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INTRODUCTION
According to Gerber, Nel and van Dyk (1998:35) organizations are social structures or systems, which can be viewed as a number of interrelated, interdependent parts, each of which contributes to total organizational functioning and to achievement of common goals. Organizations are open systems in constant interaction with their environments. During this interaction process an organizatiuon takes in resources, information and energy, which it transforms into products and services, made available to the environment in the form of outputs (Luthans, 1998:529).
Schein (1980:15) views an organization as “the planned coordination of the activities of a number of people for the achievement of some common explicit purpose or goal, through division of labour and function, and through a hierarchy of authority and responsibility.” Human resources management links up with this definition. Human resources management (HRM) is the process through which an optimal fit is achieved among employees and their jobs, the organization, and the environment, so that employees reach their desired level of satisfaction and performance and the organization meets its goals (Hall and Goodale, 1986:6).
The human resource function must become a strategic business partner to survive today’s sweeping workplace changes (Brown, 1997:4). Organizations are never completely static; they are dynamic, in continuous interaction with external forces. Changing consumer lifestyles and needs, technology, legislation, internationalism, and workforce expectations all impact on organizations, causing them to change. The degree of change may vary from one organization to another, might be imposed upon the organization, or the change might be initiated internally. Because change occurs so rapidly, there is a need for new ways to manage it (Hellriegel, Jackson, Slocum, and Staude, 2001:382). The systems approach is a very important variable in organization change and effectiveness.
REASON FOR THE STUDY
Change is a way of life in world-class organizations today, but organizations should also maintain a stable identity and operations in order to accomplish their primary goals (Harvey and Brown, 1996:31).
According to Greenberg and Baron (2000:586) organizational change is the planned or unplanned transformation in an organization’s structure, technology or people. Planned organizational change activities are intentional and goal oriented (Robbins, 1998:629). The goals of planned change are to improve the ability of the organization to adapt to changes in its environment and to change employee behaviour. When customer needs change, competitors introduce new products or services, or when new legislation or other environmental changes take place, the organization needs to adapt. Human resources at all levels of the organization are the main barrier to change, but are also the key to facilitate, implement and manage change effectively (Zimmerman, 1995:15-16). Schermerhorn, Hunt, and Osborn (1997:267) describe corporate culture as the system of shared actions, values and beliefs that develops within an organization and guides behaviour of its members. Harvey and Brown (1996:410) agree that increased productivity, boosted employee camaraderie, increased employee’s sense of ownership and satisfaction, and increased profits are evidence of effective corporate cultures. Each organization evolves a unique culture that has to change continuously to meet changing conditions and maintain organizational effectiveness. Corporate strategy alone cannot produce cutting-edge results; the fit between an organization’s strategy, management style and culture can be a major strength in driving the implementation of successful change (Harvey and Brown, 1996:410).
It is important to have an integrated approach to any change programme, which involvescombining structural, technical, and behavioural change approaches that will take the characteristics of the corporate culture (and subcultures) into account.
1. CHAPTER I – INTRODUCTION AND GOAL
1.1. Introduction
1.2. Reason for the study
1.3. Aim of the study
1.4. Conclusion
2. CHAPTER II – THE NATURE OF ORGANIZATIONS
2.1. Introduction
2.2. Definitions of an organization
2.3. The organization as an open system
2.3.1. The characteristics and components of organizational systems
2.4. The contingency approach to management and the learnin organization
2.5. Organizational behaviour
2.6. Organizational effectiveness, efficiency, and success
2.7. Conclusion
3. CHAPTER III – CORPORATE CULTURE
3.1. Introduction
3.2. The culture concept
3.3. Definitions of culture
3.4. Levels of cultur
3.5. Definitions of corporate culture
3.6. Types of organizational culture
3.7. The formation and role of corporate culture
3.7.1. The formation and evolution of corporate culture
3.7.2. The manifestation and role of corporate culture
3.8. Corporate culture, organizational effectiveness and success
3.9. Culture management through culture change
3.9.1. A definition of culture management and culture change
3.9.2. Steps in culture change
3.9.2.1. The alignment of strategy and culture
3.9.2.2. The actual and desired cultures
3.9.2.3. Analysing artefacts, beliefs, values, and basic assumptions
3.9.2.4. Analysing the organizational climate
3.9.2.5. Analysing management and leadership style
3.9.2.6. Development and implementation of shared values
3.10. Resistance to culture change
3.11. Human Resource’s role in culture change
3.12. Conclusion
4. CHAPTER IV – MOTIVATION
4.1. Introduction
4.2. A definition of motivation and the motivation process
4.3. A broad classification of motivation in the work environment
4.4. The early theories of motivation
4.4.1. Maslow’s needs hierarchy
4.4.1.1. Implications of Maslow’s theory
4.4.2. Herzberg’s two-factor motivation theory
4.4.2.1. Implications of Herzberg’s theory
4.4.3. McGregor’s Theory X and Theory Y
4.4.3.1. Implications of McGregor’s theory
4.5. Contemporary theories of motivation
4.5.1. McClelland’s theory of achievement motivation
4.5.1.1. Implications of McClelland’s theory
4.5.2. Vroom’s expectancy theory of motivation
4.5.2.1. Implications of Vroom’s theory and the Porter-Lawler model
4.5.3. Alderfer’s modified need hierarchy model
4.5.3.1. Implications of Alderfer’s theory
4.5.4. The goal-setting theory
4.5.4.1. Practical implications of goal-setting for management
4.5.5. The reinforcement theory
4.5.5.1. Practical implications of the reinforcement theory
4.5.6. The equity theory of Adams
4.5.6.1. Practical implications of the equity theory
4.6. Integrating the theories of motivation
4.7. Motivation theory implications on organizational behaviour
4.8. Beyond motivational theory in the organizational context
4.8.1. Variables that influence motivation
4.8.1.1. Work environment features
4.8.1.2. Job characteristics
4.8.1.3. Individual characteristics
4.8.2. The work environment
4.8.2.1. The psychological work environment
4.8.2.2. The social work environment
4.8.2.3. The physical work environment
4.8.3. Guidelines for creating motivated employee behaviour
4.8.4. Activation techniques for management
4.9. An integrated model for work motivation
4.10. Conclusion
5. CHAPTER V – LOCUS OF CONTROL
6. CHAPTER VI – CHANGE, ORGANIZATION DEVELOPMENT, AND TRANSFORMATION
7. CHAPTER VII – VARIABLES OF IMPORTANCE IN ATTITUDE-RELATED RESEARCH
8. CHAPTER VIII – SOME PSYCHOMETRIC CONSIDERATIONS OF THE STUDY
9. CHAPTER IX – RESEARCH DESIGN
10. CHAPTER X – THE NEED FOR CHANGE IN THE ORGANIZATION
11. CHAPTER XI – THE DIAGNOSTIC PROCESS IN THE ORGANIZATION
12. CHAPTER XII – STRATEGIES, ACTION PLANS AND TECHNIQUES UTILIZED IN THE ORGANIZATIONAL TRANSFORMATION PROCESS
13. CHAPTER XIII – DESCRIPTION OF SAMPLE CHARACTERISTICS
14. CHAPTER XIV – STATISTICAL PRESENTATION OF RESULTS
15. CHAPTER XV – CONCLUSIONS AND RECOMMENDATIONS
APPENDICES
