The development of a high achievement culture at Continental Tyre SA (Pty) Ltd

Zamisa, Sakhiwo Glen (2004-03)

Thesis (MBA)--Stellenbosch University, 2004.

Thesis

ENGLISH ABSTRACT: As Continental Tyre SA strives to carve a path towards high performance, it is critical that the nine (9) factors of workplace practices, suggested by David Maister, are embraced fully and become integral part of its strategic direction. To be able to achieve as a world-class low cost producer of quality tyres, Continental Tyre SA will not only upgrade its technology and improve processes, but also the development of its employees to their best ability is imperative. As the study findings have shown, there is an unwavering commitment and enthusiasm from employees at Continental Tyre. Senior management must capitalize on these positive results in building and instilling more pride, by ensuring that employees are empowered and capacitated to fulfill their personal ambitions and the goals of the organisation at large. For Continental to deliver high quality and maintain supreme standards of service as expected by its customers, they have to ensure that all employees, as people who are in the front line of customer service, are equipped with appropriate knowledge to understand all their products and the unique needs of customers. Quality Systems have to be strengthened and updated regularly through audits, so as to align with global best performers. Another critical consideration of people management are coaching and mentorship programs, that serve as a guide and support to employees development processes. Employees must be encouraged to discuss the issues that affect their performance within this relationship. This management practice helps to exploit the full potential of individual employees as they strive to contribute by the achievement of high performance within the organisation. The culture of high performance is enhanced by well managed and effective protege - mentor relationships that are practiced throughout the organisation. With coaching, complex and highly intimidating change interventions are handled with great confidence by employees. Fair compensation and incentive schemes have become a critical part of reward systems, and Continental Tyre SA is no exception. However, for this business practice to achieve its intended objective, reward and motivation, it has to be implemented in an equitable and fair manner, consistent with the efforts and contributions of employees, When fair, compensation will tend to have a postive influence on the other factors. High levels of satisfaction will not be guaranteed by fair compensation only, but employees will enjoy their work more when allowed to be creative and when given the freedom to make decisions that determine how they will do their job best. Continental Tyre can derive satisfaction and encouragement from the outcome of the survey. Real satisfaction will come from financial and market performances that confinm the positive results of the high achievement research study. Lastly, the culture survey must be developed as an organisation practice that will ensure regular, reliable feedback of employee opinions. Not only will Continental Tyre SA be able to maintain and gain loyalty from its present employees with progressive high achievement practices, they will gradually attain the status of employer of choice, thereby attracting ta lented high potential employees.

AFRIKAANSE OPSOMMING: In Continental Tyre SA se strewe na hoë werkverrigting is dit essensieel dat die nege faktore aangaande werkplek-praktyke soos deur David Maisler voorgestel, ten volle aanvaar word om 'n integrale deel van die organisasie se strategie te vorm. Om hul beeld as verskaffers van wereldklas, lae-koste, gehalte bande uit te leef, poog Continental SA nie alleen om tegnologie te verbeter en sodoende prosesse te verhoog nie, maar is die ontwikkeling van die organisasie se werknemers se vermoens van kardinale belang. Bevindinge uit die studie toon 'n intense toewyding en belangstelling onder werknemers by Continental Tyre SA. Dit is dus noodsaaklik dat senior bestuur voortbou op die bevinding deur geleenthede te skep vir die bemagtinging van werknemers om hul persoonlike ambisies en doelwitte uit te leef, wat op die lange duur tot voordeel van die maatskappy kan strek. Om te verseker dat Continental Tyre SA diens van hoë gehalte en net die hoogste standaarde lewer, soos deur hul klienle verwag word, moet daar toegesien word dat alle werknemers, wat gewoonlik in die voorste linies is as dit kom by klientediens, toegerus word met die nodige kennis oor produkte asook oor die unieke behoeftes van kliente. Die voortdurende versterking en opgradering van kwaliteitstelsels deur middel van ouditte sal verseker dat in pas gebly word met globale presteerders. In mensebestuur moet daar ook krities gekyk word na afrigting- en mentorskapprogramme, wat kan dien as gids en wat ondersteuning kan verleen aan die ontwikkelingsproses van werknemers. Werknemers behoort aangemoedig te word om kwessies rakende hul prestasies binne hierdie verband te bespreek. Sodanige bestuurspraktyk moedig werknemers aan om individueel tot volle potensiaal te ontwikkel in hul strewe om deur die lewering van kwaliteit werk ook 'n bydrae tot die organisasie te maak. Effektiewe en goedbestuurde protege/mentor verhoudinge wat toegepas word in die hele organisasie verhoog die kultuur van hoë werkverrigting en prestasie. Gekompliseerde en hoogs intimiderende veranderingsintervensies kan met die hulp van afrigting, met groot selfvertroue deur werknemers hanteer word. Billike kompensasie en aansporingskemas het al 'n kritieke deel van besoldiging geword in organisasies en Continental Tyre SA is geen uitsondering nie. As besigheidspraktyk met motivering en vergoeding as doelwit, moet hierdie doelwit in pas met die bydraes en pogings van werknemers, op 'n billike wyse ge'implimenteer word. Indien vergoeding billik is, sal dit neig om ander faktore positief te be'invloed. Billike vergoeding lei nie noodwendig tot hoë tevredenheidsvlakke by werknemers nie, maar werknemers sal hul werk meer genotvol vind indien hulle toegelaat word om meer kreatief te wees en die vryheid gegun word om besluite te neem oor hoe om optimaal te funksioneer in hul werk. Die uitslag van die opname kan dien as aanmoediging vir Continental Tyre SA, wat met reg tevrede daarmee kan wees. Werklike bevrediging sal uitvloei uit die finansiele- en markaanwysings wat die positiewe resultate van die hoogstaande studie-navorsing weerspieel. Ten slotte moet die kultuuropname ontwikkel word tot 'n gereelde, betroubare terugvoering van die opinies van werknemers. In die lig hiervan sal Continental SA nie slegs die lojaliteit en hoë werkverrigtingspeil van sy huidige werknemers handhaaf en behou nie, maar sal die status van werkgewer volgens keuse behaal gaandeweg bereik word en sodoende talentvolle, hoë profiel werknemers gelok word.

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