You searched for subject:(Organizational change).
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University of Johannesburg
1.
Coetzee, Coenraad Johannes Hendrik.
"Barriers-to-change" in a governmental service delivery type organisation.
Degree: 2011, University of Johannesburg
URL: http://hdl.handle.net/10210/4057 
► D.Phil.
One of the principal reasons people form organisations is to focus attention and energy on a selected goal - this goal being the provisioning…
(more)
▼ D.Phil.
One of the principal reasons people form organisations is to focus attention and energy on a selected goal - this goal being the provisioning of products and/or services to clients. Due to forces demanding change, organisations are required to change to be able to continue their existence, making change unavoidable and part of the organisation's life cycle. The premise is that if change is unavoidable, it needs to be managed to serve the best interests of the organisation, thus the need for change management. Research indicates that 50 to 75% of all major corporate change efforts fail and that resistance is the "little-recognised but critically important contributor'' to the failure of change efforts, and central to the change problem. Also, central to the change problem and successful change management lie the following factors: • The reality that people tend to resist change. • The issue of measurement for change management intervention purposes. Research Objectives The objectives of this study are divided into literature and empirical research objectives, each posing primary and secondary objectives. The primary literature review objective is to create a theoretical frame of reference for the interrelated concepts of change, change management and barriers-to-change. The primary empirical research objective is to apply Barriers-to-Change Questionnaire (BCQ), developed in meeting the literature review objectives, to a Governmental service delivery type organisation with the purpose of determining which barriers-to-change is evident in such an environment. Literature Research A review of the literature revealed that there is no integrated view on change and barriers-to-change, but it also revealed that the concept of barriers-to-change has been prominent in organisational and management literature for quite some time. However, no evidence could be found of a measuring instrument focused on measuring barriers-to-change as a whole. During the literature research the concepts of organisational development, organisational change, change management, resistance to change and barriers-tochange were investigated, clarified and reported upon. The above-mentioned concepts were integrated into a theoretical frame of reference called the SCM, which served the purposes of providing a framework from where barriers-to-change can be understood, explained and managed as well as providing a firm base from where the BCQ was developed to measure barriers-to-change in a specific environment. It was concluded, for the purposes of this study, that barriers-to-change can be grouped into two types of barriers, being hard and soft. It was also concluded that there are four causes (or groupings) of barriers-to-change, being barriers inherent to the change project, people barriers, organisational barriers and barriers from the environment, each with specific sub-dimensions. Each sub dimension is supported by an appropriate number of questionnaire items, contained in the BCQ, which were administered to the target organisation.
Subjects/Keywords: Organizational change; Organizational change management
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APA (6th Edition):
Coetzee, C. J. H. (2011). "Barriers-to-change" in a governmental service delivery type organisation. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/4057
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Coetzee, Coenraad Johannes Hendrik. “"Barriers-to-change" in a governmental service delivery type organisation.” 2011. Thesis, University of Johannesburg. Accessed February 27, 2021.
http://hdl.handle.net/10210/4057.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Coetzee, Coenraad Johannes Hendrik. “"Barriers-to-change" in a governmental service delivery type organisation.” 2011. Web. 27 Feb 2021.
Vancouver:
Coetzee CJH. "Barriers-to-change" in a governmental service delivery type organisation. [Internet] [Thesis]. University of Johannesburg; 2011. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/10210/4057.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Coetzee CJH. "Barriers-to-change" in a governmental service delivery type organisation. [Thesis]. University of Johannesburg; 2011. Available from: http://hdl.handle.net/10210/4057
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Johannesburg
2.
Pretorius, N.
Network organisations : the net requirements that work!.
Degree: 2014, University of Johannesburg
URL: http://hdl.handle.net/10210/9317
► M.Comm. (Business Management)
The objective of this study is to develop guidelines for management and all other participants in the transition process of turning a…
(more)
▼ M.Comm. (Business Management)
The objective of this study is to develop guidelines for management and all other participants in the transition process of turning a former Second Wave company upside down to be a flat, network structured, Third Wave company. It is a process where much guidance and support is needed in order to lessen the confusion on goals, roles, responsibilities and skills needed. Many theories and examples exist on all the aspects involved in Second Wave companies. The theories on Third Wave management are emerging everywhere, the examples are in the making, but not necessarily ready for reuse yet. This makes it very difficult for newcomers, who want to follow the footsteps of those before them, to form expectations of what might happen along the way to the new destination. The aim is to bring all these theories, examples and fears together to produce one set of guidelines that can help form the expectations involved and preparation needed for each step along the way to the goal.
Subjects/Keywords: Organizational change
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APA (6th Edition):
Pretorius, N. (2014). Network organisations : the net requirements that work!. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/9317
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Pretorius, N. “Network organisations : the net requirements that work!.” 2014. Thesis, University of Johannesburg. Accessed February 27, 2021.
http://hdl.handle.net/10210/9317.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Pretorius, N. “Network organisations : the net requirements that work!.” 2014. Web. 27 Feb 2021.
Vancouver:
Pretorius N. Network organisations : the net requirements that work!. [Internet] [Thesis]. University of Johannesburg; 2014. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/10210/9317.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Pretorius N. Network organisations : the net requirements that work!. [Thesis]. University of Johannesburg; 2014. Available from: http://hdl.handle.net/10210/9317
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Rutgers University
3.
Sahay, Surabhi, 1985-.
Communicative designs for input solicitation during organizational change: implications for providers’ communicative perceptions and decisions.
Degree: PhD, Communication, Information and Library Studies, 2017, Rutgers University
URL: https://rucore.libraries.rutgers.edu/rutgers-lib/55677/
► Organizational change is a prevalent phenomenon in our society. During change, input is solicited from stakeholders and lower level employees often as a way to…
(more)
▼ Organizational change is a prevalent phenomenon in our society. During change, input is solicited from stakeholders and lower level employees often as a way to lower resistance and uncertainty due to change. However, little is known about the specific manner in which input is solicited and used. This study uses a case study approach to investigate the beneficial and problematic features of the architecture of input solicitation and explores ways in which designs for soliciting input are managed and negotiated by multiple stakeholders. These designs have various implications and consequences for stakeholders and the organization. The study is conducted with nurses in a medical center regarding their provision of input in the Magnet initiative – a credential that recognizes organizations with excellence in nursing work. The study answered research questions regarding a) beneficial and problematic design features of input solicitation, b) differences in perceptions of those charged with soliciting input, c) management of input solicitation by design teams, and d) differences in how individuals from various levels of the organization influence solicitation designs. The study conducted 39 semi-structured interviews and one questionnaire with 125 respondents. Additionally, the researcher was able to observe three change related meetings. This investigation led to a number of important findings. First several designable features were found to be beneficial and problematic for participation from multi-stakeholder perspective. In addition to these features, the findings also suggest the role of change specific features and other long-standing features in influencing participation. Second, it was found that not all individuals charged with collecting input viewed solicitation designs in the same way. Third, implementers designed several features collectively to manage input solicitation through proactive and emergent designs. Last, a grounded practical theory analysis revealed that individuals from each level of the organization focused on different problem aspects during input solicitation and modified the techniques to fit their needs, which had several implications for the organization and the stakeholders.
Advisors/Committee Members: Lewis, Laurie (chair), Scott, Craig (internal member), Mikesell, Lisa (internal member), Barge, Kavin (outside member), School of Graduate Studies.
Subjects/Keywords: Organizational change
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Manager
APA (6th Edition):
Sahay, Surabhi, 1. (2017). Communicative designs for input solicitation during organizational change: implications for providers’ communicative perceptions and decisions. (Doctoral Dissertation). Rutgers University. Retrieved from https://rucore.libraries.rutgers.edu/rutgers-lib/55677/
Chicago Manual of Style (16th Edition):
Sahay, Surabhi, 1985-. “Communicative designs for input solicitation during organizational change: implications for providers’ communicative perceptions and decisions.” 2017. Doctoral Dissertation, Rutgers University. Accessed February 27, 2021.
https://rucore.libraries.rutgers.edu/rutgers-lib/55677/.
MLA Handbook (7th Edition):
Sahay, Surabhi, 1985-. “Communicative designs for input solicitation during organizational change: implications for providers’ communicative perceptions and decisions.” 2017. Web. 27 Feb 2021.
Vancouver:
Sahay, Surabhi 1. Communicative designs for input solicitation during organizational change: implications for providers’ communicative perceptions and decisions. [Internet] [Doctoral dissertation]. Rutgers University; 2017. [cited 2021 Feb 27].
Available from: https://rucore.libraries.rutgers.edu/rutgers-lib/55677/.
Council of Science Editors:
Sahay, Surabhi 1. Communicative designs for input solicitation during organizational change: implications for providers’ communicative perceptions and decisions. [Doctoral Dissertation]. Rutgers University; 2017. Available from: https://rucore.libraries.rutgers.edu/rutgers-lib/55677/
Nelson Mandela Metropolitan University
4.
Whittal, Daryl James.
An assessment of organisational change at S.P. Metal Forgings Uitenhage.
Degree: Faculty of Business and Economic Sciences, 2014, Nelson Mandela Metropolitan University
URL: http://hdl.handle.net/10948/d1017559
► The intention of this study was to investigate how organisational change was implemented at S.P. Metal Forgings Uitenhage, what the outcomes of the changes were…
(more)
▼ The intention of this study was to investigate how organisational change was implemented at S.P. Metal Forgings Uitenhage, what the outcomes of the changes were and the effect on the organisational culture. In order to achieve this goal, the following actions were taken: · A literature study was conducted of various texts relating to organizational change and the associated topics with the intention to identify strategies and techniques to aid the successful implementation of organisational change. · An interview was held with the managing director of S.P. Metal Forgings to aid in understanding the need for organisational change at this particular facility and to have insight into how he implemented the changes. · A self administered questionnaire was distributed amongst a number of employees. The survey covered all levels of the organisation, from machine operators to departmental managers, to provide a comprehensive picture of how the employees viewed the changes and associated topics. The questionnaire requested responses from the respondents regarding their demographical details and their individual opinions regarding the organisational change, which covered the lead up to the changes and the manner in which the changes were made. The questionnaire also included sections covering change outcomes, which measured the success of the change efforts and lastly organisational culture on site at the time of the study. The results from the literature study showed that there are a number of accepted change models which can be adopted when implementing change. These models assist in driving the organisational change. The empirical study revealed that for the changes implemented at S.P. Metal Forgings Uitenhage, a change model was not adopted and that a number of vitally important areas associated with the change efforts were inadequately addressed. The organisational changes were introduced on this particular site with the intention of minimizing the loss situation and re-establishing the organisation as a profit generating entity. The empirical study showed a number of positive outcomes associated with the changes but also highlighted areas of concern and points which can be improved. The culture found within an organisation influences the organisation in many ways which include the ability of the organisation to accept change and the ease of implementing new procedures and equipment. The culture also influences the daily operations of a manufacturing facility such as this one. The study revealed that the respondents are not driven to perform at their best as a result of the lack of recognition which they receive and that the relationship between employees and management can improve. It was concluded that organisational change is not easy to introduce and that it needs to be well planned and executed. Change requires transformational leaders, a clear vision, an analysis and well-thought out and properly implemented actions.
