Dissertations / Theses on the topic 'Denison's Organisational Culture Model'

Magister Commercii (Industrial Psychology) - MCom(IPS)
At present organisations are faced with considerable changes in the business environment due to globalisation illustrated through specialisation and individualisation in the workplace (Rastegar & Aghayan, 2012). To stay abreast of these changes, organisations attempt to gain competitive advantage within the competitive business environments they operate. The competitive advantage referred to is, enhancing the organisation's culture, so as to ensure the employees in the workplace stay committed (Acar, 2012). Dwivedi, Kaushik and Luxmi (2014) further add that organisation culture is a fundamental element to any activity in the organisation. The authors also purport that a good organisational culture, which yields self-actualisation needs such as capability development, empowerment, achievement and recognition leads to a greater level of commitment between employees. The inverse, that is, poor organisational culture, leads to lower levels of commitment with consequences such as increased employee turnover and lower productivity rates (Dwivedi et al., 2014). The purpose of this study was to examine the influence of organisational culture (sub-dimensions being, mission, involvement, adaptability and consistency) on organisational commitment (sub-dimensions being, affective commitment, normative commitment and continuance commitment). The sample was chosen by means of convenience sampling. Two hundred and thirty – six supervisory and managerial staff who were employed at a beverage company in the Western Cape partook in the study. Three questionnaires were utilised to collect the data namely, a self - developed biographical questionnaire, containing six items which was used to collect information pertaining to the demographics of the sample. The second questionnaire utilised was the Denison Organisational Culture Survey, which contained 60 items and the final questionnaire administered was Allen and Meyer's (1990) Organisational Commitment Questionnaire, which contained 24 items. The data was computed using the Statistical Programme for the Social Sciences (SPSS) software version 23 using a multiple regression technique, yielding the following results: The results indicated that a significant proportion of the variance in organisational commitment was explained by mission, involvement, adaptability and consistency. The most statistical significance predictors of organisational commitment were mission and consistency, however, mission contributed to the highest variance. Additionally, the results indicated that a significant proportion of the variance in affective commitment was explained by mission, involvement, adaptability and consistency amongst staff. Involvement, adaptability and mission were found to be significant predictors of affective commitment with involvement accounting for the highest variance. Furthermore, the results showed that a significant proportion of the variance in normative commitment was explained by mission, involvement, adaptability and consistency. Moreover, the most significant predictor of normative commitment was found to be consistency. Further findings found that a significant proportion of the variance in continuance commitment was explained by mission, involvement, adaptability and consistency amongst staff. Moreover, the results indicated that the most significant predictor of continuance commitment was mission. Lastly, limitations for the current study were presented and recommendations for future research and for the organisation were offered.

Academic libraries operate in a fluid environment, where they must provide, and demonstrate that they provide, a high quality service that is focussed on customers’ needs. It is broadly accepted that the way to provide a high quality service responsive to customers’ needs is to have a culture of quality that underpins all the organisation’s efforts, i.e. TQM. The literature on how to improve the service quality of libraries in particular, and organisations in general, is extensive and varied. But it is not informative to practitioners who wish to know what to do to improve the quality culture of their library. The literature provides many examples of what a high quality organisation looks like, and, by inference, what a low quality organisation looks like. However, anyone who has worked in an organisation knows that quality culture is not binary but is instead a developmental process. This disconnection between the published research and known practice has led libraries to avoid attempts to measure, and therefore improve, their culture of quality. The purpose of this research is to facilitate engagement by directors of academic libraries with issues of quality culture. This is achieved by producing a new representation of the concept of quality culture, the Quality Maturity Model. The QMM enables library directors to assess their location on a roadmap to a culture of quality, guides them as to the next step forwards, enables them to measure their progress over time, and enables them to compare themselves to others and so learn from best practice. The characteristics of the research problem suggest the use of Design Science Research as the most appropriate research paradigm. This is a novel paradigm for library and information science research; one that has the potential to bridge the research-practice gap prevalent in this field. Design Science is iterative, creative and evaluative in the process of devising useful artefacts to attain specified goals. This research applies the Design Science Research Methodology (Peffers et al., 2008) as a framework and uses interpretive synthesis and grounded theory methods to create the Quality Maturity Model consistent with both theory and practice. Practice was identified via interviews with a cross-section of staff at ten academic library and information services in the UK. The QMM delineates 40 elements of quality culture, grouped into eight facets: Management of the organisation; environmental sensing; learning organisation attributes; attitude to change; attitude to quality; leadership; investment in staff; and alignment. The QMM has five maturity levels describing the progression from low quality maturity to high quality maturity for each of the elements. As a companion to the QMM, this research applied standard survey design methods to develop the Quality Culture Assessment Instrument. The QCAI enables library directors to self-assess the location of their library on the QMM using feedback from their library staff. The QMM rubric then enables library directors to identify what the next level of maturity looks like for each element. The evaluation of these artefacts demonstrates that they fulfil the aims of this research: changed the representation of quality culture and so promote engagement with such issues by academic library directors.

The focus of this doctoral research is on advancing knowledge of what managers can do to address the issues of corporate cultural differences in mergers and acquisitions (M&A). Despite decades of experience, the rate of M&A failure remains high globally. The root causes of these failures have pointed to inadequate strategic deal theses, excessive purchase prices paid, and poor pre- and post-integration management. Human and cultural factors have also been blamed for these failures. Significant research effort has been expended in raising the importance of human factors and the issue of culture fit in M&A. However, research results have remained ambiguous. Extant organisational M&A culture research has largely focused on examining the role of culture in M&A and its impact on M&A performance. How to address organisational culture differences in M&A is much less studied. Only a small handful of scholars, consultants and practitioners have attempted to prescribe corporate culture alignment guidelines that are either too generic or prescriptive. Managers remain unclear as to how to manage cultural differences in M&A.The research sets out to address how managers can effectively moderate the effects of corporate cultural differences on M&A performance in domestic M&A. It aims to develop a practical M&A corporate culture alignment model for managers tasked with addressing the effects of corporate cultural differences in M&A. It also focuses on addressing the issues of single-layered acculturation of corporate cultures in isolation from the perplexing issues of double-layered acculturation between national and corporate cultures in cross-border transactions. The researcher adopted a qualitative case study research method to deliver on the research objectives within the doctoral research timeframe. He selected a sample of four domestic M&A case studies in Thailand where he is located. Each case study was free of issues related to national cultural differences. The researcher was able to draw rich information and insights from interviewing a total of 50 senior executives, middle managers and staff across case studies. The main research findings provide managers with an improved understanding of the roles of corporate culture on M&A performance and a practical and repeatable five-phase M&A corporate culture alignment model (‘5-D’). The model offers a planned step-by-step change approach, key objectives, and suggested tools and templates that help guide managers to effectively moderate the effects of corporate culture differences in domestic M&A from pre-to post-M&A stages. The model also provides strategic choices and implementation guidelines for managers to consider in addressing the emergent nature of acculturation and change in M&A integration situations. The effectiveness of this exploratory model shall be further tested in future qualitative and quantitative studies. The empirical testing of the research recommendations has already begun with a number of recent M&A projects in Asia outside of this research.

