Wits Business School (ETDs)

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    Evaluating continuous improvement models to enhance organisational productivity in a diamond mining operation
    (University of the Witwatersrand, Johannesburg, 2024) Chele, Motsi; Venter, Roberts
    Evaluating continuous improvement models to enhance organisational productivity in a diamond mining operation. The study used qualitative methods to establish an appropriate continuous improvement methodology that will assist to enhance organisational productivity. The application of continuous improvement technique to help the organisation bridge observed non-productivity was the research gap being addressed. The study identified factors that are important for organisational productivity. The study went in details to unpack organisational productivity, internal business processes and continuous improvement methodologies. This research established the model to support the business practice. The challenges observed during the research study required a systemic approach, strong leadership support, effective communication and a commitment to building a culture of continuous improvement within the organisation to deal with them and easy the workflow. The research study concluded that Theory of constraints was the relevant methodology to be adopted by the organisation to deal with lack of productivity which is currently the major challenge. It is envisaged that the nominated continuous improvement methodology would be implemented and tested to validate its capabilities to drive the organisation to an acceptable productivity level.
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    Mini Glass Ceilings and Queen Bees in Management of South African Organisations
    (University of the Witwatersrand, Johannesburg, 2024) Du Preez, Samantha
    Gender equality in the workplace remains a business and Government imperative. Although the South African transformation journey had a positive impact to female careers by way of affirmative action policy, female career advancement remains lethargic. This study delves into the complex challenges hindering female career advancement, focusing on two prominent phenomena: the glass ceiling and queen bee syndrome. The glass ceiling refers to invisible yet formidable barriers that prevent women from ascending to leadership positions within organizations. It encompasses systemic biases, gender stereotyping, and organisational culture discrimination against females, creating a tangible, albeit invisible barrier to women's professional growth. Conversely, the queen bee syndrome describes a phenomenon where senior women have successfully broken through the glass ceiling, but seemingly creates a toxic barrier which inhibit the progress of their junior female counterparts. In combination, these barriers often perpetuate a hostile and toxic work environment underpinned by competition and lack of support. This quantitative study’s aim was to identify and analyse the prevalence of these barriers in South African organisations today. The study’s findings indicate that both these phenomena are found in the organisations respondents are employed by, with an indication of positive organisational cultures within these workplaces. Recommendations are proposed encompassing organisational intervention with suitable and targeted initiatives to create awareness, educate and guide all managers in the managerial hierarchy.
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    Executive coaching as a vehicle to enhance organisational performance and culture in a mining company in the Northern Cape
    (2021) Nkomombini, Sipho
    This qualitative study explored executive coaching as a vehicle to enhance organisational performance and culture. The study was undertaken in an open cast mine in the Northern Cape, the mine is part of a bigger multinational mining group. The mine experienced a few leadership challenges when it came to holding leaders to account in driving high performance and to shape the requisite organisational culture. The key motivation of the study was that the study will help better understand the role of executive coaching and its impact on organisational performance and culture in a mining context. The main purpose of the study was to examine executive coaching as a vehicle to enhance organisational performance and culture within a mining company. The data was collected by means of face-to-face semi-structured open-ended interviews. The sample consists of 20 senior managers who have all undergone executive coaching within the company. The key findings of the study were that executive coaching plays a significant role in driving high performance and culture in organisations. The study contributes to an existing body of knowledge and positions executive coaching as key driver of high performance and culture in an organisation. In conclusion the study found that it is beneficial for companies deploy executive coaching as a leadership development tool. The results show that organisations that implement executive coaching have a high-performance culture and this will ultimately positively impact the organisations culture and strategy. the study has practical and theoretical implications for the leadership of the organisation, coaching practitioners, and coaching bodies because it outlines the role executive coaching played in leadership development. The study makes detailed recommendations for future research in the field of executive coaching