...Research Vol. 3 No. 5; May 2013 Development of a Water Management Decision Model for Limpopo Province of South AfricaBased on Congruence between Sector Challenge and Service Organization Capacity Khathutshelo A. Tshikolomoa Azwihangwisi E. Nesamvunia Sue Walkerb Aldo Stroebela Izak Groenewalda a Centre for Sustainable Agriculture University of the Free State Bloemfontein, 9300 South Africa. b Department of Soil Crop and Climate Sciences University of the Free State Bloemfontein, 9300 South Africa. Abstract The study highlightedchallenges affecting the water sector in Limpopo Province, identified water service organisations (WSOs), assessedthe degree of congruence between the challenges and capacities of WSOs, and finally proposeda water management decision model for the area. Water challenges were (a) scarce resource availability and inadequate storage, (b) some dam never filling up, (c) poor resource knowledge of water managers, (d) lack of stakeholder participation in resource decision making, and (e) poor allocations to rural communities. The main WSOs were Department of Water Affairs-DWA (congruence rating=2.00) and water service authorities (WSAs), namely: Mopani District Municipality-MDM (congruence rating=2.15), Vhembe District Municipality-VDM (2.15) and Polokwane Local Municipality-PLM (2.15). The degree of congruence was high (2.75) between challenges and strategies, moderate (2.45) between strategies and tasks and low between allocation...
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...believes you can look at, assess, and analyse organisational readiness and responsiveness to change. This will done through the narrative cyclical approach (FIGURE XX). All of this works together to answer the research question of, “Is there a framework/s that can be used to help organisations increase organisational readiness and responsiveness to change”. Organisational readiness and organisational responsiveness are addressed throughout this literature review. The determinants and impediments of change in each branch of change management have been considered and addressed. Some elements fall outside the scope of the literature review and research. The literature review is structured in such a way that echoes this integration as illustrated in the following diagram (Figure XX). Figure XX: Areas within and outside the research boundaries leading to organisational responsiveness to change. Figure XX: Areas within and outside the research boundaries leading to organisational responsiveness to change. People Management Leadership Organisational Context. Culture. Organisational Learning. Knowledge Management. Change Management. Change Management Change Management is neither an art nor a science; it is an individual process relying solely on the organisation, individuals within the organisation (employees), leadership style and management of the organisation (middle and top managers), organisational culture, and a variety of external influences...
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... | | | | | GOOGLE Management Style 1.1 The Organisational Structure and Culture at Google, its Pros and Cons with supporting theories of Management In today’s competitive business world, close relationship within an organisation is essential in meeting clients need and promoting the level of customer satisfaction. Organization literally means “a group of people who make up a body for the purpose of administering something”. Carter McNamara (2013) defined an organisation as group of people intentionally organised to accomplish an overall, common goal or set of goals. Therefore for any organization to achieve their goals of existence, the structure and culture of the organization create path that lead to the success. Damen, (1987), described “Culture as a learned and shared human patterns or models for living; day- to-day living patterns. These patterns and models...
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...new thinking in Leadership studies. The efficacy of the model is found in its instruction that organisational effectivenesss is a function of the leader, followers and the situation within a strategic framework. Much as competencies and skills ( Hughes, Ginnet and Curphy, 2009:265 ) that can make a leader effective have been identified and prescribed, the quality followership and an understanding of the situations are germane to leadership and organisational success. One important definition of leadership is that a leader achieves the set goals of especially an organised group by the leader influencing (Hughes, Ginnet and Curphy, 2009: 4) others.. This definition underscores the importance of the need for collaborative efforts in the achievement of great goals . Charismatic leadership often builds passion and galvanisethem into enthusisatically collaborating for the common good of all, even in the face of compelling diversity. Followers have been known to influence the process of leadership. In the same vein that leadership is complex, leadership situations can also be complex.. The external and organisational environment have continued to chang and influence leadership context. The potency of situation in leadership effectiveness and business succes is also underscored by the observation that the success of a leader in a context is not a guaurantee for the success of the same leader in a different context.or situation (Lorsh:2008 ). LEADEERSHIP MODELS Several...
