Two of the books he wrote (published posthumously) were The Protestant Ethic and the Spirit of Capitalism (1930), and The Theory of Social and Economic Organization (1947). Siemens and details of the interviews (questions asked, lists of those interviewed, examples of summaries of the interviews) conclude the thesis. In this study, his work is referred to in the context of the development of a learning organization and change.
Self-organization from within occurs until change is introduced from outside the system. It is based on the old assumption of scientific management and a machine model of the world. The rise of the new science of complexity has been validated in the work being done in biology.
Individual members are constantly engaged in trying to know the organization and to know themselves in the context of the organization. This, as mentioned, was one of the main incidents that heralded the arrival of the age of complexity in the 1980s. Changes, however, were beginning to take place and rethinking the fundamentals of.
Systems theories are based on the acceptance of the importance of the interdependence of components in systems and the relationships between systems.
An ove rview of the framewo rk
Th e environment of Siemens business
After 1994, the nature of the company's business changed dramatically, particularly as a result of new competition from multinationals that then entered the market, and the increased responsibility that Siemens South Africa now had for business development in the SADC countries. The uncertainty associated with being in the New Economy is no different for Siemens South Africa than it is in any other country where Siemens AG does business. Finally, the management style of Siemens, as already mentioned, is still today very hierarchical and bureaucratic, which stems from the time when the company was founded and its strong Teutonic culture.
The level of understanding of the South African business environment by a group of young managers was explored in Part 1 of the interview.
Management development at Siemens
Measuring the impact
What uncertainty, tension and lack of balance were produced in the learning process. How disagreements, doubts, contradictions and contradictions in the learning process have changed their lives.
The framework
Defining the study
With the backdrop of these assumptions, the research focused on three statements that align with the three parts of the framework defined above. Statement 1 The business environment in which the company operates is complex and the traditional management style is not suitable for maintaining competitive performance. The complexity of the business environment and the impact of the New Economy on the business.
The inappropriateness of the hierarchical/bureaucratic structures and the traditional management style in the company. Proposition 2 The new design of management development focuses on making the company a learning organization. Proposition 3 Changes that have taken place have challenged existing ways of thinking and new nuances of understanding about management have begun to emerge in the company.
Being on the edge (moving beyond comfort zones, uncertainty, tension, lack of balance, disagreement, doubt, contradictions and opportunities created).
Research methodology
The approach advocated by Steiner Kvale's writing on qualitative interviewing is used, in which "interviews are conversations resulting in the production of the interviewer and the interviewee." Quale (1996). Factors such as personality, experience and knowledge, as well as the importance of non-verbal messages, the effects of where and how the interviews were conducted, and the influence that interviewer-interviewee relationships can have, were taken into account. Careful preparations were made and special attention was paid to correctly recording the essence of the interviews.
Because of the anticipated volume of material to be collected and analyzed, structures had to be established. The format for recording responses to the questions that were discussed helped to make coding and interpretation easier. To ensure reliability and validity, interview transcripts and analyzes were discussed with the interviewees for verification.
It was done in an acceptable form, met ethical standards of confidentiality, and was made readable and useful to intended audiences. The mental health of the interviewer (the nature of the interviews was positive, as the .. interviewees had been selected because of their extraordinary development in the company.
Measurement s used
Sampling techniques employed
All those who participated in the development programs were challenged in their ways of management and thinking.
Data collection methods
34;The most important things on the program were networking, discussion and arguments in groups of ambitious, capable people.".
Data analyses
Shortcomings and sources of error
34;The changes developed from the training - I now feel confident telling my manager what to focus on (and he accepts it).". 34;The uncertainty of learning new things and new ways of doing things was necessary, and you adapt to it."
A ppendices
What impact does the German holding have on the management style of the local company? What changes have occurred in the management style within the company in recent years? Comment on your awareness of wholeness, experiential learning, group and diversity learning, and relationship building that are part of the program design.
If one could talk about a new "shared vision" of the group, how would you describe it? How "being on the edge" (moving beyond your comfort zone) contributed to the changes that occurred. The new style in SA is driven by technological change (but this applies to most high-tech companies which have also become significantly smaller).
Changes are driven externally (by our markets and by technology), but also come from the demands of the new generation of young engineers:-. Earlier this year, he was selected by Siemens Germany to be a gas auditor of the Siemens China operations - a great recognition of his ability and business acumen. 34;When I started the program, I thought I knew most of the theories, but I became outdated.
AMK has an MSc Engineering having been an AA fellow of the company in the early 1990s. Not only has he moved from the rutof the position he was in (his claim), he is also visibly, changed from the outside (even the way he how he walks and talks). 34;Business has become more demanding as the company now interacts with difficult, less loyal customers.
The Gemini project eight years ago (the establishment of key customer structures) set a new direction that we have kept. 34;The program enabled the emergence of practical use. 34;Heated" discussions took place in groups during training, but this sometimes slows down progress. Outside of the formal one year, informal learning (e.g. strategy forums) could not stimulate thinking in the same way.
