objective of this research is mainly to determine the relationship between leadership, emotional intelligence and organisational performance in state owned agencies to contribute to the debate on the role of government agencies with the South African society. The study aims to contribute to scholarly research which deals with performance related issues in the public sector.This study is however, not addressing other issues such as training needs of employees in government agencies, intelligence quotient, spiritual intelligence, corruption and ethics management. In keeping with one of the objectives of the study, a detailed review of literature was conducted in order to clearly define leadership (both transformational and transactional), emotional intelligence and organisational performance, and provide substantive reasons for the need for leaders with emotional intelligence in government agencies. The description of existing knowledge also provides outcomes of previous research pertaining to improvement of overall organisational performance. This study set out to determine the leadership approach and the level of emotional intelligence amongst the leadership sample. The research methodology employed in the study made use of a positivistic paradigm and was conducted by means of a qualitative study with careful description, analysis, interpretation and evaluation of data for the purpose of obtaining information and relevant data. The study objectives, appropriate conclusions and proposals are addressed based on the role that the two leadership approaches, linked to emotional intelligence plays with regard to organisational performance. This will ultimately enable the researcher to provide a framework for consideration during the selection of senior and executive staff members. Ultimately the recommendations made may contribute to the design of future practices aimed at improving public services in the long run in achieving the long term goals as set out in the National Development Plan.

South Africa have some of the lowest employee engagement scores in the world. Leadership is a key determinant of employee engagement, but existing leadership theories and practices are often ineffective in more humanistic and collectivistic cultures like South Africa. To this end, Ubuntu and servant leadership is posited to positively influence organisational performance by increasing employee engagement. The primary objective of this study is to investigate perceptions regarding the impact of Ubuntu and servant leadership on employee engagement in private organisations of the Eastern Cape. A quantitative research design was utilised and yielded 428 usable questionnaires through nonprobability sampling. The empirical results revealed that the spirit of solidarity dimension of Ubuntu leadership influenced significantly and positively. Furthermore, it was found that survival and spirit of solidarity had a significant and positive influence on organisational performance as measured through the balanced scorecard (BSC). Servant leadership positively and significantly influenced employee engagement and organisational performance. In addition, it was found that employee engagement mediates the relationship between servant leadership and organizational performance. This study has made several significant empirical and theoretical contributions, and can be classified as one of the pioneering attempts to gather empirical evidence on how Ubuntu manifests in the workplace. The high convergent validity of the dimensions of Ubuntu leadership and comparisons to Servant leadership established in this study, provides some proof of its novel contribution towards leadership theory. A highly reliable and valid measuring instrument was developed to evaluate Ubuntu from a leadership perspective. This is a major empirical contribution as, at the time, there were no reliable scales available in South Africa to measure Ubuntu leadership.

The purpose of this dissertation was to understand how radical organizational change impacts the effectiveness of national-level sport organizations, during the process of change, through the perceptions and experiences of internal and external stakeholders. Four research questions were addressed: (1) What success factors and challenges do national-level sport organizations face while undergoing radical change? (2) How does radical change impact the goals, internal processes, resources, and multiple constituents of the focal organization? (3) How does radical change impact external stakeholders? (4) How does radical change impact the effectiveness of external stakeholders’ own organizations? A single case study was built using 32 semi-structured interviews and 61 documents, and data were thematically analyzed. Results showed an initial decline in overall organizational effectiveness in the early stages of the change process followed by an increase. Findings highlight similarities and differences between internal and external stakeholder perspectives, demonstrating the importance of obtaining both perspectives when studying organizational effectiveness during radical change.

