scholarly journals Facilitative Project Management: Constructing A Model For Integrated Change Implementation By Utilizing Case Studies

2003 ◽  
Vol 2 (1) ◽  
Author(s):  
Veronica Hodgson ◽  
J. Zaaiman
Keyword(s):  
South Africa ◽  
Change Management ◽  
Case Studies ◽  
Business Environment ◽  
Change Implementation ◽  
Management Theory ◽  
Change Initiatives ◽  
The People ◽  
The World ◽  
Successful Change

Change management theory is extensive, and organisations constantly adapt to and embrace change. In post-apartheid South Africa we are building a racially integrated business environment and society, and leverage its competitive re-entry into the world business arena. Research to date has found that the majority of change initiatives fail due to resistance caused by poor conceptualisation and planning, and the lack of proper integration of the people and business dimensions of change. The model to implement a successful change program will be designed using a combination of readily available skills and techniques. Its development and testing will take place within the context of three case studies. OpsommingDie teorie van veranderingsbestuur is omvattend. Organisasies moet op konstante wyse daarby aanpas en dit integreer. In Post-Apartheid Suid-Afrika bou ons tans ’n ras geïntegreerde besigheidsomgewing en gemeenskap, en benut dit maksimaal in ons toetrede tot die mededingende wêreld besigheidsarena. Huidige navorsing het bevind dat die meeste veranderingsinitiatiewe faal weens weerstand teen verandering wat deur swak konseptualisering en beplanning, en ’n gebrek aan behoorlike integrering van mense en die besigheidsdimensies van verandering veroorsaak is. Die model om ’n suksesvolle veranderingsprogram te implementeer, sal ontwerp word met geredelik beskikbare vaardighede en tegnieke. Die ontwikkeling en toetsing sal binne die konteks van drie gevallestudies plaasvind.

Change Management

2013 ◽  
Vol 6 (2) ◽  
pp. 1-12 ◽  
Author(s):  
Harry Kogetsidis
Keyword(s):  
Information Systems ◽  
Change Management ◽  
Change Process ◽  
Business Environment ◽  
Rate Of Change ◽  
Change Implementation ◽  
High Failure Rate ◽  
Change Initiatives ◽  
Management Literature ◽  
Technical Factors

The rate with which change occurs has increased dramatically over the years. At the same time, the change management literature is full of claims about the high failure rate of change implementation programmes in organisations. In this position paper a case is made that change initiatives frequently fail because they are not holistic in nature. The paper argues that change can be managed more effectively if the various interconnected and interacting elements of the system are identified, the divergent interests of the various stakeholders are recognised, and the entire change process is managed systemically. As the failures of change efforts are commonly related to human issues, as opposed to technical factors, involving all stakeholders in the change process is expected to reduce resistance and to create a higher level of psychological commitment among employees towards the proposed change. The paper then looks into the implications that this holistic way of thinking has for information systems development and argues that information systems should not be implemented as a means to solving a problem but instead be treated as a significant tool to help address a complex mix of organisational issues. Information system strategy must be in line with the organizations’ corporate strategic plan and information systems must be related to a continually changing organisational context and a turbulent business environment.

scholarly journals Children coping with COVID-19: Intersectional understandings of film and media access in a crisis

2021 ◽  
Vol 4 (1) ◽  
Author(s):  
Justine Atkinson ◽  
Firdoze Bulbulia
Keyword(s):  
South Africa ◽  
The Netherlands ◽  
Case Studies ◽  
Media Access ◽  
Specific Focus ◽  
Film Education ◽  
The World ◽  
Context Specific ◽  
The Impact

As a result of the global COVID-19 pandemic and resulting lockdowns across the world, digital access has become paramount, as most aspects of education have moved online. Drawing together five case studies located in South Africa, Argentina, the Netherlands, India and Ethiopia, this article assesses the role of film education during the COVID-19 pandemic, with a specific focus on the impacts of digital access. We examine multimodal forms of film education, and how these were used to inform, entertain and educate children during the crisis by the varying work undertaken by the organizations. Applying theories of intersectionality, we address the need for context-specific approaches to film education, focusing upon the impact that the societal and individual contexts had on the dissemination of film education in each country.

