Dissertations / Theses on the topic 'Organisational restructuring'
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Grootboom, Linda Henry. "Labour law implications of organisational restructuring." Thesis, University of Port Elizabeth, 2003. http://hdl.handle.net/10948/303.
Full textLane, Simon. "Systems analysts and the restructuring of work." Thesis, University of South Wales, 1997. https://pure.southwales.ac.uk/en/studentthesis/systems-analysts-and-the-restructuring-of-work(25d25c3e-8611-4d6c-a24f-cf7da70516b3).html.
Full textMealor, Tony UNSW. "Catalysts, Continuity and Change: Workplace Restructuring in the Chemical Industry." Awarded by:University of New South Wales, 1999. http://handle.unsw.edu.au/1959.4/17030.
Full textBortey, Emmanuel Borlabi. "Organisational restructuring and change management : a case study of the restructuring of the Christian Council of Ghana." Thesis, Oxford Brookes University, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.324094.
Full textSawers, Andrew Campbell. "The Effects of Perceived Supervisor Support, Organisational Justice and Change Management Strategies in the Context of Organisational Restructuring." Thesis, University of Canterbury. Psychology, 2011. http://hdl.handle.net/10092/5324.
Full textSitlington, Helen. "Impact of downsizing, restructuring and knowledge sharing on retention of knowledge in organisations : implications for organisational effectiveness." Thesis, Curtin University, 2008. http://hdl.handle.net/20.500.11937/1092.
Full textSitlington, Helen. "Impact of downsizing, restructuring and knowledge sharing on retention of knowledge in organisations : implications for organisational effectiveness." Curtin University of Technology, Curtin Graduate School of Business, 2008. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=18868.
Full textConclusions are reached that both formal knowledge sharing and informal networks have a significant impact not only on perceived levels of organisational knowledge but also on post-downsizing/restructuring organisational effectiveness. However, different aspects of knowledge sharing appear to be more significant to Decision Makers and Implementers and Affected Employees. For business, the findings of this research demonstrate a need to concentrate on organisational knowledge during downsizing/restructuring in order to achieve improved outcomes. The findings suggest this can be done through attention to ensuring that intent and interpretation of the decisions and processes involved are open and honest. Assessment of the knowledge present in the organisation and a focus on retention of key individuals with important knowledge is also advisable. Communication of what is planned and inclusion of employees in both planning and implementation were identified as ways in which organisations can do so, thereby promoting distributive and procedural fairness throughout the process. Formal knowledge sharing strategies arose as being important to achieving improved organisational outcomes, particularly to Decision Makers and Implementers. These strategies included identifying, capturing and storing information in ways that are accessible to employees. Documentation of practices and procedures was also found to be important as was careful planning of the change.
Communication, providing training and support to survivors and allowing the necessary time for sharing knowledge were also identified as key strategies. Overall, developing a culture and climate within the organisation that is supportive of knowledge sharing was found to be central to achieving improved organisational effectiveness. Informal networks were identified by Affected Employees as impacting on both perceived levels of organisational knowledge and, indirectly on organisational outcomes. The research indicates the Decision Makers and Implementers and Affected Employees have different perceptions about the role and importance of informal networks. Those implementing downsizing/restructuring may therefore need to examine the structure and operation of informal networks prior to downsizing/restructuring to ensure they are adequately supported during the process. Informal networks may also be utilised to assist in bringing about the change. The findings of this research are important to assist organisations develop best practice approaches to downsizing/restructuring. With increasing acceptance of downsizing/restructuring as a business strategy, this research provides insights into key issues of downsizing/restructuring events and knowledge retention as predictors of improved organisational outcomes.
Nober, Michelle. "The effects of workplace restructuring on job satisfaction." University of the Western Cape, 2014. http://hdl.handle.net/11394/4727.
Full textThis study has been conducted before when the company in question underwent a restructuring (name change) but did not threaten the loss of jobs. This study is being conducted again because another restructuring has taken place over the period of 2011/2012 and involved the retrenchment of employees nationally. The company represented in the study is one of the largest cleaning companies in South Africa and has a very broad and influential client base. They are in high demand in the cleaning industry and have positively impacted many companies and organisations over their many years of existence. Because of the magnitude of the workplace restructuring this time around, more people have been affected (both those who were retrenched as well as those who were left behind). According to Vermeulen, 2002, “Downsizing” is a term that emerged in managerial circles and was used in the business press, but no precise theoretical formulation underpins any clear definition of the term. When hearing the term downsizing, one often will use this together with the term “laying-off” interchangeably. However, some authors will focus on different elements of downsizing for example in reporting on a comprehensive study of downsizing in American industry, Cameron, Freeman and Mishra (1993) limited the term's use to a programme which is an intentional process. This process involves an overall reduction in personnel with a view to improving the efficiency of the organisation. The process wittingly or unwittingly affects work processes at the organisation concerned. According to Hellgren, et al (2005), the attitudinal constructs investigated in this study were job satisfaction, job involvement, organisational commitment, and turnover intention. Job satisfaction represents a general affective response to the overall job situation. Following Locke (1976, p. 1300), we define job satisfaction as “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience”. ...employees who survived downsizing were likely to experience high levels of stress and decreased levels of organizational commitment and motivation. These individuals are often known as the "victims" of downsizing due to research that documents the devastation of job loss, focusing on negative consequences in terms of psychological and physical well-being (Bennett, Martin, Bies, & Brockner, 1995; Cappeili, 1992; Fallick, 1996; Leana & Feldman, 1992). This study inevitably aimed to prove that workplace restructuring very well has an effect or impact on an employee’s job satisfaction, whether these effects were positive or negative. The findings of the study highlighted significant positive correlations between the two variables and highlights strong relationships between employees’ career advancement opportunities and job satisfaction; trust and job satisfaction, communication and job satisfaction, as well as employee commitment and loyalty and job satisfaction whereas trust (2) or employee morale seem to have no significant relationship with job satisfaction.
