Browsing by Author "Bodhanya, Shamim Ahmed."

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A systems approach to the design of an idealized student enrolment support system for the University of KwaZulu-Natal.
(2008) Van Soelen, Anita.; Bodhanya, Shamim Ahmed.
In the research we considered the viability of the current student enrolment support system at the University of KwaZuku-Natal. The system relied on the coordination and integration of activities across campuses and reporting lines. Its success was dependent on the successful interactions between a variety of sub-systems and individuals. A soft systems approach was required for the investigation, which allowed us to deal with both the complexity of the system and the variety of perceptions participants brought into the situation. A theoretical framework for Soft Systems Thinking was provided in Chapter 2 with reference to General Systems Theory, Living Systems Theory and metaphors of organisation. In Chapter 3 different types of problem contexts were discussed, grouped and linked to preferred research methodologies. This framework assisted us to select Idealised Planning (IP) as research methodology. The boundaries and structure of the research process were described in Chapter 4. In this Chapter we also provided information on the selection and briefing of participants. IP philosophy supported participative planning; a seeking of consensus which generated learning and the striving towards an ideal. Our aim was to reach consensus on the transformations required within our system. Information on the application of IP in our situation and the learning generated during the process were recorded in Chapter 5. As much information as possible was collected and the transformations required for improvements were identified. We developed a mental construct of an ideal system and defined the properties such a system should have. An unconstrained design, not constrained by the current environment, was prepared as well as a constrained design in which our current limitations were recognized. The two designs were compared and the boundaries of the constrained design were pushed out as far as possible to incorporate as many of the ideal properties as possible. A detailed plan was developed for the implementation of the chosen design. In Chapter 6 we reflected on the suitability of IP in our problem context, the learning generated and the degree to which the research objectives were met. The project enabled us to consider our key processes and to prepare detailed procedures. We identified the problem areas in our system and the transformations to be introduced for the system to remain viable and able to cope with future demands.
An assessment of the application of business strategy approaches to achieve greater financial autonomy in the local non governmental organisation sector in Malawi : a case of the Active Youth Initiative for Social Enhancement (AYISE).
(2009) Kapyepye, Mavuto.; Bodhanya, Shamim Ahmed.
The non governmental organisation (NGO) sector has a lengthy legacy in Malawi going back all the way to the period of colonialism. However, the growth of the sector was restricted in the two key political eras of colonial rule and post independence under the first republic which ended in 1994. The new dispensation of multiparty politics has facilitated the growth of the sector in terms of numbers. However, the local NGO (LNGO) sector has largely remained underdeveloped due to a poor skills base and low funding among others. While the International NGOs (INGOs) have enjoyed better funding with the leverage of foreign social capital, the LNGO sector remains underfunded and vulnerable to manipulation by donors because they have not managed to attain considerable financial autonomy to leverage on. This study has confirmed that although most LNGOs consider sourcing funds from a narrow base, mostly donors, they can tap into various opportunities for revenue generation with creativity and strategic thinking. Malawi has a very enabling legislative framework for NGO funding and this provides room for growth of NGOs in the area of fundraising. However, there is very limited knowledge and capacity among LNGOs in terms of being able to explore alternative sources of funding that are less restrictive in nature. Most NGOs already apply single-loop learning which allows them to monitor pre-set indicators within a certain operational framework. However this type of learning does not allow them to actually ask fundamental questions about the appropriateness of the very operational framework they are using. Additionally, by bringing on board double-loop alongside single-loop learning, the NGOs have an opportunity to develop and apply their operational frameworks while being able to throw them out when necessary. In other words double-loop learning helps them to think outside the box. The dominant existence of single-loop learning in most NGOs has also contributed to inadequacies or absence of strategies to deal effectively with the question of autonomy. Some of the NGOs have potential to generate considerable levels of income from unrestricted sources but have not managed to do so because the prevailing mental models overshadow their ability to think out of the box. The Active Youth Initiative for Social Enhancement (AYISE) as a case study has showcased the potential for innovation in NGO enterprise development. In some instances, the sector line in which an NGO is operating can be a factor in the choice of business enterprises to embark on. In other instances, this may not be the case. For example, AYISE is a youth focused organisation and this means that as it pursues its business objectives, it should not engage in activities that may antagonise what it represents. Business activities such as selling of alcohol or cigarettes are inappropriate for an NGO like AYISE. Furthermore, NGOs such as the Ekocenter of Yugoslavia embarked on organic wine production, as a way of promoting their sector line authority (environment) through showcasing of environmentally friendly crop production processes. This implies that there is also an ethical or moral dimension to fundraising which NGOs must consider. However, other alternatives to fundraising can go across the board, for instance desktop publishing. It is a business activity that can be done across the board although limitations are also possible in terms of content to be published. To reinforce this point, a youth NGO such as AYISE, may not publish posters advertising alcohol while an environmental NGO may not put an embargo on such content. It is therefore fundamental that an NGO should be careful and conscious of what it is planning to do and how its actions would affect its image and values. The corporate world remains largely untapped as a source of funding for LNGOs and yet it has potential to offer funding with fewer strings attached.
Career planning and management in a complex adaptive system.
(2013) Mosia, Mamoeletsi Rachel.; Bodhanya, Shamim Ahmed.
