Thesis (B.A.)--Haverford College, Dept. of Psychology, 2009. / Includes bibliographical references.

Thesis (Ph. D.)--University of Michigan, 1995. / "95-27699." Includes bibliographical references (leaves 191-207).

Thesis (M.M.S.)--Carleton University, 1992. / Also available in electronic format on the Internet.

M.B.A. / The aim is to do an assessment of the organisational norms of individuals within a marketing company in order to understand what the perceptions of the individuals are towards the organisation thereby creating a model on which strategic decision making can be based

South African Technical (SAT) is an Aircraft Maintenance and Repair Organisation. SAT provides a wide range of services to its customers, ranging from minor- to major maintenance schedules. Technological advances in the global aircraft repair and maintenance industry combined with the transition to a democratic government and the resultant effects of globalisation introduced the organisation to a process of change with an impetus on efficiency and competitiveness. The focus of this study is to understand how the SAT training department could contribute to organisational change towards a learning organisation. This research articulates that only employees who are educationally, socially and mentally prepared for a changing workplace will be able to reap the benefits from global integration. It is further reasoned that the best-placed organisations in the global context will be those that are able to adapt to the learning organisation vision. People in learning organisations continually expand their capacity to create the results they truly desire, they nurture new and expansive patterns of thinking and they continually explore learning together. This study was placed within a qualitative research paradigm. A phenomenological design presented the study with opportunities to analyse, interpret, and describe the perceptions, feelings and experiences of the participants. Eight semi-structured individual interviews provided data for the purposes of this study. The data was analysed to identify categories, themes and sub-themes. The five main themes discussed were organisational learning, organisational culture, organisational change, globalisation and knowledge management. They were linked to the theory of learning organisations and were based on the findings of the data. / Dr. K. Steenekamp Prof. K.C. Moloi

In the current global market, companies are forming partnerships with other organisations with the aim of sustaining their competitive advantage. Most organisations participate in transactions such as mergers, acquisitions and joint ventures in order to maintain their competitive advantage (Sorge, 2002). South Africa forms part of the global market and is not immune towards the stipulated growth strategies. It is believed that South Africa has one of the highest unemployment rate internationally (Human Capital Mangement, 2005). There are various reasons that have contributed towards this perception; factors such as structural changes in the labour market have been highlighted as one of the factors that have contributed to the high unemployment rate (HCM, 2005). It is further said that when mergers and acquisitions occurs, structural changes are bound to occur (Greeve, 2008). Despite the constant merger activities that are occurring in various industries, research has shown that most mergers add no value or reduce shareholders value for the acquiring firm (Kusewitt, 2007). The primary objective of this research is to investigate how organisational behaviour is influenced in an acquired firm.There seems to be high level of uncertainity, trust and communication breakdown amoung employees of Kansai Plascon. This research will investigate whether this perception is related to the acquisition transaction that has occurred. The study will collect its primary data using a set of questionnaires that will be distributed to the employees of Kansai Plascon. The data will be analysed and interpreted.

The intention of this study was to investigate how organisational change was implemented at S.P. Metal Forgings Uitenhage, what the outcomes of the changes were and the effect on the organisational culture. In order to achieve this goal, the following actions were taken: · A literature study was conducted of various texts relating to organizational change and the associated topics with the intention to identify strategies and techniques to aid the successful implementation of organisational change. · An interview was held with the managing director of S.P. Metal Forgings to aid in understanding the need for organisational change at this particular facility and to have insight into how he implemented the changes. · A self administered questionnaire was distributed amongst a number of employees. The survey covered all levels of the organisation, from machine operators to departmental managers, to provide a comprehensive picture of how the employees viewed the changes and associated topics. The questionnaire requested responses from the respondents regarding their demographical details and their individual opinions regarding the organisational change, which covered the lead up to the changes and the manner in which the changes were made. The questionnaire also included sections covering change outcomes, which measured the success of the change efforts and lastly organisational culture on site at the time of the study. The results from the literature study showed that there are a number of accepted change models which can be adopted when implementing change. These models assist in driving the organisational change. The empirical study revealed that for the changes implemented at S.P. Metal Forgings Uitenhage, a change model was not adopted and that a number of vitally important areas associated with the change efforts were inadequately addressed. The organisational changes were introduced on this particular site with the intention of minimizing the loss situation and re-establishing the organisation as a profit generating entity. The empirical study showed a number of positive outcomes associated with the changes but also highlighted areas of concern and points which can be improved. The culture found within an organisation influences the organisation in many ways which include the ability of the organisation to accept change and the ease of implementing new procedures and equipment. The culture also influences the daily operations of a manufacturing facility such as this one. The study revealed that the respondents are not driven to perform at their best as a result of the lack of recognition which they receive and that the relationship between employees and management can improve. It was concluded that organisational change is not easy to introduce and that it needs to be well planned and executed. Change requires transformational leaders, a clear vision, an analysis and well-thought out and properly implemented actions.

