Deelname, verbintenis en kreatiwiteit as gemanifesteerde veranderlikes van bestuursprestasie

• Main Author: Greeff, Ryno Matthys
• Other Authors: Badenhorst, Frans Hendrik
• Format: Others
• Language: af
• Published: 2015
• Subjects: Collaboration; Commitment; Creativity; Management values; Problem solving; Social context; Impact; Relevance; Task environment; Climate; Supporting structures; Management credibility; Team work; 658.314 GREE; Employee motivation; Creative ability in business; Corporate culture; Organizational effectiveness
• Online Access: http://hdl.handle.net/10500/16873

Text in Afrikaans === Bestuursmodelle word vandag oor die algemeen as diagnostiese instrumente in organisasies benut. Die struktuur van hierdie bestuursmodelle word selde ondersoek om te bepaal of dit met die empiriese realiteit verband hou. Hierdie studie het ten doel om so 'n model, die bestuursbevoegdheidmodel wat deur Hall( 1988) ontwikkel was, te evalueer. Hall se model gee antwoorde op vrae oor die algemene bestuursklimaat van die organisasie. Die installing waar die navorsing gedoen was, is 'n Suid-Afrikaanse militere installing. Die Ramona-program is gebruik om te bepaal of daar wei passing is tussen die empiriese realiteit en bestuursprestasie in die betrokke organisasie waar die studie uitgevoer is. Daar is gevind dat daar gebrekkige passing tussen die empiriese realiteit en bestuursprestasie bestaan. Die waarde van die studie le daarin dat die betrokke organisasie in staat gestel word om alternatiewe modelle te oorweeg wat bes moontlik meer effektief sou kon wees. === Management models are used today as diagnostic instruments in organisations. The structure of these management models is seldom investigated for its validity and reliability. The aim of this study is to evaluate the Competence Process model developed by Jay Hall(1988). This model provides answers on the general management climate of the organisation. The research was performed at a South African military institution. The Ramona-programme was utilised in order to determine the match between the empirical reality and management performance in the particular organisation where this study was performed. The finding was that there is insufficient match between the empirical reality and management performance. The value of this study is that the specific organisation can now consider alternative models of management performance that are more effective. === Psychology === M.A. (Industrial Psychology)