The world of work is constantly changing. This variation is brought about by the changes happening both inside and outside an organization. In addition, the individuals in an organization also change as a result of internal and external factors. For this reason, careers of individuals in an organization evolve in response to the change in their environment. Sometimes, people can plan their careers paths, whiles at other times the changes are unexpected. The aim of the study is thus to understand how people plan and manage their careers while taking into account the unpredictable nature of their environment. This study was undertaken at the Council for Scientific and Industrial Research (CSIR), where two thirds of the employees are science, engineering and technology professionals, while the other one third is support staff. The data was collected through open-ended interview questions on a select number of employees of different professions and ranks. This study applied chaos theory in an attempt to understand the career planning and management strategies that employees of the CSIR employ. The decisions that employees make at any given time are informed by what is happening in their surroundings. In this case, employees were studied as agents in a complex adaptive system. As agents, employees are influenced by what is happening amongst themselves, within an organization, as well as outside the organization. Therefore, looking at employees in the context of their surrounding gives a more accurate picture of the factors that influence their careers. In addition to consultation with employees, career management policies and strategies of the CSIR were studied to determine if there is a fit between employee expectation and the organization. The information gained will assist the Human Capital Development unit to introduce development interventions that will be relevant to the employees. From this study, it is evident that people are responsible for planning their career trajectories. However, it was also apparent that management was responsible for ensuring that the organization’s policies and strategies are supportive of people’s careers. In addition, it was clear that career growth of the individual was also dependent on one’s manager, leading to a dual responsibility. The manager was responsible for providing relevant exposure that compliments an individual’s aspirations. Of course, this can only be so if those aspirations are in line with the organization’s strategies. In addition, it is clear that the careers of individuals are affected by what is happening externally. This results in complexity in career planning and management. For that reason, long-term career planning has proven to be a futile exercise as there are too many influences on careers, which are unpredictable. For that reason, only those individuals who are flexible and willing to change with changes in the environment have had success in their careers. The said success was not at all times planned.
Developing a diagnostic heuristic for integrated sugarcane supply and processing systems.
(2019) Shongwe, Mduduzi Innocent.; Bezuidenhout, Carel Nicolaas.; Bodhanya, Shamim Ahmed.
Innovation is a valuable asset that gives supply chains a competitive edge. Moreover, the adoption of innovative research recommendations in agricultural value chains and integrated sugarcane supply and processing systems (ISSPS) in particular has been relatively slow when compared with other industries such as electronics and automotive. The slow adoption is attributed to the complex, multidimensional nature of ISSPS and the perceived lack of a holistic approach when dealing with certain issues. Most of the interventions into ISSPS often view the system as characterised by tame problems hence, the widespread application of traditional operations research approaches. Integrated sugarcane supply and processing systems are, nonetheless, also characterised by wicked problems. Interventions into such contexts should therefore, embrace tame and/or wicked issues. Systemic approaches are important and have in the past identified several system-scale opportunities within ISSPS. Such interventions are multidisciplinary and employ a range of methodologies spanning across paradigms. The large number of methodologies available, however, makes choosing the right method or a combination thereof difficult. In this context, a novel overarching diagnostic heuristic for ISSPS was developed in this research. The heuristic will be used todiagnose relatively small, but pertinent ISSPS constraints and opportunities. The heuristic includes a causal model that determines and ranks linkages between the many domains that govern integrated agricultural supply and processing systems (IASPS) viz. biophysical, collaboration, culture, economics, environment, future strategy, information sharing, political forces, and structures. Furthermore, a diagnostic toolkit based on the Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) was developed. The toolkit comprises a diagnostic criteria and a suite of systemic tools. The toolkit, in addition, determines thesuitability of each tool to diagnose any of the IASPS domains. Overall, the diagnostic criteria include accessibility, interactiveness, transparency, iterativeness, feedback, cause-and-effect logic, and time delays. The tools considered for the toolkit were current reality trees, fuzzy cognitive maps (FCMs), network analysis approaches, rich pictures (RP), stock and flow diagrams, cause and effect diagrams (CEDs), and causal loop diagrams (CLDs). Results from the causal model indicate that collaboration, structure and information sharing had a high direct leverage over the other domains as these were associated with a larger number of linkages. Collaboration and structure further provided dynamic leverage as these were also part of feedback loops. Political forces and the culture domain in contrast, provided lowleverage as these domains were only directly linked to collaboration. It was further revealed that each tool provides a different facet to complexity hence, the need for methodological pluralism. All the tools except RP could be applied, to a certain extent, across both appreciation and analysis criteria. Rich pictures do not have causal analysis capabilities viz. cause-and-effect logic, time delays and feedback. Stock and flow diagrams and CLDs conversely, met all criteria. All the diagnostic tools in the toolkit could be used across all the system domains except for FCMs. Fuzzy cognitive maps are explicitly subjective and their contribution lies outside the objective world. Caution should therefore be practiced when FCMs areapplied within the biophysical domain. The heuristic is only an aid to decision making. The decision to select a tool or a combination thereof remains with the user(s). Even though the heuristic was demonstrated at Mhlume sugarcane milling area, it is recommended that other areas be considered for future research. The heuristic itself should continuously be updated with criteria, tools and other domain dimensions.
Development of network theory approaches to analyse cause and effect relationships in complex integrated sugarcane supply and processing systems.
(2013) Sanjika, Thawani M.; Lyne, Peter William Liversedge.; Bezuidenhout, Carel Nicolaas.; Bodhanya, Shamim Ahmed.
