Browsing by Author "Howes, Gina"

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    The assistance of an induction process in creating the desired organisational culture : the case of the Special Investigating Unit
    (Stellenbosch : Stellenbosch University, 2008-03) Howes, Gina; Ketel, Belinda; Stellenbosch University. Faculty of Economic and Management Sciences. School of Public Leadership .
    ENGLISH ABSTRACT: The research was aimed at addressing the research question: will an induction process assist in creating the Special Investigating Units' (SIU) desired organisational culture? The objectives of the research were to collect data on the current perceptions and opinions of SIU members on organisational culture and induction, to explore the relationship between the variables and to make recommendations on whether the induction process can assist in creating the desired organisational culture in the SIU. The research design used was the case study method. A qualitative, in-depth description of the SIU was performed. The organisational culture and the induction process were described to provide an understanding of the current organisational culture. The data collection was performed by means of semi-structured interviews and semi-structured focus groups. The SIU has a very strong and recognisable organisational culture, which means that the culture will be resilient to change. Despite this, there is a lack of understanding amongst the SIU members regarding the concept of organisational culture and the critical role played by members in leadership positions in setting the tone of the culture. The SIU members were found to value an effective induction programme as without proper induction there is a negative impact on the new recruit's contribution to the organisation. A new recruit who does not receive induction learns the ropes through the observation of the behaviour of his new colleagues and as a result the current organisational culture is instilled in him. The induction process can influence organisational culture, as can the organisational culture influence the induction process. The current induction process has a negative impact on the efforts of the SIU to change to their desired culture as it is still a reflection of the current culture in the SIU. In the absence of an induction process it was found that the current culture would be reinforced. The induction process of the SIU should represent the desired organisational culture by upholding those values and behaviours. Recommendations were made regarding action that can be taken by the SIU. At a national level it was recommended that the proposed new induction programme be implemented as soon as possible, training be provided to SIU staff and managers to address the lack of understanding of the organisational culture and the detailed findings of the CulturePrint survey should be publicised. At a regional level it was recommended that a welcoming committee be established and the re re-induction of current members who have transferred to a new regional office should also be undertaken. Several future research opportunities have been identified which are detailed at the conclusion of this research project.