The research objectives which underpin this study were threefold. Firstly was to analyze the Port Elizabeth Hospital Complex (PEHC) restructuring process from a planned changed management perspective in particular the three stage model of Lewin (1951) which include unfreezing the current equilibrium, moving to a new position and refreezing in the new position. Secondly was to analyze how unforeseen circumstances were dealt with. Thirdly was to analyse the setting of objectives and measurements of targets to monitor progress. The study is based on the restructuring that took place in the PEHC which was called “Rationalization”. The research indicates that the development and implementation of the rationalization cannot be understood from the perspective of the three stage model of Lewin (1951). The conclusion was based on the manager’s perceptions of their analysis of the restructuring in the light of the theory of the three stage model of Lewin (1951). The study has shown that: · Rationalisation began by gathering information on the shortcomings of the structure of the three hospitals, but did not understand the degree of readiness to change. · The timescales for achieving rationalization were not clearly defined. · It was driven from the top with clear objectives and no timescales. · There was no structure that prepared the employees to go through the process of rationalisation. · There was lack of capacity of middle managers to respond to the workers in an encouraging way. · Rationalisation sub-committees had limited time to meet with employees at the sectional level. · External stakeholder involvement was not mobilized to its full potential. · Rationalisation was not an open process that involved both formal and informal employees. · Budget constraints and staff shortages were not informed by the restructuring needs. · Workers did not feel secure about the current and future work practises. · There was no feeling that the change will be beneficial to their wellbeing and to the organisation’s goals and mission · There was no monitoring and evaluation put in place to track progress. · There was centralisation of even the most basic administrative functions. The study seems to imply that the restructuring in the PEHC bears no resemblance to the Lewin (1951) planned change model and therefore cannot be understood from the perspective of this model. Given the initiative to rationalize, the PEHC management can learn from the model of Lewin (1951) planned change.

M.A. / This dissertation is an explorative study of the importance of participative communication conducted at one South African organization. The influence of the external democratic environment on the internal organizational environment was discussed within the broad parameters of the open systems approach. The new labour legislation in South Africa, the new Labour Relations Act (NLRA), emphasizes democratic principles and values. Participative management is emphasized as a management style that should be encouraged. Access to information and employee participation in organizational operation are indicated as key components in the move towards more participative organizational environments. The renewed importance of an organizational context that supports worker participation processes emphasizes the need to investigate how a participative environment can most effectively be established. Information sharing and participation in decision-making require effective communication structures and an environment that supports and encourages employee involvement. The aim of this study was to investigate the role of effective communication in participative organizational contexts with specific focus on South Africa. The newly emphasized democratic external democratic external environment requires the encouragement of effective participative management. The study advocated that communication structures as mechanisms for participation in organizational decisionmaking should therefore be critically analyzed. In order to ensure effective communication in participative environments, communication effectiveness was formulated in terms of specific research objectives that were explored, namely information efficiency (availability of information), communication channels available for information and the number of channels available for participation. Variables that could possibly influence these theoretical constructs were identified and explored, including job level, union membership, workplace forum membership, workplace forum participation, fear of participation and communication climate. In the literature study consideration was given to recognized theories related to the systems approach, climate and culture and participative management. The organizational internal culture was also discussed and considered, as cultural change should play a major role in the move towards a participative culture. The empirical part of the study was conducted as a case study at Columbus Stainless. Research objectives in terms of the aim of the study were explored indicating the importance of participative communication by measuring specific theoretical constructs as formulated in terms of the theoretical framework. The most prominent findings can be summarized as follows: • In terms of information efficiency variation between junior and senior level employees existed. Availability of information, both current and desired, was indicated as a theoretical construct that should be measured. • Variation existed in the perception of organizational information efficiency (amount of information) between organizational members who are scared of participation and members who are not scared of participation. Employees with less access to information were more scared of participation. • Wider access to communication channels providing information on micro level was related to more positive perceptions of the communication climate. • A correlation existed between fear of participation and the number of channels used for participation on macro level. Respondents who on average participated in fewer channels on macro level were less scared of participation. • Communication channel usage on macro level was almost statistically significantly related to positive perceptions of the communication climate.