Business-IT alignment (BITA) has clearly become more important over the last decade. However, considerable difficulties remain when attempting to achieve a mature level of BITA. Therefore, research efforts which have resulted in a number of theoretical models have been able to help in devising and applying supportive tools for assessing different components of BITA. However, most of these efforts have either been produced in Anglo-Saxon countries or have been based on specific experiences in those countries. Consequently, they have tended to ignore a number of factors which differ in nature due to variations in cultural contexts. However, organisational culture has been given little consideration. Societal and organisational cultural aspects of BITA are particularly important because the majority of BITA models tend to focus more on the efficiency and effectiveness of BITA components rather than on trying to create ways in which how BITA can be achieved or maintained in different contexts. Therefore, the purpose of this thesis is to investigate the impact of societal and organisational culture on achieving BITA and influencing its maturity. The main result is an extended BITA model developed originally by Luftman, known as; Luftman’s Strategic Alignment Maturity Model (SAM), which is influenced by the organisational culture perspective. The research method and process advocated by Peffers et al. (2007) is used in the thesis to design the extended-SAM, consisting of six activities. The first of these activities involves identifying specific problems. This is achieved by an extensive literature survey of theories related to BITA, an explorative study of the impact of organisational culture on BITA and a classification of the general limitations of BITA. The second activity concerns the requirement for definitions of the designed artifact. The third activity is then specified in terms of designing the artifact; i.e. an extended-SAM. The design is based on constructed hypotheses of the potential impact of organisational culture elements (based on Smit et al.’s model (2008) on BITA attributes (based on SAM), and followed by an empirical study of 6 multinational organisations, for testing the hypotheses. Following that, in the fourth activity, various processes for extending SAM are demonstrated in different seminars within the IT management group at DSV, in conference papers and in different seminars of the Swedish research School of Management and Information Technology (MIT) (Forskarskolan Management och IT. In the fifth activity, the extended-SAM model is evaluated in 5 multinational organisations to test its practicality and utility. In the last activity, a journal paper (Paper III in the thesis) is presented to summarise all the processes. The communication is also carried out through pre-licentiate and the licentiate seminars. The extended-SAM shows in the result of the thesis that organisational culture is a clear factor that should be considered while assessing and studying BITA maturity. In addition, by considering organisational culture, assessing BITA is clearly shown as being more accurate and as reflecting a more detailed picture of the organisation’s BITA.

Corruption and unethical management is a legitimate global economic concern as it can have a direct and substantial impact on the longevity and the economic success of an organisation, an industry and a country. As a result of individuals having more readily available access to information, much attention has been given to unethical behaviour and organisational ethical violations over the last decade. Recent events have indicated that business ethics is an organisational concern with mammoth implications for business. For example, Esterhuyse (1999, p. 27) reports that South Africa has lost astronomical amounts of money due to office or white-collar crime. Organisations’ attempts to become globally competitive will be hampered by the behaviour of employees who are unethical at work. Therefore, it is imperative that organisations implement measures to increase ethical awareness and behaviour in their employees. This research study deals with business ethics in the automotive cluster of the Eastern Cape Province and proposes a model that can assist an organisation in improving its ethical culture. The main question that this research study addressed was: To what extent do the strategies of human resource departments contribute to establishing and maintaining an ethical organisational culture? To answer the above question it was necessary to address the most universal characteristics of ethical organisations. To this end the role of the human resource department in attempting to develop and sustain an ethical organisational culture is discussed. Thereafter, various ethical models are outlined and evaluated. Lastly, the proposed ethical model for establishing an ethical organisational culture is presented. Based on the theoretical findings of the literature survey which outlined the characteristics of ethical organisations and the interventions required to improve the ethical functioning of an organisation, a questionnaire was developed and distributed to organisations within the automotive cluster in the Eastern Cape Province. The empirical results obtained from the survey indicated dominant consensus regarding the model (see Chapter Four). The main findings from this research are that 74.7 per cent of organisations that participated in the empirical study had implemented a code of ethics. However, the majority of these organisations had not implemented the identified critical and optional interventions (see to Chapter Four) required to operate as an ethical organisation. The study also revealed that 49.4 per cent of respondents believed that the human resource manager is responsible for organising and coordinating an ethical initiative within the organisation. Respondents in this study stated that the benefits of operating ethically are the improved financial position of the organisation (76.5 per cent), the enhanced morale of employees (95.3 per cent), positive stakeholder perception (93 per cent), better long-term strategic sustainability (94.3 per cent) and superior social responsibility (85.9 per cent).

