Dissertations / Theses on the topic 'Organisational restructuring'
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1
Grootboom, Linda Henry. "Labour law implications of organisational restructuring." Thesis, University of Port Elizabeth, 2003. http://hdl.handle.net/10948/303.
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It is beyond debate that each job lost due to restructuring means a lost taxpayer, and hence lost tax revenue, more poverty and increased crime. South Africa and the world at the large have to deal with this problem head – on in view of the acute need to better the lives of people and encourage investment. Technological advancement should be embraced and used to benefit people and stimulate economies, and that is further challenge in its own right. In Chapter 8 of the White Paper on Transformation of the Public Service dated 15 November 1995 (hereinafter, the White Paper), it is said that: “The Government of National Unity has embarked upon a concerted and comprehensive programme of administrative restructuring and rationalisation (my emphasis) with the object of: (a) Creating a unified and integrated service. (b) Creating a leaner and more cost-effective service.” Various strategies are listed in the White Paper, and the fundamental approach advocated is to right size, adjust remuneration structures, retrench and contract – out services.
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Lane, 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.
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This thesis sets out to examine contemporary organisational restructuring. In particular it documents and examines the role of engineers and systems analysts in designing and delivering new technologies and work systems. On the basis of fieldwork observations and detailed cross sectoral interviewing of over three hundred personnel in over sixty organisations, the thesis documents the kind of restructuring that is taking place and who is involved in the process. Whilst examining the role of trade unions, management and engineers within this process of restructuring the key focus is systems analysts - who hitherto, have remained a largely uncharted and under-researched group of workers. Through fieldwork, interviews and literature reviews the thesis highlights who systems analysts are and what is involved in the process of systems analysis and design. The thesis, First, documents and offers a critical assessment of the process of business restructuring and some of the key attempts to theorise this process. Second, it documents and examines a series of methods, values and techniques which constitute a design culture, or referral point, from which engineers and analysts interpret what is in the organisations interest, make sense of their own work, pass judgement on their designs and assess their relationships to others involved in the design process. Third, through an analysis of the tools and techniques used for systems analysis and design the thesis demonstrates that there is a profound contradiction between, on the one hand, attempts to develop tools and techniques to more accurately embody the social in the technical and, on the other hand, the influence which prevailing property relations and configurations of power have on the tools and techniques used in systems design. This influence is manifest in the continued existence of a software bottleneck and in system failure and user dissatisfaction. Fourth, the thesis highlights the nature of union involvement in the design process and demonstrates some of the key issues and concerns unions face in the 1990s. Finally, the thesis assesses a number of key attempts to analyse the class position of' intermediate strata' and demonstrates, on the basis of fieldwork studies and interviews the class position of engineers and systems analysts and how this influences the types of technologies and systems these groups design.
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Mealor, 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.
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The thesis describes and analyses a long-term transformative change program conducted at ICI (Australia) Botany Site between the years 1987 - 1997. The change program is unusual in that, after a massive and destructive confrontation between management and the unions, a new collaborative approach to change was developed which led to significant organisational renewal. Change interventions developed in the program have diffused through Australian industry over the decade. The program is analysed within the framework of a theoretical model which describes a path taken towards achieving a capable organisation which can sustain productive performance. The thesis uses evidence from the case to investigate issues of management style, governance, flexibility, 'bundled interventions', productivity, work organisation, downsizing, reward systems, skills acquisition and self-managed teams. A theoretical model of organisational change is developed which suggests how the treatment of these contingencies can lead to organisational capability.
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Bortey, 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.
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Sawers, 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.
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This study sought to further our understanding of the antecedents of employee perceptions of organisational justice in the context of organisational restructuring. As such, this study focussed on the previously under-researched change management practices of support for downsizing victims and organisational communication quality, and the similarly under-researched organisational justice dimensions of interpersonal and informational justice, while also hypothesising a moderating effect of perceived supervisor support between these two sets of variables. Using an online survey, a total of 234 employees from a large New Zealand organisation in the Education sector were invited to participate in the study, with 71 volunteering to complete the online survey. The results showed no moderating effects of perceived supervisor support, but did show strong, significant main effects of victim support and communication quality on both interpersonal and informational justice. These findings highlight the importance of change management practices in maximising positive outcomes post-restructuring for the organisation and its employees.
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Sitlington, 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.
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This research considers the organisational factors and processes that impact on knowledge retention and subsequent perceptions of organisational effectiveness during downsizing/restructuring events. By exploring these relationships, the research seeks to help organisations facing downsizing/restructuring to identify best practices to support employees during the process and achieve positive organisational outcomes. The thesis presents a detailed review of the literature in the field of downsizing and organisational restructuring, together with knowledge, knowledge sharing and organisational effectiveness. A conceptual framework and hypotheses, informed through the literature and qualitative focus group process, were developed for testing. Data were collected from 81 organisations, drawn from both the private and public sectors. Analyses enabled detailed consideration of the impact of perceived levels of organisational knowledge on perceptions of post-downsizing/restructuring organisational effectiveness. The significance of relationships between downsizing/restructuring events, both decisions and processes, and knowledge sharing in organisations undergoing downsizing/restructuring were also examined. Findings indicate the need for open and honest relationships between managerial (Decision Makers and Implementers) and non-managerial employees (Affected Employees) in order to achieve successful organisational outcomes. The impact of knowledge sharing on organisational knowledge was assessed by studying the extent of both formal knowledge sharing and informal networks present in respondent organisations. The direct impact of knowledge sharing on organisational outcomes was also analysed and discussed.Conclusions 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.
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Sitlington, 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.
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This research considers the organisational factors and processes that impact on knowledge retention and subsequent perceptions of organisational effectiveness during downsizing/restructuring events. By exploring these relationships, the research seeks to help organisations facing downsizing/restructuring to identify best practices to support employees during the process and achieve positive organisational outcomes. The thesis presents a detailed review of the literature in the field of downsizing and organisational restructuring, together with knowledge, knowledge sharing and organisational effectiveness. A conceptual framework and hypotheses, informed through the literature and qualitative focus group process, were developed for testing. Data were collected from 81 organisations, drawn from both the private and public sectors. Analyses enabled detailed consideration of the impact of perceived levels of organisational knowledge on perceptions of post-downsizing/restructuring organisational effectiveness. The significance of relationships between downsizing/restructuring events, both decisions and processes, and knowledge sharing in organisations undergoing downsizing/restructuring were also examined. Findings indicate the need for open and honest relationships between managerial (Decision Makers and Implementers) and non-managerial employees (Affected Employees) in order to achieve successful organisational outcomes. The impact of knowledge sharing on organisational knowledge was assessed by studying the extent of both formal knowledge sharing and informal networks present in respondent organisations. The direct impact of knowledge sharing on organisational outcomes was also analysed and discussed.Conclusions 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.
