A qualitative study of team-based self-management in a Southern African organization

 

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dc.contributor.advisor Horwitz, Frank
dc.contributor.author Sibanda, Babusi Michael
dc.date.accessioned 2017-01-31T14:20:20Z
dc.date.available 2017-01-31T14:20:20Z
dc.date.issued 2003
dc.identifier.citation Sibanda, B. 2003. A qualitative study of team-based self-management in a Southern African organization. University of Cape Town. en_ZA
dc.identifier.uri http://hdl.handle.net/11427/23797
dc.description.abstract A Southern African (Zimbabwean) nickel refinery's team-based employee involvement initiative is studied using a qualitative, single case design with the objective of describing, understanding and characterising a Self Directed Work Team's experience in its context. It is found, through a variety of triangulated case study methods, that the selected team's work, and its members' perception of it, have changed significantly from traditional 'foreman supervised' and ' gang-leader driven' organization to relatively informed decision making, objective driven, multi-skilled teamwork. Findings are analysed in the light of international and Southern African literature and case studies of enterprise level, team-based employee involvement in work related decision making. Context considerations, in understanding the team and its potential for self direction were found to be pervasive. The initiative was found to be part of a bundle of complementary interventions that top management perceived to be organizational survival imperatives. Successful implementation was largely limited to the Smelter and Refinery Business Units (BSR Ltd) which were led by a succession of dynamic and committed senior line managers. The failure to diffuse the initiative to the rest of the organization (the organization's mining division) was blamed on the departure of the key sponsor as well as wider corporate and societal systemic constraints. The contextualised study suggests ways of seeing, and possibly going beyond the claimed and real constraints.
dc.language.iso eng
dc.subject.other Organisational Psychology
dc.title A qualitative study of team-based self-management in a Southern African organization
dc.type Master Thesis
dc.date.updated 2016-12-15T13:31:28Z
uct.type.publication Research en_ZA
uct.type.resource Thesis en_ZA
dc.publisher.institution University of Cape Town
dc.publisher.faculty Faculty of Commerce en_ZA
dc.publisher.department Organisational Psychology en_ZA
dc.type.qualificationlevel Masters
dc.type.qualificationname MA
uct.type.filetype
uct.type.filetype Text
uct.type.filetype Image
dc.identifier.apacitation Sibanda, B. M. (2003). <i>A qualitative study of team-based self-management in a Southern African organization</i>. (Thesis). University of Cape Town ,Faculty of Commerce ,Organisational Psychology. Retrieved from http://hdl.handle.net/11427/23797 en_ZA
dc.identifier.chicagocitation Sibanda, Babusi Michael. <i>"A qualitative study of team-based self-management in a Southern African organization."</i> Thesis., University of Cape Town ,Faculty of Commerce ,Organisational Psychology, 2003. http://hdl.handle.net/11427/23797 en_ZA
dc.identifier.vancouvercitation Sibanda BM. A qualitative study of team-based self-management in a Southern African organization. [Thesis]. University of Cape Town ,Faculty of Commerce ,Organisational Psychology, 2003 [cited yyyy month dd]. Available from: http://hdl.handle.net/11427/23797 en_ZA
dc.identifier.ris TY - Thesis / Dissertation AU - Sibanda, Babusi Michael AB - A Southern African (Zimbabwean) nickel refinery's team-based employee involvement initiative is studied using a qualitative, single case design with the objective of describing, understanding and characterising a Self Directed Work Team's experience in its context. It is found, through a variety of triangulated case study methods, that the selected team's work, and its members' perception of it, have changed significantly from traditional 'foreman supervised' and ' gang-leader driven' organization to relatively informed decision making, objective driven, multi-skilled teamwork. Findings are analysed in the light of international and Southern African literature and case studies of enterprise level, team-based employee involvement in work related decision making. Context considerations, in understanding the team and its potential for self direction were found to be pervasive. The initiative was found to be part of a bundle of complementary interventions that top management perceived to be organizational survival imperatives. Successful implementation was largely limited to the Smelter and Refinery Business Units (BSR Ltd) which were led by a succession of dynamic and committed senior line managers. The failure to diffuse the initiative to the rest of the organization (the organization's mining division) was blamed on the departure of the key sponsor as well as wider corporate and societal systemic constraints. The contextualised study suggests ways of seeing, and possibly going beyond the claimed and real constraints. DA - 2003 DB - OpenUCT DP - University of Cape Town LK - https://open.uct.ac.za PB - University of Cape Town PY - 2003 T1 - A qualitative study of team-based self-management in a Southern African organization TI - A qualitative study of team-based self-management in a Southern African organization UR - http://hdl.handle.net/11427/23797 ER - en_ZA


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