This research examines the structure of safety climate in the manufacturing sector. It does so by examining and comparing attitudes to, and perceptions of, safety issues in two manufacturing organisations and one organisation involved in the supply of construction materials. The concept of safety climate, and the associated concept of safety culture, have been the subject of much research and theory building in recent years and this thesis builds on previous work. The research framework used here employed a mainly quantitative methodology in order to investigate the architecture of safety climate using structural modelling. Statistical modelling has been applied in other safety studies, often involving safety climate as one variable in a global description of safety systems. However it has rarely been used to model and describe the structure of safety climate as an indicator of safety culture, as in this research. The structure of safety climate described in this research is characterised by the interaction of organisational, group interaction, work environment and individual variables, which provide indicators of influences on individual levels of safety activity. Structural models of the data from all three participating organisations fitted the broad pattern of organisational variables influencing group and work environment variables, which, in turn influence individual variables. A more detailed comparison of organisational structures, however, highlighted slight differences between the two manufacturing organisations and more pronounced differences between these and the construction material supply organisation, suggesting that most elements in the structure of attitudes to safety described here are industry specific. These results are explained in terms of working environments. Differences in structure, consistent with job roles, were also apparent between occupational levels. The research, in line with previous work in the field, has highlighted the importance of management commitment to, and actions for, safety, as well as the role of individual responsibility in the promotion of safety activity. The work reported here has emphasised their importance in developing and maintaining an organisational culture for safety.

Purpose: The aim of this thesis is to elaborate on if organisational culture has an impact on the intention to use a CRM system. Methodology: The data was collected by use of an online questionnaire, the questions used were created based on the literature review andmeasured according to a 5 point Likert-scale Conclusion: Organisational culture has no meaningful impact on intention touse CRM. This since each of the culture types produced results which were outside acceptable perimeters. Out of the three aspects of the technology acceptance model,attitude has the biggest impact on intention to use CRM. PEOU and PU were not within acceptable perimeters. Neither PU nor PEOU had a statistical significant impact on attitude, leaving attitude as a sole positive contributor to intentionto use CRM. K

Organisational culture plays an essential role in the aetiology of job stress. Job stress has numerous negative effects including lower work performance and effectiveness, health problems and increased absenteeism. The direct and indirect costs associated with stress-related conditions, such as burnout, can result in reduced organisational commitment and engagement. Such situations require urgent attention from the management of any organisation, and it is essential that organisations take appropriate steps to avoid excessive stress of employees if they are to continue their vital work. The study uses the Culture-Work-Health Model as a framework to understand organisational culture and its contribution to job stress in Cape Town non-profit organisations (NPOs) working in the discipline of mental health and mental disability. An exploratory, qualitative research design was selected to develop an understanding of organisational culture in Cape Town NPOs. Seven employees from three NPOs, making up the total sample of 21 participants, were selected through non-probability, purposive sampling. From each organisation of seven employees, four were selected from management/leadership positions and three were selected from non-management in order to gain rich insightful data from both management and non-management perspectives. Data collection was done through semistructured, face-to-face interviews with the participants. The data was analysed through the use of Tesch's (1990) stages of analysis. Finally, a framework for analysis was developed based on the themes, categories and sub-categories that emerged. This study contributes to enhancing understanding of Cape Town NPO organisational culture, NPO management practices and job stress as well as providing a springboard for further research into these areas. A number of significant findings were made including: NPOs described a clan organisation-type culture with a committed and passionate staff; NPO management were perceived as unsupportive due to lack of transparency, which was exasperated by their inability to pay higher salaries; NPOs where management incorporate supervision and regular staff meetings were perceived more positively and reported fewer issues of miscommunication; and individuals who were able to incorporate a healthy work and non-work life balance thrived in the NPO setting. Based on these findings, a number of recommendations were made including: the development of an organisational mental health policy; mandatory regular staff meetings attended by all levels of staff to discuss general administrative issues; the communicated availability of support structures to staff, such as on-site counselling; and - very importantly - regular supervision for all staff members working directly with vulnerable clients.

Thesis (MBA (Business Management))--University of Stellenbosch, 2010.
ENGLISH ABSTRACT: Organisational culture can contribute towards or detract from an organisation’s success. It is therefore important to manage this aspect of the organisation. Effective management requires the measurement and assessment of the activities and elements of the organisation. This mini-research report aims to produce a tool which can assess the personality of an organisation’s culture and its sub-cultures; and to relate this to organisational leadership and recruitment. Secondary literature was reviewed in order to identify candidate dimensions of personality. The candidate dimensions of personality are derived from salient themes within Eysenck’s PEN model of personality and these are mindfulness, sociability and propensity to activity. These themes are translated into business equivalents as ‘strategic awareness’, ‘engaged leadership’ and ‘collective performance’. Factor analysis was applied to the completed questionnaires of Havenga’s Integrated Leadership, Climate and Culture survey. The survey contains 24 questions which assess organisational culture in terms of performance and intergroup behaviour. Over 800 responses were analysed in order to validate the candidate dimensions of personality. The factor analysis yielded two factors which were utilised as dimensions in the produced tool and these were labelled as ‘strategic awareness’ and ‘engaged leadership’. A third dimension, ‘collective performance’, was included in the tool and was measured by two of the questions contained in the ILCC survey. Eight questions in total are utilised by the tool. The tool is tested against an organisation represented in the sample and the results are compared to the initial ILCC survey and assessment of the same organisation. The tool is found to be valid for the organisation and is considered to be generalisable to the leisure industry in South Africa. Organisational leadership and the recruitment of personnel are also found to be contributing factors of an organisation’s culture. The author recommends that this tool be used to assess an organisation’s culture, within its limitations; and that the members’ propensity to thoughtfulness, sociability and activity are considered during the recruitment process.

