An assessment of the knowledge processing environment in an organisation : a case study
- Authors: Vlok, Daniël
- Date: 2004
- Subjects: Rhodes University (East London) -- Information Technology Department Knowledge management Organizational behavior Organizational learning Information storage and retrieval systems
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:721 , http://hdl.handle.net/10962/d1003806
- Description: Knowledge Management is associated with organisational initiatives in response to the demands of a knowledge-based economy in which the potential value of knowledge as a source for competitive advantage is recognised. However, the lack of a common understanding about knowledge itself, its characteristics and how it is constructed has led to diverse approaches about how to "manage" it. This study presents a critical overview of traditional and contemporary KM approaches. The main focus of this study was to discover and apply a suitable methodology for assessing an organisation's knowledge processing environment. This includes an analysis of the current practices and behaviours of people within the organisation relating to the creation of new knowledge and integrating such knowledge into day-to-day work. It also includes inferring from the above practices those policies and programmes that affect knowledge outcomes. This research makes extensive use of the Knowledge Life Cycle (KLC) framework and the Policy Synchronisation Method (PSM) developed by advocates of the New Knowledge Management movement. A case study approach was followed using a range of data collection methods, which included personal interviews, a social network survey and focus group discussions. The selected case is the small IT department at the East London campus of Rhodes University. Evidence from the case suggests that the knowledge processing environment within the IT department is unhealthy. The current knowledge processing practices and behaviours are undesirable and not geared towards the creation of new knowledge and the integration of such knowledge within the business processes of the IT department. There is little evidence of individual and organisational learning occurring and the problem solving process itself is severely hampered by dysfunctional knowledge practices. The study concludes that the above state of affairs is a reflection of the quality and appropriateness of policies and programmes in the extended organisation. Equally, the local definition of rules, procedures and the execution thereof at a business unit level is mostly lacking. The study illustrates that a systematic assessment of the knowledge processing environment provides the organisation with a sound baseline from where knowledge-based interventions can be launched.
- Full Text:
- Date Issued: 2004
- Authors: Vlok, Daniël
- Date: 2004
- Subjects: Rhodes University (East London) -- Information Technology Department Knowledge management Organizational behavior Organizational learning Information storage and retrieval systems
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:721 , http://hdl.handle.net/10962/d1003806
- Description: Knowledge Management is associated with organisational initiatives in response to the demands of a knowledge-based economy in which the potential value of knowledge as a source for competitive advantage is recognised. However, the lack of a common understanding about knowledge itself, its characteristics and how it is constructed has led to diverse approaches about how to "manage" it. This study presents a critical overview of traditional and contemporary KM approaches. The main focus of this study was to discover and apply a suitable methodology for assessing an organisation's knowledge processing environment. This includes an analysis of the current practices and behaviours of people within the organisation relating to the creation of new knowledge and integrating such knowledge into day-to-day work. It also includes inferring from the above practices those policies and programmes that affect knowledge outcomes. This research makes extensive use of the Knowledge Life Cycle (KLC) framework and the Policy Synchronisation Method (PSM) developed by advocates of the New Knowledge Management movement. A case study approach was followed using a range of data collection methods, which included personal interviews, a social network survey and focus group discussions. The selected case is the small IT department at the East London campus of Rhodes University. Evidence from the case suggests that the knowledge processing environment within the IT department is unhealthy. The current knowledge processing practices and behaviours are undesirable and not geared towards the creation of new knowledge and the integration of such knowledge within the business processes of the IT department. There is little evidence of individual and organisational learning occurring and the problem solving process itself is severely hampered by dysfunctional knowledge practices. The study concludes that the above state of affairs is a reflection of the quality and appropriateness of policies and programmes in the extended organisation. Equally, the local definition of rules, procedures and the execution thereof at a business unit level is mostly lacking. The study illustrates that a systematic assessment of the knowledge processing environment provides the organisation with a sound baseline from where knowledge-based interventions can be launched.
