the impact of changes on eskom's middle management
TRANSCRIPT
THE liMPACT OF CHANGES ON FJSKOM 9 S
MEDDLE MANAGEMENT
by
LOMA LEDULENG RASHAPUOA
SHORT-DESSERTAT1ION
Submitted in the fulifillment
Of the reellillireffnelllItS for the degree
MASTER OF SCRENCE
in
SOCIIAL SCHENCE
in the
FACULTY OF ARTS
at the
RAND AFRIKAANS UNIIVERSIITY
SUPERVIISOR: MR W. ROESTEN It URG
JANUARY 2000
Acknowlledgement5
Special thanks go to the following:
To my supervisor, Mr Wim Roestenburg, for his expertise, guidance and for
motivating me during times of despair.
To my family, Mmatshepo, Mamosa and Katleho for their support and their
encouragement.
To Angela and Daphney for always being available to type my work.
To Tracey Harper for allowing me to use her library. It has helped me a lot.
To my special colleagues, Sebina, Joe and Sidwell, for their support,
understanding and encouragement during this research up to the end of writing the
thesis.
To Eskom employees who participated in this research.
To Dirk Taljaard for providing his computer programme to analyse data.
Abstract
This study describes specific emotional problems experienced by middle managers
due to structural changes and organisational restructuring in Eskom. The
empowerment of trade unions in Eskom and new change management processes has
left the middle level boundaryless, and their role ambiguous. The research sets out to
explore the perceptions of the middle managers and to make necessary
recommendations to address the abovementioned needs.
The qualitative research methodology was applied with the researcher selecting an
action research approach as the most relevant in engaging the middle managers in
their study. The type of action research was focus groups. 12 Focus group sessions
were conducted at Eskom countrywide, with a sample of 121 middle managers out of
2000.
The findings of the study confirm that middle managers do suffer emotional problems
given the organisational changes in Eskom. They also do not have facilities where
they can discuss their emotions, unlike the trade unions together with senior
managers, who have joint structures to communicate and make decisions. The study
concludes that managers require assistance with adapting to change. It is
recommended that managers go through change resilience programmes, career
management programmes, and be encouraged to go for counselling provided by EAP
in the organisation. Occupational social workers can also become consultants to
senior management.
iraihIle ©f (Copratent5 Page No.
Chapter Il
INTRODUCTION TO THE STUDY
1.1 Introduction 1 1.2 Changing World of Work 1 1.3 Changes in the South African Work Environment 2 1.4 Problem Statement 3 1.5 Motivation for the Study 4
1.5.1 Value of Study for Social Work 4 1.5.2 Role Clarity 6
1.6 Goals 6 1.7 Objectives 6 1.7.1 Process 6 1.8 Overview of Research Methodology 7
Qualitative Research Process 1.8.1 Action Research 7 1.8.2 Population 7 1.8.3 Sample 7 1.8.4 Data Gathering 8 a) Observers and Recording 8 1.8.5 Research Instrument 8 1.8.6 Pilot 8 1.8.7 Data Analysis 8 1.8.8 Data Interpretation 8
1.9 Conclusion 9
Chapter 2 RESEARCH METHODOLOGY
2.1 10 hatrodanction
2.2. Qualitative Research 10 2.2.1 Action Research 12 2.2.2 Focus Group 12 2.2.3 The Researcher's Role 13 2.2.4 Population 13 2.2.5 Sampling 14
Stratified Random Sampling 14 Invitations 15 The Parameters of Data Collection 15 Size of the Focus Groups 16 Setting 16
0 Events 16 2.2.6 Data Recording and Observers 16 2.2.7 Data Analysis 17 2.2.8 Verification 17 2.2.9 Independent Coder 17 2.2.10 Formulation of the Questions 18
a) Questions 18 2.3 Report the Findings 19 2.4 Conclusion 19
Chapter 3 REPORT ON FINDINGS
3.1 Introduction 20 3.2 Sample 21 3.3 Size of the Group 21 3.4 Data Gathering 21 3.5 Data Analysis 22
3.5.1 Computer Coding System 22 3.6 Report on Findings 23
3.6.1 Organisation 23 a) Vision & Mission 23 b) Business Strategy: What are the Strategic Intentions 26 c) Business Priorities 27 d) The Eskom Culture Suffers from Internal Warfare 32
e) Eskom should Compete in a Changing & Complex World 34
0 Collaboration at Eskom (Part 1) 37 g) Cultural tension in Eskom 39 3.6.2 Workplace 40 h) Perception of Senior Management 40 3.6.3 Relationships / Behaviours 43 i) Perception of Workers 43
j) Perception of Middle Management 45 k) Isolation / Cohesion between Groups 47 1) Collaboration at Eskom (Part 2) 49
3.7 Conclusion 50
Chapter 4 LIITERATURE STUDY
4.1 Introduction 52 4.2 Occupational Social Work in a Changing Work
Environment 52 4.2.1 Conceptualising Occupational Social Work 53 4.2.2 The Role of the Occupational Social Worker 53 a) Employee Assistance Manager (or Programme) 53 b) Affirmative Action Specialist 54
4.3 Theories of Organisational Change 54 4.3.1 The Organisational Issues (1 s1 Category) 54 a) Vision and Mission 55 b) Mental Models 55 c) Eskom should Compete in a Changing World of Work 57
4.4 Senior Management Issues (2nd Category) 59 4.4.1 Leadership 59
4.5 The Effects of Organisational Changes on Middle Managers 60
4.5.1 In the Middle 62 a) Internal Communication 63
b) Internal Warfare 64 4.5.2 What can Middles do 64
4.6 Seeing the Big Picture 65 4.7 Conclusion 65
Chapter 5 CONCLUSIONS & RECOMMENDATIONS
5.1 Introduction 68 5.2 Conclusions 68
5.2.1 The Organisations 68 5.2.2 Senior Managers 69 5.2.3 Middle Management 69
5.3 Researchers Opinion 70 5.4 Achievement of the formulated goal 71 5.5 Contribution to social work 71 5.6 Recommendations 72 5.7 Conclusion 73
ib ➢iography 75
Annexure 1 — Questionnaire 79
Annexure 2 — Facilitator's Guide 83
Annexure 3 — Computer Coding System 87
Annexure 4 — Independent Coder 98
C mpter 11
IENTRODUCTRON TO THE STUDY
11.1 Illatrodanction
Eskom is currently undergoing structural changes as it re-organises its business to best
meet the challenges of globalisation and competition. This change seems to be
impacting negatively on the middle managers since it appears that their role is also
changing. There seems to be unhappiness, low morale, dissatisfaction and frustration
experienced by the middle managers because of the abovementioned changes.
The occupational social worker decided to embark on this qualitative research to
explore the perceptions about the middle managers through conducting focus groups.
Her role as a practitioner in the organisation development department is to consult on
major organisational change and its impact on employees. Googins & Godfrey (1987:
45) acknowledges the dilemmas faced by practitioners in having to balance individual
needs with organisational factors. This issue of neutrality becomes evident in this
research, however this serves as an analysis of the evolving role of occupational social
work as it matures and becomes complex.
The intention of the study is also to determine solutions and interventions to help
middle managers cope with change, should the results confirm the goal of the study.
The results will be shared with senior management to ensure implementation of the
recommendations at Eskom.
L2 The Changing World of Work
The turbulence in world business and the strength of world competition has forced
deep and continuing change upon enterprises. New ways of leading and maintaining
have been tried and introduced or discarded around the world.
Certain leadership and management truths from the past have endured because they
are consistent with human nature. They must be preserved and molded with new
truths as they are discovered. One such truth is that freedom is demanded more than
1
ever before. However, there is a tendency for freedom in business companies to be
confused with license. Unbridled freedom is anarchy. Because of the inherent nature
of people, freedom must retain some centralisation of authority in order to create the
freedom of empowerment and openness.
The traditional strategy - structure approach of management made possible the
development of huge organisations that operated multiple businesses in numerous
markets in numerous countries. However, it is now becoming very clear that any
organisational move that follow from the application of this approach will not deliver
the competitive results most organisations expect or need in the late 1990's. (Ghoshal
and Bartlett, 1995)
It is obvious that organisations need to move and change as part of its evolution.
What is also clear is that this change will not be painless and without risk. In order to
reduce those risks and offer the best possible chance of success, engaging in this
action research will allow middle managers to participate fully in the changes they
envisage in the organisation for their roles. This will also facilitate their coming-to-
terms with these changes.
L3 Changes in the South African 'Work Environment
In South Africa the new labour strategy is one challenge facing organisations, trade
unions have gained more power as they entered into alliances with the new
government. Under the old or traditional strategy approach, information and capital
requests were always dealt with at the top of the organisation, enabling corporate
executives to make decisions that drove resources, responsibilities and control down
to the front line units.