Network theory has been widely and successfully used to model, analyse and visualise complex systems. This study aimed to develop approaches to analyse complex integrated sugarcane supply and processing systems. A literature review includes network theory, complex systems, the Theory of constraints, indicator analysis and root cause analysis. The cause-and-effect networks of four sugarcane milling areas in South Africa; viz. Eston, Felixton, Komati and Umfolozi were developed, where the factors that negatively affected the performance of the milling areas were represented by vertices, the relationships among the factors by arcs and the strength of these relationships by weights. Three network theory based analytical tools namely; (a) primary influence vertex analysis, (b) indicator vertex analysis and (c) root cause vertex analysis were developed to analyse the networks. The results from the analyses indicate variations in the numbers and strengths of primary influence factors, problem indicator factors and root causes of problems between the four milling areas. Rainfall, drought and high soil content in sugarcane were identified as the strongest primary influences in the respective milling areas. High crush rate variability, low cutter productivity, running behind allocation and increases in operating costs were identified as the strongest indicators of poor performance in the respective milling areas. Rainfall was found to be the most dominating root cause of poor performance in all the milling areas. Since the South African integrated sugarcane production and processing system is complex, it is likely that the unique approaches developed in this study can be used successfully to also analyse other relatively complex systems. It is recommended that these approaches be tested within other systems. The main contribution of this study is in the form of a relatively easy-to-use network theory based comprehensive systems analyses tool. This analytical approach has, to the author's knowledge, not been used in any agri-industrial application previously.
The effectiveness of strategic management in the public service : a case study on the Department of Local Government and Housing in Limpopo Provincial Administration .
(2009) Ramovha, Ntshengedzeni Thomas.; Bodhanya, Shamim Ahmed.
Strategic management is regarded as one of the highest forms of management activities in the South African government. Consequently it is mandatory for Heads of government departments to develop strategic plans for their departments. Despite compliance to the strategic management framework as prescribed through the Public service regulations and the Treasury regulations, service delivery targets as set out in these plans are often not achieved. This also results in the underspending of monies budgeted for the delivery of basic government services. This paper presents the findings of the study undertaken to evaluate the effectiveness of strategic management in the public service. The study employed a qualitative approach in the form of a case study research method targeting the Department of Local Government and Housing in Limpopo provincial administration. It is evident from the findings that the department is comprised of a number of elements or organizations within its environment that it is dependent on for it to achieve its objectives, and that some of these organizations are in turn dependent on the department to achieve theirs. This makes the department and organizations within its environment typical complex adaptive systems in that for them to achieve their goals, they need to adapt to one another. Failure to meet strategic plan targets in the department is attributed to (1) the government prescribed strategic choice and linear approach to strategic management that does not take into account the complexity and uncertainty of the department’s environment and the views of stakeholders; (2) the capability of management to perform the strategic management function which is questionable, (3) lack of a systems thinking approach in the department, and (4) ineffective strategic control. The study recommends a strategic management model for the Public service that will encourage management to see the department as a system that is influenced by and also influences other systems within its environment to achieve its objectives. This will facilitate the interactions between the department and its stakeholders during the formulation of strategies and the implementation thereof. Key Words: Strategic management, strategic plan, strategic formulation, strategic implementation, strategic control, complexity, complex adaptive systems, organization, strategy, systems thinking, environment, public service, resources and uncertainty.
Exploring the use of complexity approaches in strategic management by the KwaZulu-Natal department of education.
(2011) Mpungose, Nkosinathi Petros.; Bodhanya, Shamim Ahmed.
Finding ways to deal with complex situations has been a long issue of interest by researchers and scholars alike. Researchers and scholars have provided the strategy community with an insightful understanding of the phenomenon of complexity. The traditional understanding of complexity in strategic management, mainly coming from the design school of strategy, has given way to modern complexity perspectives. These perspectives are from Chaos Theory, Dissipative Structures and Complex Adaptive Systems (CAS). Complexity sciences seek to look at the challenges associated with knowing and understanding the unknowable by focusing on the interactions in complex systems. The properties of complex systems in turn provide lessons that can be transferred to the field of strategic management in a form of approaches to deal with complexity. The CAS metaphor will be used as a model to contrast the approaches in current use by the organisation of study in strategic management. Insights from studies on complex systems points to a need for constant exploratory studies in organisations to determine how well organisations are responding to complexity. The aim of this study is to explore approaches that inform thinking and management practices in strategic management by the KwaZulu-Natal Department of Education (department) in view of complexity - increasing difficulties to understand the world. Firstly, results of the study are intended to contribute to understanding how insights arising from the study of complex systems, in the world, are being used to rethink and design government departments – public sector organisations - systems and strategic approaches, so that they are more flexible, adaptable and able to respond efficiently and effectively to changes in larger environment. Secondly, where the study finds that the current complexity approaches of the department are not informed by the latest thinking on complexity, recommendations are made on ways the department can improve its approaches.
Exploring the use of simulation as a tool of change management.
(2009) Proches, Cecile Naomi Gerwel.; Bodhanya, Shamim Ahmed.