Subjects/Keywords: Organizational change; Organizational effectiveness
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Manager
APA (6th Edition):
Whittal, D. J. (2014). An assessment of organisational change at S.P. Metal Forgings Uitenhage. (Thesis). Nelson Mandela Metropolitan University. Retrieved from http://hdl.handle.net/10948/d1017559
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Whittal, Daryl James. “An assessment of organisational change at S.P. Metal Forgings Uitenhage.” 2014. Thesis, Nelson Mandela Metropolitan University. Accessed February 27, 2021.
http://hdl.handle.net/10948/d1017559.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Whittal, Daryl James. “An assessment of organisational change at S.P. Metal Forgings Uitenhage.” 2014. Web. 27 Feb 2021.
Vancouver:
Whittal DJ. An assessment of organisational change at S.P. Metal Forgings Uitenhage. [Internet] [Thesis]. Nelson Mandela Metropolitan University; 2014. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/10948/d1017559.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Whittal DJ. An assessment of organisational change at S.P. Metal Forgings Uitenhage. [Thesis]. Nelson Mandela Metropolitan University; 2014. Available from: http://hdl.handle.net/10948/d1017559
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Johannesburg
5.
De Castro, Jose.
An assessment of the organisational norms of individuals within a marketing company.
Degree: 2012, University of Johannesburg
URL: http://hdl.handle.net/10210/6677
M.B.A.
The aim is to do an assessment of the organisational norms of individuals within a marketing company in order to understand what the perceptions of the individuals are towards the organisation thereby creating a model on which strategic decision making can be based
Subjects/Keywords: Organizational effectiveness; Organizational change
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APA ·
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Manager
APA (6th Edition):
De Castro, J. (2012). An assessment of the organisational norms of individuals within a marketing company. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/6677
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
De Castro, Jose. “An assessment of the organisational norms of individuals within a marketing company.” 2012. Thesis, University of Johannesburg. Accessed February 27, 2021.
http://hdl.handle.net/10210/6677.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
De Castro, Jose. “An assessment of the organisational norms of individuals within a marketing company.” 2012. Web. 27 Feb 2021.
Vancouver:
De Castro J. An assessment of the organisational norms of individuals within a marketing company. [Internet] [Thesis]. University of Johannesburg; 2012. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/10210/6677.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
De Castro J. An assessment of the organisational norms of individuals within a marketing company. [Thesis]. University of Johannesburg; 2012. Available from: http://hdl.handle.net/10210/6677
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
6.
Smith, Bobby.
Evidence-Based Policing:
Reducing Crime and Disorder with Informed Strategy.
Degree: 2017, Sam Houston State University
URL: http://hdl.handle.net/20.500.11875/2269
► Police leaders all over the world are charged with identifying and effectively addressing crime and disorder problems so that the quality of life for constituents…
(more)
▼ Police leaders all over the world are charged with identifying and effectively addressing crime and disorder problems so that the quality of life for constituents is maximized. If leaders are to realize success, they should look to the latest scientific research to determine what activities produce the best outcomes and then implement effective strategies. These strategies include hot spots policing with a strong problem-oriented and community-oriented policing component. If implemented correctly, the leader will realize positive outcomes such as a reduction in crime and disorder, as well as an increase in perceived police legitimacy. Additionally, evidence-based strategies increase efficiency, and this is particularly important in an environment where resources are scarce. There are some potential impediments such as police
organizational culture and the resistance to
change, but with the right implementation strategy, success is attainable. Police leaders should also realize that the displacement of crime and disorder to other sections of the community is generally not backed by research and so this issue should not be considered when implementing hot spots policing strategies (Weisburd et al., 2010). Properly implemented evidence-based policing strategies will reduce crime, improve police legitimacy, and increase efficiency in the use of resources, all without displacing crime to other locations in the community.
Advisors/Committee Members: LEMIT.
Subjects/Keywords: Organizational change; Organizational behavior
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APA ·
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Manager
APA (6th Edition):
Smith, B. (2017). Evidence-Based Policing:
Reducing Crime and Disorder with Informed Strategy. (Thesis). Sam Houston State University. Retrieved from http://hdl.handle.net/20.500.11875/2269
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Smith, Bobby. “Evidence-Based Policing:
Reducing Crime and Disorder with Informed Strategy.” 2017. Thesis, Sam Houston State University. Accessed February 27, 2021.
http://hdl.handle.net/20.500.11875/2269.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Smith, Bobby. “Evidence-Based Policing:
Reducing Crime and Disorder with Informed Strategy.” 2017. Web. 27 Feb 2021.
Vancouver:
Smith B. Evidence-Based Policing:
Reducing Crime and Disorder with Informed Strategy. [Internet] [Thesis]. Sam Houston State University; 2017. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/20.500.11875/2269.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Smith B. Evidence-Based Policing:
Reducing Crime and Disorder with Informed Strategy. [Thesis]. Sam Houston State University; 2017. Available from: http://hdl.handle.net/20.500.11875/2269
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Johannesburg
7.
Du Toit, Anton.
Organisasieontwikkeling en verandering : riglyne vir sukses binne Suid-Afrikaanse ondernemings.
Degree: 2012, University of Johannesburg
URL: http://hdl.handle.net/10210/6982
► M.Comm.
Change is an ongoing process right around the globe. South Africa is even more subject to change as a result of socio-economic and political…
(more)
▼ M.Comm.
Change is an ongoing process right around the globe. South Africa is even more subject to change as a result of socio-economic and political transformation. This community tendency affects the South African organisation intensely, and a need exists for comprehensive guidelines for the handling of this transformation process. There are few publications which are relevant to the field of organisation development in South Africa. In this literature study attention was firstly given to the theoretical description of the term organisation development, the works of a number of theorists were examined. In the second place the historical development of the study field of organisation development was researched and the progress over time was reflected. Five approaches to organisation development were identified as they developed chronologically, viz. (a) laboratory training, (b) survey research and feedback, (c) action research (d) quality of working life, and (e) strategic change as the most recent contribution. The conclusion was reached that all five approaches still have merit, and that not one can be summarily eliminated for current usage. In the third place the organisation development process was examined in detail. Theories and models addressing the nature of planned change were examined with a view to establishing a generic model of change. This model comprises four phases which are each discussed in reasonable depth, viz. (a) initialising and contracting, (b) diagnosing, (c) planning and implementation, and (d) evaluation and institutionalisation. In the fourth place the organisational development practitioner was closely examined and an attempt was made to identify the skills, knowledge and qualifications which distinguish successful practitioners from those who achieve less success. The broad South African socio-economic and political environment, with its differing community trends, was investigated in order to draw up a scenario within which the South African organisation development practitioner must function at present. A skills profile as well as basic guidelines for the successful practitioners were finally established. The conclusion was reached that the organisation development practitioner within the South African environment must possess expertise, additional to the identified skills profile of the international practitioner, in order to be effective.
Subjects/Keywords: Organizational change - South Africa.; Organizational change - Management.
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APA ·
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Manager
APA (6th Edition):
Du Toit, A. (2012). Organisasieontwikkeling en verandering : riglyne vir sukses binne Suid-Afrikaanse ondernemings. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/6982
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Du Toit, Anton. “Organisasieontwikkeling en verandering : riglyne vir sukses binne Suid-Afrikaanse ondernemings.” 2012. Thesis, University of Johannesburg. Accessed February 27, 2021.
http://hdl.handle.net/10210/6982.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Du Toit, Anton. “Organisasieontwikkeling en verandering : riglyne vir sukses binne Suid-Afrikaanse ondernemings.” 2012. Web. 27 Feb 2021.
Vancouver:
Du Toit A. Organisasieontwikkeling en verandering : riglyne vir sukses binne Suid-Afrikaanse ondernemings. [Internet] [Thesis]. University of Johannesburg; 2012. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/10210/6982.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Du Toit A. Organisasieontwikkeling en verandering : riglyne vir sukses binne Suid-Afrikaanse ondernemings. [Thesis]. University of Johannesburg; 2012. Available from: http://hdl.handle.net/10210/6982
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
KTH
8.
PETKOVA, DILYANA.
Communicating Technochange : Communication practices and how employeesperceive them.
Degree: Industrial Management, 2015, KTH
URL: http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-189496
► Change is a prominent feature of the organizational life. Nowadays companies rely on implementing large-scale Information Technology (IT) systems in order to enhance their…
(more)
▼ Change is a prominent feature of the organizational life. Nowadays companies rely on implementing large-scale Information Technology (IT) systems in order to enhance their organizational performance. Such technochanges, similarly to planned organizational changes, unfold in stages and have an impact on the organizational members. They, however, are not immune to failures. In this respect, the process of communication has been recognized as a critical success factor and an integrative part of every change initiative. Therefore, this study has investigated the communication practices during technochange, how employees perceive them and eventually, how the communication can be enhanced in order to assure the employees’ engagement. This has been done by conducting a case study at an office of a company in Stockholm, Sweden. The study was carried out through a combination of qualitative data collection methods. The data was analyzed with a help of a theoretical framework and sorted in themes that emerged from the collected empirics. The findings indicate the process of communication has been considered and acknowledged by the case organization. The use of several communication channels for disseminating of hange information and collecting employees’ input have formed the employees’ perception of the change and communication processes. Specifically, intranet and meetings accommodate the applied one-way communication channels, while workshops and trainings represent the applied more participative communication methods. Furthermore, the study illustrates that the non-implementers are not a homogenous group and different stakeholders perceive the hange in different ways that in turn creates different communication needs. Those findings lead to identification of improvement areas and practical suggestions for implementers and managers. From a theory perspective, this thesis makes an attempt to gain deeper understanding of specific communication approaches and their effect on employees in the context of technochange.
Subjects/Keywords: organizational change; planned change; technochange; CRM; organizational
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Manager
APA (6th Edition):
PETKOVA, D. (2015). Communicating Technochange : Communication practices and how employeesperceive them. (Thesis). KTH. Retrieved from http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-189496
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
PETKOVA, DILYANA. “Communicating Technochange : Communication practices and how employeesperceive them.” 2015. Thesis, KTH. Accessed February 27, 2021.
http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-189496.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
PETKOVA, DILYANA. “Communicating Technochange : Communication practices and how employeesperceive them.” 2015. Web. 27 Feb 2021.
Vancouver:
PETKOVA D. Communicating Technochange : Communication practices and how employeesperceive them. [Internet] [Thesis]. KTH; 2015. [cited 2021 Feb 27].
Available from: http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-189496.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
PETKOVA D. Communicating Technochange : Communication practices and how employeesperceive them. [Thesis]. KTH; 2015. Available from: http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-189496
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Nelson Mandela Metropolitan University
9.