Creating leaders for successful change management

2014 ◽  
Vol 13 (3) ◽  
pp. 127-129 ◽  
Author(s):  
Eddie Kilkelly
Keyword(s):  
Change Management ◽  
Best Practice ◽  
Expert Knowledge ◽  
Development Program ◽  
Change Initiatives ◽  
Content Type ◽  
Big Picture ◽  
Change Leaders ◽  
Successful Change

Purpose – The purpose of this paper is to explain why change programs fail in spite of best practice processes and procedures and to examine the improvements that can be made by developing effective change leaders. Design/methodology/approach – The paper is based upon the author's expert knowledge and includes a case study of an organization that is an exemplar for successful change management, having been censured for its lack of success only a few years ago. The paper identifies the actions that helped this organization improve its capability for change. Findings – Change initiatives are more likely to be successful when change leaders are developed and mentored through an organization-wide, structured, aspirational career development program, which encourages change leaders to focus on the big picture, to use their network, to engage with stakeholders and to develop their own emotional intelligence and resilience. Practical implications – The paper explains that organizations need to change their thinking and practices around change management to do more to address the skills, attitudes, capabilities and relationships of the people involved – particularly change leaders. Originality/value – This paper examines the often-overlooked topic of developing, coaching and mentoring change leaders and includes a previously unpublished case study. It provides a blueprint for action for other organizations struggling to deliver successful change programs.

scholarly journals Competitive intelligence: An instrument to enhance South Africa’s competitiveness

2014 ◽  
Vol 8 (2) ◽  
pp. 246-254 ◽  
Author(s):  
Wilma Viviers ◽  
M Muller ◽  
A Du Toit
Keyword(s):  
South Africa ◽  
South African ◽  
Business Environment ◽  
Competitive Intelligence ◽  
Business Sector ◽  
Academic Field ◽  
Global Competitiveness ◽  
The World ◽  
Private And Public

The case for Competitive Intelligence (CI) as an instrument that can enhance the competitiveness of South African companies and South Africa as a country is strong. Various global competitive rankings measurements have indicated over a number of years the areas in which competitiveness is lacking. Moreover, these rankings have indicated that South Africa has failed to improve its position year on year. The fact that the world is becoming increasingly competitive for South African entities is undisputed. Coupled with a fluctuating exchange rate and the country’s geographical proximity, this poses unique challenges facing South African managers who have to deal with various regulations and legislative matters. In order to create and sustain an effective knowledge economy and to enhance global competitiveness, South Africa however has to put appropriate strategies/measures in place to stimulate, encourage and grow knowledge practices. Competitive Intelligence (CI) as a means of making more sense of the competitive business environment and to identify opportunities and risks in time to act upon can be effectively used as a means to enhance competitiveness. Valuable lessons from successful CI practices in the business sector and government can be learnt from elsewhere in the world. CI should be investigated and adapted for South Africa’s business environment. It is therefore the aim of this article to first attempt to describe the role of CI in enhancing competitiveness, specifically in South Africa and secondly, to stimulate thought on how to secure momentum in enhancing CI as an academic field by developing relevant CI courses as well as demonstrating the value of CI to companies in South Africa through research and collaboration between academics and the private and public sectors. 

scholarly journals STRATEGY DEVELOPMENT FOR A SUCCESSFUL CHANGE IMPLEMENTATION AT BARLOWORLD

2020 ◽  
Author(s):  
King Costa ◽  
Abner Nyoni
Keyword(s):  
Change Management ◽  
Change Process ◽  
Qualitative Methodology ◽  
Change Implementation ◽  
Strategy Development ◽  
Structured Interviews ◽  
Communication Flow ◽  
Change Framework ◽  
Successful Change