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Nober, Michelle. "The effects of workplace restructuring on job satisfaction." University of the Western Cape, 2014. http://hdl.handle.net/11394/4727.
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Masters in Public Administration - MPAThis 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.
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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.
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The workplace of today is global, fast paced and under intense pressure to stay competitive and achieve financial results. This makes change an inevitable part of any organisation because in order to survive and thrive in this environment organisations need to continuously change and re-invent themselves. This study was conducted in a mining company and the industry has been one of the biggest contributors to the South African economy for over a century. There have been many changes and developments within the mining industry over the years. The mining industry has also experienced a lot of transformational activities such as mergers, acquisitions, downsizing and restructuring. During these changing and uncertain times it is important to pay special attention to the employees in the organisation as people still remain the most important asset in any organisation. Change can be a pleasant or traumatic experience for people and this makes it important to ensure that with all changes to the work environment employees are well looked after and their wellbeing is maintained. Employee wellness has been a subject of much interest for many years and it has been found that organisations that invest in the wellness of their employees have greater benefits and are more successful at managing change. This study was conducted to investigate the impact of a restructuring exercise on the wellness of middle managers. The study aimed to determine the impact/effect of a restructuring exercise on employee wellness in a sample of employees in the middle management category. This research investigated possible wellness factors that were impacted on during this organisational restructuring exercise. Three wellness dimensions were looked at and these included: physical, mental and social dimensions of wellness. The intention is to use the information collected as guidelines in the development of future employee wellness programs, taking into account change management and how to better handle it. A qualitative approach was followed and employees from a mining company were asked to participate in the study. Data was collected firstly through the use of an open ended questionnaire and thereafter two focus groups were conducted. The focus group sessions were recorded and the data was transcribed. A process of coding was used to analyse and get the central themes from the data. In conclusion the results indicated that the restructuring exercise had a significant impact on the wellness of middle managers. The general responses were negative and indicated that people’s wellness was definitely impacted on. The key themes and sub themes that emerged across all dimensions were grouped into the following: communication, trust, personal health management (nutrition, physical health and fitness and sleeping habits), mental wellbeing (stress and anxiety, morale, uncertainty), workplace environment and social status. The role of managers/leaders was seen as key during this process. Also it was clear that the development and implementation of relevant wellness programs was important to manage employee wellness during such activities. Therefore recommendations and strategies for managing change and wellness offered in this study take into account the responses from the participants and the key issues identified. This study was conducted in a specific organisation with a limited number of participants from the Corporate Office and therefore the findings should not be generalised to other middle managers in other organisational contexts without a degree of caution. Another important limitation to consider is that this research was taken at a specific time during this restructuring exercise. The negative responses could have been influenced by the timing of this research, in that, although there was a lot of communication pertaining to the changes envisaged to employees, there however were no final decisions made or implemented yet. Employees were in a waiting period and they did not know what was going to be the extent of the impact of these changes on them. A recommendation is that this research is undertaken at a later stage when all changes are implemented. In this case this was however not possible due to a time factor from the researcher’s side and delays within the organisation.Dissertation (MCom)--University of Pretoria, 2012.
Human Resource Management
unrestricted
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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.
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Magister Commercii (Industrial Psychology) - MCom(IPS)Set 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.
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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.
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Rising global competition, the influence of advances in information technology and the re-engineering of business processes are some of the imperatives that force organisations to restructure their businesses. In South Africa, the situation is even more compelling, with the recent democratisation of the country that requires companies to implement certain restructuring programmes designed to empower previously disadvantaged individuals. Organisational restructuring is therefore inevitable for any organisation. These changes, however, do affect organisations and employees. Employees become insecure, confused about their jobs, and therefore less productive. To the extent that change can adversely affect both organisations and employees, it becomes critical that organisations should implement it carefully, if they are to survive. To achieve this, requires managers to fully understand drivers of change, the possible consequences of change on both organisation and employees, and to take appropriate actions. The main objective of this study was to identify possible approaches that organisations can pursue in implementing restructuring without adversely affecting the employees. The practical context chosen was an organisation that had recently implemented organisational restructuring. The research methodology for this study entailed the conducting of an intensive study of the relevant literature, to determine what the theory reveals in respect of restructuring strategies that can assist organisations in effectively implementing the restructuring process. Dissertations, theses, research reports and journals were consulted, in an attempt to formulate a theoretical basis for this study. The contemporary literature reveals that there are various strategies that organisations can employ to effectively restructure their organisations with minimal adverse influence on employees. The restructuring organisations should ensure that employees are genuinely involved in the process at the iv outset. The desired changes and the benefits thereof, should be clearly and consistently communicated to the employees at the beginning of the restructuring process. An empirical study was then conducted at the chosen organisation that had recently embarked on an organisational restructuring. The focal point of the empirical study was to determine how this organisation had implemented its restructuring process. The main purpose was to establish the impact that this restructuring had on the morale and motivation of the employees. The final step of this study included an assessment of the findings. This was done so that suitable conclusions could be drawn and appropriate recommendations made. The conclusions revolved around the effects of restructuring on the employees of this organisation. The focus of the recommendations was on what approaches the restructuring organisations should follow to successfully and effectively implement the restructuring process, without adversely affecting the employees.
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Basson, 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.
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Organisations 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.
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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.