Angloher, Sanette.
An evaluation of leadership characteristics required to meet the demands of a strategic change process in the automative cluster in the Eastern Cape region.
Degree: Faculty of Business and Economic Sciences, 2010, Nelson Mandela Metropolitan University
URL: http://hdl.handle.net/10948/1261
► Against a backdrop of increasing globalisation, deregulation, the rapid pace of technological innovation, a growing knowledge workforce, and shifting social and demographic trends, the primary…
(more)
▼ Against a backdrop of increasing globalisation, deregulation, the rapid pace of technological innovation, a growing knowledge workforce, and shifting social and demographic trends, the primary task of management today is the leadership of organisational change (Graetz, 2000:550). In the words of Lussier and Achua Abstract v (2001:9): “The companies that will survive in the new global competitiveness environment are those that can attract and maintain leaders”. The above emphasises the important role of managers during times when change take place in the organisation. Yet employees are often managed inappropriately in a period of change. There are two reasons for this: (1) managers managing change are under pressure which undermines their own performance, (2) organisations often do not possess managers who are skilful at handling change. It is this second reason that will form the focus of this study. Carnall (1999:105) states that managing change effectively requires an understanding of both what is and seems likely to happen and of how people react to change, and a skilful management performance. Leaders must take on more facilitative roles, as competencies in change management become critical to creating and sustaining effective organisations. The major technological advances of today rely heavily on leaders to facilitate change. Leaders need to encourage people to “collaborate, take risks, take responsibility and be accountable for the change process the organisation must continually undergo to maintain a leadership position in its industry”, according to Moran and Brightman (2000:3). They furthermore argue that “change leaders recognise that they are always trying to balance stability and change. It is a delicate balance to accomplish since employees desire order and stability, while organisations must be ready to adapt to changing conditions quickly”. In this rapidly changing world, organisations must become more flexible, more responsive, and more willing to change and adapt. They must create and assimilate new knowledge at an increasing pace, encourage innovation, and learn to compete in new ways. Dess and Picken (2000:30) argue that the leaders of these organisations must be proactive in facilitating organisational learning and encouraging positive adaptation to external changes. The above shows what an important role leaders/managers have to play in the strategic change process. They need to possess the requisite skills in leadership, problem solving, continuous improvement, team effectiveness, and customer service in order to ensure the long-term growth and stability in the organisation which change can bring about. This research project will identify the various skills needed to successfully manage a change initiative.
Subjects/Keywords: Leadership; Organizational change
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Manager
APA (6th Edition):
Angloher, S. (2010). An evaluation of leadership characteristics required to meet the demands of a strategic change process in the automative cluster in the Eastern Cape region. (Thesis). Nelson Mandela Metropolitan University. Retrieved from http://hdl.handle.net/10948/1261
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Angloher, Sanette. “An evaluation of leadership characteristics required to meet the demands of a strategic change process in the automative cluster in the Eastern Cape region.” 2010. Thesis, Nelson Mandela Metropolitan University. Accessed February 27, 2021.
http://hdl.handle.net/10948/1261.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Angloher, Sanette. “An evaluation of leadership characteristics required to meet the demands of a strategic change process in the automative cluster in the Eastern Cape region.” 2010. Web. 27 Feb 2021.
Vancouver:
Angloher S. An evaluation of leadership characteristics required to meet the demands of a strategic change process in the automative cluster in the Eastern Cape region. [Internet] [Thesis]. Nelson Mandela Metropolitan University; 2010. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/10948/1261.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Angloher S. An evaluation of leadership characteristics required to meet the demands of a strategic change process in the automative cluster in the Eastern Cape region. [Thesis]. Nelson Mandela Metropolitan University; 2010. Available from: http://hdl.handle.net/10948/1261
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Nelson Mandela Metropolitan University
10.
Britton, Leola.
An investigation into the competencies associated with change leadership : a case study analysis of an information technology organisation.
Degree: Faculty of Arts, 2010, Nelson Mandela Metropolitan University
URL: http://hdl.handle.net/10948/1227
► In this research, the researcher-consultant together with the management corps of a merged IT organisation, embarked on a process of participative research with the aim…
(more)
▼ In this research, the researcher-consultant together with the management corps of a merged IT organisation, embarked on a process of participative research with the aim to identify the competencies and skills that are required of the management-leadership corps to drive a process of change management and to ensure the organisation will be characterised by sustained growth and development. In using participative research methodology, qualitative data was mainly gathered through informal interviews and focus group sessions to identify the competencies and skills that are defined as important for the change manager-cum-leader role within the merged IT organisation. In addition, a matrix was compiled to enable each manager/leader to undertake a self-assessment of how capable they are in using the identified competencies and skills. The outcome of the assessment provided an indication of the areas of competencies and skills that through various interventions would enable the management-leadership corps to deal with the challenges of change, as well as to guide those that report to them through a process of change. While the management-leadership corps – referred to as the Executive, Senior, and Middle Management cohorts – all require enhancing their change management / leadership competencies and skills capability, it is the Middle Management cohort that is better equipped to perform their change management and leadership role. During the research, focus group sessions enhanced a participative methodology to enable identification of competencies important to the IT Company’s vision, mission and core values, as well as opportunity to identify interventions that will encourage an on-going process of change, growth and development. However, there is indication that the members of the Executive and Senior Management cohorts assessed themselves higher on those competencies that relate directly to their functionary roles, rather than the change management-leadership role. The scope of a treatise limits an in-depth and expanded research endeavour; however, the methodology used provided information on how a platform for participation in a change management process can be enabled. Furthermore, this research gives indication of how a management-leadership strata can ‘buy-in’ to the process of change, growth and development, commencing with the self and, which is aimed to encourage the same in those that share responsibility for sustained growth and development of the IT company. The research is also example of how an applied sociology endeavour can be undertaken.
Subjects/Keywords: Organizational change – Management
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Manager
APA (6th Edition):
Britton, L. (2010). An investigation into the competencies associated with change leadership : a case study analysis of an information technology organisation. (Thesis). Nelson Mandela Metropolitan University. Retrieved from http://hdl.handle.net/10948/1227
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Britton, Leola. “An investigation into the competencies associated with change leadership : a case study analysis of an information technology organisation.” 2010. Thesis, Nelson Mandela Metropolitan University. Accessed February 27, 2021.
http://hdl.handle.net/10948/1227.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Britton, Leola. “An investigation into the competencies associated with change leadership : a case study analysis of an information technology organisation.” 2010. Web. 27 Feb 2021.
Vancouver:
Britton L. An investigation into the competencies associated with change leadership : a case study analysis of an information technology organisation. [Internet] [Thesis]. Nelson Mandela Metropolitan University; 2010. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/10948/1227.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Britton L. An investigation into the competencies associated with change leadership : a case study analysis of an information technology organisation. [Thesis]. Nelson Mandela Metropolitan University; 2010. Available from: http://hdl.handle.net/10948/1227
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Johannesburg
11.
Mollo, Samuel Motlalepula.
Leadership guidelines in transforming the public sector.
Degree: 2009, University of Johannesburg
URL: http://hdl.handle.net/10210/2553
► D.Phil.
The aim of this study was to develop a clearly defined theoretical concept for organisational change to facilitate effective change leadership within state-owned entities.…
(more)
▼ D.Phil.
The aim of this study was to develop a clearly defined theoretical concept for organisational change to facilitate effective change leadership within state-owned entities. A modernist qualitative methodology, with casing as research design and grounded theory as research strategy, was employed to develop the concept. Six employees of a state-owned entity were selected as research participants by means of purposive sampling. Their experience of change was explored with a view to developing the construct. Various data-collection methods were used, the principal ones being semi-structured interviews and participant observation. These yielded rich, descriptive data that was systematically analysed by utilising grounded theory methodology. On conclusion of the data analysis, the literature on the most current change constructs (theories and models) of organisational change was reviewed. The results of this review informed the member-checking phase, which was aimed at substantiating the newly developed construct. Although certain shortcomings emerged, the main aim of the study was achieved. The guidelines provided in the literature were followed to ensure a quality and trustworthy study. Thus the study should not only contribute to practical change management guidelines for the state-owned entities, but also deepen theoretical knowledge of organisational social change. Furthermore, the in-depth description of the application of grounded theory and my personal experience thereof should contribute to the application of this construct in other organisational settings. Recommendations for further studies conclude the dissertation.
Subjects/Keywords: Leadership; Organizational change
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Manager
APA (6th Edition):
Mollo, S. M. (2009). Leadership guidelines in transforming the public sector. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/2553
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Mollo, Samuel Motlalepula. “Leadership guidelines in transforming the public sector.” 2009. Thesis, University of Johannesburg. Accessed February 27, 2021.
http://hdl.handle.net/10210/2553.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Mollo, Samuel Motlalepula. “Leadership guidelines in transforming the public sector.” 2009. Web. 27 Feb 2021.
Vancouver:
Mollo SM. Leadership guidelines in transforming the public sector. [Internet] [Thesis]. University of Johannesburg; 2009. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/10210/2553.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Mollo SM. Leadership guidelines in transforming the public sector. [Thesis]. University of Johannesburg; 2009. Available from: http://hdl.handle.net/10210/2553
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Johannesburg
12.
Cronje, Antoinette B.
Integrating change management across organisational boundaries during transformation.
Degree: 2014, University of Johannesburg
URL: http://hdl.handle.net/10210/9169
► M.Com. (Business Management)
Global competition, changing markets and new technologies, challenge the traditional view of the business organisation. Markets are undergoing rapid and constant change…
(more)
▼ M.Com. (Business Management)
Global competition, changing markets and new technologies, challenge the traditional view of the business organisation. Markets are undergoing rapid and constant change as a result of customers becoming more specialised in their needs and demanding higher quality products and services. Improved internal performance is forced upon organisations as the wave of globalization dissolves customary boundaries, increasing world trade and competition. This turbulent business environment demands of organisations to constantly monitor and interpret change within its external context as it unfolds so as to constantly align the pace at which the organisation can move through substantial and continuous evolution. The move of organisations in synchronism with their environment is becoming increasingly difficult. Business transformation, evolving from business process re-engineering to extending the original business and then redefining it to create new business creates a means of increasing business performance and continuous alignment with changing market needs. (Davidson, 1993 :65).
Subjects/Keywords: Organizational change - Management
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APA ·
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Manager
APA (6th Edition):
Cronje, A. B. (2014). Integrating change management across organisational boundaries during transformation. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/9169
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Cronje, Antoinette B. “Integrating change management across organisational boundaries during transformation.” 2014. Thesis, University of Johannesburg. Accessed February 27, 2021.
http://hdl.handle.net/10210/9169.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Cronje, Antoinette B. “Integrating change management across organisational boundaries during transformation.” 2014. Web. 27 Feb 2021.
