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Tesis sobre el tema "Organisational change"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 25 de julio de 2025

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1

Apelt, Christina L. "Organisational change in public organisations." Thesis, Queensland University of Technology, 2014. https://eprints.qut.edu.au/73086/2/Christina_Apelt_Thesis.pdf.

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This research applies a multidimensional model of publicness to the analysis of organisational change and in so doing enriches understanding of the public nature of organisations and how public characteristics facilitate change. Much of the prior literature describes public organisations as bureaucratic, with characteristics that are resistant to change, hierarchical structures that impede information flow, goals that are imposed and scrutinised by political authority and red tape that constrains decision-making. This dissertation instead reports a more complex picture and explains how public

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2

Kingswood, Martha. "Being organisationally changed : exploring with NHS professional staff the impact of organisational change." Thesis, University of Essex, 2014. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.617078.

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Organisational change within the NHS is a familiar event. This study explored the impact it has on staff in a clinical setting , and focuses on how staff experience such change. The study took place in two Child and Adolescent Mental Health Services, in two separate NHS Trusts in England. The exploration is qualitative, using grounded theory, and data collection is through semi-structured individual interviews completed at two points in time: the initial principal interview, and a follow up interview. Sampling is purposive and focused on staff within multi-disciplinary teams providing front-li

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3

Siddieg, T. E. S. I. "Culture and organisational change in a major Sudanese organisation." Thesis, Lancaster University, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.304295.

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4

Mia, Mohammad Badruddozza. "ICT-based information systems and organisational change in microfinance organisations." Thesis, Open University, 2013. http://oro.open.ac.uk/54684/.

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Microfinance has been used as a means of alleviating poverty for many years. A large number of organisations implement microfinance, covering a significant proportion of the world population. This study looks into the information systems (IS) of microfinance following an interpretive epistemological philosophy, drawing on research approaches within the fields of IS and organisational studies. It is based on an in-depth comparative case study in six micro finance organisations with different features and characteristics, combined with a questionnaire survey covering fifty-eight microfinance org

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5

Kyriakidou, Olympia. "Organisational identity and change : the dynamics of organisational transformation." Thesis, University of Surrey, 2001. http://epubs.surrey.ac.uk/723/.

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6

Bin, Ali K. "Planned incrementialism in organisational change." Thesis, Swansea University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.636096.

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This thesis has presented an insight on the application of power coercive approach to organisation change. It has been concerned with the organisational change in the restructuring of health care, a case in point is the pathology service in a restructured hospital. The study has shown the process of change and the behaviour of people at work. The restructuring process per se has been a success, but the social system seems not to have progressed in parallel. This might arise from the fact that the planners for change were more focused on the health care economics and development, leaving the so

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7

Chetty, Trevlyn Albert. "Leadership sacrifice for organisational change." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/29454.

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As organisations strive to become more competitive and leaner, leadership and leading change have become key ingredients in the recipe for success. However leaders in times of difficult organisational change may not be effective in leading the change for themselves and their people. The leader’s ability to see and work beyond his or her personal needs is becoming more prevalent - leaders like Nelson Mandela and Mahatma Ghandi showed a special kind of behaviour that was fulfilling to a greater purpose.This has prompted the need to gain a deeper understanding into self-sacrificial leadership tha

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8

Cao, Guangming. "Systems thinking and managing organisational change." Thesis, University of Bedfordshire, 2001. http://hdl.handle.net/10547/293966.

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This thesis is about how systems thinking might contribute to the successful management of change (MOC). The motivation is the increasing importance of MOC in an environment where competition and internationalisation of markets are ever intensifying: organisations either "change or die", yet MOC suffers adversely with unacceptably high failure rates. A critique of MOC literature shows that current MOe methodology is characterised by reductionist approaches with a diversity of confusing and contradictory suggestions and recipes. This is seen to be impoverished where different types of

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9

Cilliers, Barbara. "Coping with uncertainty during organisational change /." St. Lucia, Qld, 2003. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17364.pdf.

