Institutional Repository

Mergers and change management at the micro level : a case study

Show simple item record Kilfoil, Wendy R. Groenewald, Thomas 2009-08-24T08:44:40Z 2009-08-24T08:44:40Z 2005
dc.identifier.citation Kilfoil, WR, Groenewald, T. 2005, 'Mergers and change management at the micro level : a case study', A Journal of Human Resource Management, vol. 3, no. 2, pp. 11-12. [] en_US
dc.identifier.issn 2071-078X
dc.description Article en_US
dc.description.abstract The transformation of the South African higher education landscape resulted in, among other things, the merger of three distance education institutions: Unisa, VUDEC and TSA. The macro level of the merger will no doubt be studied in detail. This article explores a micro level process for two departments merged by a top-down decision that did not take cognisance of their dissimilar functions and structures. The result was both a merger and a demerging process. The two departments first had to confront the realities of their different functions and structures before a reconfiguration could occur, including the emergence of a strategic plan focusing on aspects such as specific contribution, drivers, objectives and structure. The change management principles adopted to ensure the success of the process are outlined, analysed and reflected upon. en_US
dc.language.iso en en_US
dc.relation.ispartofseries SA Journal of Human Resource Management en_US
dc.subject Transformation en_US
dc.subject SA higher education landscape en_US
dc.subject Merger en_US
dc.subject Demerging process en_US
dc.subject Change management en_US
dc.subject Reconfiguration en_US
dc.subject Strategic plan en_US
dc.subject Structure en_US
dc.title Mergers and change management at the micro level : a case study en_US
dc.type Article en_US

Files in this item

This item appears in the following Collection(s)

Show simple item record

Search UnisaIR


My Account