- Full Text:
- Date Issued: 2004
The relationship between innovation and leadership in First National Bank of South Africa
- Authors: Ward, Philip Henry
- Date: 2009
- Subjects: First National Bank of Southern Africa Banks and banking -- South Africa Bank management -- South Africa Leadership -- South Africa Organizational change -- South Africa Organizational effectiveness -- South Africa Chief executive officers -- South Africa Technological innovations -- Economic aspects -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:795 , http://hdl.handle.net/10962/d1004306
- Description: This research investigates the relationship between innovation and leadership in First National Bank in South Africa. In an information age paradigm, innovation is a key driver of organisational success. Innovation allows an information age company to create a sustainable competitive advantage over its competitors. First National Bank (FNB) has recognised the need for innovation and measures the amount of innovation generated in each business unit on an annual basis. Leadership is a key factor influencing innovation in large, multi-segment organisations, particularly transformational leadership. Large multi-segment organisations often have multi-functional teams and transformational leadership of these teams more effectively promotes innovation. Large multi-segment organisations also often have complex decision making processes. Transformational leadership ensures optimal innovative decisions rather than adequate decisions are reached. FNB is a multi-segment organisation comprising ten business units each headed by a Chief Executive Officer (CEO). The relationship between the level of innovation being generated annually by each business unit and the leadership style of the business unit CEO formed the focus of this research. The Multifactor Leadership Questionnaire was used to gather information on the leadership style of each CEO's. Data on the level of innovation within each of these business units was supplied by First National Bank. Data was statistically analysed against the innovation generated by each business unit using correlation analysis. Most of the results testing the relationship between transformational and transactional leadership and innovation were found not to be significant. This contradicts the theory which suggests a positive relationship between transformational leadership and innovation.
- Full Text:
- Date Issued: 2009
- Authors: Ward, Philip Henry
- Date: 2009
- Subjects: First National Bank of Southern Africa Banks and banking -- South Africa Bank management -- South Africa Leadership -- South Africa Organizational change -- South Africa Organizational effectiveness -- South Africa Chief executive officers -- South Africa Technological innovations -- Economic aspects -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:795 , http://hdl.handle.net/10962/d1004306
- Description: This research investigates the relationship between innovation and leadership in First National Bank in South Africa. In an information age paradigm, innovation is a key driver of organisational success. Innovation allows an information age company to create a sustainable competitive advantage over its competitors. First National Bank (FNB) has recognised the need for innovation and measures the amount of innovation generated in each business unit on an annual basis. Leadership is a key factor influencing innovation in large, multi-segment organisations, particularly transformational leadership. Large multi-segment organisations often have multi-functional teams and transformational leadership of these teams more effectively promotes innovation. Large multi-segment organisations also often have complex decision making processes. Transformational leadership ensures optimal innovative decisions rather than adequate decisions are reached. FNB is a multi-segment organisation comprising ten business units each headed by a Chief Executive Officer (CEO). The relationship between the level of innovation being generated annually by each business unit and the leadership style of the business unit CEO formed the focus of this research. The Multifactor Leadership Questionnaire was used to gather information on the leadership style of each CEO's. Data on the level of innovation within each of these business units was supplied by First National Bank. Data was statistically analysed against the innovation generated by each business unit using correlation analysis. Most of the results testing the relationship between transformational and transactional leadership and innovation were found not to be significant. This contradicts the theory which suggests a positive relationship between transformational leadership and innovation.
