- Title
- An evaluation of how ABSA retail branch management experience change at ABSA Eastern Cape
- Creator
- Ramjee, Keeran
- Subject
- Banks and banking -- South Africa -- Eastern Cape -- Leadership
- Subject
- Leadership -- South Africa -- Eastern Cape
- Subject
- Financial services industry -- South Africa -- Eastern Cape
- Subject
- Organizational change -- South Africa -- Eastern Cape -- Management
- Date Issued
- 2017
- Date
- 2017
- Type
- Thesis
- Type
- Masters
- Type
- MBA
- Identifier
- http://hdl.handle.net/10948/19949
- Identifier
- vital:29011
- Description
- Organisational leaders often assume that change (large or small) is straightforward and the approach to solve the problems is done rationally and logically. Thereafter a strategy is developed and a plan is implemented to make the improvement a reality. It comes as a shock to organisational leadership that those improvement plans, initially envisioned, do not deliver on expectations. As mentioned in The effective change managers’ handbook (Smith, et al., 2014), a greater shock awaits organisational leadership that after convincing colleagues of the necessity for the change to solution and the need to resolve the issue, in reality, it does not always work or achieve the desired outcomes. Improvement plans are often met with resistance by various stakeholders within the organisation. As a result, these improvement plans are abandoned and the organisation is relegated to business as usual. Literature reviewed in the field of organisational change management reveals a failure rate of 70% to 80% when it comes to the implementation of change initiatives and more so where change initiatives have a low expected return on value. Organisational change and organisational change management literature is constantly evolving as variable criteria and measures are researched, revealing deeper insight and impact on organisations. Therefore, according to literature, a greater knowledge of organisational change management within a global context would provide relevance and richness in the manner in which organisations go about implementing change initiatives. The key challenges and management issue at hand are to explore, understand and comprehend the variables that influence the branch manager’s positive reaction to change. This will guide organisational leadership and improve the success rate of change initiatives implemented in the organisation.For Absa to maintain a competitive advantage and ensure sustainability, a comprehensive understanding of the variables that influence the branch managers’ positive reaction to change is an imperative for Absa’s organisational leadership. Organisational change and organisational change management have all the key elements for the implementation of change within organisations. If executed effectively, this would result in a positive reaction by employees when change initiatives are introduced into the organisation. By studying past experiences and outcomes from empirical studies on organisational change and organisational change management, it was possible to draw lessons and experience about the discipline of organisational change management and factors influencing effective implementation of change initiatives resulting in a greater degree of success. The study may be of significance to other organisations across industries looking at improving the success rate in terms of implementing change initiatives within the managerial level of an organisation. Factors that come to the fore are creativity in influencing leadership behaviour, due diligence about investment opportunities, return on change initiatives, etc. These need to be explored in order for the organisation to achieve the objectives of remaining competitive and ensuring the sustainability of the organisation. Therefore creative strategies and thinking of ways to circumvent challenges in organisational change and organisational change management needs to be employed. The following independent variables were tested: training, effective communication, employee inclusion, trust, decreasing fear of the unknown and finally, decreasing fear of failure. Results revealed from the quantitative research that trust and decreasing fear of the unknown are essential factors influencing branch managers’ positive reaction to change though the importance of the other independent variables tested must not be considered to be of lesser importance. This study therefore concluded that utilisation of the framework, with emphasis on trust and decreasing fear of the unknown will result in the positive reaction by Absa branch managers to change and this will ultimately influence the success rate of change initiatives implemented. Recommendations were also made for future research studies that can contribute to organisational change and change management literature with emphasis on positive reaction to change, as well as the improvement and success rate of change initiatives implemented within organisations.
- Format
- xiii, 163 leaves
- Format
- Publisher
- Nelson Mandela University
- Publisher
- Faculty of Business and Economic Sciences
- Language
- English
- Rights
- Nelson Mandela University
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