Vancouver:
Cronje AB. Integrating change management across organisational boundaries during transformation. [Internet] [Thesis]. University of Johannesburg; 2014. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/10210/9169.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Cronje AB. Integrating change management across organisational boundaries during transformation. [Thesis]. University of Johannesburg; 2014. Available from: http://hdl.handle.net/10210/9169
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Johannesburg
13.
Frigenti, Rodolfo Piero.
The application of facilitator training in the management of change.
Degree: 2014, University of Johannesburg
URL: http://hdl.handle.net/10210/11883
► M.Com. (Industrial Psychology)
Change is one of the foremost issues in organizations, if not the foremost issue in people's everyday life. Organizational change involves any…
(more)
▼ M.Com. (Industrial Psychology)
Change is one of the foremost issues in organizations, if not the foremost issue in people's everyday life. Organizational change involves any substantive modification to some part of the organization. This change may be prompted by forces internal or external to the organization. Typically organizational change involves the restructuring or elimination of jobs, found in actions such as reorganization, automation, rapid growth, downsizing, job redefinition, a physical move, the effects of competition, or a shifting market. Whatever the "trigger" for the change, people are experiencing confusion, worry, anger, numbness or all of the above. The cumulative effect of change on people is the same, and is manifest in resistance. Even though people know change is imminent and even though they understand it intellectually, it still has an emotional impact that they do not quite expect and that they find difficult to cope with. Many different change techniques or interventions are used for managing change. The most common ones involve changing organizational strategy, structure and design, technology and people. The focus of this study is on people, and illustrates the general inability of managers and subordinates to cope with organizational change, and to discuss a suitable training technique to overcome the inability to cope. A literature study was undertaken to determine the suitability of introducing facilitator training for managers in the management of change. It seems that managers are not taught or possess the skills necessary in dealing with the emotional content of subordinates reaction to change. Against this background it was determined that managers lacked the necessary skill of facilitation and as a result subordinates are not helped to cope during the process of organizational change. Facilitation training equips managers to function more effectively as managers and as persons. As a result managers are able to assist subordinates to cope with their emotional reaction to change. Results obtained from research on the application of facilitator training within management, indicate positive growth in the trainee on both the inter- and intrapersonal level. This growth resulted in the acquiring of certain characteristics within the manager which were of benefit in his interaction with his colleagues and subordinates. It is deduced that managers acquiring these characteristics will be able to facilitate a process of helping whereby subordinates are helped to help themselves during an organizational change process.
Subjects/Keywords: Organizational change - Management
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Manager
APA (6th Edition):
Frigenti, R. P. (2014). The application of facilitator training in the management of change. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/11883
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Frigenti, Rodolfo Piero. “The application of facilitator training in the management of change.” 2014. Thesis, University of Johannesburg. Accessed February 27, 2021.
http://hdl.handle.net/10210/11883.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Frigenti, Rodolfo Piero. “The application of facilitator training in the management of change.” 2014. Web. 27 Feb 2021.
Vancouver:
Frigenti RP. The application of facilitator training in the management of change. [Internet] [Thesis]. University of Johannesburg; 2014. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/10210/11883.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Frigenti RP. The application of facilitator training in the management of change. [Thesis]. University of Johannesburg; 2014. Available from: http://hdl.handle.net/10210/11883
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Johannesburg
14.
Timmers, G. H.
Golwe van verandering : 'n perspektief vir die jaar 2000.
Degree: 2012, University of Johannesburg
URL: http://hdl.handle.net/10210/7012
► M.Comm.
The people who make waves in today's business world aren't playing by yesterday's rules. They've jettisoned tradition. They've turned the old cosy business of…
(more)
▼ M.Comm.
The people who make waves in today's business world aren't playing by yesterday's rules. They've jettisoned tradition. They've turned the old cosy business of being in business upside down and inside out. Towering corporate structures are crumbling. Middle managers are a dying breed. Successful â bosses now lead their troops from the front. People are becoming multiskilled. Enlightened businesses make this happen. Whatever it takes. Our society, facing momentous challenges in the closing years of the twentieth century, needs visions of the future so attractive, inspiring, and compelling that people will shift from their current mind-set of focusing on immediate crises to one of eagerly anticipating the future - a future where the health and well-being of the earth and its inhabitants is secure. As we round the corner of the millennium, questions about our future loom ever larger on the horizon. The decade ahead is sure to bring more radical changes in everything from marketing to enterpreneuring, resources, demographics, lifstyles and more. Success in 2000 and beyond will mean riding the crest of this wave of change- but if we are to catch the wave before it catches us, we must see it coming. This study have adopted Alvin Toffler's concept of waves of change, to serve as the framework for the vision of business in the twenty-first century. The First Wave of change, the agricultural revolution, has essentially ended. The Second Wave, co-incidental with industrialisation, has covered much of the earth and continues to spread, while a new, postindustrial Third Wave is gathering force in the modern industrial nations. A Fourth Wave is following close upon the Third
Subjects/Keywords: Organizational change - Management
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Manager
APA (6th Edition):
Timmers, G. H. (2012). Golwe van verandering : 'n perspektief vir die jaar 2000. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/7012
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Timmers, G H. “Golwe van verandering : 'n perspektief vir die jaar 2000.” 2012. Thesis, University of Johannesburg. Accessed February 27, 2021.
http://hdl.handle.net/10210/7012.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Timmers, G H. “Golwe van verandering : 'n perspektief vir die jaar 2000.” 2012. Web. 27 Feb 2021.
Vancouver:
Timmers GH. Golwe van verandering : 'n perspektief vir die jaar 2000. [Internet] [Thesis]. University of Johannesburg; 2012. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/10210/7012.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Timmers GH. Golwe van verandering : 'n perspektief vir die jaar 2000. [Thesis]. University of Johannesburg; 2012. Available from: http://hdl.handle.net/10210/7012
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Johannesburg
15.
Robertson, Charles Gordon.
An investigation focusing on the creation and retention of competency through transformation.
Degree: 2012, University of Johannesburg
URL: http://hdl.handle.net/10210/6620
► M.B.A.
This dissertation evaluates the aim: Organisations engaged in transformation need to connect competency with their change framework and that this influences the quality of…
(more)
▼ M.B.A.
This dissertation evaluates the aim: Organisations engaged in transformation need to connect competency with their change framework and that this influences the quality of the contribution made towards competitive advantage Companies who use change methodologies actually cultivate their distinct capabilities / competencies through these initiatives and if 3m are these similar to actual theories documented and if no how can this be incorporated into a model. This dissertation places the research into context by focusing on the identification of past theory, methodology and examples and by comparing this to three chosen companies to establish its credibility and usefulness. Primary data for the comparison was obtained through separate case study interviews. This data surrounded areas such as — core competency development, retention and acquisition and its association with competitive advantage, the basic understanding of the change initiative, method used and finally the actual change process employed. An extensive literature research was conducted to review current global thinking and knowledge on change, distinct capabilities and competencies. It was concluded that although the companies reviewed did change well only one of the three linked competence through its change processes. The other developed its capabilities through a variety of change programmes ( in this case intentional), it could therefore qualify that it had in fact used change to develop a competence, and that therefore a model such as the one formulated has a basis for development
Subjects/Keywords: Performance; Organizational change
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Manager
APA (6th Edition):
Robertson, C. G. (2012). An investigation focusing on the creation and retention of competency through transformation. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/6620
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Robertson, Charles Gordon. “An investigation focusing on the creation and retention of competency through transformation.” 2012. Thesis, University of Johannesburg. Accessed February 27, 2021.
http://hdl.handle.net/10210/6620.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Robertson, Charles Gordon. “An investigation focusing on the creation and retention of competency through transformation.” 2012. Web. 27 Feb 2021.
Vancouver:
Robertson CG. An investigation focusing on the creation and retention of competency through transformation. [Internet] [Thesis]. University of Johannesburg; 2012. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/10210/6620.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Robertson CG. An investigation focusing on the creation and retention of competency through transformation. [Thesis]. University of Johannesburg; 2012. Available from: http://hdl.handle.net/10210/6620
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Johannesburg
16.
Burger, Daniel Hendrik.
The applicability of logotherapy as an organisation development intervention.
Degree: 2009, University of Johannesburg
URL: http://hdl.handle.net/10210/2541
► D.Litt. et Phil.
The study investigated the relationship between resistance to–readiness for change and meaning seeking, and whether a logotherapy-based intervention – Logo-OD – would…
(more)
▼ D.Litt. et Phil.
The study investigated the relationship between resistance to–readiness for change and meaning seeking, and whether a logotherapy-based intervention – Logo-OD – would impact on resistance to change. A quasi-experimental design and various statistical procedures were applied to test identified hypotheses. Of a survey population of 1 637 individuals, 193 and 76 respondents formed part of respectively the pre- and post-test samples. Whereas a significant relationship was established between said constructs, no significant effect of Logo-OD was observed. These results supported the primary conclusions emanating from the literature: the role of Logo-OD is one of a positive trigger event for organisational change. Whereas a prominent focus in both classic and contemporary literature is on the utilisation of the organisation’s human resources (HR) as a competitive advantage (see Barney, 1995; Cascio, 1998; Cook & Crossman, 2004; Drucker, 2002; Gratton, 2000; McGregor, 1960; O’Reilly & Pfeffer, 2000; Prahalad & Hamel, 1990; Richardson & Vanderberg, 2005; Schuler & Jackson, 1999; Schuler, Jackson & Storey, 2001), the need for organisations to adapt to increasingly turbulent changes has enjoyed similar attention (see Burnes, 2003, 2004; Cascio, 1995; Carnall, 2003; Chapman, 2002; Counsell, Tennant & Neailey, 2005; Hacker & Washington, 2004; Higgs, 2003; Johnson, 2004; Weber & Weber, 2001; Xavier, 2005). Alluded to here, is one of the greatest challenges faced by the modern organisation, namely that “human capital is fundamentally different from financial and technological capital” (Gratton, 1998, p. 13) as the realisation of human potential is dependent upon employees’ co-operation (Jackson & Schuler, 1999). However, organisational change “has left this resource severely wounded and the people themselves increasingly disenfranchised” (Morin, 1994, p. 53), thus threatening the very same employee commitment required to secure a competitive advantage. Subsequently, people constitute both “an essential factor” and “the biggest obstacles” to successful change (Smith, 2005a, p. 408, 2005b, p. 152). It is argued here that a central construct in determining individuals’ attitudes towards organisational change – albeit resistance to or readiness for change – is the meaning that they find in the organisational context.
Subjects/Keywords: Logotherapy; Organizational change
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Manager
APA (6th Edition):
Burger, D. H. (2009). The applicability of logotherapy as an organisation development intervention. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/2541
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Burger, Daniel Hendrik. “The applicability of logotherapy as an organisation development intervention.” 2009. Thesis, University of Johannesburg. Accessed February 27, 2021.
http://hdl.handle.net/10210/2541.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Burger, Daniel Hendrik. “The applicability of logotherapy as an organisation development intervention.” 2009. Web. 27 Feb 2021.
