop them before they become an emergency. In an effort to promote a culture of whistle-blowing, South Africa has developed legislation which seeks to address the problem of workplace corruption. The Protected Disclosures Act (No. 26 of 2000), otherwise known as the 'Whistle-blowers Act' makes provisions in terms of which employees in both the public and private sector who disclose information of corrupt conduct by their employers of fellow employees, are protected from occupational detriment. Eskom has its own whistle-blowing policy which in line with the requirements of the Protected Disclosures Act, seeks to address the problem of corruption within the organization. However, the increasing level of workplace corruption since the adoption of the Whistle-blowing policy seems to be alarming in the Eastern region. Certain Eskom departments in the Eastern Region, particularly the Contact Center, have lost a significant number of their staff to dismissals as a result of corruption and fraud. This is an indication that Eskom has committed itself as to be a corrupt free organization. However dismissing corrupt individuals cannot always be the best solution as it often has devastating effects to the organization in the long run. The application of Systems thinking tools, particularly the diagrams has been used in the study in order to uncover the underlying issues resulting to observed symptoms around whistle-blowing. Using a systematic approach this study investigated the views of managerial employees, non managerial employees and trade union leaders with regard to efficacy of the whistle-blowing policy in the Eastern Region. Managerial employees who were interviewed showed relative lack of understanding of the whistle-blowing policy and implications thereof. Non managerial workers who were interviewed during the course of this study also showed fear and preoccupation about saving their jobs rather than risk losing their careers by being conquerors of corruption. The findings further showed that organizational culture seems to concentrate mainly on understanding customer needs. This practice indicates that externally generated change takes precedence over proactive internal development. As Eskom is driven by the need to adapt to its ever-changing environment (in order to survive) this reduces the focus on internal developments, that is, creating the environment that is conducive for whistle-blowing to flourish. There does not seem to be effective mechanisms in place that could facilitate the disclosure of organizational misconduct in such a manner that it would benefit both individual (employees) disclosing wrongdoing and Eskom. Unintended consequences of dismissals seem also to be overlooked. The research concludes by recommending the greater use of the policy. This would entail intervention by top management, vigorous awareness campaigns and demystification of whistle-blowing. / Thesis (M.Com.)-University of KwaZulu-Natal, Durban, 2005.

The word 'strategy' is still very critical and central in running the affairs of any business and organization. Strategy is highly rated and often seen as the bedrock for any success of an organization and business venture. Since its years of evolution, it has been dominated primarily by rational and analytical approaches up until the resurgence of an emergent approach as a new perspective in strategy enactment processes. Ever since then the discourse of strategic management processes has been predominantly underpinned by these two approaches. As a case study, four organizations that represent a wide spectrum in terms of type and therefore assumed to provide scope for discovering variations with regard to strategy processes were selected. These four organizations were selected to examine the approach/es used in strategic enactment and to evaluate the relationship between organizational success and its strategy enactment process. The focus in this study is biased to what strategy is perceived to be at organizational level and whether individuals within these organizations do subscribe to the same perception or on their own. Secondly, as strategy is perceived as the bedrock for an organization success, the study has attempted to look at possible links or relationships between the two - success and strategy. This has been done by looking at the alignment between organizational operations and the strategy. The results of the study show that: • The four organizations use the rational analytical approach to strategy enactment. • Individuals within these organizations subscribe to the holistic perspective of strategy enactment which integrates strategy formulation and strategy implementation dichotomy into a single gestalt of formulation-implementation at all levels of the organizations. • The success of the organization cannot only be attributed to strategic enactment and its application alone. Other factors as well act as enablers and / or provide opportunities for organizational success. • The approach used to design and implement strategy has a direct relationship with how the designers and implementers of strategy define and understand an organization to be. For instance the study shows that strategists who define and understand organizational strategy as an entity devoid of its social and cultural construct tend to use the rational and analytical approaches. However, those who see it as an entity that is shaped and influenced by socio-cultural factors are prone to the emergent approach. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2007.

Abstract not available. / Thesis (M.Com.)-University of KwaZulu-Natal, 2005

The organisation under review, like many others, is currently facing a number of challenges, such as profitability and the life-span of the existing resources, and the ability to locate new resources. This calls for leaders to think and respond differently in such times, which has called for a revision of the current business strategy and operating model. This has included, amongst others, the disposal of marginal/loss making resources, the revision of the traditional organisational hierarchical structure, referred to as the inverted triangle (with a more direct focus on front-line employees) and the implementation of continuous business improvement, supported by lean manufacturing principles. This study aims at exploring the supporting socio-technical change considerations within a learning organisation, specifically focussing on aspects referring to the desired culture, such as communication patterns; social and behavioural patterns and leadership characteristics. In order to effect successful, holistic change, it is imperative that both the social and technological dimensions of organisational change are jointly managed and optimised. The purpose of this study will therefore be to explore and suggest the socio-technical considerations required to facilitate holistic change in order to achieve efficiency within the organisation. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2010.

This study is an evaluation of how to improve organisational performance by transforming an organisation into a learning one - in particular the South African National Roads Agency Limited (SANRAL). A qualitative method was used where an exploratory study was conducted through the use of a survey and interviews with selected participants. This was done in order to establish their feelings and perceptions concerning a need for change in our organisations, especially by managers or leaders. In enabling the researcher to follow a more focussed study, nine questions were prepared and one interview question. Most of the questions revolved around the need for change, factors affecting change (whether negative or positive), benefits, and ultimately how organisational performance could be enhanced. An in-depth literature review was then undertaken by the researcher on the nature of a learning organisation and other related principles in order for the researcher to build capacity and empower himself. The current state of implementing change and transformation in SANRAL and other organisations was compared with that suggested by the literature. Twenty-five questionnaires were administered to SANRAL and other stakeholders’ employees, the responses were analysed, and the results were compared with what is suggested by the literature. Most of the respondents agree that there is a need for paradigm shift in organisations, particularly SANRAL. Learning organisations’ principles featured prominently in the participants’ responses. It was also thought that the challenge is how to manage and lead in these rapidly changing times. Issues like communication, participative management and so on were found to be key factors when leading change in an organisation, and vital for organisational performance. The literature review revealed that management needs to be more proactive in their approach when leading under these uncertain conditions. Finally, the dissertation highlighted the shortfalls and critical issues that organisations need to focus on in order to survive in changing environments, while the literature review provided some of the guidelines in addressing these challenges. / Thesis (M.Com.)-University of KwaZulu-Natal, 2009.