- Full Text:
- Date Issued: 2009
An assessment of the environmental compliance monitoring capacity of the Department of Minerals and Energy, Eastern Cape
- Authors: Watkins, Deidre Ann
- Date: 2009
- Subjects: South Africa. Dept. of Mineral and Energy Affairs Mines and mineral resources -- South Africa -- Eastern Cape Mineral industries -- South Africa -- Eastern Cape Mineral industries -- Social aspects -- South Africa -- Eastern Cape Mineral industries -- Environmental aspects -- South Africa -- Eastern Cape Mines and mineral resources -- Social aspects -- South Africa -- Eastern Cape Mines and mineral resources -- Environmental aspects -- South Africa -- Eastern Cape Environmental auditing -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:728 , http://hdl.handle.net/10962/d1003848
- Description: One of the greatest challenges facing the world today is integrating industrial activities such as mining with environmental integrity and social concerns. Monitoring is fundamental to environmental management, both to assess the adherence to standards and to allow environmental managers to learn from practical experiences. However, a problem arises when the regulatory authorities cannot keep up with their mandate of enforcement and compliance monitoring. This research examined how the Department of Minerals and Energy (DME) implements the concept of sustainable development in the mining sector of the Eastern Cape (EC) and, more specifically, the extent to which the Mine Environmental Management (MEM) section is able to effectively monitor compliance of mining operations with environmental legislation. This was the first systematic compilation of statistical data for the DME, and presents the first study in the EC regional office in terms of environmental sustainability. Results indicate that there has been a sustained increase in mining activity over the past three years, possibly as a result of the boom in the construction industry and the accelerated road maintenance and improvement programmes in the Eastern Cape. Mining applications received by the DME have increased by 47% from 2006 to 2007 (January-May) and by a further 100% from 2007 to 2008. In addition to the increasing number of mining concerns being established, 98 mining concerns will need to apply for the conversion of their old order rights to new order rights by the 1st May 2009. Mining in the province is predominantly small scale with mining permits (mined areas less than 1.5Ha) making up 52.3% of all applications, with larger mining concerns contributing 29.3% and prospecting contributing the remaining 18.4%. In terms of compliance inspections, the EC regional office is required to conduct 120 environmental compliance inspections annually in terms of contributing to sustainable development. The MEM section exceeded this target since 2003. However, when the number of operational mines is considered, 120 inspections per year equates to one mine being visited, on average once every four years (based on 2008 data). Based on projected figures (number of compliance audits and number of operational mines) for 2009, the DME’s target of 150 inspections for 2009/10 combined with the limited staff D. Watkins – MBA Dissertation 2008 capacity will, at best, mean that mines would be inspected once in seven years. However, the target of 150 inspections will not actually even cover the expected number of EMP evaluation inspections. This has serious implications in terms of regulating the compliance of the mining concerns with their EMPR’s. The low level of compliance monitoring can be directly related to staff capacity and logistics problems at the regional office as well as provincial targets being based on staff capacity rather than the number of operational mines. Thus, considering potential environmental damage associated with mining operations and the capacity constraints of the MEM to conduct frequent compliance audits, it is likely that mining operations will have negative implications for sustainable development in the region. Currently there are many challenges facing the DME in terms of contributing positively to sustainability in the mining sector and there is a need to base future actions on the idea of continuous improvement and ultimately progress.
- Full Text:
- Date Issued: 2009
- Authors: Watkins, Deidre Ann
- Date: 2009
- Subjects: South Africa. Dept. of Mineral and Energy Affairs Mines and mineral resources -- South Africa -- Eastern Cape Mineral industries -- South Africa -- Eastern Cape Mineral industries -- Social aspects -- South Africa -- Eastern Cape Mineral industries -- Environmental aspects -- South Africa -- Eastern Cape Mines and mineral resources -- Social aspects -- South Africa -- Eastern Cape Mines and mineral resources -- Environmental aspects -- South Africa -- Eastern Cape Environmental auditing -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:728 , http://hdl.handle.net/10962/d1003848
- Description: One of the greatest challenges facing the world today is integrating industrial activities such as mining with environmental integrity and social concerns. Monitoring is fundamental to environmental management, both to assess the adherence to standards and to allow environmental managers to learn from practical experiences. However, a problem arises when the regulatory authorities cannot keep up with their mandate of enforcement and compliance monitoring. This research examined how the Department of Minerals and Energy (DME) implements the concept of sustainable development in the mining sector of the Eastern Cape (EC) and, more specifically, the extent to which the Mine Environmental Management (MEM) section is able to effectively monitor compliance of mining operations with environmental legislation. This was the first systematic compilation of statistical data for the DME, and presents the first study in the EC regional office in terms of environmental sustainability. Results indicate that there has been a sustained increase in mining activity over the past three years, possibly as a result of the boom in the construction industry and the accelerated road maintenance and improvement programmes in the Eastern Cape. Mining applications received by the DME have increased by 47% from 2006 to 2007 (January-May) and by a further 100% from 2007 to 2008. In addition to the increasing number of mining concerns being established, 98 mining concerns will need to apply for the conversion of their old order rights to new order rights by the 1st May 2009. Mining in the province is predominantly small scale with mining permits (mined areas less than 1.5Ha) making up 52.3% of all applications, with larger mining concerns contributing 29.3% and prospecting contributing the remaining 18.4%. In terms of compliance inspections, the EC regional office is required to conduct 120 environmental compliance inspections annually in terms of contributing to sustainable development. The MEM section exceeded this target since 2003. However, when the number of operational mines is considered, 120 inspections per year equates to one mine being visited, on average once every four years (based on 2008 data). Based on projected figures (number of compliance audits and number of operational mines) for 2009, the DME’s target of 150 inspections for 2009/10 combined with the limited staff D. Watkins – MBA Dissertation 2008 capacity will, at best, mean that mines would be inspected once in seven years. However, the target of 150 inspections will not actually even cover the expected number of EMP evaluation inspections. This has serious implications in terms of regulating the compliance of the mining concerns with their EMPR’s. The low level of compliance monitoring can be directly related to staff capacity and logistics problems at the regional office as well as provincial targets being based on staff capacity rather than the number of operational mines. Thus, considering potential environmental damage associated with mining operations and the capacity constraints of the MEM to conduct frequent compliance audits, it is likely that mining operations will have negative implications for sustainable development in the region. Currently there are many challenges facing the DME in terms of contributing positively to sustainability in the mining sector and there is a need to base future actions on the idea of continuous improvement and ultimately progress.
