http://hdl.handle.net/10628/152 2013-05-21T00:48:15Z http://hdl.handle.net/10628/301 Title: A study of the impact of leadership and change management strategies on organisational culture: The case of Mobile Telecommunications Limited (MTC) Namibia Authors: Nepembe, Winson Abstract: This research project sought to examine the linkages between leadership, culture and organisational effectiveness at Mobile Telecommunications Limited (MTC Namibia). The study's aim was to identify and investigate the factors that lead to any perceives or real challenges related to leadership, organisational culture and change. The study found that despite initial challenges faced by management and dissatisfaction raised with regard to the organisational change process, the majority of MTC who took part in the study are aware of the intentions of the change process as well as how it is intended to transform the organization to become responsive to competition and to its customer base through sound marketing and customer relations practices. The study also made recommendations on the inclusion of staff in the process, how the negative impact of the change process can be mitigated and how the company can harness the skills of staff to realize a better outcome in the long term. The recommended measures included training of staff and management on organisational change management, more power to be devolved to middle management to make them relevant to the change process and to gain more respect from subordinates. Description: Dissertation submitted in partial fulfillment of the requirements of the degree of Master of Science in Change Management, Leeds Metropolitan University, Faculty of Business and Law 2011-01-01T00:00:00Z http://hdl.handle.net/10628/300 Title: An exploratory study on strategic planning and the role of communication in the public service of Namibia with specific reference to the Ministry of Gender Equality and Child Welfare. Authors: Wandjiva, Jackson Tuhafeni Abstract: A strategic plan is a management tool that is used to transform organizational objectives into actions. Public Service managers have a responsibility to ensure that strategic plans are developed to stir the organization in the desired direction. However, crafting the best strategy is not the end in itself but the ultimate result will only be realized once the plan is successfully implemented, hence the need for effective communication during strategy formulation and implementation. The study focused on the Ministry of Gender Equality and Child Welfare (MGECW) and covered a cross section of senior managers, middle managers and junior employees. It involved exploring the impact of communication during strategy formulation and implementation, and investigating effective ways of communicating the formulation and implementation of strategic plans in the Public Service of Namibia. The study was qualitative in nature whereby in-depth interviews and focus group discussions were used as instruments, with senior, middle and lower level employees of the Ministry of Gender Equality and Child Welfare in Windhoek. The Directorates that participated in the study from the MGECW are: Directorate of Child Welfare Services; Directorate of Gender Equality; Directorate of Integrated Early Childhood and Community Development and the Directorate of Administration and General Services. The study followed an interpretivism research philosophy as it believes that the world and reality are not objective and exterior to the researcher, but are socially constructed and given meaning to people. All twenty-eight targeted respondents took part in the research study either by means of in-depth interviews or focus group discussions. All the participants were selected using a simple random sampling technique from a pool of 478 full time employees to serve as a representative sample of the Public Sector. The researcher personally conducted the in-depth interviews and focus group discussions while taking down notes. The study finds that, effective communication is not taking place during strategic planning process, hence majority of the employees who participated in this study felt excluded in the whole process and contribute less toward the implementation of the plan. Moreover, the study reveals that only senior and middle level employees are involved in the strategic planning process while the juniors are left out due to a lack of proper x information dissemination. According to the respondents, employees serving in the AMC and MTI committees do not provide feedback to their fellow employees to enlighten them on the decisions and strategies made. It also became evident that, this exclusion led to juniors to have a negative attitude towards the strategic planning process and have a declining morale. Hence, the study recommends that effective communication should be emphasized during strategic planning process to ensure stakeholders buy-in through sensitization exercises, e.g. regular feedback, workshops and interactive supervisor-subordinate discussions. Description: Dissertation submitted in partial fulfillment of the requirements for the degree Master of Science Change Management in the Faculty of Business and Law at the Leeds Metropolitan University. 