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dc.creatorSmyth, Roger.
dc.date.accessioned2011-05-26T10:17:56Z
dc.date.available2011-05-26T10:17:56Z
dc.date.created2005
dc.date.issued2005
dc.identifier.urihttp://hdl.handle.net/10413/2925
dc.descriptionThesis (M.Sc.)-University of KwaZulu-Natal, Durban, 2005.en_US
dc.description.abstractThe dissertation outlines the historical development of organisational complexity theory based on a review of the literature. Particular attention is given to the way in which complexity impacts on the performance of organisations. Systems theories, turbulence and chaos theory, learning and change, and organisational learning are discussed. The challenges to remain competitive which organisations are facing are compared with the approaches which have been taken in the company Siemens Ltd, using a framework which is based on an expanded interpretation of learning organi sations. The impact of the training on a number of young high-potential managers who have been trained using a learning-organisation systemic approach, is investigated. The results suggest that the changing environment of business and the novel form of training which was offered have combined to make the learning which took place deeply personal and central to positive changes to management which are taking place in the company. Recommendations are made of how a systems-thinking approach (and becoming a learning organisation ) can be applied broadly to companies that wish to improve the contributions of their managers in order to improve their comp etitiveness.en_US
dc.language.isoenen_US
dc.subjectTheses--Leadership and innovation.en_US
dc.subjectOrganizational learning.
dc.subjectInterorganizational relations.
dc.titleThe impact of systems thinking on company competitiveness : the case of Siemens Ltd. South Africa, a learning organisation.en_US
dc.typeThesisen_US


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