- Full Text:
- Date Issued: 2009
The development and implementation of a performance management system: a case study
- Whittington-Jones, Alexandra
- Authors: Whittington-Jones, Alexandra
- Date: 2005
- Subjects: Public Service Accountability Monitor (South Africa) Non-governmental organizations -- South Africa -- Evaluation Performance -- Management -- Case studies Organizational effectiveness -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:738 , http://hdl.handle.net/10962/d1003858
- Description: After a review of the literature relevant to performance management systems both over time and across different types of organizations, this thesis confines its research to a case study of the development and implementation of a performance management system in a non-governmental organization (NGO), the Public Service Accountability Monitor (PSAM). Collation of the relevant data is followed by a discussion of the development and implementation of the performance management system at the PSAM over a 5-year period from 1 June 1999 to 31 May 2004. This is considered in terms of the PSAM’s achievement of commitments to Funders and the concurrent development of the performance management system. Next an analysis of major themes that emerged from the research, in terms of important items for consideration in the development and implementation of a performance management system in an NGO, and areas for possible future improvements to the system is presented. After analyzing the relevant information, it became apparent that the performance management system has no direct bearing on the ability of the PSAM to achieve its stated commitment to Funders. However, these short-term focused expectations of the performance management system are outweighed by the positive contributions that have been made by its introduction, specifically in the area of training and development. This important aspect of capacity building and staff empowerment speaks to the long term sustainability of the organization. Although the PSAM’s performance management system undergoes continual improvement, significant inroads have been made into providing a sensible, clear and dynamic solution to the problem of rewarding efficient and effective performance. The PSAM has indeed benefited from the introduction of the performance management system in a number of ways. It is evident that these benefits could be applicable to other NGOs.
- Full Text:
- Date Issued: 2005
- Authors: Whittington-Jones, Alexandra
- Date: 2005
- Subjects: Public Service Accountability Monitor (South Africa) Non-governmental organizations -- South Africa -- Evaluation Performance -- Management -- Case studies Organizational effectiveness -- Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:738 , http://hdl.handle.net/10962/d1003858
- Description: After a review of the literature relevant to performance management systems both over time and across different types of organizations, this thesis confines its research to a case study of the development and implementation of a performance management system in a non-governmental organization (NGO), the Public Service Accountability Monitor (PSAM). Collation of the relevant data is followed by a discussion of the development and implementation of the performance management system at the PSAM over a 5-year period from 1 June 1999 to 31 May 2004. This is considered in terms of the PSAM’s achievement of commitments to Funders and the concurrent development of the performance management system. Next an analysis of major themes that emerged from the research, in terms of important items for consideration in the development and implementation of a performance management system in an NGO, and areas for possible future improvements to the system is presented. After analyzing the relevant information, it became apparent that the performance management system has no direct bearing on the ability of the PSAM to achieve its stated commitment to Funders. However, these short-term focused expectations of the performance management system are outweighed by the positive contributions that have been made by its introduction, specifically in the area of training and development. This important aspect of capacity building and staff empowerment speaks to the long term sustainability of the organization. Although the PSAM’s performance management system undergoes continual improvement, significant inroads have been made into providing a sensible, clear and dynamic solution to the problem of rewarding efficient and effective performance. The PSAM has indeed benefited from the introduction of the performance management system in a number of ways. It is evident that these benefits could be applicable to other NGOs.
