Thesis (MPA)--University of Stellenbosch, 2004. / ENGLISH ABSTRACT: A major challenge facing the South African government is the acceleration of
service delivery improvement to ensure a better life for all South Africans. The
White Paper on the Transformation of the Public Service (South Africa, 1995)
has as its objective “empowering, challenging and motivating managers at all
levels to be leaders, visionaries, initiators and effective communicators and
decision-makers, capable of responding pro-actively to the challenges of the
change process, rather than acting as the administrators of fixed rules and
procedures.” The White Paper also proposes that new and more participative
organisational structures, new organisational cultures, learning organisations,
and techniques for managing change and diversity be developed.
A new Performance Management and Development System (PMDS) for the
Senior Management Service (SMS) has been created, which has as its basis
performance management and development as an approach. It consists of a
standardised set of competencies, to be used as basis for performance
appraisal. As it is expected of SMS members to manage and lead their
respective institutions to meet the stated objectives, the Core Management
Criteria (CMCs) will have to assist the development of competencies in SMS
members to capacitate them to meet the stated objectives and to lead their
organisations to change that will assist service delivery.
The question, therefore, arises whether the CMCs will develop SMS members to
lead their organisations to change. The aim of this research will be to
determine whether the competencies used in the PMDS are also focused
on leadership and organisational development issues needed in a
developmental situation to enable SMS members to lead their
organisations, rather than merely acting as the administrators of fixed rules
and procedures. The research is divided into distinct phases. The first entails exploring the
meaning of competence and the conceptual structure of competencies to be able
to analyse the CMCs. This is followed by an analysis of managerial versus
leadership competencies in general to provide a theoretical context for an
analysis of the CMCs in terms of management or leadership focus.
In the next phase the CMCs as competencies used in the PMDS are also
analysed and discussed, after which a comparative analysis is undertaken, with
competencies used in notable international examples to provide context. In the
final phase the CMCs as competencies are analysed in terms of management or
leadership focus and focus on organisation development.
The research showed that the appraisal system used for the SMS members in
terms of the PMDS could lead to a manipulation of the appraisal system whereby
SMS members could “influence” the system to their own benefit. The research
also showed that there are definite personally oriented competencies absent
from the PMDS, whereas they are present in the international examples.
The research also showed that certain competencies supporting leadership roles
are strengthened by the international systems, whereas these are absent from
the PMDS and therefore not strengthened. The research further showed that
these leadership roles that are not strengthened by the PMDS, but are included
in the international systems, also coincide with the leadership roles that are not
strengthened from a theoretical perspective.
The research concludes that the CMCs used in the PMDS would probably not
support SMS members to develop competencies that are oriented towards
leadership and organisation development to enable them to really change their
organisation to adapt. / AFRIKAANSE OPSOMMING: Die groot uitdaging wat die Suid-Afrikaanse regering tans in die gesig staar, is
versnelde verbetering van dienslewering om ‘n beter lewe vir alle Suid Afrikaners
te verseker. Een van die doelwitte van die Witskrif op die Transformasie van die
Staatsdiens (1995), is die bemagtiging, uitdaging en motivering van bestuurders
op alle vlakke om versiende leiers, inisieerders en effektiewe kommunikeerders
en besluitnemers te wees, instaat om pro-aktief te reageer op die uitdagings van
die proses van verandering, eerder as om bloot die administrators van reëls en
voorskrifte te wees. Die Witskrif stel ook voor dat nuwe en meer deelnemende
organisatoriese strukture ontwikkel word, ‘n nuwe organisasie-kultuur geskep
word en dat organisasies voortdurend by verandering en diversiteit sal aanpas.
‘n Nuwe prestasiebestuur en –onwikkelingstelsel is gevolglik vir die Senior
Bestuurskader ontwikkel. Die stelsel bestaan uit ‘n gestandaardiseerde stel Kern
Besuurskriteria wat as basis vir prestasie-evaluering gebruik word. Aangesien dit
van Bestuurders verwag word om hul onderskeie komponente te bestuur en die
leiding te neem om gestelde doelwitte te bereik, moet die stelsel vaardighede in
die Bestuurders ontwikkel wat hulle instaat sal stel om wel die doelwitte te bereik
en om leiding te neem om hul organisasies te transformeer om verbeterde
dienslewering te bewerkstellig.
Die vraag ontstaan egter of die gestelde Kern Bestuurskriteria wel
leierskapsvaardighede sal ontwikkel, wat Bestuurders sal benodig om die leiding
te neem ten opsigte van verandering. Die doel van die navorsing is om vas te
stel of die Bestuurskriteria wat in die prestasiebestuur en –
onwikkelingstelsel gebruik word, ook gefokus is op leierskap- en
organisasie-ontwikkelingsvaardighede, wat bestuurders sal benodig om
leiding te neem, teenoor bestuurders wat slegs optree as administrateurs
van reëls en voorskrifte. Die eerste gedeelte van die navorsing analiseer die betekenis van vaardigheid
en die konsepsuele struktuur van vaardighede, ten einde die Kern
Bestuurskriteria te ontleed. Hierna volg ‘n ontleding van bestuurs- en
leierskapsvaardighede in die algemeen, om die teoretiese konteks vir die
ontleding van die Kern Bestuurskriteria in terme van fokus op bestuur en
leierskap te verleen.
In die volgende fase, word die Kern Bestuurskriteria wat as vaardighede in die
Suid-Afrikaanse bestuurstelsel gebruik word, ontleed en bespreek. Hierna word
‘n vergelykende analise gedoen met vaardighede wat in geseleketeerde
internasionale stelsels gebruik word, om verdere konteks te verleen. Die Kern
Bestuurskriteria word daarna ontleed in terme van fokus op bestuur of leierskap,
en ook organisasie-ontwikkeling.
Die navorsing het bevind dat die evalueringstelsel vir die bestuurskader moontlik
deur bestuurders gemanipuleer kan word om hulself te bevoordeel. Die
navorsing het verder getoon dat definitiewe vaardighede wat op die persoon self
gemik is, ontbreek, terwyl dit wel in die internasionale voorbeelde teenwoordig is.
Die navorsing het verder bevind dat die internasionale voorbeelde wel sekere
vaardighede leierskapsrolle ontwikkel en versterk, terwyl dit afwesig is in die Suid
Afrikaanse stelsel. Die navorsing het verder bevind dat die leierskapsrolle wat nie
deur die Suid Afrikaanse stelsel versterk word nie, maar wel deel vorm van die
internasionale voorbeelde, ooreenstem met die leierskapsrolle uit ‘n teroretiese
oogpunt, wat nie deur die Suid Afrikaanse stelsel versterk word nie. Die
navorsing bevind finaal dat die Kern Bestuurskriteria waarskynlik nie die nodige
leierskaps- en organisasie-ontwikkelingsvaardighede in bestuurders sal ontwikkel
nie, wat wel nodig sal wees om organisasies te verander.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/16423 |
| Date | 12 1900 |
| Creators | Rossouw, A. (Andre) |
| Contributors | Schwella, E., University of Stellenbosch. Faculty of Economic and Management Sciences. School of Public Management and Planning. |
| Publisher | Stellenbosch : University of Stellenbosch |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | Unknown |
| Type | Thesis |
| Format | xiv, 180 leaves : ill. |
| Rights | University of Stellenbosch |
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