This could be described as top- down control, such vertical driven financially oriented
and authority based processes traditionally dominated the operations of most large
companies while those managers that had identified horizontal processes that cut
across organisational boundaries received little top-down support for their ideas.
Ghoshal and Bartlett (1995: 95) describes it thus "from atop the hierarchy, the leader
looks down on order, symmetry and uniformity - a neat step by step decomposition of
the company's tasks and responsibilities. From the bottom front-line managers look
up at a phalanx of controllers whose demands soak up most of their energy and time".
2
All these new demands on the organisation, its employees and its management can be
clearly seen in the effect of change on middle managers in Eskom. Middle managers
as a group seem to be adversely effected by the many changes mentioned. They seem
to have been disempowered. This problem regarding middle management warrants
some further study, thus the following problem statement.
11.4 Probllem Statement
In Eskom the process of "unfolding vision" ensures that decisions will be influenced
by participatory structures in the organisation. This process has led to the
empowerment of the trade unions. While this change is well accepted by labour
(unions), it is perceived to have alienated middle managers, because labour can now
access information directly from the top management, thus forcing middle
management into a position of being structured out of the organisational flow.
This change is affecting the functioning of the organisation because as the company is
moving towards the process of transformation one part of the system i.e. middle
managers are left out, because the participatory structures are made up of only senior
managers and labour. It is in these structures that decisions about the future of the
organisation are taken.
The traditional role of the middle manager is changing as organisations become
boundaryless and focus on "reengineering". Managers are to deal with their
organisations in fundamentally different ways. Rather than seeing them as a hierarchy
of static roles, they are beginning to think of them as a portfolio of dynamic processes.
The middle managers find themselves in the middle structurally between the top
mangers and labour or lower level. This is a potentially disempowering condition in
which managers are caught up between the worlds of the others, pushed and pulled
and torn by their perspectives, priorities and demands.
Where radical change has been attempted, it has followed a traditional but scarcely
welcome pattern such as dramatic losses leading to retrenchments and turnaround
operations, driven top-down by senior management (Henry and Hope, 1994).
However in Eskom employees had been promised that no one would lose jobs due to
the process of transformation, but middle managers, because of their current situation
feel confused, uncertain and powerless.
3
In her proposed study the researcher wants to examine the concerns of middle
managers regarding their perceptions of how their workplace roles are changing. The
results of the study will enable the researcher to formulate and implement strategies
that may reintegrate middle management into the organisation's functioning.
..5 Motivation for the Study
11.5.1 Value of Study ffor Social Work
"Professional social workers, practitioners / researchers augment their intuition by
using research findings, concepts methods and skills to enhance their practices"
(Grine11, 1988: 14). It is therefore imperative that social work research activities be
directed at solving problems confronting the practitioner and not merely be aimed at
pursuing the verification or refutation of theories that are of the interest to the
researcher only.
Social work practice is dynamic and thus necessitates that researchers complete
studies within as short a time as possible thereby insuring that the findings of the
studies have immediate bearing on practice. In the same way in this proposed study
the results will lead towards the designing of social interventions for the middle
managers.
Employment Assistance Programmes (EAP) were found to help employees in need.
Eskom middle managers, in this case, are experiencing specific emotional problems
due to structural changes. It is therefore the role of the social worker to recommend
interventions as a result of this study, to improve the well-being of the middle
manager, and to enhance their coping skills during transformation.
De Vos (1998: 6) quotes Reid (1995) about the functions of scientific research in
social work. Research provides a framework for practice activities, it helps to build
knowledge for practice and it serves practical function of providing situation specific
data to inform action. With the results of the proposed research the social worker will
be able to initiate an intervention, specific to the needs of middle managers.
According to Winkelpleck (1986) "The Employee Assistance Programme is, in
reality, an organisational assistance program". Winkelpleck asserts that Organisational
4
Development is a legitimate function of the EAP. Social workers are in a unique
position to encourage certain aspects of Organisational Development (OD), and can
serve to analyze the organisation and propose development ideas.
The researcher observed the following issues that required further investigation:
The trade unions continued to negotiate for the salary increase of the middle
managers, where as in the past the middle managers and trade unions negotiated
together. Now the middle managers have been removed from the bargaining unit.
The precipitating factor to the middle management problem was when the
organisation (Eskom) made profit in 1997. The senior managers wanted the profit
to be shared amongst all employees. As usual this matter was negotiated at the
central negotiating forum and middle managers were furious to learn after the
negotiations that trade unions forced the senior managers to share the profit
equally between middle managers and labour. The middle managers were not
happy that they were excluded from these decisions and like the senior managers
they expected to get more share than the lower level employees. Disgruntled
middle managers threatened to form their own trade union.
The affirmative action policy negotiated between the trade unions and senior
managers was to be implemented by middle managers that did not seem interested
since they were not initially involved. They are, therefore being targeted by both
the senior managers and labour for sabotaging and showing unwillingness to
implement change in the organisation.
The researcher observed that no one in the organisation bothered to provide
middle managers with a platform where they can express their feelings and issues.
Both labour and senior management blamed them every time things went wrong.
Although the researcher primarily wanted to gain a better understanding of the
dynamics surrounding roles of middle managers, it was realised that the research
would stimulate solutions to the problems. It was decided to follow an Action
Research approach as such approach allows for continuous post research,
interaction and the formulation of group solutions (see page 7 for a definition).
5
As a social worker working in the Organisation Development Department, it is the
researcher's role to work with middle managers in their empowerment and changing
their traditional role in order to be competitive during these times of change and
transformation.
11.5.2 Rolle Clarity
It is therefore concluded that the main research problem concerns a confusion of roles
and lack of clarity in role expectations. It also appears that a power shift occurred
which left certain groups disempowered. These conclusions are hypothetical and are
the topic of this research. The following goal is thus formulated.
11.6 Goal
The goal of this study is the exploration of the current perceptions and experiences of
middle managers of their roles, to provide base line data for possible interventions.
This goal includes assessing the changes in their roles, their needs and the impact on
individuals due to the changes in the organisational structures.
11.7 Objectives
To explore change and transformation, its challenges and opportunities,
specific to the middle management level.
To explore the current and the future role of the middle managers.
To explore this group perceptions and concerns about the organisation with
the intention of providing the basis for designing and intervention that will
empower them o deal with the abovementioned changes.
1.7.1 liprocess
To develop a qualitative interview schedule.
To conduct focus group interviews with a sample of middle managers.
To analyse and interpret the rich data obtained from focus group interviews.
To conduct a literature study for comparison with empirical results.
To make recommendations based on the results.
6
ILO Overview of ReseaTch Methodology
Qualitative Resegarch Process
1.8.1 Action Researrch
Action research focuses on a procedure of collecting data from the participants, by
means of a group system, and then providing feedback about the findings from the
data as an intervention to influence, presumably in some helpful way, the ongoing
action processes of the group.
Action research means combining investigative inquiry with participation. (Lippit,
1979) defines action research as a procedure in which the participants in some social
system are involved in a data collection process about themselves, the data they have
generated is used to review the facts about themselves in order to take some type of
remedial or development action.
For instance, in this study the researcher would encourage participation by middle
managers in the data collection process that would in itself be a type of intervention.
This intervention whereby information is collected and fed back to the participants
would influence them hopefully in a helpful way.
1.8.2 Population
The target population of the study is middle managers in Eskom nationally. The
middle management consist of managers, specialists and professionals according to
the Patterson Grading. In Eskom middle management is divided into two levels
namely M-upper and M-Lower. Specialists and professionals are in both lower and
upper levels of middle management. Both levels will be included in this study.
1.8.3 Sample
The researcher will choose probability sampling. Fink (1995: 29) stipulates,
"Probability sampling provides a statistical basis for saying that a sample is
representative of the study or target population". The managers will be selected
through stratified random sampling.
7
1.8.4 Data Gathering
The researcher decided on using focus groups for data gathering on the basis of the
following advantages:
a) Observers and Recording
The researcher will conduct the focus groups and a colleague with similar experience
will be an observer. This is intended to see to it that maximum information is
gathered. The observer will also take notes. This is essential because no tapes will
be used to record, as this might affect the openness of the participants. The observer
might be requested to co-facilitate if asked by the researcher.
1.8.5 Research Rnstranment
The interview guide sets the agenda for a focus group discussion and the researcher
will develop it. The interview guide's purpose is to provide direction for the group
discussion. It is not a verbal version of a survey questionnaire.
