Browsing by Author "Hendricks, Ronda Joy"
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- ItemThe relationship between organisation strategy and the organisational design : the case of the Department of Justice and Constitutional Development (Western Cape Region)(Stellenbosch : Stellenbosch University, 2021-12) Hendricks, Ronda Joy; Van der Berg-Ross, Ashlene; Stellenbosch University. Faculty of Economic and Management Sciences. School of Public Leadership.ENGLISH SUMMARY : This research paper presents the explored relationship between organisational design and organisation strategy. Some organisations and managers do not consider the two concepts as inter-related or inter-dependent and only consider one of the two as a requirement in an organisation. The researcher explored the two concepts and determined that the relationship between the concepts is important as it improves the operation, communication, sustainability, growth, production and efficiency of the organisation. The researcher undertook a literature review and found that many theorists and authors have written about the role and effect of effective strategies and organisational design in the successes of organisations. Many have written on these concepts separately and have broadly outlined how organisations needed to create, develop and implement strategies for the organisation. On the other hand, theorists have also written that the one concept is dependent on the other, or that one cannot exist without the other as part of the organisation’s existence or success. A desktop analysis and review of policies, procedures, legislation relating to organisational design and strategies; journal articles; government websites and other resources conducted on organisational design and strategies; explored by the researcher confirmed that there is a relationship between the organisational design and strategies. The literature review furthermore provided evidence that confirmed that any organisation, in order to be successfully managed and operational once its strategy is validated, must ensure that the organisational design is aligned and adapted according to the objectives of the strategy. For this research, the unit of analysis – the Department of Justice and Constitutional Development, in particular the Western Cape Region, which was founded in 1997 – was chosen because of its unique organisational design and strategies. Further details on the Department are provided in Chapter 1. What is important in this research is that the Western Cape Regional office, in particular, had not expanded on its organisational design since 1997 when it was established. Despite changes to strategies or changes in the external environment since 1997, the organisational design, apart from minor changes made in respect of requests for the creation of more posts, had remained unchanged without proper alignment or restructuring of the organisation to match the strategy to meet the demands of the people in the Western Cape Region up to 2020. Further details of the strategic plan are provided in Chapter 5. The researcher examined the Strategic Plan 2020/2025 of the Department with the aim of determining whether the existing organisational design was fit and aligned to meeting the objectives as stated in the plan. In testing the design against the strategic priorities, the researcher discovered a skewed organisational design, one which lacked the ability to meet the mandates, projects and services promised by the Department. The results of the assessments done by the researcher determined that the current organisational design was not capable of executing the strategy. The researcher presents recommendations, stating that what is important for interventions to be successful is that Senior Managers and Middle Managers of the Regional Office be engaged in the organisational design and that they realise the strategic role it plays in an organisation; that increased emphasis is placed on the monitoring and evaluation of information that impacts internal and external factors that influence the organisation’s performance; that the function of organisation design be decentralised to the Region as a function of the Regional office; that a work-study unit with its own capacity and mandate be established in the Region; that a fit-for-purpose approach for the organisation be adopted; that a system with early warning signs to detect changes for the organisation before a crisis happens be developed; and a work-study exercise to rectify the current organisational design be conducted. The researcher presents recommendations for interventions to strengthen and align the organisational design. The research findings moreover provides a theoretical overview of the concepts of organisational design and strategy that is applicable and which the management of the Department of Justice and Constitutional Development: Western Cape Region needs to peruse as it will provide a better understanding of the concepts of organisational design and strategy and its significant importance for the organisation - particularly as it aims towards the achievement of the strategic goals. Management must acknowledge that the two concepts cannot exist without each other. The research determined that the goals of the strategy can be realised by ensuring a relationship between the strategy and the organisational design.