Importance of the Study: Over the last decade or so the B2C organizations are making full usage of the social media platform as a tool of their marketing mix. However, the adoption of social media in the marketing activities of the B2B sector has not quite registered the growth which the B2C organizations have. The reason behind this being previous failed experiences of the B2B sector with the social media marketing usage. Furthermore, the B2B firms do not put many efforts in their social media activity as compared to B2C firms. Thus, the study of social media on the marketing management of the B2B firms becomes important. This was done by studying the case of multiple B2B firms and drawing best practices inferences from it. Purpose of the study: The reason why this study has been undertaken is due to the fact the previous studies have focused upon ‘why’ B2B firms have failed to achieve the success which B2C firms have achieved using social media marketing platforms. There is a lack of quality research studies on what techniques the B2B organizations are using currently as there have been rare cases of finding the success with the use of social media for the B2B firms. Thus, the purpose of this study was to research successful marketing techniques used by the organizations which have found success using social media and which can be used by other B2B firms. Methods: The mixed research method was adopted for this study as the study has been divided into two parts qualitative case study method and the quantitative survey method. The cases of five B2B firms namely Huawei, Accenture, Novartis, American Express and Lucid Press was taken to draw inferences about the best marketing techniques for B2B firms on social media. These findings were further validated by the quantitative survey which had 50 B2B marketing professionals randomly selected. Major Findings: Some of the major findings were that the B2B firms use e-books, webinars, case studies and infographics in order to present top to bottom information about their products and services to their B2B clients. Furthermore, when it comes to social networking websites, it was found that LinkedIn was more popular than the Facebook for the marketing of the B2B firm's products and services.

No description available.

The purpose of this study was to examine the effect of information technology (IT) on the competitive position of a firm. The problem motivating this study is the potential for misallocation of scarce resources on new technology without realizing the level of competitive advantage (CA) expected. This study was a single-site case study. It examined the factors related to the selection, design, development, implementation, use, and effects of an information system (IS) intended to generate CA. The study examined all these factors within the organizational and industrial contexts of the subject firm.

published_or_final_version / Business Administration / Master / Master of Business Administration

M.Ing. / This report addresses an empirical study into the re-structuring of Transnet group of companies. The study is based on the outcome of the re-engineering process focusing on Spoornet as a member of Transnet. The departments partially studied are, the Infrastructure Maintenance department and Train Operations department with-in Spoornet. The objective of this study is to achieve a break-even point between maintenance and the business side so as to increase operational profit in Spoornet. Outsourcing is a management tool used to make more profit. It is also a way of getting rid of unwanted business units. This will help increase shareholder value and reduce operating costs so that management can focus on core business units. The results expected from outsourcing in this study are aligned with the business process engineering "BPR" results. From the BPR results the business units were classified as core and non-core business units. Non-core business units were discontinued while core business units were further classified into core department, which is the running of trains, and the non-core department as maintenance departments. The maintenance departments are fully represented on a functional level while they used to have a full representative on the corporate level before restructuring. Cutting-off these logistic support departments at a corporate level, can have an effect on maintenance being undermined due to lack of specialists input at a higher level in terms of systems engineering and maintenance. This can lead to system's lack of maintenance and an increase in systems failure, making the system un-reliable and unsafe for the passage of trains while on the other hand the business will be lost back to the competitors, who in this case is the road freight business. A case study is discussed in the dissertation where value added techniques such as the business turnaround process, outsourcing and Integrated Logistic Support "maintenance" were applied in this study.

by Chung Chi Wai, Bobby and Tse Wing Man, Raymond. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1988. / Includes bibliographical references.

Thesis. 1979. Ph.D.--Massachusetts Institute of Technology. Alfred P. Sloan School of Management. / MICROFICHE COPY AVAILABLE IN ARCHIVES AND DEWEY / Bibliography: p. 336-338. / Ph.D.

Public water policy decision making tends to be too complex and dynamic to be described fully by traditional, rational models. Information intended to improve decisions often is rendered ineffective by a failure to understand the process. An alternative, holistic description of how such decisions actually are made is presented here and illustrated with a case study. The role of information in the process is highlighted. Development of a Regional Recharge Plan for Tucson, Arizona is analyzed as the case study. The description of how decisions are made is based on an image of public water policy decision making as 1) a structured, nested network of individuals and groups with connections to their environment through their senses, mediated by their knowledge; and 2) a nonlinear process in which decisions feed back to affect the preferences and intentions of the people involved, the structure of their interactions, and the environment in which they operate. The analytical components of this image are 1) the decision makers, 2) the relevant features of their environment, 3) the structure of their interactions, and 4) the products or outputs of their deliberations. Policy decisions analyzed by these components, in contrast to the traditional analysis, disclose a new set of relationships and suggest a new view of the uses of information. In context of information use, perhaps the most important output of the decision process is a shared interpretation of the policy issue. This interpretation sets the boundaries of the issue and the nature of issue-relevant information. Participants are unlikely to attend to information incompatible with the shared interpretation. Information is effective when used to shape the issue interpretation, fill specific gaps identified as issue-relevant during the process, rationalize choices, and reshape the issue interpretation as the issue environment evolves.