- Full Text:
- Date Issued: 2005
The characteristics and role of informal leaders in work groups : a South African perspective
- Authors: Wienekus, Barend Willem
- Date: 2010
- Subjects: Supervisors, industrial -- South Africa Leadership -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:1166 , http://hdl.handle.net/10962/d1002782
- Description: It has been twenty years since F W De Klerk unbanned the African National Congress. This momentous occasion changed overnight the business landscape in South Africa and the way business were done for many decades. Before and after this crucial moment in South African history, leaders played a significant role in bringing change about as well as managing it. Whether hierarchical or non-hierarchical, leadership manifests itself through all spheres of civilisation. Within any collective, formal as well as informal leadership are always at work and within the environment there always seems to be an individual that appears to hold equal or more influence and sway over the collective. This research investigates the characteristics and role of this individual, the informal leader. In addition, against the melting pot of the diversity of culture, social structures, economics, and demographics in South Africa, the influence of culture on how leadership is being perceived and experienced is also researched. The research is grounded in a post-positivists approach and conducted within a constructivist-interpretative paradigm. A qualitative approach is followed with personal interviews as the method to collect the data from respondents. The interview protocol consists of a combination of questions containing questions of both a quantitative and qualitative nature. Questions of a qualitative nature were open-ended and of an in-depth nature. The research is two pronged. The focus of the research is an Original Equipment Manufacturer (OEM) in the South African Motor Industry and for the primary goal of the research data was collected from employees within work groups of the OEM. The primary research goal investigates the role and characteristics of informal leaders in work groups as seen and experienced by their fellow employees and if there is any congruence with that of the role and characteristics of formal leaders. The study found no fundamental differences between the characteristics and role of formal and informal leaders. The characteristics and role of leaders between different cultures also appear to be the same. For the secondary research goal – determining whether the role and characteristics of informal leaders in work groups could be underpinned in the principles of Ubuntu and if consideration should be given to any cultural differences between leaders and followers by organisational hierarchies – the literature was reviewed in order to reach a conclusion with regards this goal. The literature indicates that culture does affect leadership, especially on how the leadership is executed and experienced in a multicultural society and if ignored, will have a detrimental effect on effective leadership. In order to strive towards achieving maximum productivity, it is imperative that management in South African organisations be aware of the changed dynamic within their organisations as well as on the global stage. The research therefore ends with the practical implications of informal leaders for organisations in South Africa. It is recommended that the importance and contribution of informal leaders within work groups in a multi-culture organisation needs not only to be considered as an element of group leadership, but should be accommodated by the organisation. It is also recommended that organisations recognise the cultural differences between leaders and followers in organisations and the possible consequences if ignored. If the competitive pressures and requirements of globalisation are ignored against the background of Afrocentric expectations and motivational imperatives of the South African workforce, it will result in an ineffective workforce, which will in due course render these organisations uncompetitive and non-sustainable locally and globally.
