- Title
- An analysis of the change management process with specific references to mergers
- Creator
- Vanqa, Thembelani McDonald
- Subject
- Universities and colleges -- Mergers -- South Africa -- Port Elizabeth
- Subject
- Organizational change -- South Africa -- Port Elizabeth
- Date Issued
- 2006
- Date
- 2006
- Type
- Thesis
- Type
- Masters
- Type
- MBA
- Identifier
- vital:8698
- Identifier
- http://hdl.handle.net/10948/1065
- Identifier
- Universities and colleges -- Mergers -- South Africa -- Port Elizabeth
- Identifier
- Organizational change -- South Africa -- Port Elizabeth
- Description
- This study was intended to provide an analysis of the merger process of the Port Elizabeth Technikon on the basis change management models available according to theory. Before this discussion could ensue, it became necessary that the concept of change management be defined in detail so as to create a common basis of understanding in dealing with the change management models. There are various models that considered for discussion, namely the Lewin’s change model, the Hayes and Hyde’s change model, the Cummings and Worley’s change model and the Anderson and Anderson’s change process model. It was established that all available change models were based on the works of the Lewin’s change model. It was the Anderson and Anderson model that was found to more comprehensive in term of the various consideration it brought forward to the change manager or changing organization for consideration. Following the discussion on change models, a discussion of the research methodologies available followed. A survey methodology was decided to be appropriate for this study. An e-mail postal survey was decided as the appropriate process. The beauty of the e-mail postal survey was that it combined the benefits of personal and postal surveys. The Anderson and Anderson change model was used as a basis for devising questions in the questionnaire. The empirical study revealed that communication, consultation and resistance to change were not dealt with appropriately and as such staff morale had been greatly sacrificed. Be that as it may, it suffices to say that there is still chance to make things right. Top management needs to strengthen communication, consultation and feedback mechanisms. Secondly top management needs to establish a training and coaching program and a system for identifying and rewarding best performance. Opportunities for celebrating short-term victories should not be passed on since these enhance a sense of success and victory. The organization also needs to develop a system for harnessing new learning that will inform new ways of doing things which will become the cornerstone of the new culture.
- Format
- ix, 82 leaves ; 30 cm
- Format
- Publisher
- Nelson Mandela Metropolitan University
- Publisher
- Faculty of Business and Economic Sciences
- Language
- English
- Rights
- Nelson Mandela Metropolitan University
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