Dissertations / Theses on the topic 'Organizational change – Malawi – Evaluation'

Against a backdrop of increasing globalisation, deregulation, the rapid pace of technological innovation, a growing knowledge workforce, and shifting social and demographic trends, the primary task of management today is the leadership of organisational change (Graetz, 2000:550). In the words of Lussier and Achua Abstract v (2001:9): “The companies that will survive in the new global competitiveness environment are those that can attract and maintain leaders”. The above emphasises the important role of managers during times when change take place in the organisation. Yet employees are often managed inappropriately in a period of change. There are two reasons for this: (1) managers managing change are under pressure which undermines their own performance, (2) organisations often do not possess managers who are skilful at handling change. It is this second reason that will form the focus of this study. Carnall (1999:105) states that managing change effectively requires an understanding of both what is and seems likely to happen and of how people react to change, and a skilful management performance. Leaders must take on more facilitative roles, as competencies in change management become critical to creating and sustaining effective organisations. The major technological advances of today rely heavily on leaders to facilitate change. Leaders need to encourage people to “collaborate, take risks, take responsibility and be accountable for the change process the organisation must continually undergo to maintain a leadership position in its industry”, according to Moran and Brightman (2000:3). They furthermore argue that “change leaders recognise that they are always trying to balance stability and change. It is a delicate balance to accomplish since employees desire order and stability, while organisations must be ready to adapt to changing conditions quickly”. In this rapidly changing world, organisations must become more flexible, more responsive, and more willing to change and adapt. They must create and assimilate new knowledge at an increasing pace, encourage innovation, and learn to compete in new ways. Dess and Picken (2000:30) argue that the leaders of these organisations must be proactive in facilitating organisational learning and encouraging positive adaptation to external changes. The above shows what an important role leaders/managers have to play in the strategic change process. They need to possess the requisite skills in leadership, problem solving, continuous improvement, team effectiveness, and customer service in order to ensure the long-term growth and stability in the organisation which change can bring about. This research project will identify the various skills needed to successfully manage a change initiative.

The purpose of the study was to conduct an evaluation on the effectiveness of the change communications distributed to the occupants of Barclays Towers West, Barclays Africa‟s first green building, in ensuring the sustainability of the change after the move into the building. In addition, recommendations are made to improve the change communications directed towards the building occupants to ensure the sustainability of the change and for future moves to green buildings. The research paper is made up of the following three distinct sections: Section One – Evaluation Research Report: this section outlines the organisational and research context for the study, the objectives of the research and rationale for conducting the research. A brief overview of the key theories and models on change communication that were utilised in the study are discussed, and definitions of important terms are presented. The research methodology is also described which includes an explanation on the evaluation research approach utilised as well as the use of both qualitative and quantitative data in the study. In addition, the results from the research conducted are presented, based on three data collection methods utilised: document analysis, semi-structured interviews and a survey. The results are then analysed and discussed in relation to the literature reviewed on change communication. Recommendations are made on improvements that can be made to the change communications to ensure the sustainability of the change. Section Two – Literature Review: the literature, theories and important concept definitions of organisational change management, change sustainability, change communication and green buildings which are relevant for the research topic and have been used as the theoretical base of the study are explored in this section. A key component of the literature review is the description of the change communication theories and models: communication theory, Armenakis, Harris and Field (2007) Model, and the Barrett (2002) Model. An understanding of the theories and models is imperative, as the effectiveness of the change communications after the move into Barclays Towers West is assessed based on the elements of the change communication theories and models. Section Three – Research Methodology: the research methodology for the study is described in this section. Specifically, the research aims and objectives, the research paradigm, the population and sampling, data collection, data analysis and ethical considerations are outlined. A key component of the section is the explanation on how the data was collected and analysed in the study and the sequence. The post move communications and artefacts and meeting presentations were collected first. The qualitative data was analysed and used to determine the questions for the semi structured interviews. Semi-structured one on one interviews were then conducted. The qualitative data and the change communication theories and models used in this study were used to determine the questions for the online survey. An online survey tool was used to administer a predominantly five point Likert scale questionnaire with an invitation to participate emailed to the building occupants. The quantitative data was analysed using descriptive statistical analysis. Research Findings: The key research findings revealed that the messages communicated to the occupants after the move into the building have been mainly focused on operational matters and rarely on educating occupants on the green aspects of the building. A large majority of the survey respondents were aware of the building facilities, details and required behaviour. However it was found that the occupants, Line Managers and Senior Management are not displaying the required behaviour for a green building and do not know how to use some of the building facilities. A major gap was found in communicating with people moving into the building. In addition it was found that some of the information communicated to occupants is outdated. Written communications are used extensively and face to face communication is rarely used to communicate with the occupants. As a result, a number of changes are required to improve the effectiveness of the change communications to the occupants of Barclays Towers West. The improvements include communicating to new occupants; utilising additional communication channels; focusing communication messages on educating occupants on the strategic objectives for the building; rationale for building features and facilities; how to use the facilities and the impact of their behaviour on the building objectives being achieved.

Thesis (MBA)--Stellenbosch University, 2001.<br>This study represents an evaluation of the outcome of implementing the 20 Keys programme in organisations in Japan, Europe and South Africa. The 20 Keys Programme claims to be an Organisational Development (OD) Programme and the study firstly explores the underlying characteristics of an OD programme. Specific attention is given concerning the underlying values, the features and interventions of OD. Because Learning and Knowledge Management form such a critical role in OD the characteristics and features of a "Learning Organisation" and Knowledge Management are covered. The 20 Keys programme has been developed to deliver on the strategy of an organisation. The characteristics and aims of The Programme are thus presented as well as a critical evaluation of whether The Programme's features and characteristics corresponds with that of OD and whether it has features that indicate that it is develop as such to deliver on the strategy. It is concluded that The Programme's features and characteristics do support that of an OD programme. The 20 Keys Programme is a tool to deliver on the strategy of an organisation as is supported by reports from organisations that implemented The Programme in Japan, Europe and South Africa. The organisations did show some significant results in terms of productivity improvements, reducing defects and reducing work-in-process in line with improvements with their benchmark score.

Att genomföra en organisationsförändring kan vara omtumlande för de individer som arbetar i organisationen. Utvärdering av resultatet eller förändringsprocessen sker sällan och det kan bero på att de resurser som behovs inte finns i organisationen eller att det inte prioriteras. När en organisation ser resultatet jämför de oftast till de mål som ligger till grund för förändringen, uppnåddes målen så var resultatet "lyckat", om inte blev resultatet "misslyckat". Denna studie syftar till att undersöka hur ett resultat upplevs av medarbetare och ledning som genomgått en förändring och hur de relaterar det till de mål som satts upp. Fallorganisationen har genomfört en flytt till nya tillfälliga lokaler i väntan på att ombyggnationen blir klar. Vi har valt att studera en avdelning inom organisationen, de har två nivåer, medarbetare- och ledningsnivå. Studien har en kvalitativ inriktning där datainsamlingen består av semistrukturerade djupintervjuer med tolv respondenter, tio medarbetare och två från ledningsgruppen. Dessa har tolkats och presenteras utifrån två teman som är genomgående i hela studien, kommunikation och personliga upplevelser. Det finns flera delar i förändringsprocessen som kan bidra till att förändringen accepteras. Medarbetare har lättare att accepterar förändringen om information kommer tidigt i processen, så att det finns tid sig att anpassa sig (Shin m.fl., 2015). Individer i en organisation behöver bli sedda och få vara delaktiga för att de ska kunna känna sig tillfredsställda med förändringen (Liljengren m.fl., 2003). Resultatet av intervjuerna visade att respondenterna inte har samma upplevelse av resultatet och alla beskrev inte samma mål med förändringen. Alla har fått samma information om flytten, vissa upplever att de har varit delaktiga och känner sig tillfredsställda, andra upplever att de inte har fått vara delaktiga vilket har bidragit till missnöje av förändringen. Slutsatsen av studien är att delaktighet ger en mer positiv upplevelse av resultatet och en högre acceptans för att mindre tillfredställande arbetssituationer kan uppstå. Studien har även visat att det går att se skillnader i upplevelser på medarbetar- och ledningsnivå i en organisation, ett sätt att finna dessa skillnader är att kontinuerligt utvärdera resultatet av en förändring.<br>To implement an organizational change can be overwhelming for those individuals who work in the organization. Evaluation of results or the process of change rarely occurs and one reason may be lack of resources in the organization or that it´s not a priority. When an organization sees the result they usually compare it to the goals underlying the change, if the result reach the goals it is sees as "successful" if not, the result is "unsuccessful". This study aims to examine how the results are experienced by employees and management who have undergone a change and how they relate it to the goals. The caseorganization has completed a move to new temporary premises while the reconstruction will be completed. We have chosen to study a department within the organization, they have two levels, employee- and management. The study has a qualitative approach where the collection of data is made of semi-structured interviews with twelve respondents, ten employees and two from management. These have been interpreted and presented based on two themes throughout the entire study, communication, and personal experiences. There are several elements in the changeprocess that can contribute to employee acceptance. Employees can more easily accept change if they receive information early in the process which gives time to adapt (Shin et al, 2015). Individuals within an organization need to be seen and to be involved in order to be able to feel satisfied with the change (Liljengren et al, 2003). The result of the interviews showed that respondents don´t have the same experience of the result and that everyone did not describe the same goal with the change. All received the same information about the move, some feel that they have been involved and feel satisfied, others feel that they haven´t been involved, which contributed to the discontent of the change. The conclusion of this study is that participation in the process gives a positive experience of the result and a higher acceptance if less satisfying working condition occurs. This study has shown that there are differences between employees and managements experience of organizational change and one way to find these differences is to routinely evaluate the results.

Current demographics indicate that populations of color are on the rise across the United States. Although enrollments of students of color are increasing, first year retention rates are lower compared to their peers. Consequently, systemic changes are needed to produce changes in services and programs required by these students. Despite the modest gains in enrollment, students of color remain underrepresented at every degree level in higher education. Despite volumes of research, institutions still disregard the seriousness of the problem and continue to address retention with isolated programmatic approaches to change administrative, instructional, and advising practices with little evaluation. The purpose of this study was to develop an instrument assessing the organizational readiness of state and land-grant universities to retain students of color in colleges of agriculture as well as determine what definitions of retention were used to support existing retention programs and services. Since state and land-grant institutions previously engaged in retention strategies, an ex post facto study was conducted. A census of the population was conducted, where close to half of the population responded and expressed interest in seeing study results. State and land-grant colleges were selected as participants due to their unique inability to reach higher than average retention rates of students of color, specifically in agricultural fields. Statistical tests such as t-tests and analysis of variance were used to analyze data and further refine the instrument. Reliability for each of the instrument scales was high. However, further refining must be done before the instrument will more precisely indicate where gaps are in each readiness area in colleges of agriculture. This study determined that more information is needed on which definitions of retention are used to support programs and services within the college. Further investigation should be done to ascertain why more organizational diagnostic assessments are not done in this area considering the fiscal impacts on priorities such as retention. Although respondents indicated satisfaction with the college of agriculture to meet the academic needs of students, departmental administrators and faculty were still unclear of their role with retention. These findings indicate more research in this area should be conducted.

Measurement and evaluation in the publicly funded arts sector is a contested area. On the one hand measurement is constantly demanded by funders to justify the value of art projects, on the other hand, there is a lack of consensus on how it should be done and whether effective evaluation is even possible in the arts. In this context, there is widespread resistance to practices of evaluation within the sector. Previous Cultural Policy research has focussed on what cultural value is, and whether it is desirable, or even possible, to measure value at all in the arts. In contrast, there is relatively little research into the experience of those at the heart of the measurement: the arts practitioners working in settings where evaluation is required and how evaluation regimes affect their practices. There is a similar lack of research into the role of the organisation as an intermediary within the interpretation of value and measurement. Using a longitudinal, ethnographic case study research, the thesis examines how artists and other workers in a cultural organization, respond to expectations of evaluation and shape their practices as a result of those expectations. The thesis adapts the institutional logics perspective frame, creating a sector specific frame to explore how logics of the family, state, corporation, community, religion, profession and market all operate within evaluation. Seen through this lens, the artists’ responses to evaluation are shown to be a response to intersecting and clashing logics. This approach gives a richer understanding of artists’ responses, and also offers a new frame for considering other challenges within the sector. Using this understanding, I develop an alternative approach to arts evaluation, based on evaluation as a practice, not an output, and taking into account the multiple logics in action and arising from artists’ own valuation practices.