1.8.6 ?Hot Sttuidy
There will be a pilot study with a group of managers to test the interview guide,
before using it in the focus group.
1.8.7 Data Anallysis
The notes from observers, researcher and participants will be used. A content analysis
will be done. A detailed analysis of all the issues raised will be made.
Issues will be sorted and linked to from a clear picture of results.
1.8.8 Data lInterpretatioEra
Results will be linked to a literature review. Detailed reports will be formulated.
Data will be matched to some theoretical approaches available in literature. Some
theoretical models could be developed that would assist in the understanding and
conceptualisation of the data.
8
1.9 Conclusion
The first chapter refers to the introduction to the study, motivation and the research
methodology. The study is looking into the needs and concerns of the middle
managers in Eskom. A qualitative research methodology will be followed to gather
information. Specifically, an action research approach will be followed in order to
feed back the results of the study to the target group
Chapter 2 will give a detailed outline of the qualitative research methodology, and the
study itself.
Chapter 3 will be a report detailing the findings of the study. This will include
comments of the focus groups members during the focus group sessions.
Chapter 4 will look at theory whether it supports the findings, and the last chapter will
outline recommendations.
The last chapter will outline conclusions and recommendations. Further details will be
found in the annexure.
9
Chattpter 2
RESEARCH METHODOLOGY
2.11 antroduction
The previous chapter provides the reader with a brief summary on the research
methodology to be followed in the study of the concerns of middle managers.
In this chapter, the researcher presents a detailed discussion on the research
methodology selected. The complexity of the issues of middle managers made it
necessary for the researcher to choose a qualitative approach to gain greater depth and
meaning in this matter.
Traditionally, social work research has been directed at the production of knowledge
and its main product has been the research report. On the contrary, in this study,
research will be used to develop management programmes, .hence the selection of
action research whereby the researcher works with the subjects of the study towards
finding solutions to their problems. This strategy calls for a continuing programme in
which research and practice are mutually informative.
The researcher believes that qualitative research methodology is the most suitable for
this study. This methodology, action research and selected focus group methodology
is a suitable approach to collect qualitative data. This is confirmed by Knodel (in
Morgan 1993: 35) "Practitioners of modern social science research are increasingly
recognizing the value of focus group methodology to collect qualitative data either for
its own right or to be used in conjunction with quantitative data".
2.2 Qualitative Research
The procedure for a qualitative study includes advancing the assumptions of
qualitative designs, indicating the specific type of design, reflecting on the researchers
role, discussing data collection, developing data recording procedures, identifying
data analysis and delineating the narrative outcomes of the study.
10
In qualitative research, the focus is dealing with data that is principally verbal, while
quantitative research methodologies deals with data that is principally numerical and
tests the hypothesis that the researcher starts off with. Here observations are
systematically undertaken in a standardised manner.
The emphasis in the study is to elicit participant accounts of meaning, experience or
perceptions and it produces descriptive data in the participant's own written words.
This process will be giving an opportunity for participants to start talking to one
another as middle managers since there are no structures for them to do so in the
organisation, while senior managers and lower level employees do meet in their joint
participative structures.
De Vos explains that the qualitative researcher embarks on a voyage of discovery
rather than one of verification. The researcher stimulates new leads and avenues of
research that the quantitative researcher is unlikely to hit upon, but which may be used
as a basis for further research or development of relevant interventions.
As an employee in the organisation, the researcher has already perceived some middle
managers showing unhappiness and dissatisfaction about their roles. Qualitative
research would thus provide the tools for both the researcher as well as middle
managers to further explore these perceptions. As an added benefit, the managers are
beginning to share their problems with their colleagues, which is therapeutic in itself.
The researchers role is to gain a systematic and integrated overview of the context
under study, in this case the middle managers group. The main task is to explain the
ways middle managers come to understand, account for and take action in resolving
their problems.
Being able to communicate that the proposed changes are based on objective research
is often helpful, but probably the most helpful is to work with the respondents from
the beginning.
This process — where the research is not only used as a data gathering tool but also
addresses the phenomenon being researched — is called Action Research.
11
2.2.1 Action Resemrch
Action research focuses on a procedure of collecting data from the participants by
means of a group system and then providing feedback about the findings from the
data as an intervention to influence, presumably in some helpful way, the ongoing
action processes of the group.
Action research means combining investigative inquiry with participation. Lippit
(1979) defines action research as a procedure in which the participants in some social
system are involved in a data collection process about themselves. The data they have
generated is used to review the facts about themselves in order to take some type of
remedial or development action. This requires to be related to every study — what part
of the action research are you doing and how will the results be used in the further
process?
In this study, the researcher will work with the middle managers of the organisation.
By involving a percentage of the managers in dialogue and input making, the
researcher will be involving them in their collective future in the organisation. This
exercise also becomes an opportunity for their collective learning.
The researcher will use a focus group process in her action research. The training of
group members to conduct their own research inquiries will develop internal capacity
for research and development of the middle managers that will continue as resource
for the group long after the research has been completed.
2.2.2 Focus Groups
The group interview is a flexible tool for involving a communal population in
diagnosis of problems and readiness for change. In a group interview they interact
with each other as well as with the interviewer. Typically more information is elicited
because as items are discussed, group participants build on each other's comments.
Also it is possible to get data from non-verbal activities and interaction processes of
the group (Lippet, 1948). This is a qualitative approach to the unanticipated and to
permit analysis of change and development in the content of each team's work
(Gersick, 1988: 11). In the case of the middle managers, this process will help the
researcher to explore and understand better their perceived problems with the
12
intention of working together with them towards creating new interventions to attend
to those perceived problems.
The healing process may begin in the focus group sessions. Therefore, the learning
for participants starts with every focus group. Interpersonal relationships will develop
as middle managers come together in the focus groups and emphasize their needs. At
the same time they will provide the researcher with information. The process begins
with the involvement of participants in data collection and continues up to the
implementation of the interventions.
2.2.3 The Researcher's Rolle
In qualitative research the values, biases and judgement of the researcher should be
made explicit during the research preparation. The researcher's perceptions of the
problems of the middle managers are influenced by her role as an organisation
development consultant in the organisation. By virtue of being an employee who, as a
professional, is in the category of middle manager, the researcher brings certain biases
to the study. Although every effort will be made to ensure objectivity, these biases
may shape the way the researcher views and understands the data collected and the
way experiences are interpreted.
The researcher has experience in initiating change management processes and
assisting employees to become self reliant during transformation. She has also
learned about the changing world of work. These experiences are likely to influence
the interpretation of the report, especially when linking the results with theory. That
is why the mere process of making oneself (the researcher) more aware of one's own
perceptions and experiences will assist one as the researcher in controlling one's own
influence on the research process — both during the data gathering and data analysis
phase.
2.2.4 Population
The target population of the study are the middle management in Eskom — nationally.
The middle management consists of managers, specialists and professionals according
to the Patterson Grading. In Eskom, middle management is divided into two levels,
namely M-Upper and M-Lower. Specialists and professionals are both lower and
upper levels of middle management.
13
The middle managers are found nationally, in all Eskom branches. The researcher
will travel to different areas in Eskom to conduct the Focus Groups. Some selected
managers may travel to the branches closest to their work areas.
2.2.5 Sampling
The focus groups will be drawn from the middle management population. 150 (7.5%)
of 2000-target population will be selected. In her book, Goldstein (1969: 194)
suggests that in social and clinical work, samples of 200 to 500 are often considered
to be very large, while samples of 50 to 100 are common and acceptable in research.
Random sampling eliminates subjectivity in choosing a sample. This is supported by
the sample guideline of de Vos (1998: 193).
Steward and Shamdasani (1990) are of the opinion that focus groups be composed of
6 to 12 people. They express that the presence of more than a dozen participants also
does not afford enough opportunity for all individuals to participate actively. The
research will be conducted with 12 groups off 12 people per group.
De Vos (1998: 253) stipulates that "quantitative sampling concerns itself with
representativeness while qualitative research requires that the data to be collected
must be rich in description of people and places". In this study the middle managers
themselves are the source of the information.
a) St•atiffied Random Sampling
According to Fink (1995: 29) "a stratified random sample is one in which the
population is divided into subgroups or 'strata', and a random sample is then selected
from each subgroup". The middle management in Eskom is still very much
dominated by males. The number of females is still very low. The stratified sampling
will ensure that females are also represented. The number of these groupings in the
organisation will therefore be represented proportionally. 150 managers will be
selected proportionally, which is 7.5% of the population.
The strata will therefore be as follows:
Males 130 = 6.5%
Females 20 = 1%
Total females in middle management positions = 370
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Envitations
The first step in recruiting a focus group is an initial contact to invite participation.
