Mini-study project (MBA)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: Business Process Re-engineering (BPR) has been undertaken by many
organisations with the hope of dramatically improving their competitive
position. In most cases however, this undertaking has been a failure. For the
success of the BPR, organisational and people issues are of critical
importance and cannot be overlooked, as often is the case. Many
organisations have not recognised the fundamental need of fully addressing
the "soft people issues" during their re-engineering exercises. The ability of
the Management team and Management Consultants to filter through these
soft issues is of critical importance to the success of the BPR. This study
discusses leadership as the first topical issue. Within the parenthesis of
LNDC, it then explores the leadership skills required by management of this
institution. Leadership is intensely studied from the traits models, situational,
consistency models to the transformational leadership styles. Change
leadership forms an important basis of the discussions. Organisational culture
is one important aspect that has to be considered during change initiative.
Crafting and creating appropriate organisational culture forms the centrepiece
of leaders' consideration during organisational change. The ability of a leader
to create shared values within the organisation leads to building a strong
corporate culture that distinguishes between organisations.
The McKinsey's seven S model provides a firm framework for most changing
organisations. This model illustrates how the soft, yet important issues
powerfully impact the BPR process. All of these namely, strategy, structure,
systems, style, skills, staff and shared values, are equally important and if any
one of them is not properly aligned with the rest, the whole change process
may become a failure. This model impacts all seven S's of the organisational
dimension and is driven by strategy.
Communication on the other hand forms another important element of the
discussions. This study shows that without proper communication during
organisational change, the whole change process can become a complete
failure. The ability of a leader to disseminate intended information appropriately to the employees requires one to have skills and communication
methods that are applicable to that particular organisational setting. After
undertaking a survey at the LNDC, the researcher concluded that
management, at this corporation lacks leadership skills necessary for
managing change in an organisation. Recommendations have been made
suggesting that the either the CEO be replaced or trained in leadership skills.
This would help the organisation to successfully implement the intended
change process. / AFRIKAANSE OPSOMMING: geen opsomming
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/53680 |
| Date | January 2003 |
| Creators | Thamae, Katiso V. |
| Contributors | Denton, M., Stellenbosch University. Faculty of Economic and Management Sciences. Graduate School of Business. |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | English |
| Type | Thesis |
| Format | 94 p. |
| Rights | Stellenbosch University |
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