Vundla, Wendy Thembie. "The impact of an organisational restructuring exercise on the wellness of middle managers in a mining company." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/25228.
Full textDissertation (MCom)--University of Pretoria, 2012.
Human Resource Management
unrestricted
Salie, Ricardo. "The relationship between organisational commitment and turnover intentions during a restructuring process in a hospitality environment." University of the Western Cape, 2015. http://hdl.handle.net/11394/5014.
Full textSet against the tenuous relationship between government (public sector), organisations (private sector) and trade unions, employees’ commitment to the success of their respective organisations are of utmost importance. Heugens and Schenk (2004) maintains stakeholders may oppose restructuring efforts as invariably some constituencies will be likely to lose a strategic advantage as a result of drastic change such as a restructure. This reality has resulted in these stakeholders having to find a common ground to ensure economic competitiveness and longevity of South African organisations. Where this common ground has been elusive, organisations need to find the balance between profitability, environment and its people. According to the King III Report (2009, as cited in Du Plooy & Roodt, 2013) this is referred to as the triple bottom line that is profit, planet and people, which are integrally linked to employee turnover and organisational strategy. Organisational commitment is a key factor to success for organisations in order to obtain and maintain a competitive advantage. Coetzee and Botha (2012) posit that organisations in today’s competitive world require each employee to be committed to the organisation’s objectives and function as an effective team. A competitive advantage is needed to achieve high performance (Nienaber & Masibigiri, 2012). The working world has evolved from one where job security is no longer as prevalent as it used to be. Consequently and understandably, employees’ commitment to their organisations has diminished. Organisations are required to now investigate, understand and put measures in place to grow employee commitment in order have a successful business operation. This study intended to primarily establish whether a relationship exists between organisational commitment and turnover intentions amongst employees in an organisation undergoing restructuring. Additional variables namely age and tenure were used to establish if these variables have any bearing on levels of organisational commitment. The matter of organisational restructuring may act as an antecedent variable to both organisational commitment as well as turnover intentions. An organisational restructuring is likely to have a negative effect on employees’ organisational commitment. Thus, the affective commitment, continuance commitment and normative commitment of employees were also contrasted with turnover intentions. Correspondingly, news of an impending restructure may serve to increase employees’ intentions to terminate employment with the organisation. The sample included 144 respondents (n = 144) from an organisation within the hospitality industry. A method of non-probability, convenience sampling was utilised due to the nature of the study. A Biographical Questionnaire, Organisational Commitment Questionnaire and Turnover Intention Questionnaire were utilised for data collection purposes. The biographical questionnaire aimed to elicit among others important details such as gender, race, age, marital status, qualifications, language preferences and years of service were used for statistical purposes. Once the information was collected, the Pearson data analysis technique and Analysis of Variance technique were used to establish the relationships and differences between the respective variables under investigation. The results in the study indicate that significant inverse relationships exist between organisational commitment and turnover intentions. Significant differences were found in organisational commitment based on age and tenure. Similar statistically significant differences were discovered in turnover intentions according to employees’ age and tenure. Affective, continuance and normative commitment exhibited significant relationships with turnover intentions. The study in closing makes reference to the limitations experienced in the study as well as recommendations for future research especially on organisational commitment and turnover intentions of employees within a restructured or restructuring environment.
Zweni, Tembela. "An assessment of the impact of organisational restructuring on the morale of employees at a selected financial institution." Thesis, Nelson Mandela Metropolitan University, 2004. http://hdl.handle.net/10948/204.
Full textBasson, Bruce Ahswin. "Organisational commitment after a transformation process at a provincial government department." Thesis, University of the Western Cape, 2008. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_4414_1260521840.
