This thesis examines the applicability of the Critical System Thinking (CST) methodology, known as Total Systems Intervention (TSI) version one, to the complex issues related to the Performance Management System practice at Telkom SA. Hence the choice for Total Systems Intervention as meta-methodology and for Soft Systems Methodology for implementing the intervention to improve the Performance Management System at Telkom SA.
The Introduction of PMS at Telkom SA as one of many Corrective Measures
The Process of PMS
Once the plan is drawn up and agreed upon, both the performer and the performer sign off on it. During this phase, both the performer and the promoter make their own individual evaluations, using the predetermined evaluation technique and methodology.
A Preliminary Evaluation of PMS
There are especially promoters/managers/supervisors who ignore PMS because they lack competence in the field of coaching and mentoring. One other problem associated with PMS is that the Strategic Equity Partners (SEP, the American and Malaysian partners of Telkom) are not integrated into the process of PMS because they bring.
BUSINESS PROCESS REENGINEERING-ITS EVOLUTION AND CONTEMPORARY ISSUES
Introduction
Organizations in this category are either shutting down business operations or implementing BPR to ensure their survival and viability. As the person who is the expert in the business process, the process owner has the third task of explaining and promoting the business process at different levels of an organization.
Synopsis of the BPR methodology
In other words, proponents of BPR insist that decision-making must be part of work. The third benefit of BPR implementation is the consistency and development of the workforce.
DEVELOPMENT OF SYSTEMS THINKING AND CRITICAL SYSTEMS THINKING
Introduction
The evolution of systems thinking
Perhaps one of the most influential exponents of organismic thinking is the biochemist Lawrence Henderson, who, in his study of living organisms and social organizations, recognized that complex phenomena consist of interconnected, interacting and interdependent parts (Capra, 1996: 27). . 34; From that point on," Capra further points out (Capra a system has come to mean an integrated whole whose essential properties arise from the relationship between its parts, and 'systems thinking' the understanding of phenomena within the context of the larger whole ." The early systems thinkers such as Henderson completely rejected the analytical method associated with Descartes, arguing that systems cannot be analyzed. Against systems analysis, proponents of the organismic worldview argued for the study of the relationships between the various parts of the system.
Moreover, he recognized that each hierarchical level of living organisms represents a system within the larger system, which operates according to its own laws (Capra, 1996: 28). As Capra (1996) notes, organismic biologists affirmed Broad's concept of emergent properties, arguing that at each level of the hierarchical structure of living organisms, the observed phenomenon exhibits properties that do not exist at the lowest level. Another significant point made by exponents of the ORGANISM VIEW is that the study of organized complexity in living organisms must be contextual.
Systems Methodologies
- Soft System Approaches
I agree with Flood and Jackson that the VSM model has little to say about the social system because it ignores the qualities brought to bear by the human actors who make up the organization. Due to the scope of this chapter, it is not possible to discuss all these methodologies here. This chapter, however, will briefly discuss two methodologies, namely the Strategic Assumption Discovery and Testing (SAST) methodology and the soft systems methodology.
SAST does not focus on the characteristics of the system, which constitute the problem situation. As indicated by Flood and Jackson in this approach, the human and political aspects of the organization are brought to the fore while the question of organizational structure slips into the background. Following the debate on the different worldviews that have been brought forward, the integrative principle then calls for the synthesis of these worldviews.
SOFT SYSTEMS METHODOLOGY
Rather, it allows participants to use their experiences and perception of the problem situation in the inquiry process. (2) understanding the context of application and the possible consequences of using the methodologies once the context has been determined (Flood, 1990; Jackson, 1990); and (3) closely examining the assumptions and values underlying systems methods. However, where eST departs from BPR on this issue is in the depth of critical examination of the systems method.
What conditions of successful planning and implementation of the system are actually controlled by the decision maker. Also important to note about this chapter is that it only outlined the theoretical and methodological aspects of various systems approaches to problem solving. However, due to the scope and limitations of this dissertation, it is not possible to discuss the practical applications of the various systems approaches discussed in this chapter.
AN INVESTIGATION INTO THE META- METHODOLOGY OF TOTAL SYSTEM
Introduction
Total Systems Intervention version one and two
Among the various problem-solving methodologies integrated within TSl are systems approaches such as Soft Systems Methodology, Systems Dynamics, and Viable Systems Methodology, to name a few. The underlying philosophical assumption under which TSl operates is that of eST: that all problem solutions are complementary. Proponents of TSl believe that several systems approaches to problem solving can be used simultaneously to solve organizational problems. These metaphors, he points out, are linked to different systems approaches through a framework known as the system of systems methodologies, so that once agreement has been reached on which metaphor is most relevant to an organization's concerns and problems, an appropriate, systems-based intervention methodology can emerge. or a range of methodologies) can be used.
