Developing a conceptual model for transformation at the South African Military Academy : the Ubuntu approach
| dc.contributor.advisor | Jansen van Rensburg, J. L. | en_ZA |
| dc.contributor.advisor | Walters, A. N. | en_ZA |
| dc.contributor.author | Theletsane, Kula Ishmael | en_ZA |
| dc.contributor.other | Stellenbosch University. Faculty of Military Sciences. School for Defence Organisation and Resource Management. | en |
| dc.date.accessioned | 2012-01-17T08:20:18Z | |
| dc.date.available | 2012-01-17T08:20:18Z | |
| dc.date.issued | 2007-12 | |
| dc.description | Thesis (MMil)--University of Stellenbosch, 2007. | en_ZA |
| dc.description.abstract | ENGLISH ABSTRACT: The initial conceptual framework for transformation proposes the context (why), the content (what), and the process (how) as three dimensions of transformation that are always present. A distinction is made between external and internal triggers of transformation, and information is provided on the challenges posed by, among others, the knowledge society, globalisation, and changing market conditions that require companies to become learning organisations staffed by empowered knowledge workers. Literature study on transformation clearly shows that transformation brings about change. There are different models on transformation and this shows that there are different approaches to transformation. Ubuntu should be introduced as a way forward for the South African Military Academy (SAMA) to deal with transformation issues. Ubuntu is more concern about the wellbeing of the people and their morale during and after transformation has been implemented. Subsequently, a conceptual model for transformation is proposed in which generic elements of the “why”, “what”, and “how” dimensions are included. The SAMA model is developed to fit the scope of a conceptual model, and to be in line with what is generally proposed in the literature for organisations that want to transform in order to become market leaders and enhance long-term goals. Conclusions drawn from the ongoing SAMA transformation process are that its aims and principles are not in line with what appears to be required in creating an innovative learning organisation. With regard to the “how” of transformation, it is found that improvement is still needed to the processes to change attitudes, mindsets, and styles on the part of managers as well as employees that might inhibit empowerment and stifle creativity and innovation. | en_ZA |
| dc.description.abstract | AFRIKAANSE OPSOMMING: Die aanvanklike konseptuele raamwerk vir transformasie stel die konteks (waarom), die inhoud (wat) en die proses (hoe) voor as drie dimensies van transformasie wat altyd teenwoordig is. Daar word ‘n onderskeid getref tussen eksterne en interne aanleidende oorsake van transformasie, en inligting word voorsien oor die uitdagings wat voortspruit uit, onder andere, die kennissamelewing, globalisering, en veranderende marktoestande wat vereis dat maatskappye leerorganisasies word met ‘n personeel van bemagtigde kenniswerkers. Uit ‘n literatuurstudie oor transformasie is dit duidelik dat transformasie verandering teweegbring. Daar is verskillende modelle van transformasie en dit toon dat daar uiteenlopende benaderings tot transformasie bestaan. Ubuntu moet ingestel word as ‘n manier waarop die Suid-Afrikaanse Militêre Akademie (SAMA) voortaan transformasie kan hanteer. Ubuntu is meer besorg oor die welstand van die mense en hulle moreel terwyl en nadat transformasie geïmplementeer is. Daar word dus ‘n transformasiemodel voorgestel waarin generiese elemente van die “waarom”-, “wat”- en “hoe”-dimensie ingesluit word. Die SAMA-model word ontwikkel om dieselfde omvang te hê as ‘n konseptuele model, en om ooreen te stem met wat algemeen in die literatuur voorgestel word vir organisasies wat wil transformeer om sodoende markleiers te word en langtermyndoelwitte te bevorder. Gevolgtrekkings wat voortspruit uit die voortgesette SAMA-transformasieproses is dat die doelwitte en beginsels nie ooreenstem met wat skynbaar vereis word om ‘n vernuwende leerorganisasie te skep nie. Ten opsigte van die “hoe” van transformasie, word bevind dat verbetering nodig is voor die prosesse verandering gaan meebring aan houdings, ingesteldhede en styl, by bestuurders sowel as werknemers, wat tans nog bemagtiging beperk en kreatiwiteit en vernuwing onderdruk. | af |
| dc.format.extent | xvi, 146 leaves : ill. | |
| dc.identifier.uri | http://hdl.handle.net/10019.1/18706 | |
| dc.language.iso | en_ZA | en_ZA |
| dc.publisher | Stellenbosch : Stellenbosch University | |
| dc.rights.holder | Stellenbosch University | en_ZA |
| dc.subject | University of Stellenbosch. -- Faculty of Military Science. -- Reorganization | en_ZA |
| dc.subject | Organizational change -- Management -- South Africa -- Saldahna | en_ZA |
| dc.subject | Leadership -- Moral and ethical aspects -- South Africa -- Saldahna | en_ZA |
| dc.subject | Values | en_ZA |
| dc.subject | Ubuntu | en_ZA |
| dc.subject | Social transformation | en_ZA |
| dc.subject | Workplace transformation | en_ZA |
| dc.subject | Theses -- Organisation and human resource management | en_ZA |
| dc.subject | Dissertations -- Organisation and human resource management | en_ZA |
| dc.title | Developing a conceptual model for transformation at the South African Military Academy : the Ubuntu approach | en_ZA |
| dc.type | Thesis | en_ZA |