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10

Kaniadakis, Antonios. "The Agora of Techno-Organisational Change." Thesis, University of Edinburgh, 2007. http://hdl.handle.net/1842/24754.

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This thesis seeks to enhance our understanding of the Technology-Organisation (T-O) relationship by developing a novel theorisation, based on the concept of the Agora of Techno-Organisational Change (ATOC). This concept is developed and examined in relation to detailed studies around a Greek Bank (GB) and a systems supplier (SIF). The thesis starts by exploring various approaches to analyzing the T-O relationship articulated from different disciplines. It identifies a number of shortcomings – linked to key theoretical distinctions/debates in social sciences (action-structure, micro-macro, glob

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11

McCallum, Mairi. "MOCHA : modelling organisational change using agents." Thesis, University of Aberdeen, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.430394.

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Agent-based computing is becoming a popular tool for modelling, designing and implementing distributed systems. In the engineering of multi-agent systems both the analyst and architect may benefit by thinking about the solution in terms of the roles that agents may enact and the relationships between them. As in human organisations, roles and the relationships between them define expected behaviours of the members of an organisation. The organisational structure thus produced provides an effective way to capture medium- to long-term associations and dependencies between agents. If the organisa

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12

Beijer, Sofia, and Jeanette Gruen. "Employee Engagement During An Organisational Change." Thesis, Stockholms universitet, Företagsekonomiska institutionen, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-135262.

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The changing nature of organisation life becomes more and more intense as organisations are constantly striving to adjust to serve the needs of an ever-changing environment. At the same time, the importance of keeping employees engaged is essential to organisations. The aim of this thesis was to contribute with a deeper understanding of employee engagement during an organisational change process. A deeper insight of how individuals perceive a changing work environment on an emotional level will help managers to go through the process while they are ensuring engagement of their employees. Our f

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13

O'Loughlin, Bryan. "Safety culture during major organisational change." Thesis, Aston University, 1998. http://publications.aston.ac.uk/13286/.

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This research examines the effect of major changes, in the external context, on the safety culture of a UK generating company. It was focused on an organisation which was originally part of the state owned Central Electricity Generating Board and which, by the end of the research period, was a self-contained generating company, operating in a competitive market and a wholly owned subsidiary of a US utility. The research represents an attempt to identify the nature and culture of the original organisation and to identify, analyse and explain the effects of the forces of change in moulding the f

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14

Bedser, Mark Bernard. "An assessment of change readiness prior to significant organisational change." Thesis, Rhodes University, 2013. http://hdl.handle.net/10962/d1001870.

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This research paper is broken up into three sections, namely an evaluation report, a literature review and research methodology. The evaluation report section is the assessment of the current state of change readiness within the Eskom Contact Centre’s based upon what the literature on change readiness prescribes. The timing of the change readiness assessment is just prior to significant organisational change. The organisational change that was about to be initiated by the organisation was initiated from the boardroom of the most senior echelons of the organisation, and was directed in a top do

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15

McCafferty, Sara. "Managing change : using organisational change theory to understand organisational responses to health policy : a case study in commissioning." Thesis, University of Newcastle upon Tyne, 2014. http://hdl.handle.net/10443/2462.

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Background : The NHS in England has been subject to numerous reforms and changes in health policy since its inception in 1948. Such changes often mean that organisational strategies are halted, diverted or otherwise prevented from being completed. To date research in health care settings has considered change in a broad context but there has been limited research which focuses on how organisations respond and adapt to changes in health policy specifically. The objective of this research is to explore how existent change management literature and models can be used to understand how organisatio

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16

Azhar, Zubir Bin. "Organisational change, accounting change and situational logics : an intra-organisational analysis of reengineering in a Malaysian government-linked company." Thesis, University of Manchester, 2015. https://www.research.manchester.ac.uk/portal/en/theses/organisational-change-accounting-change-and-situational-logics-an-intraorganisational-analysis-of-reengineering-in-a-malaysian-governmentlinked-company(522daa1b-a3cc-4c70-bd68-ed3f174e6680).html.