Thesis (MBA)--Stellenbosch University, 2000.<br>ENGLISH ABSTRACT: Samancor Chrome is an integrated ferrochrome producer with an estimated annual ferrochrome capacity of 1.26 million tons, or approximately twenty-five per cent of total Western world capacity in 1997. A decline in commodity pricing and other factors prompted Samancor to initiate a business process reengineering (BPR) programme facilitated by McKinsey and Company in the Chrome Alloys Division in 1997. The process however, met with considerable resistance from the Unions within Samancor Chrome, although several strategies were employed to promote acceptance of the process. The technical report assesses the effect of strategies utilised to lessen resistance to change during the business process reengineering programme initiated in Samancor Chrome. The assessment reviewed strategies given in relevant literature to lessen resistance to business reengineering processes and considered the applicability of such strategies within the context of Samancor Chrome. Research data was obtained through semi-structured interviews with Samancor Chrome senior management. The research showed that Samancor Chrome had formulated a communication and a participation strategy in preparation of the BPR programme. The strategies were the only acceptance strategies suggested by McKinsey and Company in their role as the BPR consultants. The context provided by the literature research showed that the participation strategy and the formulation of the communication strategy were inappropriate within the organisational context of Samancor Chrome. Conclusions regarding the situational validity of the strategies were supported by the failure of the strategies to reduce resistance against the BPR programme. A negotiation strategy was ultimately used as an acceptance strategy during the BPR programme, and contextual analysis showed the strategy to be appropriate although only partially effective as implementation was still delayed. Interpretative analysis of the research data indicated that a change management strategy for future BPR initiatives should rather contain elements of education, communication, retrenchment avoidance measures and consultation or negotiation within a management led, top-down approach. Management should drive the BPR process in an emphatic manner, with the programme execution and implementation being completed within a four to six month short time frame.<br>AFRIKAANSE OPSOMMING: Samancor Chroom is 'n ge-integreerde ferrochroom produsent met 'n geskatte kapasiteit van 1.26 miljoen ton per annum, of ongeveer vyf en twintig persent van die totale Westerse wêreld kapasiteit in 1997. 'n Reële verlaging in kommoditeits pryse sowel as ander faktore het daartoe gelei dat Samancor Chroom in 1997 'n besigheids proses herontwerp oefening onder leiding van McKinsey and Company in die Chroom Allooi Divisie geinisieer het. Die proses is egter deur die Unies binne Samancor weerstaan, alhoewel verskeie strategieë gebruik was om aanvaarding van die proses te bewerkstellig. Die tegniese verslag evalueer die effektiwiteit van die strategieë wat toegepas was om weerstand teen verandering tydens die besigheids proses herontwerp (BPH) in Samancor Chroom te verminder. Die evaluasie neem ook strategieë vanuit toepaslike literatuur om weerstand tydens besigheids proses herontwerp programme te verminder in ag, en oorweeg die toepaslikheid van die strategieë in die konteks van Samancor Chroom. Navorsings inligting is ingesamel deur semi-gestruktureerde onderhoude met Samancor senior bestuurs personeel. Die navorsing dui daarop dat Samancor Chroom kommunikasie en deelnemenings strategieë in voorbereiding vir die BPH program ontwikkel het. Die strategieë was ook die enigste strategieë wat deur McKinsey and Company in hul rol as BPH konsultante voorgestel was. Die konteks deur die literatuur studie geskep, het aangedui dat die deelnemings strategie sowel as die formulering van die kommunikasie strategie onvanpas was binne die organisatoriese konteks van Samancor Chroom. Gevolgtrekkings aangaande die situasionele validiteit van die strategieë was ondersteun deur die faling van die strategieë om weerstand teen die BPH program te verminder. 'n Onderhandelings strategie is uiteindelik as 'n aanvaardings strategie tydens die BPH program toegepas, en konteks analise dui die strategie as toepaslik aan alhoewel slegs gedeeltelik suksesvol, aangesien die program implementasie vertraag was. Interpretiewe analise van die navorsings inligting dui aan dat 'n veranderings strategie vir toekomstige BPH initiatiewe elemente van opleiding, kommunikasie, inkorting vermyding maatreëls en konsultasie of onderhandeling binne 'n bestuurs gedrewe program benadering moet bevat. Die program moet sonder vertraging gedryf word, met program voltooing en implementering tussen vier tot ses maande.

Thesis (MTech (Business Administration))-- Cape Peninsula University of Technology, 2009<br>A quantitative research study was conducted in order to obtain insight and knowledge of the perceptions of management with regard to changes taking place within the Financial Services Sector (FSS). The call centre at Sanlam Head Office in Bellville was used as a case study, and focus was primarily with first line managers at the call centre. The motivation for the study stemmed from the researcher’s experience within the FSS coupled with introduction of legislation for financial service providers. The ultimate objective of the study is to provide generic guidelines of how managers should respond to change on various and different levels and to equip managers with tools to apply during change phases and cycles within the organization. The literature review covers areas that releates to how managers responded to change in areas of leadership, culture, structure and legislation. Changes in these four areas were researched from different authors that specialize in organizational development, leadership development, organizational change and legislation. These ideas and perspectives from a range of South African and international writers gave the researcher an opportunity to conceptualize change, in general, and to provide a clearer understanding of generic competencies that are required to deal with it. Some models of how to deal with resistance to change and key success factors in dealing with it, are discussed. The researcher elected to work with managers at the Sanlam call centre, since they experience and are directly exposed to implementation of change at grassroots level. Results of the research confirm that dealing with change is a challenging experience for managers. A participatory management approach will result in less resistance from employees. The investigation also recommends that deciding on a vision with all key role players is not a once-off occurrence, but should be revisited, realigned and adjusted as the need arises within the organization. Furthermore, the results confirm that soft skill training and development such as conflict and diversity management should be implemented during the diversity and the changing face of the workplace. The main objective and recommendation is that managers should relook and revisit their management styles, involve all role players during decision making processes, and value and appreciate employee’s inputs and ideas.

The evaluation report section describes the evaluation of the implementation of Mercedes Benz Production System (MPS) at Mercedes Benz Commercial Vehicles, which is a division of Mercedes Benz South Africa’s manufacturing plant situated in East London. The section evaluates the changes the implementation of MPS brought to the Key Performance Indicators (KPI’S) of the division and evaluates the change readiness of the employees in the division prior to the change. The change implementation was initiated by the management of MBCV as a strategic organisational change to bring about continuous improvement to the KPI’s of the organisation. These KPI’s are Safety, Quality, Delivery, Cost and Morale (SQDCM). The reason behind the change at the time was deemed critical to MBCV in order to meet the annual KPI targets and remain cost competitive and sustainable. The evaluation report further describes the results of the change with regards to the organisational KPI’s and the level of employee change readiness which was conducted through a questionnaire survey. A brief literature review is included in the Evaluation Report under section one describing key concepts about Production Systems, Lean Manufacturing and Change Management. The evaluation section includes recommendations based on the results of the research findings and ends with a conclusion. The literature review section explores the literature that supports production systems, lean manufacturing and change management concepts, its definitions, importance and benefits. The literature review describes and critiques key concepts of the research such as productions systems, MPS in particular, lean manufacturing concepts and related change management topics relevant to the research. The literature review defines production systems and the concepts of lean manufacturing, highlighting the benefits of the concepts to enhance organisations’ manufacturing capabilities. An integrated part of lean manufacturing is people and the implementation of lean manufacturing into an organisation requires change management theories therefore key understanding in this particular research was to discuss change management concepts, in particular, employee change readiness. The literature will discuss different tools to assess employee change readiness and from this develop an employee change readiness tool. The change management concepts evaluated change readiness and the consequences if organisations are not ready for change. The research methodology section describes how that the research was conducted in two phases, one to evaluate the implementation of MPS with regards to the organisational KPI’s (SQDCM). This was assessed through reports from projects and presentations made by the project teams on improvements of the organisational KPI’s. The second phase evaluated the change readiness of the employees prior to the implementation of MPS. This phase of the research was intended to retrieve quantitative data with an adapted questionnaire which was distributed to employees. To evaluate the change readiness, a change model known as ADKAR was used as an evaluation instrument. The modified ADKAR questionnaire was distributed to employees in hard copies and completed during a weekly team meeting. The results were summarised and descriptive statistics were used to analyse the final results. Microsoft Excel (2010 version) was used to illustrate and display the graphs. Section three discussed the research methodology in more detail. The study shows that although there were some positive changes that came from the implementation of MPS in MBCV, especially to the following KPI’s (Safety, Quality, Delivery and Cost), real consideration should be given to employee morale and the level of change readiness of MBCV employees.

The purpose of the study was to explain the proportion of the variance in the level of implementation of the Performance Planning, Counseling, and Evaluation (PPC&E) program that could be attributed to the nine Probability of Adoption of Change (PAC) model constructs. Level of implementation was operationally defined as the degree to which county directors implemented the many elements of the PPC&E program. The nine PAC model constructs included: advantage probability, championship, circumstances, idea comprehensibility, opposition, practicality, strategies, superintendency, and value compatibility.<br>Ph. D.

From Integrative Summary: This research paper comprises of three sections that include: an evaluation report, a literature review and the research methodology. The first section assesses the management of resistance to change as encountered during the ELIDZ structural re-alignment initiative. The assessment was done after the change initiative had been implemented to see what could be learnt from the exercise, in order to be better prepared for future change programmes. The implemented change was initiated by the CEO of the ELIDZ but its criticality in terms of purpose, or the need for the change was unclear to many employees at the time of initiation. An examination of the literature on change management highlighted the importance of managing resistance to change as part of a change initiative, so as to ensure a successful transition. The review of the literature on management of resistance to change in section 2 of this paper examines the definition of management of resistance to change and in particular, covers key factors like change readiness, participation in change and change communication. These key concepts underpin effective management of resistance during change. The literature on management of resistance to change with respect to the role of change readiness, participation in change and change communication was used to develop a questionnaire that was used to assess the ELIDZ change initiative. The questionnaire was developed in a Likert Scale format with questions across the spectrum of change readiness, change participation and change communication. Section 3 of this paper describes how the quantitative research was provided to the population sample of employees from the ELIDZ where the questions on change readiness, change participation and change communication was used to assess the effectiveness of management of resistance to change during the ELIDZ change initiative. In addition section 3 provides an explanation of how the results of the research were derived. The results on change readiness suggest that the ELIDZ change initiative did not address change readiness adequately. There is therefore a risk of resistance to change that could manifest. This also indicates that change readiness must be planned more thoroughly in future change endeavours. Most of the population sampled did not feel that they participated in the change initiative, suggesting that the ELIDZ did not address participation in the change initiative adequately. Not enabling employees to actively participate in the change is tantamount to decreasing the potential for acceptance of change and increasing the risk of resistance to change. In order to ensure that future change initiatives are not met with employee resistance to change, the ELIDZ should plan for employee participation throughout the change process. The extent to which change communication was addressed in the ELIDZ change initiative was demonstrated by very poor results. The results from the population sampled suggest that the change was not well communicated to employees. As change communication is known to reduce the potential for resistance to change, it is imperative for the ELIDZ to plan for comprehensive communication strategies to cover the change process for future change action.

This applied dissertation was designed to provide a longitudinal evaluation, using Stufflebeam’s context, input, process, and product (CIPP) model, of an organizational change effort to minimize restraint and seclusion within a behavioral health care facility that serves at-risk and high-risk clients with intellectual, developmental, and psychiatric disabilities. The change effort was developed and implemented at Grafton Integrated Health Network, an agency in the mid-Atlantic region that provides a continuum of care to children and adults in residential, educational, and home settings. Interviews showed insight into all 4 components of the CIPP model. Data from 2003–2013 revealed a 93% decrease in restraint frequency, coupled with an 81% decrease in staff injury, a 51% decrease in client-induced injury, and a goal-mastery increase of 135%. This shows that trauma-informed, less restrictive treatment methods provided safer treatment for individuals with a variety of disabilities, and it saved the organization over $12 million in lost time expenses, turnover costs, and workers’ compensation policy costs. Implications of the change model are considered and commonalities among trauma-informed care, applied behavior analysis, and positive behavior supports are discussed.

