Progressive people management in achieving organisational effectiveness : a consolidated analysis of studies done in a variety of organisations by MBA students using the Marglen diagnostic model

Adams, Abubakar (2001-12)

Thesis (MBA)--Stellenbosch University, 2001.

Thesis

ENGLISH ABSTRACT: This study project has as its objectives the analysis and evaluation of people management practices within a broad spectrum of organisations in South Africa, using the Marglen diagnostic model. It also serves to assess the usage and utility of this model during this process. The Marglen model provides a conceptual framework consisting of twenty key issues which organisations can use to assess its people management practices. The model promotes a holistic, integrated and strategic approach to people management, with people management practitioners being considered as strategic partners within the core business activities of the organisation. In the current and foreseeable global economic order where rapid change and turbulence tend to be the only certainties, successful organisations are those who are creative, innovative, highly adaptable and who invent the future. In other words, organisations who leverage their only appreciating assets, namely their people, their human capital. In order to achieve this organisations need to move from traditional human resource management to progressive people management: from controlling and circumscribing staff to managing performance and leading and realising people's potential effectively and efficiently. Our studies show that the majority of organisations in South Africa, especially the bigger and older ones, tend to be reactive when it comes to people management. They largely still use the traditional human resources approach, changing only when forced to, for example, because of competition or legal pressures such as the Employment Equity Act. A small but growing number of organisations, which includes mainly the smaller and newer organisations operating especially in young or volatile industries (e.g. information technology sector) tend to be more proactive and tend to lean toward a more integrated people management system, with flatter structures and lots of positive energies. This is especially true when the leadership are still young/fresh and are hands- on. Because of their flexibility, responsiveness to markets and sensitivity to globalisation these "new generation" organisations most probably will adopt new (and hopefully more progressive) people management practices much quicker than the older, bigger ones. The Marglen model itself proved its worth with the wealth of empirical information generated and the encouragement of a systems approach to the solution of problems. With the necessary adjustments the model can become an even more potent tool for all managers, whether they are formal HR practitioners or not.

AFRIKAANSE OPSOMMING: Hierdie werkstuk is onderneem om die praktyk van mensebestuur in 'n wyd verspreide spektrum van Suid Afrikaanse organisasies te ondersoek met behulp van the Marglen diagnostiese model. Dit dien ook as 'n evaluasie van die bruikbaarheid van die model self. Die Marglen model veskaf 'n konseptuele raamwerk bestaande uit twintig sleutels wat organisasies kan gebruik om hul mensebestuur praktyke te kan ondersoek. Die model bevorder 'n geintegreerde en strategiese nadering van mensebestuur, waar mensebestuur praktisyne beskou word as strategiese vennote deur alle ander bestuurders. In die huidige globale ekonomiese orde waar blitsige veranderinge en onstuimigheid die enigste sekerheid bied is suksesvolle organisasies die' wat kreatief, vernuwend en soepel is: diegene wat die toekoms skep. Met ander woorde, organisasies wat die beste gebruik maak van hul grootste en enigste groeiende bate, hul mense. Om suskesvol to wees en so te bly moet daar 'n wesenlike verandering van mensebestuur filosofie and praktyk wees, van die tradisionele metode van kontrole en verbiedinge na progressiewe metodes waar die persoon se potensiaal gerealiseer word ten bate van beide die persoon self en die organisasie. Ons ondersoek toon dat die meerderheid van organisasies, veral die groter en ouer garde, reagerend is wat mensebestuur betref. Hulle gebruik grootliks die tradisionele personeelbestuur filosofie en praktyke en verander net as hulle gedwing word deur eksterne faktore soos byvoorbeeld erg mededinging (veral van oorsee) en wetgewing. 'n Groeiende minderheid van organisasies wat insluit meesal die kleiner en jonger garde en wat veral in die nuwer en meer onstuimige sektors soos informasie tegnologie gevind word, neig om meer proaktief te wees. Hulle neig ook om 'n meer geintegreerde mensebestuur stelsel te hê met minder vlakke en met volop energie. Dit is veral opvallend wanneer die leierskap nog jonk is en heelhartiglik deelneem in die organisasie. As gevolg van hul soepelheid en hul reponsiewiteit en vatbaarheid vir die globale ekonomiese orde sal hulle heel moontlik die voortou neem met nuwe en hopelik progressiewe mensebestuur praktyke. Die Marglen model het sy self bewys met die inligting wat ontgun was en met die bevordering van 'n stelselmatige nadering van problem oplossing. Met die nodige aanpassings sal die model 'n selfs meer kragtige middel vir alle bestuurders wees, nie net vir personeel bestuurders nie.

Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/52416
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