2011-01-01T00:00:00Z http://hdl.handle.net/10628/299 Title: An investigation into the effectiveness of management and leadership of primary, combined and secondary schools in terms of policy, planning and implementation in Eheke Circuit, Oshana Education Region in Namibia Authors: Nangolo, Adda Benita Abstract: The Ministry of Education in Namibia has published the standards that identified twenty – nine aspects of the conditions of a school and its work and provide a way of quantifying the quality of each of these aspects. Seven key areas of the work of schools have been identified. Starting 2007, teams of evaluators begin a program of school evaluations. Grading has to be given to the work of the school on the seven key areas on a four – point scale. In each performance indicator illustrations are given in words of an excellent performance (level 4) on that part of the work of a school, and a performance that show more weaknesses than strengths (level 2). However, no school has been evaluated at level 4 grading in the aspect of management and leadership of schools in Eheke circuit . This qualitative research set to investigate the effectiveness of management and leadership of primary, combined and secondary schools in terms of policy, planning and implementation in Eheke circuit (Key Area 5, performance indicator 5.1). An investigation based on questions set as a guide in the form of an interview as a data collection instrument was undertaken with a sample population of principals, Heads of Departments, school board members and teachers to determine the effectiveness of management and leadership of schools in terms of policy, planning and implementation in Eheke Circuit. Findings revealed that schools were operating with less consideration of visions and missions that supposed to be well known by all and school board members were not fully involved in management and leadership activities of the schools. This led to lack of ownership development and poor implementation. It was evident from the findings that much need to be considered and done before grading schools is effected in Namibia starting with improving on the core aspects of management and leadership which are policy, planning and implementation of plans to establish effective management and leadership of schools for reaching the standard of the best practice and for the code of good practice. Description: Dissertation submitted in partial fulfillment of the requirement for the degree Master of Science in Leadership and Change Management in the Faculty of Business and Law at the Leeds Metropolitan University. 2011-01-01T00:00:00Z http://hdl.handle.net/10628/298 Title: Evaluating XYZ's performance management system implementation. Authors: Gotore, Michael Mukichi Abstract: There has been considerable academic and business interest in the subject of performance measurement in recent years as evidenced by the many academic papers and articles on the subject in recent times. (Bourne M, Mills J, Wilcox M, Neely A and Platts K, 2000; 2003; Kaplan and Norton, 1992). According to Bourne et al., (2003a, Abstract) there is evidence that many an organisation‟s attempts to implement performance management systems (PMS) have not been successful. These authors found that one reason for the low success rate is a lack of guidance on implementation. This study was based on the implementation of a PMS by XYZ Corporation (Pty) Limited, which was centred on the balanced scorecard (BSC), giving specific focus to the change management processes applied. The study looked at whether technical knowledge of the BSC and PMS together with a change management process that fosters the participation of management and employees in goal setting can aid the successful implementation of a PMS. The researcher employed a combination of a qualitative case study and survey research and collected data through interviews, survey questionnaires and secondary data analysis. A sample of 65 out of 146 participants was identified for the survey and two (2) semi-structured interviews were conducted. The data gathered was reviewed against literature on the subject. Excel was used to analyse responses from questionnaires and group common outcomes. Initial attempts to introduce the PMS in XYZ yielded little progress. The researcher found that this initial attempt was technically flawed as there was no purpose, vision and strategy commonly shared and understood within XYZ. Progress was however evident after the company had concluded its strategic plan. Management participated in strategy formulation, goal setting and employees were involved in the design of individual performance agreements. Implementers however reported facing resistance v and low attendances at scheduled PMS training sessions. This resistance was partially overcome by linking reward and punishment to the PMS. Despite efforts by the company to foster participation, respondents still perceived the PMS as being imposed by management. The study found that there was a lack of commitment on the part of employees whilst senior management was committed to the successful implementation of the PMS. There were also perceptions that performance evaluations were not being done fairly and equitably. The company‟s PMS was identified as a source of stress. The researcher generated conclusions summarised above on the study based on the outcome of the information gathered and by reference to literature on PMS and managing change, made recommendations and suggestions that may assist in further development of study on this field as well as XYZ and other corporations in implementing and embedding the PMS. These propositions outline the various considerations that organisations can incorporate in performance management designs, implementation and processes in order to successfully roll out such a system with minimum business disruptions and maximum benefits. Description: Dissertation submitted in partial fulfillment of the requirements for the degree of Master of Science Leadership and Change Management at the Polytechnic of Namibia and Leeds Metropolitan University 2011-01-01T00:00:00Z