This study evaluated how the communication of the new performance management system by the City of Windhoek influenced the beliefs of its employees and consequently to determine the effects of the communication process on the degree to which buy-in and readiness is created. Armenakis, Harris and Field's (1999) five element model of examining the change recipient's beliefs, namely, discrepancy, appropriateness, principal support, efficacy, and valence was used as a framework for this study. These beliefs play a major role in affecting behaviours of the change recipients (employees) toward the implementation of a new change initiative in an organisation. Discrepancy involves assessing if employees believe that a need for change does really exist in the organization. Appropriateness seeks to find out from the change recipients whether the performance management system being introduced in the organization is an appropriate reaction to the need and the vision of the organisation. Principal support describes the support from change agents and opinion leaders for the organizational change. Efficacy refers to a belief in one's capabilities to organize and execute the courses of action required to produce given attainments. Valence refers to the intrinsic and extrinsic attractiveness (from the change recipient's perspective) associated with the perceived outcome of the change. Literature on organizational change, organizational communication and change implementation were used, to gain and highlight insights regarding the role of change communication during change implementation, and to provide the conceptual framework for the research design and analysis. A single case study research method was used under a mixed research paradigm. The study used a survey questionnaire that was sent to 711 employees; a sufficient and representative 202 questionnaires were returned from all levels of the organization, yielding a response rate of 22.4%. In addition, three focus group interviews of a representative cross section of staff were conducted as also document analysis to collect data for the study. The summative average percentages of levels of agreements and disagreements of the respondents for each of the five change recipient's beliefs indicate a fairly high degree of agreement (buy-in) and considerably low degree of disagreement (resistance) among the respondents to nearly all five change recipient's beliefs. Discrepancy received the highest degree of agreement (buy-in) 84%; efficacy received 73%, appropriateness 66% and valence 59% whereas principal support scored the lowest degree of agreement of about 40% of the respondents. Despite the high degree of agreement (buy-in) for these elements, there was also a notable number of the respondents who neither agreed nor disagreed to some of the five change recipient's beliefs. In particular, principal support had 38%, valence had 28%, and appropriateness had 22% who neither agreed nor disagreed. The degree of disagreement (resistance) is relatively low in almost all five change recipient‟s beliefs except for principal support which indicated slightly higher levels of disagreement (19%). The results of the study indicate that the communication methods e.g., the road show, leaflets and brochures, discussions and training sessions used during the pre-implementation phase of the new performance management system influenced the change recipient‟s beliefs on the discrepancy for the new performance management system. The evidence is that these communication methods and actions helped to create a sense of urgency and the need to implement a new performance management system among employees. The new performance management system was also believed to be appropriate and its appropriateness was justified through the use of various communication methods which provided detailed explanations on how the new performance management system was different to the earlier performance appraisal system. Notwithstanding the belief in the appropriateness of the new performance management system, the study found that the absence of such a performance management system over a long period of time had cultivated a hidden but unifying shared set of values, beliefs and assumptions among employees that seem not to fit or be suitable to the demands of the new performance management system and the current challenges facing the organization. The employees themselves noted this discrepancy. Hence, they argued, there is a need to bring about new culture with new sets of values, beliefs and assumptions that will better suit and support the current demands facing the organisation and its members. The study found that although employees significantly believe that they have high levels of personal self-efficacy, the change message that was communicated to them did not in itself appear to help to create and further develop this employee self-efficacy. The change message mainly focussed on the need for training, and the design of job descriptions and technical aspects of the performance management system. The study revealed that the employees' belief in principal support of the new performance management system was that principal support was seen as less than sufficient or not as evident as they would have liked. Employees remarked that principal support was only conveyed during the initial stage of communication, thereafter, principal support from senior management was seen to have declined throughout the pre-implementation phase. Nonetheless, immediate supervisors and managers were believed to more supportive than senior management. The literature points to a lack of belief in principal support as an important cause of a loss momentum in change initiatives, which in turn may result in cynicism and greater resistance, especially by those who have vested interest in maintaining the status quo. Valence refers to the intrinsic and extrinsic attractiveness (from the change recipient's perspective) associated with the perceived outcome of the change. The results show that respondents have mixed beliefs about the personal benefits associated with the new performance management system. Thus, 63% of the respondents believe that it will benefit them, 75% believe that it will increase their self fulfilment, 68% believe that it will increase their feeling of accomplishment, 45% believe that their fringe benefit will remain the same after it is implemented, and 58% believe that they could earn high performance return. However, the result also shows that there are still many respondents who neither agree nor disagree to the presence of personal valance with regard to the new performance managements system. This study established that the use of various communication methods persuaded the majority of the City of Windhoek employees to view the new performance management system overall in a favourable light. However, interviewees criticised the communications process on the grounds that most of these methods were only used once and were not repeated, as they would have liked. Lessons on this item from other change studies are that when communicating new change initiatives, change agents should use different methods of communication and as many times as possible to influence the belief of employees. This report is structured as follows: Section 1 provides an abstract and introduction to the study. Section 1.2 presents a brief review of core theories and recent empirical studies relevant to the research problem. Section 1.3 provides a description of the research method followed in addressing aim and objectives of this study. Section 1.4 presents the results of the evaluation report and section 1.5 discusses the findings and make conclusive recommendations. Section 2 of this study complements subsection section 1.2 (in section 1) with a more detailed review of the literature on organizational change, organizational communication and change implementation. This more detailed review was conducted before the field work and write up of Section 1. The literature incorporated into Section 1 was distilled from this more detailed review. Similarly, Section 3 of this study complement subsection 1.3 (of section 1) with an extended description of the research design and research procedure followed in the study.

Les travaux présentés dans cette thèse ont pour but de mettre en lumière certains enjeux de justice organisationnelle qui émergent dans le cadre des évaluations annuelles du personnel de l’Armée de l’air. A travers plusieurs approches méthodologiques qualitatives et quantitatives, nous montrons dans un premier temps comment la justice distributive prédomine lorsqu’il s’agit pour les militaires de rendre compte de leur sentiment de justice globale lors des notations. Nous élargissons ensuite ces considérations à une série de variables en lien avec le travail, l’organisation et le leadership. Nos résultats montrent que c’est essentiellement autour du chef et de son commandement que se jouent les principales problématiques de justice. Enfin, nous avons reconduit les mêmes investigations après que le système de notation dans l’Armée de l’air ait changé. Nous montrons que l’incertitude autour du nouvel outil d’évaluation a tendance à revaloriser l’importance du sentiment de justice procédurale, tandis que la focalisation sur le chef comme objet du sentiment de justice des militaires a tendance à s’atténuer<br>The studies conducted in this thesis aim to highlight certain issues of organizational justice which emerge in the annual evaluations conducted on French Air Force personnel. Based on several quantitative and qualitative methodological perspectives, we first demonstrated how distributive justice prevails when it comes to military personnel reporting their perception of overall justice during evaluation periods. We then expanded these considerations to a series of variables related to the work, the organization and the leadership of this personnel. Results show that the major justice issues revolve essentially around the authority figure and leadership.Finally we conducted the same investigations after the air force’s personnel evaluation system changed. We demonstrated that the uncertainty surrounding the new evaluation tool tends to strengthen the role of perceptions of procedural justice, while mitigating focus on the authority as an object of justice

Thesis (MBA)--Stellenbosch University, 2003.<br>ENGLISH ABSTRACT: People management, as a differentiating factor for an organisation in a competitive environment, has become a reality. This report focuses on practical best practices in making human capital the differentiating factor in any organisation. Eight topics are discussed, after positioning them against existing models and showing their relationship to the MARDEN diagnostic model of change management. The topics are: • Ensuring that your organisation's people management strategy delivers tangible results. • Entrenching a workplace culture that delivers optimum performance. • Creating high performance workplace practices. • Achieving growth through competency-based people performance and development. • Leveraging superior performance through team based leadership. • Strategy processes in developing supply chains and workplaces into major competitive advantages. • Transforming knowledge into power by becoming a true learning organisation. • Enabling your organisation to implement a successful change and transformation process. The topics are each evaluated in further detail, in order to drill down into specific practices and issues that need to be addressed by organisations. This ensures that practical best practices are positioned to ensure that the human capital, as a major intangible asset, is nurtured into high performing teams and a cohesive group.<br>AFRIKAANSE OPSOMMING: Mensebestuur as 'n differensierende faktor vir 'n organisasie in 'n mededingende omgewing is 'n realiteit. Hierdie verslag fokus op praktiese beste praktyke vir die versekering om mense-kapitaal as die differensiasie faktor te vestig in enige organisasie. Daar word agt onderwerpe bespreek teen die agtergrond van bestaande modelle, asook die verwantskap met die MARDEN diagnostiese model van veranderingsbestuur as evaluerings basis. Die onderwerpe is: • Versekering dat die organisasie se mense-bestuur strategie tasbare resultate lewer. • Vestiging van 'n werkplek kultuur wat optimale resultate verseker. • Vestiging van hoë verrigting werkplek praktyke. • Groei stimulasie deur bevoegdheid gebasseerde mense-prestasie en ontwikkeling. • Hefkrag van buitengewone prestasie deur span gebasseerde leierskap. • Strategiese prosesse deur die ontwikkeling van waardekettings en werkplek tot mededingende voordele. • Omskakeling van kennis in mag deur 'n ware lerende organisasie. • Bemagtiging van 'n organisasie deur die implimentering van suksesvolle veranderings en transformasie prosesse. Elke onderwerp word verder ondersoek in meer praktyke en detail wat deur organisasies geadresseer moet word om te verseker dat die beste praktyke toegepas word. Sodoende word die organisasie by gestaan om mense-kapitaal te posisioneer as die belangrikste ontasbare bate en ontwikkel in hoë prestasie spanne en 'n samehorige groep.

This instrumental case study (Stake, 1995) provides an in-depth examination of a collaborative approach to evaluation within a school district’s central office. This study analyzes the implementation of collaborative approaches to evaluation (CAE) within a school district’s central office with an emphasis on evaluation use from the evaluators’ perspectives. It also explores the role and evolution of the evaluators throughout the evaluation process. Furthermore, this study adds to educational research on how to support the implementation and use of improvement processes in school district central offices. The analysis focuses on the evaluation activities that my colleagues and I led as internal evaluators for a school district’s school improvement initiative from September 2015 to October 2016. The conceptual framework that I used to guide my case study are the Principles to Guide CAE (Shulha, Whitmore, Cousins, Gilbert, & al Hudib, 2016), which were recently developed in response to the need for clarification on collaborative approaches to evaluation. Findings suggest that: (1) the organizational context and the evaluators’ skills in using CAE impacted evaluation use, including enhancing the capacity for evaluative thinking for involved stakeholders; (2) the quality of the evaluation process, especially the formation of the findings and recommendations, enhanced the credibility of the evaluation and stakeholders’ willingness to implement the recommendations; and (3) evaluator involvement over the long-term is needed to support all aspects of the continuous improvement cycle. Findings regarding the evaluator’s role within CAE include the need for evaluators: (4) to fully understanding their role and positioning themselves as critical friends and facilitators; and (5) to create a safe space for learning and inquiry to occur. The findings from this study have implications for evaluation researchers interested in evaluation use and the implementation of CAE, as well as for educational researchers focused on incorporating evidence-based practices and improvement processes in school district central offices.

Organizational development is a central purpose of evaluation. Disasters and other emergency situations carry with them significant implications for evaluation, given that they are often unanticipated and involve multiple relief efforts on the part of INGOs, governments and international organizations. Two particularly common reasons for INGOs to evaluate disaster relief efforts are 1) accountability to donors and 2) desire to enhance the organization s response capacity. This thesis endeavors briefly to review the state of the evaluation field for disaster relief so as to reflect on how it needs to go forward. The conclusion is that evaluation of disaster relief efforts is alive and well. Though evaluation for accountability seems fairly straightforward, determining just how the evaluation influences the organization and beyond is not. Evaluation use has long been a central thread of discussion in evaluation theory, with the richer idea of evaluation influence only recently taking the stage. Evaluation influence takes the notion of evaluation use a few steps further by offering more complex, subtle, and sometimes unintentional ways that an evaluation might positively better a situation. This study contributes to the very few empirical studies of evaluation influence by looking at one organization in depth and concluding that evaluation does influence in useful ways.

Organisations today are in a state of ever accelerating rate of change. Globalisation of the economy, increasing competition, technological innovation as well as global competition are seen to bring about the ever-accelerating pace of change in the working environment worldwide (Christen 2005:241). For this reason, employees are challenged by changes in their careers that they never anticipated, changes which in the long-run, result in stress conditions that bring negative consequences for both employees and the organisation in their wake. This chapter will provide the background to the topic of the study and survey what other studies have revealed about it. The objectives of the study, the research questions, the research objectives over and above the necessary hypotheses will also be mentioned and to conclude, the chapter will provide the theoretical framework in support of this study.As we may be aware, we live in a world of change, where everything constantly has reformed. Organisations are also part of that big change especially in the new millennium where re-engineering, downsizing, outsourcing and restructuring have become common terms associated with many organisations. Although a number of studies have tried to determine how organisational restructuring benefits the organisation, little has been done to find out how the welfare of employees is affected by the restructuring initiatives. This study investigates the perceptions that employees have of organisational restructuring. It investigates how their job satisfaction, career mobility and their stress levels are affected by restructuring process after the restructuring process as well the stress that such employees experience due to restructuring. A survey was conducted at Lesotho Highlands Development Authority, where data was obtained from 121 respondents and statistically analysed. The findings reflect a negative association between restructuring and stress levels and career mobility. The findings show that job satisfaction was still experienced by the employees at LHDA and that most respondents see organisational restructuring as something that benefits the organisation and has little to do with the interests of the workers.