Full textOrganisations are by nature, dynamic entities that continuously undergo transformation in response to both internal and external pressures, which are imposed on them (Robbins, Odendaal &
Roodt, 2003). Government departments are by no means immune to these changes, which pose challenges that affect their service delivery. During periods of fundamental transformation, individuals typically experience changes in their levels of organisational commitment, which impacts on effective and efficient service delivery. Organisational commitment as an area of research is one of the factors that could lead to greater morale, strong organisational climate, motivation and productivity in many organisations facing transformation (Salami, 2008). The aim of this study was to investigate the level of organisational commitment after a transformation process at a Provincial Government Department. Recent organisational transformations (both in the private and public sector) have included the redrawing of divisional boundaries, flattening of hierarchic levels, spreading of spans of control, revising compensation, streamlining processes and reforming governance (Ndlovu &
Brijball Parusumar, 2005). The results of the research indicate that employees are moderately committed to the organisation. Statistically significant relationships were found between the dimensions of organisational commitment, except for affective commitment and total commitment which were not significant. 
Furthermore, results indicate that statistically significant differences exist based on the biographical characteristics (namely, gender, race, tenure, marital status, age and job level) but these characteristics do not significantly explain the variance in organisational commitment for this organisation. A limitation of the research is that the sampling composition and research design preclude the results of this study being generalised to other organisations and it is recommended that a stratified random sampling design be utilised for future research.
Ross, Peter, and n/a. "Organisational and Workforce Restructuring in a Deregulated Environment: A Comparative Study of The Telecom Corporation of New Zealand (TCNZ) and Telstra." Griffith University. Graduate School of Management, 2003. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20030930.155125.
Full textRoss, Peter. "Organisational and Workforce Restructuring in a Deregulated Environment: A Comparative Study of The Telecom Corporation of New Zealand (TCNZ) and Telstra." Thesis, Griffith University, 2003. http://hdl.handle.net/10072/367438.
Full textThesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Graduate School of Management
Full Text
Flynn, Ita Noelle. "Organisational restructuring and the work experiences of middle managers : an exploratory study in large manufacturing companies in Britain and Germany." Thesis, London Business School (University of London), 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.396005.
Full textMahloane, Katiso William. "Organisational restructuring and its impact on job satisfaction, career moblity and stress levels of employees at Lesotho Highlands Development Authority." Thesis, University of Fort Hare, 2009. http://hdl.handle.net/10353/188.
Full textAlberts, Rasmus Stephanus. "The effect of organisational restructuring at Xstrata Coal South Africa and its impact on the business culture at the Tweefontein division." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/6097.
Full textENGLISH ABSTRACT: Xstrata Coal South Africa (XCSA) embarked on a restructuring exercise towards the end of 2005 to enable the organisation and its management to adapt to the pressures and requirements of an ever-changing South African coal industry. The executive team of XCSA felt that some of the business units were too large to be effectively managed by one general manager and his/her management team. The Tweefontein and Impunzi business units fell into this category. Further, the executive team felt that the existing organisational structures on the mines were unable to effectively manage the demands coming from an ever-changing coal industry. Most such demands emanated from sustainable development issues: workplace safety, environmental management, health-related concerns to do with the employees and community development around the mines. The restructuring took place towards the end of 2005, not long after the restructuring of the business performance went into decline. The author of this thesis, as the General Manager of the Tweefontein Complex from the beginning of 2006 until mid-2008, was responsible for the day-to-day management of the division at the time. After explaining the need for restructuring, as well as how the structure was changed, the author will describe a comprehensive literature research study. The aim of such a study is to create a common understanding with the reader of the principles relating to culture, leadership and change management. The author then compares the two climate assessments of the organisational culture of the Boschmans Colliery undertaken during 2005 prior to embarking on the restructuring exercise, and of the Tweefontein Complex undertaken during 2007, on completion of the restructuring. Boschmans Colliery employees now constitute most of the underground and surface operations areas of the Tweefontein Complex. The organisational culture of the Tweefontein Complex was found to have been influenced by the restructuring exercise. The author concludes with recommendations on how the organisational culture of XCSA as a whole could be aligned. Chief among the recommendations are that: • A cultural alignment programme should be implemented to create a common organisational culture across XCSA. • A leadership development programme should be implemented to promote the desired organisational culture. • A communication strategy should be implemented to support the cultural alignment programme. • A branding campaign should be launched to strengthen the image of XCSA within the surrounding community.