Over the past few years there has been growing interest in the study of leadership styles and organisational culture. Internal issues and external environment challenge the leadership of manufacturing organisations, Scarborough(2001). The focus of the research was to gain insight into the transformational leadership of manufacturing organisations. Although leadership scholars have generated a significant stream of research on transformational leadership, there has been a lack of attention to the specific features in the context of transformational leadership such as contingency theories, attribution theory, and organisational culture. The study investigates the effects of transformational leadership on situational determinants and organisational culture in manufacturing organisations in Pakistan. Podsakoff et al, (1990) a 23-item measure of transformational leadership inventory questionnaire was employed to evaluate transformational leadership in manufacturing organisations. The objectives of this research study are: Firstly to study transformational leadership in Pakistani manufacturing organisations. Secondly to study transformational leaders' behaviour in manufacturing organisations with respect to situational determinants, i.e., situation strength, attribution theory, feedback, and organisational culture. Thirdly to develop hypotheses concerning the relationship between transformational leadership, and situational determinants and to develop a model of relationship between transformational leadership, situational determinants and organisational culture. Lastly, to suggest further research guidelines for transformational leadership phenomena and leadership in Pakistani manufacturing organisations. Results from the research show that transformational leaders tend to create weak situations for their followers in manufacturing organisations; they favour discretion to their followers and delegate decision-making to followers. Transformational leaders also tend to make external attributions for the causes of poor performance in their organisations, and assume follower's mistake as a learning experience. They try to establish close contact with their followers and seek feedback directly from followers. Transformational leaders favour clan type culture more in their manufacturing organisations; however adhocracy culture is not completely ignored. A new leadership alignment model incorporating various concepts focusing on leadership style, organisational leadership, and situational strength has been introduccd. Results from the data analysis indicate that there is a need to train more leaders in Pakistani manufacturing organisations to benefit from the transformational leadership style, as it has beene stablished that transformational leadershipis an influential form of leadership clearly associated with high levels of individual and organisational performance(, Shamir & Kark, 2002). As pointed out by Bass, (2002) leaders will be prized for their innovativeness, responsiveness, and flexibility, all linked to their frequency of transformational leadership behaviour.

The research was aimed at addressing the challenge of evaluating a large scale change intervention in a large organisation and in a complex environment. Finding robust, meaningful yet realistic methodologies from among the array of possible approaches, methods and techniques has proved problematic, for both organisational practitioners and academics alike. The research explored this issue of choice from the perspective of ¿fit for purpose¿ and suggests a multi-faceted approach, using a range of evaluation methods and techniques, which were applied to an ongoing example at the BBC. It was also planned to use structural equation modelling (SEM) techniques to examine the relationships between variables critical to the study. The approach described represents a ¿pilot¿ evaluation exercise, which drew on data collected from early cohorts going through the BBC Leadership Programme, a key element of the ¿Making it Happen¿ change strategy initiated by the then Director General, Mr. Greg Dyke. As a second level of research, an evaluation of the primary evaluation itself, i.e. of the BBC Leadership Programme, was also undertaken to assess the effectiveness of the primary evaluation strategy and its implementation. Three hypotheses were examined in terms of programme impact: It was proposed that participation in the programme would bring about collective improvements in individual leadership behaviour (Ho1), leading to improved departmental performance across the business (Ho2), in turn, resulting in improved organisational performance (Ho3). Due to limitations in the application of the methodology it was not possible to use SEM analyses on the data collected. Alternative analyses failed to demonstrate conclusive support for all three hypotheses and, while other factors besides programme attendance appear to influence leadership performance the afore-mentioned limitations restrict the ability to draw firm conclusions. Following evaluation of the primary evaluation it was evident that, as a pilot exercise, important outcomes from the programme evaluation give rise to ¿lessons learned¿ and changes are suggested for any future evaluation exercise of this kind.

Background : Globalisation has led company to think globally and act locally. Such a change in the business world have made emerge the need to find partner around the world, and even to merge with complementary companies in order to sustain the corporate strategic advantage and to create value.

Purpose : The objective of this paper is to integrate major Merger & Acquisitions theories in order to establish a warning model pointing out the main pitfalls changing promising motivations into failed implementation in the process of Merger & Acquisition. Such a model will aim at preventing managers engaged in a transnational horizontal merger from the potential hazards leading to value destruction.

Delimitations : We choose to focus on the transnational merger because it should play with different national management and with the consequent variance in cultural distance ; the human and social context appears more clearly as fundamentally variable when a merger involves different sensibilities.

Results : After having integrated the main theoretical finding into a holistic framework which enabled us to shape a warning model we tested successfully in case of Pharmacia-Upjohn merger, which aims at analysing the general risks of one strategic merger or/and the following implementation process.

Som yrkesverksam inom sociala arbeten möter professionella tragiska människoöden och traumatiska berättelser. Utifrån återkommande exponering för dessa berättelser kan den yrkesverksamma i längden själv riskera drabbas av traumasymptom. Detta kallas för sekundär traumatisering, vilket i sin tur kan leda till utbrändhet och sjukskrivning. Studien undersöker hur chefer inom sociala verksamheter i Sverige anser att deras organisation kan förebygga sekundär traumatisering bland deras medarbetare. Studien utgår ifrån en kvalitativ, induktiv ansats där sju chefer från olika kommuner intervjuats genom semistrukturerade intervjuer. Intervjupersonerna valdes utifrån ett målinriktat, bekvämlighets- och snöbollsurval. I genomförd innehållsanalys framkom tre kategorier gällande hur sekundär traumatisering kan förebyggas: genom kunskap, en planerad organisationsstruktur samt via en öppen organisationskultur. Resultatet har sedan diskuterats utifrån tidigare forskning samt ur ett chefsperspektiv på krav-kontroll-stödmodellen. Studien konkluderar att chefer kan förebygga sekundär traumatisering. För det första genom att skapa en planerad organisationsstruktur, vilken möjliggör kontroll och stöd för medarbetarna. För det andra genom att uppmuntra en god organisationskultur som bidrar till högt socialt stöd. För det tredje genom att öka kunskapen om sekundär traumatisering, vilket fungerar som ett skydd gentemot sekundär traumatisering. Dessutom dras slutsatsen att cheferna kan använda krav-kontroll-stödmodellen som ett verktyg i sitt förebyggande arbete mot sekundär traumatisering.
Professionals within social work encounter tragic human fates and traumatic stories. Due to recurring exposure of traumatic stories it is possible for professionals to risk suffering from trauma symptoms. This is called secondary traumatisation, which can result in burnout and sick leave. The thesis investigates how managers within the social sector in Sweden find that they can prevent secondary traumatisation among their employees. The study is based on a qualitative, inductive approach where interviews with seven managers from different municipalities where conducted. The interviewees were selected based on target sampling, convenience sampling, as well as snowball sampling. In the content analysis three categories regarding how secondary traumatisation can be prevented was discovered: through knowledge, a planned organisational structure and through an open organisational culture. The result has been discussed based on existing research as well as from a manager’s perspective on the demand-control-support model. The findings conclude that managers can prevent secondary traumatisation. Fist, by creating a planned organisational structure, which enable control and support for employees. Second, by encouraging a good organisational culture, which contribute to high social support. Third, employees receive a form of protection from secondary traumatisation by increasing knowledge about the subject. Furthermore, the findings also conclude that managers can use the demand-control-support model as a tool in preventing secondary traumatisation.