Businesses exist to generate profits for the shareholders, pay taxes and to pay their employees. Therefore, managers constantly look for better ways to maximise profits. In this quest they must continuously improve operations and use technology where possible and necessary. This endeavour calls for business improvement and automation as much as possible. Invariably this affects employees who might be frightened by changes in the organisation. Employees must be thought of and catered for when a change takes place in their work environment. Most organisations are faced with a never-ending dilemma of having to deal with change cycles that happen at a high frequency rate and high failure rate.The objectives of the study are to determine how change process is embraced at Barloworld; to ascertain if change process is formalised at Barloworld; to examine the need for organisations to develop a change framework; and to establish the elements of a framework for a successful change implementation. For this research a qualitative methodology was used.Semi-structured interviews were conducted with the participants using Zoom for these interviews and for recording the sessions. These interview sessions were conducted for a period of two weeks. The collected data was thoroughly analysed using thematic analysis to get to the findings, conclusions and recommendations.The findings of the study revealed that there is an understanding of the need for change at Barloworld, however there is further inference suggesting that the processes of change management could have been handled better. Participants indicated support and buy-in to an eminent change. Inadequate communication flow emerged as a cause and an impediment to successful change implementation. Review of participants’ statements in vivo indicated that a recent exercise of change management lacked a guiding tool such as a framework from employees’ perspective. A framework for change management at Barloworld needs to be visible, communicated and inclusive.

scholarly journals Managing Changes in Building Sustainable Competitiveness of Companies in Transional Countries

2020 ◽  
Vol 16 ◽  
Keyword(s):  
Change Management ◽  
Competitive Ability ◽  
Case Study Research ◽  
Change Implementation ◽  
Organizational Level ◽  
Management Of Change ◽  
Management Concept ◽  
Theories Of Change ◽  
Successful Change

Change Management at organizational level has been conceived to be an important aspect of successful change implementation programs in modern organizations. In order to benefit from the efficiency that appropriate management of change offers in structured organizations, the study of management has ascribed importance to the study of change management as a management concept. This study has attempted to review existing literature on the subject. The study presented a conceptual analysis of the concept of change and the principles developed by practitioners for the management of change with connection with building a sustainable competitive ability of companies. A theoretical review of the concept was undertaken with focus on the Kurt Lewin’s force field theory which has been generally accepted as the theoretical foundation of change as attested by the acceptance of the theory as the bases for all other theories of change and connection with sustainable competitive ability of companies and this ascribed the title father of change management to main authors of change management. This study analyzed the basis of building competitive ability during of change process in Kosovo companies. The Study adopted a case study research conducted by other researchers to validate the effectiveness of the three stages of effective change management process with the focus of building stages for the sustainable competitive ability of enterprise as propounded by many authors on this field.

“Despite the contradictions”

2020 ◽  
pp. 185-194
Author(s):  
Christine Jeske
Keyword(s):  
South Africa ◽  
Civil Rights ◽  
Structural Changes ◽  
Good Life ◽  
The Good Life ◽  
Racial Inequalities ◽  
The People ◽  
The World ◽  
History Of ◽  
Social Narrative

This chapter offers closing thoughts that reiterate and summarizes the main points of the book. The chapter explores the ways people make a careful survey of their situation and work out a method to yield growth despite life's contradictions and pressures. If their lives look at times like wind-torn shrubs, that does not mean that they are poorly adapted or lethargic. Instead, it offers evidence of the hard work it takes to thrive in a world where the good life is hard to find. It shows that a dominant myth blaming inequality on laziness has guided, upheld, and justified racial inequalities in South Africa and the world since the earliest mercantile and colonial encounters between Europeans and Africans, and this narrative was never eradicated, despite antislavery, civil rights, and anti-apartheid movements that achieved important legal and structural changes. The struggle to change this social narrative is an unglorified resistance with no clear ending point, but it is essential to the pursuit of the good life. It also shows evidence that in order to generate employment while aiming for the higher goal of seeking good, South Africa must address the history of antiblack disrespect that perpetuates dysfunctional employment structures. The people described in this book refuse to conform to narratives of inevitable happy endings or easy hope, but neither do their stories end only in despair.

