Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: Business turnarounds usually involve drastic changes in an organisation. Change
involves people and their emotions - positive and negative. Central to change
stands a leadership team.
Continuous change is a constant in the equation of competitiveness in today's
economy. It is inevitable and definitely not an easy process, however, it becomes
so much easier with the right people in the right positions together with a leader
who mapped the route for the change vehicle. The right people do not need that
much motivation to be inspired on the journey of implementing and sustaining
change.
This study concentrated mainly on the leadership skills observed during the
change process at Callex Refinery, Cape Town. The author observed during the
initiating and implementation stages of the change process that the leader did not
build a coalition team, managers became less available and visible, face-to-face
communication fell short of what was needed and a lack of feedback on
performance resulted in mediocre performance. This resulted into lacklustre
performances of the people.
It is the responsibility of the leader to create a sense of urgency among his
people. The leader continuously reminds his people where they are in relation to
their vision; what is required to achieve the vision; how they will get there through
trusting relationships, learning and development, teamwork and collaboration
inside and outside the walls of the organisation. Great leaders create a climate of
trust that is based on mutual respect and caring; the leader empowers his team
in a caring environment.
Mediocre results prevail in the absence of effective leadership. Effective leaders
remind their people through communication why change is inevitable. They
engage in dialogue, reflect, listen actively and lead by example whilst showing a
sense of curiosity. Effective leaders grow new leaders. These leaders pay
attention to what they will leave behind after they leave. / AFRIKAANSE OPSOMMING: Besigheidskentering gaan gewoonlik gepaard met drastiese veranderinge in 'n
organisasie. Mense en hul emosies - positief of negatief - word gewoonlik by
die veranderingsproses betrek. Midde in die verandering is 'n leierskapspan.
Voortdurende verandering is 'n gegewe in vandag se mededingende ekonomie.
Dit is onvermydelik en beslis nie 'n maklike proses nie, tog raak dlt makliker met
die regte mense in die regte posisies saam met 'n leier wat die roetekaart opstel
vir die veranderingstuig. Die regte mense het nie soveel motivering nodig om hul
te inspireer op hul reis na die implementering en volhouing van verandering nie.
Hierdie werkstuk konsentreer hoofsaaklik op die leierskap vermoë waargeneem
gedurende die veranderingsproses by Caltex Raffinadery in Kaapstad. Die
skrywer het gedurende die begin- en implementeringstadiums van die
veranderingsproses opgelet dat die leier nie 'n koalisie span gebou het nie,
bestuurders minder sigbaar geword het, van aangesig tot aangesig
kommunikasie was nie wat dit moes wees nie en 'n gebrek aan terugvoer oor
werkverrigting het uitgeloop op middelmatige werkverrigting. Dit het flou
werkverrigting van werknemers tot gevolg gehad.
Dit is die verantwoordelikheid van die leier om by sy mense 'n bewuswording van
dringendheid te skep. Die leier moet voortdurend sy mense herinner aan waar
hulle is in verhouding tot hul visie; wat verwag word om die visie te vol bring; hoe
hulle daarby uit gaan kom deur vertrouensverhoudinge, leer en ontwikkeling,
spanwerk en samewerking binne en buite die mure van die organisasie. Goeie
leiers skep 'n klimaat van vertroue wat gebaseer is op respek en omgee: die
leier bemagtig sy span in 'n sorgsame omgewing.
Middelmatige resultate seëvier in die afwesigheid van effektiewe leierskap.
Effektiewe leiers herinner mense deur kommunkiasie, hoekom verandering
onvermydelik is. Hulle neem deel in tweesprake, reflekteer, luister aktief en lei
deur hul voorbeeld terwyl hulle ook 'n mate van nuuskierigheid toon. Effektiewe
leier kweek nuwe leiers. Hierdie leiers skenk aandag aan watter nalatenskap
hulle gaan agterlaat as hulle self moet weggaan.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/50006 |
| Date | 12 1900 |
| Creators | Schreiner, Charles |
| Contributors | Coetzee, S. F., 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 | Unknown |
| Type | Thesis |
| Format | 69 leaves |
| Rights | Stellenbosch University |
Page generated in 0.0114 seconds