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An analysis of the effect of organisational capacity on organisational performance in project implementation : case of the Organisation of Rural Associations for Progress (ORAP)Rankonyana, Lawrence 04 1900 (has links)
Thesis (MPA)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: In this study, organisational capacity is considered as the sum of organisational capabilities to perform functions that will deliver expected levels of performance; suggesting that organisations must be enabled to solve problems, set and achieve objectives, learn and adapt operations to attain set goals. Therefore, this research analyzes various capacity options necessary for the proper functioning of the organisation in line with the Frederickson’s capacity model which considers capacity in terms of leadership and vision, management planning, fiscal planning and practice and operational support. The analysis is done in an organisational context (the Organisation of Rural Association for Progress - ORAP) in order to develop a practical understanding of capacity implications in projects implementation activities. In order for organisations to produce efficient, effective, financially viable and relevant performance, there must be a matching level of investment towards capacity development.
In this research, information obtained from interviews and group discussions indicated that organisational capacity has a direct effect on the quality and time spent on a single project. In addition, project activities must satisfy specific project objectives, as well as the strategic objectives of the organisation to ensure that performance is consistent with project requirements and at the same time steer the vision of the organisation forward. Community participation should be prioritised because it is important to make sure that project implementation becomes a consultative process that would produce the required outcomes in terms of project value to the community and empowerment through training and experience to community members. It is also important to adequately fund projects and provide the right infrastructural facilities, in order to enable the smooth flow of the project implementation process. / AFRIKAANSE OPSOMMING: In hierdie studie word organisatoriese kapasiteit beskou as die samevoeging van organisatoriese vermoëns om funksies uit te voer wat verwagte vlakke van werkverrigting sal lewer; wat suggereer dat organisasies die geleentheid gebied moet word om probleme op te los, doelwitte uiteen te sit en te bereik, werksaamhede te leer en aan te pas om bepaalde doelwitte te bereik. Derhalwe, analiseer hierdie navorsing verskeie kapasiteitsopsies wat nodig is vir die behoorlike funksionering van die organisasie in ooreenstemming met Frederick se kapasiteitsmodel wat kapasiteit in terme van leierskap en visie, bestuursbeplanning, fiskale beplanning en praktyk, en operasionele ondersteuning vooropstel. Die analise word gedoen in ’n organisatoriese konteks (die Organisasie vir Landelike Ontwikkelingsassosiasie – OLOA) ten einde ’n praktiese begrip van kapasiteitsimplikasies in die implementering van aktiwiteite van projekte te ontwikkel. Vir organisasies om doetreffende, effektiewe, finansiëel haalbare en relevante werkverrigting te lewer, moet daar ’n ooreenstemmende beleggingsvlak vir kapasiteitsontwikkeling wees.
Inligting wat verkry is tydens navorsing vanuit onderhoude en groepbesprekings het aangedui dat organisatoriese kapasiteit ’n direkte effek het op die kwaliteit en tyd wat gewy word aan ’n enkele projek. Daarby moet projekaktiwiteite spesifieke projekdoelwitte verwesenlik, asook strategiese objekte van die organisasie om te verseker dat werkverrigting niestrydig is met projekvereistes en om terselfdertyd die visie van die organisasie uit te dra. Gemeenskapsdeelname behoort voorkeur te kry, want dit is belangrik om te verseker dat projekimplementering ’n advieserende proses word wat die vereiste uitkomste in terme van projekwaarde vir die gemeenskap en bemagtiging deur opleiding en ervaring van gemeenskapslede na vore sal bring. Dit is belangrik om projekte genoegsaam te befonds en die regte infrastrukurele fasiliteite te verskaf om die die gelykvloeiendheid van die proses van projekimplementering moontlik te maak.
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Developing and implementing a succession planning process which contributes to business objectives as part of a re-engineering process : a case studyMeiring, Nico Francois 12 1900 (has links)
Thesis (MBA)--Stellenbosch University, 2000. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: Since 1994 the world has been opening up for South Africa, leading to the
consequent issue of globalisation of trade. Not only have many of the old political
orders gone but also so too have many of the old trade groupings. With the
coming of globalisation the days of limited competition are over and the new
business environment is far more open and dynamic. Since the world and its
commercial activities are different, a different organisation needs to be created,
the traditional ones simply do not survive the new circumstances.
