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- Management Dynamics : Journal of the Southern African Institute for Management Scientists
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- Volume 13, Issue 3, 2004
Management Dynamics : Journal of the Southern African Institute for Management Scientists - Volume 13, Issue 3, 2004
Volume 13, Issue 3, 2004
Source: Management Dynamics : Journal of the Southern African Institute for Management Scientists 13, pp 16 –24 (2004)More Less
The main objective of this study was to investigate perceived cultural differences in the perceptions of time and time management, and the implications regarding productivity amongst socio-demographic groups in Port Elizabeth. The study was based on previous research and used a modified version of a questionnaire developed by various authors. The sample (n=804) was drawn, using a non-probability sampling technique, from English-, Afrikaans-, and Xhosa-speaking respondents in the Nelson Mandela Metropole. Results confirm significant differences between socio-demographic groups observed in a previous study regarding time perception. Cultural differences deduced from home language influenced time perception and the ability to manage time productively. These results have important implications for time management training both at a personal and career level.
Commitment to training and company performance : an exploratory study of chief executive officers and managersAuthor C. HunterSource: Management Dynamics : Journal of the Southern African Institute for Management Scientists 13, pp 25 –39 (2004)More Less
This study investigated the relationships between Chief Executive Officers' (CEOs') commitment to training, managers' commitment to training, employees' motivation to learn, and organisational performance. The research problem investigated was that training is often not effective because of a lack of transfer of training to the work situation. Although a number of studies have shown that CEO commitment to other types of interventions is critical to their success, surprisingly little research has focused on the commitment of CEOs and their managers to training. The literature study identified important variables relating to management commitment to training and led to the development of the research model and the questionnaires used in the field study. The field study involved 60 companies in Pietermaritzburg and consisted of three phases: a preliminary investigation, a pilot study and the main study, which involved structured interviews with the 60 CEOs and a total of 253 managers. The findings show that managers have a more significant influence on employee motivation to learn than the CEOs and 28% of the variation in company performance is explained by three aspects of employee motivation to learn: namely, the learning effort applied by the trainees, their determination to try their best during training, and the extent to which they ask for help.
Source: Management Dynamics : Journal of the Southern African Institute for Management Scientists 13, pp 40 –51 (2004)More Less
In fast-changing business environments, organisations are often engaged in both adaptive (reactive) and inventive (shaping) change processes, and these require different types of organisational fitness capabilities. Research conducted in a wide range of industries reveals that many organisations are predominantly focused on past successes and internal difficulties, and do not possess the necessary dynamic fitness capabilities to adjust to rapidly changing business environments. This paper explores how organisations can develop dynamic fitness capabilities, and proposes a logical three-phased approach to develop Dynamic Organisational Fitness (DOF) capabilities on a continuous basis.