M.Comm. / The global environment is changing drastically and companies need to respond to this change in order to survive. The concept of shared services has seen its boom in the market as one of the measures to adapt to the ever changing global environment. With the strengthening of the global economy, corporations implement shared services to enhance their competitive advantage. Shared services are implemented for various reasons inclusive of quality, cost, time and economies of scale. The result is changes in processes, technology and culture / people. Change is not easy. People resist as it impacts on culture i.e. the way they currently operate. The introduction of shared services is no different. The changes it leads to create a sense of discomfort thereby leading to resistance. It is, thus, of critical importance to manage the transition of people from the current to the future culture. It has been evident that the softer side of change (people) is the most neglected area when managing change. The study focuses on change management to transform people’s attitudes and behaviours from a functional culture to a service oriented culture. The researcher identified this transition as not successful when introducing shared services, and this forms the research problem. The study is qualitative and exploratory in design with the aim of identifying change management tools and techniques in the implementation of shared services. Various tools have been identified with communication being the most critical tool in managing change. The conclusion drawn is that focus should not only be on the technical areas of change, but involve people as well. No change can be successful without the involvement of the people that are expected to implement it, no matter how sophisticated the processes or technology is.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:uj/uj:6661 |
| Date | 10 March 2010 |
| Creators | Ntsunguzi, Nomihlali |
| Source Sets | South African National ETD Portal |
| Detected Language | English |
| Type | Thesis |
Page generated in 0.0021 seconds