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Creating the ideal organisational culture in a new venture company

M.Comm. / Iscor is the largest iron and steel producer in Africa in terms of crude steel per anum (Bloomberg, 1999). Iscor has two main divisions namely the Mining division and Steel division. The Mining division is responsible for the mining of the raw materials such as iron ore, coal and dolomite. Some of these raw materials are exported and the rest is supplied to the Steel division. Approximate 8,9 million tons of iron ore is exported annually (McKic, 1999). The Steel division converts the iron ore into iron pigs, steel and finish hot and cold rolls at the Newcastle and VanderBijlpark Works. During the financial year ending June 1998 Iscor produced 6,5 million tons of crude steel (Alberts, 1999). The question is sometimes asked; why are some companies able to turn their ideas into appropriate actions, thereby creating a competitive advantage resulting in superior performance? The answer is that successful companies have the specific identities, attitudes, competencies and sets of values and beliefs not possessed by other companies. These attributes of winning companies are collectively known as organisational culture. Organisational culture exists in every organisation and can be either positive and/or negative. One of management's focuses is to change the existing organisational culture into the ideal organisational culture applicable to specifically that organisation. The process of change should be implemented over an extended period of time.

Identiferoai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:uj/uj:10140
Date12 September 2012
CreatorsGoldberg, Hendrik Jacobus
Source SetsSouth African National ETD Portal
Detected LanguageEnglish
TypeThesis

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