Thesis (MBA)--Stellenbosch University, 2000. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: Since 1994 the world has been opening up for South Africa, leading to the
consequent issue of globalisation of trade. Not only have many of the old political
orders gone but also so too have many of the old trade groupings. With the
coming of globalisation the days of limited competition are over and the new
business environment is far more open and dynamic. Since the world and its
commercial activities are different, a different organisation needs to be created,
the traditional ones simply do not survive the new circumstances.
The resurgent interest in developing executive talent has been stimulated in
recent years by various events and a lot of wishful thinking. It was not lost on
corporate America that the leadership styles that had seemed so effective in the
twenty or so years after World War II were inadequate in a later, convulsive era
characterized by global competition, deregulation, economic upheaval,
technological revolution, the end of the Cold War and other developments that
ended the seemingly halcyon days. Wherever one looked, it seemed, there was
a shortage of leaders who could navigate the storms, and company after
company, legend after legend, stumbled, floundered, and sometimes died
altogether.
Many factors determined the success and failure of corporate struggles, only one
of which was the quality of leadership. But it did seem that the inability of many
companies to adapt was abetted by inadequate leadership, and it was at least
plausible to assume that a different kind of leader was needed. Wisely or not, in
times of crisis we want leaders to take charge, then we hold them perhaps more
responsible for events, good and bad, than is actually merited. The massive
dislocations of the last thirty years, driven by deregulation, globalisation, and
competitive pressures, led to a widely perceived shortage of leaders who had the
skills to handle change effectively.
lscor embarked on a process of re-engineering (Project Apollo) towards the end
of 1997, primarily to identify and redesign the core processes to enable Iscor to
become a competitive player in the international markets. During the reengineering
project various project teams worked on various core processes.
Succession Planning referred to as Organisational Planning in this project, was
one of the Human Resources (HR) core processes. The design was completed
during 1998 and the implementation has now been in progress for a period of
one year. The focus of this study project is to document the implementation of
the model and the problems experienced while implementing a theoretical model
as a case study. / AFRIKAANSE OPSOMMING: Die wêreld het vanaf 1994 oopgegaan vir Suid Afika wat daartoe gelei het dat
Suid Afrika deel geword het van die wêreld handel. Die vorige politieke
dispensasie en sekere handels blokke bestaan nie meer nie. Met die koms van
wêreld handel is daar nie meer beperkte kompetisie nie en is die nuwe
besigheidsomgewing baie meer oop en dinamies. Omdat die wêreld en die
handelsomgewing verander het, moet 'n nuwe organisasie geskep word. Die
tradisionele organisasie sal nie oorleef in die nuwe omstandighede nie.
Die hernude belangstelling in die ontwikkeling van bestuurstalent is gestimuleer
deur verskeie gebeure en 'n klomp denkbeeldige denke. Korporatiewe Amerika
het besef dat die leierskapstyle wat so effektief was in die twintig of so jaar na die
tweede wêreld oorlog, nie meer so relevant is in die huidige era wat gekenmerk
word deur internasionale kompetisie, deregulasie, ekonomiese opbou,
tegnologiese revolusie, die einde van die koue oorlog en ander ontwikkelings wat
'n einde gebring het aan die goeie ou dae. Waar 'n mens ook al kyk is daar 'n
tekort aan leiers wat die pad kan vind deur die storms en organisasie na
organisasie, legende na legende het gekwyn, gestruikel en partykeer heeltemal
verdwyn.
Daar is baie faktore wat die sukses of mislukking van organisasies bepaal,
waarvan slegs een die kwaliteit van leierskap is. Dit wil egter voorkom of die
onvermoë van organisasies om aan te pas tot 'n mate veroorsaak is deur
onvoldoende leierskap en is dit logies om aan te neem dat 'n ander tipe leier
nodig is. Wyslik of nie, in tye van krisisse wil ons hê dat leiers moet beheer neem
en hou ons hulle somtyds vir meer verantwoordelik as wat regverdig is. Die
massiewe hestruktuerings die afgelope dertig jaar wat gedryf is deur deregulasie,
globalisering en kompeterende druk het gelei tot 'n wyd waargenome tekort aan
leiers wat die vaardighede het om verandering effektief te hanteer.
Iscor het teen die einde van 1997 begin met 'n proses van herstruktuering
(Projek Apollo) ten einde die kern prosesse te identifiseer wat lscor in staat sal
stel om kompeterend in die internasionale markte te wees. Gedurende hierdie
herstruktuerings proses het daar verskeie spanne gewerk aan die verskillende
kern prosesse. Opvolgbeplanning, wat bekend staan as Organsisasie
Beplanning in hierdie projek, was een van menslike hulpbronne se kern
prosesse. Die ontwerp was voltooi gedurende 1998 en die implementasie is nou
in proses vir een jaar. Die fokus van hierdie studie projek is om die
implementering van hierdie model asook die probleme wat ondervind word met
die implementering van 'n teoretiese model te dokumenteer in 'n gevalle studie.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/49674 |
| Date | 12 1900 |
| Creators | Meiring, Nico Francois |
| Contributors | Denton, Mario, 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 | English |
| Type | Thesis |
| Format | 74 p. : ill. |
| Rights | Stellenbosch University |
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