AFRIKAANSE OPSOMMING: Xstrata Coal South Africa (XCSA) het aan die einde van 2005 besluit om die besigheid te herstruktureer om aan te pas by die veranderende aard van die Suid-Afrikaanse steenkoolindustrie. Die gevoel van die uitvoerende komitee was dat sekere van die besigheidseenhede te groot was om effektief deur een algemene bestuurder, bestuur te word. Die Tweefontein- en Impunzi-besigheidseenhede het in die kategorie geval. Verder het die uitvoerende kommitee gevoel dat die bestaande bestuurstruktuur per myn nie voldoende was om al die verwagtinge vanuit 'n vinnig veranderende steenkoolindustrie effektief te kan bestuur nie. Die vernaamste verwagtinge van die vinnig veranderende industrie was die vanuit die veld van Volhoubaarheid, naamlik veiligheid op myne, omgewingsbewustheid, gesondheid van die werknemers, sowel as die opbou van die gemeenskap. Die herstrukturering het aan die einde van 2005 plaasgevind en nie lank na die herstrukturering nie het die prestasie van die besigheid drasties afgeneem. Die skrywer was die Algemene Bestuurder van die Tweefontein Complex vanaf die begin van 2006 tot die middel van 2008, en was verantwoordelik vir die dag-tot-dag-bestuur van die afdeling. As deel van die studie sal die skrywer eerstens poog om die redes vir die herstrukturering te gee en ook hoe die nuwe struktuur daar uitsien. Tweedens sal die skrywer 'n deeglike literatuurstudie verskaf om 'n gemeenskaplike verstandhouding tussen die skrywer en die leser oor die beginsels van kultuur, leierskap en veranderingsbestuur te skep. Derdens sal die skrywer die resultate van twee klimaatstudies ontleed wat op die besigheidskultuur van die Boschmans-steenkoolmyn in 2005 voor die herstrukturering gedoen is en een wat in 2007 op die Tweefontein Complex na die herstrukturering gedoen is. Die werknemers van die Boschmans-steenkoolmyn maak tans die grootste gedeelte van die Tweefontein Complex se ondergrondse en aanleg- en logistieke afdelings uit. Na aanleiding van die analise van die twee klimaatstudies, bevind die skrywer dat die herstrukturering 'n daadwerklike invloed op die kultuur van die Tweefontein Complex gehad het. Die skrywer maak dan na gelang van sy bevindinge aanbevelings oor hoe die kultuur van Xstrata Coal South Africa (XCSA) as 'n geheel belyn kan word. Sy belangrikste aanbevelings is as volg: • Die implementering van 'n kultuurbelyningsprogram om 'n gemeenskaplike besigheidskultuur regoor Xstrata Coal South Africa (XCSA) daar te stel. • Die implementering van 'n leierskapsontwikkelingsprogram wat belyn is met die verlangde besigheidskultuur. • Die implementering van 'n kommunikasiestrategie wat die kultuurbelyningsprogram ondersteun. • Die loodsing van 'n Xstrata Coal South Africa (XCSA) bemarkingsveldtog am Xstrata Coal se beeld in die gemeenskap te bevorder.
Blacky, Nosipho. "Organization management challenges of national heritage institutions in South Africa : a case study of the Robben Island Museum (RIM)." University of the Western Cape, 2012. http://hdl.handle.net/11394/5083.
Full textIn January 1997, Robben Island Museum (RIM) opened its doors to the public as a tourist destination. This was done without any formal management structure or strategic planning, to cope not only with its mandate as the first National Museum of the new democratic South Africa, but also to meet the demand of the great interest of visitors to see this prison where the icon of the liberation struggle, Nelson Mandela was incarcerated for 27 years. This operational take-off without formal administrative management structure and strategic planning was understandable given the social and political transitional climate in the country. The effect thereof as the old adage states ‘failure to plan is planning for failure’ seems to hold true for RIM who is struggling to become a well-managed national heritage site. RIM over the years have been beset with governance and management challenges and enjoyed continual bad publicity. The study’s aim was to bring an understanding of what the major governance and managerial challenges were and to make recommendations to address those. The study was guided by a central research question namely What were the administrative and management challenges of RIM and in what ways did it impact on the operational effectiveness of RIM as a national museum and World heritage site. A number of findings emanated from the study. A key one was that clarity of roles and responsibilities of the council and the management is required. Furthermore, the vision and mission of RIM must inform the formulation of strategies to give effect thereto. This in turn must be the base for the development of an appropriate organisational structure to implement the strategies. A number of recommendation stems from the research. An important one was that appointment must be on the basis of ‘fit for purpose’. This means that staff with the right skills and capacity should be appointed as a matter of priority. In conclusion, the findings of the study could be used by other heritage organisations faced with similar organisational challenges.
Robben Island Museum Training and Development Staff Bursary
Kidson, Renee Louise. "Army in the 21st Century and Restructuring the Army: A Retrospective Appraisal of Australian Military Change Management in the 1990s." Thesis, Canberra, ACT : The Australian National University, 2016. http://hdl.handle.net/1885/117069.
Full textBaraldi, Stephan. "Union mergers in times of restructuring : a psychological approach /." Stockholm : Department of Psychology, Stockholm University, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-7669.
Full textBae, Kyu-sik. "Work organisation and the restructuring of the telecommunications in British Telecom and Korea Telecom." Thesis, University of Warwick, 2000. http://wrap.warwick.ac.uk/40591/.
Full textSimelane, Bonisiwe P. "The impact of restructuring on organisations : a case study on Swaziland Post and Telecommunication Corporation." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/14634.