The initial contact may occur by mail or telephone (Baker, 1994: 184). According to
Stewart and Shamdasani, (1990) "The individual is usually given a general
description of the nature of the research and the importance of the individual's
participation and opinion will be emphasized".
In Eskom, because of bureaucracy, the first letter will be for the senior managers
informing them of the study and requesting for the release of the selected participants.
The second letter will be for the participants inviting them to take part in the research
and highlighting what they stand to gain through their participation.
The letter of the prospective participants will also give the time and place of the group
session. The starting and ending times of the interview will be indicated in the same
letter. They will also be asked to confirm with their senior managers and will then
send the confirmation list to the researcher's office.
Working with senior managers will facilitate the confirmation of participants much
quicker. Informed senior managers' support will help in ensuring that participants
will attend focus groups. They will also allow participants time to attend.
The Parameters of Data Collection
Although the researcher is busy with action research, which in her opinion
necessitates some form of representativeness and an adequate level of generalisation
of the results to facilitate ownership by the target group, the idea of the qualitative
research is to purposefully select informants that will best answer the research
question. Creswell (1994: 148) says that in qualitative research no attempt is made to
randomly select informants. The researcher will therefore select participants in only
those Business Units where the population of the target group is high because Eskom
has many Business Units across the country. Some are just depots with very few
managers. The participants will then be selected randomly from the manpower
printout of each participating Business Unit.
15
dl) Size of the Focus Groups
The recommended size of a focus group ranges from 6 to 12 participants (Krueger,
1994: 78). This enables each person to share insights and observations in the group.
e) Setting
The research will take place at 12 Business Units across the country. The researcher
will travel to these places together with the facilitator. The focus groups will be
conducted from May to the end of June. Two groups will be conducted per week.
The sessions will take ± 4 hours. The venue will be organised by the researcher and
snacks will be served.
ff) Events
Participants will respond in writing to questions the researcher prepared in an
interview schedule. They then will be given time to each share their answer and lastly
they will discuss and give their opinion on questions. The questions will centre on
their understanding of the business, relationships, culture and their everyday
experiences and their roles as middle managers. This includes their perceptions and
meaning attached to those experiences by the managers themselves.
2.2.6 Data Recording and Observers
The researcher will conduct the focus groups and one of her colleagues with similar
experience will be the observer. This is intended to see to it that maximum
information is gathered and ensures data validity. The observer will also take notes.
This is essential because no tapes will be used to record, as this might affect the
openness of the participants. The exclusion of taping is also in order to maintain
confidentiality of data, preserving the anonymity of informants and using research for
intended purposes (Creswell, 1994).
If necessary the observer might be requested to co-facilitate with the researcher. The
researcher, together with the observer, will make field notes. In this way,
triangulation of data sources is ensured.
16
2.2.7 Data Analysis
Data reduction refers to the process of selecting; focussing, simplifying and
transforming the data that appears in written-up field notes (Huberman, 1994: 11). In
qualitative research, data analysis happens when one begins with the study. As the
researcher formulates the questions, she already suggests the format of grouping
together information from the focus groups.
The data collected will also be reduced according to themes, with similar information
grouped together to form one category. The researcher will also use colour coding to
form segments of information. The data transformation process will continue after
fieldwork until the final report is completed. The information reduced into patterns or
categories and themes will then be interpreted — aided by a computer system.
Some meaningful quotes from the participants supporting the interpreted data will
serve as illustrations. Opinions will also be formulated based on the categorised
information. Creswell (1994) is of the opinion that "these categories and codes form
the basis for the emerging story to be told by the qualitative researcher". A list of
major ideas that surface will be kept and the field notes will be regularly reviewed,
whilst results will be linked to a literature review.
2.2.g Verification
The researcher will provide a detailed account of the focus of the study, the
researcher's role, the focus groups position and the basis for, and the context from
which data will be gathered. Data will be collected through focus group interviews,
observations and notes taken to strengthen reliability as well as internal validity.
2.2.9 independent Coder
Krueger (1994) stipulates that the analysis must be verifiable, meaning a process that
would permit another researcher to arrive at similar conclusions using available
documents and raw data. Raw data was therefore given to an independent coder, who
is a consultant, for further verification. The results were similar to those of the
researcher in her report. He quoted similar examples in his report to those of the
researcher (see Annexure 4, page 102).
17
2.2.10 FormanRation oil' the Questions
The researcher formulated questions in such a way that they elicit the participants'
emotional aspects regarding their role and structural changes. The other set of
questions are to test their understanding of Eskom's business as middle managers,
because this is an organisational development exercise and a spin-off is the well-being
of the individual. As a social worker in organisations it is important to focus on both
aspects.
It is important for the researcher to highlight both aspects and to balance the two
because from the company's side managers are there to provide business expertise
and results. The company emphasises that it does not primarily exist to take care of
the well being of employees but to achieve excellent business results.
When the researcher balances the two aspects it helps the managers to see where they
are at emotionally, and in the understanding of the business or its changes which are
the source of their emotional experiences.
a) Questions
The researcher will use semi-structured question format (see Annexure 1, page 83)
followed by further probing. There will be 10 key questions, with possible sub-points
within each question. According to Krueger (1994), "a mastery of all questions is
valuable because the sequence of questions is sometimes modified during the
interview". The researcher will have her set of questions and space for comments in
her facilitator's guide (see Annexure 2, page 87), and the participants will have the 10
questions with space allocated to fill in the answers before the group discussions.
In constructing the questions the researcher utilised information from Eskom's
internal newspapers where individual middle managers wrote letters complaining
about their situation. Some letters referred to the perception that Eskom is suffering
from internal warfare. The researcher also learnt from the results of the recent culture
climate survey that also pointed to the low morale of the middle managers, and finally
she thought up questions to elicit business understanding based on scenario thinking
and Eskom's business plan of 1999 — 2001.
18
Creswell (1994) explains a protocol being useful in conducting group interviews and
he includes the following components:
a heading
instructions to the interviewer
key research questions to be asked
probes to follow key questions
space for recording the interviewer's comments
space in which the researcher records reflective notes
The researcher compiled the above information in what she called the 'facilitator's
guide'.
2.3 Reporting the Findings
The results will be presented in descriptive form rather than a scientific report. The
report will include the participants' experiences and the meaning they attach to them.
The outcomes of the study will be reported.
2.4 Conclusion
In this chapter it has been discussed how the researcher intends using qualitative
research methodology in her study, as she is more interested in the quality of the
information she will gather through this exercise.
The type of the qualitative design, namely the focus groups, is also discussed and the
process to be followed when conducting those focus groups. The researcher will be
assisted by a facilitator to run the groups and collect data, which will then be coded
and categorised accordingly.
The next chapter will deal with the results of the study. The analysis of the data is
reflected in the chapter outlining the results. The consolidated an swers to questions
will be reflected under different themes and categories, and opinions shared during the
focus group sessions, thus identifying the outcome of the study.
19
C upter 3
REPORT ON FIINDENGS
3.11 Introduction
Chapter three starts with a brief description of the procedure followed when
conducting the focus groups in Eskom. In the previous chapter the researcher
explained in detail the planned qualitative research process. In this chapter a
summary of what actually happened is outlined.
The second part of this chapter is the report on the results of the study. These results
are divided into three main categories, namely the organisation, perception of senior
management and perception of middle management. The results are presented in
_ description form quoting what participants said during focus group sessions.
Information was sent through e-mail to the heads of the business units in Eskom,
countrywide, informing them of the intended study and requesting the participation of
their middle managers. Computer print-outs were drawn from the first twelve
business units that responded and participants were then selected randomly from each
print-out.
The researcher allocated dates and invitation letters were sent to selected middle
managers, while their senior managers (they report to) received letters requesting for
their release for participation in the focus group sessions.
The researcher organised and conducted 12 focus groups in 12 Business Units at
Eskom. She was assisted by her colleague who served as an observer and who also
took notes. The meetings took place between May and July 1999. The participants
were middle managers at Eskom.
20
The 12 Business Units are:
Megawatt Park
Eskom College
Hendrina Power Station
Bellville (Cape Town Distribution)
Tutuka Power Station
Megawatt Park (Generation Group)
Simmerpan
Leadership Development Centre
Durban (Transmission Group)
Kriel Power Station
Matla Power Station
Durban (Distribution Group)
3.2 Samplle
Planned Sample Actual Sample
Participants 150 121
Males 130 106
Females 20 15
Average Age = 37
3.3 Size of the Group
Between 10 and 12 participants attended each focus group. This attendance matched
the requirements according to Kreuger (1994), of the size of the groups ranges from 6
to 12 participants.