- Full Text:
- Date Issued: 2010
- Authors: Wienekus, Barend Willem
- Date: 2010
- Subjects: Supervisors, industrial -- South Africa Leadership -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:1166 , http://hdl.handle.net/10962/d1002782
- Description: It has been twenty years since F W De Klerk unbanned the African National Congress. This momentous occasion changed overnight the business landscape in South Africa and the way business were done for many decades. Before and after this crucial moment in South African history, leaders played a significant role in bringing change about as well as managing it. Whether hierarchical or non-hierarchical, leadership manifests itself through all spheres of civilisation. Within any collective, formal as well as informal leadership are always at work and within the environment there always seems to be an individual that appears to hold equal or more influence and sway over the collective. This research investigates the characteristics and role of this individual, the informal leader. In addition, against the melting pot of the diversity of culture, social structures, economics, and demographics in South Africa, the influence of culture on how leadership is being perceived and experienced is also researched. The research is grounded in a post-positivists approach and conducted within a constructivist-interpretative paradigm. A qualitative approach is followed with personal interviews as the method to collect the data from respondents. The interview protocol consists of a combination of questions containing questions of both a quantitative and qualitative nature. Questions of a qualitative nature were open-ended and of an in-depth nature. The research is two pronged. The focus of the research is an Original Equipment Manufacturer (OEM) in the South African Motor Industry and for the primary goal of the research data was collected from employees within work groups of the OEM. The primary research goal investigates the role and characteristics of informal leaders in work groups as seen and experienced by their fellow employees and if there is any congruence with that of the role and characteristics of formal leaders. The study found no fundamental differences between the characteristics and role of formal and informal leaders. The characteristics and role of leaders between different cultures also appear to be the same. For the secondary research goal – determining whether the role and characteristics of informal leaders in work groups could be underpinned in the principles of Ubuntu and if consideration should be given to any cultural differences between leaders and followers by organisational hierarchies – the literature was reviewed in order to reach a conclusion with regards this goal. The literature indicates that culture does affect leadership, especially on how the leadership is executed and experienced in a multicultural society and if ignored, will have a detrimental effect on effective leadership. In order to strive towards achieving maximum productivity, it is imperative that management in South African organisations be aware of the changed dynamic within their organisations as well as on the global stage. The research therefore ends with the practical implications of informal leaders for organisations in South Africa. It is recommended that the importance and contribution of informal leaders within work groups in a multi-culture organisation needs not only to be considered as an element of group leadership, but should be accommodated by the organisation. It is also recommended that organisations recognise the cultural differences between leaders and followers in organisations and the possible consequences if ignored. If the competitive pressures and requirements of globalisation are ignored against the background of Afrocentric expectations and motivational imperatives of the South African workforce, it will result in an ineffective workforce, which will in due course render these organisations uncompetitive and non-sustainable locally and globally.
- Full Text:
- Date Issued: 2010
Implementing performance management at local government level in South Africa : a case study on the impact of organisational culture
- Authors: Williams, Quinton Walter
- Date: 2006
- Subjects: Buffalo City (South Africa) Local government -- South Africa Municipal government -- South Africa Performance -- Management -- South Africa Corporate culture -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:749 , http://hdl.handle.net/10962/d1003870
- Description: Local Government in South Africa has undergone much transformation since 2000. Although much of the change has been to correct imbalances, inequities and disparities within our local communities as a result of Apartheid, change has also been motivated by National Government’s realisation that, as with governments throughout the world, there is a need to modernise all spheres of Government. Part of this transformation process at a local government level in South Africa has been to ensure that municipalities become more responsive to the communities’ needs. The guiding principles for this transformation are contained in the White Paper on the Transformation of the Public Service (1995) and the Batho Pele White Paper (1997). This has informed the Municipal Systems Act: Act 32 of 2000 of which Chapter 6 determines that municipalities will have a performance management system to promote a culture of performance management amongst the political structures, political office bearers, councillors and administration. The performance management system must ensure that the municipality administers its affairs in an economical, effective, efficient and accountable manner. A literature review contained in this research, indicates that internationally, implementing performance management systems at a local government level is impact upon by a number of factors such as the organizational culture of an institution. This research, which has been grounded within a constructivist paradigm, describes the impact organizational culture has had on the implementation process of the performance management system at Buffalo City Municipality. Interviews were conducted amongst the Section 57 employees (i.e. the Directors) and those employees directly responsible for implementing performance management. The four Directors, two General Managers and the portfolio councilor were interviewed. Semi-structured interviews were conducted with the interviewees and this culminated in a total of 10 hours of interviewing. The protocols were analyzed using the guidelines suggested by Boyatzis (1998) and the findings are detailed in two chapters. The findings of the research were that the implementation of the performance management system at Buffalo City Municipality has been impacted on by the dichotomy between the political and administrative leadership, resulting in non-implementation of council resolutions, the lack of an organizational strategy, poor institutional arrangements and inadequate resource allocation, are reported. However, the most important finding was the impact that a culture of fear has had on the implementation process. This culture of fear and its impact on the implementation of performance management system is described as the most pervasive and insidious of all the findings to have negatively impacted on the implementation process. This research ends with recommendations for further research and it is argued that each organization has its own unique organizational culture. The conclusion is that no single typology, as contained in the literature, which can account for the specific impact organizational culture will have on the implementation process of a performance management system at local government level in South Africa. Consequently, implementers of performance management systems must assess the unique characteristics of each organization’s culture prior to implementation, in order to evaluate its impact that the organizational culture can have on the process.