The ability of an organisation to change and adapt is critical. The process of change however tends to be more challenging than expected during initial planning. Organisations frequently rush into change initiatives; these often result in unintended consequences which may subsequently lead to many change efforts being unsuccessful. There is much contention around issues of participation and communication, and current theory and models are criticised for being inadequate. The skills base of employees and managers are also often inadequate to deal with proposed changes. Problems are seldom handled effectively, thereby decreasing an organisation’s ability to engage in learning. Simulations have proven beneficial in enabling participants from various backgrounds to meaningfully engage by learning from experience. The safety of the environment enables participants to explore ideas and strategies, with the aim of developing abstract thinking by observing and reflecting on experiences from the simulation. This exploratory study therefore set out to investigate how and specifically in which ways simulations can play a role in change management. Relevant literature in the areas of change management, learning, systems thinking, complexity theory and simulations were examined to establish a theoretical grounding. The empirical component of this study focused on the fisheries system in the Western Cape province of South Africa. A qualitative research approach and purposive sampling were employed. Fifteen semi-structured, face-to-face interviews were conducted. Observations and secondary data in the form of archival data, and other relevant organisational documents were also analysed. Subsequent data analysis was then used to uncover the various pertinent issues. A simulation was thereafter designed, piloted with students, and then conducted twice with some of the stakeholders in the fisheries context. This study is significant in understanding how interactive simulations contribute to change management. The main findings from this study indicate that simulation use illustrated how the various stakeholders in a system interact, and how their actions and decisions influence each other. The findings also revealed that simulations were particularly effective in a multiplestakeholder scenario, and could show the role that mental models and stakeholder perceptions play. The findings indicated that simulations could successfully place emphasis on developing capabilities, and highlight how approaches towards communication and participation influence outcomes. General implications based on the findings were derived for change and simulation theory, as well as for the fisheries context. The simulation may be used in other areas of natural resource management, as well as general stakeholder scenarios. It may also be effective in a general organisational setting to re-examine the conventional way of approaching change.
The impact of LED conceptualization on the current implementation: A case study of Ugu district.
(2011) Khambule, Philani Cyril.; Bodhanya, Shamim Ahmed.
Local economic development (LED) has been in existence for decades. In South Africa the concept received momentum immediately after the first democratic elections in 1994. It was soon conceived as a mechanism for addressing social and economic ills such as unemployment, poverty and declining economic activity, particularly in small towns. In order to accelerate LED given its urgency, in 1998, the government introduced and subsequently promulgated the White Paper on Local Government, which mainly sought to advance the notion of a developmental state, and LED was central to that. Later in 2006 a proper LED Framework was adopted, which had as its main objective, to guide LED implementation. Up until the present time, LED implementation has not been a resounding success. Many studies have focused on implementation and challenges thereof. However, focusing on implementation alone may not be adequate. In order to bridge that gap, this particular study specifically focuses on LED conceptualization in order to assess the correlation between conceptualization and implementation outcomes. The area of the study was Ugu district in the lower south coast of the KwaZulu-Natal province of South Africa. Immediately after the first democratic elections in 1994, local economic development as a concept gained momentum. LED conceptualization was mainly centred on LED planning, which as empirical evidence has suggested, did not provide the anticipated success in terms of implementation results. Further, LED planning in South Africa focused mainly on a market-led approach, which is largely premised on pro-growth as opposed to the market-critical approach which draws much input on the pro-poor thinking in terms of both conceptualization and implementation of LED-focused initiatives. This study therefore sought to build from that proclamation. The assertion is that LED planning has become obsolete. The proposed approach was the adoption and conceiving of the dynamic complexity approach, which is mainly centred on self-organization of the system of which LED is one such sub-system. The affirmation is that, LED is neither a static nor a fixed phenomenon. It involves continuous evolution and co-evolution of agents such as banks, entrepreneurs, government etc., within the system which therefore becomes a never ending process. During such process of evolution and coevolution, new order emerges, which can be identified as an outcome-based local economic development. From the study’s findings, indications are that LED conceptualization indeed plays a significant part in shaping implementation outcomes, and indeed outcome-based LED. This conclusion is based on five (5) critical areas which were covered in the study, namely project implementation rationale, comprehension of local economic development, funding for local economic development, roleplaying by diverse LED stakeholders and complexity of local economic development. For example, the findings and analysis shows that many LED-focused interventions were implemented without proper conceptual assessments having been done, which led to ill-informed implementation and therefore poor results. Further, the comprehension of LED as a programme is also a problematic area. Due to diverse stakeholders whose interests are not necessarily the same, LED is viewed differently, which also has a direct implication in as far as co-operation and roleplaying by LED stakeholders is concerned, which further causes challenges in terms of implementation. Lastly, the final assertion is that LED is a complex phenomenon. However, in terms of the findings, this assertion is not observed by all stakeholders, which again is a conceptual matter. Adversely and perhaps as expected, LED facilitation and implementation is a problematic area within the Ugu region. The direct implication is that LED’s conceptualization needs to be revised, and in the process all stakeholders must internalize and advocate for emergence-based local economic development.
An investigation into the creation of a learning organization :a case study of Waltons KZN.
(2010) Dlamuka, Innocent M.; Bodhanya, Shamim Ahmed.