Each focus group session took 4 hours as planned, and groups spent 30 minutes or
more for lunch thereafter.
3.4 Data Gathering
The researcher introduced the topic and the systematic process to the participants
orientating and familiarising them with what was expected of the focus group
members. This gave each individual a chance to recollect personal opinions and to
21
listen to the opinion of others in the group. This was then followed by structured key
questions relating to the themes that were discussed.
The group then deliberated on the questions after they had each written their answers
down, sharing and giving their opinions. The researcher and her colleague captured
what was being shared or discussed in the groups.
3.5 IIData Aunsallysis
As the data was collected, the first step of data interpretation took place
simultaneously. Creswell (1994: 153) stipulates "in qualitative analysis, several
simultaneous activities engage the attention of the researcher; collecting information
from the field, sorting the information into categories and formatting the information
into a story or picture".
Chunks of information were reduced to three main categories, namely the
organisation, senior managers and middle managers. In focus groups this process
consisted of codes.
3.5.11 Compaiten- Coding System
The researcher to analyse the qualitative data used a computer programme, developed
by Progressive Qualitative Data 2.
Firstly the data was typed. Different themes were identified in the data and colour
coded and then given a theme heading. For instance, under the heading "Vision and
Mission" all data referring to this heading was colour coded blue. This resulted in
each theme carrying a heading with a unique colour. All data related to these themes
were colour coded in the same colour as the theme's colour (see Annexure 3, page
91).
Once all the data was arranged into themes, each theme was analysed individually to
assess how the information contributed to the specific theme. A diagram was drawn
to summarise each theme. In the final analysis, the links between the themes were
identified and contextualised into the big picture.
22
3.6 Report on Findings
As mentioned in the introduction, the results were divided into three main categories,
that is the organisation, the perception of the middle management and the perception
of senior management. These themes were colour coded.
3.6.1 Organisation
Perceptions about the organisation as a system in interaction with society
Vision and Mission
Business Strategy: What are the Strategic Intentions
Business Priorities
The Eskom Culture Suffers from Internal Warfare
Eskom should Compete in a Changing and Complex World
Collaboration at Eskom (Part 1)
Cultural tension at Eskom
A. Vision & Mission
Middle management defined their understanding of the vision and mission of Eskom
and shared their opinion about it. Quotes from the focus group text, supporting this
will be given below:
The vision & mission are summarised in the foillowing 2 points:
o Quality electricity supply to all in a cost effective way
o Satisfy customers
Middle management's opinion about the vision & mission:
The work force do not "own" the vision & mission
This statement is based on the following information derived from the focus
group information:
23
Do not understand the vision & mission:
"Too much emphasis is placed on fancy words which the majority of Eskom
workers do not either understand or relate to"
"It is not well understood by all levels"
Did not contribute to the formulation of the vision & mission:
"(The vision and mission contains...) admirable goals not derived from the
members (Eskom employees) who must implement it"
No measurement in place that can reward the work force when the goals set in
the vision & mission is achieved
"No measure to ensure that staff are rewarded when the mission is met"
The vision & mission can only be achieved at the cost of employees in terms
of their salaries, benefits, etc.
"(The vision & mission is...) achievable but at the expense of salaries and
cutting of benefits - indirectly"
Quality improvement necessary
This statement is based on the following information derived from the focus
group information:
The quality of electricity supply should be addressed
"Perhaps this (vision & mission) needs a word or two regarding quality:
lowest cost, highest quality electricity"
"We need to look at the quality of supply"
Eskom should be more focused - with 10 year plan
"We need a 10 year plan with a good focus"
"I think it (vision & mission) is relevant and powerful - but with the present
non-business focus we will achieve it a few years after I have retired"
24
Eskom should adapt to world standards
"This (vision & mission) will be possible if Eskom adapts to world standards
and co-ordinate its plans"
Eskom should stop wasting money
"It can still be done if we stop wasting money"
Productivity improved
"It will be difficult to achieve because of the national culture of low
productivity and demanding freebies"
"To maintain this... ... continuous productivity improvements is needed"
South African conditions influence the aims set out in the vision &
mission negatively
South African conditions influence the aims set out in the vision & mission
negatively. This is based on the following information derived from the focus
group text:
Current economic situation impacts negatively on the vision & mission
"The vision & mission is unrealistic in terms of the current economic
situation"
High unemployment rate encourages non-payment culture
"It possible to do this under current laws? Le. not paying - but when this
protection is taken away coupled with the social responsibility plan then it will
be come less of an immediate possibility"
Social responsibility is interfering with the business culture
"It is a noble statement to make, but I do not see how practical it is, given the
unemployment staff we have in South Africa"
25
"We are progressing from a pure business orientation to a social service
provider"
It
Ip usiness Strategy: What Ere the Strategic lintentions
Middle management identified the business strategies according their information.
This is summarised under the following 7 points. Their opinions about the business
strategy are also given.
usiness strategies mentioned by middle management:
Financial savings / cost savings
Continuous development of work force
Technical excellence in terms of electricity provision
Customer satisfaction focus
Social responsibility
Environmental consciousness
Preparation for competition
Middlle management's opinion about the business strategy and the
strategic intentions
The business strategy is geared towards fulfilling the mission and vision
"The strategy ensure that the business is able to fulfil its vision & mission"
The purpose of the business strategy is unknown
"It might not be correct. Is the customer at the forefront of our strategies?
Do we do what we do for the international communities or for South Africa?
The business strategy contains no strategic intentions because the business is
too fragmented
26
"Nil strategic intentions - the organisation is too fragmented, thus the
initiatives are not seen:
"I really do not know what our strategic intentions are?"
Wrong Focus: People development is only a window dressing and will not
improve work performance
"The focus is sometimes wrong. People are developed for the wrong reasons.
It is a window dressing and not to make people work better"
Power struggle between middle management and top management which
works against the business strategies
"There is a power struggle between middle and top management"
Government interference prohibits a business strategy
"It is too late, the government is already in the engine room"
"I am confused about the many government structures under discussion - I am
cynical about my group and departments strategic intentions as they are
bound to be overridden by the unknown"
C. It usiness Priorrities
Middle management reported 5 business priorities.
It ansiness priorities according to middle management
Work force development
Technological quality in terms of electricity
Finances / cost saving
Customer satisfaction, including social responsibility
27
o Environmental care
Work force development
The following quotes support this priority:
Empower the work force
"There is not enough focus on empowerment even though it is part of the
strategy"
HR development
"HR development - this all goes to the ongoing constant changing of the
organisation in response to anticipated challenges"
Give disadvantaged opportunities to grow
"We are doing well in the technical, financial side of business, but we need
accelerated development in the area of Human Resources"
Training & development of staff
"People development is essential. A good developmental programme for its
(Eskom) people"
"Development of people, i.e. capacity building is important"
Address people issues
"It is important to address people's issues on an ongoing basis"
Create efficient & productive work force
"Increase productivity through people development"
"More focus on working efficiency as a group" "
Affirmative action targets to be met by the year 2000
"50% Affirmative action appointments by the year 2000
28
Reduce White staff - increase AA"
Some middle managers were negative about this target:
"Affirmative action is not going to achieve what it was hoped to achieve in the
end"
"The implementation of affirmative action is improper"
Good labour relations & integration of Eskom work force
Integrate a diverse and committed work force - every employee must buy into
the Eskom vision - Eskom must be seen as more as an employer, Eskom must
be a religion"
"Harmonisation of the work force is important"
Practise sound business ethics
"Sound business ethics is essential all the way"
Create respect between all Eskom employees
"Respect between everyone in Eskom need to be practised"
Technological quality in terms of electricity
The following quotes support this business priority
Technical available and reliable plant
"Plant health, plant performance and safety is of the utmost importance"
"Plant performance - must be available to produce"
Superior performance
"Working towards superior performance"
Technical excellence
"Technical excellence... Technical advancement... is important"
29
Plant health
"Plant health is a business priority"
Safety
"Understand and prepare for risks on the plant; Safety is a priority"
Competitive
"To align the company to expect competition"
Market coverage
"Market coverage - international and continental occupation is a priority"
Finances / cost saving
Reduce price of electricity in real terms
"Cost reduction - reduce the real cost of electricity"
"Cheap electricity production"
"Real cost reduction in electricity price"
Reduce borrowings
"Significantly reduce our borrowings"
Payment of debt
"Ensuring our debt is paid"
Reduce non-payment
"Address the non-payment of electricity"
Financial management
"Proper financial management is essential"
"Be financially sound"
30
High profits
"Work towards an increased profit margin. Sustain profitability and
strengthen the balance sheet"
Increased market share
"An increased market share is important"
Reduce overheads
"Keep costs down to be competitive - a reduction of overheads"
"Cost cutting exercises to increase profitability is important"
Customer satisfraction, including social responsibility
Happy end user
"End-use-customer satisfaction is a priority"
Priced right in terms of social responsibility
"We have a social responsibility to get the electricity priced right"
Provide electricity to all
"A priority is electricity to all at affordable prices"
"Supply electricity to our customers when they need it and ensure that they
are happy"
Improve standard of living in South Africa
"It is a priority to improve the standard of living and create more job
opportunities"
Black business empowerment
"Black empowerment... Black business empowerment is our priority"
Community development
"The end-user-customer and his community development is a priority"
31
Involvement in education & environment programmes
"Involvement with educational & environmental programmes"
Understand our customers
"It is a priority to understand our customers - especially the new ones"
Improve Eskom's image
"Legendary customer service ... ... always improving Eskom's image
Contribute to the upliftment of South African economy
"We must contribute to the upliftment of the South African economy"
Environmental care
"A clean environment. Environmental awareness, caring for the environment
is a priority"
The Eskom culture suffers from internal wan-Tare
Middle management reported to agree with the above statement that the Eskom
culture suffers from internal warfare. The following reasons were given for the
internal warfare:
Different goals
Internal power play
Resistance to change
Diversity in the organisation
Absence of clear direction
Different vision between top/middle/labour(TU)
It is part of a normal process of change
32
Quotes from the focus group text, supporting each of these reasons will be
given below:
Different goes
"There is no common focus - which should be the end user - that is why
departments are fighting each other"
"The feeling of belonging to a company that cares is gone. No cohesion, no
similar goals, no equality, not only with Eskom as a group, but with all the
groups"
lInternall power ploy
"There is a lot of internal power play, especially at levels below E-band.
