MBA & MM Theses

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CHANGE MANAGEMENT FOR WOMEN DEVELOPMENT AT THE SOUTH AFRICAN RESERVE BANK
(2014-01-21) MOTHOBI, MASHADI ELAINE
Women in development, women for development and women empowerment are phenomena which the International Labour Organisation (ILO), the United Nations (UN) and the World Bank use to define and implement the Millennium Development Goals (MDGs) around the world. This study seeks to explore the implementation of women development as a change management intervention in the case of the South Africa Reserve Bank (the Bank). The researcher uses qualitative methods of interview and documents evidence to investigate mechanisms which the Bank uses to implement change management interventions for women development. The Bank faces challenges with regard to the upward mobility of women into senior positions, notwithstanding the implementation of a women leadership development programme. To explore this further, the researcher presents women development as a teleological change intervention, the best practices underlying the intervention and the change management framework that would explain where the challenges lie. The findings revealed that a women development intervention cannot be implemented unless it incorporates the underlying best practices for implementation. The findings also revealed that even if the latter were to be in place, organisations would not be able to implement the practices without an integrated change management framework. However, this view assumes that the intervention is an integral component of organisational strategy. The study proves that the appointment of women in senior positions within organisations is not unique to the Bank. The study recommends that the women development intervention approach should adopt best practice principles and these should be implemented using a robust change management framework. As a result, the study concludes that the Bank could explore and use the opportunity iii to become a trendsetter, a hub and a benchmark of women development in the central banking environment.
LEADERSHIP FOR ORGANISATIONAL CHANGE IN THE MPUMALANGA DEPARTMENT OF WATER AFFAIRS
(2013-10-04) Wadan, Alpha
The study explored leadership challenges associated with organisational change in the Mpumalanga Department of Water Affairs. Challenges associated with organisational change in the Mpumalanga Department of Water Affairs are often not adequately addressed by those who occupy leadership positions in the Department which ultimately lead to the provision of poor service delivery. The purpose of the study was therefore to explore the challenges that leaders in the Mpumalanga Department of Water Affairs face in association with organisational change, present the findings on leadership challenges and recommend measures for addressing change challenges. The study employed the interpretive paradigm approach which enabled an in-depth description of the change challenges that leadership in the Department face. Qualitative data were collected using interviews employed at the Mpumalanga Provincial office of the Department of Water Affairs. The thematic content analysis approach was applied in analysing the data. Evidence from the data confirmed that change challenges encountered by leadership in the Mpumalanga Department of Water Affairs were; communication, the inadequacy of support structures for implementing change programmes and political interferences. The study concludes that the overriding change challenge leaders in the Mpumalanga Department of Water Affairs encounter is communication. The study recommends that leaders in the Department should incorporate strategic management practices in change programmes and as well ensure strict transparency in the information they provide when implementing change programmes.
Strategic Planning as a Change Management Intervention in the Eastern Cape Education Department
(2011-11-22) Chigume, Richard
Transformation is at the heart of policies adopted in South Africa in 1994 after the demise of apartheid. The White Paper on Education and Training (1995) became the blue print for transformation for the education sector. At a provincial level the Provincial Growth and Development Plan (PGDP) (2004 – 2014), which sets out the vision of sustainable growth and human development, espoused the transformative goal. In these policy frameworks education and training was not only seen as a means to address the social ills of the past but also a means to provide the country with the competitive edge necessary to sustain itself in a world that is fast evolving into a knowledge economy. In its response to these imperatives the Eastern Cape Department of Education (ECDoE) adopted its own Transformation Agenda (2005) with the strategic intent of providing quality education in the province. More than a decade after the White Paper, and more than 5 years after the adoption of both the PGDP and Transformation Agenda the Department continues to be in the limelight, often for the wrong reasons: poor learning outcomes, backlogs on school infrastructure, poor audit findings and perceptions of rampant corruption. Some analysts as well as management of the Department have suggested that the root cause of the Department’s woes can be traced to poor planning. While there is anecdotal evidence that seems to suggest that this may be true, there has not been any research that assessed the validity of this claim. The current study is an attempt to address this