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...Chapter 6 – Organisational Culture Assessment Instrument (OCAI) 6.1 Competing Values Framework The Organisational Culture Assessment Instrument (OCAI) is based upon the Competing Values Framework. An average count of around 40 dimensions return regularly in management literature, essays and courses about organisational culture. For example: strength, congruence, strong, weak, speed of feedback, degree of risk-taking, people orientation, response to the environment, clarity, direction, conflict resolution, performance emphasis, and human resources. All these phrases are divided in 4 quadrants by • Horizontally: left: internal focus and integration to right: external focus and differentiation. • Vertically: top: flexibility and discretion to bottom: stability and control. This framework is called the Competing Values Framework and is used as a basis for many methods and theories. For example the Competing Values of Total Quality Management32 are shown below: Total Quality Management (TQM) is one of the most applied organisational change methods in the last two decades. It is focused on increasing an organisations’ effectiveness by setting quality objectives. The number of successful implementations of TQM is not sky-high, Cameron and Quinn derived from TQM literature that this has mainly two causes33: 1. only partial deployment; 2. failure to integrate TQM and culture change. Each quadrant is named after its most recognisable characteristics: Family or Clan, Adhocracy,...
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...13 Table of Contents 1. Introduction1 2. HRM Transformation in general terms2 2.1 HRM phenomenon 3 2.2 Trends driving it3 3. HRM formulation for the manufacturing company 4 3.1 About the company4 3.2 Harvard HRM model 4 3.3 Situational and Stakeholders Aspects 5 3.4 Defining business strategy6 3.5 HRM policies 8 3.6 HRM Delivery9 4. Recommendations and Conclusions 10 4.1 Interpretational model and recommendations10 4.2 Conclusion13 References14 1. Introduction The first part of the report will provide an insight to what circumstances triggered HRM transformation. Then we’ll explore the complex issues debated around HRM transformation at present and attempt to examine some theoretical perspectives and approaches that may be suitable in advising CEO what HRM transformation would mean for the manufacturing industry. We’ll emphasize in our report that restructuring and retrenchment should be practiced only when relevant. In the last section of our report we’ll present an interpretational model amalgamating figures and some rhetorical findings analysed in the earlier sections of the report and based on the analysis of the same model we’ll provide recommendations and conclusion as to how HRM transformation might achieve both cost cutting and increased effectiveness. 2. HRM transformation in general terms 2.1 HRM phenomenon During Margaret Thatcher’s administration we observed ‘an ascendancy of a new political and economic...
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...factor for success of any organization lies in the performance of their employees. As organisations grow and mature, managements try to adopt measures to improve the performance of their employees and a lot of questions arise on the best way to go about. Managing Director of Green Curve Interiors, an established interior design and build company, aims to implement an organizational behaviour aimed at ensuring improved job performance of their employees. This paper tries to answer one of his question, ”How does personality affect job performance among various occupational groups?”, by investigating the relation of the “Big Five” personality dimensions (Extraversion, Agreeableness, Conscientiousness, Neuroticism and Openness) to job performance for three occupational groups (Mangers, Skilled Workers and Sales). Office based employees at Green Curve Interiors were administered a widely acknowledged Big Five personality online test to obtain their personality trait score. Regression line and scatter charts were the tools used in our study to find the relation between the results of personality test score and job performance ratings. In our study we categorised green curve employees according to their occupational groups. From our analysis we found that conscientiousness was the best predictor for overall job performance among different occupational groups. We also found that extraversion and openness traits did not predict overall job performance, but they did predict success in specific...