There is a lot of energy available but it should be channelled in the right
direction and we all win"
Resistance to change
"We suffer from internal warfare because of a lot of resistance to change,
especially from as certain sector of the population. This may have been cause
by: (a) Uncertainty because of transformation (b) Affirmative action (c )
Fighting between management and trade unions which affect decision making
(d) There is also a element of entitlement from most Eskom employees, which
also cause resilience when things are done differently"
"People do not want to change"
Diversity in the organisation
"Eskom suffers from internal warfare due to cultural diversity - Eskom
struggles to create a business culture where everyone (or most) individuals
feel comfortable"
Absence off dear Ellirection
33
"Unfortunately this is true - organisational change drags on unnecessarily
and then people start to pave the way for realising their own ideals because in
the absence of organisational purpose, individual goals take preference"
"The direction from the top is not clear"
Different vision between top management, middle management and labour
"Top does not see the same as the middle or the bottom. Priorities are not the
same. Acceptance is not the same. Reasons are not explained to the floor"
"Different objectives/agendas of management and labour causes internal
warfare"
part of normal process of change
"Not really - people always resist change and as the comfort zones become
prone to change attitudes and change the work place, the work place becomes
slightly tense. The cultural diversity of Eskom's work force and the perceived
tension are just normal signs of following the right route - which is necessary -
this is internal warfare"
E. Eskom sholanild compete in a changing and complex world
Some middle management reported "YES" and gave reasons why Eskom should
compete. They also mentioned a list of issues that need to be addressed before Eskom
will be able to compete in a changing and complex world.
There were also middle managers that reported "NO" and gave reasons why they do
not feel Eskom should compete in a changing and complex world.
Quotes, supporting each reason will be given below:
YES: Eskom should compete in a changing & complex world
Reasons
The following reasons were given why Eskom need to compete in a changing
and complex world:
34
Survival
Efficiency
Globalisation
Survival
"Yes that is necessary if we want to survive as a company"
"We will go down if we won't"
Efficiency
"We are remaining stagnant too long - this will lead to Eskom becoming more
and more inefficient and unproductive"
Globalisation
"Yes, very true - because of globalisation. The reality of competition is facing
us"
"Eskom is becoming part of the global village. Others will take its markets
while it has to grow its revenue base... ... As the world changes, Eskom must
change too, so that it is able to at least maintain its market share"
tissues that need to he addressed before Eskom can compete
The following issues need to be addressed in order to enable Eskom to
compete in a changing and complex world:
Change in the company is too slow
Disempowered middle management
Competitiveness
Clear direction from the top
Technological soundness
35
Change in the company is too slow
"We are too big and too slow in adapting... ... Eskom is already
competitive in relation to the world markets, but should always adapt to
changes around the world to stay competitive"
Disempowered middle management
"You need empowered middle management if you want Eskom to compete -
not puppets"
Competitiveness
"Old technology is changing and Eskom has to change to be able to compete
in the global market"
"We need to be more competitive - we have to be more business orientated -
more competitive"
Clear direction from the top
"Yes - but we need a planning horizon of more than 5 years. We need clear
direction from the top"
Technological soundness
"We must keep up with technology in order to compete in a changing and
complex world"
No, Eskom shoulld NOT compete in a changing and compllem would
Middle management who felt Eskom should not compete in a changing and
complex world gave the following reasons:
Eskom is too sluggish
Unskilled work force
Eskom is already advanced
36
o Eskom is average
Eskom is too sluggish
"Eskom is too sluggish to react to the changes in a complex world and
therefore can not really compete
Unskilled work force
"We can not compete with our unskilled labour/work force"
Eskom is already advanced
"Regarding the changing world: Eskom needs to stop and give the world a
chance to catch up"
Eskom is an average company
"Eskom must compete - but it is a monopoly in our sphere - therefore does not
always have to follow the best business practises and thus remains an average
company due to the lack of competition and government protection... We are
not in the position to compete in the world"
IF. Collaboration at Eskoun (Part 1)
Middle management described situations when collaboration works well. They
further described the factors that cause poor collaboration.
When collaboration works well
Factors contributing to good collaboration are grouped under the following
headings:
Common goals
Middle management involvement
In crisis situations
Horizontal collaboration
Clearly defined roles
37
When there are common goals collaboration works well
"Positive collaboration works where and when there is clear goals... "
"Absence of clear and common strategic objectives (which should be
continually reinforced) has lead to different priorities between and within
groups - it impacts negatively on collaboration"
"If people do things with the same goals in mind it works well, e.g. the sports
day. If there is no collaboration there is a lot of grey areas, i.e. policies.
When middle management is involved collaboration improves
"Involve middle management in decisions - lack of decision-making influences
collaboration"
In crisis situations collaboration is high
"Standing together in emergencies does work"
"In time of crisis everyone pulls together"
Collaboration on horizontal levels works well
"Collaboration works between E-band and M-upper levels"
"Collaboration work at BU levels to a certain extent"
"Blacks stand together at lower levels, e.g. unions - management tend to
support one another whether they agree or not"
Clearly defined goals enhance collaboration
"Positive collaboration works when and where... there are clear roles and
appropriate rewards and recognition that are view as fare by everyone"
"Black and White get along much better than what is generally recognised -
especially operationally where roles and consequences are clear"
38
G. Culture tension in Eskoan
Middle management reported that cultural tension does exist. Tension is caused by
the factors grouped under the following headings:
Lack of departmental co-operation
Race diversity
Gender
Language
Tension between different levels
Lack a departnientall co-operation
"Cultural tension exist between departments... they take a defensive position
for criticism of one's department in stead of accepting it as constructive... not
wanting to be influenced by attitudes in other business units."