gap. In pursuing this objective, assessing the planning frameworks used in the public sector in the country became inevitable. The study reveals that strategic planning as a function has not been accorded a significant status in the Department, despite the fact that the Presidency has elevated this function to play a leading role in guiding the decision making processes and improving effectiveness in service delivery. The overall approach to planning in government needs to be re-evaluated to take into account the complex nature of the purpose of the Department which requires an integrated approach to strategic planning across all state and non-state institutions. Furthermore, the complex nature of the political terrain in the Province has resulted in leadership instability that in turn impacts negatively on the Department’s long term strategic thrust. This study confirms the assertion that strategic planning models that are influenced by managerialism have limited value in the South African public sector as demonstrated by the case of the Eastern Cape Department of Education. The complexity of the purpose of public sector institutions, their political contexts, and the resources envelop needed to implement a strategy are all factors that not only distinguish the public sector from private sector but also affect the applicability of managerialism-type of strategic planning. Going forward, while strengthening systems that support strategic planning will be vital for the Department, there is also a need to explore planning models that appreciates the unique circumstance of public sector institutions such as the Eastern Cape Department of Education
MANAGING CHANGE IN IMPLEMENTING THE COMPUTERISED SYSTEM FOR SOCIAL WORK PRACTITIONERS IN GAUTENG
(2011-11-10) Phatudi, Tebogo Talitha
The evolution of the social work profession is of such a nature that more emphasis is put on soft skills like listening, communication, problem-solving, empathy, among others; hence their dependence on paper-based systems for keeping of records on the services rendered in performing their day-to-day duties. The literature reviewed revealed that the use of computer systems in the social work field of practice remains relatively unknown. After the 1994 democratic dispensation, there has been a growing demand for sound, cost-effective management practices in the South African context; hence the social work profession was not excluded from applying the available technology tools to enhance cost-effective service delivery to the benefit of the vulnerable communities. The research aimed at examining the efficacy and flaws in the management styles and strategies employed in managing the resistance towards the transformation introduced through the implementation of the computerised system in the public sector organisation using a change management case study. Academic debates underpinned strong top management support as an imperative for implementing change management initiatives. The research revealed that no single management style is a „one-size-fits-all‟ but that a combination of management styles challenged the status quo by placing all affected practitioners at disequilibrium and compelled them to embrace the transformation. Furthermore, management had to some extent succeeded in persuading the practitioners in considering the organisational vision and goals above their self-interest as reflected in their values, beliefs and attitudes. The change management processes adopted promoted transparency and iii instilled a culture of participation and commitment towards improved performance and service delivery by reducing the turnaround times.
CHANGE MANAGEMENT FACTORS THAT LEAD TO SUCCESSFUL STRATEGIC TRANSFORMATION
(2011-10-14) Shrock, Hillel Mark
The pace of change within the global competitive environment of business has accelerated. South African businesses increasingly have to adapt to remain competitive within transforming business environments. They need to strategically reposition themselves to survive and remain relevant. Strategic change may alter an organisation in a number of important dimensions. In order to implement such change, certain success factors need to be understood. This research draws on five case studies of large scale change initiatives that have been carried out in South African organisations. The purpose of this qualitative research was to ascertain, through in-depth interviews and organisational case studies, the critical factors that led to the successful execution of those transformations. The research involved interviews with senior individuals in the organisations who have been directly and intricately involved with the specific strategic change programmes. The findings highlight a number of critical success factors in change management that lead to strategic transformation. Variances between the results from the case studies and the seminal article by Kotter (1995) are underlined. A model for the execution of strategic change is offered. The model reflects that, in addition to the factors outlined by Kotter (1995), the implementation of strategic transformation requires leaders with specific leadership characteristics, who are capable of engaging with the human psychological dimension of people through change. Successful implementation also requires a management approach that encompasses project management disciplines, appropriate resource allocation and non-programmatic empowerment at the decision interface between the organisation and its external environment.
