Thesis (PhD)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: The management of change in the South African public sector is facing a
number of challenges. An integrated management model for the effective
management of change in public sector organisations, which recognises
the characteristics and environment of the public sector and integrates
different approaches towards the management of organisational change,
is not generally known or available to change agents in the public sector.
The overall research objective is to develop an integrated management
model for the effective management of change in the public sector. The
differences and similarities in the management of change in public and
private sector organisations will also be examined. Strategic management, organisational development and transformation as
approaches towards management of change are analised in terms of
processes, techniques, interventions and guidelines to manage the
organisation through the change process. The concepts of organisation
culture, leadership, power, authority, communication, ethics and role of
change agents are studied.
International case studies of the transformed public sectors of the United
States of America and Britain are examined for guidelines that can be
applied to the South African public sector. The case studies revealed that
the success of public sector transformation resulted from the application of
private sector management principles and practices.
From the author's research it was found that changes in the political,
economic and socio-cultural environment of the South African public
sector, the new Constitution, new legal and policy frameworks, directives
for transparency and inclusivity as well as the required social, political and
administrative organisational cultures have a strong impact on the process
and contents of management of change in the public sector.
Supporting evidence was found that the application of strategic
.management in the public sector provides direction for organisations,
assists in analysing the external environment systematically and promotes
the co-ordination of change management activities, provided the
characteristics of the public sector are taken into account.
Organisational culture can be changed through incremental processes and
actions whilst culture replacement can be managed through revolutionary
processes. Leaders and change agents should consolidate management and
organisational behavioural competencies in an integrative approach
towards the management of change. They must also aquire and
demonstrate the necessary knowledge and skills to give direction,
empower, communicate, validate, advise and inspire people on
organisational, group and individual level.
The change process requires a well planned and broadly consulted
communication plan, structures and channels.
Internal change agents (leaders, managers, etcetera) and external change
agents (consultants, new members of top management, etcetera) should
be appointed as members of a multi-disciplinary transformation team that
will plan, facilitate and monitor the change process.
Through research, the author has developed an integrated management
model for the management of change in the public sector, comprising of 5
phases and 16 steps, some of which should be executed simultaneously
and others consecutively to ensure a holistic process and the advantages
of integrating the various approaches towards the management of change
in the public sector. / AFRIKAANSE OPSOMMING: Die bestuur van verandering in die Suid-Afrikaanse publieke sektor kom
voor verskeie uitdagings te staan. 'n Geintegreerde bestuursmodel vir die
effektiewe bestuur van verandering in publieke-sektor-organisasies, wat
die aard en omgewing van die publieke sektor erken en verskeie
benaderings tot die bestuur van organisasieverandering integreer, is nie
algemeen aan veranderingsagente in die publieke sektor bekend of
beskikbaar nie.
Die oorkoepelende navorsingsdoel is om 'n ge"integreerde bestuursmodel
vir die effektiewe bestuur van verandering in die publieke sektor te
ontwikkel. Die wesenlikheid van verskille en ooreenkomste in die bestuur
van verandering in die privaat- en publieke-sektor-organisasies word
ondersoek. Strategiese bestuur, asook organisasie-ontwikkeling en -transformasie,
word ontleed as benaderings tot bestuur van verandering in terme van
prosesse, tegnieke, intervensies en riglyne wat gevolg kan word om
organisasies deur die veranderingsproses te bestuur. Die konsepte van
organisasiekultuur, leierskap, mag, gesag, kommunikasie, etiek en die rol
van veranderingsagente word ondersoek.
Internasionale gevallestudies van die getransformeerde publieke sektore
van die Verenigde State van Amerika en Brittanje word ondersoek vir
riglyne wat in die Suid-Afrikaanse publieke sektor toegepas kan word. Die
gevallestudies het aan die lig gebring dat die suksesvolle publieke-sektortransformasies
die gevolg was van die toepassing van privaatsektorbestuursbeginsels.
Uit die skrywer se navorsing is bevind dat die politieke, ekonomiese en
sosio-kulturele omgewing van die Suid-Afrikaanse publieke sektor, die
nuwe Grondwet, verskeie nuwe wetgewende en beleidsraamwerke en
direktiewe aangaande deursigtigheid, inklusiwiteit sowel as die vereiste
sosiale, politieke en administratiewe organisasiekulture, 'n sterk impak op
die proses en program vir die bestuur van verandering in die publieke
sektor het.
Ondersteunende bewys is gevind dat, met inagname van die unieke aard
van die publieke sektor, strategiese bestuursprosesse rigtinggewend vir
die publieke-sektor-organisasies is. Hierdie bestuursprosesse help om
veranderings in die eksterne omgewing sistematies te ontleed, en dit
bevorder die koordinerinq van veranderingsaktiwiteite.
Veranderingsagente moet toesien dat bestuurskundigheid met
organisasiegedragskundigheid gekonsolideer word in 'n qeinteqreerde
benadering tot die bestuur van verandering. Organisasiekultuurverandering kan deur inkrementele prosesse en aksies
plaasvind terwyl organisasiekultuurvervanging deur revolusionere
prosesse plaasvind.
Leiers wat verandering effektief wil lei moet paslike kundigheid en
vaardighede bekom en demonstreer ten einde rigtinggewend,
stroombelynend, bemagtigend, kommunikerend, fasiliterend, adviserend
en inspirerend op organisasie-, groep- en individuele vlak te wees tydens
organisasieverandering. Die veranderingsproses vereis 'n
kommunikasieprogram en kommunikasiestrukture en -kanale wat deeglik
gekonsulteer, beplan en ge'implementeer is.
Interne veranderingsagente (Ieiers, bestuurders, ensovoorts), en eksterne
veranderingsagente (konsultante, nuwe lede van topbestuur, ensovoorts),
behoort as lede van 'n multi-dissiplinere transformasiespan aangestel te
word om die veranderingsproses te beplan, te fasiliteer en te moniteer.
Die skrywer het 'n qeintegreerde bestuursmodel vir die bestuur van
verandering in die publieke sektor uit die navorsing ontwikkel, wat uit
5 fases en 16 stappe bestaan. Sommige van die stappe behoort
gelyktydig en ander stappe agtereenvolgend uitgevoer te word ten einde
'n holistiese proses en die voordeel van die integrasie van verskeie
benaderings tot die bestuur van verandering in die model te verseker.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/52191 |
| Date | 12 1900 |
| Creators | Swanepoel, Deon Venter |
| Contributors | Muller, J. J., Stellenbosch University. Faculty of Economic & Management Sciences. Dept. of Public Management and Planning. |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | af_ZA |
| Detected Language | Unknown |
| Type | Thesis |
| Format | 498 ill. : ill. |
| Rights | Stellenbosch University |
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