In SA dire skills shortages exist in numerous fields. My employer is also subjected to these uncompromisingly difficult times. Clearly, all the companies need to re-visit their approach towards investing in the skills of their people, and as human resources practitioners we can make a major positive impact in this area by facilitating skills development in our organizations. The researcher was motivated to do this study as he currently works in the human resources department within the company. The researcher has been working in the human resources for the past ten years and has developed a keen interest in skills development. The researcher presented himself, as far as possible, in neutral fashion during the study. Barnad and Schaap (2005) highlight the fact that organizations are confronted with ever increasing turbulence and change in their environment. Senge (1990) argues that a learning organization is critical during these times of rapid changes in the business environment. What the study sought to achieve Through a study of the literature available, I found out what a learning organization really is. Secondly, through open-ended interviews, observations and archival research I established to what extent Waltons KZN is a learning organization. Questions that were answered in the research: The questions were aimed at determining to what extent Waltons KZN is a learning organization. Given the features that Senge (1995) says should be present in learning organizations, how does Waltons KZN match these “prescriptions”? According to Senge (1990), a Learning organization has the following features: • Continuous training and development • Performance management • Team work • Proactive change management • Existence of a culture of continuous feedback between line management and workers All my questions that will be answered by the study participants are based on these features. Research questions were: • Why is continuous training and development so critical in a learning organization? • Does a culture of continuous feedback between line management and workers exist in Waltons KZN? • To what extent does Waltons KZN proactively deal with change? • To what extent is Waltons KZN managing the performance of its employees? • What is the role of team work in a learning organization? The research methods used in the study were open-ended interviews, observations and archival research. Twenty five (25) managers of the company participated in the study. The study found that even thought the respondents feel that the company is doing well in the area of learning and skills development; it’s still unable to manage change effectively. It was also found that the company does not have a formal performance management system which makes it difficult to manage performance and productivity of employees. It was also clear from the study that there is a good relationship between management and workers. This is underpinned by the spirit of team work which exists within the company. These conclusions gave rise to several recommendations. In the main it was recommended that the company needs to develop a comprehensive change management strategy, which places a premium on communication with all stakeholders. It is also recommended that the company develops a formal performance system that will ensure that performance incentives are objectively given to employees.
Knowledge management practices in the fuel production industry : a case study of Petrosa Mossel Bay refinery.
(2012) Ndebele, Sibusiso Bhekisipho.; Bodhanya, Shamim Ahmed.
No abstract available.
Managing change and transformation of organisations to learning organisations in South Africa.
(2009) Makaula, Gunyaziwe Goodworth.; Bodhanya, Shamim Ahmed.
This study is an evaluation of how to improve organisational performance by transforming an organisation into a learning one - in particular the South African National Roads Agency Limited (SANRAL). A qualitative method was used where an exploratory study was conducted through the use of a survey and interviews with selected participants. This was done in order to establish their feelings and perceptions concerning a need for change in our organisations, especially by managers or leaders. In enabling the researcher to follow a more focussed study, nine questions were prepared and one interview question. Most of the questions revolved around the need for change, factors affecting change (whether negative or positive), benefits, and ultimately how organisational performance could be enhanced. An in-depth literature review was then undertaken by the researcher on the nature of a learning organisation and other related principles in order for the researcher to build capacity and empower himself. The current state of implementing change and transformation in SANRAL and other organisations was compared with that suggested by the literature. Twenty-five questionnaires were administered to SANRAL and other stakeholders’ employees, the responses were analysed, and the results were compared with what is suggested by the literature. Most of the respondents agree that there is a need for paradigm shift in organisations, particularly SANRAL. Learning organisations’ principles featured prominently in the participants’ responses. It was also thought that the challenge is how to manage and lead in these rapidly changing times. Issues like communication, participative management and so on were found to be key factors when leading change in an organisation, and vital for organisational performance. The literature review revealed that management needs to be more proactive in their approach when leading under these uncertain conditions. Finally, the dissertation highlighted the shortfalls and critical issues that organisations need to focus on in order to survive in changing environments, while the literature review provided some of the guidelines in addressing these challenges.
Managing organisational change through the application of strategic thinking.
(2007) Rankhelepe-Majoro, Mammusa.; Bodhanya, Shamim Ahmed.
The frequency of organisational change is accelerating to a level where change is becoming a norm of organisational life today. This change comes in different forms, whether planned or emergent. Regardless of whether it comes as planned or as emergent, organisations must respond to change by adopting and applying dynamic and responsive management approaches in order to manage the transition successfully. The overall aim of this study is to view organisational change through the application of strategic thinking. A framework of strategic thinking is therefore developed. In terms of this framework, successful management of organisational change is attributed to the following key elements: • Vision-building • Systems thinking • Complex adaptive systems • Organisational learning • Scenario planning Following the framework of strategic thinking developed, an assessment of two organisations that are currently undergoing a process of organisational change is undertaken. The two organisations are the Lesotho Electricity Corporation and the Ministry of Health and Social Welfare. The key motivation for this study was to determine whether or not the two aforementioned organisations apply the key elements of strategic thinking in managing their change-related endeavours. With regard to vision-building, the findings of the research reveal that in the case of the Lesotho Electricity Corporation, a comprehensive process of vision-building or vision development of the desired future of the Corporation was carried out. This process was designed to facilitate a better understanding of the Corporation's major strategic purpose with the key focus on defining and creating a desired future state of the restructuring programme. In contrast, the findings reveal that the Ministry of Health and Social Welfare does not have a vision for its restructuring programme. In relation to systems thinking, the findings suggest that the Lesotho Electricity Corporation has partly applied the principles of systems thinking. However, in the case of the Ministry of Health and Social Welfare, systems thinking is not applied at all. With regard to the concept of complex adaptive systems, the findings reveal that in managing its restructuring programme, the Lesotho Electricity Corporation is behaving like a complex adaptive system, since it applies adaptive strategic approaches, which are determined by the circumstances at hand. On the other hand, the findings suggest that the Ministry of Health and Social Welfare is not behaving like a complex adaptive system in managing its restructuring programme, as it relies only on predetermined strategic approaches, which inhibit the flexibility to adapt to changing circumstances. In terms of organisational learning, it is evident from the findings that the learning culture is encouraged and facilitated in the case of the Lesotho Electricity Corporation. Conversely, the findings indicate that the restructuring programme of the health sector is restricted by inadequate organisational learning efforts undertaken by the management of the Ministry. In relation to scenario planning, the findings reveal that the Lesotho Electricity Corporation does not apply scenario planning in its restructuring programme as a strategic tool that explores alternative futures in uncertain environments. On the other hand, the findings indicate that although the Ministry of Health and Social Welfare suggests that it applies scenario planning as a strategic approach, it is evident that its application is done at a very superficial level. The above findings indicate the diverse strategic approaches applied by the two organisations. Following the framework of strategic thinking, the Lesotho Electricity Corporation is in a better position than the Ministry of Health and Social Welfare in many respects. However, even though the Corporation is in a better position in this case, there still remain other areas of strategic thinking that are not applicable or not fully explored by management when addressing the problem situation of the Corporation. In particular, systems thinking is one key element of strategic thinking that has been found partly evident in addressing the problem situation of the Corporation, while scenario planning was found to be not applicable at all. It is in this respect that the study concludes that, in order to achieve successful and sustainable organisational change, the two organisations that are currently undergoing organisational change have to apply the integrated elements of strategic thinking.