To shed light on what can be perceived as a complex problem-solving intervention methodology, Flood (1995) describes TSl as a process in which a manager or problem-solver performs three main types of activities: (1) creatively thinks about the problem he/she is facing; (2) choose the method(s) you will use to solve the problem(s); and (3) effect the desired changes in the organization concerned. These major types of activities discussed by Flood apply to TSl version one stages. Figure 5.1 illustrates the TSl version one process. Let's take a look at each of these phases and see exactly what tasks are performed in those phases.
PROBLEM CONTEXT
CHOICE
- The Limitations of TSI version one and the development of TSI version two
- Philosophy of TSI version two
- Principles of TSI version two
- Process of TSI version two
Second, Flood accepted the criticism that the metaphorical analysis envisaged by the first version of the TSI was indeed restrictive. TSI version two provides the problem solver with the tool by which he/she can address organizational problems in a systematic manner. The TSI version two process is continuous and discontinuous with that of the TSI version one.
During this mode, system models and methodologies are identified and the three phases of the first version of the TSI are critically applied. TSI version two attempts to address some of the problems and limitations identified in version one. In particular, the recursive nature of the evaluation process of the second version of the TSI is embarrassing.
EVALUATION AND IMPROVEMENT OF A PERFORMANCE MANAGEMENT SYSTEM AT TELKOM SA
Introduction
Application of TSI version one to a problem situation at Telkom SA
As we have seen in chapter 2, not all stakeholders in Telkom SA shared the same opinion about the need and importance of introducing the PMS. From a critical systems perspective, this was indeed an important and essential step taken by the management of Telkom SA. Another metaphor that is dominant in Telkom SA is that of an organization as a brain.
Again, the only problem is that this metaphorical analysis of Telkom SA was not effectively communicated at all levels of the organization. In accordance with the metaphorical analysis above, VSM and SSM were identified as the possible intervention methodologies for the problem situation in Telkom SA. The advantage of this phase of the SSM is that it enabled all participants to debate the pros and cons of the PMS and to paint a rich picture of the organization on the basis of which the PMS judgment was made.
Concluding reflections upon the application of CST to the Performance Management Systems at Telkom
Our research shows that one cannot understand organizational complexity and problem solving without an honest appreciation of the different perspectives held by different groups within an organization. What our research shows is that when each stakeholder's PMS perspective is taken into account, a mature PMS system that is satisfactory to all stakeholders is credible. As we pointed out earlier, PMS does not work properly at Telkom because not all stakeholders take ownership of the process.
If anything, our research clearly demonstrates the strength and effectiveness of CST in dealing with messy organizational problems like those at Telkom. Eclectic use of TSI version 1 and SSM not only gave the opportunity to show the different PMS perspectives at Telkom; it also provided the framework for establishing a consensus position that was acceptable to all parties. This therefore means that issues of liberation and empowerment can no longer be treated as issues that concern management, but must be integrated into policy-making at all levels of the organization. The reason is that TSI was the driving meta-method for the analysis and intervention.
Conclusion
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APPENDIX C
PDM AUDIT FINDINGS 1999
1.0) NO OUTPUT BARRIERS IDENTIFIED DURING PLANNING OR FEEDBACK & REVIEW SESSIONS
2.0) NO PDM PLANS AND OPERATIONAL PLANS
3.0) NO DEVELOPMENT PLANS OR DEVELOPMENT PLANS OF POOR QUALITY
4.0) PERFORMANCE MEASUREMENTS NOT SPECIFIC
5.0) PROMOTER'S PROMOTER SIGNATURE
6.0) NO ALIGNMENT BETWEEN PDM PLANS AND JD'S
The following is a brief account of the meetings held with Mr. Tinus van der Merwe, Senior Director of the Performance and Development Management System and other stakeholders. The focus of these meetings was to conduct a survey of Performance Management Systems (PMS) within Telkom SA. Organized labor was not comfortable sitting around the table discussing PMS as they declared a dispute over it.
Sir. Tinus Van der Merwe was always available to help when I needed information or clarification. At the beginning of the year I proposed another workshop with all stakeholders, I was informed that I could not arrange any meeting with organized labor without involving Group Human Resources (HR). At this stage, both group HR and organized labor are busy with significant negotiations (see Appendix 5). On 14 March 2000 a meeting was arranged with Mr. Van der Merwe, I had a fruitful discussion with him ie. I reviewed my results of the research.