Vancouver:
Burger DH. The applicability of logotherapy as an organisation development intervention. [Internet] [Thesis]. University of Johannesburg; 2009. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/10210/2541.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Burger DH. The applicability of logotherapy as an organisation development intervention. [Thesis]. University of Johannesburg; 2009. Available from: http://hdl.handle.net/10210/2541
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Macquarie University
17.
Sun, Kwai Yu Vivian.
Transforming culture through social performance: a longitudinal case study of a professional firm in Great China using Jeffrey Alexander's cultural pragmatics framework.
Degree: 2014, Macquarie University
URL: http://hdl.handle.net/1959.14/1131927
► Theoretical thesis.
"This thesis is presented for the degree of Doctorate of Business Administration (DBA)" – title page.
Bibliography: pages 283-296.
Chapter 1. Curtains up…
(more)
▼ Theoretical thesis.
"This thesis is presented for the degree of Doctorate of Business Administration (DBA)" – title page.
Bibliography: pages 283-296.
Chapter 1. Curtains up - chorus of the drama of research – Chapter 2. Literature review – Chapter 3. Research methodology – Chapter 4. The breakthrough drama – Chapter 5. The challenge of script : re-fusing background representations with contingent performance – Chapter 6. The challenge of actors and audience – Chapter 7. The challenge of staging – Chapter 8. This is not the finale.
This thesis aims at generating new insights or guidelines for the better understanding and more effective management of cultural change in organisations. The thesis started with two questions: “what is required to facilitate successful cultural change in an organisation?”, and “how can we change culture when we are the culture?” In attempting to answer these questions, it draws on Jeffrey Alexander’s cultural pragmatic framework to guide a longitudinal study of a cultural change program in an international accounting firm in China. The research draws on the interpretivist research paradigm. It uses documentary analysis, semi-structured interviews and non-participant observation to reconstruct the organisation’s cultural webs and detail how they influence the interactive dynamics of sense-making, sense-giving and the reception to sense-giving.
As a basis for analysing the nature and effectiveness of cultural change as a social performance, the thesis draws on Jeffrey Alexander's view of performance as comprising of six key elements: systems of collective representation; actors; audiences; means of symbolic production; mise-en-scene; and social powers. In using this framework for understanding and evaluating performance success, the thesis provides the first application of cultural sociology's dramaturgical approach to the analysis of organisational change in a Chinese firm. It also provides a test and confirmation of the relevance of Alexander's cultural pragmatics framework for investigating cultural change in organisations. And, finally, it draws on and extends Alexander's framework in developing guidelines for how practitioners can more effectively manage cultural change - by viewing it as a social performance.
1 online resource (xii, 324 pages) colour illustrations
Subjects/Keywords: Organizational change – China
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Manager
APA (6th Edition):
Sun, K. Y. V. (2014). Transforming culture through social performance: a longitudinal case study of a professional firm in Great China using Jeffrey Alexander's cultural pragmatics framework. (Thesis). Macquarie University. Retrieved from http://hdl.handle.net/1959.14/1131927
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Sun, Kwai Yu Vivian. “Transforming culture through social performance: a longitudinal case study of a professional firm in Great China using Jeffrey Alexander's cultural pragmatics framework.” 2014. Thesis, Macquarie University. Accessed February 27, 2021.
http://hdl.handle.net/1959.14/1131927.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Sun, Kwai Yu Vivian. “Transforming culture through social performance: a longitudinal case study of a professional firm in Great China using Jeffrey Alexander's cultural pragmatics framework.” 2014. Web. 27 Feb 2021.
Vancouver:
Sun KYV. Transforming culture through social performance: a longitudinal case study of a professional firm in Great China using Jeffrey Alexander's cultural pragmatics framework. [Internet] [Thesis]. Macquarie University; 2014. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/1959.14/1131927.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Sun KYV. Transforming culture through social performance: a longitudinal case study of a professional firm in Great China using Jeffrey Alexander's cultural pragmatics framework. [Thesis]. Macquarie University; 2014. Available from: http://hdl.handle.net/1959.14/1131927
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Johannesburg
18.
Jacobs, Charlene.
The role of leadership in the management of change.
Degree: 2014, University of Johannesburg
URL: http://hdl.handle.net/10210/9769
► M.Com. (Business Management)
"In the three short decades between now and the twenty first century, millions of ordinary, psychologically normal people will face an abrupt…
(more)
▼ M.Com. (Business Management)
"In the three short decades between now and the twenty first century, millions of ordinary, psychologically normal people will face an abrupt collision with the future. Citizens of the world's richest and most technically advanced nations, many of them, will find it increasingly painful to keep up with incessant demand for change that characterises our time." (Toftler, 1983:18.) More than ajlecade and a half has passed since Alvin Toffler wrote his best seller, Future Shock. The year 2000 is less than 10 years away. Future shock is something each of us lives with every day. Things change around us constantly - from there the saying: "the only constant in life is change". As individuals, our lives become more and more complicated. As managers, we face increasing pressure and uncertainty (Manning, 1987:1). One of the most important skills a manager can have in his of her repertoire these days is the skill to manage change (Burke et a/.,1991:87). Managers must manage today's business effectively while creating a new and radically different kind of business for tomorrow. It's a daunting task, but it's one that cannot be postponed - the future simply won't wait (Manning, 1987:1). Within the South African context great challenges face management. South Africa is faced with addressing major political, economic and social imbalances. Traditionally, the business community has often been reluctant to play an upfront role in the political realm. The business of business is business, was a commonly heard adage. In 1988, the formation of the Consultative Business Movement was a small sign that business was starting to take seriously it's role in a changing society (Eloff, 1992:12).
Subjects/Keywords: Organizational change - Management; Organizational change - South Africa; Organizational change
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Manager
APA (6th Edition):
Jacobs, C. (2014). The role of leadership in the management of change. (Thesis). University of Johannesburg. Retrieved from http://hdl.handle.net/10210/9769
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Jacobs, Charlene. “The role of leadership in the management of change.” 2014. Thesis, University of Johannesburg. Accessed February 27, 2021.
http://hdl.handle.net/10210/9769.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Jacobs, Charlene. “The role of leadership in the management of change.” 2014. Web. 27 Feb 2021.
Vancouver:
Jacobs C. The role of leadership in the management of change. [Internet] [Thesis]. University of Johannesburg; 2014. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/10210/9769.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Jacobs C. The role of leadership in the management of change. [Thesis]. University of Johannesburg; 2014. Available from: http://hdl.handle.net/10210/9769
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Cape Peninsula University of Technology
19.
Mgquba, Nolukhanyo.
Factors influencing effectiveness of change management interventions in a selected petrochemical company in the Western Cape, South Africa
.
Degree: 2017, Cape Peninsula University of Technology
URL: http://etd.cput.ac.za/handle/20.500.11838/2663
► Change in today‟s business situation may be seen as unavoidable; however, the absence of standard change interventions within an organisation can cause an impact on…
(more)
▼ Change in today‟s business situation may be seen as unavoidable; however, the absence of standard
change interventions within an organisation can cause an impact on the functioning of the business and its survival in the long run. Thus, it is ideal for the South African petrochemical industry to find a suitable intervention for
change models that will assist them in navigating its effectiveness. This study has used an investigative approach to understand the effectiveness of interventions of
change management in petrochemical organisations in the Western Cape, South Africa.
A qualitative case study was used in this research, as data was collected directly from interviews by fieldworkers, while written documents were also consulted. It was found that a number of factors influence effective
change management in the SA petrochemical industry. Some of the factors that were elicited for this study include: organisational structure and size and administrative methods; the introduction of new technology; processing and communication; changes in employee demographics; government regulations; and economic competition. Furthermore, the study also provides a framework that can be used to guide and assess effective changes within the SA petrochemical industry.
Advisors/Committee Members: Mitrovic, Zoran (advisor).
Subjects/Keywords: Organizational change;
Organizational change – Management;
Strategic planning;
Organizational effectiveness
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APA ·
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to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Mgquba, N. (2017). Factors influencing effectiveness of change management interventions in a selected petrochemical company in the Western Cape, South Africa
. (Thesis). Cape Peninsula University of Technology. Retrieved from http://etd.cput.ac.za/handle/20.500.11838/2663
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Mgquba, Nolukhanyo. “Factors influencing effectiveness of change management interventions in a selected petrochemical company in the Western Cape, South Africa
.” 2017. Thesis, Cape Peninsula University of Technology. Accessed February 27, 2021.
http://etd.cput.ac.za/handle/20.500.11838/2663.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Mgquba, Nolukhanyo. “Factors influencing effectiveness of change management interventions in a selected petrochemical company in the Western Cape, South Africa
.” 2017. Web. 27 Feb 2021.
Vancouver:
Mgquba N. Factors influencing effectiveness of change management interventions in a selected petrochemical company in the Western Cape, South Africa
. [Internet] [Thesis]. Cape Peninsula University of Technology; 2017. [cited 2021 Feb 27].
Available from: http://etd.cput.ac.za/handle/20.500.11838/2663.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Mgquba N. Factors influencing effectiveness of change management interventions in a selected petrochemical company in the Western Cape, South Africa
. [Thesis]. Cape Peninsula University of Technology; 2017. Available from: http://etd.cput.ac.za/handle/20.500.11838/2663
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Royal Roads University
20.
Thiessen, Sheryl.
Change readiness of laboratory leaders in the system-level organization
.
Degree: 2020, Royal Roads University
URL: https://viurrspace.ca/handle/10613/23006
► Successful organizational change hinges on active engagement and endorsement by the change recipients. This research evaluated the change readiness of laboratory leaders from each of…
(more)
▼ Successful organizational change hinges on active engagement and endorsement by the change recipients. This research evaluated the change readiness of laboratory leaders from each of British Columbia’s public health authority laboratory organizations as they entered a period of significant change affecting laboratory service delivery. Using an action research engagement methodology, individual interviews were conducted to determine the cognitive and affective change readiness attributes of these leaders, followed by a focus group session to collectively develop strategies to assist them in becoming ready for change. The findings suggest trust is the underlying factor when building the relationships necessary for organizations to undergo transformational organization change. Healthcare organizations need to think and act differently to be successful in times of rapidly changing environments and organizational uncertainty. Building readiness for change into the culture and character of the organization will enable it to respond nimbly to both planned and emergent change.
Subjects/Keywords: change attributes;
change readiness;
laboratory leader;
organizational change;
organizational culture;
trust
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CSE |
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Manager
APA (6th Edition):
Thiessen, S. (2020). Change readiness of laboratory leaders in the system-level organization
. (Thesis). Royal Roads University. Retrieved from https://viurrspace.ca/handle/10613/23006
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Thiessen, Sheryl. “Change readiness of laboratory leaders in the system-level organization
.” 2020. Thesis, Royal Roads University. Accessed February 27, 2021.
https://viurrspace.ca/handle/10613/23006.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Thiessen, Sheryl. “Change readiness of laboratory leaders in the system-level organization
.” 2020. Web. 27 Feb 2021.
