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Downloads/The Council on Higher Education%20(1).Pdf (Acces Sed: 18 November 2015 ) COPYRIGHT AND CITATION CONSIDERATIONS FOR THIS THESIS/ DISSERTATION o Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use. o NonCommercial — You may not use the material for commercial purposes. o ShareAlike — If you remix, transform, or build upon the material, you must distribute your contributions under the same license as the original. How to cite this thesis Surname, Initial(s). (2012) Title of the thesis or dissertation. PhD. (Chemistry)/ M.Sc. (Physics)/ M.A. (Philosophy)/M.Com. (Finance) etc. [Unpublished]: University of Johannesburg. Retrieved from: https://ujcontent.uj.ac.za/vital/access/manager/Index?site_name=Research%20Output (Accessed: Date). A PROJECT REPORT IN FULFILLMENT OF THE REQUIREMENT FOR THE DEGREE OF MASTER OF TECHNOLOGY In THE FACULTY OF ENGINEERING AND THE BUILT ENVIRONMENT DEPARTMENT OF QUALITY AND OPERATIONS MANAGEMENT The effectiveness and efficiency of the University Of Johannesburg merger in UJ Sport BY Roger Haitengi We accept this report as conforming to the required standard SUPERVISOR: Dr Pule Kholopane EXTERNAL EXAMINER: ………………………………………………………. THE UNIVERSITY OF JOHANNESBURG 7 June 2017 0 ABSTRACT University of Johannesburg was established in 2005 through a merger process, which consisted of three former institutions namely RAU, TWR and Vista. From the three institutions Vista was incorporated into RAU the previous year (2004) and the other two (RAU and TWR) merging on equal terms (both parties will have an equal decision making role) in order for the newly formed institution to work effectively and efficiently. The focus of the study was on UJ Sport department and will show the roles that the merger played within the department. It will indicate how effective and efficient the department was after the merger is adopted, and what the current working environment within the department is. It will also show the implementation, changes and transformation they underwent in order to adopt the merger, to become UJ Sport (as one functional unit). Primary data was collected through interviews from current UJ Sport staff who were present during the merger (2004-2005).A process by means of observation was employed in the study as a primary source of data, while secondary data was obtained by sourcing documentation to show how the merger was implemented and the after effects of the process. The secondary data indicated the current state and performance of the department by using the results, culture survey and annual statistics of UJ Sport as source of data. In the conclusion, the UJ Sport implemented merger was moderately one sided in the early stages of the merger. This resulted in the department adopting a defensive culture amongst employees and the department itself did not operate at its full potential or capacity. It is recommended that the department starts off by changing the current culture to a constructive one in order for them to be able to address the current issues and move on. It is suggested that they use Cumming and Worley’s six steps of cultural change, which would assist the department to improve their working environment and become more effective, this will allow them to start operating to their capacity or full potential. II ACKNOWLEDGEMENTS This dissertation would not have been completed were it not for the support, patience and encouragement of my loved ones throughout the compilation of these studies. I would like to give a special thank you to my supervisor Dr Pule Kholopane, for sharing his knowledge and his guidance throughout the dissertation. My gratitude and thanks is also prevailed on Johan Rainsford and Phemelo Motse for their assistances and motivations. I would also like to extend my thanks to Brian Brown for editing this dissertation. And lastly, my thanks to all the participants for partaking in interviews, responding to questions and sharing their information for the purposes of this study. III TABLE OF CONTENTS Page ABSTRACT………………………………………………………………….IV ACKNOWLEDGEMENTS……………………………………………...…IV LIST OF FIGURE…………………………………………………...…...…IV LIST OF TABLES………………………………………………………….IV LIST OF ABBREVIATIONS…………………………………………...…IV CHAPTER 1-INTRODUCTION OF THE STUDY 1.1 Introduction ……………………………………………………………………...1 1.1.1 Background of study…………………………………………………………...1 1.2 Background of the problem……………………………………………………....3 1.3 Rationale theoretical or conceptual background/foundation?