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In the late 1980s, governments in New Zealand and Australia began to deregulate their telecommunications markets. This process included the corporatisation and privatisation of former state owned telecommunications monopolies and the introduction of competition. The Telecom Corporation of New Zealand (TCNZ) was corporatised in 1987 and privatised in 1990. Its Australian counterpart, Telstra, was corporatised in 1989 and partially privatised in 1997. This thesis examines and compares TCNZ and Telstra's changing organisational and workforce restructuring strategies, as they responded to these changes. It further examines how these strategies influenced the firms' employment relations (ER) policies. Strategic human resource management (SHRM) and transaction costs economics (TCE) theories assist in this analyse. TCE links organisational restructuring to the make/buy decisions of firms and the asset-specificity of their employees. It suggests that firms will retain workers that have developed a high degree of firm-specific skills, and outsource more generic and semi-skilled work. Firm strategies are also influenced by national, contextual, factors. From a TCE perspective, these external factors alter relative transaction costs. Hence, different ownership structures, ER legislation and union power help to explain differences in TCNZ and Telstra's organisational restructuring and ER strategies. During the decade from 1990 to 2000, TCNZ and Telstra cut labour costs through large-scale downsizing programs. Job cuts were supported by outsourcing, work intensification and the introduction of new technologies. These initial downsizing programs were carried out through voluntary redundancies, across most sections of the firms. In many instances workers simply self-selected themselves for redundancies. TCNZ and Telstra's downsizing strategies then became more strategic, as they targeted generic and semi-skilled work for outsourcing. These strategies accorded with a TCE analysis. But TCNZ and Telstra engaged in other practices that did not accord with a TCE analysis. For example, both firms outsourced higher skilled technical work. TCNZ and Telstra's continued market domination and the emphasis that modern markets place on short term profits, provided possible reasons for these latter strategies. This thesis suggests, therefore, that while TCE may help to predict broad trends in 'rational organisations', it may be less effective in predicting the behaviour of more politically and ideologically driven organisations aiming for short term profit maximisation. Some TCNZ and Telstra workers were shifted to subsidiaries and strategic alliances, which now assumed responsibility for work that had previously been performed in-house. Many of these external firms re-employed these workers under more 'flexible' employment conditions. TCNZ and Telstra shifted to more unitarist ER strategies with their core workers and reduced union influence in the workplace. Unions at Telstra were relatively more successful in retaining members than their counterparts at TCNZ. By 2002, TCNZ and Telstra had changed from stand-alone public sector organisations, into 'leaner' commercially driven firms, linked to subsidiaries, subcontractors and strategic alliances.
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Ross, 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.
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In the late 1980s, governments in New Zealand and Australia began to deregulate their telecommunications markets. This process included the corporatisation and privatisation of former state owned telecommunications monopolies and the introduction of competition. The Telecom Corporation of New Zealand (TCNZ) was corporatised in 1987 and privatised in 1990. Its Australian counterpart, Telstra, was corporatised in 1989 and partially privatised in 1997. This thesis examines and compares TCNZ and Telstra's changing organisational and workforce restructuring strategies, as they responded to these changes. It further examines how these strategies influenced the firms' employment relations (ER) policies. Strategic human resource management (SHRM) and transaction costs economics (TCE) theories assist in this analyse. TCE links organisational restructuring to the make/buy decisions of firms and the asset-specificity of their employees. It suggests that firms will retain workers that have developed a high degree of firm-specific skills, and outsource more generic and semi-skilled work. Firm strategies are also influenced by national, contextual, factors. From a TCE perspective, these external factors alter relative transaction costs. Hence, different ownership structures, ER legislation and union power help to explain differences in TCNZ and Telstra's organisational restructuring and ER strategies. During the decade from 1990 to 2000, TCNZ and Telstra cut labour costs through large-scale downsizing programs. Job cuts were supported by outsourcing, work intensification and the introduction of new technologies. These initial downsizing programs were carried out through voluntary redundancies, across most sections of the firms. In many instances workers simply self-selected themselves for redundancies. TCNZ and Telstra's downsizing strategies then became more strategic, as they targeted generic and semi-skilled work for outsourcing. These strategies accorded with a TCE analysis. But TCNZ and Telstra engaged in other practices that did not accord with a TCE analysis. For example, both firms outsourced higher skilled technical work. TCNZ and Telstra's continued market domination and the emphasis that modern markets place on short term profits, provided possible reasons for these latter strategies. This thesis suggests, therefore, that while TCE may help to predict broad trends in 'rational organisations', it may be less effective in predicting the behaviour of more politically and ideologically driven organisations aiming for short term profit maximisation. Some TCNZ and Telstra workers were shifted to subsidiaries and strategic alliances, which now assumed responsibility for work that had previously been performed in-house. Many of these external firms re-employed these workers under more 'flexible' employment conditions. TCNZ and Telstra shifted to more unitarist ER strategies with their core workers and reduced union influence in the workplace. Unions at Telstra were relatively more successful in retaining members than their counterparts at TCNZ. By 2002, TCNZ and Telstra had changed from stand-alone public sector organisations, into 'leaner' commercially driven firms, linked to subsidiaries, subcontractors and strategic alliances.Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Graduate School of Management
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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.
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Mahloane, 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.
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Organisations today are in a state of ever accelerating rate of change. Globalisation of the economy, increasing competition, technological innovation as well as global competition are seen to bring about the ever-accelerating pace of change in the working environment worldwide (Christen 2005:241). For this reason, employees are challenged by changes in their careers that they never anticipated, changes which in the long-run, result in stress conditions that bring negative consequences for both employees and the organisation in their wake. This chapter will provide the background to the topic of the study and survey what other studies have revealed about it. The objectives of the study, the research questions, the research objectives over and above the necessary hypotheses will also be mentioned and to conclude, the chapter will provide the theoretical framework in support of this study.As we may be aware, we live in a world of change, where everything constantly has reformed. Organisations are also part of that big change especially in the new millennium where re-engineering, downsizing, outsourcing and restructuring have become common terms associated with many organisations. Although a number of studies have tried to determine how organisational restructuring benefits the organisation, little has been done to find out how the welfare of employees is affected by the restructuring initiatives. This study investigates the perceptions that employees have of organisational restructuring. It investigates how their job satisfaction, career mobility and their stress levels are affected by restructuring process after the restructuring process as well the stress that such employees experience due to restructuring. A survey was conducted at Lesotho Highlands Development Authority, where data was obtained from 121 respondents and statistically analysed. The findings reflect a negative association between restructuring and stress levels and career mobility. The findings show that job satisfaction was still experienced by the employees at LHDA and that most respondents see organisational restructuring as something that benefits the organisation and has little to do with the interests of the workers.