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...should managers use to determine whether to enter into an alliance with or acquire another firm and how can they increase the chances of success when following either strategy? In today’s globalised world companies find it increasingly hard to achieve and sustain growth, many look to develop better competencies and grow resources through the use of acquisitions and alliances. However, these are far from simple strategies to implement, they are multi-factorial with both tangible and intangible elements creating many conundrums. As identified by Holzner (2014) their ‘failure’ or ‘success’ are subjective terms, and are often misappropriated in this context. Success or failure may not be determined by the longevity of a union, financial gains or the eventual occurrence of termination. This essay will examine success as defined by the extent to which the relationship meets the prior entry needs and desires of the parties. It will evaluate assessment frameworks and models of how firms might identify and increase the chance of success, and will highlight managerial techniques. Acquisitions and alliances are different undertakings, and as such carry with them specific concerns and peculiarities. It is wrong to address the success factors for both concepts as if they are a homogenous group – though there will be areas of crossover. Success can only be realised by parties within a union if both have a clear understanding of what their objectives are, and have considered the use...
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...Foods Market today. 7s Model McKinsey 7s model is a model developed by McKinsey Consultants with help from Richard Pascale and Anthony G. Anthos in the 1980s. McKinsey 7s model follows the 7 key internal parts of: approach, structure, arrangements, shared values, style, workforce and skills to permit organizations to realize its goals. Approach is a plan established by a firm to bring an economical advantage alongside with success competitor within the market. Structure is the organizational chart of the firm legendary for being one in every of the foremost visible and simple to vary parts of the framework. Arrangements are legendary for being the main focus for how managers accomplish business; particularly throughout structure modification. Skills are the talents of the staff of the firm. Staff is the amount of staff at intervals a corporation required to hold out the mission. Style is the management and leadership of top-ranking managers. Shared values are the basis of each organization and also the core of McKinsey 7s model; the standards that guide employee’s behaviour. The model remains one of the foremost popular strategic designing tools. McKinsey 7s model focus on the soft S’s: style, staff, skills, and shared values than hard S’s: strategy, structure, and systems. According to authors of the Model 7s, the pros and cons are as follows: The model is anything but difficult to use as partner explanatory structure. Since it consolidates both normal and burdensome parts with...
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...The video game industry is the economic sector involved with the development, marketing and sale of video games. It encompasses numbers of job disciplines and employs a lot of people worldwide. It includes video game consoles, game software, handheld devices, mobile games and online games. Console is the largest segment in the industry. In recent years, the video gaming industry has been growing rapidly and it may grow in the future. The three main competitor companies in this industry are Microsoft, Sony and Nintendo. Microsoft is a multinational computer technology corporation that specialize in software such as Microsoft Windows operating system and the Microsoft Office suite. But what is more important they are best known for their consumer products Xbox. Sony is one of the biggest manufacturers of electronics, video, communications, video game consoles, and information technology products for the consumer. The latest generation of its console game products is the Playstation 3 which replaced Playsation 2.Finally Nintendo is one of the largest Japanese technology companies well known for its console games. Its latest and the most successful console Wii was able to outshine Microsoft’s’s Xbox and Sony’s PS3. Analysis of the competitive industry Organizations view competition in an industry as a crucial issue that needs to be analyzed. In terms of economic theory (cited by Johnsons et al.) industry may be defined as “a group of firms producing the same principal products”...
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...Knowledge sharing in organisational contexts: a motivation-based perspective Alice Lam and Jean-Paul Lambermont-Ford Abstract Purpose – Facilitating knowledge sharing within organisations is a difficult task: the willingness of individuals to share and integrate their knowledge is one of the central barriers. This paper aims to develop a motivation-based perspective to explore how organisations resolve the social dilemma of knowledge sharing. Design/methodology/approach – The analysis builds on a three-category taxonomy of motivation, adding ‘‘hedonic’’ motivation to the traditional dichotomy of ‘‘extrinsic’’ and ‘‘intrinsic’’ motivation. It uses case studies gleaned from the literature to explore the interactive effects between the different motivators in two different types of knowledge-intensive organisations: professional bureaucracy and operating adhocracy. Findings – Within a professional bureaucracy, the social dilemma of knowledge sharing may be overcome through normative motivation, with provision of hedonic motivation through extrinsic incentives such as training and career progression. In an operating adhocracy where interdependent teamwork is vital, it may be overcome through normative alignment reinforced by intensive socialisation. Extrinsic motivators that align with hedonic motivation may also reinforce the propensity for knowledge sharing. In both organisational types, financial extrinsic incentives do not appear to be relevant on their own, and may ‘‘crowd...
