Open AccessMergers And Change Management At The Micro Level: A Case Study
Author(s) -
Wendy R. Kilfoil,
Thomas Groenewald
Publication year - 2005
Publication title -
sa journal of human resource management
Language(s) - English
Resource type - Journals
eISSN - 2071-078X
pISSN - 1683-7584
DOI - 10.4102/sajhrm.v3i2.67
Subject(s) - process (computing) , control reconfiguration , plan (archaeology) , macro level , business , process management , macro , higher education , sociology , management , marketing , operations management , political science , computer science , economics , economic system , geography , law , archaeology , programming language , embedded system , operating system
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