{"id":{"repo_id":"cape-town","oai_identifier":"oai:open.uct.ac.za:11427/10294"},"canonical_url":"https://search.dev.ndltd.org/etd/cape-town/oai:open.uct.ac.za:11427/10294","repository":{"repo_id":"cape-town","name":"University of Cape Town","base_url":"https://open.uct.ac.za/oai/request"},"display":{"title":"Modeling change in a manufacturing facility in a continously changing environment","abstract":"The aim of the study was to examine (using both ethnographic research and the action research methodologies) the issues and processes that were both experienced and observed as a member of this leadership team. The focus of inquiry was to understand how all the sub systems involved interacted upon each other, and how they impacted on the total system. A further reason was to understand the drivers for change, and then be able to use them in a positive way to manage the ongoing complexity that characterizes this facility. The results of this study suggested several areas for improvement, but the two key areas appeared to relate to leadership team dynamics and change management. From the learning's of this study, a model for Managing Change in a Changing Environment is proposed. In this work, the model is then tested and validated.","abstract_html":"The aim of the study was to examine (using both ethnographic research and the action research methodologies) the issues and processes that were both experienced and observed as a member of this leadership team. The focus of inquiry was to understand how all the sub systems involved interacted upon each other, and how they impacted on the total system. A further reason was to understand the drivers for change, and then be able to use them in a positive way to manage the ongoing complexity that characterizes this facility. The results of this study suggested several areas for improvement, but the two key areas appeared to relate to leadership team dynamics and change management. From the learning's of this study, a model for Managing Change in a Changing Environment is proposed. In this work, the model is then tested and validated.","abstract_has_math":false,"creators":["Coleman, Trevor"],"institution":"Department of Mechanical Engineering","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":["Shaw, Corrinne"],"committee_chairs":[],"committee_members":[],"year":2008,"date_issued":"2008","date_published":"2008","updated_at":"2026-07-22T22:22:41Z","subjects":[],"languages":["eng"],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/11427/10294","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Shaw, Corrinne"]},{"key":"dc:creator","label":"Author","values":["Coleman, Trevor"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2014-12-27T19:47:42Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2014-12-27T19:47:42Z"]},{"key":"dc:date.issued","label":"Date","values":["2008"]},{"key":"dc:publisher.department","label":"Dc Publisher Department","values":["Department of Mechanical Engineering"]},{"key":"dc:publisher.institution","label":"Dc Publisher Institution","values":["University of Cape Town"]},{"key":"dc:type","label":"Dc Type","values":["Master Thesis"]},{"key":"dc:type.qualificationlevel","label":"Dc Type Qualificationlevel","values":["Masters"]},{"key":"dc:type.qualificationname","label":"Dc Type Qualificationname","values":["MIndAdmin"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language.iso","label":"Language (ISO)","values":["eng"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["http://hdl.handle.net/11427/10294"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Includes abstract.","Includes bibliographical references (leaves 106-108)."]},{"key":"dc:description.abstract","label":"Abstract","values":["The aim of the study was to examine (using both ethnographic research and the action research methodologies) the issues and processes that were both experienced and observed as a member of this leadership team. The focus of inquiry was to understand how all the sub systems involved interacted upon each other, and how they impacted on the total system. A further reason was to understand the drivers for change, and then be able to use them in a positive way to manage the ongoing complexity that characterizes this facility. The results of this study suggested several areas for improvement, but the two key areas appeared to relate to leadership team dynamics and change management. From the learning's of this study, a model for Managing Change in a Changing Environment is proposed. 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