Browsing College of Economic and Management Sciences by Advisor "Thls thesis is premised upon the fact that any new government i%7E faced with the%0D%0Adifficult challenge of transforming the value system of the public service and%0D%0A%2C..- . - - %22%0D%0Aincur11bent public officials if. that oJ th%7E ancien regime is in conflict wit%7E its own. Tc%3B%3E%0D%0Aachieve this%2C the new government invariably has to transform the latter in accordance%0D%0A- - - - 1%22%0D%0Awith its new goals%2C value systems%2C and%27 basic assumptions b_y introducing new laws%0D%0A. .%0D%0Aand regulations alien to the experience of the inherited bureaucracy. This implies%0D%0A. . . . .%0D%0Aexacting discontinuous change%2C requiring particular attention to organisational%0D%0Aculture%2C and not mere tinkering with organisational charts%2C salary parity and related . %7E . %7E %7E %22%3A%29%0D%0Amatters.%0D%0AThe- thesis finds that the interpretation of transformation currently endorsed by the . %27 . . .%0D%0ADPSA%2C and other transformation partners falls short of taking sufficient cognisance of%0D%0A- %27 %27 - . %7E%0D%0Athe importance of the organisational culture perspective%2C with the result that the%0D%0A- %7E - -%0D%0Atransformation process to date evinces a minimal degree of success in relation to%0D%0A%E2%80%A2 . . %E2%80%A2 9-..%0D%0Aorganisational culture change.%0D%0AEvidence indicates that organisational culture is not sufficiently comprehended%2C%0D%0Adefined%2C communicated%2C coordinated%2C or managed%2C due to the non-existence of%0D%0Afeasible organisational culture change strategies or an adequately functioning%0D%0Amaternal holding culture. This%2C accompanied by a lack of implementation of a%0D%0Anational vision in relation to organisational culture change and a lack of political will%0D%0Ain relation to organisational culture transformation%2C further stifles directed%0D%0Amanagement and change of public service organisational culture.%0D%0AProposals for the improvement of the above situation are put forward. The most%0D%0Aimportant of these is the establishment of an informed maternal holding c11%7Eure%2C%0D%0Abased on the mandate of Cabioet that the public service mu%3Ft be. transformed in.%7E%0D%0Aorder to achieve RDP goals. Establishing a successful maternal holding culture%0D%0Arequires the promotion of the comprehension of the organis%7Etional culture%0D%0Aperspective%2C an.d clear communication ancl coordina%21ion of_ organisational culture and%0D%0Achange strategies related thereto. This%2C in tun%3Ai%2C demands%2C inter a%2Fia%2C the urgent%0D%0A. %E2%80%A2 . . I .%0D%0Abuilding of management capacity in matters pertaining to organ_isational culture%2Cbacked by political commitment and the fostering of a common vision that will%0D%0A%27 %27 %27%0D%0Aprovide the direction and values for a new organisational culture."
Browsing College of Economic and Management Sciences by Advisor
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Browsing College of Economic and Management Sciences by Advisor "Thls thesis is premised upon the fact that any new government i%7E faced with the%0D%0Adifficult challenge of transforming the value system of the public service and%0D%0A%2C..- . - - %22%0D%0Aincur11bent public officials if. that oJ th%7E ancien regime is in conflict wit%7E its own. Tc%3B%3E%0D%0Aachieve this%2C the new government invariably has to transform the latter in accordance%0D%0A- - - - 1%22%0D%0Awith its new goals%2C value systems%2C and%27 basic assumptions b_y introducing new laws%0D%0A. .%0D%0Aand regulations alien to the experience of the inherited bureaucracy. This implies%0D%0A. . . . .%0D%0Aexacting discontinuous change%2C requiring particular attention to organisational%0D%0Aculture%2C and not mere tinkering with organisational charts%2C salary parity and related . %7E . %7E %7E %22%3A%29%0D%0Amatters.%0D%0AThe- thesis finds that the interpretation of transformation currently endorsed by the . %27 . . .%0D%0ADPSA%2C and other transformation partners falls short of taking sufficient cognisance of%0D%0A- %27 %27 - . %7E%0D%0Athe importance of the organisational culture perspective%2C with the result that the%0D%0A- %7E - -%0D%0Atransformation process to date evinces a minimal degree of success in relation to%0D%0A%E2%80%A2 . . %E2%80%A2 9-..%0D%0Aorganisational culture change.%0D%0AEvidence indicates that organisational culture is not sufficiently comprehended%2C%0D%0Adefined%2C communicated%2C coordinated%2C or managed%2C due to the non-existence of%0D%0Afeasible organisational culture change strategies or an adequately functioning%0D%0Amaternal holding culture. This%2C accompanied by a lack of implementation of a%0D%0Anational vision in relation to organisational culture change and a lack of political will%0D%0Ain relation to organisational culture transformation%2C further stifles directed%0D%0Amanagement and change of public service organisational culture.%0D%0AProposals for the improvement of the above situation are put forward. The most%0D%0Aimportant of these is the establishment of an informed maternal holding c11%7Eure%2C%0D%0Abased on the mandate of Cabioet that the public service mu%3Ft be. transformed in.%7E%0D%0Aorder to achieve RDP goals. Establishing a successful maternal holding culture%0D%0Arequires the promotion of the comprehension of the organis%7Etional culture%0D%0Aperspective%2C an.d clear communication ancl coordina%21ion of_ organisational culture and%0D%0Achange strategies related thereto. This%2C in tun%3Ai%2C demands%2C inter a%2Fia%2C the urgent%0D%0A. %E2%80%A2 . . I .%0D%0Abuilding of management capacity in matters pertaining to organ_isational culture%2Cbacked by political commitment and the fostering of a common vision that will%0D%0A%27 %27 %27%0D%0Aprovide the direction and values for a new organisational culture."