Full textThis paper is focused on corporate restructuring, particularly organisational restructuring, with emphasis on Swaziland Post & Telecommunications Corporation, during the period from 2001 to 2006. Its main concern is the implication of such restructuring especially on the employees and how this change impacted on the set goals of the corporation. It is clearly stated that this restructuring was viewed differently by all employees concerned and interviewed, as issues of discontent and mistrust on the previous leadership were sighted. There was a clear indication therefore that, issues of lack of communication from previous management, to all employees played a major role in encouraging low staff morale. There was also significant evidence that much of the restructuring took place mainly to increase the corporate financial performance. However this perpetuated a more disgruntled workforce, which was strained, stressed and in constant limbo of whether the company would continue as a going concern. Issues of job security also were a resultant of the disgruntled and stressed workforce. The researcher then discussed what happened at Swaziland Post & Telecommunication, with reference to past research studies of similar or related nature. Leadership and change management are thoroughly discussed, in order to give light to what the role of leadership and change management strategies play when an organisation undergoes restructuring.
Parry, Jane Margaret. "Class and identity processes : restructuring in the (former) coalmining communities of the South Wales Valleys." Thesis, University of Southampton, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.326802.
Full textGethin-Jones, Rachel. "The impact of employee perceptions and organisation-related employee attributes on employee outcomes after restructuring /." St. Lucia, Qld, 2004. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17814.pdf.
Full textMcGill, Ian James. "Restructuring the organisation of the local state socialism and bureaucracy within the Greater London Council." Thesis, University of Bristol, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.330161.
Full textRamirez, Matias. "Innovation in production and the restructuring of work organisation and employment in the telecommunications service sector." Thesis, University of Manchester, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.488104.
Full textKapp, Ashley. "An analysis of restructuring and work design used by manufacturing organisations in response to changing global forces." Thesis, Port Elizabeth Technikon, 2004. http://hdl.handle.net/10948/145.
Full textTooke, Janet. "A cut too deep? A qualitative enquiry into the experience of multiple organisational restructurings in the South African oil industry: a case study." Master's thesis, University of Cape Town, 2017. http://hdl.handle.net/11427/27556.
Full textThamae, Katiso V. "The role of leadership during business process re-engineering in organisations : 'evaluation of the restructuring process at the Lesotho National Development Corporation'." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53680.
Full textENGLISH ABSTRACT: Business Process Re-engineering (BPR) has been undertaken by many organisations with the hope of dramatically improving their competitive position. In most cases however, this undertaking has been a failure. For the success of the BPR, organisational and people issues are of critical importance and cannot be overlooked, as often is the case. Many organisations have not recognised the fundamental need of fully addressing the "soft people issues" during their re-engineering exercises. The ability of the Management team and Management Consultants to filter through these soft issues is of critical importance to the success of the BPR. This study discusses leadership as the first topical issue. Within the parenthesis of LNDC, it then explores the leadership skills required by management of this institution. Leadership is intensely studied from the traits models, situational, consistency models to the transformational leadership styles. Change leadership forms an important basis of the discussions. Organisational culture is one important aspect that has to be considered during change initiative. Crafting and creating appropriate organisational culture forms the centrepiece of leaders' consideration during organisational change. The ability of a leader to create shared values within the organisation leads to building a strong corporate culture that distinguishes between organisations. The McKinsey's seven S model provides a firm framework for most changing organisations. This model illustrates how the soft, yet important issues powerfully impact the BPR process. All of these namely, strategy, structure, systems, style, skills, staff and shared values, are equally important and if any one of them is not properly aligned with the rest, the whole change process may become a failure. This model impacts all seven S's of the organisational dimension and is driven by strategy. Communication on the other hand forms another important element of the discussions. This study shows that without proper communication during organisational change, the whole change process can become a complete failure. The ability of a leader to disseminate intended information appropriately to the employees requires one to have skills and communication methods that are applicable to that particular organisational setting. After undertaking a survey at the LNDC, the researcher concluded that management, at this corporation lacks leadership skills necessary for managing change in an organisation. Recommendations have been made suggesting that the either the CEO be replaced or trained in leadership skills. This would help the organisation to successfully implement the intended change process.
AFRIKAANSE OPSOMMING: geen opsomming
Huzell, Henrietta. "Management och motstånd : Offentlig sektor i omvandling - en fallstudie." Doctoral thesis, Karlstad University, Division for Business and Economics, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-1410.