Vancouver:
Thiessen S. Change readiness of laboratory leaders in the system-level organization
. [Internet] [Thesis]. Royal Roads University; 2020. [cited 2021 Feb 27].
Available from: https://viurrspace.ca/handle/10613/23006.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Thiessen S. Change readiness of laboratory leaders in the system-level organization
. [Thesis]. Royal Roads University; 2020. Available from: https://viurrspace.ca/handle/10613/23006
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
San Jose State University
21.
Manzano, Paulina Christine.
The Relationship Between Authentic Leadership and Organizational Change Readiness: The Mediating Role of Psychological Safety.
Degree: MS, Psychology, 2020, San Jose State University
URL: https://scholarworks.sjsu.edu/etd_theses/5131
► The purpose of the current study was to examine the mediating effect of psychological safety on the relationship between authentic leadership and organizational change…
(more)
▼ The purpose of the current study was to examine the mediating effect of psychological safety on the relationship between authentic leadership and organizational change readiness in the workplace. A total of 107 employees participated in the study, which utilized online survey distribution. Results showed that psychological safety partially mediated the relationship between authentic leadership and organizational change readiness. In other words, the more employees perceived their leadership to be authentic, the more likely employees felt safe taking risks at work, which in turn, increased employees’ emotional and cognitive inclination to adopt and embrace organizational change. Based on these findings, organizations contemplating planned organizational change should concentrate their efforts on strategies that enhance authentic leadership to foster an environment in which employees feel safe taking risks, which is likely to increase employees’ levels of organizational change readiness.
Subjects/Keywords: change management; leadership; organizational change; organizational change readiness; psychological safety
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APA ·
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Manager
APA (6th Edition):
Manzano, P. C. (2020). The Relationship Between Authentic Leadership and Organizational Change Readiness: The Mediating Role of Psychological Safety. (Masters Thesis). San Jose State University. Retrieved from https://scholarworks.sjsu.edu/etd_theses/5131
Chicago Manual of Style (16th Edition):
Manzano, Paulina Christine. “The Relationship Between Authentic Leadership and Organizational Change Readiness: The Mediating Role of Psychological Safety.” 2020. Masters Thesis, San Jose State University. Accessed February 27, 2021.
https://scholarworks.sjsu.edu/etd_theses/5131.
MLA Handbook (7th Edition):
Manzano, Paulina Christine. “The Relationship Between Authentic Leadership and Organizational Change Readiness: The Mediating Role of Psychological Safety.” 2020. Web. 27 Feb 2021.
Vancouver:
Manzano PC. The Relationship Between Authentic Leadership and Organizational Change Readiness: The Mediating Role of Psychological Safety. [Internet] [Masters thesis]. San Jose State University; 2020. [cited 2021 Feb 27].
Available from: https://scholarworks.sjsu.edu/etd_theses/5131.
Council of Science Editors:
Manzano PC. The Relationship Between Authentic Leadership and Organizational Change Readiness: The Mediating Role of Psychological Safety. [Masters Thesis]. San Jose State University; 2020. Available from: https://scholarworks.sjsu.edu/etd_theses/5131
NSYSU
22.
Wu, Hui-Chuan.
The key Success Factors of Organizational Change.
Degree: Master, Human Resource Management, 2012, NSYSU
URL: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0910112-100053
► With the rapid technological development, the environment faced by the enterprises undergoing rapid change, market-oriented enterprises should seize the opportunity to promote the technological change,…
(more)
▼ With the rapid technological development, the environment faced by the enterprises undergoing rapid
change, market-oriented enterprises should seize the opportunity to promote the technological
change, process
change,
organizational structure changes and cultural
change, to adapt to not inside and outside of the segment changes in the environment. The
change means the transformation of the organization
change, means that the break with tradition, a breakthrough for the organization. This study adopts the case study method of qualitative research, through depth interviews with
change leaders, and the interview data collection and analysis of
organizational culture, leadership style in
organizational change, the impact on the effectiveness of
organizational change, results in the following the study found that: the success of
organizational change to a large extent depends on the company's transformation strategy, determination and leadership style of the leader, the process of implementing
change in organizations within the distribution of benefits and the power of the concept of
change and
organizational structure. A good
organizational culture is helpful to implement the
organizational change. So the
organizational culture have obviously influence to the active
change attitude and the ordinary
change attitude. and
organizational change strategies to adapt to the success or failure of the changing external environment, will directly affect the business
change.
First, the
change leader to obtain top management support, Second, grasp the core personnel, the establishment of
organizational change team. Third, in the
change process, create a new corporate culture. With the
change objectives and strategies to develop a management system.
Keywords:
organizational change,
organizational culture, leadership style, power
Advisors/Committee Members: Ming-Chu Yu (chair), Bih-Shiaw Jaw (committee member), Yu-Ping Wang (chair).
Subjects/Keywords: organizational change; organizational culture; leadership style; power
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APA ·
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Manager
APA (6th Edition):
Wu, H. (2012). The key Success Factors of Organizational Change. (Thesis). NSYSU. Retrieved from http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0910112-100053
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Wu, Hui-Chuan. “The key Success Factors of Organizational Change.” 2012. Thesis, NSYSU. Accessed February 27, 2021.
http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0910112-100053.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Wu, Hui-Chuan. “The key Success Factors of Organizational Change.” 2012. Web. 27 Feb 2021.
Vancouver:
Wu H. The key Success Factors of Organizational Change. [Internet] [Thesis]. NSYSU; 2012. [cited 2021 Feb 27].
Available from: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0910112-100053.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Wu H. The key Success Factors of Organizational Change. [Thesis]. NSYSU; 2012. Available from: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0910112-100053
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
University of Pretoria
23.
[No author].
The role of culture in post-merger
performance
.
Degree: 2013, University of Pretoria
URL: http://upetd.up.ac.za/thesis/available/etd-02162013-110828/
► Mergers and acquisitions remain a popular means of corporate growth but the role played by organizational culture remains poorly understood. Badly executed cultural integration is…
(more)
▼ Mergers and acquisitions remain a popular means of
corporate growth but the role played by
organizational culture
remains poorly understood. Badly executed cultural integration is a
leading cause of post-merger performance not meeting stakeholder
expectations (Cartwright&Schoenberg, 2006). This paper reviews
the literature on cultural integration in the context of mergers
and acquisitions and provides insight into cultural assessment and
integration.The study takes the form of exploratory research with
findings from twelve semi-structured interviews collated and tested
against five propositions that together build a reference point for
cultural integration. Five cultural assessment tools are
incorporated into a single view to provide the reader with a clear
framework against which to assess
organizational culture.The study
validates the proposition that cultural integration plays a key
role in post-merger performance and provides key elements towards a
successful integration. The study goes on to find that cultural
integration is necessary for post-merger performance, an
integration plan should be built early in the pre-merger process,
top management has an integral role to play in the post-merger
integration of culture, large cultural differences can be an
opportunity and that the level of learning and knowledge
application in mergers and acquisitions is poor.
Advisors/Committee Members: Mr M Mackenzie (advisor).
Subjects/Keywords: UCTD;
Organizational culture;
Change;
Organizational learning;
Merger
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Manager
APA (6th Edition):
author], [. (2013). The role of culture in post-merger
performance
. (Masters Thesis). University of Pretoria. Retrieved from http://upetd.up.ac.za/thesis/available/etd-02162013-110828/
Chicago Manual of Style (16th Edition):
author], [No. “The role of culture in post-merger
performance
.” 2013. Masters Thesis, University of Pretoria. Accessed February 27, 2021.
http://upetd.up.ac.za/thesis/available/etd-02162013-110828/.
MLA Handbook (7th Edition):
author], [No. “The role of culture in post-merger
performance
.” 2013. Web. 27 Feb 2021.
Vancouver:
author] [. The role of culture in post-merger
performance
. [Internet] [Masters thesis]. University of Pretoria; 2013. [cited 2021 Feb 27].
Available from: http://upetd.up.ac.za/thesis/available/etd-02162013-110828/.
Council of Science Editors:
author] [. The role of culture in post-merger
performance
. [Masters Thesis]. University of Pretoria; 2013. Available from: http://upetd.up.ac.za/thesis/available/etd-02162013-110828/
University of Alberta
24.
Smith, James D.
The Antecedents and Consequences of Intercollegiate Athletic
Association Change of Colleges and Universities in Canada and the
United States.
Degree: PhD, Physical Education and Recreation, 2012, University of Alberta
URL: https://era.library.ualberta.ca/files/3b591929j
► The purpose of this dissertation is to identify and understand the consequences of organizational change. This change features the athletic departments of colleges and universities…
(more)
▼ The purpose of this dissertation is to identify and
understand the consequences of organizational change. This change
features the athletic departments of colleges and universities
within the National Association of Intercollegiate Athletics
(NAIA), and the National Collegiate Athletic Association (NCAA) of
the United States intercollegiate athletic system, in addition, to
the Canadian Colleges Athletic Association (CCAA) and Canadian
Interuniversity Sport (CIS). Antecedents and consequences of
intercollegiate athletic organizations were achieved by collecting
qualitative data from colleges and universities within Canada and
the United States that moved from one intercollegiate athletic
association to another (i.e., NAIA to NCAA). Organizational change
theory, with respect to archetypes and organizational tracks
(Hinings & Greenwood, 1988) directed the research
questions, data collection, and data analysis. Data collection was
shown in two ways, primarily through a qualitative process
including interviews with key college and university sources.
Secondarily, data was collected quantitatively using archival data
to support the responses from interviews (Yin, 1994). The results
of this dissertation uncovered benefits and future challenges
facing universities and athletic departments undergoing
organizational change to Canadian Interuniversity Sport and the
National Collegiate Athletic Association. It was observed that the
transitioning athletic associations was an overlooked process by
athletic departments in the form of necessary resources (i.e.,
staffing and funding) and cultural considerations (i.e., values and
beliefs of university). Results also showed reasons for leaving the
NAIA were not to move toward the potential benefits of the NCAA,
but to move away from the deteriorating NAIA. Contributions of this
study add to the archetype and organizational track literature by
introducing a ‘new’ track to the existing organizational change
model discussed in this dissertation.
Subjects/Keywords: archetype; Intercollegiate athletics; organizational tracks; organizational change
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Export
to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Smith, J. D. (2012). The Antecedents and Consequences of Intercollegiate Athletic
Association Change of Colleges and Universities in Canada and the
United States. (Doctoral Dissertation). University of Alberta. Retrieved from https://era.library.ualberta.ca/files/3b591929j
Chicago Manual of Style (16th Edition):
Smith, James D. “The Antecedents and Consequences of Intercollegiate Athletic
Association Change of Colleges and Universities in Canada and the
United States.” 2012. Doctoral Dissertation, University of Alberta. Accessed February 27, 2021.
https://era.library.ualberta.ca/files/3b591929j.