En marknadsförändring innebär utmaningar för de företag som verkar på marknaden, eftersom de då måste anpassa sig till nya marknadsförhållanden, ny konkurrenssituation och liknande. Denna studie har haft som syfte att undersöka vilka utmaningar företag upplever när de utvecklar sina affärsmodeller. Detta har undersökts genom att läsa på om teori kring ämnet och intervjuer med representanter från elmarknaden i Sverige. Teorin visade att flera olika koncept kan kopplas samman till en övergripande bild där en förändring är katalysatorn. Fyra aspekter kring utmaningar kunde tas fram baserat på tidigare forskning, dessa är: (1) organisationen är inte van vid förändringsledning; (2) organisation är van vid förändringsledning; (3) ledningen vet inte hur de ska påbörja arbetet med BMI; och (4) ledningen vet hur de ska påbörja arbetet med BMI. Resultatet från intervjuerna visade att litteraturen återspeglas i verkligheten, då informanterna beskrev flera koncept från litteraturen. Informanternas organisationer kunde placeras i de aspekter som tagits fram, och baserat på tidigare forskning kunde hanteringsförslag på dessa utmaningar tas fram, några av dessa som informanterna redan applicerat (men ännu inte fullt ut).
A market change comes with challenges for the organisations which operate on that market, since they must adjust to the new market conditions, a new competitive situation and such. The purpose of this study was to examine which challenges organisations experience when they develop their business models. This was performed by doing a literature review as well as interviews with representatives from the electric market in Sweden. The result from the literature review showed that multiple concepts can be connected to form an encompassing view with the change as the catalyst. Four aspects regarding challenges could be developed based on previous research: (1) he organisation is not used to change management; (2) the organisation is used to change management; (3) management does not know how to start working with BMI; and (4) management knows how to start working with BMI. The result from the interviews showed that the literature was reflected in reality, since the informants described several concepts from the literature. The informants’ organisations could be placed in the aspects which had been developed and based on previous research suggestions of how to handle these challenges could be developed, some of which the informants had already applied (but not fully, yet).

This research explores the relationship between the organisational culture and financial performance of a South African investment bank by means of quantitative research. The Denison Organizational Culture Survey was used to measure the organisational culture of the investment bank and was administered to a sample of 327 employees. Income statement ratio analysis was selected as a means to assess the financial performance. The results indicate that very few of the financial measures selected could be shown to be correlated with the organisational cultural traits or subscales. Correlations between the cultural dimensions of team orientation, agreement, customer focus and vision were found with certain financial measures. Although these correlations were above the 0.50 level, the levels of significance were not sufficient in all cases to draw conclusions with confidence. The only cultural trait that was found to be correlated with financial measures was the consistency trait.
Industrial and Organisational Psychology
M.Com. (Industrial and Organisational Psychology)

M.Phil.
Organisational wellness is a relatively new concept. Although a few models can be found in the relevant literature, there is a lack of holistic models for the engineering field, or more specifically for the mechanical engineering employee within the power-generating industry. The aim of the study was to develop an organisational wellness model for a company within the power-generation industry, by addressing the main research question: “What are the experiences and perceptions of five engineers on organisational wellness?” and the following sub-questions: 1. What events or incidents shaped the perceptions of these five engineers regarding organisational wellness? 2. What themes materialised from the stories and interviews? 3. Can any other organisational evidence be found in support of Sub-question 1? 4. Can stories provide the information that is needed for generating knowledge that can further the study of the concept of organisational wellness? The stories of five engineers and their views on organisational wellness that were extracted from mostly unstructured interviews, were packaged unconventionally as a movie script, aiming at contributing to the pool of knowledge on organisational wellness by adding a new holistic model to the field of study. The study also explored an alternative application of arts-based research methodology, and broadened the relevant industry’s knowledge on the topic of organisational wellness. ii It is clear that members of the younger generations relate more easily to visual media like movies and documentaries. The dissertation was thus designed to inspire their creativity and thoughts about the subject matter, moving away from the exclusiveness of an academic audience. I have created seven moments in time that reflect on different aspects of the dissertation, they are referred to as research moments. The main focus, or first research moment, is the movie script entitled “Discovering Wellness” with behind-the-scenes moments, which could be viewed as stand-alone documentaries and movies, nevertheless contributing to the overall research moment. The second moment focuses on relevant literature on organisational wellness, while the third moment encapsulates the qualitative approach, as well as the epistemological and oncological aspects of the research. Moments four to seven individually contain behind-the-scenes information that contribute to the various perspectives of the research setting in order to provide the reader with an in-depth view of the context. Music, photographs and art were also added for the purpose of directing the reader or audience member’s attention to the mind-set and perspective of the writer, as well as to provide richer information on the research setting or context. Themes materialised in the stories collected through the unstructured interview process, which enabled the recommendation of a new model for the industry or field. It also compares favourably with themes and constructs that have been identified in other wellness models which are relevant to other industries or fields. In conclusion, the research is not finite, and the story does not come to a definite end, as it simply showcases a perception on a moment in time. If it stimulates further research, it will have fulfilled its purpose. Key words: organisational wellness, holistic model, arts-based research, script writing, performatory art.