- Full Text:
- Date Issued: 2006
- Authors: Williams, Quinton Walter
- Date: 2006
- Subjects: Buffalo City (South Africa) Local government -- South Africa Municipal government -- South Africa Performance -- Management -- South Africa Corporate culture -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:749 , http://hdl.handle.net/10962/d1003870
- Description: Local Government in South Africa has undergone much transformation since 2000. Although much of the change has been to correct imbalances, inequities and disparities within our local communities as a result of Apartheid, change has also been motivated by National Government’s realisation that, as with governments throughout the world, there is a need to modernise all spheres of Government. Part of this transformation process at a local government level in South Africa has been to ensure that municipalities become more responsive to the communities’ needs. The guiding principles for this transformation are contained in the White Paper on the Transformation of the Public Service (1995) and the Batho Pele White Paper (1997). This has informed the Municipal Systems Act: Act 32 of 2000 of which Chapter 6 determines that municipalities will have a performance management system to promote a culture of performance management amongst the political structures, political office bearers, councillors and administration. The performance management system must ensure that the municipality administers its affairs in an economical, effective, efficient and accountable manner. A literature review contained in this research, indicates that internationally, implementing performance management systems at a local government level is impact upon by a number of factors such as the organizational culture of an institution. This research, which has been grounded within a constructivist paradigm, describes the impact organizational culture has had on the implementation process of the performance management system at Buffalo City Municipality. Interviews were conducted amongst the Section 57 employees (i.e. the Directors) and those employees directly responsible for implementing performance management. The four Directors, two General Managers and the portfolio councilor were interviewed. Semi-structured interviews were conducted with the interviewees and this culminated in a total of 10 hours of interviewing. The protocols were analyzed using the guidelines suggested by Boyatzis (1998) and the findings are detailed in two chapters. The findings of the research were that the implementation of the performance management system at Buffalo City Municipality has been impacted on by the dichotomy between the political and administrative leadership, resulting in non-implementation of council resolutions, the lack of an organizational strategy, poor institutional arrangements and inadequate resource allocation, are reported. However, the most important finding was the impact that a culture of fear has had on the implementation process. This culture of fear and its impact on the implementation of performance management system is described as the most pervasive and insidious of all the findings to have negatively impacted on the implementation process. This research ends with recommendations for further research and it is argued that each organization has its own unique organizational culture. The conclusion is that no single typology, as contained in the literature, which can account for the specific impact organizational culture will have on the implementation process of a performance management system at local government level in South Africa. Consequently, implementers of performance management systems must assess the unique characteristics of each organization’s culture prior to implementation, in order to evaluate its impact that the organizational culture can have on the process.
- Full Text:
- Date Issued: 2006
Barriers and drivers to the implementation of the "clean development mechanism" within the Nelson Mandela Bay Municipality: a case study
- Authors: Wilson, Craig Michael
- Date: 2008
- Subjects: Nelson Mandela Metropolitan Municipality (Eastern Cape, South Africa) Local government -- South Africa -- Eastern Cape -- Case studies Climatic changes -- South Africa -- Eastern Cape -- Case studies Greenhouse gases -- Environmental aspects -- South Africa -- Eastern Cape -- Case studies Environmental economics -- South Africa -- Eastern Cape -- Case studies Greenhouse effect, Atmospheric Global warming
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:731 , http://hdl.handle.net/10962/d1003851
- Description: The global threat of climate change is one of the most crucial environmental issues facing the world in modern times. In response to this threat, international governments have drafted the Kyoto Protocol which included the Clean Development Mechanism (CDM). The CDM is a scheme which invited developing countries, like South Africa, to become involved in climate change mitigation projects. While South Africa has been identified as an attractive host country for CDM projects, research has revealed that it lags behind other developing countries in this regard. This study provides a theoretical background to the CDM and grounds the subject within the field of Environmental Economics. Following a literature review of factors that could influence the involvement of a municipality in CDM projects, this thesis undertook a case study of the barriers and drivers to CDM implementation within the Nelson