Die manifestasie van organisasietraagheid

• Main Author: Louw, Gerrit Johannes.
• Other Authors: Martins, N.
• Format: Others
• Published: 2015
• Subjects: Organisation inertia; Organisation transformation; Transformational and transactional variables; Reciprocity; Leadership; Work unit climate; Individual/organisational needs/values; Causality; Organisasietraagheid; Organisasietransformasie; Transformasie- en transaksionele veranderlikes; Wederkerigheid; Leierskap; Werkeenheidklimaat; Individuele behoeftes/waardes; Motivering; Kousaliteit; 658.406; Organizational change; Organizational behavior; Individual differences
• Online Access: Louw, Gerrit Johannes. (2001) Die manifestasie van organisasietraagheid, University of South Africa, Pretoria, <http://hdl.handle.net/10500/17243>; http://hdl.handle.net/10500/17243

Text in Afrikaans === Summaries in English and Afrikaans === Key terms in English and Afrikaans === Die doel van die studie was om organisasietraagheid as stremmende fenomeen te konseptualiseer en die manifestasie daarvan te ondersoek binne 'n tipiese werkorganisasie. Aandag is gegee aan organisasietransformasie binne die raamwerk van 'n diagnostiese model vir organisasie- en individuele ontwikkeling. Die empiriese studie bevestig die manifestasie van organisasietraagheid ten opsigte van die teikenorganisasie. Resultate bevestig dat respondente ten gunste is van veranderingsinisiatiewe, maar ondergeskiktes toon 'n emstige behoefte aan leierskap. Dit blyk ook dat die organisasie nie die vermoe het om vinnig op omgewingsveranderings te reageer nie. Gesonde bestuurspraktyke word nie gevolg nie en kreatiwiteit word nie aangemoedig nie. By ondergeskiktes bestaan ook twyfel oor veranderingsagente se vermoe om verandering te fasiliteer. === The purpose of the study was to conceptualise organisation inertia as a retarding phenomenon and to investigate its manifestation within a typical work organisation. Attention was given to organisational and individual development within the framework of a diagnostic model. The empirical study focussed on the manifestation of organisational inertia within the target organisation. Results confirmed that respondents are in favour of change initiatives but that the stimulation thereof do not exist. Subordinates are not encouraged to show creativity. The organisation demonstrates an incapability to respond to environmental changes and reflects a non-existence of healthy management practices. Little trust exists in the capability of change agents to facilitate change. === Economics and Management Sciences === M.A. (Industrial Psychology)