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This thesis presents an interpretive case study of a Malaysian Government-linked Company (GLC) namely Malaysia Airports Holdings Berhad (MAHB) which has recently implemented a business reengineering programme. This change programme was imposed by MAHB's parent company as part of a wider government reform agenda to address GLCs' 'underperformance' post-privatisation. Since long-term business value has become an increasingly important goal, MAHB has attempted to enhance its performance through various change initiatives which have led to institutional change. The thesis analyses the role of situ

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17

Tluchowska, Malgorzata. "Management of group processes during organisational change /." [St. Lucia, Qld.], 2002. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17057.pdf.

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18

Randle, Hanne. "A partnership approach : strategies for organisational change." Licentiate thesis, Karlstad University, Faculty of Economic Sciences, Communication and IT, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-2409.

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<p>The research described in this report aimed to describe “best practice” for partnership based work in the labor market in the steel and metal industry as a response to the process of restructuring in the European steel and metal sector. It is based on case studies at two companies manufacturing goods to a global market and presents how the blue-collar workers union has dealt with the management of organizational change in the steel and metal industry in Sweden. The results in this report show that both companies have been successful when it comes to responding to the restructuring in the st

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19

Ratnasari, Gusti Ayu Indah. "A study of organisational change and corruption." Thesis, University of York, 2016. http://etheses.whiterose.ac.uk/15604/.

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The link between organisational change and corruption has been largely neglected in the literature, despite myriad studies conducted by researchers in many different fields on both phenomena. To fill the gap, this study provides empirical evidence about the interplay between organisational change and corruption. Case study is employed as a research strategy. The organisational change initiative being studied is the reformation or modernisation of a tax authority. The empirical data include 21 interviews, 21 drawings (from two focus groups), and 10 photographs. Thematic analysis was employed to

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20

Bryant, Gerdina, and n/a. "Employee Perceptions of stress and organisational change." University of Canberra. Education, 1995. http://erl.canberra.edu.au./public/adt-AUC20060619.154654.

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This study explored employees' perceptions of organisational change as a stressor within a public sector work place undergoing significant change. A number of major stress-producing factors in that environment were examined and data collected of employees' perceptions of the nature of stress, changes in health status and data gathered of stress-related compensation claims. Data was also collected of employees' perceptions of effective strategies for coping with change from an individual and organisational perspective. The research design was a case study with embedded units of analysis incorpo

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21

Stowell, Franklyn Arthur. "Change, organisational power and the metaphor 'commodity'." Thesis, Lancaster University, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.330051.

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22

Shah, Naimatullah. "Determinants of employee readiness for organisational change." Thesis, Brunel University, 2009. http://bura.brunel.ac.uk/handle/2438/4460.

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Organisations are continually confronting challenges to remain competitive and successful, which compels organisations to regularly re-evaluate their strategies, structures, policies, operations, processes and culture. Managing change effectively is however a main challenge in the change management domain because of massive human involvement. Thus, managers and change agents are eager to know how to encourage and effectively prepare employees for change situation. The aim of this doctoral study was to examine the determinant of employee readiness for organisational change. The objectives were

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23

Ellis, Robert Keith. "Toward a systemic theory of organisational change." Thesis, City University London, 2002. http://openaccess.city.ac.uk/7601/.

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Change is the subject matter for this thesis which reports on a research programme that has investigated the issue of effective and sustainable organisational change. Organisational change possesses an almost obsessive interest for many organisational and behavioural scholars. Nevertheless, it has been observed that a majority of organisational change initiatives fail, or fail to realise the promise intended by the managers who institute such programmes. This research programme, and the associated thesis, has recognised that organisational change is both enigmatic and paradoxical as it is a 'c

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24

Keogh, Peter. "Discourse and the mechanisms of organisational change." Thesis, Lancaster University, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.429972.

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25

Engelbrecht, David Johannes. "Progressive change management keys towards organisational effectiveness." Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52415.