Mandela Bay Municipality (NMBM). Use was made of semi-structured interviews, where a questionnaire was used to guide the researcher’s interview process. Five NMBM officers, who were likely to have been involved with CDM project implementation, were interviewed. Data collected was analyzed using a coding technique and was compared and contrasted to the literature in a process of explanation building. It was possible to elicit 14 factors that acted as CDM-barriers; seven that acted as CDM-drivers; and 10 that were required to change within the NMBM to encourage greater CDM involvement. Of the barriers, lack of awareness, poor political will and lack of funding emerged as the most inhibiting. Of the CDM-drivers, the potential financial benefits; ownership of infrastructure capable of producing carbon assets; and technology transfer emerged as the factors most likely to promote CDM involvement. With regards the factors that require change, it emerged that a positive response would result from a proactive stance by National Government on the CDM; the use of Public-Private-Partnerships to facilitate CDM projects; and improved communication and capacity building within the NMBM and the Nelson Mandela Bay business community. The main recommendation offered to the NMBM was for it to draft a Sustainable Development Policy as well as a formal sustainable development strategy to drive a coherent and consolidated approach to the Municipality’s involvement with CDM projects. Further, it was proposed that the NMBM should, lobby National Government for it to promulgate enabling legislation and a framework which would encourage CDM investment in South Africa; and engage with local business to promote the active involvement of the Nelson Mandela Bay with the implementation of CDM projects. Keywords: Global Warming, Kyoto Protocol, Clean Development Mechanism, Sustainable Development, Environmental Economics, Public Sector, Nelson Mandela Bay Municipality.
- Full Text:
- Date Issued: 2008
- Authors: Wilson, Craig Michael
- Date: 2008
- Subjects: Nelson Mandela Metropolitan Municipality (Eastern Cape, South Africa) Local government -- South Africa -- Eastern Cape -- Case studies Climatic changes -- South Africa -- Eastern Cape -- Case studies Greenhouse gases -- Environmental aspects -- South Africa -- Eastern Cape -- Case studies Environmental economics -- South Africa -- Eastern Cape -- Case studies Greenhouse effect, Atmospheric Global warming
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:731 , http://hdl.handle.net/10962/d1003851
- Description: The global threat of climate change is one of the most crucial environmental issues facing the world in modern times. In response to this threat, international governments have drafted the Kyoto Protocol which included the Clean Development Mechanism (CDM). The CDM is a scheme which invited developing countries, like South Africa, to become involved in climate change mitigation projects. While South Africa has been identified as an attractive host country for CDM projects, research has revealed that it lags behind other developing countries in this regard. This study provides a theoretical background to the CDM and grounds the subject within the field of Environmental Economics. Following a literature review of factors that could influence the involvement of a municipality in CDM projects, this thesis undertook a case study of the barriers and drivers to CDM implementation within the Nelson Mandela Bay Municipality (NMBM). Use was made of semi-structured interviews, where a questionnaire was used to guide the researcher’s interview process. Five NMBM officers, who were likely to have been involved with CDM project implementation, were interviewed. Data collected was analyzed using a coding technique and was compared and contrasted to the literature in a process of explanation building. It was possible to elicit 14 factors that acted as CDM-barriers; seven that acted as CDM-drivers; and 10 that were required to change within the NMBM to encourage greater CDM involvement. Of the barriers, lack of awareness, poor political will and lack of funding emerged as the most inhibiting. Of the CDM-drivers, the potential financial benefits; ownership of infrastructure capable of producing carbon assets; and technology transfer emerged as the factors most likely to promote CDM involvement. With regards the factors that require change, it emerged that a positive response would result from a proactive stance by National Government on the CDM; the use of Public-Private-Partnerships to facilitate CDM projects; and improved communication and capacity building within the NMBM and the Nelson Mandela Bay business community. The main recommendation offered to the NMBM was for it to draft a Sustainable Development Policy as well as a formal sustainable development strategy to drive a coherent and consolidated approach to the Municipality’s involvement with CDM projects. Further, it was proposed that the NMBM should, lobby National Government for it to promulgate enabling legislation and a framework which would encourage CDM investment in South Africa; and engage with local business to promote the active involvement of the Nelson Mandela Bay with the implementation of CDM projects. Keywords: Global Warming, Kyoto Protocol, Clean Development Mechanism, Sustainable Development, Environmental Economics, Public Sector, Nelson Mandela Bay Municipality.
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- Date Issued: 2008