abstract: The purpose of this study was to investigate the relationship between the structures of nonprofit victim service organizations and organizational effectiveness. Past research has rarely considered the structures of nonprofit institutions, and thus there is a lack of understanding regarding how nonprofit service organizations function, and whether not traditional concepts of effectiveness can accurately describe organizational success. Thus, there is an opportunity for further exploration regarding how this structural change impacted organizational effectiveness. This study used mixed-methodology including surveys (N=16), interviews (N=17), and comparative case studies (N=5) to examine nonprofit organizational structures and effectiveness in efforts to answer questions regarding the reality of hybrid nonprofit structures, the characteristics of these hybrid structures, and the presentation of organizational effectiveness in nonprofit service organizations. The findings revealed that a) hybrid structures are overwhelmingly the style of service nonprofits, b) externally bureaucratic structures and collective internal structures are combined to form these hybrid organizations, and c) traditional measures of organizational effectiveness as well as characteristics unique to hybrid structures are influential in determining effectiveness in nonprofit service organizations. Future research should consider what factors influence the collaboration of nonprofit service organizations and criminal justice institutions in order to best support crime victims. / Dissertation/Thesis / Masters Thesis Criminology and Criminal Justice 2018

Automotive component manufacturers face significant competitive challenges in the global market and are constantly looking for means to improve their competitive advantage. Organisations then often acquire lean tools as an attractive option to achieve this. Research has however highlighted that the underlying “Lean Culture” is what is really necessary for organisations to achieve and maintain a competitive advantage. According to Rother (2010) lean implementation can be seen as a project or an initiation of an on- going development process where learning is taking place. This implementation implies a change in organisational culture from its existing state to a state where it reflects a lean culture. The literature review into Lean highlights the importance of establishing a Lean Culture. This research relied on an existing Lean Culture Causal Framework to assess cultural readiness for lean implementation at an automotive component manufacturer in Port Elizabeth (Company X). This was done utilising an empirical study which relied on an existing questionnaire associated with the said Lean Culture Causal Frame work. This Framework focuses on four broad categories of leadership actions; Awareness, Engagement, Consistency and Accountability.

Thesis (MTech (Business Administration))--Peninsula Technikon, 2002 / Team effectiveness is imperative for the enhancement of service delivery in the South African Police Service. This research is based on the implementation ofteam effectiveness strategies and the impact it has on the service delivery of the South African Police Service. This is an action research project and the theory that is included, serves to underpin this approach. A crucial element ofthe research is the analysis of the driving forces that have a positive influence on team effectiveness and the restraining forces that have a negative impact on team effectiveness.The personnel who are responsible for visible policing in the SAPS in the Area West Metropole were the respondents in this study. The research attempts to show the real issues regarding team effectiveness and the vast benefits which could be achieved by implementing this intervention. A structured questionnaire was distributed to the different commanders different police stations in the Area, in order to distribute to the personnel that were responsible for visible policing, ranging from the civilian rank to the rank of Superintendent. The respondents gave the questionnaire after completion to the commanders and the researcher collected it afterwards from the commanders. The method of data collection was within a qualitative methodology. Conclusions were made which were put up for recommendations.

Mini-thesis submitted in partial fulfilment of the requirements for the degree Master of Technology: Public Management in the Faculty of Business at the CAPE PENINSULA UNIVERSITY OF TECHNOLOGY 2013 / Gillis (2004:1) stated in her publication in Communication World that “employees are the lifeblood of an organisation.” Local governments, both in South Africa and abroad, are increasingly faced with the need to change for a number of reasons, one of which is to change so as to become more responsive and improve performance. As local government devises means to attain the objectives of performance management, how does it ensure that performance management objectives are mainstreamed within the organisation? Academic writers agree that staff resistances are counterproductive to the efforts made by any municipality to introduce performance management systems with the aim of bringing about effective and efficient service to its constituents. The key to avoiding staff resistances, which all organisations have to take account of, is communicating with employees. The writer suggests that this process is necessary and unavoidable, yet it is almost always ignored. The main aim of this study was to review the communication practices underpinning the Balance Scorecard (BSC) performance management system within the Cape Town Metropolitan Police Department (CTMPD). Tentative discussions with the metropolitan police department’s middle and low level managers indicated little understanding of how the BSC fits into the CTMPD’s accountability measures. At regular senior management meetings, called the Operational Management Forum (OMF), in 2011, the researcher learnt from operational directors and managers that they were not properly consulted with regard to the BSC system and that the implementation of the system was not adequately communicated. Managers claimed that only a short presentation was given in 2009 and it was then expected that middle managers would achieve the desired results and attain objectives towards which they had very little input. They have since become disillusioned and have resorted to focussing solely on ensuring that they spend their budgets with little understanding that there is more to the BSC than financial measurements. Thus the research questions were posed: why was performance management introduced within the CTMPD and what guidelines can be provided to improve how performance management is communicated to managers? A questionnaire was used to gain insight into this; it was administered to middle management within the CTMPD. The main findings of the research were that the respondents have an understanding of performance management. Another finding was that the majority of the respondents were not trained in the BSC performance management system. The researcher thus recommended that the safety and security training college be tasked to develop a training workshop, with the help of the support services manager. In addition, the researcher also recommended that the support services division ensures that candidates eligible for middle management positions be tested on their core communication skills and understanding of performance management principles prior to appointment.

