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Theses and dissertations (Management Sciences)

Permanent URI for this collectionhttp://ir-dev.dut.ac.za/handle/10321/14

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Start date: 2020Subject: search.filters.subject.Organizational change--Management

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    Organisational change management framework for hospitals : a comparative case of St Mary’s, Marianhill, South Africa and St Joseph’s, Adazi-Nnukwu, Nigeria
    (2024-05) Anusi, Happiness Ifunanya; Mutambara, Emmanuel
    Change management in healthcare organisations is a complex task considering the continuous changes in global demography, technology, strategies, clinical communication, information transfer, and disease burden. The current global pandemic highlighted the need for healthcare organisations to continue implementing measures that adequately respond to health challenges towards patient satisfaction. Many organisations find it difficult to implement organisational change successfully. Unsuccessful change programmes can be attributed to the lack of employee training and development, poor leadership, inadequate communication, poor organisational culture and inadequate resources (Mosadeghrad & Ansarian, 2014). However, change programme implementation and its impact depend largely on the ability of managers to adopt and adapt the change programme techniques in their organisations. Agboola & Salawu's (2010) identified that the introduction of change produces a variety of reactions due to the intrinsic uncertainty or the alteration of employee behavioural patterns, including status quo, anxiety and lack of tolerance, amongst others. The greater the impact on the existing culture, the greater the amount of resistance likely to emerge and the more difficult it will be to implement change. The study of Organisational Development (OD) can serve as a learning paradigm for academic research by enhancing student knowledge about how change management can enable hospitals to create effective responses to changes. The main purpose of this study was to explore organisational change management practices in hospitals in Nigeria and South Africa and proposed a conceptual framework for the change management process for hospitals in a developing context. Employees are one of the most critical elements in any organisational change. Research objectives guided this study to determine the influence of driving forces of change on employee performance in St Mary's Hospital, Marianhill and St Joseph's Hospital, Adazi-Nnukwu; to examine the impact of organisation culture on the practical implementation of change in St Mary's Hospital, Marianhill and St Joseph's Hospital, Adazi-Nnukwu; to determine the influence of practical implementation of change on patient satisfaction in St Mary's Hospital, Marianhill and St Joseph's Hospital, Adazi-Nnukwu; and to establish if drivers of change influence resistance to change during the implementation process in St Mary's Hospital, Marianhill and St Joseph's Hospital, Adazi-Nnukwu. This study provided information on resisting forces and stakeholder attitudes towards the change. And thus, assisted in restructuring the health system for greater efficiency through structural reforms that bring healthcare closer to the people, foster greater accountability and promote community participation. A case study research design was adopted for this study. An explanatory mixed-method approach was adopted with the observed hospitals. The target population and sampling frame were the employees and management from different organisational levels at both hospitals. The total number of employees and final sample size for the study was 132 for St Joseph's Hospital and 150 for St Mary's Hospital. The researcher designed two sets of questionnaires for all employees, a survey for quantitative and an open-ended questionnaire for qualitative. The Statistical Package for Social Sciences (SPSS) 28.0 and NVivo 12 were used to analyse the data. The analysis results for objectives one, two, three and four revealed a significant relationship between drivers of organisational change and employee performance. Organisational culture significantly impacted the practical implementation of change. Practical implementation of change showed a significant relationship with patient satisfaction. However, a non-significant association was found between drivers of change and resistance to change. The study found that both hospitals were successful in their change programmes. This can be attributed to proper employee training and development, good leadership, effective communication, strong organisational culture and adequate resources. Technology and organisational policy have been documented as key drivers of organisational change and performance. The study recommends that the management of the two healthcare organisations continue to implement technological changes with appropriate and required training. Management should continue to improve the adopted communication system, participative leadership and motivation system to enhance the implementation of change and promote team-building exercises to improve staff attitudes.
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    Change management leadership and its impact on employees’ resistance to change : case study of selected automobile companies in the Durban Metropolitan Region of KwaZulu-Natal (South Africa)
    (2022-04) Chukwuma, Nonye Emmanuella; Govender, L.N.