"Not enough co-operation between departments - they seem to mistrust one
another - suggestions and requests are not followed up"
Race diversity
"Cultural divides in terms of 'Black' and 'White ' still exist. Affirmative action
is a big threat to Whites and hence they resist it which causes tension"
"White black relationships; Black manager - White worker; Black graduates -
old White employees - it causes tension"
"Black and White tension because of Black aspiration and White fears"
Gender
"Women feel they are done in"
"Gender is causing tension - males do not want to report to females"
"White women feel left out"
39
Language
"Language causes tension - Afrikaans/English - people in a meeting suddenly
switch to another language to exclude a person deliberately"
Tension between different Revels
"There is tension between dfferent levels from senior management down to
labour"
3.6.2 Workililace
Perceptions regarding senior management
H. Perceptions of Senior Management
H. IPerception of Senior Management
Senior management was perceived positively by some middle managers and
negatively by other middle managers. The reasons for their perceptions will be given
below together with quotes from the focus group text on which the perceptions is
based:
Negative perceptions
Reasons for negative perceptions was grouped under the following headings:
Incompetent
Power play amongst senior management
Not in touch with the organisation
Inconsistent
Allow trade unions too much
Not focused
Autocratic
40
Incompetent
"Many are sadly deficient in looking after their own people"
"I believe they are responsible for making a hash of a once efficient and proud
organisation. Countless 're-organisation' later - at a cost of millions of rands
- they still haven't got it right, yet they are still re-organising"
"Members of a 'nice-club', which is so exclusive that nobody knows what they
are doing"
Power play amongst senior management
"There is no cohesion amongst them - a lot of power play"
"There is a lot of power play which impacts negatively on the business"
Not in touch with the organisation
"Awareness of what happens at ground levels are selective"
"They sit there in their ivory towers - we maybe see one a year if we are
lucky"
"Not in touch with the people - see them only as means to an end. Some seem
to live in a dream world and expect lower levels to accomplish their dreams at
all cost"
"Strategic decisions are taken without talking to the people. The people do
not tell them what is going on. Top management should not be separated"
Inconsistent
"They are not trustworthy - they make commitments that they do not keep"
Allow trade unions too much
"Positively committed to please trade unions - even if it is detrimental to the
business"
41
"They are scared of the unions, because of the government - now they give too
much power to the unions"
Not focused
"They focus on details, in stead of the bigger picture
"Sometimes they loose focus of the main issues - e.g. someone is resigning at
the executive level and then the line managers are only informed before the
incumbent leaves - making it very difficult for successive planning"
Autocratic
"Make decisions to suit themselves"
"Some of them act just like the old hierarchical top-down approach associated
with the past"
Positive perceptions
Reasons for positive perceptions were grouped under the following headings:
Competent
Clear goals
Good strategic direction
Good leaders
Committed
Competent
"A talented group of people who are very dedicated"
"Good leaders... ... The senior managers in Eskom are doing a good job"
Clear goals
"They know where they are going with Eskom"
42
"They have a fair knowledge of which direction they want to steer Eskom"
"Very clear on their goals and in perceiving them - very interested in the
company's future and its employees"
Good strategic direction
"Senior management are directing the business - generally well directed and
strategically well positioned"
"Good strategic direction is given"
Good leaders
"Some of them are top class leaders"
"Competent, good leaders"
Committed
"They work long hours... ... they are essential for Eskom"
"Very focused and highly committed"
3.6.3 Relationships / ehaviours
Perceptions regarding themselves and employees
Perceptions of Workers
Perceptions of Middle Management
Isolation / Cohesion between Groups
Collaboration at Eskom (Part 2)
Perception ofTWorkers
Middle management's perception of workers can be grouped into three general
groups: good workers; poor workers and victims. Characteristics of these groups
will be mentioned below with supporting quotes from the focus group text. There is
43
not consensus between middle management about the distribution of the different
employees - some say half is good and half poor, while others say everyone is poor
and others say everyone is victims of the system, etc.
Good performing workers
"Some are giving everything for the organisation"
"We employ very good people"
"Approximately 60% of workers employed are positively contributing to
results - they form the backbone of the organisation"
"Committed, go with the flow, determined to make an impact, high
expectations"
IFoor performing workers
"The majority of our workers are negative, unsure, could-not-care-attitudes.
This is manifested in their work outputs and it is difficult to manage them due
to the constraints in the business"
"A lot is just there to see what they can get out of Eskom. Many of the Whites
today just want to see what they can get out of the organisation - loyalty is
gone - and I am White that is making this comment!"
"They just do what is expected of them and nothing more - loyalty is gone"
"Spoiled - getting less competent"
Victims
"Eskom abuses their faith and work ethics - more gain share is the only way to
go - most are negative but still do good work - how long will this continue?
"Uncertain about their future - no longer takes pride being Eskomites"
"They are all lost in transition at the moment"
"Too scared to rock the boat either to management or unions"
44
"Changing too fast causing anxiety, uncertainty, fear and lots of discomfort.
No clear idea of what is going to happen to me - low morale?"
Perception off Middle Management
Middle management's perception of themselves are summarised under three headings:
Profile of middle management
Experience and feelings of middle management
Middle management's role in Eskom
Proilllle oil' middle management
Middle management described some as competent and others as incompetent:
Competent: Technical experience & expertise
"People with a lot of under-utilised ability and experience"
"Committed but not happy"
"Eskom has very good operational middle managers"
"Hard working - the salt of the business"
Incompetent: Inexperienced, AA dumpingsite
"Lazy managers, without drive. Experience is lacking - they only try to cover
their own ass - that is the most important to them"
They are mediocre"
" ...in general unproductive puppets"
"This is seen as the dumping ground for affirmative action appointments"
Experience and feelings of middle management
45
Middle managers describe their feelings as being confused, disempowered,
demoralised, pressurised from top and bottom, feeling frustrated and feeling
like pawns.
"The ham in the sandwich - lackeys who have to implement very unpopular
decisions - even though they don 't believe in them"
"Disempowered - you have to defend strategies and decisions you were not
part of"
"Confused and not co-ordinated as a group - but doing their best"
"Middle management is disoriented because they are the group that must
make it happen but they are not empowered anymore and there is not an open
channel of communication from top to the middle. Maybe they do not need
middle managers any more"
"The least utilised and yet with the potential to help the most"
"Feel isolated and not listened to"
"Stressed and squeezed"
Rolle in Eskorin
Middle management describe their role as very important in the organisation,
even though they have to perform their duties without proper information from
the top, without decision making power and without any involvement:
"Buffer between top management and lower level - no impact on top
management decisions. First thing you hear is to implement strategies, etc.
without being properly informed or any decision-making influence"
"They are there to be used as tools when things are not good"
"Burdened by matters other than operational - not consulted enough on real
implementation of issues, i.e. agreements with trade unions"
46
Middle managers are to ensure that the job is done - they are suppose to be a
link and support between top management and lower level employees - but
they are only communicators of bad or negative feedback"
K. IIsollition / Cohesion between groups
Middle management described the isolation or cohesion between senior managers,
middle managers and labour in the following way: No cohesion exist between top
management and middle management, while only a little cohesion exist between
middle management and the work force.
Top management has been described as "empowered individuals".
Middle management has been described as "disempowered individuals" who "need to
fulfil a middle role between top management and the work force"
The work force were described as experiencing "good horizontal cohesion"
Further cohesion between top management and the work force has also been
mentioned and described as "co-determination with the trade unions". They "deal
directly with one another, excluding middle management"
Reasons for poor cohesion were given, as well as suggestions for the improvement of
the cohesion:
Reasons TOT poor cohesion
Autocratic decisions
No input from middle management
No common goals
Separation: Us/Them
Internal politics
Autocratic decisions
"Too little interaction exist - it is my perception that autocratic decisions are
taken with no input from middle management"
47
"Senior managers dictate to middle managers: You have to do it - no choice.
Frustrated middle managers just pass it on - there is no explanation given"
No input from middle management
"Middle managers who are actually the link between the shop floor and the
executives are left out of key processes"
"Lower level staff is isolated from executive management. Middle
management does not have the power to address the needs of the lower level
staff Executive management dictates - therefore middle management is again
caught in between"
"Isolation is encouraged by senior management through disempowering and
meddling in issues that do not concern them. They want to cohere with the
lower levels - sacrificing the middle managers:
No common goals
"Each group goes his own direction without a common thread between them"
At Eskom we have no common goals or focus"
Separation: Us / Them
"Us and them-perception or attitude exist: workers vs. middle vs. senior"
"The one is seeing the other as separate: each one with his own agenda and
perks - Us and Them story"
Internal politics
"Internal politics and competition - most work in isolation of each other"
"Certain groups and departments are inclined to isolate themselves from the
majority and in so doing go off in a different direction and do their own thing -
This cause a rift between groups"
48
"there is some cohesion between the different groups, but inter-group
isolation is evident"
Suggestions ffor the innpEroventent off the cohesion
Suggestions to improve cohesion included more forums and meetings:
"There will be more cohesion between groups with more forums, e.g. Forums
(Engineering Operations, Maintenance) Power Station Management meetings,
Generation Executive Committee, Chief Executive Officer 's visit, etc."
L. Collllaboration at Eskonn (Fart 2)
Middle management described situations when collaboration works well. They
further described the factors that cause poor collaboration.
Factors contributing to poor collilaboration
Middle management identified the causes of poor collaboration in Eskom.