MLA Handbook (7th Edition):
Smith, James D. “The Antecedents and Consequences of Intercollegiate Athletic
Association Change of Colleges and Universities in Canada and the
United States.” 2012. Web. 27 Feb 2021.
Vancouver:
Smith JD. The Antecedents and Consequences of Intercollegiate Athletic
Association Change of Colleges and Universities in Canada and the
United States. [Internet] [Doctoral dissertation]. University of Alberta; 2012. [cited 2021 Feb 27].
Available from: https://era.library.ualberta.ca/files/3b591929j.
Council of Science Editors:
Smith JD. The Antecedents and Consequences of Intercollegiate Athletic
Association Change of Colleges and Universities in Canada and the
United States. [Doctoral Dissertation]. University of Alberta; 2012. Available from: https://era.library.ualberta.ca/files/3b591929j
Oregon State University
25.
Hille, Joshua D.
Towards a Conceptual Change Model to Support Organizational Change Efforts.
Degree: MS, Industrial Engineering, 2016, Oregon State University
URL: http://hdl.handle.net/1957/59298
► Many projects fail because employees and managers have different understandings of project "success" or "value". Other projects fail because managers are unable to effectively align…
(more)
▼ Many projects fail because employees and managers have different understandings of project "success" or "value". Other projects fail because managers are unable to effectively align
organizational values with those of their employees. This problem is widely understood, but there is little empirical research that specifies the nature and effect of this variation in the way managers and employees define project "success" and "value". This research provides empirical support for the assumed difference between managers and employee definitions of project "success" and "value". This research also proposes a novel approach to
organizational change that harnesses empirical knowledge of the gap in project success definition to develop a strategy for
organizational change that is based on changing individual mindset. This approach deviates from the current one-size-fits all, group-focused approach, in which over 70 percent of
change projects result in failure.
The objective of this thesis is twofold. First, definitions of successful
organizational change projects are characterized by individuals at different levels of the Rasmussen Socio-technical Framework, and by individuals from academic and non-academic organizations. Second, an approach is developed for promoting individual conceptual
change as a means to achieve self-sustaining improvements that propagate through the organization. Given the nascence of this work on achieving conceptual
change as a means for
organizational-level
change, there is a need for a model that guides research and practice. Furthermore, there is a need to address other factors including metacognitive, motivational, and affective processes that are integral to facilitating conceptual
change. Research findings identify key discrepancies between how individuals at different Rasmussen socio-technical levels define value in
change projects as well as variations between individuals from academic and non-academic organizations. Furthermore, this thesis highlights the importance of ensuring both the human and technical aspects of a project are satisfied, as well as discussing the applicability of the proposed Conceptual
Change Model to an
organizational change project. Conclusions provide suggestions for managers and academic professionals to improve the success of
organizational change projects.
Advisors/Committee Members: Eseonu, Chinweike I. (advisor), Zhu, Xinhui (committee member).
Subjects/Keywords: Organizational transformation; Organizational change – Psychological aspects
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APA (6th Edition):
Hille, J. D. (2016). Towards a Conceptual Change Model to Support Organizational Change Efforts. (Masters Thesis). Oregon State University. Retrieved from http://hdl.handle.net/1957/59298
Chicago Manual of Style (16th Edition):
Hille, Joshua D. “Towards a Conceptual Change Model to Support Organizational Change Efforts.” 2016. Masters Thesis, Oregon State University. Accessed February 27, 2021.
http://hdl.handle.net/1957/59298.
MLA Handbook (7th Edition):
Hille, Joshua D. “Towards a Conceptual Change Model to Support Organizational Change Efforts.” 2016. Web. 27 Feb 2021.
Vancouver:
Hille JD. Towards a Conceptual Change Model to Support Organizational Change Efforts. [Internet] [Masters thesis]. Oregon State University; 2016. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/1957/59298.
Council of Science Editors:
Hille JD. Towards a Conceptual Change Model to Support Organizational Change Efforts. [Masters Thesis]. Oregon State University; 2016. Available from: http://hdl.handle.net/1957/59298
Nelson Mandela Metropolitan University
26.
Paul, Gary William.
Strategies to create a post-merged organisational culture conducive to effective performance management.
Degree: PhD, Faculty of Business and Economics Sciences, 2011, Nelson Mandela Metropolitan University
URL: http://hdl.handle.net/10948/d1010857
► Mergers have been described as the most complex business process that an organisation can be faced with, requiring executives and other stakeholders to discharge the…
(more)
▼ Mergers have been described as the most complex business process that an organisation can be faced with, requiring executives and other stakeholders to discharge the promise of a more successful merged organisation. However, several studies have highlighted the factors that led to the demise of the merged organisations. One of the often quoted and frequently blamed aspects related to merger failure has been the lack of effective post-merged organisational culture integration and alignment. Where mergers have been successful, it was attributed to a structured approach to integrating and aligning all aspects related to organisational culture thus ensuring the creation of a high performing organisation, conducive to effective performance management.
The main research problem in this study centred around the identification of strategies that could be used to design an integrated model for creating a post-merged organisational culture which is conducive to effectively managing performance. To achieve this objective, the following approaches were adopted: A literature study was conducted with the view to identifying the challenges facing merged organisations in general and post-merged South African Higher Education institutions in particular. The researcher also conducted interviews with senior HR practitioner at the institutions participating in this study to gain insights into their experiences of performance within their merged institutions. The institutions involved in this study were Nelson Mandela Metropolitan University (NMMU), Cape Peninsula University of Technology (CPUT and Durban University of Technology (DUT). The insights gleaned from these interviews were incorporated into the survey questionnaire. The literature study also concerned itself with the identification of strategies that merged organisations could use in its pursuit of organisational culture alignment and integration. These strategies included conducting critical pre-merger assessments or due-diligence studies, adopting structured approaches to dealing with resistance to
change, employee engagement, the design, implementation and communication of monitoring and evaluation of merger success measures as well as several other moderating variables referred to in figure 1.2. In terms of sub-problem six of the study, the findings of sub-problems one, two and five were used to develop an eight-step integrated theoretical model to create an organisational culture conducive to effective performance management in a post-merged environment. The model served as a basis for the design of a survey questionnaire. The questionnaire was used to ascertain the extent to which respondents from the three participating institutions (NMMU, CPUT and DUT), perceived the various strategies as being important in establishing a post-merged organisational culture conducive to effective performance management.
The results that emerged from the empirical study showed a strong concurrence with the strategies identified in the literature study and included in the integrated…
Advisors/Committee Members: Berry, D M Prof.
Subjects/Keywords: Corporate culture; Organizational change; Organizational effectiveness
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Manager
APA (6th Edition):
Paul, G. W. (2011). Strategies to create a post-merged organisational culture conducive to effective performance management. (Doctoral Dissertation). Nelson Mandela Metropolitan University. Retrieved from http://hdl.handle.net/10948/d1010857
Chicago Manual of Style (16th Edition):
Paul, Gary William. “Strategies to create a post-merged organisational culture conducive to effective performance management.” 2011. Doctoral Dissertation, Nelson Mandela Metropolitan University. Accessed February 27, 2021.
http://hdl.handle.net/10948/d1010857.
MLA Handbook (7th Edition):
Paul, Gary William. “Strategies to create a post-merged organisational culture conducive to effective performance management.” 2011. Web. 27 Feb 2021.
Vancouver:
Paul GW. Strategies to create a post-merged organisational culture conducive to effective performance management. [Internet] [Doctoral dissertation]. Nelson Mandela Metropolitan University; 2011. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/10948/d1010857.
Council of Science Editors:
Paul GW. Strategies to create a post-merged organisational culture conducive to effective performance management. [Doctoral Dissertation]. Nelson Mandela Metropolitan University; 2011. Available from: http://hdl.handle.net/10948/d1010857
Stellenbosch University
27.
Chibisa, Allan Brian.
Organisation, innovation and emergence.
Degree: MA, Information Science, 2018, Stellenbosch University
URL: http://hdl.handle.net/10019.1/103779
► ENGLISH SUMMARY : Theories of organisational innovation incorporate many ideas derived from, or related to, complexity theory. This is what sets organisational theories focused on…
(more)
▼ ENGLISH SUMMARY : Theories of organisational innovation incorporate many ideas derived from, or related to,
complexity theory. This is what sets organisational theories focused on innovation apart from mainstream management theories focused on control and coordination. However, complexity
theory is treated as an inspiration, rather than a significant consideration in these theories. The thesis is an inquiry into the relevance of one of the concepts from complexity theory, namely emergence, to our understanding of innovation in an organisational context. The question explored is how the notion of emergence explain aspects of innovation. Unfortunately, even in complexity theories relying on it, the concept of emergence is often not properly explained beyond a simple definition that the emergent1 “whole is more than the sum of its parts” and can therefore not be explained by reductionist means that only focus on
the constituent parts. The introduction develops the problem by relating themes common to the phenomena of management, innovation, and organised complexity. Using selected theories, the chapter shows how ideas from complexity theory became adopted by organisation and management thinkers. Chapter 2 offers an overview of extant theories of innovation and distinguishes diverse types of innovation found in the organisational context. The following theories are reviewed: Dey's enablers of innovation, Holland's complex innovation process, Chesborough's open innovation concept, Weick's social creation, and a model of diffusion of innovation. It is demonstrated how these theories were inspired by and rely on ideas from complexity science.
Chapter 3 turns to emergence, the concept at the heart of complexity theory. The chapter offers an overview of Emmeche, Køppe, and Stjernfelt's ontology of levels and their attempt
to give substance to the concept of emergence. To relate these ideas to organisations, it is shown how emergence operates in Polanyi's Gestalt inspired theory of knowledge. Chapter 4 considers how selected themes from emergence relate to the innovation theories
described in the thesis. Finally, in Chapter 5 three possible answers are offered about how emergence can help to
understand organisational innovation. Emergence is a viewpoint of the full innovation process or it can indeed be a useful prescription for how to organise in order to innovate. It may offer a metaphor or analogy for part of the innovation process. It is concluded that
emergence is a useful metaphor for the creative phase of the innovative process.
AFRIKAANSE OPSOMMING : Teorieë van organisatoriese innovasie bevat baie idees afkomstig van, of verwant aan, kompleksiteitsteorie. Dit is wat organisasie teorieë fokus op innovasie anders maak as die hoofstroombestuursteorieë wat op beheer en koördinasie fokus. Die kompleksiteitsteorie word egter as 'n inspirasie, eerder as 'n sentrale oorweging, in hierdie teorieë beskou.
Die tesis is 'n ondersoek na die relevansie van een van die konsepte van kompleksiteitsteorie, naamlik ontvouing…
Advisors/Committee Members: Maasdorp, Christiaan Hendrik, Stellenbosch University. Faculty of Arts and Social Sciences. Dept. of Information Science..
