The effective management of social change in the South African pharmaceutical industry.
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Date
2007
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Abstract
The purpose of the study was to find causality for poor social change in the
pharmaceutical industry in South Africa. Top, middle, and lower-level management
respondents, including the CEOs, were studied in 11 pharmaceutical manufacturing
companies. Human resources managers selected the participants randomly in such a way
as to ensure a 60%-40% split between affirmees and non-affirmees. Participants
responded to three questionnaires: the leadership questionnaire to determine if effective
or appropriate leadership styles were being used with the respondents given their levels
of readiness (ability and willingness to do the required tasks), the organisational climate
questionnaire to determine what areas of the companies needed improvement, and the
social change questionnaire to determine the problematic aspects of social change within
the companies. Participants completed the questionnaires during a designated 45-minute
period in their respective company headquarters. A clinical psychologist was in
attendance to answer any questions. Prior to participating, respondents received cover
letters, and the psychologist provided detailed explanations of the study. The main
findings were (a) a mismatch in leadership style in affirmee-led organisations that was
normally problematic; (b) differences in existing organisations compared to desired
organisations; and (c) problems in the dimensions of support and attitude toward change
in the mismatch group, which was the affirmee-led organisations. The conclusion was
that, although external factors should be the drivers for transformation and also affect
leadership style, leaders must be able to adapt their style to fit the readiness level of their
followers. In addition, a proposed model for transformation in the pharmaceutical
industry, based on the findings from the study and the literature review, was presented.
Description
Thesis (Ph.D.)-University of KwaZulu-Natal, Westville, 2007.
Keywords
Pharmaceutical industry., Social change--South Africa., Social change--Planning., Management., Theses--Business administration.