| Summary: | Thesis (MBA (Business Management))--Stellenbosch University, 2008. === ENGLISH ABSTRACT: The organisations of the 21st century are confronted with continuous changes.
It is necessary that organisations respond to these changes to improve the
level of their performance. Although the number of change initiatives within
organisations is the norm of the day, there are very few successes. One
reason for this, the author maintains, is the tendency to usually overemphasise
hard elements, and not attend adequately to the soft elements,
although the latter often contribute to the success of the organisation. These
soft elements are: staff, skills, style of leadership, and shared values.
The aim of the study is to enhance organisational performance of the proposal
engineering pillar (PEP) of Sizophumelela organisation. This department was
chosen because most of the corrective actions requests (CAR) due to non
performance at Sizophumelela are from PEP. The main objective of this study
is to identify the areas of concern in PEP, to develop an understanding of
organisational change and to propose interventions to address and solve
problem areas and improve performance.
The McKinsey 7S Model was used to analyse the effectiveness of this
department at Sizophumelela, an electrical transformer manufacturer and
refurbishment business. After the identification of problem areas, interventions
are proposed to address these issues.
In the literature review an overview of some organisational change models is
provided and the limitations of these models are also indicated. Out of these
models, the business process re-engineering (BPR) model was viewed as
important for this study; hence some aspects of that model form part of
proposed interventions to address the identified issues.
The McKinsey 7S Model is preferred for the performance analysis of the PEP
with its focus on: Strategy, structure, systems, staff, and style of leadership,
skills, and shared values. The 7S model is viewed by the author as the model
that has the greatest benefit, because both hard and soft elements are focused
on.
A comprehensive set of material available within the company was used and
structured interviews were conducted with all members of the PEP team. With
the help of this methodology the strengths and weaknesses were established
and some recommendations were made. === AFRIKAANSE OPSOMMING: Die organisasies van die 21ste eeu kom voortdurend te staan voor
veranderinge. Dit is nodig dat organisasies op hierdie veranderinge reageer om
hul vlak van prestasie te verbeter. Hoewel die aantal veranderingsinisiatiewe
binne organisasies vandag die norm is, is daar baie min suksesse. Een rede
hiervoor, volgens hierdie outeur, is die neiging om gewoonlik harde elemente
te oorbeklemtoon en nie genoeg aandag te gee aan die sagte elemente nie,
hoewel laasgenoemde dikwels bydra tot die sukses van die organisasie. Hierdie
sagte elemente is: personeel, vaardighede, leierskapstyl, en gedeelde
waardes.
Die doel van die studie is die verbetering van organisasieprestasie in die
voorleggingsingenieurspilaar (PEP) van die Sizophumelela organisasie. Hierdie
afdeling is gekies omdat die meeste van die versoeke om korrektiewe optrede
(CAR) weens nieprestasie by Sizophumelela uit PEP afkomstig is. Die
hoofdoelwit van hierdie studie is om die areas in PEP waaroor daar kommer
bestaan, te identifiseer, begrip te ontwikkel van organisasieverandering en
intervensies voor te stel om probleemareas op te los en prestasie te verbeter.
Die McKinsey 7S Model is gebruik om die doeltreffendheid van hierdie afdeling
by Sizophumelela te ontleed. Laasgenoemde is 'n besigheid wat elektriese
transformators vervaardig en opknap. Na die identifisering van probleemareas
word intervensies voorgestel om aan hierdie kwessies aandag te gee.
In die literatuuroorsig word sommige modelle van organisasieverandering
bekyk en die beperkinge van hierdie modelle word ook aangedui. Uit hierdie
modelle word die model vir besigheidsprosesherontwerp (BPR) beskou as
belangrik vir hierdie studie, dus vorm sommige aspekte van daardie model
deel van voorgestelde intervensies ten opsigte van die geidentifiseerde
kwessies.
Die McKinsey 7S Model word verkies vir die prestasieontleding van die PEP met
sy fokus op strategie, struktuur, stelsels, personeel, leierskapstyl, vaardighede
en gedeelde waardes. Die 7S Model word deur die outeur beskou as die model
met die grootste voordeel, aangesien dit fokus op beide harde en sagte
elemente.
'n Omvattende stel materiaal wat binne die maatskappy beskikbaar is, is
gebruik, en gestruktureerde onderhoude is gevoer met al die lede van die PEP span.
Met behulp van hierdie metodologie is die sterk en swak eienskappe
bepaal en sekere aanbevelings gedoen.
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