The main objective of this research was to establish a model for emotional intelligence as a determinant of organisational climate. This model should help companies and organisational psychologists to better understand the interrelatedness of the two constructs in order to optimally enhance organisational performance. This research was conducted in a large organisation, utilising a large sample (n = 1 612) of employees in the financial services industry. During the first phase of this research, emotional intelligence was conceptualised from literature research within the trait paradigm and organisational climate as a molar construct. A theoretical model of emotional intelligence as a determinant of organisational climate was developed and suggested a link to organisational output. During the second phase of this research (empirical research), assessment instruments for emotional intelligence (the Gerber Emotional Intelligence Scale) and organisational climate (the High Performance Climate Questionnaire) were developed and validated. Thereafter an assessment instrument for work output was designed to test the link with performance. The structural equation model (SEM) produced a new best-fitting model of emotional intelligence, organisational climate and work output. The model indicates that emotional intelligence does not correlate with work output as expected, but organisational climate does correlates moderately with work output and explains almost 40% of the variance in work output. The strongest influence seems to flow from teamwork and management. The regression weights between emotional intelligence and organisational climate were trivial, although the model fit indices were all within an acceptable range. The researcher attributed the lack of support for the model to the characteristics of the employees of this type of organisation and concluded that emotional intelligence should not be seen as a determinant of organisational climate in this specific financial services sector. The results further indicate that significant differences exist between the organisational climate experiences of four biographical categories (race, position level, age and geographical region) and also for the categories of position level and age for work output. These differences need to be considered when developing future interventions. This research contributes towards a comprehensive understanding of the relationship between emotional intelligence, organisational climate and work output. The three newly developed questionnaires and the SEM could help researchers and practitioners to apply the research model in other industries and subsequently improve organisational outputs.
Industrial and Organisational Psychology
D. Comm. (Industrial and Organisational Psychology)

Fraudulent behaviour by management has become a global problem that cuts across cultural and ideological divides. Therefore, given the high incidence and cost of fraud internationally and locally, as well as the fact that stakeholders, including shareholders, governments and non-governmental organisations, are increasing the pressure on organisations to manage unethical behaviour more effectively, it is astonishing that fraud per se has not attracted more research efforts. Enron, WorldCom and Arthur Andersen, among others, have underscored the fact that the current modes which are governing companies are not sufficient to protect investors and public interests, because it is easy for otherwise honest people to be swept along in a climate of corruption. The aim of this study was to propose a model to predict potential risk of management fraud based on the organisational climate of the organisation. An interpretative framework was used to develop a conceptual model. Analytical induction and Lawshe’s content validity ratio were applied to validate the conceptualised model. The conceptual model assumes that there are certain organisational climate factors (determinants and dimensions) within an organisation which could indicate the direction of climate within the organisation. The determinants are leadership style, managerial values, trustworthiness, and organisational values. The following dimensions were identified: level of individual autonomy, reward system of organisation, degree of open communication between employees and management, perceived individual pressure, and fairness and innovation. The conceptual model further assumes that, although employees’ acceptance and/or tolerance of unethical behaviour might be high, not all managers will engage in fraud, as the various aspects of the fraud diamond also impose a form of constraint on the organisation. The level of individual constraint as imposed by the fraud diamond is moderated by an individual’s gender, tenure, education and age, which form part of an individual’s capability and comprise the acquired traits of an individual. Apart from these biographical traits, the model includes personal traits that will also have an impact on an individual’s capability. The limitations, practical implications and recommendations for future research are also discussed. This study, not only augments fraud literature, but also contributes to industrial/organisational psychology by studying individual deviance from an organisational perspective.
Psychology
D. Phil. (Consulting psychology) : illustrated (some colored)

The main objective of this study was to determine the relationships between sets of key variables, as portrayed in the theoretical model. This model suggested inter alia, that selected personality variables are the mediators of the relationship between job satisfaction and organisational culture. The final empirical predictive model revealed that the selected personality variables were not the mediators of the relationship between job satisfaction and organisational culture. The methodology of the study has been designed to answer the research questions. The research design is a quantitative design and the application of measuring instruments generated primary data. Five different questionnaires have been applied, namely the Minnesota Satisfaction Questionnaire, Five Factor Personality Inventory, Sense of Coherence Questionnaire, Self-Efficacy Scale and the Organisational Culture Scale. An ex post facto approach to data analysis has been used for retrospectively exploring the inter-relationships between the data sets. A two-stage process of data analysis has been followed. The objective of the first phase is to establish scale reliabilities before proceeding to the second phase. The objective of the second phase is to establish the nature of the relationships between key variables in applying multi-variate statistical techniques (e.g. multi factor analysis of variance (ANOVA) and General Linear Modeling (GLM) and to develop an empirical theoretical model for predicting organisational culture. In phase one, the statistical procedures applied include descriptive statistics, tests for sampling adequacy and tests for sphericity, in order to establish if the inter-correlation matrices were suitable for further factor analysis. The factor analyses are followed by iterative item analyses. From the descriptive scale one can infer that conscientiousness, agreeableness, goal-directedness, imposed personal demands, internal climate and intrinsic satisfaction are the best answered items. Three dimensions of the Minnesota Satisfaction Questionnaire, two dimensions of the Organisational Culture Scale, five dimensions of the Five Factor Personality Inventory and one scale each of the Sense of Coherence Questionnaire and Self-Efficacy Scale have been identified. These scales all presented high and acceptable Cronbach Alphas and the total score distributions indicate that parametric (normal distribution) inferential statistical procedures can be applied. In the second phase, inferential statistical procedures have been conducted to test the hypotheses. In applying bi-variate analyses (i.e. analyses of variance) the relationship between biographical variables, job satisfaction and organisational culture has been established. The main findings of this part of the research can be summarised as follows: • Significant differences in the mean scores between the race groups – Blacks compared to the Coloured/Asians and Whites - and imposed personal demands were found. • Significant differences in the mean scores between the education groups – Basic diploma and specialised diploma and Basic diploma with additional qualifications – and intrinsic satisfaction were found. • Significant differences in the mean scores between the home language groups and job satisfaction dimensions – personal demands and extrinsic satisfaction -- were found. A similar statistical procedure has been applied by using the GLM, in which all the biographical variables and personality variables were included in the equation to predict job satisfaction. The findings are: • Selected personality variables (Five Factor Model) predicted job satisfaction and, in certain cases, the personality variables were moderated by a biographical variable, namely hospital type. In applying the GLM to determine job satisfaction as predictor of organisational culture, the following results have been obtained: • Imposed Personal Demands did predict organisational culture – with regard to goal-directedness, however, a negative regression line was shown. • Extrinsic Satisfaction predicted organisational culture – goal-directedness and internal climate depended on diploma and specialised diploma. In applying the GLM to determine the selected personality variables as the mediators of the relationship between job satisfaction and organisational culture, no empirical significant results have been achieved. With regard to the relationship between biographical variables, selected personality variables and organisational culture, it has been found that personality variables did predict organisational culture (goal-directedness and internal climate). The biographical variables acted as moderators of the personality variables. The hypothesised difference between the five-work units’ organisational cultures revealed no statistical significant differences in the mean scores. In applying the GLM, it was found that the CTICU was a moderator of conscientiousness in the prediction of the internal climate. It was found that the biographical variables, hospital type, educational level and unit of work, were the moderators of selected personality variables in the prediction of job satisfaction and organisational culture. It was found that the job satisfaction dimensions explained more variance in the prediction of organisational culture, opposed to the selected personality variables that primarily predicted job satisfaction and secondarily perceived organisational culture. However, a moderating effect was present in this prediction. The findings have some theoretical value as the nursing professionals were included for the first time in a study of this nature. A more sophisticated multi-variate General Linear Model (GLM) was applied for the prediction of job satisfaction and organisational culture. Different predictors explained the variance in job satisfaction and organisational culture, which resulted in a parsimonious predictive empirical model. The model also illustrates possible significant moderating effects between the different predictor variables. The model serves as a good point of departure for understanding and explaining organisational culture. A final review of the research indicated clearly that all the literature and empirical objectives, as set out in the beginning of the study, have been met at the end of this research. A final integrated multivariate empirical model for subjective organisational culture was the result.
Prof. G. Roodt