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...strategies to achieve these objectives in the light of all the relevantinternal and external circumstances and undertake to execute the chosen action plans. The aims of strategicmanagement are to help the organisation to achieve a competitive advantage and to ensure long-term successfor the organisation. Components of strategic management Strategic management involve Strategy formulation - selecting an organisation's mission, or purpose, andkey objectives; analysing the organisation's internal and external environments; and selecting appropriate business strategies, and Strategy implementation - designing an organisation's structure and control systemsand evaluating the selected strategy in achieving the organisation's key objectives. Organisational mission...
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...It’s the individual factors within each member of a group that make or break a team. Factors such as motivation, personality and values are what influence other members of the group to achieve organisational goals. How the individual characteristics are utilised by each team member to achieve organisational success are the team dynamics. Whether or not they are helpful or harmful is a different story. Team members need to learn to not ‘put aside their differences’ and work, but to come together with each of their differences to form a better team. All teams have their initial complications, but learning about one another’s differences and overcoming them is what makes an effective team. Heterogeneous teams are more affective as they provide a comprehensive look on ideas; offer multiple outlooks on situations this is due to everybody’s diverse background and knowledge from their previous working role, age, gender, cultural background and experiences. (Thompson) Individually everyone possesses a sure amount of motivation to complete his or her work. Everybody wants to get their work done in time, finish tasks earlier then their deadlines, put in the extra effort to complete a goal, however individual motivation isn’t always present in times of need; where an employee can be feeling down and unenthusiastic about accomplishing a task and in this case where there is no one else relying on that person or pushing that person to complete that task it may not get done to their best of...
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...market as well. ERP systems (a very popular form of enterprise-wide IT solution) are designed to achieve integration and streamlining of internal processes by providing a suite of software modules that cover all the functional areas of a business. However, increasingly we hear of the failure of ERP implementations (Davenport, 1998). The authors have studied MSME organizations in the manufacturing sector and have reported failure at ERP implementation. As a result, there has been expanded research focusing on the implementation process. Objective The purpose of this paper is to present the findings of a study which is based on the results of a comprehensive compilation of literature and subsequent analysis of ERP implementation success factors in the context of Indian micro, small and medium-scale enterprises (MSMEs). The paper attempts to assess empirically which factors are most critical in the ERP implementation process from the perspective of...
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...Literature review of strategy implementation and strategy process frameworks Introduction Great strategies are worth nothing if they cannot be implemented (Okumus and Roper 1999). It can be extended to say that better to implement effectively a second grade strategy than to ruin a first class strategy by ineffective implementation. Less than 50% of formulated strategies get implemented (Mintzberg 1994; Miller 2002; Hambrick and Canella 1989). Every failure of implementation is a failure of formulation. The utility of any tool lies in its effective usage and so is the case with strategy. Strategy is the instrument through which a firm attempts to exploit opportunities available in the business environment. The performance of a firm is a function of how effective it is in converting a plan into action and executing it. Thus implementation is the key to performance, given an appropriate strategy. In literature, implementation has been defined as “the process by which strategies and policies are put into action through the development of programs, budgets and procedures” (Wheelan and Hunger pp15). This involves the design or adjustment of the organisation through which the administration of the enterprise occurs. This includes changes to existing roles of people, their reporting relationships, their evaluation and control mechanisms and the actual flow of data and information through the communication channels which support the enterprise (Chandler 1962; Hrebiniak and Joyce...
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