Full textThis case study focuses on the intentions of public sector transformation. In particular, on a Swedish public authority, the National Rail Administration (NRA) this is studied and analysed. As in other parts of the Swedish public sector, the management of this authority is planning and executing ‘marketisation’ reforms. Parts of NRA’s monopoly are to be ended and to be guided by the market. The aim of the study is to examine how conflicts between management and employees are shaped according to the changes taking place. Firstly, the study assesses how management interprets the new demands put upon the organisation and translates them into action. These actions illustrated as changes from 'monopoly to market' in order to be a legitimate business competitor; from ‘bureaucracy to flexibility’ in order to enhance competence and changing employees' identities from 'technique to tactic' in order to serve the customer properly
The study then examines the management-driven implementation of these reforms; and how the employees respond to the changes from a resistance perspective. The discussion highlights what happens when the new management-driven organising principles meet the old, technology-oriented principles of employees. This contributes to a deepened understanding of why organisational changes made in the name of ‘market’, ‘flexibility’ and ‘customer’ meet resistance in the public sector. From a resistance perspective the changes are understood as ‘rationalisation’, work intensification’ and increased ‘individual control’, which per se leads to undermining of the traditional safety culture and technical skills. The customer orientation is met with highly ironic attitudes and interpreted as ‘infantilisation’ of the employees.
The concluding remarks are that conflict and antagonism is ever present in organisations and in this case manifest in three domains, legitimating, restructuring and revaluating, and between management perspective and resistance perspective.
Myles, Janet. "Exploring the restructuring of special educational needs in one local authority with a particular focus on the impact on school leaders." Thesis, University of Sussex, 2012. http://sro.sussex.ac.uk/id/eprint/39613/.
Full textBellagamba, Gauthier. "Qualité de vie au travail et environnement organisationnel : études qualitatives et quantitatives sur les personnels en établissement de santé." Thesis, Aix-Marseille, 2016. http://www.theses.fr/2016AIXM5028/document.
Full textAIM. These researches examined the association between quality of work life (QoWL) and organizational factors within health care workers. METHOD. Two studies by questionnaires and two studies by semi-structured interviews were conducted. Studies by questionnaires explored the professional psychosocial characteristics (JCQ), quality of life (SF-12) and psycho-organizational constraints (NWI-EO). The interviews focused on the work organization, the work environment, the interpersonal relationships and the influence of work on health. RESULTS. A total of 452 professionals participated in the studies by questionnaires and 36 professionals were interviewed. Professionals who lived a department relocation have presented an increase of job strain associated with social isolation and declared greater constraints concerning the lack of communication as well as team relationships. In our population, the other main factors associated with the degradation of psychosocial characteristics and quality of life are to work more than two weekends a month, to be regularly on call, to work in non-functional environments and to do not participate in regular meetings. CONCLUSION. These results call the hospital management to design more appropriate communication processes, to provide a good balance between professional and personal life as well as an ergonomic and functional environment
Sooklal, Sandra Sanyagitha. "The structural and cultural constraints on policy implementation a case study on further education and training colleges in South Africa /." Thesis, Pretoria : [s.n.], 2004. http://upetd.up.ac.za/thesis/available/etd-03302005-114248.
Full textBelbachir, Walid. "L'établissement des chemins de fer dans les Balkans à l'époque ottomane : structuration de l'espace et organisation des échanges (1856-1913)." Thesis, Aix-Marseille, 2017. http://www.theses.fr/2017AIXM0449.
Full textReaching the East : this is undoubtedly one of the obsessions of the West. Maybe Alexander the Great's conquests contributed to forge this quasi-mystical aim. Wherever it comes from, the XIXth century is the one of its rationalization. Inventions such as steam locomotive and steamship allow to begin a global networking process. On five continents, villages, cities and ports, are progressively interconnected, generating a globalization of human and trade flows. This movement is orchestrated by the major European powers, whose expansion is based on the conquest of new markets and on the importation of natural resources required for their development. London and Mumbay play at that time a pivotal role, allowing to reroute flows in circulation at the inter-continental scale. Between these two major cities, Suez is an unavoidable crossing point between the Mediterranean and the Red Sea. During the second half of the XIXth century, the Balkan space is progressively integrated to this world-system. In that region, the introduction of railway induces a radical restructuring of power relations, whether political, economical or military. For this reason, the establishment of railways in the Balkans results from an interlacing of influencing strategies, articulated at various scales. This thesis sets out to highlight them
Ahoua, Désiré. "Le nouveau droit de la restructuration des sociétés commerciales des pays de l'OHADA, comparaisons avec le droit français." Thesis, Bordeaux, 2015. http://www.theses.fr/2015BORD0005/document.
Full textIn a context of globalization, the african companies have to adapt themselves permanently to economic legal or social contingencies. Conscious of that reality, african legislator set up within the OHADA reform legal measures to allow theme acclimatize to the tendencies and markets pression : the restructuring law which design all the technicals proceedings conceived by the legislator to reorganize the company. Those technicals was inspirated by French law restructuring which has been reorganized. The confrontation of both systems allows to notice that if in the fundamental principles they are the same objectives consisting in substainability of companies for their growth or their survival there are however pratical and technical differences materialized by the recents french reforms
Coupaud, Marine. "Mondialisation, conditions de travail et santé." Thesis, Bordeaux, 2016. http://www.theses.fr/2016BORD0139/document.
