Browsing by Subject "organisational culture"

Now showing 1 - 5 of 5
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    An assessment of organisational values culture and performance in Cape Town's primary healthcare services
    (South African Academy of Family Physicians, 2013) Mash, R J; Govender, S; Isaacs A A; De Sa, A; Schlemmer, A
    Objectives: Improving the quality of primary health care in South Africa is a national priority and the Western Cape Department of Health has identified staff and patient experience as a key component. Its strategic plan, Vision 2020, espouses caring, competence, accountability, integrity, responsiveness and respect as the most important organisational values. This study aimed to measure the personal values of staff, as well as current and desired organisational values. Design: A cross-sectional survey used the cultural values assessment tool. Data were analysed by the Barrett Value Centre. Setting and subjects: Staff and managers at five community health centres in the Cape Town Metropole. Outcome measures: Personal values, current and desired organisational values, organisational entropy and organisational scorecard. Results: In total, 154 staff members completed the survey. Participants reported personal values that are congruent with a move towards more patient-centred care. The top 10 current organisational values were not sharing information, cost reduction, community involvement, confusion, control, manipulation, blame, power, results orientation, hierarchy, long hours and teamwork. Desired organisational values were open communication, shared decision-making, accountability, staff recognition, leadership development and professionalism. Organisational entropy was high at 36% of all values. Only teamwork and community involvement were found in both the current and desired culture. The organisational scorecard showed a lack of current focus on finances, evolution and patient experience. Conclusion: The organisational culture of the Metro District Health Services is currently not well aligned with the values expressed in Vision 2020, and the goal of delivering patient-centred care.
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    "Because the country says they have to change" : an analysis of a diversity intervention in a South African Police Service (SAPS) station
    (2011-12) Faull, Andrew
    This resource will be of value to scholars of transformation in South African organisations. The shift from apartheid to a constitutional democracy in South Africa brought with it a plethora of questions concerning ideas of nationhood, citizenship, and organisational transformation. Integrally caught up in the revolution, the South African Police Service (SAPS) faces transformative challenges on scales far larger than most other organisations in the country. From being the strong arm of the oppressive elite, it has had to restructure and re-articulate its function while simultaneously attempting to maintain law and order. Like many other corporations and organisations, the SAPS has engaged in interventions aimed at aiding the fluidity of this process. This report is an analysis of one such intervention. It attempts to ascertain the extent to which members are changing as a result of particular diversity workshops conducted in a region of the Western Cape. The analysis focuses on members at one particular station.
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    Implementation of records management practices in technical and vocational education and training institutions in South Africa
    (2025) Kodisang, Mmamie Evelyn; Mfengu, Andiswa
    In technical vocational education and training colleges, records management plays a major role as it enables service delivery in a consistent, equitable manner, and it further provides continuity and productivity in its management and administration. This role extends to the provision of support for the institution's mandate, that of research, teaching, learning, and community engagement. Despite the crucial role that records play in TVET institutions, several studies have highlighted a lack of appreciation for this role. In this context, the study was undertaken to explore implementing records management practices in a TVET institution. The Organisational Culture Framework by Schein and Schein (2016) was determined to be an appropriate framework supporting the study due to the connection between records and information management. To optimise the theoretical implications of research findings, a case study research design was employed. To allow the researcher to develop the meaning of a situation, constructivism was chosen as the appropriate worldview for the study. Qualitative data collection was used for both administrators and managers using semi structured physical questionnaires and face-to-face semi-structured interviews, respectively. A purposeful sample of 17 administrators and 21 managers was used. The key findings of the study revealed that administrative staff lacked formal records management training. Additionally, there is limited funding for training staff on records management. Moreover, there are no policies on records management. Based on the findings, the study recommends the need for trained records management staff paired with records management governance guidelines, as well as management buy-in, and records management being driven from the top. The study concluded that for records management to be fully implemented, management should ensure that records management staff are trained on records management principles and provided with guidelines, including infrastructure. To make this possible, the study recommended that senior management make funds available to train records management staff on records management principles. In addition, senior management must make records management governing documents available and use their authority to compel staff to comply with these policies.
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    The "O" Report
    (2011-12) Kelly, Claire
    This report will be of value to those studying human resource management, and those who wish to learn more about transformation within post-apartheid South African organisations. This case study is one of ten case studies being conducted as part of a larger research project on Diversity and Equity Interventions in South Africa (DEISA). The aim of the research is to develop codes of good practice around diversity work in South African organisations. The organisation (0) was approached by iNCUDISA to take part in a case study. O is a small ingredient manufacturing concern based in Cape Town. At the time of the research they employed 232 people. An HR consultant was employed five years ago to implement an EE plan. Part of the implementation of this plan involved the establishment of an Employment Equity Committee. The EEC also took on the mandate of training, making it the Employment Equity and Training Committee. The HR manager named the EETC as the diversity intervention in this case. As the focus of the research was on good practice it was important that the HR manager judge this intervention to be successful Although he/she admitted that there were areas of difficulty, the intervention was judged as a success overall. The aim of this research was to investigate the effects that this intervention had had on the organisation.
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    A study of the relationship between institutional policy organisational culture and e-learning use in four South African universities
    (Elsevier Ltd., 2009) Czerniewicz, Laura; Brown, Cheryl
    This article investigates the relationship between policy (conceptualised as goals, values and resources), organisational culture and elearning use. Through both qualitative and quantitative research methods, we gathered data about staff and student perspectives from four diverse South African universities representing a selection of ICT in education policy types (Structured and Unstructured) and organisational cultural types of ""collegium, bureaucracy, corporate and enterprise"" (McNay 1995). While our findings show a clear relationship between policy and use of ICTs for teaching and learning, organisational culture is found crucial to policy mediation and the way that elearning use is embedded within the organisation. We conclude that although a Structured Corporate institutional type enables the attainment of a ""critical mass""within e-learning, Unstructured Collegium institutions are better at fostering innovation. Unstructured Bureaucratic institutions are the least enabling of either top-down or bottom-up elearning change.