Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: This study project has as its objectives the analysis and evaluation of people
management practices within a broad spectrum of organisations in South Africa, using the
Marglen diagnostic model. It also serves to assess the usage and utility of this model
during this process.
The Marglen model provides a conceptual framework consisting of twenty key issues
which organisations can use to assess its people management practices. The model
promotes a holistic, integrated and strategic approach to people management, with
people management practitioners being considered as strategic partners within the
core business activities of the organisation.
In the current and foreseeable global economic order where rapid change and
turbulence tend to be the only certainties, successful organisations are those who are
creative, innovative, highly adaptable and who invent the future. In other words,
organisations who leverage their only appreciating assets, namely their people, their
human capital.
In order to achieve this organisations need to move from traditional human resource
management to progressive people management: from controlling and circumscribing
staff to managing performance and leading and realising people's potential effectively
and efficiently. Our studies show that the majority of organisations in South Africa, especially the
bigger and older ones, tend to be reactive when it comes to people management. They
largely still use the traditional human resources approach, changing only when forced
to, for example, because of competition or legal pressures such as the Employment
Equity Act.
A small but growing number of organisations, which includes mainly the smaller and
newer organisations operating especially in young or volatile industries (e.g. information
technology sector) tend to be more proactive and tend to lean toward a more
integrated people management system, with flatter structures and lots of positive
energies. This is especially true when the leadership are still young/fresh and are
hands- on. Because of their flexibility, responsiveness to markets and sensitivity to
globalisation these "new generation" organisations most probably will adopt new (and
hopefully more progressive) people management practices much quicker than the
older, bigger ones.
The Marglen model itself proved its worth with the wealth of empirical information
generated and the encouragement of a systems approach to the solution of problems.
With the necessary adjustments the model can become an even more potent tool for all
managers, whether they are formal HR practitioners or not. / AFRIKAANSE OPSOMMING: Hierdie werkstuk is onderneem om die praktyk van mensebestuur in 'n wyd verspreide
spektrum van Suid Afrikaanse organisasies te ondersoek met behulp van the Marglen
diagnostiese model. Dit dien ook as 'n evaluasie van die bruikbaarheid van die model self.
Die Marglen model veskaf 'n konseptuele raamwerk bestaande uit twintig sleutels wat
organisasies kan gebruik om hul mensebestuur praktyke te kan ondersoek. Die model
bevorder 'n geintegreerde en strategiese nadering van mensebestuur, waar
mensebestuur praktisyne beskou word as strategiese vennote deur alle ander
bestuurders.
In die huidige globale ekonomiese orde waar blitsige veranderinge en onstuimigheid die
enigste sekerheid bied is suksesvolle organisasies die' wat kreatief, vernuwend en
soepel is: diegene wat die toekoms skep. Met ander woorde, organisasies wat die beste
gebruik maak van hul grootste en enigste groeiende bate, hul mense.
Om suskesvol to wees en so te bly moet daar 'n wesenlike verandering van
mensebestuur filosofie and praktyk wees, van die tradisionele metode van kontrole en
verbiedinge na progressiewe metodes waar die persoon se potensiaal gerealiseer word
ten bate van beide die persoon self en die organisasie.
Ons ondersoek toon dat die meerderheid van organisasies, veral die groter en ouer
garde, reagerend is wat mensebestuur betref. Hulle gebruik grootliks die tradisionele
personeelbestuur filosofie en praktyke en verander net as hulle gedwing word deur
eksterne faktore soos byvoorbeeld erg mededinging (veral van oorsee) en wetgewing.
'n Groeiende minderheid van organisasies wat insluit meesal die kleiner en jonger
garde en wat veral in die nuwer en meer onstuimige sektors soos informasie tegnologie gevind word, neig om meer proaktief te wees. Hulle neig ook om 'n meer geintegreerde
mensebestuur stelsel te hê met minder vlakke en met volop energie. Dit is veral
opvallend wanneer die leierskap nog jonk is en heelhartiglik deelneem in die
organisasie. As gevolg van hul soepelheid en hul reponsiewiteit en vatbaarheid vir die
globale ekonomiese orde sal hulle heel moontlik die voortou neem met nuwe en
hopelik progressiewe mensebestuur praktyke.
Die Marglen model het sy self bewys met die inligting wat ontgun was en met die
bevordering van 'n stelselmatige nadering van problem oplossing. Met die nodige
aanpassings sal die model 'n selfs meer kragtige middel vir alle bestuurders wees, nie
net vir personeel bestuurders nie.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/52416 |
| Date | 12 1900 |
| Creators | Adams, Abubakar |
| Contributors | Denton, M., Stellenbosch University. Faculty of Economic & 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 | 98 p. |
| Rights | Stellenbosch University |
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