BARRIERS TO THE IMPLEMENTATION OF CHANGE IN SCHOOLS
(2011-07-14) MUTSHATSHI, ZWIDOFHELANGANI NICHOLAS
This study attempts to explore, through a qualitative approach, teachers, principals and school governing body member’s attitudes towards the implementation of curriculum change in schools. In particular, teachers’ perceptions, understandings of and readiness to implement Outcomes Based Education are assessed. The research examines teachers’ concerns with regard to curriculum change. Barriers to the implementation of change in schools are explored in the Tshadama and Zwithuzwavhudi Secondary Schools located in the Thohoyandou Area, at Tshinane Circuit in the Limpopo Province. The research explores the challenges of curriculum policy implementation through the use of a case study methodology. A comparison of the theory of change and the actual practice of change is made to identify ways to overcome barriers to implementation. The researcher hopes that this study adds to the pool of research data that is rapidly developing in this particular area of study in our context, and inspires others to further the research.
Environmental value of green data centers
(2011-06-24) Steyn, Lindwill Ashton
The purpose of this research was to uncover how IT organisations respond in the context of climate change as a result of their traditionl data center approaches, as illustrated by EDS' UK operation in a case study. The research was supplemented by a study examining the unintended value created through a green data center journey. ... As in many developing countries, South African enterprises will be obliged to act on climate change, not because of regulation, but because of pressure from the global market and the international supply chain in particular. South African enterprises are beginning to understand that sustainability should not be seen as merely a cost of doing business, but rather as the way of doing business.
SYSTEM CHANGES IN A GROWING SOUTH AFRICAN ORGANISATION
(2011-06-24) von Fintel, Carmen Monica
This research study examines how changes in management structure and the concomitant technology changes in a growing organisation impact on each other, and to investigate the intended and unintended influence these elements have on the manner in which work is done. A social constructivist approach is taken to this researching using an ethnography of a case currently undergoing technology changes. Orlikowski’s (1992) structurational model of technology is used to frame the research. The research reveals that the planning and implementation of a system change are absolutely fundamental to its success. The research further shows that a system change in isolation cannot bring about the requisite changes an organisation may require. The research suggests that systems be planned as a part of a greater change process, and that the change be well communicated to all stakeholders with the requirements planning and implementation to be undertaken thoroughly.
MANAGING CHANGE WITHIN THE ATTORNEYS’ PROFESSION
(2011-06-24) VILLION, JEAN PIERRE
Prior to the 1980’s, the historically staid and conservative legal profession had not been compelled to react to a dynamic and changing business environment; neither had it been subjected to any meaningful form of competition from nontraditional sources. The ensuing years have, however, seen the erosion of the role played by traditional legal practitioners in the provision of legal services, both to the general public and to corporate clients. It has been recognised over a substantial period of time that regulatory issues, incursion into the field by non-traditional service providers, demands for more high quality services at lower costs, and the effects of technological developments, are, collectively, the root cause of change affecting the legal profession. Furthermore, the professions around the world have been swept up in the broader movement of deregulation and in which the professions are no longer seen as distinct from business and are no longer immune from the demands of competition reform. In the quest to manage the change impacting the profession, the legal establishment is faced with three inter-dependant tasks - to respond to change; to capitalise on change; and to create or influence further change. The professions response to change ought to include embracing change and adopting a pro-active posture – to place it in a position to master change. Having mastered change, the profession places itself in the position where it is has the potential to capitalise on change. However, in order to realise this potential, the profession needs to create and influence further change – to its established structures.
Information Systems Implementation, Stakeholder Perceptions and Organisational Change
(2011-06-15) Schoeman, Mark
This research report chronicles an expert system (ES) implementation at a large financial services firm in order to examine how individual stakeholders, party to an information systems (IS) implementation, perceive and experience change. A social constructivist orientation is used in conjunction with an adapted form of Leavitt’s (1965) organisational change model in order to deconstruct individual stakeholder perceptions and experiences. The research reveals that stakeholders perceived and experienced the implementation differently - based on their construction of individual and organisational reality. The research suggests that the success of an IS implementation may be enhanced if IS practitioners recognise the significant influence of constructed individual and organisational reality on the progression of an IS implementation, and the consequent impact on organisational performance

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