Dissertation submitted to the School of Economic & Business Sciences in fulfilment for the requirements of award of the degree: PhD Business Sciences (Human Resources Management) in the Faculty of Commerce, Law and Management, University of the Witwatersrand. / Many organisations claim that Human Resources are their critical resource. However, what is most critical is not merely the human resources but how the Human Resources are managed. Human Resource Management is achieved through practices that the firm implements; these give the firm sustained competitive advantage. Many studies have found positive and significant relationship between HR management and firm performance. Previous studies have also studied reverse causality investigating whether organisational performance affects HR management policies and found significant positive relationship implying that it is good performing organisations that can afford adopting HRM practices. The purpose of this study was to investigate whether organisational performance motivates how employees behave at work in the reverse causality in the agricultural manufacturing firms in Malawi. To achieve this purpose a survey design was adopted using quantitative research strategy. Data were collected from a probability sample of 77 managers and 308 employees totalling 385 participants. Descriptive and inferential statistics using Structural Equation Modelling (SEM) were used to analyse and test seven hypotheses. The proposed relationships were tested using a number of statistical methods. Adequate reliability was achieved on all measurement scales. Confirmatory factor analysis was conducted on the content and structure of the measured constructs and were confirmed necessary. Reasonable fit was achieved for all the refined measurement models. A Lisrel based SEM was applied to examine whether the model fitted the data obtained from the sample and test the relationships between latent variables. Consistent with previous research; results of SEM revealed that Human Resource Management (HRM) practices are significant correlates of organisational performance. Further results showed positive relationships between business strategy and HRM practices; HRM practices and organisational performance. Significant negative relationship was found between employee attitudes and employee behaviour and employee behaviour and organisational performance. / TL2019

Becoming a Learning Organization (LO) is widely recognized as a process through which organizations can develop characteristics that enable them to be competitive in an increasingly competitive business environment. While there is an assumption that LOs have the ability to manage change, few empirical studies are available to prove whether an organization with strong LO characteristics also has a high level of change readiness. In developing itself into an LO, an organization seems to gain possession of relevant characteristics through knowledge acquisition, knowledge sharing and knowledge utilization. There is, however, a lack of clarity on what LO characteristics are developed at each of the three stages. The relationship among these stages is also confusing. The purpose of this research is to confirm whether organizations with a high level of LO characteristics also have a high level of readiness-to-change. It also attempts to verify the relationship among the LO development stages of knowledge acquisition, knowledge sharing and knowledge utilization. A questionnaire has been designed following an extensive review. It incorporates "an Inventory of LO Characteristics" to measure the level of LO characteristics formed in an organization. There are also questionnaire to gauge the level readiness-to-change. The questionnaire has been distributed to employees in two leading mobile phone service companies in Thailand. The industry is selected because of its changing business environment. Thailand has been chosen for as the location for the research because few studies in LO have been conducted outside the more developed economies. The findings demonstrate two major insights. Firstly, the correlation coefficient between the six categories of LO characteristics - cultural values, leadership commitment and empowerment, communication, knowledge transfer, employee characteristics and performance upgrading - and readiness-to-change confirms that if an organization has a high level of LO characteristics, it will also have a high level of readiness-to-change. Secondly, the correlation coefficient between the three LO development stages - of knowledge acquisition, knowledge sharing and knowledge utilization - and readiness-to-change, support the hypothesis that they follow a sequential order. Results of the research are analysed and discussed, providing valuable contributions to both research and practice in the area. / Thesis (Ph.D.)--Adelaide Graduate School of Business, 2004.

Thesis (Ph. D.)--Dept. of Economics and Dept. of Sociology/Criminal Justice & Criminology. University of Missouri--Kansas City, 2005. / "A dissertation in economics and social science." Advisor: James I. Sturgeon. Typescript. Vita. Title from "catalog record" of the print edition Description based on contents viewed March 12, 2007. Includes bibliographical references (leaves 137-149). Online version of the print edition.