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Thesis (MBA)--Stellenbosch University, 2001.<br>Organisations find themselves in a challenging and changing environment. The focus of the study is to use the Marden diagnostic model of change management as a guide to transform organisations in order to meet competitive challenges of changing market conditions. The first half of the study underlines the need for organisations to stay in a mode of constant change. It explains the systems approach to organisational change that is prescribed by the Marden diagnostic model of change. The change process is initiated by focusing the organisati

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26

Chowthee, Nishi Lalmanie. "The meaningfulness of coaching during organisational change." Thesis, Stellenbosch : Stellenbosch University, 2013. http://hdl.handle.net/10019.1/95626.

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Thesis (MPhil)--Stellenbosch University, 2013.<br>On 1 April 2011, Vodacom (Pty) Ltd. underwent major transformation, which resulted in changes to the organisation's purpose, vision, strategies and culture. In changing to a purpose-based organisation and its commitment to being a learning organisation, a culture change is required in order for the organisation to meet its strategic objectives. Organisational change at this large scale can be difficult and unsettling and the transition to the new way of doing things requires hardwiring of new learning through awareness and action. Coachin

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27

Carvalho, Oliveira Joao Pedro F. F. "Power and organisational change : a case study." Thesis, University of Dundee, 2010. https://discovery.dundee.ac.uk/en/studentTheses/ee082d56-43de-4f97-abe6-d03824405a75.

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This thesis reports the results of a case study conducted in a Portuguese manufacturing organisation, a part of a large group, which endured profound organisational changes. The initial objective of the research was to explore, in a processual way, the long-term interactions between an Enterprise Resource Planning (ERP) system, the consultants that implemented it and management accounting and control, in this organisation. However, during the fieldwork, the researcher was confronted with an apparent puzzle: in the past, formally powerful ‘central’ actors had been confronted with important limi

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28

Manns, Helen. "The environmental manager as organisational change agent." Thesis, Northumbria University, 2017. http://nrl.northumbria.ac.uk/36211/.

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The long term profitability and sustainability of organisations is inextricably linked to the health of our natural environment (Redekop, 2010) yet their actions continue to both directly and indirectly impact upon the environment and the services it provides. Organisations need to ensure that they have access to the skills, competencies and knowledge needed to operate within the constraints that the environment imposes and to change their business practices to respond to challenges that are inevitable in the future. However, skills and attributes to initiate and support organisational environ

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29

Hirekhan, Manjusha. "Organisational receptivity for change : a multilevel theory." Thesis, Aston University, 2017. http://publications.aston.ac.uk/37489/.

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The main theoretical contribution of this thesis is in the development and advancing of the organisational receptivity for change (ORC) theory adopting a multilevel perspective. Organisational change is a multilevel, multifaceted and complex phenomena which require cohesiveness of all levels for effective change implementation (Pettigrew et al., 1987; Butler, 2003). The ORC theory has been around for a decade, still, there is not much development on the original model (Bennett and Ferlie 1994; Butler 2003). Butler and Allen (2008) argue that receptivity factors are ‘higher order capabilities’

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30

Nicol, Paul W. "Scenario planning as an organisational change agent /." Full text available, 2005. http://adt.curtin.edu.au/theses/available/adt-WCU20060327.164011.

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31

Du, Plessis Johannes Jacobus. "Organisational change management in the IT department." Pretoria : [s.n.], 2008. http://upetd.up.ac.za/thesis/available/etd-08222008-121322.

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32

Nicol, Paul. "Scenario planning as an organisational change agent." Thesis, Curtin University, 2005. http://hdl.handle.net/20.500.11937/2127.

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The thesis was based on a unique opportunity to compare the perceptions of participants before and after a scenario planning project conducted in a water utility. The researcher was able to explore the perceptions of the participants of scenario planning as a change agent directly, and so address a concern in some of the literature that much of the body of knowledge on scenario planning has been filtered through the viewpoints of scenario planning practitioners. Through the use of an adapted grounded theory approach, the perceptions of the participants emerged independently of a pre-conceived

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33

Nicol, Paul. "Scenario planning as an organisational change agent." Curtin University of Technology, Graduate School of Business, 2005. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=16321.