There has never been an age in which change did not take place. However, the increase in the unpredictability of many factors of the 21st century means that organisations are susceptible to, and must embrace change. This results in an increase in the pace at which organisations may have to deal with change. This research study evaluates the interventions considered to bring about optimal change within organisations. In order to complete this study it was necessary to address the fundamentals of change management, tools utilised to manage change and the current theoretical models that assist organisations in managing change. The study took place within the Eastern Cape as it is regarded as the second fastest growing economy in South Africa. The researcher used the automotive cluster as the population for the study as it is the largest industry within the Eastern Cape. Based on the theoretical findings of a literature survey a questionnaire was developed and distributed to a randomly selected sample in the automotive cluster. The objective of the questionnaire was to evaluate the theory used and to develop a process model of change management. The results of the empirical study were statistically analysed and interpreted. Among the most important findings of the research was the fact that organisations in the Eastern Cape do not follow any specific theoretical model for managing change and very few organisations have a formal change management policy. Although the respondents to the survey acknowledged that it is imperative to engender an awareness of change management principles, especially among top management, the majority does not adhere to this principle because it is too time consuming! This research study highlights a number of areas where the management of change can be improved and presents a practical process model that can be adapted and used by the majority of organisations within the East Cape Motor Industry Cluster.

This thesis investigated the approaches concepts and techniques concerning Training Evaluation within organisations as a means of contributing to the assertion that training and development can provide added value for an organisation in a non-western context. In light of this the HRD policies and strategies available and the barriers which can exist to these strategies in those countries in the Arab world, like Libya, where considered. Additionally the paradigm that in transitional countries emphasise should be placed on encouraging training and improving performance is investigated. An interpretive research philosophy was applied and led to a qualitative design being chosen for this research as it required the creation of researchable questions which were salient to target respondents. The case chosen to be studied is the Libyan Iron and Steel Company (LISCO). An exploratory study was carried out involving a review of documentary evidence acquired from LISCO which included a survey of employees’ views on training within the company. The questioning of respondents to this study involved the use interviews managers of departments and professional training staff in the company were asked for their views to compare with those of the employees. In this study certain factors were grouped into themes, Arab Culture and the difficulties facing many transitional economies given the nature of the national and organisational culture in countries like Libya show that Western developed models of training and training evaluation cannot be universally applied. Organisations in Libya are typically state controlled and operate on strict hierarchical basis. This study proposes that in the current level of economic development Libyan organisations would benefit from a training evaluation model that focuses on a performance improvement perspective. The Training evaluation for transitional countries model proposed contributes to knowledge because it comes from the Libyan context. Any model of training evaluation considered for Libya or any transitional economy must combine the positive attribute of Western theoretical models with new elements specific to countries environment. This thesis is unique as it contributes to our understanding of models of HRD, and Evaluation practice by exploring their implementation and barriers to their use in an Arabic country that is in transition from a centralised economy to a more privatised one. Furthermore it investigates the transferability of western training evaluation practices to the Libyan environment A conclusion reached from this study is that any national policy that is introduced by the new Libyan government needs to include some radical reforms at national, sectoral and local levels. The Training evaluation for transitional countries model, although only a theory will serve as a guide to others embarking on similar research.

Thesis (MBA)--Stellenbosch University, 2004.<br>ENGLISH ABSTRACT: Early in 2001, Thabazimbi Iron Ore mine embarked upon a Leadership and Culture Change strategy. This program was one of the five strategic goals decided upon as part of the strategic drive to improve the performance of the business. A formal, structured implementation plan was crafted in house to approach the initiative. The plan was based on the literature of a number of prominent authors in the fields of leadership, competence theory and change management. The plan is built around a model known as the "Thabazimbi Thumbprint" which is primarily based on the work of Bernard Bass and Bruce Avolio in the field of Transfomational Leadership, and Dr Jay Hall's research and literature on the Competence Process. The primary aims of the implementation of this strategy at the mine were to: • Address the damage done to morale and commitment levels by repeated downsizing and the threat of mine closure. • Establish a high performance team culture. • Remove blockages to performance and the development of human potential. The strategy and implementation plan of the mine is compared against current literature within the fields of leadership and change management and significant similarities are observed. Even though the implementation of this initiative has only been running for some 2 years and is far from complete, a number of significant improvements have been made in terms of collaboration, commitment, trust in management and the reduction of conflict. In addition the performance of the mine in the field of safety and health has vastly improved, the production process is currently stable and targets are met, operating costs have reduced by 4% year on year and the current life of mine has been extended to 10 years. The writer has been the Engineering Manager at the mine from December 2001 and has been responsible for the implementation of this strategy within the Engineering department of the mine. The strategy and implementation plan serves as an example of a fully integrated and comprehensive approach to implementing such an initiative, while remaining simple and practical. The author identifies a number of deficiencies within the strategy used by the mine and makes some recommendations to improve the process that should be considered with respect to the future implementations of this type of initiative.<br>AFRIKAANSE OPSOMMING: Thabazmbi Ysterertsmyn met 'n Leierskap en Kultuur veranderingstrategie aan die begin van 2001 begin. Die program was deel van vyf strategiese besigheidsdoelwitte wat daarop gemik was om die kern te vorm van die strewe na 'n verbeterde prestasie van die besigheid. 'n Formele, gestruktureerde implementeringsplan is deur die myn ontwikkel vir die daarstelling van die inisiatief. Die plan was op die literatuur van prominente skrywers in die leierskap, bevoegtheidsteorie en veranderingsbestuur rigtings gebaseer. Die plan is gebou op 'n model bekend as die "Thabazimbi Thumbprint" en is gebaseer op die werk van Bernard Bass en Bruce Avolio in die veld van Transformasie Leierskap, en op Dr Jay Hall se navorsing en literatuur oor die "Competence Process". Die primere mikpunte van die implementeering van die strategie op die myn was die volgende: • Om die skade wat herhaalde afskalings en dreigemente van toemaak aan die moraal en toegewydheid van die werksmag gedoen het, aan te spreek. • Om 'n hoe presterende spankultuur te vestig. • Om die blokasies wat onderprestasie veroorsaak en die onderontwikkeling van menslike potensiaal uit die weg te ruim. Die strategie en implementeringsplan is met huidige literatuur in die leierskap- en kultuurveranderingsrigtings vergelyk. Daar is 'n groot mate van ooreenstemming waargeneem. Hoewel hierdie inisiatief maar slegs twee jaar aan die gang is en nog ver van klaar is, is daar al reeds 'n merkwaardige verbetering te bespeur in terme van samewerking, toewyding, die vertroue in bestuur en die vermindering van konflik. Bo en behalwe eersgenoemde pluspunte is daar ook 'n groot verbetering wat betref die gesondheid- en veiligheidsfaktore op die myn. Die produksieproses is stabiel en doelwitte word behaal. Die operasionele kostes is met 4% per jaar besnoei en die huidige lewe van die myn is verleng tot 10 jaar. Die skrywer is die Ingenieursbestuurder van die myn vanal Desember 2001 en was verantwoordelik vir die implementering van die strategie binne die ingenieursafdeling van die myn. Die strategie en implementeringsplan dien as 'n voorbeeld van 'n volledig geintegreerde benadering tot implimentering van so 'n inisiatief, terwyl dit prakties en eenvoudig bly. Die skrywer identifiseer 'n aantal leemtes binne die strategie soos deur die myn gebruik en maak aanbevelings vir die verhetering van die proses wat in die toekoms in ag geneem behoort te word in die implimentering van hierdie tipe inisiatiewe.

Die Beschäftigung mit dem Thema Change Management erfordert die Auseinandersetzung mit einem heterogenen Feld von Ansätzen und fachlichen Perspektiven. Es besteht ein Mangel an systematischen empirischen Untersuchungen zu diesem Thema. Insbesondere fehlen Arbeiten, die mehr als eine "Schule" des Change Managements berücksichtigen. Unterschiede in den situativen Anforderungen werden zudem theoretisch und empirisch oft unzureichend berücksichtigt. Die Vermutung liegt nahe, dass das Scheitern von Veränderungsprozessen häufig durch die stereotype Anwendung generalisierender Empfehlungen gängiger Ansätze verursacht wird. Um diesen Defiziten zu begegnen, sollten in dieser Arbeit Kontingenzen von situativen Anforderungen und Change Management empirisch überprüft werden.<br><br> Der Untersuchung liegt eine Konzeption zugrunde, die hinsichtlich des Projekterfolgs von der idealen Passung (Kontingenz) zwischen situativer Anforderung und Change Management ausgeht und damit einhergehende prozessbezogene Einflussfaktoren berücksichtigt. Erfolg wird im Sinne der Nachhaltigkeit als Wirkungen wirtschaftlicher, organisationsbezogener und qualifikatorischer Art definiert.<br><br> In drei Teilstudien wurden Beratende und betriebliche Beteiligte jeweils projektbezogen schriftlich und mündlich zu betrieblicher Ausgangslage, Veränderungsprinzipien, Wirkungen und prozessbezogenen Einflussfaktoren befragt. Die erste Teilstudie umfasst vier Fallstudien. Hier wurden insgesamt 18 Projektbeteiligte, jeweils Beratende, betriebliche Projektleitende und &ndash;mitarbeitende, befragt. Die zweite Teilstudie umfasst die schriftliche und mündliche Befragung von 31 Beratenden verschiedener Schulen des Change Managements. In der dritten Teilstudie wurden 47 betriebliche Veränderungsverantwortliche schriftlich befragt.<br><br> Die Projekte der zweiten und dritten Teilstudie liessen sich in jeweils zwei statistisch abgesicherte Erfolgsgruppen einteilen, wobei sich die Erfolgsgruppen nicht systematisch auf Merkmalen der betrieblichen Ausgangslage unterscheiden. Folgendes sind die wichtigsten Ergebnisse:<br><br> Bei traditionell-bürokratischen Organisationsstrukturen geht ein langfristig-kontinuierliches, graduell-anpassendes, pragmatisch-lösungsorientiertes Vorgehen, in flexiblen Strukturen dagegen ein kurzfristiges, tiefgreifendes und integrativ-konzeptuelles Vorgehen mit Projekterfolg einher.In traditionell-hierarchischen Führungsstrukturen erweist sich ein wenig humanzentriertes und wenig selbstbeurteilendes Vorgehen mit standardisierter Vorgehensmethode, in flexiblen Führungsstrukturen ein stark humanzentriertes und ausgeprägt selbstbeurteilendes Vorgehen mit angepasster Vorgehensmethode als erfolgsversprechend.Bei grossem betrieblichem Veränderungswissen erweist sich ein selbstbeurteilendes Vorgehen, bei geringem Veränderungswissen ein wenig selbstbeurteilendes Vorgehen als erfolgsversprechend.Angesichts ökonomischer Anforderungen geht ein langfristig-kontinuierliches, schnelles und rollend geplantes Vorgehen mit einem tiefgreifenden und integrativ-konzeptuellen Ansatz, unter wenig Einbezug von Fremdbeurteilungen mit positiven Wirkungen einher.Bei technologischen Anforderungen ist ein langfristig-kontinuierliches, langsames und tiefgreifendes Vorgehen mit wenig Fremdbeurteilung erfolgsversprechend.Für soziokulturelle Anforderungen erweist sich ein langsames, selbstbeurteilendes, graduell anpassendes und pragmatisch-fokussiertes Vorgehen als erfolgreich. Angesichts politisch-rechtlicher Anforderungen geht ein linear geplantes, zielfokussiertes, fachberaterisches und wenig prozessorientiertes Vorgehen mit Erfolg einher.Bei Gesamtreorganisationen als innerorganisationale Anforderungen erweist sich ein linear geplantes, fach- und prozessberaterisches sowie tiefgreifendes Vorgehen als erfolgsversprechend.Bei innerorganisationalen Anforderungen durch Führungswechsel geht ein kurzfristig-temporäres, integrativ-konzeptuelles Vorgehen mit angepasster Vorgehensmethode mit Erfolg einher.<br><br> Hinsichtlich prozessbezogener Einflussfaktoren erweisen sich situationsspezifisches Beratendenhandeln, unterstützendes Führungsverhalten, grosse Akzeptanz der/des Beratenden, umfassender Einbezug der Mitarbeitenden, aktive Beteiligung und Engagement der Mitarbeitenden, Verankerung des Projekts in der Organisation und hoher wahrgenommener Nutzen der Veränderung als wichtigste unterstützende Faktoren.<br><br> Widerstände aus der Belegschaft, problematisches Führungsverhalten im Veränderungsprozess, fehlende/mangelhafte neben Tagesgeschäft bereitgestellte Ressourcen, behindernde organisationale (nicht projektbezogene) Entwicklungen, Angst/Verunsicherung der Belegschaft sind die wichtigsten hemmenden Faktoren.<br>Dealing with the theme of change management requires an examination of a heterogeneous field of approaches and subject perspectives. Systematic empirical investigations of this theme are lacking. In particular, works that take account of more than one school of thought regarding change management are scarce. Furthermore, differences in situational requirements are often insufficiently considered both from a theoretical and empirical point of view. It can be assumed that the failure of change processes is frequently caused by the stereotypical use of generalized recommendations of common approaches. In order to combat these deficits, this work aims to empirically examine contingencies of situational requirements and change management.<br><br> The investigation is based on a concept that assumes that an ideal fit (contingency) between situational requirements and change management is necessary for the success of a project and takes into account the accompanying process-related influencing factors. Success is defined in the sense of sustainability as economic, organization and qualification-related types of effects.<br><br> In three part studies, consultants and those involved on an operational level were, based on the relevant project, questioned in oral and written form on the operational starting positions, change principles, effects and process-related influencing factors. The first part study comprises four case studies in which a total of 18 persons involved in the project, made up of consultants, operational project leaders and project workers, were questioned. The second part study comprises the written and oral survey of 31 consultants from different schools of thought regarding change management. In the third part study, 47 persons responsible for operational change were questioned in a written survey.<br><br> It was possible to divide each of the projects from the second and third part studies into two statistically valid success groups, whereby the success groups did not differ systematically in terms of features of the operational starting positions. The most important results are as follows:<br><br> Project success in traditional-bureaucratic organization structures is associated with a long-term, continuous, gradually adaptive, pragmatic, solution-oriented procedure. In flexible structures, on the other hand, success comes with a short-term, far-reaching and integrational, conceptual procedure. In traditional-hierarchical management structures, a minimally human-centered and less self-evaluative process with a standardized procedure proves to be conducive to success, while in flexible management structures, a strongly human-centered and markedly self-evaluative procedure with an adaptive approach shows itself to be beneficial. In terms of great operational knowledge of change, a self-evaluative procedure proves to be most promising, while with little knowledge of change, a less self-evaluative procedure should be favored. In view of economic requirements, a long-term, continuous, quick and cascading procedure with a far-reaching and integrational, conceptual approach and little involvement of evaluation by others yields positive effects. In terms of technological requirements, a long-term, continuous, slow and far-reaching procedure with a low amount of evaluation by others is conducive to success. For socio-cultural requirements, a slow, self-evaluative, gradually adaptive and pragmatically focused procedure proves to be successful. In view of political and legal requirements, a procedure that is planned in a linear fashion, is goal-oriented, includes expert consultancy and a minimal amount of process orientation will bring about success. With complete reorganizations as requirements within an organization, a procedure that is planned in a linear fashion, has expert and process consulting aspects and is far-reaching is conducive to success. In terms of requirements within an organization brought about through management change, a short-term, temporary, integrational, conceptual procedure with an adaptive approach will lead to success. With regard to process-related influencing factors, a situation-specific approach by consultants, supportive management behavior, a high level of acceptance of the consultant, a comprehensive involvement of the employees, their active participation and commitment, anchoring of the project in the organization as well as high perceived use of the ensuing change prove to be the most important supporting factors.<br><br> Resistance from staff, problematic management behavior in the change process, a lack of or deficient resources provided in addition to daily business, obstructive organizational (not project-related) developments and anxiety/uncertainty of the staff are the most important inhibitory factors.