The non-linear effect of project change orders : a South African case.
(2011) Madiba, Mhlengi Arthur.; Bodhanya, Shamim Ahmed.
The research focused using System Dynamics to model and simulate an engineering project with the main aim of understanding: - Why change orders are notorious for negatively impacting on project execution; - The root cause(s) of the behavior in order to find ways to better manage change orders in future projects; The research was carried out at a leading KZN-based engineering consultancy using data from a recently completed project as a basis for the model. The research took the following approach and sequence: Introduction: In this section I present the dominant school of thought, the reductionist scientific perspective and its strengths. I then highlight the weakness of the school and present systems thinking as an alternative way of viewing life issues. I then propose system dynamics as one of the better methodologies that can help us understand a dynamic and non-linear system. Literature Survey: In this section I review literature on project management with the primary aim of highlighting that projects, regardless of size, are complex non-linear systems. I then cover literature on system dynamics with the aim of justifying my perspective, that it is suitable for application in the project management context. Research Methodology and Results Analysis: This section presents the methodology I followed in executing the research. The research process started off with extensive data reviewing from a recently completed project. It also covered conversations with the research participants in order to help me fully understand the project that was to be modelled. The data reviewing and interviews culminated in a group model building exercise where a number of “what if” scenarios were explored and discussed with the participants. The final stage of the research was to get the participants to respond to a post-modelling questionnaire. The outcomes from these processes were then used to answer the original research questions and to draw any additional insights. The resultant model can now be used as a learning tool for teaching clients of the unintended consequences that can result from issuing change orders. Conclusion: I then close off the research by concluding that change orders do have a non-linear impact on project execution and they require careful management. I then suggest that the best way to manage this is by educating all the project participants, especially the client of how their well meaning requests can be detrimental to the project if not well managed. Additionally it was surprising to all participants that for some reason, exploration of change orders that are not approved is rarely ever charged for. This “work for no pay” can negatively impact on the financial situation of the service provider which may have a knock-on effect to other areas of the project. Value: This research eventually revealed itself to be about learning to effectively lead a group modeling exercise and what pitfalls to look out for when creating models. There is great value for people interested in finding progressive and well informed ways for model building and managing change orders in projects. This system dynamics in project management research is grounded on the concepts of the learning organization and systems thinking as the core drivers.
Scenario planning : the future of Bosch Projects as seen through the sugar industry lens.
(2010) Madiba, Mhlengi Arthur.; Bodhanya, Shamim Ahmed.
This research explores the application of scenario planning to an engineering and project management consulting company based in Durban, South Africa. Scenario planning is used to formulate possible scenarios that this company' main client industry/ market may face in the next ten years. This application provides an opportunity for the consultancy to test if it is necessary for it to start pursuing other markets in order to minimize risk associated with its core market and mostly it prepares the consultancy for opportunities and threats that may exist but is currently not aware of. The research takes the following approach and sequence: . Introduction: The section gives a background into Bosch projects and the sugar industry. It also places me in the context of the research. . Literature Survey: In this section I review general thinking around strategy formulation, organizational learning, metaphors and system thinking. I also draw a link amongst these areas of learning. . Research Methodology: This section presents the methodology I followed in conducting the research. The research started with conversations with research participants followed up with questionnaires. The questionnaires were supplemented with one- on- one interviews with the participants in order gain more clarity on their responses. Scenario planning exercises were conducted with Bosch Projects' management team and the sugar industry participants. Three scenarios were developed with BP and another three with the sugar industry. I developed two additional scenarios for each group for my own interest. . Results Analysis: In this section I present the results of the research process. I start off by discussing the environmental scan analysis which describes the external environment within which the sugar industry operates. This discussion is informed by the results of the interviews with the participants. The general consensus was that the industry is faced with many positive possibilities. It also became clear that the industry is not taking full advantage of opportunities already available to them. In the same section I present the scenarios developed which highlight the challenges faced by the country and how they could affect the industry in the long term. . Conclusion: I then close off the research by making a conclusion that Bosch Projects has a positive future when viewed through the sugar industry lens irrespective of which uncertainties materialize but there are key issues which the company must address in order to be prepared for any of the eventualities. . Value: This research eventually revealed itself to be about learning to effectively lead a scenario planning session and what pitfalls to look out for when creating storylines. There is great value for people interested in finding progressive and well informed ways for strategy formulation. This scenario planning research is grounded on the concepts of a learning organization and systems thinking as the core drivers
Strategic enactment : an interpretive approach to organisational strategy.
