The toxic triangle that may undermine organisational performance
Date
2015
Authors
Dlomo, Mandisa Thozama
Journal Title
Journal ISSN
Volume Title
Publisher
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.
Description
Keywords
Eskom (Firm) Organizational effectiveness -- South Africa.