scholarly journals Perceptions: A Critical Factor in Transformational Change Management – Lessons from the Department of Correctional Services of South Africa

2014 ◽  
Author(s):  
Mbongeni A. Mdletye ◽  
Jos Coetzee ◽  
Wilfred I. Ukpere
Keyword(s):  
South Africa ◽  
Change Management ◽  
Critical Factor ◽  
Transformational Change ◽  
Correctional Services

scholarly journals The strengths and weaknesses of the transformational change management process in the South African department of correctional services: A critical analysis

2014 ◽  
Vol 3 (4) ◽  
pp. 223-234
Author(s):  
Mbongeni Mdletye ◽  
Jos Coetzee ◽  
Wilfred Ukpere
Keyword(s):  
Change Management ◽  
Organisational Change ◽  
Transformational Change ◽  
Change Implementation ◽  
Offender Rehabilitation ◽  
Extensive Literature ◽  
Management Process ◽  
Literature Study ◽  
Correctional Services ◽  
Weak Points

Change management research has become a critical focus area for change scholars because of the low success rate in change implementation. This exposition of how the transformational change process has been managed at the Department of Correctional Service was meant to show managers, particularly in the said department, that unless managers pay serious attention to certain critical aspects which must form part of the change management process, no real change would be attained. This becomes critical if one considers that there is still a long way to go in the process of transformation to the philosophy of rehbilitation, namely transforming correctional centres to effective institutions of offender rehabilitation. There is currently limited literature on organisational change approaches that are people-oriented. The available literature seems to focus more on the technical aspects (hard issues such as structures, systems and practices) in terms of change management at the expense of people issues (soft issues such as the human factors). It has been argued that the neglect of people issues in the management of organisational change processes is responsible for the high failure rate in change implementation. For purposes of contextualising transformational change management within the setting of the Department of Correctional Services, an extensive literature study was undertaken. This was followed by an empirical analysis of data collected through survey questionnaires from correctional officials and offenders respectively. The research established that there were strong and weak points in the DCS transformational change management process from the perspective of both research participants.

scholarly journals Diversity in the ministry of chaplaincy in the South African Department of Correctional Services

2016 ◽  
Vol 72 (4) ◽  
Author(s):  
Maake J. Masango ◽  
Maxwell Mkhathini
Keyword(s):  
South Africa ◽  
South African ◽  
Spiritual Care ◽  
Religious Activities ◽  
The South ◽  
Correctional Services ◽  
Shed Light

This article gives an overview of diversity in the South African Department of Correctional Services and how it challenges the ministry of chaplains. The diversity is manifest in the religious affiliations of inmates, crime categories, various categories of offenders, and programmes and services as unpacked in this article. This article precisely aims to shed light on how the chaplaincy functions within the framework of corrections in South Africa and how the diversity of the inmates’ population impacts on its theory and praxis. The Authors delineate the role that chaplains have to play to remain relevant to the correctional environment and accentuate the required empathic and non-judgmental stance by spiritual care personnel. Religious flexibility and adaptability is essential, as chaplains are managers of all religious activities. The article provides solid insights into what being a correctional chaplain in South Africa entails.

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.

scholarly journals STRUCTURAL CHANGE MANAGEMENTAND EMPLOYEE PERFORMANCE IN PUBLIC SECTOR ORGANIZATIONS IN KENYA: CASE OF THE PARLIAMENTARY SERVICE COMMISSION

2018 ◽  
Vol 3 (1) ◽  
pp. 14
Author(s):  
Andrew Shangarai Jumanne ◽  
Dr. Jane Njoroge (PhD)
Keyword(s):  
Structural Change ◽  
Change Management ◽  
Employee Performance ◽  
Linear Regression Analysis ◽  
Secondary Data ◽  
Critical Factor ◽  
Simple Random Sampling ◽  
Multiple Linear Regression Analysis ◽  
Annual Reports ◽  
Service Commission

