Case study to analyse the degree of success experienced through the change management process followed after Exxaro Resources' acquisition of Namakwa Sands from Anglo Operations Limited
Thesis (MBA)--Stellenbosch University, 2012.
Namakwa Sands experienced a severe breakdown in labour relations resulting in a protected strike in 2006. During the ensuing strike, conditions deteriorated to such an extent that the mass action spiralled out of control and led to destruction of company property and subsequently the dismissal of employees. Following this, the company further underwent a dramatic organisational change during the latter quarter of 2008 and through 2009 when Anglo American Public Limited Company (PLC) divested its share of mineral sands business to Exxaro Resources. This study investigated the successes and failures encountered during this change management programme, taking cognisance of the poor labour relations prior to the acquisition by Exxaro Resources. Change management is a systemic and structured approach to move people from a state of dissatisfaction to a future position of satisfaction that benefits the organisation. Various models and well-defined literature currently exist to guide management during a successful process of change management. The focus of this research report is on the change management process followed during the transition period of change of ownership from Anglo American to Exxaro Resources, determining the successes and failures during this period as measured by the “Best Company to Work for” (BC2W4) surveys conducted by Deloitte and Touche. A further comparison is done between the process followed by Namakwa Sands and that of subject literature and two existing, well-recognised change management models generally in use, namely the ADKAR Model and John Kotter’s eight-step change management process model. “Overall, change management is about helping people through change. It is the process, tools and techniques for proactively managing the people side of change in order to achieve the desired business results” (Hiatt & Creasy, 2003: 10).