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Alberts, 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 textAbstract:
Thesis (MBA (Business Management))--Stellenbosch University, 2008.ENGLISH 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.
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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.
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Masters in Public Administration - MPAIn 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
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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 textAbstract:
Army in the 21st Century and Restructuring the Army:
A Retrospective Appraisal of Australian Military Change
Management in the 1990s
Abstract:
Army in the 21st Century (A21) and Restructuring the Army (RTA)
were two related force
structure initiatives undertaken by the Australian Army in the
1990s. A21 radically proposed
to abolish traditional divisional/corps structures, fielding
instead independent task forces with
embedded combat arms. The RTA trials tested A21 concepts over
several years; yet
A21/RTA was abandoned in 1999. What happened, why, and what
lessons does A21/RTA
offer?
This retrospective appraisal of A21/RTA is a case study of
attempted transformational change
in the Australian Army. The sub-thesis’ methodology features
interviews with over thirty
senior military, public service, academic and political leaders
of this era; and applies
organisational theory to interpret internal/external dynamics.
A21/RTA faced formidable strategy, resourcing and cultural
challenges. However A21/RTA
failed to achieve critical elements of successful change
management, including: a clear,
shared, credible vision; achieving early successes; providing
enablers (e.g. time and
resources) and supporting efforts for change; senior leadership
buy-in; and political
sponsorship. A21/RTA failed in technical feasibility and cultural
sensitivity terms. However,
A21/RTA successfully developed an evidence-based approach, an
enduring legacy
supporting Army’s capability resourcing in Defence’s
contested budget environment. Lessons
for future restructures focus leadership attention to elements
critical for successful
organisational change, emphasising culture.
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Baraldi, 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.
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Bae, 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/.
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The aim of thesis is to address the issue of convergence versus divergence in work organisation in the telecommunications industry in Britain and Korea through a comparative case study. Convergence or divergence has been debated among universalists, national institution theorists and converging divergence proponents. These approaches suffer from respectively under-socialisation, over-socialisation, and a lack of dynamic interactions between variables. By focusing on the changing processes of national telecoms governance regimes, management strategies, corporate restructuring, and work organisation, the research explores how global forces are mediated or structured by contextual variables and how variables interact. It investigates three aspects of work organisation, that is, work control, work rationalisation and customisation, and flexibility, of field technicians and customer services representatives in British Telecom and Korea Telecom. The evidence based on interviews, documentation and observations suggests that there are systematic differences in patterns of work organisation between the two cases but small similarities. Even ostensible similarities arise from different contexts and have varying significance. Systematic differences are argued to result not just from varying phases of corporate restructuring between the two cases but also more importantly from such contextual factors as national systems, telecoms governance regimes, the existing management structure, and management and union strategies. However, the relationships between intermediate variables are more interactive and dynamic than conventional institutionalism suggests. Changes in some of the intermediate variables or work reorganisation may be an important source of influence on national institutions, leading to dynamic interactions between variables. These dynamic interactions make the diversification between the two cases distinct from conventional national institution theories which see national institutions as being constant.
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Simelane, 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.
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Thesis (MBA)--Stellenbosch University, 2008.This 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.
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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.
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Gethin-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.
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McGill, 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.
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Ramirez, 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.
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Kapp, 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 textAbstract:
Due to the continual increase in competitive pressure from international organisations, it has become necessary to assess the degree of transformational change within South African organisations to overcome the effect of global forces. Transformation was investigated in terms of organizational restructuring and the various work designs that are utilised by organisations to deal with the effect of global forces. To examine the main problem, three sub-problems were identified. The first sub-problem that had been identified dealt with the extent of which global forces impacted on the business environment. It was investigated by evaluating various economic, technological and sociopolitical forces. From the results it may be concluded that global forces have a large impact on the local business environment. The second sub-problem looked at the degree to which work designs assisted organisations to manage the effect of global forces. It was evident that the flexible types of work designs were more readily utilised to optimise productivity and employee moral. Finally, the third sub-problem investigated the various structures that organisations could adopt to deal with the effect of global forces. Organisational structures were analysed in terms of customer orientation, fulfilment of company objectives and the types of structures that are used within organisations. The results showed that 75% of the sample population believed that their organisational structures co-ordinated all activities within their organisations. Feedback on the type of structures that were used by organisations revealed that various types are being used.
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Tooke, 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 textAbstract:
This dissertation reports the findings of a study which sought to investigate the experiences of people who were exposed to multiple restructurings in the South African oil industry. Although there is a substantial amount of research on restructurings worldwide, an extensive review of available literature highlighted a dearth of research on multiple restructurings. Investigation of this research question was undertaken using a case study and qualitative research method. In-depth interviews of six employees of an oil company in South Africa were undertaken. Through these interviews, the personal experiences of employees who had been exposed to multiple restructurings were analysed. Similarly, interviews were undertaken with two members of senior management responsible for the implementation of a number of the restructurings. Their interview responses provided insight into the company's rationale for undertaking multiple restructurings. The results of the research indicated that distrust and cynicism grew amongst employees with repeated exposure to restructurings. The interview participants perceived that many remaining employees suffered from feelings of survivor's guilt and low morale and results indicated that the company did little to assist these employees to cope with these feelings. The research findings indicated that loss of corporate memory created role ambiguity and tension between departments as portfolios were redistributed amongst employees. Employee workloads were dramatically increased resulting in further stress and stress-related health problems, absenteeism and resignation. Participants of the research believed that the senior leadership team were ill-equipped to run a restructuring process and the employee consultation process appeared to do nothing to improve employees' trust in management. The results of this research highlighted the perception of the participants that repeated restructurings fail to achieve performance improvement at companies. Instead, the results indicated that repeated restructurings appear to lead to poor employee morale, resultant poor productivity and a high level of intention to quit. Companies should explore alternatives before embarking on a restructuring process as a first choice to alleviate cost pressures (Burke and Nelson, 1997; Von Krogh & Kameny, 2002). Where restructuring is inevitable, it is a recommendation of this research that training and counselling of remaining employees be given priority to assist with the management of stress and other symptoms of survivor sickness.
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Thamae, 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.
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Mini-study project (MBA)--University of Stellenbosch, 2003.ENGLISH 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
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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.