Full textThis thesis aims at exploring to what extent globalization, through its diversecomponents, impacts the health of European workers. In a first part, we expose the socio-economicconsequences of this multi-faceted phenomenon. In a second part, we show that internationalcompetition, one of the essential components of globalization, is a risk factor for non-skilledworkers. Nevertheless, individual and organizational factors are the most likely to explain mentaland physical disorders prevalence in the population as a whole. Globalization also implies newpractices linked to firms’ internationalization strategy, another component of globalization. Weunderline that workers must acquire the skills to stay attractive in a constantly changing worldand they do not find much support in their companies. In a third part, we show that globalizationenhances the surge of the service sector in industrialized countries. In addition, the leanmanagement is implemented in those sectors and competitive pressure increases. These changesimpact the way the work is performed. Within this context, the health of workers deterioratesbecause they are exposed to changing risk factors, among them: intense of work related tointerpersonal relationships. Finally, we find that the Corporate Social Responsibility comes as ananswer to improve workers’ health and as a consequence, firms’ social and financial performance
Mangolela, Kgomotso Faith. "To explore the relationship between organisational restructuring and organisational culture at MES." Thesis, 2014. http://hdl.handle.net/10539/15513.
Full textWilson, Anine. "The effect of restructuring business units on organisational climate." Diss., 2015. http://hdl.handle.net/10500/19069.
Full textIndustrial and Organisational Psychology
MCOM (Industrial and Organisational Psychology)
Gobey, Michelle. "Implications and effectiveness of information management while restructuring an organisation." Thesis, 2008. http://hdl.handle.net/10210/798.
Full textProfessor A.S.A. du Toit
Isaacs, Gavin Gabriel. "The role of effective change management and psychological capital on organisational behaviour during organisational restructuring : a cross-sectoral study." Thesis, 2018. http://hdl.handle.net/10500/24849.
Full textBusiness Management
DBL (Business Leadership)
Pillay, Saloschini. "Psychosocial effects of organisational restructuring : a study among non-academic staff at the University of Durban-Westville." Thesis, 1998. http://hdl.handle.net/10413/3549.
Full textThesis (M.Sc.)-University of Durban-Westville, 1998.
蔡文杰. "A Study on the Sensitivity to Elementary Schools’ Management Chaos & the Restructuring of Organisational Power Relations." Thesis, 2001. http://ndltd.ncl.edu.tw/handle/58684410510496206234.
Full text國立台北師範學院
國民教育研究所
90
A Study on the Sensitivity to Elementary Schools’ Management Chaos & the Restructuring of Organisational Power Relations Abstract The purpose of this study is to investigate the cognitive chaos sensibility to elementary schools’ management and the restructuring of the organisational power relations. Propelled by four motives, this study encompasses the following five concrete points: 1.To examine the cognitive sensibility to the current management’s chaotic phenomena as well as the substance and status of restructuring of the power relations; 2.To understand the differences of the cognitive sensibility to school’s managerial chaos and the cognition to restructuring of the organizational power relations by teachers with different background variants. 3. To understand the relations between the cognitive sensibility to the current management chaos and restructuring of the power relations; 4.To predict on the cognitive sensibility to the current management chaos and restructuring of the power relations; 5.Based on the results of this study, propose suggestions for the reference of education administrative authorities, elementary school administrations and future studies. To attain the aforesaid objectives, this study examines the relevant literature “School Management Chaos Sensibility” and “Restructuring of School Organisational Power Relations”, and incorporates the theories thereof as the foundation of this study in structuring this study. Based on which, a questionnaire survey is devised, entitled “Elementary School Management Cognitive Chaos Sensibility & School Organisational Power Relations Restructuring”, for gathering related data. The study subjects are elementary school teachers in the four areas of Taipei County, Taipei City, Taoyuan County and Keelung City. The initial understanding is to find out the current status of the school management’s cognitive sensibility and the restructuring of power relations. Investigation is then made on the different teacher population variants and school background variants’ influence on the cognitive sensibility and power relations restructuring. Further analysis is made on the variances ensued from the teachers’ varied degrees of awareness of school management sensibility and power relations restructuring, followed by analysis on the management cognitive sensibility and power relations restructuring. Finally, projections are made on the management cognitive sensibility and power relations restructuring. The study tool, the questionnaire “Elementary School Management Cognitive Sensibility & School Organisational Power Relations Restructuring”, covers the three parts of basic information, separate questionnaires on the management cognitive sensibility and the power relations restructuring. In preliminary survey, 156 respondents are found to be credible and effective. Factor analysis, cumulative differences and credibility analysis are adopted in evaluating the credibility and effectiveness of the preliminary questionnaires, which yield 630 effective specimens. Descriptive statistics, t-test, variant analysis, cumulative differences analysis, multifaceted incremental retrograde analysis are then employed in deriving the following conclusions: 1.The total points the teachers’ cognition scaled on the questionnaire “School Management Cognitive Sensibility” rated high middle level. Among the sectional scores, “complexity sensibility” is the highest, followed by “reciprocal mechanism sensibility”, “return corresponding sensibility”, “novelty attraction sensibility” and “butterfly effect sensibility” in the order. The lowest is “non-linear sensibility”. 