Subjects/Keywords: Organizational innovation; Organizational change; Emergence; UCTD
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Manager
APA (6th Edition):
Chibisa, A. B. (2018). Organisation, innovation and emergence. (Masters Thesis). Stellenbosch University. Retrieved from http://hdl.handle.net/10019.1/103779
Chicago Manual of Style (16th Edition):
Chibisa, Allan Brian. “Organisation, innovation and emergence.” 2018. Masters Thesis, Stellenbosch University. Accessed February 27, 2021.
http://hdl.handle.net/10019.1/103779.
MLA Handbook (7th Edition):
Chibisa, Allan Brian. “Organisation, innovation and emergence.” 2018. Web. 27 Feb 2021.
Vancouver:
Chibisa AB. Organisation, innovation and emergence. [Internet] [Masters thesis]. Stellenbosch University; 2018. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/10019.1/103779.
Council of Science Editors:
Chibisa AB. Organisation, innovation and emergence. [Masters Thesis]. Stellenbosch University; 2018. Available from: http://hdl.handle.net/10019.1/103779
University of Pretoria
28.
Bodika, Ndimi.
Disrupting
growth with organisational ambidexterity : GE and the global growth
organisation.
Degree: MBA, Gordon Institute of Business
Science (GIBS), 2014, University of Pretoria
URL: http://hdl.handle.net/2263/43980
► This research aimed to investigate how GE developed an organisational ambidexterity capability to significantly accelerate its growth in emerging markets. Dissatisfied with its growth in…
(more)
▼ This research aimed to investigate how GE developed an
organisational ambidexterity capability to significantly accelerate
its growth in emerging markets. Dissatisfied with its growth in
emerging markets, GE launched the Global Growth & Operations
organisation (GGO) in November 2010. The internationalisation
process had been led by its P&Ls with an exploitation focus and
needed a shift towards an exploration focus that would develop
disruptive capabilities required to promote growth. The research
was undertaken as a case study of GGO in Sub-Sahara Africa (SSA) to
gain an in-depth understanding of how the OA capability was
developed and managed at GE. A qualitative research approach was
adopted that consisted of a literature survey and 14
semi-structured interviews with senior leaders of the P&Ls and
GGO for SSA. The study found that a top brass leadership, supported
unequivocally and well-resourced were key to GGO’s ability to shift
GE’s centre of gravity to the emerging markets. A paradox mindset
at ease with tension was characteristic of the leaders allowing
them to engage constructively. GGO, ambidextrous itself, developed
exploration and exploitation capabilities enabling the P&Ls to
do business as usual in the emerging markets. A model to develop OA
for market expansion was developed.
Advisors/Committee Members: Kele, Tumo (advisor).
Subjects/Keywords: UCTD;
Organizational change; Qualitative
research;
Organizational learning
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APA ·
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Export
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Manager
APA (6th Edition):
Bodika, N. (2014). Disrupting
growth with organisational ambidexterity : GE and the global growth
organisation. (Masters Thesis). University of Pretoria. Retrieved from http://hdl.handle.net/2263/43980
Chicago Manual of Style (16th Edition):
Bodika, Ndimi. “Disrupting
growth with organisational ambidexterity : GE and the global growth
organisation.” 2014. Masters Thesis, University of Pretoria. Accessed February 27, 2021.
http://hdl.handle.net/2263/43980.
MLA Handbook (7th Edition):
Bodika, Ndimi. “Disrupting
growth with organisational ambidexterity : GE and the global growth
organisation.” 2014. Web. 27 Feb 2021.
Vancouver:
Bodika N. Disrupting
growth with organisational ambidexterity : GE and the global growth
organisation. [Internet] [Masters thesis]. University of Pretoria; 2014. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/2263/43980.
Council of Science Editors:
Bodika N. Disrupting
growth with organisational ambidexterity : GE and the global growth
organisation. [Masters Thesis]. University of Pretoria; 2014. Available from: http://hdl.handle.net/2263/43980
Addis Ababa University
29.
Meron, Getachew.
The Relationship Among Organizational Culture, Change and Job Satisfaction at United Nations – Economic Commission for Africa
.
Degree: 2014, Addis Ababa University
URL: http://etd.aau.edu.et/dspace/handle/123456789/7422
► The purpose of this study was to investigate the relationship between organizational culture, change and job satisfaction at UN-ECA. A correlation survey design was used…
(more)
▼ The purpose of this study was to investigate the relationship between
organizational culture,
change and job satisfaction at UN-ECA. A correlation survey design was used to achieve the
purpose of the study. The research sample was composed of 76 professional officers, 11 national
officers and 153 general service staff. These samples were drawn from the total population using
availability sampling for national officers and simple random sampling techniques for selection
of sample professional officers and general service staff from the organization. Moreover, the
data gathering tools for this research were three standardized questionnaires, observation and
document analysis. Consequently, the
Organizational Culture Assessment Instrument (OCAI),
Organizational Change Recipients Belief Scale (OCRBS), and the Job Satisfaction Survey (JSS)
standardized questionnaire were distributed for the respondents to gather the necessary data.
Data were analyzed using descriptive statistics such as percentages, mean average, standard
deviation. As well as, t-test, one way ANOVA, correlation and regression analysis. Thematic
analysis was used to analyze qualitative data. Finally, the study revealed that there was a
statistically significant positive correlation between
organizational culture and
change.
Furthermore, there was a very weak non-significant positive correlation between
organizational
culture and employee job satisfaction. In addition the findings unveiled a weak positive
correlation between
organizational change and employee job satisfaction and the correlation was
not statistically significant. Based on the results of a Pearson product-moment correlation, the
researcher concluded that there was a statistically significant positive correlation between
organizational culture and
change. There was a very weak positive correlation between
organizational culture and employee job satisfaction. There were also a weak positive correlation
between
organizational change and employee job satisfaction and the correlation was not
statistically significant at UN-ECA. So, the leaders of the UNECA should be expected to organize
workshops and meetings, where members raise their awareness and acquire the relevant
organizational culture to the ongoing
change efforts and also expected to encourage and motivate
experts extrinsically and intrinsically.
Key words:
Organizational Culture,
Organizational Change and Job Satisfaction
Advisors/Committee Members: Dr. Befekadu Zeleke (advisor).
Subjects/Keywords: Organizational Culture; Organizational Change and Job Satisfaction
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Manager
APA (6th Edition):
Meron, G. (2014). The Relationship Among Organizational Culture, Change and Job Satisfaction at United Nations – Economic Commission for Africa
. (Thesis). Addis Ababa University. Retrieved from http://etd.aau.edu.et/dspace/handle/123456789/7422
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
Meron, Getachew. “The Relationship Among Organizational Culture, Change and Job Satisfaction at United Nations – Economic Commission for Africa
.” 2014. Thesis, Addis Ababa University. Accessed February 27, 2021.
http://etd.aau.edu.et/dspace/handle/123456789/7422.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
Meron, Getachew. “The Relationship Among Organizational Culture, Change and Job Satisfaction at United Nations – Economic Commission for Africa
.” 2014. Web. 27 Feb 2021.
Vancouver:
Meron G. The Relationship Among Organizational Culture, Change and Job Satisfaction at United Nations – Economic Commission for Africa
. [Internet] [Thesis]. Addis Ababa University; 2014. [cited 2021 Feb 27].
Available from: http://etd.aau.edu.et/dspace/handle/123456789/7422.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
Meron G. The Relationship Among Organizational Culture, Change and Job Satisfaction at United Nations – Economic Commission for Africa
. [Thesis]. Addis Ababa University; 2014. Available from: http://etd.aau.edu.et/dspace/handle/123456789/7422
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Nelson Mandela Metropolitan University
30.
[No author].
The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units.
Degree: Faculty of Business and Economic Sciences, 2015, Nelson Mandela Metropolitan University
URL: http://hdl.handle.net/10948/6401
► In order for organisations to grow and maintain their competitive advantage, change has become the norm. The healthcare industry and especially private healthcare organisations, is…
(more)
▼ In order for organisations to grow and maintain their competitive advantage, change has become the norm. The healthcare industry and especially private healthcare organisations, is no exception. Organisational change often implies a change in organisational culture. The concept of culture refers to the ways of thinking, values and ideas of things rather than the concrete, objective and more visible part of the organisation. Organisational culture is not to be viewed in isolation as culture and leadership are intertwined. Leaders shape cultures and their fundamental role is affecting others and making changes that increase organisational efficiency and performance. Patient safety, cost-effective care based on the best available evidence and patient satisfaction are top priorities of healthcare organisations, especially intensive care units where critically ill patients are cared for. Alignment of the organisational culture and leadership with a hospital‘s vision, namely to deliver quality patient care, is thus essential. A positivistic research paradigm, with a quantitative, explorative, descriptive and contextual approach was used to conduct the study. The study explored whether transformational organisational culture, leadership and desired organisational change outcomes existed in private intensive care units in the Nelson Mandela Metropolitan and East London areas. It aimed at exploring the relationship between selected demographic variables, culture, leadership and organisational change outcomes. Lastly, the relationship between organisational culture and leadership (independent variables) and organisational change outcomes (dependent variable) was explored. The sample comprised 130 professional nurses who were selected from all the adult intensive care units in the private healthcare industry in the Nelson Mandela Metropolitan and East London areas. A structured questionnaire with a Cronbach‘s alpha of more than 0.8 was used to collect data. The empirical results indicated that transformational leadership and a conducive organisational culture existed in the private intensive care units sampled. However, it was found that innovation and innovative care practices could be improved. Care practices were not necessarily aligned with the latest, available innovative techniques, procedures and practices. Reflective practices and in-service training to improve care practices and encourage and promote innovative care practices were not always optimised. Recommendations related to the findings were made for managers, as well as for research, education and practice. Ethical principles were maintained throughout the study.
Subjects/Keywords: Corporate culture; Organizational change; Leadership; Organizational effectiveness
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Manager
APA (6th Edition):
author], [. (2015). The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units. (Thesis). Nelson Mandela Metropolitan University. Retrieved from http://hdl.handle.net/10948/6401
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Chicago Manual of Style (16th Edition):
author], [No. “The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units.” 2015. Thesis, Nelson Mandela Metropolitan University. Accessed February 27, 2021.
http://hdl.handle.net/10948/6401.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
MLA Handbook (7th Edition):
author], [No. “The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units.” 2015. Web. 27 Feb 2021.
Vancouver:
author] [. The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units. [Internet] [Thesis]. Nelson Mandela Metropolitan University; 2015. [cited 2021 Feb 27].
Available from: http://hdl.handle.net/10948/6401.
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
Council of Science Editors:
author] [. The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units. [Thesis]. Nelson Mandela Metropolitan University; 2015. Available from: http://hdl.handle.net/10948/6401
Note: this citation may be lacking information needed for this citation format:
Not specified: Masters Thesis or Doctoral Dissertation
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Open Access Theses and Dissertations