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Research Publications (Management Sciences)

Permanent URI for this collectionhttp://ir-dev.dut.ac.za/handle/10321/217

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2015 - 20162

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Author: search.filters.author.Ngcamu, Bethuel SibongiseniSubject: search.filters.subject.Leadership

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    Conceptualizing transformation in the post-merger and incorporation environment era: A case of the Durban University of Technology
    (Emerald Group Publishing, 2016) Ngcamu, Bethuel Sibongiseni
    Purpose – The purpose of this paper is to gauge the knowledge of the university leaders at the Durban University of Technology on transformation. Design/methodology/approach – This study uses both quantitative and qualitative approaches guided by a structured survey questionnaire and in-depth interviews with the university leaders. The questionnaires generated the reliability coefficient α of 0.947, indicating a high degree of acceptance and consistency of the results. Findings – The study findings reveal the highest percentage of 70 per cent regarding the belief that transformation refers to restructuring the institution more than commonly anticipated variables such as race (56 per cent) and redressing the past injustices (59 per cent). Research limitations/implications – The limitation of the study was the scarcity of published material on the sub-dimensions of the study of transformation (transformation as referring to attracting qualified employees). Another limitation which was observed included the paucity of data regarding discipline and knowledge of transformation variables. Practical implications – This study suggests transformation in higher education institutions is defined through internal (operational and core) and external factors with a direct influence. Originality/value – This paper could potentially enrich the meaning of transformation, derived from the context and experience of South Africa.
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    The effect of skills development programmes and leadership opportunities brought by transformation: a case of the Durban University of Technology
    (Kamla-Raj, 2015) Ngcamu, Bethuel Sibongiseni; Teferra, Damtew
    Dramatic changes are taking place in Higher Education Institutions (HEIs) in South Africa. However, the poorly coordinated transformation programmes are being implemented by leaders who have limited capabilities. This study aims to investigate the influence of the skills development programme on the realisation of the transformation agenda and explores leadership opportunities available in the post-merger and incorporation era at this university. This study employed an exploratory method where in-depth qualitative interviews were conducted with 28 university leaders in middle and senior management positions. The study findings revealed that the majority of the research participants felt that the influences of the skills development programmes on transformation were accidental, as trainings offered were irrelevant and unresponsive to their particular needs. The research participants also claimed that there was no evidence of leadership development and succession planning, and no leadership opportunities in this university, as strategic positions were occupied by Indians, at this university which was a merger of a predominantly Indian and a predominantly White Technikons in 2002.