2.The total points the teachers scaled on the questionnaire “School Organisational Power Relations Restructuring” rated middle level. Among which, “operational structure” is the highest, followed by “operational main body”; the lowest is “interactive mode”. 3.Whereof the teacher population variants and school background variants, gender, age, highest education, current position, school scale and school history are rated significant to the differences on awareness of school management sensibility. Only service seniority does not reached the significant level. 4.Of the teacher population variants and school background variants, gender, age, highest education, service seniority, current position, school scale and school history all show significant difference on the power relations restructuring. 5.With the teachers’ awareness of the school management cognitive sensibility, the scores reveal significant differences on the three sets of low, middle and high in the overall restructuring of school organisational power relations and directions of restructuring of school organisational power relations. At the same time, be it in “overall restructuring of the power relations” or “directions of restructuring power relations”, the high score sets are apparently superior to the middle and low sets, while the middle set is superior to the low. 6.School management’s cognitive sensibility and the various aspects show affirmative relations to the management power relations restructuring and the various aspects, namely the higher leadership behaviours the teachers demonstrated in the “non-linear sensibility”, “butterfly effect sensibility”, “novelty attraction sensibility”, “return corresponding sensibility”, “complexity sensibility”, and “reciprocal mechanism sensibility”, the higher are the “operational main body”, “interactive mode”, and “operational structure” of the school power relations restructuring. 7.In examining the various factors of school management cognitive sensibility, the five factors of “novelty attraction sensibility”, “complexity sensibility”, “butterfly effect sensibility”, “non-linear sensibility”, and “reciprocal mechanism sensibility” have the optimal collective projective efficacy on the power relations restructuring, particularly of “novelty attraction sensibility”. Finally, the results above of this study are analysed, discussed in deriving conclusions and suggestions for the reference of education administrative authorities, elementary school administrations and future studies in the hope of elevating the local research standards.
Van, Graan Johannes Gerhardus. "South African policing in transition : evaluating the impact of the restructuring process on the family violence, child protection and sexual offences unit." Thesis, 2008. http://hdl.handle.net/10500/2635.
Full textPolice Science
D. Litt. et Phil. (Police Science)
Bruyns, Hennie 1959. "Organisasievernuwing : 'n penologiese perspektief." Diss., 1999. http://hdl.handle.net/10500/18505.
Full textDie tradisionele benadering tot bestuur het die Suid-Afrikaanse korrektiewe sisteem sedert sy ontstaan gedomineer. Die vraag wat ontstaan, is of daar enige praktiese, werkbare altematiewe is, veral omdat die huidige strategiese ingesteldheid, argitektuur en menslike hulpbronne onder verdenking is. Hierdie navorsing bevestig die vermoede dat 'n nuwe benadering tot strategie, struktuur, kultuur, bestuursfilosofie, werkspraktyke en mense te voorskyn kom en dat dit alleenlik gemobiliseer kan word deur organisasievernuwing. 'n Penologiese sisteem wat 'n deelnemende bestuursbenadering aanvaar, sal as 'n wereldleier geklassifiseer word.
The traditional approach to management has dominated the South African correctional system since its conception. The question arises whether there are any practical workable alternatives, especially as the present strategic intent, architecture and human resources are under suspicion. This research confirms the supposition that a new approach to strategy, structure, culture, management philosophy, work methods and people is emerging and that this approach can be enabled only by organisational renewal. A penological system that adopts a participative management approach would be classified as a world leader.
Penology
M.A. (Penology)
Van, den Berg Marius Johan. "South African multinational pharmaceutical organisations : facing change and future challenges in a managed health care environment." Thesis, 2002. http://hdl.handle.net/10500/1130.
Full textBusiness Management
D.B.L.
Walton, Elizabeth Lockhart. "The role of education managers in implementing a policy of inclusion in independent Christian schools." Diss., 2002. http://hdl.handle.net/10500/818.
Full textEducational Leadership and Management
M. Ed. (Education Management)
Martin, Aurélie. "The Paris Club's approach to debt restructuring : how? How much? And why? /." 2007. http://www.gbv.de/dms/zbw/538959878.pdf.
Full textPlaatjie, Richard Sebeka. "The reactions of student organisations at the former Rand Afrikaans University to the restructuring of higher education." Thesis, 2008. http://hdl.handle.net/10210/582.
Full textMs. Carina van Rooyen
Govender, Krishnasami Periasamy. "The influence of a changing school environment on school management." Thesis, 1997. http://hdl.handle.net/10500/16866.
Full textEducational Leadershiup and Management
D. Ed. (Educational Management)
Paterson, Tanya. "Disenfranchised workers : a view from within the public service." Thesis, 2011. https://vuir.vu.edu.au/21317/.
Full text