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Thesis (Ph. D.)--Open University. BLDSC no. DXN018954.

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This thesis sets out to account for the relative failure of Total Quality Management (TQM) experiments installed in the NHS between 1990 and 1994. In the study, only two NHS pilot sites in a large sample of hospitals and community services were found to have made significant progress on implementing TQM. Whilst most of these TQM sites made more progress on structured quality improvement than a group of non-TQM NHS quasi-controls, all were outperformed by two commercial TQM companies in the sample. The analysis is based on 850 semi-structured interviews carried out with a wide range of staff as well as documentary analysis, non-participant observation, and feedback workshops at selected sites. In accounting for the results, the thesis tests eight propositions about the application of rationalistic private sector models of change to a complex public sector organisation like the NHS. The analysis demonstrates the limitations of such approaches when they are not adapted to take account of the technical, systemic and behavioural differences between the two sectors. It can also be said that funding for the NHS experiments, whilst substantial, was an order of magnitude lower than that in the commercial companies. Similarly, support both centrally and locally in the NHS was not sufficient to provide for rigorous pre-planning and monitoring of progress. Numerous other changes being made at the same time were mostly incompatible with TQM principles and hindered progress on coherent change. Leadership commitment to, and understanding of, TQM was much weaker in the NHS than in the commercial companies. The requirement to move towards collective, userdefined, measures of quality met with opposition from staff groups who were used to their own individualistic and professional conceptions of quality. This led to NHS TQM sites being unable to demonstrate the organisation-wide changes that are said to be hallmarks of TQM.

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This research is intended to provide insight into the impact of large scale organisational change on the psychological contracts of the three main employee groupings present in the South African workplace. This study is important in that it seeks to assess whether organisational change moderates or reinforces differences among the three social identities, namely Africans; Coloureds, Indians and White females (the so-called “middle group”); and White males. Within the context of large scale organisational change, this research showed significant differences among the social identities with respect to perceptions of the employer’s obligation to them and vice versa, loyalty to the organisation, opportunities for internal advancement, performance of duties beyond the normal scope for work, employment security, intent to leave the organisation and job satisfaction. Owing to the presence of distinct social groupings in the workplace, organisational change management strategies that differentiate between the groups to address their specific concerns are required to embed and sustain organisational changes and to create a unified culture, with which all demographic groupings can affiliate, to enhance a sense of belonging. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Organisations have become inundated with change. In many instances their response has been ad-hoc and has resulted in fragmented change management practices scattered all over the organisation. The purpose of this study is to investigate a strategic framework to integrate change management practices in a Retail bank. The research methodology used to compile the data and evaluate the strategic framework and pilot thereof, was formative and summative evaluation. The Retail Bank used in this case study is a division of a South African bank. A sample of 11 executive managers, 685 line managers in the Information Technology and Operations area and ten change practitioners, at all levels, was consulted in order to design the framework. The framework was designed and evaluated by the researcher. The research showed that the strategic framework was determined by the following variables: organisational structures and processes, decision-making, culture, planning and prioritising change initiatives, leadership style and behaviour and standardisation and integration of change practices. The strategic framework showed decision-making and implementation of initiatives to be decentralised. Ownership by line managers of the implementation of an initiative was very important. It became evident that change management needs to be instituted as a core competency bank-wide. A central area needs to be responsible for standards, change strategy and knowledge management. A forum, which provides opportunity for change practitioners to share their learnings and experiences, is also required. A planning and prioritising body to align and integrate the impact of various initiatives is needed. Change management as a discipline needs to be integrated into project methodologies. A standardised and integrated approach to change management is required to underpin the creation of change competence. Lastly, leadership’s role is critical in supporting and enabling change management in the Retail Banking division. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

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