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- Management Dynamics : Journal of the Southern African Institute for Management Scientists
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- Volume 11, Issue 2, 2002
Management Dynamics : Journal of the Southern African Institute for Management Scientists - Volume 11, Issue 2, 2002
Volume 11, Issue 2, 2002
Source: Management Dynamics : Journal of the Southern African Institute for Management Scientists 11, pp 2 –10 (2002)More Less
Tertiary institutions in South Africa are undergoing transformation and staff are continually being faced with major changes. The objective of this study was to investigate the experiences of staff of the transformation process. A qualitative research design based on the phenomenological paradigm was used. A sample of 12 staff members and four managers of a satellite campus of one tertiary institution were interviewed. The empirical results indicated that external factors such as changes to the client base, laws and regulation by the state are regarded as triggers for organisational transformation. Factors such as management and leadership, communication, feedback and organisational culture play, according to the participants, an important role during the organisational transformation process.
Author M.E. KotzeSource: Management Dynamics : Journal of the Southern African Institute for Management Scientists 11, pp 11 –20 (2002)More Less
From an organisational perspective, tertiary education is considered an important strategy in developing young professionals to ultimately fill managerial positions. Likewise, academic education at the South African Military Academy is deemed to play an important role in the career development of young professional officers. This study examines the perceptions of young military officers regarding the current management style in the South African National Defence Force (SANDF) and the type of managers and management skills required for the future. A comparison is made of the responses of three groups of junior officers, including students at the Military Academy and their peers staffed in line positions, distinguishing between those with and those without an academic qualification. A questionnaire compiled at the Centre for Cross-Cultural Management Research, EAP European School of Management, and adapted for the military, was used to collect the data. The results indicate no significant differences with regard to "power management", but the Military Academy students have a significantly less positive perception of "open management" in the SANDF. The implications of these findings for the students' careers in the military, as well as for the Military Academy itself, are discussed.
Author L.J. Van VuurenSource: Management Dynamics : Journal of the Southern African Institute for Management Scientists 11, pp 21 –27 (2002)More Less
It is well-known that non-financial issues have financial consequences for a business. Many organisations recognise that there is a crucial connection between ethics and organisational success. They acknowledge that the passionate preservation of corporate reputation, respect for the preferences of ethically discerning consumers, and the protection of company assets against fraud and corruption, result in investor confidence and good business. Furthermore, these organisations recognise that the institutionalisation of business ethics is no longer a nice-to-have, but a strategic imperative. Instead of debating the point that business and ethics cannot mix, ethically aware corporate leaders continuously and actively endeavour to find optimal ways of creating ethical organisational cultures. The aim of this paper is to propose an approach by which business ethics principles and practices can be institutionalised.
If an organisation has chosen to make ethics a part of how it defines itself and how things are done, its ethics strategy should not only be comprehensive, but also pervasive. It is proposed that a multi-level ethics strategy, consisting of strategic, systems, and operational foci, be embraced, designed and implemented. The strategic focus consists of systematically embedding ethics in the corporate purpose and values as well as in strategic planning. The systems focus encompasses specific systems aimed at the formalisation, implementation, education and evaluation of standards of corporate ethical behaviour of the organisation's current as well as potential human resources. Interpersonal communication about ethics, making ethical behaviour a key performance indicator in every job in the organisation, and day-to-day ethical decision-making are facets of the operational focus. The three foci as proposed are analysed.
Author L.P. VermeulenSource: Management Dynamics : Journal of the Southern African Institute for Management Scientists 11, pp 28 –39 (2002)More Less
The purpose of this study was to identify the factors that contribute to downsizing decisions. "Downsizing" refers to the laying-off of workers to reduce costs and increase efficiency. The research was conducted by means of a cross-cultural survey in South Africa (n=228) and Australia (n=362). According to the survey, the reasons cited for downsizing in these two countries were very similar. The main reasons for downsizing were the introduction of new business strategies and new management systems. Increases in labour costs, changes in technology and government policy were also ranked as causes for downsizing in both countries. The primary objectives of workforce reduction in both countries were financial (reduction of labour costs, improvement of labour productivity, and labour flexibility). The study found conclusive evidence that, according to organisations that had downsized, these objectives had not been accomplished, and that the achievements were below expectation.