Faculty of Commerce, Law and Management (ETDs)

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    The Impact of Organisational Culture on Organisational Development at the Road Accident Fund (“RAF”) in South Africa
    (University of the Witwatersrand, Johannesburg, 2024) Morgan, Michelle; Matshabaphala, Manamela
    Whilst some organisations do have Organisational Development initiatives, they have a toxic Organisational Culture. At the Road Accident Fund, there are deficiencies in its culture, meaning employees are resistant to and do not buy into the organisational redesign which has resulted in slow progress, because of the lack of responsibility and accountability. The purpose of this study is to investigate the factors leading to the problem of a toxic culture, present the findings on Organisational Culture at state-owned entities, interpret the findings on Organisational Culture at a State-Owned entities and to recommend strategies for improvement of organisational culture at state-owned entities. Data was collected through questionnaires, which drew meaningful insights and interpretations about the organisational culture at the Road Accident Fund. The findings highlighted the need for organisational change initiatives to promote transparency, ethics and employee well-being. By implementing the strategies identified in this study, state-owned entities can embark on a journey towards fostering healthier, more resilient and more effective cultures, ultimately driving performance and achieving long-term success in an ever-evolving landscape. Overall, understanding and improving organisational culture are essential for organisational effectiveness and success. Thus, the findings and recommendations may have broader implications for addressing cultural challenges in various organizations and industries
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    Impact of the hybrid working model on organisational culture in a South African Bank
    (University of the Witwatersrand, Johannesburg, 2023) Legana, Nthati
    The Covid-19 pandemic has disrupted the conventional ways of working and forced many organisations to adopt remote or hybrid work arrangements. This paper examines how hybrid working, which combines working from home and working from the office, affects the organisational culture during and after the Covid-19 period. The paper reviews the literature on the concepts of hybrid working, organisational culture, and the impact of Covid-19 on work practices. The paper proposes a qualitative research design that uses semi-structured interviews and document analysis to collect data from a sample of employees and managers in a South African bank that implements hybrid working. The paper aims to explore the perceptions, experiences, and challenges of hybrid workers and to identify the factors that influence the maintenance or change of organisational culture in a hybrid work environment. The paper also discusses the ethical limitations and significance of the study
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    The impact of ethics on the organisational culture of a government department in South Africa
    (niversity of the Witwatersrand, Johannesburg, 2021) Perumal, Gonasagrie Munsami; Wotela, Kambidima; Mokhohlane, Daniel
    South Africa has witnessed an increase in corruption in recent years, despite the President’s commitment to “building an ethical state in which there is no place for corruption”. This study sought to determine the factors that contribute to unethical behaviour, the attitudes and behaviours to unethical behaviour, and the impact thereof on the organisational culture. The research paper deliberated on whether leadership encouraged ethical behaviour. The study was carried out in the Department of Trade, Industry and Competition (the dtic). A sample of 12 respondents who have worked at the dtic for longer than a year was selected using a cross-sectional selection sample. A qualitative research methodology was employed, using semi- structured interviews to obtain the information, and thematic analysis was used to analyse the information. The main study findings were that there were many opportunities for unethical behaviour, exacerbated by lack of trust in leadership and inconsistent, irrational and sometimes non-transparent decision-making. Attitudes and behaviour of leadership to unethical behaviour and consequences for unethical behaviours applied only to junior staff and not management, creating an environment of distrust. Leadership generally did not encourage ethical behaviour, the mechanisms were insufficient to prevent unethical behaviour, and such unethical behaviours impacted on the culture of the organisation, hence ethics and mainly unethical behaviour has a direct impact on the organisational culture.