(2009) Bodhanya, Shamim Ahmed.; Taylor, Robert Gordon.; Pillay, Kribendiren.
The purpose of this thesis is to explore the field of strategy by way of its historical trajectory and to consider the major branches that constitute this broad, but fragmented discipline. It is an interdisciplinary endeavour that draws specifically on systems theories and complexity theory as a way to enrich the field. The strategy field tends to be philosophically unreflexive. As a result it is dominated by an objectivist ontology, which underpins strategic choice. One of the aims of this thesis is to explore the implications for strategy, if instead, an interpretive stance, based on an ontology of social constructionism, is adopted. The literature has not fully explored and developed different ontologies in the context of strategy and hence has left a major gap in theorising about strategy. This thesis attempts to address that gap and therefore one of the contributions of the study will be a tentative theory of strategic enactment. This research attempts to answer the following key questions: 1. What are the major theoretical frameworks and conceptual models that frame the field of strategy? 2. How well do these frameworks and models contribute to strategy under conditions of high ambiguity and uncertainty? 3. What contributions may be made by applying complexity theory to the field of strategy? 4. What are the implications of adopting an interpretive approach to strategy? 5. What are the implications of strategic enactment on strategic leadership? Given that these research questions are of a philosophical and theoretical nature, the research methodology and approach is one based on theoretical exploration. It is therefore not an empirical study, but a conceptual one embracing both breadth and depth. It is broad in that it covers multiple literature sets which include bodies of knowledge in organisational theory, leadership, strategy, systems thinking and complexity theory. It is deep in its interrogation of core conceptual constructs that are pertinent to the strategy frame of reference and in its comprehensive coverage of the major topics that circumscribe the field. While it relies on an extensive coverage of existing texts it is not a hermeneutic study from a methodological point of view. It does not purport to interpret and to elicit the meaning of texts. The term interpretive in the title instead refers to the ontological notion of sensemaking and interpretation that is central to strategic enactment. Interpretive in this sense is not an interpretation of texts in a hermeneutic fashion, but interpretive in relation to enacting reality. Despite being a theoretical study it still draws on deductive, inductive and abductive reasoning. The study makes several contributions. It re-conceptualises strategy in a way that lends itself to be generalisable across all sectors, approaches strategy formulation and implementation as a single intertwined process, interrogates, combines and integrates strategy-related and other concepts in way that has not been done before, provides a theoretical basis for scenario planning and demonstrates how it may considered as a soft systems approach, presents a practical methodology for undertaking scenario planning, critiques existing CAS-based theorising about strategy, leadership and organisation and draws out the potential of complexity theory for strategy and leadership. The final contribution of this study is a tentative theory of strategic enactment that highlights key constructs such as identity and agency that have been underemphasised in the strategy literature. Such a theory offers alternative explanations from that of strategic choice, and is able to deal with the phenomenon of emergence in organisational settings. It is unique in that it integrates complex adaptive systems with an interpretive approach to organisational strategy. The following may be identified as key findings of this study: • Strategy is still a pre-paradigmatic field and hence its theoretical underpinnings are of necessity eclectic. • While strategic choice is the dominant approach, many of its tenets are contested, especially when organisations are considered as complex adaptive systems. • Deliberate strategy is not possible as all forms of strategy are ultimately emergent. • Agency is an important construct in strategy. Agency does not reside in the key power brokers alone, but extends to all organisational actors and their structural networks of relations. Agency is also invested in non-human actors in the form of artifacts. • Agency is limited to micro-level actions and does not embrace macros states of the system. • Identity is an important construct in strategy. The identity of agents is shaped in their interactions with other agents. Who they are impact on what they can and cannot do, and also impact who they construct themselves to be. In this sense there is a strong link between agency and identity. • Identity is also shaped in situated activity in practice and therefore strategy-as-practice is important. • Strategic enactment presents alternate explanations for the utility of strategy tools and strategic plans from strategic choice.
Strategic planning and implementation challenges faced by public entities.
(2009) Nkomo, Maleho.; Bodhanya, Shamim Ahmed.
The dissertation explores strategic planning in thirteen public entities, based in Gauteng Province, South Africa. The study attempts to review the challenges experienced by the entities when undergoing strategic planning, and the techniques applied to overcome these challenges. The results present the extent to which the challenges and techniques as reported by the participants are found in the literature. The findings also present correlations between the extent to which a public entity is funded by government, and the extent to which it experiences strategic planning challenges. In addition, the findings include the negative correlation between the extent of the strategic planning challenges experienced, and the extent of an entity’s reliance on techniques to overcome the challenges. The study concludes by highlighting areas that need further research. The dissertation is important as it adds to the general body of knowledge, and contributes to the studies on strategic planning of public entities in South Africa.
The strategy development process at Walter Sisulu University : implications from a complexity theory perspective.
(2012) Jack, Luthando Phillip.; Bodhanya, Shamim Ahmed.