…………………....3 1.4 Statement of the problem ………………………………………………………..4 1.5 Purpose of the study ……………………………………………………………..5 1.6 Research Question …………………………………………………………….....5 1.7 Statement of the hypotheses……………………………………………………...6 1.8 Significance of the study ………………………………………………………...6 1.9 Objective of the study …………………………………………………………....7 1.10 Assumption…………………………………………………………………...7 1.11 Limitations…………………………………………………………………....8 CHAPTER 2-REVIEW OF LITERATURE 2.1 Introduction……………………………………………………………………….9 2.1.1 Overview of the universities before the merger.……………………………...9 2.1.2 Looking at the merger itself ……………………………………………….....14 2.1.2.1 Similarity in size……………………………………………………………...15 2.1.2.2 Profile: Homogeneity………………………………………………………....15 2.1.2.3 Integration depth……………………………………………………………...15 2.1.2.4 System-wide restructuring process…………………………………………...16 2.1.3 Restructuring process…………………………………………………………16 2.1.3.1 Restructuring & a new landscape for Higher Education……………………...17 IV Page 2.1.3.2 Ministry of Education of implementation…………………………………......19 2.1.3.3 The Higher Education new institutional landscape…………………………....20 2.1.4 Concerning and related aspects to merger that need to be considered.………..21 2.1.5 The outcomes review on Higher Education restructuring……………………..22 2.2 Literature Review: UJ Sport Bureau……………………………………………...27 2.2.1 Merger process of UJ Sport Bureau……………………………………………...29 2.2.2 Accenture Process of UJ Sport Bureau…………………………………………..31 2.3 Summary of Literature Review…………………………………………………...38 CHAPTER 3-METHODOLOGY 3.1 Introduction…………………………………………………………………….......41 3.2 Research design………………………………………………………………….....41 3.3 Population of the study…………………………………………………………......42 3.4 Sampling method & size……………………………………………………….......42 3.5 Data collection process………………………………………………………….....43 3.5.1 Primary data……………………………………………………………………...43 3.5.2 Secondary data……………………………………………………………….......45 3.6 Research validity……………………………………………………………….......46 3.7 Summary of Methodology…………………………………………………………46 3.8 Research Limitation……………………………………………………………......46 CHAPTER 4-ANALYSIS OF DATA 4.1 Introduction………………………………………………………………….47 Section A 4.2 Primary Data ………………………………………………………………..47 4.2.1 Interview with employees………………………………………………..47 4.2.1.1 Interview with Joel Kgokong………………………………………........47 4.2.1.2 Interview with Anton van Rooyen…………………………………........48 4.2.1.3 Interview with Francois Fouche……………………………………........49 4.2.1.4 Interview with Phemelo Motse……………………………………….....50 V 4.2.1.5 Interview with Mandla Ngema…………………………………………..51 4.2.1.6 Interview with Pieter Durandt……………………………………….......52 4.2.1.7 Interview with Johan Rainsford……………………………………….....53 Page 4.2.1.8 Interview with Marianne Viljoen……………………………………......54 4.2.1.9 Interview with Itumeleng Mogotsi………………………………………54 4.2.1.10 Interview with Karel Mouton………………………………………......55 4.2.1.11 Interview with Henriette Vermaak…………………………………......56 4.2.1.12 Interview with Reedwaan Asvat……………………………………......57 4.2.1.13 Interview with Jimmy Potgieter………………………………………....58 4.2.1.14 Interview with Sekhori Lashaba…………………………………….......58 4.2.1.15 Interview with Chris Fortuin………………………………………........59 Section B 4.3 Secondary Data………………………………………………………………….......60 4.3.1 RAU & TWR merger documents from 2004………………………………….......60 4.3.1.1 Memorandum of the Agreement between TWR & RAU……………………….60 4.3.1.2 Memorandum: Domain and program for Sport: the University Of Johannesburg…………………………………………………………………….64 4.3.2 UJ Sport Annual Report 2007……………………………………………………..65 4.3.2.1 The redesign & restructuring in 2007…………………………………………...67 4.3.2.2 UJ Sport human resource/staff 2007…………………………………………….70 4.3.2.3 UJ Sport Clubs results of 2007…………………………………………………..71 4.3.3 UJ Sport Annual Report 2008……………………………………………………..72 4.3.3.1 UJ Sport human resource/staff 2008………………………………………........73 4.3.3.2 UJ Sport Clubs results for 2008……………………………………………........77 4.3.4 UJ Sport Annual Report 2009……………………………………………………..78 4.3.4.1 UJ Sport human resource/staff report 2009……………………………………..78 4.3.4.2 UJ Sport Clubs results 2009……………………………………………………..81 4.3.5 UJ Sport Annual Report 2010……………………………………………………..82 4.3.5.1 UJ Sport human resource/staff 2010…………………………………………….83 4.3.5.2 UJ Sport Clubs of results 2010………………………………………………….75 VI 4.3.6 UJ Sport Annual Report 2011……………………………………………………..86 4.3.6.1 UJ Sport Human resource/staff 2011……………………………………….…...86 4.3.6.2 UJ Sport Clubs participation 2011……………………………………………....89 Page 4.3.6.3 UJ Sport Clubs results 2011……………………………………………………..89 4.3.7 UJ Sport Annual Report 2012…………………………………………………......90 4.3.7.1 Strategic Trusts & Targets………………………………………………….........92 4.3.7.1.1 Sport-for-Purpose trusts…………………………………………………..........93 4.3.7.1.1.1 Trust1: Work-integrated learning, research & community engagement…......93 4.3.7.1.1.2 Trust2: Equivalence in sport participation……………………………….......94 4.3.7.1.1.3 Trust3: Supportive &engaged student, staff & sport Alumni……………......94 4.3.7.1.1.4
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