The resurgent interest in developing executive talent has been stimulated in
recent years by various events and a lot of wishful thinking. It was not lost on
corporate America that the leadership styles that had seemed so effective in the
twenty or so years after World War II were inadequate in a later, convulsive era
characterized by global competition, deregulation, economic upheaval,
technological revolution, the end of the Cold War and other developments that
ended the seemingly halcyon days. Wherever one looked, it seemed, there was
a shortage of leaders who could navigate the storms, and company after
company, legend after legend, stumbled, floundered, and sometimes died
altogether.
Many factors determined the success and failure of corporate struggles, only one
of which was the quality of leadership. But it did seem that the inability of many
companies to adapt was abetted by inadequate leadership, and it was at least
plausible to assume that a different kind of leader was needed. Wisely or not, in
times of crisis we want leaders to take charge, then we hold them perhaps more
responsible for events, good and bad, than is actually merited. The massive
dislocations of the last thirty years, driven by deregulation, globalisation, and
competitive pressures, led to a widely perceived shortage of leaders who had the
skills to handle change effectively.
lscor embarked on a process of re-engineering (Project Apollo) towards the end
of 1997, primarily to identify and redesign the core processes to enable Iscor to
become a competitive player in the international markets. During the reengineering
project various project teams worked on various core processes.
Succession Planning referred to as Organisational Planning in this project, was
one of the Human Resources (HR) core processes. The design was completed
during 1998 and the implementation has now been in progress for a period of
one year. The focus of this study project is to document the implementation of
the model and the problems experienced while implementing a theoretical model
as a case study. / AFRIKAANSE OPSOMMING: Die wêreld het vanaf 1994 oopgegaan vir Suid Afika wat daartoe gelei het dat
Suid Afrika deel geword het van die wêreld handel. Die vorige politieke
dispensasie en sekere handels blokke bestaan nie meer nie. Met die koms van
wêreld handel is daar nie meer beperkte kompetisie nie en is die nuwe
besigheidsomgewing baie meer oop en dinamies. Omdat die wêreld en die
handelsomgewing verander het, moet 'n nuwe organisasie geskep word. Die
tradisionele organisasie sal nie oorleef in die nuwe omstandighede nie.
Die hernude belangstelling in die ontwikkeling van bestuurstalent is gestimuleer
deur verskeie gebeure en 'n klomp denkbeeldige denke. Korporatiewe Amerika
het besef dat die leierskapstyle wat so effektief was in die twintig of so jaar na die
tweede wêreld oorlog, nie meer so relevant is in die huidige era wat gekenmerk
word deur internasionale kompetisie, deregulasie, ekonomiese opbou,
tegnologiese revolusie, die einde van die koue oorlog en ander ontwikkelings wat
'n einde gebring het aan die goeie ou dae. Waar 'n mens ook al kyk is daar 'n
tekort aan leiers wat die pad kan vind deur die storms en organisasie na
organisasie, legende na legende het gekwyn, gestruikel en partykeer heeltemal
verdwyn.
Daar is baie faktore wat die sukses of mislukking van organisasies bepaal,
waarvan slegs een die kwaliteit van leierskap is. Dit wil egter voorkom of die
onvermoë van organisasies om aan te pas tot 'n mate veroorsaak is deur
onvoldoende leierskap en is dit logies om aan te neem dat 'n ander tipe leier
nodig is. Wyslik of nie, in tye van krisisse wil ons hê dat leiers moet beheer neem
en hou ons hulle somtyds vir meer verantwoordelik as wat regverdig is. Die
massiewe hestruktuerings die afgelope dertig jaar wat gedryf is deur deregulasie,
globalisering en kompeterende druk het gelei tot 'n wyd waargenome tekort aan
leiers wat die vaardighede het om verandering effektief te hanteer.
Iscor het teen die einde van 1997 begin met 'n proses van herstruktuering
(Projek Apollo) ten einde die kern prosesse te identifiseer wat lscor in staat sal
stel om kompeterend in die internasionale markte te wees. Gedurende hierdie
herstruktuerings proses het daar verskeie spanne gewerk aan die verskillende
kern prosesse. Opvolgbeplanning, wat bekend staan as Organsisasie
Beplanning in hierdie projek, was een van menslike hulpbronne se kern
prosesse. Die ontwerp was voltooi gedurende 1998 en die implementasie is nou
in proses vir een jaar. Die fokus van hierdie studie projek is om die
implementering van hierdie model asook die probleme wat ondervind word met
die implementering van 'n teoretiese model te dokumenteer in 'n gevalle studie.