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This 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.
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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/.
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This thesis is about change, and the impact of change on the restructuring of special educational needs provision. The impetus for my research came from my work with the National Association of Head Teachers, supporting school leaders in managing the education of a more diverse pupil population. The research relates to the Labour Government's policy to increase the number of children with more complex needs in mainstream schools. Following Baroness Warnock's (2005) call for a review of special educational needs, the House of Commons Education and Skills Committee carried out an ‘Inquiry'. Their final report (SEN: Third Report of Session 2005-06), identified high levels of dissatisfaction amongst parents and teachers, and it concluded that the Special Educational Needs framework was no longer fit for purpose. In response, the Labour Government stated that it was too early to carry out a review because their ‘Every Child Matters' initiative was still developing. However, they stated that, in future, local authorities would be required to demonstrate improved special educational needs provision when restructuring their overall educational provision. This significant response prompted me to explore the implementation of the restructuring of provision as several authorities were putting forward proposals for change during 2007-08. The research began in 2008. It is a piece of small-scale educational research which explores the perspectives of school leaders in one local authority and the local authority's documented evidence. The concepts of ‘inclusion' and ‘change' provided the foundation to develop my research study within a broad ‘constructivist interpretative' paradigm and, the direction to review relevant literature on inclusive education and on strategies for implementing change. It discusses the qualitative methods used to investigate my overarching research question: What is the nature and impact of change, in the restructuring of special educational needs provision? I set out to explore two aspects of the nature of change: the first objective was to investigate the process and the second was to investigate the impact of change. My intention was to tease out whether school leaders in mainstream schools, subject to competing government policies (‘inclusion' and ‘market' ideologies) would choose to increase their provision and the impact of proposed change on the individuals and schools involved. My fieldwork was carried out during 2008-09, and follow-up interviews were carried out with those respondents, who were directly involved in the restructuring of provision, during 2010-11. The findings illustrate the influence of individual values and attitudes and the importance of effective school leaders in driving forward reform. It describes the actions of the local authority during the process of implementing change and highlights the improvements that could be made during the stages of transition. Importantly, the significance is considered of internal and external influences that impact on the actions of school leaders and how they influenced the policies of the local authority. Each individual's, or body's, interaction within and between each level (i.e. national, local, school and individual levels), created an impact on the other levels, a process that was far from straightforward. A significant finding of the research was the importance of the interrelationship between these four dimensions, building on Fullan's (2003) tri-level reform. Although the findings demonstrated that to implement progressive change requires motivated school leaders, it also depends on the collaborative effort of all stakeholders involved. However, even with a concerted effort other unexpected events may alter its course: change may be influenced but it cannot be controlled. It is therefore important to develop and understand those strategies and dimensions that contribute to the effective implementation of ‘change' because, in the world of education, change is on going.
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Bellagamba, 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.
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OBJECTIF. Ces travaux de recherche ont étudié l’association entre la qualité de vie au travail (QVT) et les facteurs d’organisation auprès d’une population de personnels hospitaliers. METHODE. Deux études par questionnaires et deux études par entretiens semi-directifs ont été menées. Les études par questionnaires ont exploré les caractéristiques psychosociales professionnelles (JCQ), la qualité de vie (SF-12) et les contraintes psycho-organisationnelles des personnels (NWI-EO). Les entretiens se sont focalisés sur l’organisation du travail, l’environnement de travail, les relations interpersonnelles et l’influence du travail sur la santé. RESULTATS. Un total de 452 professionnels a participé aux enquêtes par questionnaires et 36 professionnels ont été interrogés en entretien. Les professionnels ayant vécu un transfert de services ont présenté des tensions au travail associés à un isolement social accrus et déclarent de plus fortes contraintes concernant le manque de communication ainsi que les relations dégradées au sein des équipes. Dans notre population, les autres principaux facteurs d’organisation associés à la dégradation des caractéristiques psychosociales et de la qualité de vie sont le fait de travailler plus de 2 week-ends par mois, d’être régulièrement de garde, de travailler dans des environnements non fonctionnels et de ne pas participer à des réunions régulières. CONCLUSION. Ces résultats appellent la gestion des hôpitaux à concevoir des processus de communication plus adaptés, de fournir un bon équilibre entre vie professionnelle et personnelle ainsi qu’un environnement ergonomique et fonctionnelAIM. 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
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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.
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Belbachir, 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.
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Titre de la Thèse : L'établissement des chemins de fer dans les Balkans à l'époque ottomane : structuration de l'espace et organisation des échanges (1856-1913)Rejoindre l'Orient, voici sans doute l'une des obsessions de l'Occident. Peut-être l'épopée d'Alexandre le Grand a t-elle contribué à construire cet objectif quasi mystique. Quoi qu'il en soit, le XIXe siècle est celui de sa rationalisation. L'invention de la locomotive et celle du navire à vapeur permettent d'amorcer un processus de mise en réseau du monde. Sur les cinq continents, les villages, les villes et les ports s'interconnectent progressivement, engendrant une mondialisation des flux commerciaux et humains. Ce mouvement est orchestré par les grandes puissances européennes, dont le pouvoir est fondé sur la conquête de nouveaux marchés et sur l'importation des matières premières essentielles à leur essor. Londres et Bombay forment alors deux pivots incontournables, permettant de rediriger les flux en circulation à l'échelle trans-continentale. Entre ces deux points, Suez joue le rôle d'interface entre la mer Rouge et la Méditerranée. Au cours de la seconde moitié du XIXe siècle, l'espace balkanique est progressivement intégré à ce système-monde. L'introduction du rail y induit une profonde redéfinition des rapports de force, que ceux-ci soient d'ordre économique, militaire ou politique. A ce titre, la mise en place de voies ferrées dans les Balkans, à l'époque sous domination de l'Empire ottoman, résulte d'une imbrication de stratégies d'influence, s'exprimant à différentes échelles. Cette thèse se propose de les mettre en lumièreReaching 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
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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 textAbstract:
Dans un contexte de mondialisation, les entreprises africaines doivent s'adapter en permanence aux diverses contingences économiques, juridiques ou sociales. Conscient de cette réalité, le législateur africain a mis en place dans le cadre de la reforme de l'OHADA, un arsenal juridique afin de leur permettre de s'acclimater en permanence aux tendances et pressions du marché : le droit de la restructuration qui désigne l’ensemble des techniques conçues par le législateur pour réorganiser l’entreprise. Ces techniques ont eu pour source d’inspiration le droit français des restructurations qui a connu des mutations. La confrontation des deux systèmes de droit permet de constater que si dans les principes fondamentaux les deux systèmes répondent aux mêmes objectifs à savoir assurer la pérennisation des entreprises par la promotion de la croissance de l’entreprise et sa survie lorsqu’elle est le seuil de difficultés diverses, il existe toutefois des différences d’ordre pratique et technique consécutives aux dernières réformes intervenuesIn 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
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Coupaud, Marine. "Mondialisation, conditions de travail et santé." Thesis, Bordeaux, 2016. http://www.theses.fr/2016BORD0139/document.
