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Title Mergers and change management at the micro level: a case study
Full text http://hdl.handle.net/10500/503
Date 2005
Author(s) Kilfoil, Wendy R.; Groenewald, Thomas
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. - Article
Subject(s) Transformation; SA higher education landscape; Merger; Demerging process; Change management; Reconfiguration; Strategic plan; Structure
Language en
Relation SA Journal of Human Resource Management
Type of publication Article
Identifier 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. [http://sajhrm.co.za/index.php/sajhrm/article/view/67]; 2071-078X
Repository South Africa - University of South Africa (UNISA)
Added to C-A: 2017-02-17;13:58:10