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dc.creatorMabetwa, Nathaniel.
dc.date.accessioned2012-02-10T14:39:54Z
dc.date.available2012-02-10T14:39:54Z
dc.date.created2002
dc.date.issued2002
dc.identifier.urihttp://hdl.handle.net/10413/4988
dc.descriptionThesis (M.B.A.)-University of Natal, Durban, 2002.en
dc.description.abstractThis study was an evaluation of the approach to change that is used in the public sector. The approach that is chosen ultimately has a bearing on the management of change in an organisation. The study used a case study method to explore the key question of the approach using the six dimensions of change. The South African Revenue Services (SARS) served as a case study typical of a model public sector organisation. The focus was on the KZN region of SARS where there has been an implementation of a change initiative called SlYAKHA (meaning we are building) recently. The whole process from the birth of this initiative was looked at using the six dimensions to evaluate and answer the question of the approach that was used in managing this change. The six dimensions can be classified into the two main theories referred to as Theory E and Theory O. It became evident during the study that there was not enough literature on change management in the public sector particularly in the South African context. What further complicated the issue was that the models as applied in the private sector couldn't be imported and applied in a public sector organisation. The approach that was used in the management of Siyakha at SARS was of a Theory E nature, although not all the dimensions of that theory were applied. In the main the finding was that Theory E approach was used. It also came to light that in the public sector, this might be the logical step to take particularly as the first step to ensure that change does happen. This is because of the unique circumstances that face public sector organisations particularly in South Africa. At the end a suggestion is made that there should be a sequencing of the approaches where Theory E is applied first followed by Theory O. The researcher also suggests a different combination of dimensions in the sequencing exercise that will ensure that the public sector's unique circumstances are taken into accounten
dc.language.isoenen
dc.subjectOrganizational change.en
dc.subjectSouth African revenue service.en
dc.subjectTheses--Business administration.en
dc.titleChange management in a public sector organisation : a case study of the South African Revenue Services (SARS)en
dc.typeThesisen


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