Full textAbstract:
Cette thèse s’applique à explorer dans quelle mesure et par quels mécanismes lamondialisation, au travers de ses différentes composantes, impacte la santé des travailleurseuropéens. Dans une première partie, nous exposons les conséquences socio-économiques de cephénomène. Dans une deuxième partie, nous montrons que l’exposition concurrentielleinternationale constitue un facteur de risque pour la santé des travailleurs non qualifiés. Lesfacteurs individuels et organisationnels sont néanmoins les plus à même d’expliquer la prévalencede troubles physiques et mentaux chez l’ensemble des travailleurs. La mondialisation impliqueaussi de nouvelles pratiques organisationnelles liées à l’internationalisation des firmes, une autrefacette de la mondialisation. Nous soulignons que les travailleurs doivent ainsi trouver lesressources nécessaires pour rester attractifs dans ce monde en perpétuelle évolution. Dans unetroisième partie, nous exposons que la mondialisation favorise le développement des activités deservices dans les pays industrialisés. En parallèle, l'organisation de type "lean" est mise en placedans ces secteurs et la pression concurrentielle s’accroit. Ces changements impactent les conditionsde réalisation du travail. Dans ce contexte, la santé se trouve dégradée par des facteurs de risqueen évolution, parmi eux l’intensité du travail liées aux relations interpersonnelles. Enfin, nousmontrons que la Responsabilité Sociale de l’Entreprise apparait comme une solution dont lesentreprises peuvent s’emparer pour améliorer la santé de leurs travailleurs et par conséquent, leurperformance sociale et financièreThis 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
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Mangolela, Kgomotso Faith. "To explore the relationship between organisational restructuring and organisational culture at MES." Thesis, 2014. http://hdl.handle.net/10539/15513.
Full textAbstract:
Rising global competition, the influence of advances in information technology and the financial status of companies are some of the imperatives that force organisations to restructure. In South Africa, the situation is even more compelling, with the recent economic situation of the country that requires companies to implement certain restructuring programmes designed to encourage sustainability organisation. These changes, however, do affect organisations and employees. It becomes critical that organisations implement it carefully, if they are to survive. This research has attempted to explore the relationship between organisational restructuring and the organisational culture at MES. A qualitative research approach was used for this study; a non-probability sampling namely purposive sampling was used for the purpose of this study. The main findings have presented that the organisational restructuring processes at MES have influenced positive organisational culture within the organisa-tion. Communication, interactions and relationships have increased amongst the employees since the organisational restructuring at MES. The research study hopes to influence the policy making processes regarding change and restructuring within MES. The study would contribute towards Occupational Social Work literature on organisational restructuring, organisational culture and Change Management.
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Wilson, Anine. "The effect of restructuring business units on organisational climate." Diss., 2015. http://hdl.handle.net/10500/19069.
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The purpose of this study was to determine whether organisational restructuring of business units within a South African Fast Moving Consumer Goods company had any effect on the organisational climate of the organisation. An organisational climate survey was used before and after the restructuring over a two-year period. Five manufacturing plants formed part of the study; with four plants undergoing the restructuring (experimental group) and one plant being the control group, where no organisational restructuring took place within the two-year period under review.
The total population consisted of 3700 employees. The samples for 2010 and 2011 were drawn from the population of the five manufacturing plants’. The sample of employees that took part in the survey from the five manufacturing plants was, in 2010, 778 versus a headcount of 1802, yielding a response rate of 21.02%, and in 2011, 904 versus a headcount of 1736, yielding a response rate of 24.43%.
The research results show that organisational restructuring did have a significant impact on organisational climate; with a drop in the organisational climate from 2010 prior to the organisational restructuring, to 2011 after the organisational restructuring at four of the manufacturing plants (experimental group). Interestingly, the control group (the 5th manufacturing plant) also showed a significant drop in its organisational climate scores from 2010 to 2011; without organisational restructuring taking place.Industrial and Organisational Psychology
MCOM (Industrial and Organisational Psychology)
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Gobey, Michelle. "Implications and effectiveness of information management while restructuring an organisation." Thesis, 2008. http://hdl.handle.net/10210/798.
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This research paper undertakes to outline factors of Information Management that organisations should consider when attempting a restructuring process. Conversely, valuable information and knowledge are often mislaid, overlooked or discarded to the eventual detriment of an organisation during the processes of downsizing, rightsizing, restructuring, reorganisation, reengineering, transformation or change. In the global economy organisations are always striving to keep ahead of competition and ultimately to improve their net profit. Information is at the very core of any organisation, its ads value, structure and power to an organisation. Information Management assists with the locating, storing and use of corporate information. A means of controlling and structuring corporate information is via the use of the Information Management elements. A case study using an organisation that is in the process of change and transformation was performed. Potential loss of knowledge and information was identified and examined. The organisation’s implementation of an information portal was highlighted as an effective way to minimise the loss of knowledge and information during the period of change.Professor A.S.A. du Toit
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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.
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The study set out to assess the impact of organisational restructuring (OR), the independent variable on organisational behaviour (OB), the dependent variable, in private and public sector organisations as well as state-owned enterprises (SOEs) in South Africa. OB, for the purposes of this study, consists of turnover intention, resistance to change, commitment to change and job security. It further aimed to evaluate whether the various types and magnitude of OR impact on employees in the different sectors. OR was delineated into three factors, that being Restructuring (Type), Restructuring (Leadership) and Restructuring (Frequency), before being further regressed into sub-factors, that being Restructuring (Type_Count), Restructuring (Leadership_Count) and Restructuring (Frequency_Count), for the purposes of using it as categorical variables and indexing it.