Thesis (MTech (Business Administration))--Peninsula Technikon, 2004. / Organizational identification has been regarded as a new control strategy for modern organizations. High levels of organizational members' identification result in various benefits to organizational performance. Among organizational theorists there exists a strong school of thought, which sees organizational culture as the antecedent to organizational identification. Culture, and therefore also organizational culture, is a complex and integrative phenomenon which encompasses the values, assumptions, interactions and behaviours within a particular group. As point of departure, this research adopted Martin's (2000:26) argument that culture is best studied through the cultural artefacts, being the most visible manifestations also of deep-seated values and assumptions. Previous studies on organizational culture-related organizational behaviours have been conducted mostly in a Western-cultural context. It was hoped, by this research, to fill the theoretical gap by establishing a link between organizational culture and organizational identification in Chinese organizations. The relationship between organizational culture and organizational identification was investigated through a survey conducted in three Chinese organizations representing a cross section of industry.

Thesis (DTech (Human Resource Management))--Cape Peninsula University of Technology, 2016. / The Nigerian public service has been perceived over the years as not delivering its services effectively and in most cases leadership has been assumed to be the problem. However, from the perspective of human resource management (HRM) this study seeks to examine the people management practices that could have contributed to this ineffectiveness. It has been observed that the importance of people as the most important element of productivity cannot be underestimated, because machines can be replaced, money can be recovered but diligent, competent and professional employees are an organisational asset that cannot easily be replaced. The professional employee is described as the one with the right skills, knowledge, qualifications and attitudes that support organisational effectiveness. The study was carried out at the Administrative Staff College of Nigeria where all public servants from Grades 07 or above in Nigeria are expected to attend at least one course before the end of their careers. Questionnaires were administered to about one thousand, one hundred (1,100) randomly selected participants while four hundred and seventy six (476) useable ones were retrieved. Likewise, a focus group discussion was held with three different groups. Quantitative data collected was cleaned and coded appropriately for the Statistical Program for Social Science (SPSS) and used to generate descriptive statistics. Recordings of focus group discussions were also transcribed and organised into themes according to the discussion content. All research objectives were achieved relying on both qualitative and quantitative data output. Various statistical analyses were used for the quantitative analysis and factor correlation showed that organisational culture, organisational climate, human resource retention and development, employment relations climate and exit management have significant relationship with professionalism at various levels. Other statistical measures (t-Test and Analysis of Variance) were adopted to determine the relationship of demographic variable and it was shown that age, work grade level and work experience have significant relationship with professionalism. Employee resourcing (recruitment and selection) was also found to have a significant effect on professionalism, having been statistically analysed using ANOVA. Likewise, all qualitative themes acknowledged the significance of the people management role in public servants’ professionalism.

Thesis (MTech (Sport Management))--Cape Peninsula University of Technology, 2015. / This research investigated the relationship between Social Capital created by Corporate Social Responsibility (CSR) initiatives and organisational performance at Ajax Cape Town FC a professional football club in the South African Premier Soccer League (PSL). A mixed methods approach was selected for data collection and interviews, questionnaires and content analysis were the tools used to collect data.The data collected suggested that Ajax Cape Town FC employed CSR initiatives that successfully created social capital, and consequently enjoyed various benefits from these activities. The CSR activities facilitated access to the club’s target market, developed and improved mutually beneficial relations with the community and subsequently Ajax Cape Town FC experienced increased trust, a positive brand image and stronger loyalty from their fans and the broader community. The outcomes of this study provided an insight into a South African professional football club and demonstrate how CSR initiatives can be used to successfully improve organisational performance.