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The thesis was based on a unique opportunity to compare the perceptions of participants before and after a scenario planning project conducted in a water utility. The researcher was able to explore the perceptions of the participants of scenario planning as a change agent directly, and so address a concern in some of the literature that much of the body of knowledge on scenario planning has been filtered through the viewpoints of scenario planning practitioners. Through the use of an adapted grounded theory approach, the perceptions of the participants emerged independently of a pre-conceived

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34

Asquith, Andrew Richard. "Change management in local government : strategic change agents and organisational ownership." Thesis, Birmingham City University, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.385165.

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This thesis analyses strategic change management in English local government and suggests the most appropriate leadership and management approaches for achieving successful organisational change. Using a model of organic evolution, the research identifies and analyses three distinctive stages in the development of management systems and practices in local government. These stages can be identified as: traditional, corporate and strategic approaches. A sample of eight local authorities representing two from each of the major English authority types was selected. Extensive qualitative research e

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35

Martin, Angela Jayne, and n/a. "Employee Adjustment During Organisational Change: The Role of Climate, Organisational Level and Occupation." Griffith University. School of Applied Psychology (Health), 2002. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20031003.090413.

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The present studies were designed to advance theoretical understanding of employee adjustment during organisational change. There were two broad aims of the thesis. Firstly, the role of organisational climate factors in facilitating employee adjustment during change was examined by testing models based on Lazarus and Folkman's (1984) cognitive-phenomenological account of stress and coping processes. In particular, the concept of coping resources was expanded to examine organisational factors rather than individual attributes. Secondly, the extent to which organisational sub-groups differ i

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36

Elsmore, Peter John Anthony. "The management of organisational change : an investigation into the realities of organisational cultures." Thesis, Anglia Ruskin University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.285918.

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37

Clifford, Nicholas R. "Organisational obstinacy and its effect on organisational change : a longitudinal action research approach." Thesis, University of Manchester, 2014. https://www.research.manchester.ac.uk/portal/en/theses/organisational-obstinacy-and-its-effect-on-organisational-change--a-longitudinal-action-research-approach(c774051f-d98d-4112-a5ce-9afb0b2f62a5).html.

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The Study identifies a lack of investigation into ‘organisational obstinacy’. Organisational resistance is critiqued for ignoring the ambivalence of individuals’ and groups’ feelings around change. As a consequence, work on resistance has tended to concentrate on improving change management techniques rather than influencing organisational forces. In contrast, obstinacy is felt to contain positive as well as negative attitudes which both contribute to why change programmes falter. Organisational characteristics examined include frameworks of interdependencies, the conceptual and shared underst

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38

Martin, Angela. "Employee Adjustment During Organisational Change: The Role of Climate, Organisational Level and Occupation." Thesis, Griffith University, 2002. http://hdl.handle.net/10072/367952.

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The present studies were designed to advance theoretical understanding of employee adjustment during organisational change. There were two broad aims of the thesis. Firstly, the role of organisational climate factors in facilitating employee adjustment during change was examined by testing models based on Lazarus and Folkman's (1984) cognitive-phenomenological account of stress and coping processes. In particular, the concept of coping resources was expanded to examine organisational factors rather than individual attributes. Secondly, the extent to which organisational sub-groups differ i

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39

Van, der Rede Liesl. "Sensemaking and organisational storytelling." Thesis, Link to the online version, 2007. https://etd.sun.ac.za/jspui/handle/10019/475.

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Patel, Talhah. "Factors leading to successful organisational change outcomes : an in-depth study of organisational change at a large South African manufacturer." Diss., University of Pretoria, 2020. http://hdl.handle.net/2263/79635.