The study assessed whether effective change management (ECM) mediated the relationship between OR and OB, across sectors. ECM is underpinned by effective change management processes, leader-member exchange (LMX) and perceived organisational support (POS). Finally, it aimed to assess whether employees’ psychological capital (PC), comprised of self-efficacy, hope, optimism and resilience, moderated the relationship between ECM and OB. The study found that OR does, indeed, impact on the OB of employees in different sectors. It has also confirmed the mediating role of ECM and that PC moderated the relationship between ECM and OB.
The study assessed whether effective change management (ECM) mediated the relationship between OR and OB, across sectors. ECM is underpinned by effective change management processes, leader-member exchange (LMX) and perceived organisational support (POS). Finally, it aimed to assess whether employees’ psychological capital (PC), comprised of self-efficacy, hope, optimism and resilience, moderated the relationship between ECM and OB. The study found that OR does, indeed, impact on the OB of employees in different sectors. It has also confirmed the mediating role of ECM and that PC moderated the relationship between ECM and OB.
The study found that the unidimensional construct, effective change management, coupled with PC, another unidimensional construct, has indeed been able attenuate the impact of OR on OB. In the case of this study, it was primarily the employees of large organisations, such as SOEs, which are affected, while employees of private and public organisations were also affected. Recommendations to organisational leaders and practitioners are provided, with the aim of assisting with the successful implementation of organisational change and restructuring initiatives, while at the same time reducing the impact thereof on the organisational behaviour of employeesBusiness Management
DBL (Business Leadership)
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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 textAbstract:
Change is inevitable and will be the hallmark of our lives. This study was undertaken against the background of the restructuring plans at the University of Durban Westville (UDW). It was motivated by a concern for the psychosocial consequences of organisational restructuring relating to non-academic employees at the university. A further motivation was the increased number of staff seeking counselling related to
their anxiety, following the introduction of the voluntary severance packages. The basic premise of this study is that, while transformation is essential, it must be given a humane face. Organisational restructuring is placed within the broader rubric of change. The study was guided by the following research questions: • What are the psychosocial consequences of organisational restructuring for nonacademic staff at UDW?
• How do non-academic staff react to the changes arising out of the restructuring process? • What are the views of non-academic staff about the organisational changes? Systems Theory and Crisis Theory have been used in the study to explain how individuals respond to change. The sample comprised 40 individuals who were employed by the University for a period ranging from under one year to 25 years. The research procedure adopted was one of triangulation. Data, both qualitative and quantitative in nature, were collected through the use of questionnaires, interviews and non-participant observation. Quantitative data was analysed using frequency
distribution tables and cross tabulation tables. "Inductive analysis" was used for the formal analysis of qualitative data. The major finding of this study was that the respondents had no problem with
transformation per se, but they were concerned about the manner in which it was being implemented at UDW. The majority of them felt that in attempting to meet transformational goals, the university management had compromised the fundamental requirements of fairness and sensitivity. Moreover, respondents believed that
"unplanned change" was taking place too rapidly. This, they believed, contributed to a state of uncertainty and disorganisation. Changes needed to be phased in. The key recommendations regarding restructuring include the need for a commitment on the part of Management to the principles of fairness, justice and respect. A case is
made for incremental and, manageable change. Programmes for employee development and counselling are crucial. The need for a participatory and transparent programme of change is also stressed. In short, wide ranging consultation, sound communication, an effective human resource team and a shared vision are all identified as essential elements for successful organizational restructuring.Thesis (M.Sc.)-University of Durban-Westville, 1998.
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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 textAbstract:
碩士國立台北師範學院
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.
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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 textAbstract:
The primary goal of this study is to promote knowledge and understanding of the restructuring process of the Family Violence Child Protection and Sexual Offences (FCS) unit in the South African Police Service (SAPS) through impact evaluation. Many evaluation programmes provide blueprints and methods to manage and help solve organisational transformation. They, however, lack dealing with the unique organisational transformation process characterised in the South African Police Service (SAPS). Given this importance, there appears to be potential value in evaluating the impact of the restructuring process in the FCS.
During the research extensive panel studies and individual interviews were conducted in the West Rand policing district with FCS members, non-governmental organisations (NGOs) directly involved with family violence, child protection and sexual offences, Senior Public Prosecutors involved with cases concerning the FCS and researchers at a security research institute. Furthermore, a descriptive literature study was conducted to acquire relevant information and perspective from available national and international literature.
Various objectives were fulfilled in this study:
• The impact of the restructuring process in the FCS, to assess the internal and external climate on service delivery, was identified and described.
• It was determined whether the restructuring process in the FCS is achieving its proposed objective.
• Feedback to help improve the effectiveness of the restructuring process and improve future strategies was provided.
Moreover, this study and its results provide a framework to the SAPS as an organisation that is currently going through an extensive transformation process. As a result, the management of the SAPS will receive first hand information on the areas to specifically focus on during the restructuring of the FCS, or utilised this impact evaluation as a learning curve and an opportunity to rectify shortcomings and also systematically be guided through this process in realisation thereof. Consequently, this impact evaluation could act as a management tool to support and further develop the transformation process in the SAPS.
Finally, this study contributes to the baseline of knowledge, with regard to structural transformation in the specialised field of policing.Police Science
D. Litt. et Phil. (Police Science)
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Bruyns, Hennie 1959. "Organisasievernuwing : 'n penologiese perspektief." Diss., 1999. http://hdl.handle.net/10500/18505.
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Summaries in Afrikaans and EnglishDie 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)
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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 textAbstract:
The South African health care environment is a two-tier health care delivery system consisting of the public sector and the private sector. The focus of this study is on the private health care sector. Private health care is funded by medical schemes through employer and employee contributions. The private sector is also the most profitable sector for multinational pharmaceutical organisations to market and sell their products within the South African health care environment.
The major cost saving initiative by employers and medical schemes in the private health care sector has also been the introduction of managed health care initiatives. The goal of managed health care is to establish a system which delivers value by giving people access to quality and cost-effective healthcare.