scholarly journals Leading the Change with Six Images of a Change Leader

2018 ◽  
Vol 2 (2) ◽  
pp. 18-23
Author(s):  
Mojibola Bamidele-Sadiq
Keyword(s):  
Change Management ◽  
Effective Leadership ◽  
Transformational Change ◽  
Management Process ◽  
Continuous Norm ◽  
Left Behind ◽  
Effective Leaders ◽  
Change Leader ◽  
The World ◽  
Successful Change

Change is constant, and it is a continuous norm. It has even been said that, “to refuse to change is to be left behind” (anonymous). While difficult, this is still something that both individuals and organizations must cope with. The world is constantly changing, which explains why individuals and organizations that are open to change continue to survive. Many researchers have argued that an organization may only achieve a successful change when there is effective leadership. Effective leaders are those who understand when to change and how much to change. The purpose of this paper is to reiterate the importance of leadership in implementing a successful and transformational change in an organization. It will further explore a body of literature that supports and identifies roles leaders take on in the change management process.

Funding Rural Development in Post-Apartheid South Africa's Land Reform Programme

2020 ◽  
pp. 118-139
Author(s):  
Mukovhe Maureen Nthai
Keyword(s):  
South Africa ◽  
Rural Development ◽  
South African ◽  
Land Reform ◽  
Development Strategies ◽  
Sub Saharan Africa ◽  
Post Colonial ◽  
The People ◽  
The World ◽  
Sub Saharan

The development of Africa is not only a problem to the Africans alone but also to the world at large. This is because some regions of the world also depend on Africa for their livelihoods. In Sub Saharan Africa one of the rural development strategies identified is land reform. Post-colonial African governments have argued that land reform would alleviate the majority of the people in the region from poverty, create employment, and address inequality. This is the position adopted by the post-apartheid government in South Africa beyond 27 April 1994. However, the South African post-apartheid land reform has had some significant complexities in its implementation – especially with regard to funding. Funding was impeded by widespread corruption in government. In addition, there has been immense lack of interest in making funds available for land reform in South Africa from non-governmental entities and donors.

scholarly journals The relationship among change implementation, job satisfaction and organizational citizenship behavior in the Business Process Outsourcing industry in South Africa

2016 ◽  
Vol 14 (3) ◽  
pp. 473-482 ◽  
Author(s):  
George N. Muzanenhamo ◽  
Charles O.K. Allen-Ile ◽  
Anthea Adams ◽  
Chux Gervase Iwu
Keyword(s):  
South Africa ◽  
Job Satisfaction ◽  
Change Management ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Change Implementation ◽  
Citizenship Behavior ◽  
Business Process Outsourcing ◽  
The Relationship ◽  
Moderate Relationship

The unique and dynamic Business Process Outsourcing (BPO) industry in South Africa strives to thrive in a challenging business environment with the attendant need for stability, loyal and satisfied workforce. An empirical investigation was, therefore, conducted utilizing managerial and non-managerial employees in a stratified sampling technique. Questionnaires were administered to 250 employees from four selected organizations. The essence was to examine the nature of the relationship among change implementation, job satisfaction and organizational citizenship behavior (OCB). Four significant results emerged. Firstly, there is a positive but moderate relationship between change implementation and OCB; there is a high or strong positive relationship between change implementation and job satisfaction; there is a positive, but moderate relationship between OCB and job satisfaction; and lastly the results confirm the assumption that job satisfaction moderates the relationship between change implementation and OCB. BPO firms need to understand the effects of change implementation on OCB and job satisfaction. This is because change management is inevitable in the BPO industry; therefore, organizations have to be constantly alert to tackle its demands. Keywords: change management, job satisfaction, intrinsic job satisfaction, extrinsic job satisfaction, organizational citizenship behavior. JEL Classification: J240, J280, L240, M120

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