Knowledge about the antecedents to and the consequences of innovation is often studied in a fragmented way, resulting in an incomplete understanding of the dynamics that drive organisational performance. The purpose of this study is to develop a comprehensive model explaining the relationship between leadership style, organisational climate, innovation and organisational performance. The systematic literature review procedure was used to identify, analyse and critically evaluate studies that examined the relationship between leadership style, organisational climate, innovation and organisational performance. Given this information as background a cross-sectional survey design was used to test the relationship between the named variables. Firstly, a measurement model was tested with data collected from 3 180 respondents, representing 52 companies. Secondly, a structural path model was tested, with data collected from 231 employees representing 112 companies. The findings of the systematic literature review revealed that empirical studies that link the four variables are scarce; in the main, combinations of three variables are found. It also revealed that measures of innovation and performance vary vastly, inhibiting the incremental development of a comprehensive empirical body of knowledge. The results of the measurement model substantiated differentiation between leadership styles and the expected positive correlation between both transformational and transactional leadership and innovative behaviour. Furthermore, the results showed that not all components of leadership impacted positively on innovative behaviours. The structural path model showed that a transformational leadership style has a direct impact on the organisational climate, innovation and organisational performance. In contrast, a transactional leadership style had a direct impact on organisational performance, but no relationship was found between transactional leadership style and organisational climate and innovation. This study is important as it provides a unified model of innovation that focuses on both antecedents, as well as the outcomes of innovation, in a more comprehensive manner than any previous study.
Graduate School of Business Leadership (SBL
DBL

Text in English
Research on employee turnover dates back many decades. However, this research traditionally focused on either understanding turnover intentions or the factors preceding turnover, such as job satisfaction. Despite the challenge in SA being huge and organisations struggling to keep their talent, the research on employee turnover is quite limited. Understanding the different variables that influence employee turnover and providing practical solutions on how to mitigate turnover would be valuable to many organisations. The aim of this research project was to understand the role of personality and organisational climate in employee turnover. In addition, a comprehensive model of employee turnover was developed and tested. The Five Factor Model was used to conceptualise personality, while (due to the limited nature of existing models) a new model was designed to conceptualise organisational climate. A sample of 1 536 people was drawn from a large retail organisation in SA, with 807 stayers and 729 leavers. Biographical, personality and organisational climate information was collected over a two-year period for both samples. Results of the study were mixed; there were no significant differences in the two samples regarding the big five personality factors, except when nine bipolar scales were used. On these scales, leavers were found to be more assertive, persuasive and optimistic than stayers. All five personality factors moderated HR policies & procedures in determining turnover. There were differences between the stayers and leavers samples with regard to age, gender, tenure and absenteeism. Organisational climate was a key determinant of whether people left or stayed and organisations had more than one climate. Personality, organisational climate and absenteeism accounted for 29% of turnover. The proposed model of employee turnover met most of the requirements of goof fit measures when using Structural Equation Modelling (SEM).
Psychology
D.Litt. et Phil.

Mestrado em Gestão de Recursos Humanos
O trabalho de investigação que apresentamos tem como objetivo verificar a adequabilidade do Modelo de Valores Contrastantes de Quinn e seus colaboradores (1983) numa Instituição Particular de Solidariedade Social, e verificar qual o tipo ou tipos de cultura organizacional existentes, utilizando o instrumento de avaliação da cultura organ i zacion a l desenvolvido pelo referido autor. Procurou-se verificar a existência dos quatro tipos de cultura com o mesmo grau de predominância na Organização, ou a existência de um tipo de cultura predominante. A revisão teórica abordou o conceito de cuhura organizacional de Schein e o Modelo de Valores Contrastantes de Quinn e colaboradores. A amostra não probabilística e de conveniência, é composta pelo universo da organização, compreendido pela Direção e trabalhadores com vínculo e sem vínculo, num total de 42 colaboradores. Como instrumento de medida foi utilizado o questionário de envolvido por Cameron e Quinn ( 1 999). Corno principais resultados verificámos que a cultura Adocrática e Clã são as mais presentes, seguindo-se a cultura Hierárquica e por último a de Mercado. A relação entre os tipos de cultura e a produtividade emergiu apenas para a produtividade comparativa. Entre as variáveis sóciodemográficas analisadas a perccção da existência dos quatro tipos de cultura foi maior nos colaboradores que desempenham alguma função de chefia. nos diretores e técnicos de natação. entre os colaboradores que trabalham menos horas e os que não são remunerados. Não se verificou a influência da variável género, das habilitações literárias e vencimento auferido.
The research reported in this paper set out to ascenain the adequacy of the Competing Values Model dev i sed by Quinn and coworkers ( 1983) in a private welfare institution. and establish the nature of the organisational culture currently in place. The assessment tool developed by the aforementioned author was used for this purpose. We tried to verify if the Organisation has four cultures, all on an equal footing, or if one culture predominates. The theoretical review addressed Schein's concept of organisational culture and the contrasting values model developed by Quinn and coworkers. The non-probabilit y convenience sample consists of the whole organisation, comprising the management and both permanent and non-permanent staff, totalling 42 employees. The measuring instrument used was thc questionnaire devised by Cameron and Quinn ( 1999). Our findings reveal that lhe adhocracy and clan cultures are predominant , followed by the hierarchy and, finally, by the market culture. A relationship between culture type and productivity could be established only for comparative productivity. Among the socia l a nel demographic variables analysed, there was a greater perception of the existence of the four typcs of culture among executives, directors and swimming coaches, as well as among staff who work fewer hours and non-paid staff. Gender academic qualifications and salary were not found to be relevant variables .
N/A

