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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~ faced with the difficult challenge of transforming the value system of the public service and ,..- . - - " incur11bent public officials if. that oJ th~ ancien regime is in conflict wit~ its own. Tc;> achieve this, the new government invariably has to transform the latter in accordance - - - - 1" with its new goals, value systems, and' basic assumptions b_y introducing new laws . . and regulations alien to the experience of the inherited bureaucracy. This implies . . . . . exacting discontinuous change, requiring particular attention to organisational culture, and not mere tinkering with organisational charts, salary parity and related . ~ . ~ ~ ":) matters. The- thesis finds that the interpretation of transformation currently endorsed by the . ' . . . DPSA, and other transformation partners falls short of taking sufficient cognisance of - ' ' - . ~ the importance of the organisational culture perspective, with the result that the - ~ - - transformation process to date evinces a minimal degree of success in relation to • . . • 9-.. organisational culture change. Evidence indicates that organisational culture is not sufficiently comprehended, defined, communicated, coordinated, or managed, due to the non-existence of feasible organisational culture change strategies or an adequately functioning maternal holding culture. This, accompanied by a lack of implementation of a national vision in relation to organisational culture change and a lack of political will in relation to organisational culture transformation, further stifles directed management and change of public service organisational culture. Proposals for the improvement of the above situation are put forward. The most important of these is the establishment of an informed maternal holding c11~ure, based on the mandate of Cabioet that the public service mu?t be. transformed in.~ order to achieve RDP goals. Establishing a successful maternal holding culture requires the promotion of the comprehension of the organis~tional culture perspective, an.d clear communication ancl coordina!ion of_ organisational culture and change strategies related thereto. This, in tun:i, demands, inter a/ia, the urgent . • . . I . building of management capacity in matters pertaining to organ_isational culture,backed by political commitment and the fostering of a common vision that will ' ' ' provide the direction and values for a new organisational culture."