The meaningfulness of coaching during organisational change
Thesis (MPhil)--Stellenbosch University, 2013.
On 1 April 2011, Vodacom (Pty) Ltd. underwent major transformation, which resulted in changes to the organisation's purpose, vision, strategies and culture. In changing to a purpose-based organisation and its commitment to being a learning organisation, a culture change is required in order for the organisation to meet its strategic objectives. Organisational change at this large scale can be difficult and unsettling and the transition to the new way of doing things requires hardwiring of new learning through awareness and action. Coaching, as a modern day management practice, is increasingly becoming an intervention of choice in organisations undergoing change and the current body of knowledge shows that coaching plays a vital role in the speed and transition of change during system-wide organisational change. Managers play a pivotal role in meeting the organisation's objectives by displaying and operationalizing the new behaviours required to bring Vodacom’s vision of a purpose-based organisation to life. Managers have to align their behaviours to the new culture and managers must be helped to fulfil their roles in creating a purpose-based organisation. This research study is important as the findings show that coaching created an awareness of the organisational changes and contributed in a meaningful way by accelerating the change in behaviours.