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    The impact of virtual meetings on organisational culture in the South African banking industry
    (University of the Witwatersrand, Johannesburg, 2023) Manhuwa, Abigail; Christoph, Maier
    The COVID-19 pandemic has caused significant global disruption, which has accelerated various business trends, including the rise of working from home (WFH). The sudden implementation of stay-at-home regulations by governments has resulted in a significant shift from in-person work meetings to virtual meetings. However, existing studies on working from home do not provide a comprehensive understanding of the impact of abrupt enforced WFH policies on organisational culture. As a result, this phenomenon presents an opportunity for researchers to explore further. Purpose: This study aims to investigate the impact of the transition from physical to virtual meetings on organisational culture. The study sought to determine the degree of adaptability or resistance of physical meetings to the virtual environment within a South African bank context. Schein’s Model of Organisational Culture was employed as the theoretical framework to examine organisational culture, and the Process Virtualisation Theory was used to evaluate the feasibility of virtualising physical meetings. Design/Methodology/Approach: This study employs a qualitative approach that focuses on a single case of a banking organisation. Semi-structured interviews were conducted with 10participants selected from the Johannesburg head office of a major bank in South Africa. Originality/Value: This study aims to provide insights into the impact of virtual meetings on organisational culture within the South African banking industry. The study aims to inform banking organisations of the implications of virtualising meetings, thereby facilitating the maintenance of “business as usual”. Therefore, this study extends the existing literature on working from home, work meetings, and organisational culture, specifically within the context of the banking industry in South Africa. Findings: Examining the data through the lenses of Process Virtualisation Theory, the findings of this study reveal a significant increase in the number of meetings, which has led to a high cognitive load on employees. The study also identifies new cultural behaviours such as multitasking during meetings and joining multiple meetings simultaneously. Furthermore, the study indicates that virtual meetings pose challenges in building interpersonal relationships and promoting effective collaboration within teams, particularly for new employees. The research suggests that banking organisations should strive to strike a balance between on- site and virtual meetings to avoid losing the essence of interpersonal relationships and team collaboration. The study concludes by recommending the creation of meeting guidelines/policies to foster the desired organisational culture.
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    The Role of Artificial Intelligence in Change Management within Organisations in Johannesburg
    (University of the Witwatersrand, Johannesburg, 2022) Manamela, Mamaphala Meriam; Gobind, Jenika
    Organisations are changing their work to align with the Fourth Industrial Revolution (4IR). Customers’ needs have adjusted to conform to ever-changing technologies. These pressure organisations to implement technology alterations simultaneously to ensure transformation within the organisations and keep their existing customers. Moreover, technological changes require organisations to refocus their strategies and assess the capacity of Change Management to support the 4IR amid challenges brought by the change. Currently, no technologies have been instituted to implement Change Management activities. Presently, Change Management processes are not digitally implemented within organisations. instead, they are implemented manually. This leads to a lack of performance in Change Management and an inability to evaluate successes and failures. Artificial Intelligence (AI), as a proposed technology to digitalise Change Management activities, will ensure the proper Change Management impact through the data flow, ensure the data is accurate and reliable, and improve performance. This study explored the role of AI in implementing Change Management within organisations in Johannesburg. It considers how AI can be utilised in Change Management activities, such as ensuring governance and planning of Change Management activities using the relevant data to predict the impact, communicate, and converse with stakeholders through AI technologies. Furthermore, learning and development, automatic problem solving, and speech recognition be used to implement Change Management. This research was conducted with the intention of comprehending participants’ experience, knowledge and involvement in Change Management. A triangulated qualitative research design was followed to gather data from sources that included nine one- on-one interviews and five participants for the first focus group session, seven participants for the second focus group session, and five participants for the third focus session. The participants, coming from different levels and positions, included executive management, senior management, change managers and Change Management specialists, and were interviewed using MS Teams or face-
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    Leadership and the adoption of cloud computing for enterprises in Johannesburg
    (University of the Witwatersrand, Johannesburg, 2022) Lephoto, Palesa Irene; Matshabaphala, M.D.J
    Cloud computing is extensively adopted by many enterprises globally. South African enterprises have resisted the shift to cloud computing adoption despite there being extensive potential for organisations. The contribution of this study was to examine the factors that influence leadership to adopt cloud computing as part of digital transformation strategy for their enterprises in Johannesburg, Gauteng Province, South Africa. The qualitative general research design was used to investigate the perceptions leaders have about cloud computing which translates into slow adoption of cloud computing. The data was collected through interviews from participants holding leadership positions in their respective organisations. The findings were analysed and discussed using an inductive thematic analysis approach to identify and code emergent themes within the data. The findings indicated that multiple factors influence leadership to adopt cloud computing for their enterprises. Understanding the cloud computing concept includes the drivers and barriers halting the adoption, the characteristics and traits of the leader, and the organisational factors contributing to the prospect of embracing cloud adoption. Despite the significant benefits of cloud, adoption in Johannesburg enterprises experiences challenges and the enterprise leaders still have reservations in fully adopting cloud for their organisations due to both macro and micro limitations