Browsing by Subject "public sector"

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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    Cloud Computing Benefit Realisation in a South African Public Sector: A postadoption study
    (2022) Breda, Leigh N; Kyobe, Michael
    Background: Cloud Computing is a globally evolving trend that is changing the landscape of Information Technology as we know it. The perceived benefits of Cloud adoption are spurring IT leaders to move to Cloud Computing to maintain the competitive edge, regardless of some of the challenges associated with Cloud adoption. Currently, the predominant reason for organisations to adopt Cloud Computing is the reduction of costs. However, some organisations report that they are not receiving the perceived benefits as expected pre-adoption. Despite this known fact that cost reduction is not guaranteed, organisations are expected to increase their IT spending in the future on Cloud Computing. As organisations are reporting that they are not receiving a tangible and easily measurable benefit such as cost reduction, it is imperative for organisations to measure and confirm that intangible benefits which are difficult to quantify are being received. This measured approach is essential to aid organisations in understanding the actualised benefits of Cloud Computing. Objective: Current literature predominantly focuses on the adoption of Cloud Computing with the private sector as its consumers. Minimal research has been explored with Cloud Computing postadoption, explicitly focusing on the South African public sector context. Little is known about these organisations and if they have actualised the perceived benefits from its adoption phase. Further to this, understand how these organisations have measured the degree in which they have benefited from the adoption. The purpose of this research is to contribute to knowledge regarding organisations in the public sector and what factors influence the actualisation of perceived adoption benefits postimplementation. Method: The researcher adopted a constructivism ontological stance, interpretivist epistemology, and an inductive approach to conduct this research. Qualitative data was collected in the form of 20 semistructured interviews conducted over a period of 12 months. These interviews were conducted in an organisation in the public sector that has implemented Cloud solutions already, and can provide a retrospective view of its adoption. Thematic analysis was utilised to sort the responses into categories and themes. These themes were further filtered by using a research model based on the TOE framework as the lens to structure the data. Findings: This research revealed a discrepancy in the perceived benefits of pre-adoption and the received actualised benefits of post-adoption across the organisation. This is primarily due to the lack of IT management predefining metrics to determine the degree that the adoption has benefited the organisation. Secondly, depending on the type of Cloud service and user role, benefits can vary, thus having one part of the organisation very satisfied and another area dissatisfied. Lastly, the pre-adoption factor for adoption is not necessarily a factor that influences the continued use of Cloud Computing. External factors such as the COVID-19 pandemic have shifted perceptions and organisational requirements due to the increased pressure to deliver services and work remotely. This increase in dependency on Cloud Computing altered the main factor of cost reduction, so significantly that if the Cloud would cost more, the organisation would continue its use due to the additional benefits that Cloud Computing provides.
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    CSIR The motivational role of interactive control in the research sector: a case study
    (2222-3436, 2011) Sartorius, Kurt; Eitzen, Carolyn; Trollip, Neil; Uliana, Enrico
    The motivation of professional personnel within the confines of formal management control systems is often problematic. The paper investigates how interactive management controls can augment a performance measurement framework (PMF) in order to motivate personnel in a state-controlled research organisation. A case study method, combined with a survey, was used to test the research questions. The results indicate that the PMF motivated its researchers, as well as facilitated the achievement of organisational objectives. The results also indicated the presence of a wide range of interactive management controls that were employed to design and implement the PMF. These interactive controls included leadership enthusiasm, ownership, open communication and other informal activities that acted as a lubricant to reduce the friction of the formal PMF. In effect, these informal controls motivated researchers because they provided a series of rewards, they improved the perception of formal controls and they increased the efficiency of the organisation structure.
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    Innovative Finance Week 4 Video 1 - Multi-stakeholder partnerships
    (2019) Patton, Aunnie
    This video focuses on multi-stakeholder partnerships. The video defines what multi-stakeholder partnerships are and also provides examples of multi-stakeholder partnerships. The first example is in the public health sector and the sector example is in the agricultural sector. Both examples outline who the stake holders are and what role they play in the respective programs. The video then discusses what makes these approaches innovative. This is video 1/11 in week 4 of the Innovative Finance: Hacking Finance to Change the World course.
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    Running Head: experiences of implementing the balanced score card - middle managers experiences of implementing the balanced scorecard at a public organisation in Botswana
    (2019) Mokgatle, Dolly G; Jaga, Ameeta
    This study aimed to explore the experiences of middle managers in the implementation of the Balanced Scorecard (BSC) at a public organisation in Botswana. The BSC is regarded as the most widely used tool in measuring organisational performance globally. The public organisation in Botswana has followed global best practice and implemented the BSC to measure organisational performance; however, the organisation is repeatedly unable to meet its set objectives. To gain an improved understanding of managers’ experiences of using the BSC, face-to-face, semi-structured interviews were conducted with eight middle managers at the public organization. Interview data were thematically analysed yielding five key themes: inconsistencies in training, the culture of the organisation, lack of communication, use of information technology and the disparity between individual and organisational performance. Based on the study findings, recommendations are offered to conduct needs analyses prior to introducing new systems, to assess the viability of such a system, and automating the balanced scorecard to reduce fatigue.