Purpose: The purpose of this study was to analyze the effect of structural change management on employee performance in the Parliamentary Service Commission (PARLSCOM) and it was undertaken through descriptive research design. Methodology: The study targeted all the nine hundred and fourteen employees of PARLSCOM. Stratified and simple random sampling techniques were used to select a sample of ninety one participants from the target population.  Self-administered questionnaire and interview guides were used to collect primary. Secondary data was obtained from PARLSCOM’s annual reports, government publications and earlier research.  Reliability of the instruments was tested using Cronbach’s alpha reliability. Data was analyzed using descriptive and inferential statistics. Multiple linear regression analysis was done using Microsoft Excel 2013 Analysis ToolPak and output used to test study hypotheses. Results: The results indicated that structural change management had a positive significant effect on performance of employees in PARLSCOM.Unique contribution to the theory, practice and policy: The study recommends that structural change management is a critical factor in increasing employee performance, therefore HR managers should ensure clarity and stability in the organization’s structure during change management in order to enhance employee performance.  Finally, the study recommends further research be done by replicating the same study in other organizations and also using other independent variables other than the ones used in this study.

scholarly journals The International Information Consultant: A Primer on Avoiding Potholes, Perils, and Pitfalls

2014 ◽  
Vol 42 (2) ◽  
pp. 220-240
Author(s):  
Catherine Lemmer
Keyword(s):  
South Africa ◽  
Best Practices ◽  
Human Resources ◽  
Change Management ◽  
Strategic Management ◽  
The Law ◽  
Problem Solvers ◽  
Law Library

Consultants are retained to assist libraries in identifying, designing, and implementing solutions to a wide variety of strategic, management, operational, and human resources issues. The goal of the library-consultant relationship is to improve the operations of the organization. Although often unrecognized as such, law librarians are natural consultants. Librarians are problem solvers, and as such develop and use many of the same skills as consultants in their everyday roles in the law library.For those versatile librarians skilled in change management and interested in pursuing these challenging professional opportunities, this article discusses best practices for library consultants and provides advice on how to avoid pitfalls in the context of an international case study. Part I of the article provides an introduction to professional consulting. Part II discusses the author's case study, a six-month fellowship with the Legal Resources Centre of South Africa. Part III then concludes the article with an articulation of the skills and talents exhibited by successful consultants to enable interested readers to better understand if consulting is an opportunity matched to their professional interests and skills.

scholarly journals University of South Africa: Change Management and Leadership for Open Distance And E-Learning

10.28945/4228 ◽  
2018 ◽  
Vol 3 ◽  
pp. 001-011
Keyword(s):  
South Africa ◽  
Change Management ◽  
University Management ◽  
Challenges And Opportunities ◽  
E Learning ◽  
New Challenges ◽  
Learning Development ◽  
The University ◽  
Management And Leadership

Antonia Makina, an education consultant in the Directorate for Curriculum and Learning Development at the University of South Africa (UNISA), was assigned the task of recommending a theoretical guideline for adoption by the management of the university in its quest to implement Open Distance E-learning (ODeL) at the university. This was because Open Distance E-learning delivery presented new challenges and opportunities that could not always be fully addressed by the traditional theories and guidelines. She needed to decide on the models she wished to propose as the theoretical guideline for adoption by the university management.

scholarly journals Transformational change process in a large corporation – case of a prominent Indian public sector undertaking

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anu Singh Lather ◽  
Shilpa Jain ◽  
Yogesh Verma
Keyword(s):  
Public Sector ◽  
Change Management ◽  
Change Process ◽  
Transformational Change ◽  
Transformation Process ◽  
Leadership Role ◽  
Content Type ◽  
High Performing ◽  
The Future

Purpose This study aims to discuss what prompted this organization to embark on the journey of transformational change, challenges faced strategies adopted to overcome challenges, leadership role and outcomes. Design/methodology/approach The descriptive approach is used to comprehend the transformational change process in this gigantic public sector undertaking (PSU). To have an idea of the effectiveness of the change process, the pre- and post-change performance of the company was taken into account through collection and analysis of physical and financial parameters. However, focus of this paper is concentrated on the transformation process and its chronological sequence only. Human resource productivity trend and organization development interventions adopted over the years were also observed along with conducting a sentiment analysis of the employees who lived through this entire change process in the organization. Findings The case study describes how this Indian PSU went through the process of transformational change management and leaves the reader to assess the degree and extent of success of the approach and strategy of the company in this regard. There may be many what-if situations and contingencies in this case for readers to explore for suggestions and solutions and finding new possibilities. Originality/value Change management is not a new exercise for the Indian corporate sector. What makes this case unique is the pro-active action initiated by a traditional high-performing and well-protected PSU to anticipate the future challenges and initiate action to overcome these. Change agents must “rewire” the plane while it is flying if the organization hopes to survive and perhaps prosper in the future. This case study is a first-hand account of the change process happening in a gigantic Indian PSU with Maharatna status.

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