The new reality of managed health care initiatives are changing the boundaries of the South African pharmaceutical industry. The managed health care wake is overturning the business processes which made the pharmaceutical industry so successful and are rendering obsolete the industry's conventional models of corporate strategy and management systems. In the context of these turbulent changes, pharmaceutical companies are being forced simultaneously to develop new strategic approaches for the future, design new business processes which will link them more firmly to their new customers, and implement the cultural changes neccessary to accomplish the transformation from yesterday's successful pharmaceutical company to tomorrow's customer-led, integrated health care supplier.
The way forward lies in three organising concepts. The first is cutomer alignment. The effort of transformation must start with an understanding of how the customer defines the value of the services and/or products offered by the organisation. Everything that follows involves aligning internal processes with external contingencies. The second is sequencing. It is vital to understand not just what needs to happen first in the transformation process, but also what the subsequent steps is and in what order the steps need to be undertaken. The third organising concept is learning. The sequence of interventions that lead to organisational transformation must occur in such a way as to maximize the ability of the organisation to learn: from customers and the marketplace, and from itself.Business Management
D.B.L.
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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 textAbstract:
Inclusion has been adopted by the South African Department of Education as the policy
for special needs· learners. This study explores the role of education managers in
independent Christian schools in implementing this policy. A literature review and data
gathered from interviews with principals of Christian schools which practise inclusion
reveal that education managers have a vital role to play by offering leadership and
vision to the inclusive school. They control the human and material resources required
to bring about change towards greater inclusivity. Their accepting attitudes
communicate to the community that all learners can belong in a school willing to
accommodate them. The Biblical values that give the Christian school its reason for
existence makes reaching out to those with special needs an imperative. Practical
strategies for implementing inclusion are discussed in the context of organisational
development and the management of change.Educational Leadership and Management
M. Ed. (Education Management)
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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 text
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Plaatjie, 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 textAbstract:
With the demise of apartheid the higher education landscape of South Africa (SA) had to change as well. As a guiding document, the Restructuring of the Higher Education Act 101 of 1997 (RSA 1997) sets out the programme for the envisioned new higher education system. Among some of the changes envisaged by this Act was that higher education needed to be responsive to the broader process of SA’s socio-economic and political transition. Of note is that, by virtue of the history of the higher educational landscape in SA, the changes were experienced in two phases. The first phase just after 1994 was characterised by debates on the restructuring centred on the changed political environment. This was a period where issues such as equal access to higher education institutions and opportunities for staff and students across race and gender lines, unequal funding, appropriateness of curriculum, shortages of graduates in the fields of science, and inefficiency and ineffectiveness of university management were attempted to be addressed. The second (current) phase is the “globalisation of education” – market principles are introduced into education, with a resultant rise in study fees; academic training is being steered more by market forces than by government; and incorporations and mergers of higher education institutions are being enforced to ensure efficiency, amongst other things. My intention to undertake a study on the restructuring of higher education was because the subject has raised different views and different reactions from different stakeholders. There are authors who are against the manner in which the restructuring of higher education is being formulated and implemented, especially in this second phase, i.e. the globalisation of higher education. Such authors include Komane (2002:7), Goedegebuure, Kaiser, Maassen and De Weert (1994:3), Berstelsen (1998:130), Kgaphola (1999:19) and Clark (1998:5).Ms. Carina van Rooyen
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Govender, Krishnasami Periasamy. "The influence of a changing school environment on school management." Thesis, 1997. http://hdl.handle.net/10500/16866.
Full textAbstract:
South Africa, a country in transition, is characterised by drastic policy shifts in the social,
economic and political arenas. These policy shifts are also directed towards educational reform.
The South African Schools Act of 1996 is the first step towards educational change. Other
changes focus on the curriculum, new appraisal procedures for educators, and the establishment
of the South African Council for Educators. All of the above constitute a new working
paradigm for school principals.
This study sought to determine the influence of this changing school environment on school
principals. It looked at how principals perceive the change and examines the impact of change
on their management role.
A literature study was made of the restructuring process in the USA and in England and Wales.
The transformation of the South African education system was also examined.
A qualitative investigation was pursued with secondary school principals. Data gathering was
done through participant-observation, questionnaires and in-depth interviews. Data was
analysed, discussed and later synthesised.
The major findings with respect to the SA Schools Act are:
*
*
The lack of capacity of governing body members to participate meaningfully at
meetings.
Principals believe the ban on corporal punishment has weakened their authority.
* School fees and fundraising pose a problem to some principals.
* Most principals welcome the code of conduct for learners.
* Schools have not developed language policies.
* Principals accept the freedom of conscience clause in the Act.
* SRC's are not very effective.
The other findings are:
*
*
*
Power relations between and among various stakeholders impact negatively on
school management.
A breakdown in the culture oflearning and teaching especially in former DET and
HOD schools.
Teachers are not adequately trained to handle OBE and the new system of
assessments.
The study concluded with recommendations being made to improve the situation.Educational Leadershiup and Management
D. Ed. (Educational Management)
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Paterson, Tanya. "Disenfranchised workers : a view from within the public service." Thesis, 2011. https://vuir.vu.edu.au/21317/.
Full textAbstract:
This research examines the experiences of disenfranchised workers in the Australian Public Service.
The best methodology for my study is a hybrid. A hybrid that takes the wisdom of ethnographic case studies, phenomenology, feminist post-structuralism and narrative theories to make sense of the stories of people working within organisations that have failed, traumatised, belittled, ignored, bullied and destroyed them.
The study looks at the experiences of twenty disenfranchised workers who labelled themselves as disenfranchised.
This thesis is about the abused, the mistreated, and the disenfranchised. Of opportunities lost and perceived injustices. I believe the voices of the disenfranchised public servants are silenced by supervisors, colleagues and the system itself. This study aims to give legitimacy to their complaints, document their stories and chronicle their mistreatment at the hands of public supervisors who are often brutalised themselves. The Public Service workplace becomes like a violent family. We all learn what we see, not what we read or are told. And so the culture of dysfunction is passed from underling to boss and workers suffer. These actions ripple throughout public servants’ lives.
Literature around the disenfranchised worker is growing. This study documents the experiences of disenfranchised workers and unmutes their voices. These experiences are important and contemporary issues to enable people to live a life of consequence.