The general aim of this study was to investigate the relationship between personality traits and team culture, establish whether this relationship changed over time and determine if there were significant differences between the research groups in their personalities and team cultures from a before to an after assessment. The study was conducted on a sample from the South African Police Services and assessments utilising the Basic Traits Inventory (BTI) and the Team Emotional and Social Intelligence survey (TESI) were analysed at the onset and completion of the participants' training. The results indicated a slight relationship between personality and team culture and significant differences were detected from the before to after phases of the study. The findings of the study contribute to an understanding of personality as amenable to a specific occupational setting and of team culture as a more stable variable, which is established early in the team‟s development.
Industrial and Organisational Psychology
M.A. (Industrial and Organisational Psychology)

The general aim of this study was to investigate the relationship between personality traits and team culture, establish whether this relationship changed over time and determine if there were significant differences between the research groups in their personalities and team cultures from a before to an after assessment. The study was conducted on a sample from the South African Police Services and assessments utilising the Basic Traits Inventory (BTI) and the Team Emotional and Social Intelligence survey (TESI) were analysed at the onset and completion of the participants' training. The results indicated a slight relationship between personality and team culture and significant differences were detected from the before to after phases of the study. The findings of the study contribute to an understanding of personality as amenable to a specific occupational setting and of team culture as a more stable variable, which is established early in the team‟s development.
Industrial and Organisational Psychology
M.A. (Industrial and Organisational Psychology)

Put it in your pipe and smoke it. The Volkswagen Emissions Scandal. A management-based failure? Organisational culture in the shadow of dark leadership This dissertation aims to discuss how leadership contributed to the Volkswagen Emissions Scandal. By clustering the sequence of events in the run-up to the revelation, key events and key figures are identified. Based on extracted information, which are applied to the competing-values model, VW’s organisational culture is defined. While examining the impact of engineering and business-related leadership, a link between culture, performance-based pay and trans-hierarchical collaborative cheating is established. Moreover, a causal chain and an open-systems model, aggregate the findings gained. Finally, the implications part evaluates risks and provide recommendations, before limitations and opportunities for future research are discussed.

Ethiopia, a developing country on the African continent, has experienced double digit growth during the last decade. To sustain this growth, the country needs a sound and healthy banking sector. Consensus exists that trust is a valuable resource that can make a difference. It influences the quality of relationships between an organisation and its employees and management. It enables organisations such as banks, to retain their most valuable employees and customers, and improve organisational functioning. Most leaders agree that high levels of trust are critical to the success of their organisations. In this study, the existing theoretical principles and models relating to trust, were analysed in depth, and followed up by an empirical study to determine to what extent trust management practices were being applied. A quantitative survey was conducted on a probability sample of 405 participants from the eight largest banks in Ethiopia. From the measured items, 54 usable factors were identified by using exploratory factor analysis. The calculated Cronbach alpha values indicated a satisfactory internal consistency. While the Pearson product-moment correlation applied to the factors, indicated a dominance of statistically significant positive correlations. Various informative results emerged from the empirical survey, amongst which were, the relative weak application of trust management practices such as trust drivers and trust builders. Some barriers were also identified such as the trustworthiness of coworkers/ team members, the immediate supervisor and top management. Thus, it was evident that proper trust management practices had not been fully established within the banking sector in Ethiopia. There was thus a need for some guidelines in this regard. An integrated trust management model was therefore developed, and tested, through Structural Equation Modelling, and validated to satisfy this need.
Human Resource Management
D. Admin. (Human Resource Management)

This research was set out to investigate the role of knowledge management as a coping strategy for PHE institutions in Botswana, especially given that they operate in a highly regulated environment. One of the major drivers of volatility in the educational sector is intensely volatile regulatory environment in which the institutions operate. Further, a large portion of the stakeholder community of these institutions hold a strong believe that these institutions offer poor quality education to maximise profit. The primary objective of this study is therefore to determine the role of knowledge management (KM) enablers in facilitating KM practices in selected PHE institutions in Botswana that operate in this highly regulated environment and to develop a model for effective KM in these institutions. The study adopted a survey research design and collected quantitative data through a structured self-administered questionnaire and document reviews. The subjects comprised all five degree-awarding PHE institutions, which were strictly regulated by the Tertiary Education Council (TEC). The population surveyed came to 670 and sample size was 350. Data was analysed through various statistical measures such as Structural Equation Modelling (SEM) in the form of Analysis of Variance (ANOVA), multiple regression analysis, and Chi-square test. The results of the study revealed that KM enablers were playing an insignificant role in facilitating KM practices in selected PHE institutions in Botswana. Results of the study can be generalised to similar institutions elsewhere operating in similar environments. In order to enhance KM practices in PHE institutions, it is recommended that the institutions adopt a systematic approach to KM, establish an organisational culture and structure that promote KM practices, and enhance the quality of their human capital including leadership. It should be noted that the state of KM in organisations operating in an uncertain environment can be enhanced if the leadership carefully controls the family-owned setting and organisational culture as these factors can detract from the organisation’s effective practising of KM. However, strategic leadership, organisational structure, and the role played by stakeholders played positive deterministic factors in ensuring an enhanced KM drive.
Business Management
D.Admin. (Business Management)