Change in today’s business environment may be seen as inevitable however in the
absence of a generic and endemic Change Framework for Managing and Leading
Change; South African businesses face a difficult task of surviving into the future unless
they are able to find an Organisational Change Management Approach that will assist
them in navigating the Organisational Change Landscape for the 21st Century.
This study provides an exploratory approach to understanding the nature of
Organisational Change Management in South Africa, by exploring the following key
concepts:
(1) An understanding of the nature of Organisational Change Management in South
Africa
(2) The Critical Success Factors needed for Organisational Change Management to
succeed in South Africa
(3) The provision of a practical Organisational Change Management Framework and
Scorecard for the measurement of Organisational Change Management processes
and initiatives
(4) Recommendations towards a Organisational Change Management Scorecard
The study which is largely qualitative in nature makes use of a multiple case study design
methodology for the collection of empirical evidence as well as quantitative research data
from a survey questionnaire to support the underlying constructs and research questions
posed within the study. The use of data and methodological triangulation, namely
research interviews, survey data, company and archival documentation as well as focus
group discussion points has provided the research study with the necessary validity and
reliability to support research results, findings and recommendations.This information should be utilized by Change Practitioners practicing organisational
change within a rapidly transforming environment, where Mergers and Acquisitions are
major force for change as it would help to provide the necessary change framework and
change scorecard for the management and measurement of organisational change
interventions.
This study also highlights the Critical Success Factors for change by focusing on the
Emotional side (Low impact) and Change Imperatives / Prerequisites (High impact) for
the management of organisational change. In addition, the study also provides a first view
of some change performance measures in the form of a Change Scorecard, which can be
used to assess the overall impact of the current change intervention being implemented. / Graduate School for Business Leadership / DBL
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:unisa/oai:umkn-dsp01.int.unisa.ac.za:10500/4921 |
| Date | 11 1900 |
| Creators | Glensor, Michael Colin |
| Contributors | Booysen, Annie E. |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Thesis |
| Format | 1 online resource (xvi, 443 leaves : ill.) |
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