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DIAGNÓSTICO ORGANIZACIONAL COMO BASE PARA O PLANEJAMENTO ESTRATÉGICO. / ORGANIZATIONAL DIAGNOSES AS BASE FOR THE STRATEGIC PLANNINGSilva, Rodrigo Belmonte da 04 May 2010 (has links)
The present work aims at developing a model of an organizational diagnosis which evaluates the organization, before the execution of the organizational strategic plan-ning. For achieving the objective, the research used an exploratory study, of a qualit-ative nature with the use of a bibliography research, it was developed a detailed route of evaluation that will be incorporated in a harmonic way into the Model of Stra-tegic Administration of Estrada (2007). The Model of Organizational Diagnosis here developed is segmented with seven perspectives: Structure, Marketing, Production and Operations, People, Finances, Knowledge, and Society. The development of the Organization Diagnosis Model contributes with the literature of the area presenting an effective and practical instrument of data collection in the sense of assisting con-sultants and administrators on the global evaluation of companies, allowing also ana-lyzing the readiness of the company before the execution of the strategic planning. / O presente trabalho tem como propósito desenvolver um modelo de diagnós-tico organizacional que avalie a organização, antes da execução do Planejamento estratégico organizacional. Para atingir este objetivo a pesquisa utilizou-se de um estudo exploratório, de natureza qualitativa com a utilização de pesquisa bibliográfi-ca, foi desenvolvido um roteiro detalhado de avaliação que será incorporado de ma-neira harmônica ao Modelo de Gestão Estratégica de Estrada (2007). O Modelo de Diagnóstico Organizacional aqui desenvolvido está segmentado em sete perspecti-vas: Estrutura, Marketing, Produção e Operações, Pessoas, Finanças, Conhecimen-to e Sociedade. O desenvolvimento do Modelo de Diagnóstico organizacional contri-bui com a literatura da área apresentando um instrumento de coleta de dados ope-rante e prático no sentido de auxiliar consultores e administradores na avaliação global de empresas, permitindo também analisar a prontidão da empresa antes da execução do planejamento estratégico.
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Smart Warehouses : A case study of organizational planning in unpredictable environments / Smart Warehouses : A case study of organizational planning in unpredictable environmentsMeisingseth, Anna-Sara, Nilsson, Jacob January 2023 (has links)
Purpose – The study aimed to investigate long-term organizational planning in a smart warehouse environment with unpredictable demand to understand how these organizations are able to make sustainable decisions from a social and economic perspective. Methodology – To fulfil the purpose of the study, a single case study was conducted which included six interviews and two observations at the case company. The interviews were conducted to increase the understanding of organizational planning in unpredictable environments whereas the observations were conducted to increase the understanding of smart warehouses. The empirical data was interpreted and analyzed through thematic data analysis and triangulation in order to identify patterns in the collected data. Findings – Ten sustainable decisions were identified from theory and empirical data, of which five decisions regarding social sustainability and five decisions regarding economic sustainability. These decisions can be used as a guide for organizations operating in smart warehouses to promote sustainable long-term organizational planning. Implications – The study’s theoretical contributions refer to an insight of how smart e-commerce warehouses are influenced by unpredictable demand and the impact on the daily operations. Furthermore, the study provides an increased understanding of RCSR systems. The practical contributions refer to the ten sustainable decisions which can promote strategic decision-making for sustainable long-term organizational planning. Moreover, the study contributes to the insight of what competencies are needed within Industry 4.0 and Industry 5.0 organizations and how to these competencies can be promoted. Limitations – If a multiple-case study would have been conducted it is possible that further perspectives of the sustainable decisions would have been detected. It is also possible if more employees would have been participated in the interviews that other perspectives would have been achieved.
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Coping with organizational change: a multidimensional perspectiveBussell, Stephen L. 10 March 2011 (has links)
Indiana University-Purdue University Indianapolis (IUPUI) / This paper introduces a unified model for organizational change that is designed to help change analysts think through the decision-making process. Most organizational leaders do not manage change effectively because they fail to acquire the minimum amount of information necessary to make a sound decision. In large part, this deficiency is a result of considering only a small part of the organization’s total change reality, which can be expressed in terms of the following four categories: 1) Environment creates change, 2) Organization responds to environmental change, 3) Organization initiates new changes, and 4) Organization changes environment. Through the principle of diagnostic communication, leaders can adjust to the incoming changes [categories 1 and 2]. Through the principle of rhetorical communication, they can create effective outgoing changes [categories 3 and 4]. Through the principle of dialogical communication, they can achieve a strategic balance between too much conformity, which results from diagnostic communication in isolation, and too much non-conformity, which results from communication in isolation. By understanding and communicating about change from this multi-dimensional perspective, organizational leaders, both designated and non-designated, can learn to appreciate the extent to which they influence and are influenced by the larger cultural environment of which they are a part.
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