An analysis of the information and communication technology initiatives needed to enhance business value at Transwerk
- Authors: Chiambiro, Robson
- Date: 2006
- Subjects: Information technology -- Management , Management information systems , Technological innovations -- Management , Organizational effectiveness , Value
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8767 , http://hdl.handle.net/10948/486 , Information technology -- Management , Management information systems , Technological innovations -- Management , Organizational effectiveness , Value
- Description: The study was triggered by a discussion with one of Transwerk’s executive management during an MBA tea break. The discussion was centred on the lack of IT Governance Structure in some organisations that are centrally managed due to geographical location and spreading of branches countrywide. The purpose of this study was to analyse the information and communication technology initiatives that can be implemented at Transwerk by the ICT department to ensure significant value from their information and communication technology investments. This was undertaken by means of a literature and an empirical study. The elements of the information and communication technology initiatives were discussed and the study then analysed the responses in an attempt to determine the initiatives that are currently implemented at Transwerk’s ICT department. The literature study indicated that is it critical for any organisation that needs to be successful should have an integrated ICT Governance Structure. The empirical study found out that the current situation at Transwerk’s ICT department requires attention because their IT Governance Structure does not involve major stakeholders from other business units. Recommendations were made as a result of analysing the literature study and empirical study to ensure the implementation of key initiatives that can add value to the organization.
- Full Text:
- Date Issued: 2006
- Authors: Chiambiro, Robson
- Date: 2006
- Subjects: Information technology -- Management , Management information systems , Technological innovations -- Management , Organizational effectiveness , Value
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8767 , http://hdl.handle.net/10948/486 , Information technology -- Management , Management information systems , Technological innovations -- Management , Organizational effectiveness , Value
- Description: The study was triggered by a discussion with one of Transwerk’s executive management during an MBA tea break. The discussion was centred on the lack of IT Governance Structure in some organisations that are centrally managed due to geographical location and spreading of branches countrywide. The purpose of this study was to analyse the information and communication technology initiatives that can be implemented at Transwerk by the ICT department to ensure significant value from their information and communication technology investments. This was undertaken by means of a literature and an empirical study. The elements of the information and communication technology initiatives were discussed and the study then analysed the responses in an attempt to determine the initiatives that are currently implemented at Transwerk’s ICT department. The literature study indicated that is it critical for any organisation that needs to be successful should have an integrated ICT Governance Structure. The empirical study found out that the current situation at Transwerk’s ICT department requires attention because their IT Governance Structure does not involve major stakeholders from other business units. Recommendations were made as a result of analysing the literature study and empirical study to ensure the implementation of key initiatives that can add value to the organization.
- Full Text:
- Date Issued: 2006
Determining the impact of emotional intelligence on organisational effectiveness
- Authors: Paul, Stephanie
- Date: 2006
- Subjects: Organizational effectiveness , Emotional intelligence
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8762 , http://hdl.handle.net/10948/591 , Organizational effectiveness , Emotional intelligence
- Description: Employees who are able to use their emotions intelligently can contribute meaningfully towards building an emotionally intelligent organisation, one in which everyone take responsibility for increasing his or her own emotional intelligence, for using it in relations with others, and for applying the skills of emotional intelligence to the organisation as a whole. The lack of emotional intelligence, however, undermines both an individual’s and a company’s growth and success. Expressing emotions within the workplace has for many years been considered inappropriate and irrelevant to business. This research study points to the fact that an overwhelming amount of research shows that not only are emotions very much a part if the work experience but, to a large degree, set the course that companies should follow. This research study firstly discusses the core components of emotional intelligence and its impact on individuals and how they relate to others. The study further focuses on the impact that emotional intelligence has on aspects that contribute to organisational effectiveness. This study suggests that emotional intelligence within companies could result in a situation where employees communicate with understanding and respect and where confidence and enthusiasm in the organisation are instilled. Knowing one’s own emotions and controlling them; recognizing emotions in others and managing them; and self-motivation are key dimensions of emotional intelligence covered in the theoretical perspective of emotional intelligence discussed in Chapter Two. This study points to the benefits of emotional intelligence as an indispensable element not only in creating a profitable business but also in leading a successful life. The findings discussed in Chapter Six indicate a reasonable level of emotional intelligence amongst employees at GMSA who participated in the survey. Recommendations from the study indicated a need for training in various aspects of emotional intelligence in order to derive the benefits of improved organisational effectiveness and profitability.
