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dc.contributor.advisorTaylor, Robert Gordon.
dc.creatorMngxaso, Monwabisi H.
dc.date.accessioned2012-10-19T06:59:51Z
dc.date.available2012-10-19T06:59:51Z
dc.date.created2010
dc.date.issued2010
dc.identifier.urihttp://hdl.handle.net/10413/7317
dc.descriptionThesis (M.Com.)-University of KwaZulu-Natal, Westville, 2010.en
dc.description.abstractThis dissertation has posed and answered the question whether strategic conversation can be used as a tool for facilitating learning and change in organisations, within the context of the public sector. The study provided answers to the following sub-questions through the literature review:- * What is ‘strategy’ and what does it entail? * What are ‘strategic conversations’ and what do they entail? * What is ‘organisation learning’? * What is ‘organisational change’? * What factors create an environment conducive to the facilitation of learning in organisations by means of strategic conversation? * What factors create an environment conducive to the facilitation of change in organisations by means of strategic conversation? After the above questions had been answered, an interactive data collection and analysis was conducted. This process culminated in the findings of the study which made it possible to draw specific conclusions. The main conclusion of the study was that strategic conversation is a tool that can be used to facilitate learning and change in the Legislature as an example of a public sector organisation. The study concluded by highlighting key recommendations.en
dc.language.isoen_ZAen
dc.subjectOrganizational change.en
dc.subjectOrganizational learning.en
dc.subjectTheses--Leadership and management.en
dc.subject.lcshOrganizational change.en
dc.subject.lcshOrganizational learning.en
dc.titleUnderstanding strategic conversation as a tool for learning and change in organisations : a public sector perspective.en
dc.typeThesisen


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