Developing and implementing a succession planning process which contributes to business objectives as part of a re-engineering process : a case study

Meiring, Nico Francois (2000-12)

Thesis (MBA)--Stellenbosch University, 2000.

Some digitised pages may appear illegible due to the condition of the original hard copy

Thesis

ENGLISH ABSTRACT: Since 1994 the world has been opening up for South Africa, leading to the consequent issue of globalisation of trade. Not only have many of the old political orders gone but also so too have many of the old trade groupings. With the coming of globalisation the days of limited competition are over and the new business environment is far more open and dynamic. Since the world and its commercial activities are different, a different organisation needs to be created, the traditional ones simply do not survive the new circumstances. The resurgent interest in developing executive talent has been stimulated in recent years by various events and a lot of wishful thinking. It was not lost on corporate America that the leadership styles that had seemed so effective in the twenty or so years after World War II were inadequate in a later, convulsive era characterized by global competition, deregulation, economic upheaval, technological revolution, the end of the Cold War and other developments that ended the seemingly halcyon days. Wherever one looked, it seemed, there was a shortage of leaders who could navigate the storms, and company after company, legend after legend, stumbled, floundered, and sometimes died altogether. Many factors determined the success and failure of corporate struggles, only one of which was the quality of leadership. But it did seem that the inability of many companies to adapt was abetted by inadequate leadership, and it was at least plausible to assume that a different kind of leader was needed. Wisely or not, in times of crisis we want leaders to take charge, then we hold them perhaps more responsible for events, good and bad, than is actually merited. The massive dislocations of the last thirty years, driven by deregulation, globalisation, and competitive pressures, led to a widely perceived shortage of leaders who had the skills to handle change effectively. lscor embarked on a process of re-engineering (Project Apollo) towards the end of 1997, primarily to identify and redesign the core processes to enable Iscor to become a competitive player in the international markets. During the reengineering project various project teams worked on various core processes. Succession Planning referred to as Organisational Planning in this project, was one of the Human Resources (HR) core processes. The design was completed during 1998 and the implementation has now been in progress for a period of one year. The focus of this study project is to document the implementation of the model and the problems experienced while implementing a theoretical model as a case study.

AFRIKAANSE OPSOMMING: Die wêreld het vanaf 1994 oopgegaan vir Suid Afika wat daartoe gelei het dat Suid Afrika deel geword het van die wêreld handel. Die vorige politieke dispensasie en sekere handels blokke bestaan nie meer nie. Met die koms van wêreld handel is daar nie meer beperkte kompetisie nie en is die nuwe besigheidsomgewing baie meer oop en dinamies. Omdat die wêreld en die handelsomgewing verander het, moet 'n nuwe organisasie geskep word. Die tradisionele organisasie sal nie oorleef in die nuwe omstandighede nie. Die hernude belangstelling in die ontwikkeling van bestuurstalent is gestimuleer deur verskeie gebeure en 'n klomp denkbeeldige denke. Korporatiewe Amerika het besef dat die leierskapstyle wat so effektief was in die twintig of so jaar na die tweede wêreld oorlog, nie meer so relevant is in die huidige era wat gekenmerk word deur internasionale kompetisie, deregulasie, ekonomiese opbou, tegnologiese revolusie, die einde van die koue oorlog en ander ontwikkelings wat 'n einde gebring het aan die goeie ou dae. Waar 'n mens ook al kyk is daar 'n tekort aan leiers wat die pad kan vind deur die storms en organisasie na organisasie, legende na legende het gekwyn, gestruikel en partykeer heeltemal verdwyn. Daar is baie faktore wat die sukses of mislukking van organisasies bepaal, waarvan slegs een die kwaliteit van leierskap is. Dit wil egter voorkom of die onvermoë van organisasies om aan te pas tot 'n mate veroorsaak is deur onvoldoende leierskap en is dit logies om aan te neem dat 'n ander tipe leier nodig is. Wyslik of nie, in tye van krisisse wil ons hê dat leiers moet beheer neem en hou ons hulle somtyds vir meer verantwoordelik as wat regverdig is. Die massiewe hestruktuerings die afgelope dertig jaar wat gedryf is deur deregulasie, globalisering en kompeterende druk het gelei tot 'n wyd waargenome tekort aan leiers wat die vaardighede het om verandering effektief te hanteer. Iscor het teen die einde van 1997 begin met 'n proses van herstruktuering (Projek Apollo) ten einde die kern prosesse te identifiseer wat lscor in staat sal stel om kompeterend in die internasionale markte te wees. Gedurende hierdie herstruktuerings proses het daar verskeie spanne gewerk aan die verskillende kern prosesse. Opvolgbeplanning, wat bekend staan as Organsisasie Beplanning in hierdie projek, was een van menslike hulpbronne se kern prosesse. Die ontwerp was voltooi gedurende 1998 en die implementasie is nou in proses vir een jaar. Die fokus van hierdie studie projek is om die implementering van hierdie model asook die probleme wat ondervind word met die implementering van 'n teoretiese model te dokumenteer in 'n gevalle studie.

Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/49674
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