Five hundred and eighteen observed validity coefficients based on correlations between commercially available test data and supervisory ratings of overall job performances were collected in 89 different job titles. Using Dictionary of Occupational Title Codes, Job Component Validity (JUV) estimates based on similar job titles residing in the PAQ Service database were collected and averaged across the General Aptitude Test.

This thesis reconstructs the concept of International Non-Governmental Organization (INGO) accountability to beneficiaries through the development of a strategic model for INGO accountability to beneficiaries. It works through the history and arguments surrounding the rise of the debate around whether INGOs should be held accountable to their beneficiary populations. Unique definitions are developed for the terms and concepts related to this topic and a framework for understanding the strategic model for INGO accountability to beneficiaries is outlined: Accountable to whom? Accountable for what? Accountable how? A practical example of an internal assessment for measuring an INGO's accountability to beneficiaries is examined, analyzing data from Mercy Corps' internal accountability to beneficiaries survey conducted in 2010. This thesis defines accountability to beneficiaries as the process of justifying and being responsible for the manner and results of one's actions to any individual or group who is a member of the society whose interests the project or program is intended to promote. The main conclusions from this thesis are that the traditional model should be expanded to be more strategic and include a) a broader beneficiary and stakeholder population who may be affected, either positively or negatively, by the actions of an INGO, b) the actions of all members of the organization, and c) the enduring impacts of their work over time. Accountability to beneficiaries is a concept that can be applied to all INGO projects in a way that requires minimal resources and will ultimately improve the quality of the services delivered.

Thesis (MBA)--University of Stellenbosch, 2011.<br>Some companies composed of different branches or centres or business units, are frequently following different financial operating procedures. They use different financial systems that are not aligned. This lack of process standardisation and control can be seen as a “drag” on the business. Due to this challenge, management might be at risk to focus on the administrative processes, instead of the core-business of the company. This risk has lead to more and more organisations considering implementing shared services for finance, believing that through the implementation thereof there is an opportunity to reduce costs, improve quality, timeliness, and transparency of data. The main aim of this report is to verify whether the implementation of shared services at the Accounts Payable (AP) function within ArcelorMittal South Africa (AMSA) did add value to the stakeholders of the business. Managing a shared services operation includes the implementation of benchmarking and continuous improvement and must involve planning for enhancements. Increased automation should enable departments to operate more effectively and efficiently in the future by streamlining processes, improving service levels and internal control as well as increasing data analysis. The main reasons for implementing a Shared Services Centre (SSC) at AMSA are explained and the processes that AMSA followed in implementing a SSC in Vanderbijlpark are described. Specific reference to the AP function is given. The SSC AP function of AMSA should operate as an internal customer service business. Currently the internal customers of this function are not satisfied with the operation of the function and a lot of the difficulties and mistakes made during implementation and operation of the SSC AP need to be solved, although the centre has been implemented six years ago. A customer survey and interviews with three managers of AMSA, who were involved in the implementation and operation of the SSC, was done to determine the value and success of the centre. According to the feedback, the SSC of AMSA has become a static shared service unit that satisfied the needs of the customers and the organisation only at the beginning of implementation. The service currently runs the risk of becoming just another centralised function that is subject to the same problems that originally caused AMSA to seek a new means of organising. The management of the SSC of AMSA needs to look beyond what it does today, linking its plan to overall company goals and assessing how it can optimise its contributions on behalf of all parties within AMSA. The management of the shared services unit needs to develop competence in finding and exploiting leverage opportunities to be continuously of value to AMSA. Possible corrective actions to get the SSC to be customer orientated are discussed. By solely relying on centralisation and standardisation, significant benefits of the shared services operating model was omitted and not implemented. The management of AMSA needs to consider the restructuring of the SSC to ensure the reshaping of the operation into the high-performing, service-oriented “business within a business” originally intended for shared services.

Reorganization efforts within colleges and universities are increasingly considered as institutions look for ways to streamline operations for financial cost savings or competitive advantage. The purpose of this study was to assess a particular change effort in a university library which took place between August, 1996 and July, 1997. A team was formed to manage the change effort, and an outside consultant was hired to facilitate the process and guide the team. Stufflebeam's evaluation model was used as a conceptual framework to evaluate the entire process which included a particular change management model brought in by the consultant. The entire change effort was described by the author as a participating member of the team and assessed by gathering feedback from team members, library staff members affected by the effort, and members of the library administration.

Lietuvoje kaip ir visame pasaulyje, darbuotojų pasitenkinimas darbovietės aplinka bei pačiu darbu, daro didelę įtaką darbo našumui bei įmonės konkurencingumui. Dėl šios priežasties įmonių vadovai priimdami sprendimus kurie įtakoja organizacinius pokyčius turi detaliai įvertinti pasėkmes, kurios gali atsirasti įvykus pokyčiui ir pakeisti organizacijos klimatą, viena ar kita linkme. Darbo tyrimas atskleidė, jog skirtingų charakteristikų darbuotojai atsižvelgiant į jų amžių, lytį bei darbo stažą organizacinių pokyčių yra veikiami skirtingai. Tačiau dauguma pokyčių sporto organizacijų darbuotojus veikia neigiamai. Todėl galima daryti išvadą jog didelė dalis darbuotojų yra neigiamai nusiteikę betkokiems pokyčiams organizacijoje. Tai dar labiau apsunkina vadovų darbą siekiant įgyvendinti pokyčius, kurie šių dienų ekonomikoje yra būtini norint išlikti rinkoje. Organizaciniai pokyčiai natūraliai įtakoja organizacijos klimato pakitimus. Tik esant geram organizaciniam klimatui, darbuotojai gali parodyti visas savo geriausias kompetencijas ir padėti sporto organizacijai prisitaikyti prie kintačių išorinių sąlygų. Tyrimo problema – kaip organizaciniai pokyčiai veikia organizacijos klimatą? Tyrimo objektas – Sporto organizacijos klimato vertinimas vykstant organizaciniam pokyčiui Darbo tikslas – Įvertinti sporto organizacijų klimatą vykstant organizaciniam pokyčiui. Darbo uždaviniai: 1. išnagrinėti organizacinio pokyčio ir organizacinio klimato sampratas, remiantis mokslinės literatūros... [toliau žr. visą tekstą]<br>Lithuania and throughout the world, employee satisfaction with the workplace environment and the job itself, have a significant impact on productivity and competitiveness of enterprises. For this reason, corporate executives making decisions that affect organizational changes to the detailed assessment of the consequences that can result from a change in the organizational climate and change one or the other direction. The research found thatorganizational change diferently influence workers, it depends on their characteristics. However a lot of changes in sports organizations influence workers negatively. It can therefore be concluded that a large proportion of workers are negatively disposed to any changes in the organization. This is further complicated by the managers work to implement the changes that today's economy is essential to survive in the market. Organizational changes naturally affect the organization's climate changes. Only good at the organizational climate, employees can show all your skills and help the best sports organization to adapt to changing external conditions. Subject of the study – Sports organization climate evaluation during the organizational change The aim - to eveluate the climate during the organizational change in sports organization Tasks: 1. Examine organizational change and organizational climate perceptions of the scientific literature. 2. Disclosure of organizational change and organizational climate links. 3. Based sports... [to full text]

Mini-study project (MBA)--University of Stellenbosch, 2003.<br>ENGLISH ABSTRACT: Business Process Re-engineering (BPR) has been undertaken by many organisations with the hope of dramatically improving their competitive position. In most cases however, this undertaking has been a failure. For the success of the BPR, organisational and people issues are of critical importance and cannot be overlooked, as often is the case. Many organisations have not recognised the fundamental need of fully addressing the "soft people issues" during their re-engineering exercises. The ability of the Management team and Management Consultants to filter through these soft issues is of critical importance to the success of the BPR. This study discusses leadership as the first topical issue. Within the parenthesis of LNDC, it then explores the leadership skills required by management of this institution. Leadership is intensely studied from the traits models, situational, consistency models to the transformational leadership styles. Change leadership forms an important basis of the discussions. Organisational culture is one important aspect that has to be considered during change initiative. Crafting and creating appropriate organisational culture forms the centrepiece of leaders' consideration during organisational change. The ability of a leader to create shared values within the organisation leads to building a strong corporate culture that distinguishes between organisations. The McKinsey's seven S model provides a firm framework for most changing organisations. This model illustrates how the soft, yet important issues powerfully impact the BPR process. All of these namely, strategy, structure, systems, style, skills, staff and shared values, are equally important and if any one of them is not properly aligned with the rest, the whole change process may become a failure. This model impacts all seven S's of the organisational dimension and is driven by strategy. Communication on the other hand forms another important element of the discussions. This study shows that without proper communication during organisational change, the whole change process can become a complete failure. The ability of a leader to disseminate intended information appropriately to the employees requires one to have skills and communication methods that are applicable to that particular organisational setting. After undertaking a survey at the LNDC, the researcher concluded that management, at this corporation lacks leadership skills necessary for managing change in an organisation. Recommendations have been made suggesting that the either the CEO be replaced or trained in leadership skills. This would help the organisation to successfully implement the intended change process.<br>AFRIKAANSE OPSOMMING: geen opsomming