- Full Text:
- Date Issued: 2006
- Authors: Paul, Stephanie
- Date: 2006
- Subjects: Organizational effectiveness , Emotional intelligence
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8762 , http://hdl.handle.net/10948/591 , Organizational effectiveness , Emotional intelligence
- Description: Employees who are able to use their emotions intelligently can contribute meaningfully towards building an emotionally intelligent organisation, one in which everyone take responsibility for increasing his or her own emotional intelligence, for using it in relations with others, and for applying the skills of emotional intelligence to the organisation as a whole. The lack of emotional intelligence, however, undermines both an individual’s and a company’s growth and success. Expressing emotions within the workplace has for many years been considered inappropriate and irrelevant to business. This research study points to the fact that an overwhelming amount of research shows that not only are emotions very much a part if the work experience but, to a large degree, set the course that companies should follow. This research study firstly discusses the core components of emotional intelligence and its impact on individuals and how they relate to others. The study further focuses on the impact that emotional intelligence has on aspects that contribute to organisational effectiveness. This study suggests that emotional intelligence within companies could result in a situation where employees communicate with understanding and respect and where confidence and enthusiasm in the organisation are instilled. Knowing one’s own emotions and controlling them; recognizing emotions in others and managing them; and self-motivation are key dimensions of emotional intelligence covered in the theoretical perspective of emotional intelligence discussed in Chapter Two. This study points to the benefits of emotional intelligence as an indispensable element not only in creating a profitable business but also in leading a successful life. The findings discussed in Chapter Six indicate a reasonable level of emotional intelligence amongst employees at GMSA who participated in the survey. Recommendations from the study indicated a need for training in various aspects of emotional intelligence in order to derive the benefits of improved organisational effectiveness and profitability.
- Full Text:
- Date Issued: 2006
Establishing effective organisational coaching strategies
- Authors: Dove, Jean Tracy
- Date: 2006
- Subjects: Employees -- Coaching of , Mentoring in business , Employee retention , Organizational effectiveness
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8561 , http://hdl.handle.net/10948/496 , Employees -- Coaching of , Mentoring in business , Employee retention , Organizational effectiveness
- Description: To enable a business to grow and to uplift the economic and social development of its employees, it is vital that skills are provided to individuals. Businesses today strive to retain employees, as their skills learnt, prove to be a valuable asset that takes years to replace. For this reason, all means available are utilised to retain employees in the workplace. The term coaching is a relatively newcomer to the world of business and is seen to take a holistic view of the individual and focuses on work, corporate values, personal needs and career development. The main objective of this study was to identify coaching strategies that can be implemented by organisations in order to ensure the retention and development of employees. Businesses have to rely on employees to help them achieve financial growth, outperform their competitors, produce innovative products and to achieve long-term goals. These tasks would be impossible to achieve if the interests of employees were neglected. It was established from the literature survey that the coaching style of leadership involved more than simply training managers in coaching skills. A whole new coaching culture needed to be implemented in businesses in order to bring about change. Coachees rely on effective coachers to provide guidance and to demonstrate the skills needed. Based on various models in the literature survey a coaching model was formulated. The empirical survey was conducted at five selected companies in the Buffalo City Municipal area. A theoretical model for organisational coaching was developed and tested by means of a questionnaire. It emerged that employees at lower levels had not been involved in any form of coaching.
- Full Text:
- Date Issued: 2006
- Authors: Dove, Jean Tracy
- Date: 2006
- Subjects: Employees -- Coaching of , Mentoring in business , Employee retention , Organizational effectiveness
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8561 , http://hdl.handle.net/10948/496 , Employees -- Coaching of , Mentoring in business , Employee retention , Organizational effectiveness
- Description: To enable a business to grow and to uplift the economic and social development of its employees, it is vital that skills are provided to individuals. Businesses today strive to retain employees, as their skills learnt, prove to be a valuable asset that takes years to replace. For this reason, all means available are utilised to retain employees in the workplace. The term coaching is a relatively newcomer to the world of business and is seen to take a holistic view of the individual and focuses on work, corporate values, personal needs and career development. The main objective of this study was to identify coaching strategies that can be implemented by organisations in order to ensure the retention and development of employees. Businesses have to rely on employees to help them achieve financial growth, outperform their competitors, produce innovative products and to achieve long-term goals. These tasks would be impossible to achieve if the interests of employees were neglected. It was established from the literature survey that the coaching style of leadership involved more than simply training managers in coaching skills. A whole new coaching culture needed to be implemented in businesses in order to bring about change. Coachees rely on effective coachers to provide guidance and to demonstrate the skills needed. Based on various models in the literature survey a coaching model was formulated. The empirical survey was conducted at five selected companies in the Buffalo City Municipal area. A theoretical model for organisational coaching was developed and tested by means of a questionnaire. It emerged that employees at lower levels had not been involved in any form of coaching.