The study was about the strategy development process at Walter Sisulu University from a complexity theory perspective as an underlying theoretical framework. The complexity theory was used to draw implications for strategy development from the perspective of this theory. The principal rationale for the study was to comprehend the process of strategy development and to unearth the underlying theoretical paradigms that inform the strategy formulation process at the university. The study was moreover intended to look at available or possible models for strategy implementation. The research approach used to conduct the study was from a qualitative paradigm. However, when it came to data collection techniques, elements of the qualitative and quantitative paradigms were combined. The sampling method used was the purposive sampling which is one of the non-probability sampling types.The study has found that in the main the approach the university used to develop its strategy is anchored on the traditional, positivist and modern approach to strategy. This is a progeny of the dominant theories of strategic management underpinned by classical and scientific management theories. There is however, awareness and consciousness in the university to the reality that the organisation operates in a turbulent and unpredictable world. This is premised from the understanding that today’s organisations evolve and co-evolve with their environments and as such there is need to create an internal environment for agility, flexibility and innovation as well as self-organisation. The study also found that there is no clear model for the implementation of complexity theory in organisations. The study recommends that more studies on approaches, guidelines and techniques for the application of complexity theory be encouraged as a model may be an anti-thesis to the fundamental meaning of the theory particularly given the reality that the theory is also a subject of itself. The above recommendation is premised from the fact that there are few cases on the applied side of complexity theory. There is also need to embed the complexity theory in the academic content of strategy in the academia.
Strategy enactment process in an organisational context : a case study of four organisatons in East London, Eastern Cape, South Africa.
(2007) Maphinda, Hopewell Khaya.; Bodhanya, Shamim Ahmed.
The word 'strategy' is still very critical and central in running the affairs of any business and organization. Strategy is highly rated and often seen as the bedrock for any success of an organization and business venture. Since its years of evolution, it has been dominated primarily by rational and analytical approaches up until the resurgence of an emergent approach as a new perspective in strategy enactment processes. Ever since then the discourse of strategic management processes has been predominantly underpinned by these two approaches. As a case study, four organizations that represent a wide spectrum in terms of type and therefore assumed to provide scope for discovering variations with regard to strategy processes were selected. These four organizations were selected to examine the approach/es used in strategic enactment and to evaluate the relationship between organizational success and its strategy enactment process. The focus in this study is biased to what strategy is perceived to be at organizational level and whether individuals within these organizations do subscribe to the same perception or on their own. Secondly, as strategy is perceived as the bedrock for an organization success, the study has attempted to look at possible links or relationships between the two - success and strategy. This has been done by looking at the alignment between organizational operations and the strategy. The results of the study show that: • The four organizations use the rational analytical approach to strategy enactment. • Individuals within these organizations subscribe to the holistic perspective of strategy enactment which integrates strategy formulation and strategy implementation dichotomy into a single gestalt of formulation-implementation at all levels of the organizations. • The success of the organization cannot only be attributed to strategic enactment and its application alone. Other factors as well act as enablers and / or provide opportunities for organizational success. • The approach used to design and implement strategy has a direct relationship with how the designers and implementers of strategy define and understand an organization to be. For instance the study shows that strategists who define and understand organizational strategy as an entity devoid of its social and cultural construct tend to use the rational and analytical approaches. However, those who see it as an entity that is shaped and influenced by socio-cultural factors are prone to the emergent approach.
Sustainable socio-economic development and poverty alleviation strategies for communities : a review of the Royal Bafokeng Nation initiative.
(2007) Modipa, Matome Edmund.; Bodhanya, Shamim Ahmed.
Many people and their communities, especially in rural Africa and other developing countries, battle to manage and reduce starvation, poverty and unemployment. Unfortunately, these problems cannot be left to governments, private enterprises and outside donor organizations to solve. Without the communities' involvement in and ownership of these processes, even sensible programmes will be unsustainable. One community that has been exploring and attempting to tackle these problems is the Royal Bafokeng Nation (RBN) in South Africa. Through their socio-economic development agency, the Royal Bafokeng Economic Board (RBEB), their infrastructure development agency, the Royal Bafokeng Administration (RBA), their investment development company, Royal Bafokeng Holdings (RBH), and their political support institution, the Supreme Council, the RBN is attempting to find new, innovative, and sustainable solutions to some of the most intractable problems in the developing world, taking into consideration the special issues that face all South Africans. This study therefore will analyse the ways in which the RBN are attempting to achieve sustainable socio-economic development, within their context. It will review the strategic formation and work done by the RBN, with special emphasis on the nexus of development "best practice" and the traditional Tswana, South African, African, and global contexts. The analysis will use systems thinking, chaos and complexity science, and strategic enactment approaches. Further analysis will focus on the lessons learnt from the structures of the RBN that might be applicable to other developing communities. This will be done using the concepts of business architecture, an organisational dynamics approach, leadership and sustainable development from a rural perspective. The study will make use of both primary and secondary research techniques, in order to identify current and potential issues and challenges that may help fast track the delivery mechanisms ofthe RBN: • Primary research comprises direct interviews with a wide range of stakeholders, both internal and external to the Bafokeng Nation. • Secondary research comprises archival research within the RBN and its associated organisations in the Bafokeng community, as well as related documents and literature emanating from other contexts around the world. The Bafokeng case highlights a local or indigenous approach to socio-econornic development that gives ownership of the development to the people being developed. By analysing the Bafokeng case, its successes and failures in socio-economic development, I will attempt to draw conclusions about the importance or role of indigenous values, practices and institutions in the development process.