Mestrado em Gestão de Recursos Humanos<br>O presente estudo visa analisar o fenómeno da resistência à mudança aquando da implementação de um sistema de avaliação de desempenho num instituto público em Portugal, designadamente o Instituto de Apoio às Pequenas e Médias Empresas e à Inovação, I.P. (IAPMEI). Em termos metodológicos, esta investigação constitui um estudo de caso, através do qual se pretende examinar os factores que podem estar na origem de comportamentos de RM, bem como a motivação dos colaboradores para o desempenho. Para tal, foi aplicado um inquérito por questionário, tendo-se obtido 137 respostas válidas. A primeira parte do questionário incide sobre a RM por parte dos colaboradores. A segunda parte versa sobre a motivação dos colaboradores para o desempenho, tendo por base a teoria Goal Setting que considera que a existência de objectivos influencia a motivação no trabalho. Os resultados sugerem que, em termos globais, o nível de RM por parte dos colaboradores do IAPMEI é baixo, tendo a maioria considerado que o Sistema Integrado de Gestão e Avaliação do Desempenho na Administração Pública (SIADAP) não iria ser negativo para o Instituto. Os resultados obtidos indicam ainda que os colaboradores se encontram motivados a ter bons desempenhos, na medida em que gostam de ser avaliados e desenvolvem estratégias para que os seus objectivos sejam cumpridos. Assim, pode-se afirmar que, no caso concreto do IAPMEI, a implementação do SIADAP ajudou no estabelecimento e definição de objectivos, contribuindo para a motivação dos colaboradores e para os baixos índices de resistência à mudança.<br>This study aims to analyze the phenomenon of resistance to change in implementing a performance appraisal system in a public institute in Portugal, in particular the Instituto de Apoio às Pequenas e Médias Empresas e à Inovação, I.P. (IAPMEI). In methodological terms, this research constitutes a case study, whose aim is to examine the factors that may be the cause of RC? behaviors, as well as the motivation of employees for performance. To this end, we applied a questionnaire survey, having obtained 137 valid responses. The first part of the questionnaire focuses on the RC of employees. The second part concerns the motivation of employees for performance, based on the Goal Setting theory, that considers that objectives influences motivation at work. The results suggest that, overall, the level of RC of IAPMEI? collaborators of IAPMEI is low, having the majority considered that the integrated management system and performance appraisal in public administration (SIADAP), would not be negative for the Institute. The results obtained also indicate that the employees are motivated to have good performances, because as they like to be evaluated and develop strategies to meet the targets set. Thus, it can be said that in the case of the IAPMEI, the implementation of SIADAP helped in establishing and defining objectives, contributing to employee motivation.

Thesis (PhD)--Stellenbosch University, 2001.<br>ENGLISH ABSTRACT: The integration of the three former defence forces, four homeland forces and the one self-defence unit into the South African National Defence Force (SANDF) drastically changed the race composition of the Department of Defence (DoD). The integration of these forces with their guerilla type warfare into a conventional force together with the changed race composition, is having an influence on the organisational culture of the DoD. The aim of this study is to investigate the organisational culture of the DoD with the primary focus on values to determine a group identity and the required behaviour. This investigation is conducted by researching the prescriptive legislation and policy applicable to the DoD, values from the traditionally western and Ubuntu culture, the vision of the Africa-Renaissance, tendencies in modern warfare and functions of modern armies. A proposed value system for the DoD is then developed. The way in which members of the DoD associate with this value system is tested by means of a sample and deviations are identified. Lastly, corrective options are proposed for these deviations. The developed value system consists of key values such as military professionalism, community/ethical orientation and military orientation. The collected data is interpreted by means of factors such as values characteristic of authority, military professionalism, military customs and human rights that concur with the key values. Against all odds it was found that members of the DoD associate badly with values traditionally associated with a defence force which is fully prepared. The following was found: • Members of the DoD do not identify with values such as commitment to comrades, non-discrimination, no bad excuses, fair practices, no misuse of rank, or pride and loyalty. Arms of service, rank groups, gender, population group and former force, identify in an average way with values characteristic with authority, high with professionalism, low with military customs and low with human rights. • The lower rank groups identify the worst with values, and warrant officers the highest. The senior officers identify the worst with human rights. • No distinction was found between the gender groups in respect of identification with values. • As far as population groups are concerned, differences occurred between whites and Africans in respect of their attitudes towards authority, professionalism, military custom and human rights. • As far as former force members are concerned, differences occurred between South African Defence Force (SADF), Umkhonto we Sizwe (MK) and the African People's Liberation Army (APLA) regarding their attitudes towards authority, professionalism and military customs. In so far as human rights are concerned, differences occurred between the SANDF and Transkei, Boputhatswana, Venda and Ciskei (TBVC). The study showed definite problem areas and remedial actions need to be concentrated on this. It is clear that the different race groups and members of former forces have different orientations towards the value system. This marginalisation of groups into sub-cultures cannot be tolerated. A group identity with which every member of the DoD can identify, needs to be established urgently. As remedial options a process of socialisation can firstly be used to instill a group identity and the desired behaviour in members of the DoD. Those who do not fit the group identity and required behaviour must be discharged. A value system must secondly be lived and the generals and officers of the DoD must be role models as far as the living of the value system is concerned. Thirdly, posters on notice boards are of little use if the values do not become visible in the behaviour of every member of the SANDF. There is no place for buzz words without any meaning. Fourthly, values must be validated by means of norms. These norms must be made known to all members of the DoD to ensure that the desired organisational culture and value system is instilled. In this regard the publication The Service Guide for Newcomers should be rewritten and given to every member of the DoD.<br>AFRIKAANSE OPSOMMING: Die integrasie van die drie verdedigingsmagte, vier tuislandmagte en een selfverdedigings-eenheid in die Suid-Afrikaanse Nasionale Weermag (SANW) het 'n drastiese verandering in die bevolkingsamestelling van die Departement van Verdediging (DvV) teweeggebring. Die integrasie van die bevrydingsmagte, met hul guerrilla-tipe van oorlogvoering, in 'n konvensionele mag is besig om tesame met die veranderde bevolkingsamestelling 'n invloed op die heersende organisasie-kultuur van die DvV uit te oefen. Die doeI van hierdie studie is om die organisasie-kultuur van die DvV te ondersoek met die primere fokus op waardes ten einde 'n groepsidentiteit en die verlangde gedrag vir die DvV te bepaal. Die ondersoek geskied aan die hand van die voorskrifte van toepassing op die DvV, waardes vanuit die tradisionele Westerse en Ubuntukulture, die Afrika-Renaissance-visie, tendense in moderne oorlogvoering en funksies van hedendaagse weermagte. 'n Waardestelsel wat die organisasie-kultuur van die DvV weerspieel, word vanuit voorafgaande bronne ontwikkel. Die wyse waarop die lede van die DvV met die waardestelsel vereenselwig word deur middel van 'n steekproef getoets en afwykings word geidentifiseer. Ten slotte word remedierende opsies vir hierdie afwykings voorgestel. Die ontwikkelde waardestelsel bestaan uit kernwaardes, soos militere professionalisme, militere orientering en gemeenskaps-/etiese orientering. Die ingesamelde data word aan die hand van faktore soos waardes kenmerkend van gesag, militere professionalisme, militere gebruike en menseregte wat met die kernwaardes ooreenstem, vertolk. Teen alle verwagtinge in is daar bevind dat lede van die DvV hulself swak vereenselwig met waardes wat tradisioneel as baie belangrik vir 'n parate weermag geag word. Die volgende is bevind: Daar word nie met waardes soos toewyding aan makkers, geen diskriminasie nie, geen swak verskonings nie, regverdige gebruike, geen rangmisbruik nie, trots en lojaliteit geidentifiseer nie. • Weermagsdele, ranggroepe, geslag, bevolkingsgroep en voormalige weermagte identifiseer middelmatig met waardes kenmerkend van gesagsvertolking, hoog met professionalisme, laag met militere gebruike en swak met menseregte. • In terme van ranggroepe toon die laer range die laagste en die ranggroep adjudant-offisiere die hoogste metings betreffende die identifisering met waardes. Die ranggroep senior offisiere identifiseer die minste van al die ranggroepe met menseregte. • Geen onderskeid tussen geslagte bestaan met betrekking tot die identifisering van waardes nie. • Ten opsigte van bevolkingsgroepe is beduidende verskille tussen wit en Afrikaan se houding teenoor gesag, professionalisme, militere gebruike en menseregte gevind. • Daar is ten opsigte van voormalige weermagte gevind dat beduidende verskille tussen die houding van die Suid-Afrikaanse Weermag (SAW) en Umkhonto we Sizwe (MK) en die African People's Liberation Army (APLA) teenoor gesagsvertolking, professionalisme en militere gebruike bestaan. 'n Beduidende verskil kom voor in die houding van die SANW en Transkei, Boputhatswana, Venda en Ciskei (TBVC) teenoor menseregte. Die studie Iê duidelike probleemareas bloot en alle regstellings behoort hierop te fokus. Dit is duidelik dat die verskillende bevolkingsgroepe en lede van die voormalige weermagte totaal uiteenlopende orienterings ten opsigte van die waardestelsel het. Hierdie marginalisering van groepe in subkulture kan nie geduld word nie. 'n Groepsidentiteit waarmee alle lede van die DvV hulself kan vereenselwig, moet sonder versuim geskep word. As remedierende opsies word daar eerstens 'n sosialiseringsproses voorgestel ten einde 'n groepsidentiteit en die verlangde gedrag by lede van die DvV te kweek. Lede wat nie by die groepsidentiteit en die verlangde gedrag inskakel nie, moet eenvoudig ontslaan word. Tweedens moet die waardestelsels geleef word en die generale stat en offisiere behoort hier die rolmodelle te wees. Derdens moet die waardes op die glansbiljette wat op kennisgewingborde verskyn aan elke individu bekend wees en duidelik in die gedrag van alle lede van die DvV sigbaar te word. Daar is geen ruimte vir niksseggende gonswoorde nie. Vierdens moet waardes in terme van norme gekwantifiseer en aan alle lede van die DvV bekend gemaak word ten einde te verseker dat die verlangde organisasie-kultuur en waardestelsel inslag sal vind. Hiervoor moet die publikasie The Service Guide for Newcomers herskryf word en aan alle individue beskikbaar gestel word.

