The toxic triangle that may undermine organisational performance
| dc.contributor.author | Dlomo, Mandisa Thozama | |
| dc.date.accessioned | 2016-03-04T07:35:37Z | |
| dc.date.available | 2016-03-04T07:35:37Z | |
| dc.date.issued | 2015 | |
| dc.description.abstract | The purpose of this document is to explore which factors must be in place for an organisation to perform, and whether Eskom is practicing any of these essential success factors. Furthermore, the document explores the concept of the Toxic Triangle Model and tries to determine if any of the traits that are found in this model exist at Eskom. Should they exist, the report tries to determine if they can be used to explain the possible reason behind the performance at Eskom. The research methodology that was applied was qualitative, and a semi-structured interview process was used. The key findings from the analysis was that the key factors central to organisational performance are seldom applied at Eskom. Additionally, there is cause to be concerned about transparency, particularly in the area of finances. Furthermore, the level of commitment of employees to their designated work is not at expected levels in the organisation. Lastly, there is prevailing political influence, frequent CEO turnover and frequently changing strategies. All of these factors are impacting on the performance of the organisation. It is recommended that the Eskom Executive Committee make a conscious effort to address the key challenges identified with a high sense of urgency, in order to increase the possibility of profitability, efficiency and sustainability in the organisation. | en_ZA |
| dc.identifier.uri | http://hdl.handle.net/10539/19950 | |
| dc.language.iso | en | en_ZA |
| dc.subject | Eskom (Firm) Organizational effectiveness -- South Africa. | en_ZA |
| dc.title | The toxic triangle that may undermine organisational performance | en_ZA |
| dc.type | Thesis | en_ZA |