Faculty of Management Sciences
Permanent URI for this communityhttp://ir-dev.dut.ac.za/handle/10321/13
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Item Conceptualizing transformation in the post-merger and incorporation environment era: A case of the Durban University of Technology(Emerald Group Publishing, 2016) Ngcamu, Bethuel SibongiseniPurpose – 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.Item Leadership and transformation in a South African university(Business Perspectives, 2015) Ngcamu, Bethuel Sibongiseni; Teferra, DamtewPoliticized South African higher education institutions (HEIs) have influenced leaders to be indecisive, error free, fearful of taking risks, marginalizing resisters, emotional and failing to recognize their personal weaknesses while working well with leaders beyond the university. This study interrogates leaders’ capabilities that have the potential to drive transformation at the Durban University of Technology (DUT) in the post-merger and incorporation era. The researcher undertook this study to highlight the prevalence of leadership incapability in the post-merger and incorporation era at DUT which has mainly been caused by leaders failing to take transformative decisions. This study employed a quantitative approach guided by a structured survey questionnaire to a target population of 191 with a response rate of 70%. The questionnaires were analyzed using SPSS generating the reliability coefficient alpha of 0.947 indicating a high degree of acceptance and consistency of the results. The study findings revealed the highest percentage of the research participants who held opposite views regarding the statement that leaders learn from their mistakes (32%) and that they understand their personal weaknesses (27%), with the highest percentage being undecided (46%). Another major highlight of the study was the highest percentage of the respondents who had a view that leaders work well with other leaders beyond the university (55%) as compared to internal stakeholders (49%). Researchers mention leadership capabilities as only being applicable to higher education institutions in general. This study provides information on leaders’ incapability, post-merger and incorporation, which could be of benefit to the university change management specialists in the design of relevant and specific interventions of change with the aim of filling the gaps or preventing bottlenecks identified by the findings. This study will contribute to the body of knowledge in developing countries as there is a dearth of published studies investigating leadership capabilities mishaps in the post-merger and incorporation era at the Universities of Technology.