Abstract : Since at least the 1980's, a growing number of companies have set up an ethics or a compliance program within their organization. However, in the field of study of business management, there is a paucity of research studies concerning these management systems. This observation warranted the present investigation of one company's compliance program. Compliance programs are set up so that individuals working within an organization observe the laws and regulations which pertain to their work. This study used a constructivist grounded theory methodology to examine the process by which a specific compliance program, that of Siemens Canada Limited, was implemented throughout its organization. In conformity with this methodology, instead of proceeding with the investigation in accordance to a particular theoretical framework, the study established a number of theoretical constructs used strictly as reference points. The study's research question was stated as: what are the characteristics of the process by which Siemens' compliance program integrated itself into the existing organizational structure and gained employee acceptance? Data consisted of documents produced by the company and of interviews done with twenty-four managers working for Siemens Canada Limited. The researcher used QSR-Nvivo computer assisted software to code transcripts and to help with analyzing interviews and documents. Triangulation was done by using a number of analysis techniques and by constantly comparing findings with extant theory. A descriptive model of the implementation process grounded in the experience of participants and in the contents of the documents emerged from the data. The process was called "Remolding"; remolding being the core category having emerged. This main process consisted of two sub-processes identified as "embedding" and "appraising." The investigation was able to provide a detailed account of the appraising process. It identified that employees appraised the compliance program according to three facets: the impact of the program on the employee's daily activities, the relationship employees have with the local compliance organization, and the relationship employees have with the corporate ethics identity. The study suggests that a company who is entertaining the idea of implementing a compliance program should consider all three facets. In particular, it suggests that any company interested in designing and implementing a compliance program should pay particular attention to its corporate ethics identity. This is because employee's acceptance of the program is influenced by their comparison of the company's ethics identity to their local ethics identity. Implications of the study suggest that personnel responsible for the development and organizational support of a compliance program should understand the appraisal process by which employees build their relationship with the program. The originality of this study is that it points emphatically that companies must pay special attention in developing a corporate ethics identify which is coherent, well documented and well explained.<br>Résumé : La présente recherche porte sur les systèmes de gestion connus sous l’appellation de « programme de conformité » et « programme d’éthique ». Plus particulièrement, elle étudie le processus par lequel un programme de conformité a été mis en place au sein d’une entreprise multinationale allemande œuvrant au Canada : Siemens Canada Limitée. Elle propose un modèle qui décrit le processus par lequel cette compagnie a implanté un programme de conformité au sein de son organisation. Dans le cadre de cette étude, un programme de conformité est conçu comme étant un système de gestion. Il s’agit donc d’un ensemble de processus, mis en place par une organisation, qui sont reliés ensemble et qui fonctionnent afin d’atteindre un même but. Dans le cas des programmes de conformité, ce but comporte deux volets : a) voir à ce que les individus travaillant au sein d’une organisation respectent les lois et règlements relatifs à leur travail, et b) énoncer un ensemble de normes d’ordre éthique et voir à ce qu’elles soient bien comprises au sein de l’organisation afin qu’elles puissent servir de guide lors de prises de décisions concernant des sujets possédant un enjeu d’ordre éthique. L’historique des programmes de conformité remonte, selon Head (1997), à la fin des années 1940. Initialement, les programmes tenaient surtout compte des lois antitrust et se développaient à mesure que de nouvelles dispositions légales étaient adoptées par les gouvernements. Toutefois, ils ont pris des caractéristiques plus contemporaines à partir des années 1980 suite à deux événements. Le premier était la mise en place d’un programme développé par un groupe réunissant de trente-deux entreprises réunies sous l’appellation de « Defense Industry Initiative on Business Ethics and Conduct » (DII). La justification de ce regroupement était de promouvoir un programme servant à convaincre le législateur qu’il était inopportun d’adopter de nouvelles réglementations puisque les compagnies avaient pris les mesures nécessaires afin d’assurer la conformité de leurs agissements avec les lois. La deuxième était l’introduction des « U.S. Federal Sentencing Guidelines » ; un ensemble de règles constituant une procédure uniforme servant à déterminer la peine à imposer aux organisations reconnues coupables d’un crime. Ces règles ont, en quelque sorte, incité les entreprises à adopter des programmes de conformité. Quant aux programmes d’éthique, leur historique remonte, selon Rasberry (2000) également aux deux mêmes développements mentionnés précédemment. Le premier département d’éthique au sein d’une entreprise aurait été mis sur pied vers 1985 par des compagnies du groupe DII. Les individus travaillant au sein de ces départements étaient désignés comme des « consultants en éthique ». La prolifération de ces départements a amené ces individus à fonder, en 1992, l’association connue à l’époque sous le nom de « Ethics Officer Association. » Les études portant sur les programmes de conformité ou les programmes d’éthique sont rares. Les quelques articles sur le sujet décrivent très peu leur fonctionnement ou comment ils ont réalisé leur mis en œuvre. Cette situation de disette documentaire s’explique par la réticence des compagnies à accueillir une étude de leur programme. Elles ne se sont pas à l’aise avec l’idée qu’un agent externe, sur qui elles n’ont aucun contrôle, effectue un examen de leurs opérations, surtout celles ayant un contenu délicat. Une exception à cette tendance générale est la compagnie Siemens qui a accepté de participer à la présente étude portant sur son programme de conformité. Le projet de recherche initialement proposé par le chercheur à Siemens visait à évaluer l’efficacité de leur programme de conformité. Toutefois, après examen de documents fournis par la compagnie, il s’est avéré qu’elle avait déjà effectuée une telle démarcher. Répéter cet exercice n’aurait servi qu’à infirmer ou corroborer les données qu’elle avait déjà en main. Au cours de discussions subséquentes avec le gestionnaire responsable de la conformité, ce dernier indiqua que la compagnie ne rencontrait aucun problème de gestion avec son programme. Sans problème managérial apparent, il indiqua qu’il serait tout de même intéressé à ce que le chercheur lui trouve quelque chose, une caractéristique ou une information, que la compagnie ignore à propos de son programme de conformité. Cet état de fait fut le point de départ de la présente recherche. Dans un premier temps, le chercheur proposa à la compagnie que la recherche porte sur le développement du programme de conformité. Toutefois, en cours de l’étude, le chercheur a dû modifier sa question de recherche en sa forme définitive et qui s’énonce comme suit : quelles sont les caractéristiques du processus par lequel le programme de conformité développé par Siemens a été intégré dans la structure organisationnelle existante et a gagné l’acceptation des employés ? Pour répondre à cette question, la présente étude a été menée selon une orientation constructiviste, utilisant la méthodologie de la théorisation enracinée. Elle a examiné le processus par lequel un programme de conformité spécifique, celui de Siemens Canada Limitée, a été mis en œuvre à travers l’ensemble de son organisation. En conformité avec les préceptes de cette méthodologie, elle ne fut pas menée en concordance avec un cadre théorique précis. Elle a plutôt procédé en tenant compte de certains construits théoriques qui ressortaient de la littérature dans le domaine de l’éthique et de l’éthique des affaires. Ces construits ont été utilisés strictement en tant que points de référence et non pas en tant que cadre théorique. Les données colligées au cours de l’étude provenaient de documents produits par l’entreprise et aussi des entrevues réalisées avec vingt-quatre gestionnaires travaillant pour Siemens Canada Limitée. Le chercheur a utilisé le logiciel QSR-Nvivo afin d’effectuer le codage des documents examinés ainsi que les transcriptions des entrevues. Le logiciel a également servi lors de l’analyse de l’ensemble des données. Quant à la triangulation, celle-ci a été effectuée en recourant à un certain nombre de techniques d’analyse et en comparant les découvertes (terme utilisé ici à la place de « résultats » afin de conserver le caractère qualitatif de l’étude) avec la théorie existante contenue dans la littérature académique. La description du processus de mise en œuvre du programme de conformité fournie par le chercheur ne provient pas d’un modèle préconçu provenant de la littérature traitant soit de l’éthique des affaires, soit des programmes de conformité. Le vocabulaire utilisé pour décrire le processus correspond soit à des mots utilisés par les individus participant à l’étude, ou des mots choisis par le chercheur qu’il estimait pouvaient résumer les idées exprimées par les participants. Ainsi, le modèle descriptif et le vocabulaire utilisé pour l’expliquer émergent de l’analyse des données. Le modèle descriptif du processus de mise en œuvre du programme de conformité émerge de l’expérience des participants et du contenu des informations trouvées dans les documents. Le vocable utilisé pour désigner ce processus est celui de « remoulage » et représente la catégorie de base qui a émergé des données. Ce processus principal est composé de deux sous processus : le premier désigné comme étant de l'« embedding » (incrustation) et le second désigné comme « appraisal » (appréciation). Le processus de remoulage intègre un nouvel élément structurel, le programme de conformité, dans la structure organisationnelle déjà existante. Toutefois, la particularité de ce processus est de parvenir à transformer la fibre constitutive de la structure organisationnelle sans modifier la structure en tant que telle. En quelque sorte, le « moule » initial est préservé, mais en le « remoulant », avec l'apport du programme de conformité, la compagnie se transforme. Étant donné qu'il s'agit d'un remoulage par le biais d'un programme de conformité, le résultat de tout cet effort doit se manifester, d'une part, par l'adoption, par les employés, de l'identité éthique promue par la compagnie et, d'autre part, par leur utilisation efficiente et constante des outils et des procédures rattachés au programme. Ce résultat à deux volets est atteint à la condition que les deux sous processus, soit ceux d'« embedding » et d'« appraising », parviennent à persuader les individus à être favorablement disposé à agir de façon concordante. Dans le cas de Siemens Canada Limitée, le processus de remoulage implique trois groupes distincts d'acteurs : le personnel corporatif mondial situé en Allemagne, le personnel canadien rattaché spécifiquement à la fonction de la conformité et, finalement, les employés à qui le programme a été présenté et qui doivent suivre les nouvelles procédures. Le personnel corporatif mondial et le personnel canadien à la conformité sont les maîtres du sous-processus d'« embedding ». Le groupe corporatif mondial est impliqué au développement du programme, à sa transmission aux entités régionales, et à la surveillance de son déploiement. Toutefois, les données recueillies au cours de cette étude ne permettent pas de fournir une description plus détaillée de leur travail. Le groupe du personnel canadien à la conformité devait voir à la diffusion du programme à l'échelle du Canada. Il devait fournir une formation aux employés et fournir une rétroaction au niveau corporatif quant aux résultats. Dans leur cas également, les données ne permettent pas une description plus détaillée de leur travail. Le troisième groupe d'acteurs, les employés, est principalement impliqué dans le sous-processus d'« appraising ». Ce groupe est composé de gestionnaires et de personnel non managérial qui ont reçu la formation sur la conformité et a eu à appliquer les nouvelles procédures. La présente étude fournit une description détaillée du sous-processus « appraising ». Elle indique que les employés développent une appréciation du programme de conformité en considérant trois facettes. La première est en lien avec l'impact des changements apportés par le programme sur le quotidien vécu par les employés. À ce niveau, les employés apprécient le programme de conformité selon qu'il facilite leur travail ou qu'il le rend plus fastidieux. La deuxième facette est en lien avec la relation établie entre employés et le personnel rattaché à la conformité. À cet égard, les employés apprécient le programme de conformité selon le degré de collaboration et de confiance établi avec le personnel de conformité. La troisième facette identifiée est en lien avec l'identité éthique corporative. L'étude a identifié qu'une des composantes du programme de conformité est l'identité éthique corporative. Celle-ci est contenue et transmise par divers outils : tels que le code d'éthique, la déclaration de la mission de l'entreprise, la déclaration de la vision de l'entreprise, et autres. Or, les employés développent également une appréciation de cette identité éthique corporative par rapport à un référent particulier : l'identité éthique locale. L'étude indique que cette appréciation se fait selon deux ensembles de qualités. Le modèle décrit dans cette étude suggère qu'une société qui envisagerait de mettre en œuvre son propre programme de conformité devrait tenir compte des trois facettes du sous-processus « appraising ». L'étude suggère notamment que toute entreprise qui songe à développer un programme de conformité doit avoir un souci particulier quant à l'identité éthique de l'entreprise. Ceci est attribuable au fait que l'employé va s'identifier au programme de conformité et va l'accepter pourvu qu'il juge que l'identité éthique de l'entreprise et l'identité éthique locale s'accordent. Les découvertes de la présente étude devraient intéresser tout le personnel chargé de l'élaboration et le soutien organisationnel d'un programme de conformité. Ce personnel doit comprendre qu'une mise en œuvre réussie d'un programme de conformité n'est pas seulement conditionnelle à une bonne planification et à une bonne exécution. Elle est aussi dépendante des trois facettes contenues dans le sous-processus « appraising », tout particulièrement l'identité éthique corporative.

Mestrado em Sociologia Económica e das Organizações<br>As tradicionais fórmulas empresariais já não funcionam. Os desafios concorrenciais cada vez mais intensos da economia mundial exigem às empresas grande capacidade de flexibilização, mudança, antecipação e adaptação às novas regras, num curto espaço de tempo, se desejam prosperar. Assistimos a uma grande progressão na gestão de recursos humanos e a uma enorme interdependência entre trabalhador, organização e sociedade. As novas estratégias que têm sido elaboradas e implementadas, pelas organizações, para fazer face às mudanças a vários níveis, têm influenciado a evolução no modo como os recursos humanos são entendidos, geridos e avaliados. É neste âmbito que o presente trabalho se situa, tendo como principal objectivo de investigação analisar o impacto/influência do processo de avaliação no desempenho individual e organizacional. O estudo de caso, numa Empresa de Consultoria em Tecnologias de Informação, é um precioso instrumento de resposta às questões levantadas durante as várias etapas da investigação. Ele permitirá averiguar se o processo de avaliação: influencia positivamente o desempenho do trabalhador, quando a sua opinião é tida em conta, quando considera que o método de avaliação é adequado e traduz uma avaliação justa; contribui para a melhoria do desempenho organizacional, quando correlaciona a satisfação dos interesses profissionais/pessoais do trabalhador com a realização dos objectivos da empresa.<br>The traditional enterprise formulas are no longer working. The world economic concurrent challenges are much harder and demand for companies with capacities like flexibility, change, anticipation and new rules adaptation in a short« period of time if prosper is the desire. We assist to a strong progression on human resource management and an enormous interdependency between workers, organizations and society. The new strategies that have been found and implemented by the organizations to face changes at several leveis, have been changing the way that human resources are understanding, managed and evaluated. The present work is placed on this scope, having as primary investigation goal the evaluation process impact on the individual and organizational performance. The case study, on a Technological Information Consulting Company, is a precious response instrument for questions raised along the different investigation phases. It will allow check if the evaluation process: have a positive influence on worker performance, when his opinion is taken in consideration, when he believes that the evaluation method is adequate and translate a fair evaluation; contribute for a better organizational performance when correlates the worker professional/personal interests satistaction with enterprise objective achievements.<br>info:eu-repo/semantics/publishedVersion

This study examined the extent to which coaching facilitates the successful implementation of the Problem-Solving/Response to Intervention (PS/RtI) model in schools, as well as the extent to which coaching enhances the fidelity of implementation of PS/RtI practices in those schools. Data from 34 schools in seven districts participating in three years of a statewide initiative to implement PS/RtI practices with assistance of a PS/RtI coach were used to evaluate the relationship between coaching activities and levels of implementation and integrity outcomes. Data on various coaching-related factors (i.e., perceived coaching quality, coach continuity, frequency and duration of training and technical assistance), educator beliefs and perceived skills, and PS/RtI implementation and fidelity levels were collected and examined utilizing a series of multilevel modeling (MLM) procedures. Results of the analysis suggest that a number of coaching variables were related to growth in specific measures of PS/RtI implementation and fidelity over time. Specifically, shorter, more frequent training sessions were related to higher levels of staff consensus and fidelity of problem analysis implementation over time after controlling for the quality of the coaching delivered. Growth in PS/RtI implementation over time was predicted positively by the continuity (the degree to which coaching was delivered by the same individual over the three years of the study) of the coaching received. Educators' perceptions of their own PS/RtI skill levels related to manipulation of data and use of technology in schools predicted increases in fidelity of problem identification implementation over time after controlling for quality of coaching. Fidelity of program evaluation/RtI implementation was predicted by the quality of coaching received across time. The relationship between coaching and infrastructure development, as well as the relationship between coaching and fidelity of intervention development and implementation, were unclear. Potential explanations for the findings from this exploratory study and implications for future research are discussed.