    This study is based on the contention that the world is shifting from an industrial paradigm to a post-industrial paradigm and, as a result, change ought to be managed effectively. The literature reviewed for this study has indicated that there are neither appropriate models to address monumental changes in the automobile industry, nor tools to address resistance to change, due to inadequate leadership skills. Accordingly, the study investigates existing change leadership styles and particularly focuses on the transformational and transactional change leadership styles which also include other leadership styles. The study further explores factors that influence resistance to change: demographic factors; the theoretical components of resistance to change; and communication adequacy. The research study also explores the process of a change management leadership model adapted from related research studies, which is aligned with managing resistance effectively at the selected automobile dealership companies in the Durban Metropolitan Region of KwaZulu-Natal. A sample size of 300 staff members and managers were conveniently considered, comprising 270 staff and 30 managers, in a mixed-method research study. However, only 170 questionnaires were returned, and 28 managers were successfully interviewed, which resulted in an average response rate of 66% (63% for the quantitative study and 93% for the qualitative study). To analyse the data quantitatively, inferential statistics and descriptive statistics were used. The hypothesised model formulated was tested with the structural equation model (SEM). Findings revealed no relationship between transformational leadership and resistance to change. However, there was a relationship between transactional leadership and resistance to change. Qualitative data were analysed using thematic analysis employing the NVIVO software package. Recommendations from the study include the application of the proposed change management leadership model and other intervention strategies mentioned in the study for the improvement of change management in the dealership companies.
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    Impact evaluation of Business Process Re-engineering (BPR) in the department of Academic Administration at a University of Technology (UoT) in South Africa
    (2021-01) Kunene, Xolani Sunshine; Neerputh, Shirleen
    Organizational evolution is an inevitable trend in higher educational institutions. Aside from being dynamic entities themselves, organizations operate under dynamic environments and exist to serve the needs of other entities that equally evolve. Most importantly, the services offered by organizations are susceptible client’s deliberate or induced changes. To remain relevant is a function of the quality of service offered and ability to continually add value in alignment with current demands. Ensuring this continuity is a monumental challenge that requires organizations to implement suitable strategies to monitor and evaluate their business processes to remain relevant, efficient, and competitive. This has given credence to the implementation of Business Process Re-engineering (BPR) in higher education to address operational challenges. The primary aim of this study is to investigate the impact of Business Process Reengineering implementation in the Department of Academic Administration in a University of Technology in South Africa. The research study objectives were: • To examine employee’s awareness of the broad principles of Business Process Re-engineering implementation in Higher Education; • To investigate the impact of Business Process Re-engineering on employee’s work daily routines, and • To investigate perception of employees on the success of Business Process Re-engineering. The research main question was: What impact has Business Process Re-engineering implementation had in the Department of Academic Administration in a University of Technology in South Africa? The sub-questions were: • What level of awareness exist amongst employees about Business Process Re-engineering? • What are the factors relevant for Business Process Re-engineering success? • What is the implementation status of Business Process Re-engineering in the Department of Academic Administration? A non-probability sampling method was used in this study. Relevant information was obtained through the application of the questionnaire, which was then classified into themes. A quantitative method approach was used. Self-administered questionnaires were used for data collection, consisting of both structured and one open-ended survey question. The study population included one hundred and ten employees and a sample of sixty, total returned responses of forty-nine (49). Respondents included both academic and administrative (support) staff members. Data analysis was conducted through Statistical Package for the Social Sciences (SPSS) version 23, for both descriptive and inferential statistics. The findings of this study indicate that the implementation of Business Process Reengineering had a positive impact in a specific University of Technology. First positive impact is based on employee perception that automation has resulted in an increased use of online services, secondly departments were able to respond rapidly to problems and the strategic goal of the project was aligned with the departmental goal. This study contributes towards an under-researched area of Business Process Reengineering implementation in the administrative sector in higher education. The researcher envision that the findings will help in expanding Business Process Reengineering to other departments in a University of Technology, as well as provide BPR strategies to enhance the administrative quality of university services.