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Faculty of Management Sciences

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End date: 2009Subject: search.filters.subject.Strategic planning

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Now showing 1 - 5 of 5
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    The impact of strategy change on morale, performance and commitment
    (2008) Mekgoe, Naome; Mason, Roger Bruce
    Strategic change within an organisation is inevitable. Due to the competitive global landscape, organisations have to continuously adapt their strategies to remain in the market. Strategy change is most often met with resistance, and more so when the change involves downsizing. The effects of downsizing on employee morale, performance and commitment have been studied by numerous authors and a number of models for strategy change implementation consequently suggested. However, South Africa is faced with very particular challenges when dealing with change, including a high level of unemployment, fierce resistance to change in the form of collective action such as strikes, stay-aways or go-slows, political and social transformation happening simultaneously, global competition and the conflict between social and free markets within an emerging economy. Irrespective of the vast amount of international literature available on change management, there is a distinct lack of literature investigating the impact of strategy change in an emerging economy and a knowledge gap in terms of applying existing change theories in non-Western environments. This study was aimed at determining the impact of strategy change, particularly downsizing, on employee morale, performance and commitment at a global South-African based Telecommunication Company. The objectives of the study was to determine whether employees in South Africa are negatively affected by downsizing, and provide useful information to strategic managers in terms of implementation of strategy change in a South African environment. To determine the impact of downsizing as a strategy change, a questionnaire was designed based on the literature review to ascertain responses to three sections of questions, respectively measuring morale, performance and commitment. A sample of the target population was chosen based on their position/ employment type i.e. management, supervisor or general staff. The results of the empirical study revealed some very interesting points. Although all respondents demonstrated optimism in terms of their morale, performance and commitment, it was found that comparatively, managers are more negatively impacted during times of downsizing. The Telecommunication Company’s structured nature, advances in political and social reform, and solid Training and Development policy shielded the employees from the full negative impacts of downsizing because of their positive core self evaluation. The substantial amount of neutral responses (especially under management) indicated that not all respondents revealed their true feelings, a common characteristic amongst collective people. It also surfaced that even though the majority of responses indicated positive morale and performance, most respondents were considering positions outside the organisation. Based on the literature review and results from the empirical investigation, a model was proposed to assist strategic managers in South Africa with change implementation.
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    The impact of the implementation of change management processes on staff turnover at Telkom SA
    (2008) Naidu, Gonaseelan; Mason, Roger Bruce
    Telkom SA, over the last decade and a half, has undergone major change in terms of the manner in which it does business. From being a state-owned company to becoming a para-statal, to being run by foreigners and, finally, being run by local leaders within the company, Telkom SA has transformed as a company. The objective of this study was to investigate the impact of change implementation on staff turnover in Telkom SA by reviewing the following key issues: The implementation of change within Telkom SA, benchmarked against international best practices; the communication of change/re-structuring initiatives by management in Telkom SA; the effect of change implementation on staff turnover; and the effect of change implementation on employee morale and retention. The rationale of this study is to allow Telkom SA management to review their current implementation strategy of change management initiatives in Telkom SA. Thereafter, it will provide guidelines for improvements in change implementation for the management of Telkom SA. Staff turnover and employee morale can negatively impact service delivery and financial performance of a company, so these recommendations are aimed at improving service delivery and financial performance. The study was descriptive, cross sectional and quantitative, involving the application of a questionnaire, via e-mail and personal interviews, with a sample of staff from the core planning section in the Network Infrastructure Provisioning division, where a high staff turnover rate existed. The questionnaire focused on assessing the impact of the implementation of change management processes on staff turnover at Telkom SA and was developed from the literature review. Data was analysed using the Statistical Package for the Social Sciences (SPSS), Version 15 for both descriptive and inferential statistics. The findings show that a significant percentage of respondents were v vi dissatisfied with the way management had handled issues related to change implementation, communication, turnover, morale and retention. With this in mind, recommendations on ways to reduce the impact of the key issues on the organisation were made. These included the recommendation of lean methodology in order to deal with the first three key issues, namely, implementation, communication, and turnover. Thereafter the ‘four cores of credibility’ model was recommended to improve employee morale. Finally recommendations were made on ways to improve employee retention. The overarching issue that has come to light is that although management is, to a degree, communicating change implementation, there is a noticeable lack of engagement with employees. The onus, therefore, lies with leadership to lift the levels of engagement with employees, thereby reducing the impact of change implementation on the organisation by increasing the level of transparency in the organisation. Improving communication would lead to improved trust, which would then result in improved employee morale, ultimately leading to a reduction in the staff turnover rate.
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    The importance of integrating quality practices into strategic management
    (2009) Sukdeo, Nita; Singh, Shalini
    Over the past ten years, intense global competition, changing customer needs and the changing business environment have forced many organisations to examine their organisational goals and to re-evaluate how to meet their challenges. Extreme global competition has forced many organisations to develop action plans to respond to an increasingly competitive market. One such action plan identified was the integration of quality practices and principles with strategic planning of the organisation. This research investigated the importance and usefulness of integrating quality practices in the strategic management process of organisations in the Printing and Packaging industry in the Ethekweni Municipality. This study included a combination of qualitative and quantitative research methods. The review of literature represented the qualitative research method, acknowledged the importance of, and advantages and disadvantages of integrating quality practices with the strategic management process. It also identified selected quality practices that can improve the strategic planning process. The quantitative method included a preliminary study and a main study. The preliminary study was conducted using questionnaires and interviews consisting of 10 and 5 organisations respectively. The main study consisted of questionnaires administered to 30 organisations. The results of the pilot study showed that although many organisations were aware of the integration, they did not have the support from employees, nor the time to implement it. The main study indicated that the majority of the organisations integrated the two practices. 97% of the organisations found that this integration was difficult initially, but with some perseverance achieved success, while 3% of the organisations did not implement the integration. The latter are now considering the integration process. Hence, it can be accepted that the integration of quality practices within the strategic management process has directed the organisation toward continuous improvement, a competitive advantage, a greater market share and sustainability, greater customer satisfaction and increased profitability and sales.
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    The determination of core competencies of Sappi Forest Product Division as a basis of establishing future development
    (2004) Khan, Imtiaz
    The purpose of this study was to determine the core competencies of Sappi Forest Product division as a basis for establishing future developments. The literature focused on the resource-based view where the analysis of the firm’s internal resources and capabilities can be used as the starting point of strategy.
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    The readiness of eThekwini electricity employees for change to a regional electricity distributor
    (2007) Mntungwa, Muzi Brian
    The research assesses employee readiness at eThekwini Electricity to form part of the Regional Electricity Distributor, which had been legislated by Government. The premise of the study is to investigate, identify and understand key factors likely to promote or inhibit effective readiness to change. If these factors can be measured by the organisation, an evaluation of the difficulty of the change effort can then be used to plan accordingly. By assessing readiness for change in the organisation, Top Management will be in a position to identify gaps that may exist between their own expectations about the change effort and those of other organisational members.