- Title
- An organisation development intervention in an Anglican church theological seminary in Southern Africa
- Creator
- Chinganga, Percy
- Subject
- College of the Transfiguration (Grahamstown, South Africa) Organizational change -- Church of England -- Africa, Southern Leadership -- Religious aspects -- Christianity -- Africa, Southern Church management -- Church of England -- Africa, Southern
- Date
- 2013-08-08
- Type
- Thesis
- Type
- Masters
- Type
- MEd
- Identifier
- vital:1959
- Identifier
- http://hdl.handle.net/10962/d1008377
- Description
- "Organisation development is a planned, systematic process in which applied behavioral science principles and practices are introduced into ongoing organisations toward the goal of increasing individual and organisational effectiveness. " [French and Bell] This study describes and analyses the implementation of Organisation Development (OD) to an Anglican Church theological seminary, The College of the Transfiguration (Cott), in the Anglican Church of the Province of Southern Africa (ACSA). The origins of OD are business related, emerging in the late 1950s and early 1960s. Over the years, and recently in South Africa, OD has been applied in educational change initiatives. Unlike more traditional change strategies, OD promotes collaboration in organisational change processes through the inclusive participation of all stakeholders. This study is unique in the sense that OD is applied to an Anglican Church theological institution in Southern Africa. The goal of theological institutions, particularly Cot!, is to "form, inform and transform" (Cot! Prospectus, 2011) those who feel called to ordained ministry. Personal experience in this practice has confirmed that organisational emphasis is placed more on product than process; on results rather than the leadership and management of the organisation. This study was an attempt to introduce a process of planned change to such an organisational context. OD was introduced to The College of the Transfiguration in the form of action research using the Survey Data Feedback (SDF) strategy. Data gathered was interpreted and analysed, followed by action planning and implementation of agreed plans. The process had a positive impact on both stakeholders and the organisation despite the challenges associated with the unpredictable world of organisations. Ultimately, I propose tentative recommendations which could help Cott and other educational institutions to achieve long-term improvement in organisational leadership and management.
- Format
- 174 leaves
- Format
- Publisher
- Rhodes University
- Publisher
- Faculty of Education, Education
- Language
- English
- Rights
- Chinganga, Percy
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