- Full Text:
- Date Issued: 2006
A critical analysis of the influence of the performance management system used in the financial department at General Motors South Africa
- Authors: Beckett, Yasmien
- Date: 2005
- Subjects: Performance -- Management , Employees, Rating of , Organizational effectiveness , Finance departments , General Motors (South Africa)
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10925 , http://hdl.handle.net/10948/155 , Performance -- Management , Employees, Rating of , Organizational effectiveness , Finance departments , General Motors (South Africa)
- Description: Recently, organisations have been faced with challenges like never before. Increasing competition from businesses across the world has meant that businesses must be more careful about the choice of strategies to remain competitive. This situation has placed more focus on organizational effectiveness in that systems and processes be applied in the right way to the right things to achieve results. All of the organisational processes must continue to be aligned to achieve the overall results desired by the organisation for it to survive and thrive. Performance management is an ongoing process that should reflect the current and emerging business challenges, as well as the company’s values about performance and careers. As the business and workforce change, the performance management process should be modified to ensure that the process and tools remain congruent with organisational values and priorities. The objective of this study was to identify the influence of the current performance management system, in the Finance department at General Motors South Africa, as a facilitation tool in aiding or assisting management in achieving individual and departmental goals. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management systems. A questionnaire was designed based on the guidelines in the literature study, in order to establish the extent to which the organisation manages performance. The researcher used the random sampling method of selection and distributed the questionnaire to eighty one potential respondents via mail and electronic e-mail. Forty one completed questionnaires were returned and these were processed and -iiianalysed using Microsoft Office Excel 2003, running on the Windows XP suite of computer packages. The respondent’s opinion obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings of the influence that the performance management system has on the achievement of individual and departmental goals at the selected organisation. It can be concluded from the respondent’s opinions that the greatest shortcomings of the current performance management system are the link between performance and reward, and commitment to the process in its totality. The other areas of concern are the lack of training and development, and the necessary resources required to achieve objectives. The study also indicates there is no overwhelming agreement that feedback, both positive and negative, takes place as the literature suggests. The following were the main recommendations and conclusions made: • Firstly, it is imperative that management undergoes training in the feedback and review process which is a critical element in the performance management cycle. • Secondly, to realise the benefit of increased employee effectiveness, management should undergo training to become more effective career coaches to promote a climate of continuous learning and professional growth. • Thirdly, the reward system should be reviewed, if management is committed to using pay as an incentive for desired levels and directions of performance. • Fourthly, management can set an example and build commitment for effective performance management and be leaders at all levels.
- Full Text:
- Date Issued: 2005
- Authors: Beckett, Yasmien
- Date: 2005
- Subjects: Performance -- Management , Employees, Rating of , Organizational effectiveness , Finance departments , General Motors (South Africa)
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10925 , http://hdl.handle.net/10948/155 , Performance -- Management , Employees, Rating of , Organizational effectiveness , Finance departments , General Motors (South Africa)
- Description: Recently, organisations have been faced with challenges like never before. Increasing competition from businesses across the world has meant that businesses must be more careful about the choice of strategies to remain competitive. This situation has placed more focus on organizational effectiveness in that systems and processes be applied in the right way to the right things to achieve results. All of the organisational processes must continue to be aligned to achieve the overall results desired by the organisation for it to survive and thrive. Performance management is an ongoing process that should reflect the current and emerging business challenges, as well as the company’s values about performance and careers. As the business and workforce change, the performance management process should be modified to ensure that the process and tools remain congruent with organisational values and priorities. The objective of this study was to identify the influence of the current performance management system, in the Finance department at General Motors South Africa, as a facilitation tool in aiding or assisting management in achieving individual and departmental goals. To achieve this objective a comprehensive literature study was performed to determine the views on performance, and on performance management systems. A questionnaire was designed based on the guidelines in the literature study, in order to establish the extent to which the organisation manages performance. The researcher used the random sampling method of selection and distributed the questionnaire to eighty one potential respondents via mail and electronic e-mail. Forty one completed questionnaires were returned and these were processed and -iiianalysed using Microsoft Office Excel 2003, running on the Windows XP suite of computer packages. The respondent’s opinion obtained from the questionnaires were compared with the guidelines provided by the literature study in order to identify shortcomings of the influence that the performance management system has on the achievement of individual and departmental goals at the selected organisation. It can be concluded from the respondent’s opinions that the greatest shortcomings of the current performance management system are the link between performance and reward, and commitment to the process in its totality. The other areas of concern are the lack of training and development, and the necessary resources required to achieve objectives. The study also indicates there is no overwhelming agreement that feedback, both positive and negative, takes place as the literature suggests. The following were the main recommendations and conclusions made: • Firstly, it is imperative that management undergoes training in the feedback and review process which is a critical element in the performance management cycle. • Secondly, to realise the benefit of increased employee effectiveness, management should undergo training to become more effective career coaches to promote a climate of continuous learning and professional growth. • Thirdly, the reward system should be reviewed, if management is committed to using pay as an incentive for desired levels and directions of performance. • Fourthly, management can set an example and build commitment for effective performance management and be leaders at all levels.
- Full Text:
- Date Issued: 2005