Microfinance is a development tool used to reduce poverty among extremely poor households. Impoverished households can access lines of credit through microfinance institutions (MFIs), in order to create a new business, smooth household consumption, fund medical emergencies, etc. Many authors postulate that MFIs are drifting from a welfarist to an institutionalist approach to lending. Using MIXMarket data on specific MFIs in 118 countries between 1995 and 2011, the average loan balance of these organizations will be regressed against measure of outreach and sustainability of these institutions by charter type through a series of four, fixed effects models. The main research question is: given that a positive, overall shift in average loan balance indicates an institutionalist shift in mission, how does this impact microfinance institutions and the demographics they target on the intensive and extensive margins? These analyses will test the theory that MFIs with larger average loan balances serve households closer to the subsistence poverty level, a manifestation of mission drift toward the institutionalist philosophy of lending. The phenomenon of mission drift directly impacts the outcomes of microfinance institutions and the target demographic of the organization. The results of this study indicate that the mission of these organizations is drifting toward the institutionalist philosophy of lending. With this general result, mission drift can be observed within both the internal and external margins of the microfinance industry, which influences the chosen target market, profit generated, and structure of MFIs, as determined by the mission of the organization.

South Africa is living is turbulent times at present. Non-government educational organisations are challenged by changes in education policy and by scarcity of donor funding for their work. This study focuses on the management of organisation change in a non-government organisation (NGO) working in rural areas of the Eastern Cape Province. I undertook the research to gain a clearer understanding of the management of organisational change. I used a third-wave change management approach, the future search conference, to conduct the process of change with the NGO. It focuses on the positive aspects of the organisation, its potential and its desired future. I conducted both the study and the future search conference as participatory action research, which involved the participants in the cycles of planning, action, observation and reflection and thus built ownership of the solutions they generated. I used the accounts of the activities arising from the future search conference, minutes of meetings, semistructured interviews and observation of behaviour to gather data. I analysed the data using triangulation, and in particular, space triangulation, to minimise the impact of the differences in culture and language use in the facilitator and participants. Analysis of the data collected revealed in the NGO that change and transformation are slow processes requiring ongoing support from the OD consultant. The staff defined organisational effectiveness, the goal of organisational change initiatives, in terms of fundraising ability. This ability embraces many of the qualities of a learning organisation and open systems thinking, two requirements for successful organisational change. In the NGO both organisation development and transformation were processes as well as products, and changes could not easily be measured until after the processes were completed. Organisational culture, and in particular the juxtaposition of the values of the organisation and staff and those of its partners and clients, played an important role in transformation. The differences lay in a ‘being’ and a ‘task’ orientation and the staff’s responsibility lay in building connections between the two. The staff received the approach of the future search conference well and there was an equally good fit between the future search conference and participatory action research. This needs to be investigated further with regard to change management in South African organisations.

According to the Financial Sector (FS) Charter, in August 2002, at the NEDLAC Financial Sector Summit, "the financial sector committed itself to the development of a Black Economic Empowerment (BEE) charter. It made this commitment, noting that: "Despite significant progress since the establishment of a democratic government in 1994, South African society remains characterised by racially based income and social services inequalities. This is not only unjust, but inhibits the country's ability to achieve its full economic potential. BEE is a mechanism aimed at addressing inequalities and mobilising the energies of all South Africans. It will contribute towards sustained economic growth, development and social transformation in South Africa. Inequalities also manifest themselves in the country's financial sector. A positive and proactive response from the sector through the implementation of BEE will further unlock the sector's potential, promote its global competitiveness, and enhance its world class status". Parties of the Financial Sector Charter agreed on the seven pillars below: 1) Human resource management - provide resources to develop skills of black people with the aim of increasing black participation in all levels of management in the sector. 2) Procurement policies - implement a targeted procurement strategy to enhance BEE. 3) Enterprise development - improve the level of support provided to BEE companies in all sectors of the economy. This would be achieved through skills transfer, administration and technical support. 4) Access to financial services - provide affordable financial services to the previously disadvantaged groups and making sure financial services are accessible to these groups. 5) Empowerment financing - work closely with government and government financial institutions to increase resources for empowerment financing. 6) Ownership in the financial sector - 25% of shares in each party of the FS Charter should be owned by black people by 2010. 7) Corporate social investrnent (CSI) - Each financial institution will have to spend 0.5% of their after-tax profit on corporate social investment projects. The projects should be targeted at black groups with a strong focus on transformation. The research evaluates the applicability of Lewin's Force Field Analysis (a change management model) in the implementation of the Financial Sector Charter at Standard Bank of South Africa. It attempts to achieve this by looking at how the Financial Sector Charter is being implemented at Standard Bank. The research looks at three main areas: 1) The "context" of the research problem, by seeking to understand Standard Bank's understanding of the FS Charter, the importance of implementing the FS Charter by the bank, the progress made thus far in the FS Charter implementation and comparison to the BEE scorecards of the other three main bank. 2) The "process", i.e. how the FS Charter is implemented in the bank, the driving and restraining forces of successful implementation of the FS Charter and the lessons learnt. 3) The "outcome" , i.e. benefits of implementing the FS Charter and what could be done to ensure that change management processes are successfully implemented. Personal interviews were used to discover other valuable information which was not available on the bank's published documents, and other related sources such as the Financial Sector Charter document. The sample size for the study was ten Standard Bank employees from different areas of the bank who are either senior managers or directors, in the bank. Internal publications available on the Standard Bank intranet such as the bank's employment equity plans, and the bank's sustainability reports from 2004 to 2011 (Standard Bank, 2004-2011) were analysed for the purpose of the study. The researcher also analysed public documents such as the bank's annual financial reports, bank's equity reports and internal publications on related topics of the research question. Lewin's Forces Field Analysis (FFA) points out that in any environment where change is required; there are both driving and restraining forces that influence the implementation of a change programme. The FFA is a valuable change management tool at trying to transform the behaviour of an individual, and this will lead to transformation of groups and, ultimately the organisation. It also helps to establish the balance between the driving and restraining forces of the change programme. Lewin's (1951) theory put forward the idea that change occurs in three stages: the first stage of change is unfreezing; the second stage is moving and lastly, the third stage is refreezing. In the unfreezing stage, the bank's change management initiatives would need to be directed at giving the individuals a desire and motivation to be ready and open about a planned change initiative. This could be achieved by clearly communicating why change is important, benefits of change and the compelling reasons for change. In moving, the bank would need to give support and confidence to the people affected by change in order to start accepting and buying-in to new perspectives, which enable them to realise that change will improve the current situation. In the refreezing stage, the bank would need to ensure that new patterns of behaviour are reinforced. This will ensure that the changes are applied in everyday business, and this helps create a sense of stability, where those affected by change feel comfortable and confident with the new approach of doing things. The research concludes that managers should recognise the sensitivity around transformation, and should always try to ensure that change management initiatives directed at transformation are unifying, fair and transparent. This should be done to avoid a situation where an employee (or prospective employees) and other stakeholders feel under-appreciated or overlooked because of their gender or race. This demands a carefully crafted and implemented change management programme, whose results will not only unify the bank's employees, but also create a competitive edge for the bank. Lewin's Force Field Analysis (FFA) model is a change management tool that could be used to produce such results.

Thesis (MBA)--Stellenbosch University, 2012.<br>If one compares governments to the corporate world across the globe, it often plays second fiddle when it comes to strategy; new ideas, adopting of new management styles & processes and lastly, change, for this reason, the Provincial Government of the Western Cape recently undertook a journey that would shed it from these stereotypical behaviours. The journey was Christened „The Modernisation Programme‟ and was launched in 2009; one of its brainchildren named „Project Management Approach‟ was created as the bastion against inefficiencies and ineffective service delivery. A case in point is the unfinished Eastern Boulevard freeway in the city centre of Cape Town; the project was scrapped in the seventies, as the need for it was not justified by the traffic demand at the time in relation to its astronomical cost - a clear indication of poor project planning and management. This study was therefore undertook to examine whether the Project Management Approach (PMA) as part of the holistic Modernisation Programme was successfully implemented and if it yielded the expected results and attitude change in the project management environment in the Department of Transport and Public Works, which is responsible for more than half of all Provincial Government‟s projects. The study examines the impact the Project Management Approach had on service delivery, project management IT infrastructure and as a strategic tool. The analysis showed that although the PMA was welcomed by top management and even has the Director General (DG) as its business champion. However, it fell by the way side two to three years later, this was mostly due to limited communication, which practically ceased two years later and a steering committee that was never fully established and supported by senior official. An outcome, which resulted in roughly half of the project leaders being partially aware of the PMA, a similar analysis also revealed that they were not even aware of it being a long-term strategy. The analysis based on stakeholder involvement was more positive and many of the client department‟s end users were satisfied with the degree of improved cooperation between departmental teams. Further analysis conducted on the client/end user‟s opinion resulted in positive responses but failed to fire up the researcher‟s enthusiasm, as it was hardly the response one would expect from clients, had international standards and best practices been present. “Project management can be defined as a way of developing structure in a complex project, where the independent variables of time, cost, resources and human behaviour come together.” (Rory Burke) “Operations keeps the lights on, strategy provides a light at the end of the tunnel, but project management is the train engine that moves the organization forward.” (Joy Gumz)

Organizations play key roles in modern societies. The importance of organizations for a society requires an understanding of organizations. In order to fully understand public organizations, it is necessary to recognize how organizational settings affect subjects of organizations and organizing. Although public and private organizations interrelate with each other, the two types are not identical. In this dissertation, I attempt to describe public organizations in their own setting by discussing three important topics in public organization theory: (1) innovation adoption in the public sector; (2) representative bureaucracy; and (3) decline and death of public organizations. In Chapter II, I scrutinize early adoption of innovations at the organizational level and explore which public organizations become early adopters in the diffusion process. The adoption of an innovation is directly related to the motivation to innovate. That is, organizations performing poorly will have a motivation to seek new solutions. I estimate the strength of the motivation by observing prior performance. The main finding of the second chapter is that performance-based motivation has a twofold impact on early innovation adoption: negative for organizations with low performance, but positive for those with very high performance. This study estimates top 3.8% as the turning point defining which organizations attain outstanding performance and show the positive relationship between performance and innovation adoption. In Chapter III, develop a theoretical framework for predicting and explaining active representation in bureaucracy and test two hypotheses from the framework to test its validity. First, active representation requires the loss of organizational rewards. Second, a minority group mobilizes external support to minimize the cost of active representation. These findings support that active representation is a political activity in which bargaining between formal and informal roles occurs. In addition, I add evidence to the literature demonstrating that the two prerequisites – policy discretion and a critical mass – must be satisfied for active representation to occur. In Chapter IV, I argue that organizational change is a result of a relationship between an organization and the environment. And, I suggest and advance the theory of organizational ecology for examining environment effect on organizational decline and death. The theory has been extensively studies in the business sector, so I advance the theory to be applicable to the public sector. First, I add political variables, such as change in the executive branch and the legislature, unified government, and hypothesize that (1) an organization established by a party other than the one in the executive branch in any given year will be more likely to be terminated or decline; that (2) an organization established by a party other than the one in the legislature in any given year will be more likely to be terminated or decline; and that (3) if an unfriendly party controls both the executive branch and the legislature, organizations established by other parties are more likely to be terminated or decline. Second, the effect of the economic environment on the life cycle of public organizations is not as straightforward and simple as their effect on business firms.