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In an increasingly VUCA (volatile, uncertain, complex and ambiguous) environment, organisations are being subjected to a tremendous amount of change. The need for leaders to develop a competency in organisational change management is critical for the competitiveness of their organisations. Despite extensive academic research, the failure rate of change initiatives remains extremely high. Purpose and methodology The study contributes towards the field of organisational change management. The purpose of the research questions was to understand factors that contribute towards successful change ou

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41

Vo, Hong Nga, and vohongnga@hotmail com. "Nexus between organisational culture and IT implementation in Vietnamese organisations : a doctoral thesis." Swinburne University of Technology. Australian Graduate School of Entrepreneurship, 2005. http://adt.lib.swin.edu.au./public/adt-VSWT20060605.150040.

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In Vietnam, together with the renovation program known as Doi moi, promulgation of resolution 49/CP in 1993 and subsequently of directive 58 CT/TW in 2000 provided the incentive and resolve to use Information Technology (IT) as a driver of economic development and social advancement. Thus, IT was designated a national strategic priority. However, despite the Government�s efforts to implement IT, uptake and use of IT in organisations have been embryonic. Existing studies implied IT implementation in Vietnamese organisations to have been influenced in part by organisational culture factors trace

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42

Gunn, Natalie Isabella. "Staff evaluation of organisational context and change process : implications for managing change /." [St. Lucia, Qld.], 2005. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe20091.pdf.

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43

Pollack, S. E. "The individual experience of change : Towards a theory for evaluating organisational change." Thesis, Henley Business School, 1987. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.381524.

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44

Dlova, Babalwa Peggy. "Influence of change on organisational culture in a private healthcare organisation of South Africa." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020855.

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The study set out to explore the influences of change on organisational culture in a private healthcare organisation of South Africa. The research was conducted at Life Healthcare, the largest private hospital group in South Africa. A survey questionnaire was constructed and used as a means of collecting data for the purpose of this study. The data was collected from a sample of 189 respondent managers using stratified probability sampling technique. Data analysis was conducted by applying descriptive and inferential statistical methods.

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45

Chu, Catherine. "E-business and organisational change : a structurational analysis." Thesis, London School of Economics and Political Science (University of London), 2004. http://etheses.lse.ac.uk/1817/.

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The focus of large-scale e-business development has shifted to the large 'blue-chip' corporations. However, large companies not only have to tackle a new technology that could permeate the entire organisation and along its supply chain, but they have to deal with new business models, revised processes, additional marketing channels, mounting cost pressures, and heightened service expectations from customers. This is particularly difficult for large multinationals that span the globe with their rigid bureaucratic structures, elaborate power networks, and ingrained cultural properties. Hence, th

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46

Fletcher, Denise E. "Organisational networking, strategic change and the family business." Thesis, Nottingham Trent University, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.245635.

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47

Raimond, Paul. "Using the strategic planning process for organisational change." Thesis, University of Bath, 1986. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.280432.

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48

Davis, Ann. "Job values and expressed attitudes to organisational change." Thesis, University of Nottingham, 1992. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.334520.

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49

Haughton, Cameron Ruthline Elorine. "Organisational leadership and change in an urban institution." Thesis, University of Sheffield, 2016. http://etheses.whiterose.ac.uk/19597/.

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Jamaica’s education system has long been known to be two-tiered (traditional and non-traditional); the vestiges of a colonial past. This is a case study of an upgraded/non-traditional Jamaican secondary school located in an inner-city urban centre, here named Tree of Life High School (TLHS, pseudonym). The TLHS had a reputation for academic underperformance and indiscipline, however was reported to experience a transformation. The purpose of the study was to examine the perceived factors which led to the improvements at the school from multiple perspectives- namely principal, teachers and stud

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Myburgh, Ras. "Designing an organisational change programme for Iscor Mining." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/51675.

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Thesis (MBA)--Stellenbosch University, 2000.<br>Iscor Mining is facing key challenges due to the intensification of international market competition, deteriorating commodity prices and escalating input costs. Its parastatal history and protected environment during the years of isolation, was not a conducive environment for the development of a high performance organisation. Iscor management recognised this challenge and embarked on a programme to kick-start improvement on all its operating units. This programme delivered on expectations, but signs of weaknesses in the organisation's a

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