Managing change and transformation of organisations to learning organisations in South Africa.
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Date
2009
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Abstract
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.
Description
Thesis (M.Com.)-University of KwaZulu-Natal, 2009.
Keywords
Organizational change., Theses--Leadership and management.