These are grouped under the following headings:
Middle management not being involved in decision making
Fear & lack of trust
Forced collaboration
Independent groups
Middle management not being involved in decision making
"Senior management is in bed with the trade union - middle management
brings them coffee"
"Senior management is not backing middle management and is not even
consulting or listening to them"
"No vertical collaboration exist - no link to top management - no decision-
making power to the middle management"
Fear and lack of trust causes poor collaboration
"Fear and distrust is impacting negatively on collaboration"
49
"Lots of hidden agendas - there is no trust"
"Specifically affirmative action candidates are being deprived of the
opportunity to learn - in view of the fact that they will dominate the work place
and hence Eskom"
Forced collaboration results in poor collaboration
"There is forced collaboration - no creativity is encouraged - one size fits all"
"Collaboration does work, but it should develop naturally in a healthy
organisation - it can not be forced"
Groups who act too independently leads to poor collaboration
"Destructive competition is still the norm - segmented view of the organisation
with each part internally focused. Aggressive individualism is prevalent"
"Groups would rather each develop their own thing - rather than borrow from
another group"
"Internal competition is somehow not happening in a healthy manner"
3.7 Conclusion
From the researcher's point of view, the problem facing middle managers is that while
they are responsible for managing the work of the system, they are also caught up in
an endless series of disputes between the senior management and labour. They are
pushed and pulled and subjected to a variety of pressures. Both groups may attempt
to enlist their support and assure their loyalty on any number of issues, they may use
the middle managers as extensions of themselves - as spokes persons, messengers or
mediators.
Middle managers are in an untenable position because workers have access to senior
managers. Senior management enjoys the contact until there is a difficult message
that needs to be communicated. The job of middle management appears to be
nebulous with lack of respect and focus. It seems that the current reality leaves no
room for accessing the abundant gifts and talents that some middle managers may
bring to Eskom's enormous strategic and operational challenges. The new role middle
managers might play in the new Eskom is not clear.
One can portray the Eskom senior management dialogue with the shop floor workers
as follows:
50
Senior management
Worker Individual contributors
Senior management
Difficult message
Workers
Middle Management Individual contributors
In this scenario, in various forums, senior management and workers communicate
directly. When there is a difficult message to be relayed from senior management,
there is a view that only then are middle management brought into the process. They
experience this role as shields or scapegoats for senior management.
In this context middle management see that they have a choice, either they can choose
to be victims or they can leverage their talent. A strong message emerged that there is
a need for the new role for middle managers as both reformers and performers. The
new roles are less clearly defined resulting in ambivalence related to respect, power
and accountability. A shift is taking place from the old roles of gate keeper, task
leader and corporate communication conduit.
The other challenge facing middle managers is the transformation processes
impacting them negatively as the organisational structures become flatter. They do
not see the need for Eskom to compete globally and this ignorance can discourage
them from further individual development in preparation for this change.
Although middle managers are unison in their problems with senior management,
there is racial tension and suspicion amongst themselves resulting from new
transformational policies such as the employment and occupational equity act.
51
Chzipter
LIFTERATURE STUDY
4.11 introduction
In the previous chapter we have learnt how transformation processes changed the
roles of the traditional middle manager at Eskom. Policy changes, like the
introduction of powerful trade union structures and affirmative action, influenced
middle managers' feelings of disempowerment, isolation, loneliness and frustration.
This chapter starts with a brief description of the evolvement of occupational social
work given the new challenges facing social workers and employees due to new
organisational changes. This discussion is followed by a description of literature
regarding organisational change as utilised by the social worker performing the
organisational development work. This chapter ends by reviewing the critical issues
as expressed by the middle managers in the previous chapter.
4.2 Occupational Social Wont in a changing wont environment
The world of work, once a haven of stability for the middle manager, is now
changing. The challenge extends to the field of social work, which must provide
services to a new population. At an organisational level the practitioner must assist
the company to provide a supportive environment during the transition. Practitioners
must also work with top management, especially in the areas of communicating the
changes and lastly they should also focus on initiating interventions to assist the
middle managers (in this study) and the entire workforce. This is supported by Meyer
(1996: 18) who stipulates that: "while the change-managers impose on employees,
new ways of accomplishing old tasks, employee personalities, communication styles
and behaviours take time to change". During such a turbulent process, chances are
great that personal and interpersonal conflicts will arise. This is evident in this study
where some white middle managers blame affirmative action for bringing what they
call incompetent black managers on board. See Chapter 3, page 30-31
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4.2.1 (Conceptualising Occupational Social Work
Germain and Gitterman's (1980) ecological approach facilitates a conceptual tool for
social workers to view their contributions to the workplace on two dimensions:
personal problems and problems arising from the nature of work processes. We have
seen in the previous chapter how Eskom's organisational changes have caused health
problems and psychological stress to middle managers. The ecological approach
highlights a dual focus on individuals and environments. Here the social worker is
able to assist both the organisation with its problems and the employee at a personal
level. Welsh (1987), Gordon and Schutz (1982) view the individual as being in
continuous transactions with the environment, and this personal environment
transaction has significant implications for the professional intervention.
4.2.2 The Role off' the Occupational Social Worker
The occupational social workers now have diverse roles as the field has evolved and
expanded. Googins and Godfrey (1987: 85) identifies the following roles:
Employee assistance manager
Union social service director
Affirmative action specialist
Personnel manager
Director of employee development and training
Human resources specialist
a) Employee Assistance Programme
According to Googins and Godfrey (1987) "the Employee Assistance Programme
(EAP) outside of corporate headquarters operates autonomously, reporting to a plant
manager with consulting lines to the corporate EAP". This is true to Eskom, which
has branches countrywide. The role of the manager is to serve the needs of
employees at corporate, co-ordinating and consulting with the decentralised EAP's.
It is becoming increasingly necessary for EAP's to take on the role of organisational
assessment to determine which factors inherent in the working environment and
organisational structure may contribute to employee problems (Rospenda & Richman,
1993: 75). Results of the study suggest that middle managers are unhappy and
dissatisfied due to their role ambiguity resulting from structural changes. This finding
53
emphasises the need for EAP at Eskom and related programmes to attend to the role
of supporting these managers in their quest to cope with their changing working
environment. In their work with both individuals and systems, EAP professionals are
in a unique position to observe employee attitudes as they adjust to change.
h) Affirmative Action Specialist
Googins and Godfrey (1987: 89) explains that social workers in affirmative action
departments guard against discrimination and abuses to individual freedom and also
attempt to create a positive environment and justice in the working setting.
The results of this study reveal that affirmative action managers are viewed as
incompetent and inexperienced, and middle management level are used as the
dumping ground for affirmative action appointments (using the words of one
respondent). This calls for the attention of the social worker responsible for
affirmative action at Eskom to become the broker or mediator and work with both
groups (Whites and Blacks) by building credibility on both sides. There is also a need
to train and educate these groups about the corporate affirmative action policies.
4.3 Theories off Organisationall Change
The researcher reviewed literature on organisational change to evaluate the findings of
the study against these theories. In her study the researcher identified three main
categories, namely issues identified at an organisational level, senior management and
middle management level.
4.3.1 The Organisational] Rssanes (1 (Category)
South African companies are moving toward greater organisational efficiencies
through restructuring and renewal efforts as a challenge put before them by the impact
of globalisation. At Eskom this change has affected the middle management level
more. Meyer (1996) is of the opinion that change carries the price, and some
companies realise too late that restructuring can expose employee behavioural
problems. Both the individual's and the system's dysfunction work together to cause
a more difficult situation.
54
a) Vision and Mission
"In a corporation, a shared vision changes peoples relationship with the company. It
is no longer their company it becomes our company" (Senge 1990: 208). Senge here
emphasises that for a company to become a learning organisation, it must have a
shared vision, to provide the focus and energy for learning.
The study reveals that middle managers feel they do not own the vision and mission,
there is no common understanding of vision and mission. They did not contribute to
the formulation of the vision, and that the vision and mission can only be achieved at
cost of employees. They also feel there is no tool to measure and reward when vision
and mission is achieved. There is no commitment to the vision by all.
When people truly share a vision, they are connected, bound together by a common
aspiration. The strength of shared vision is that learning occurs when people are
striving to accomplish something that matters deeply to them. This does not seem to
be the case with middle managers at Eskom as shown in the findings. The managers
also feel that the current economic situation and the focus on social responsibility
interfere with business focus.
Senge (1990) confirms that in the traditional hierarchical organisation, no one
questioned that the vision emanated from the top, and that it was not a shared one,
therefore the results were often disappointing.
lb) Mental] Models
People at all levels of the organisation have mental models that shape their attitudes
toward others and their behaviour on the job (Senge, 1990: 175). Managers do know
that many of the best ideas never get put into practice. As Senge so aptly states "new
images fail to get put into practice because they conflict with keenly held internal
images of how the world works, images that limit us to familiar ways of thinking and
acting". None of us can carry an organisation in our minds. What we carry in our
heads are images, assumptions and stories. In the study, respondents expressed very
little of us and we, rather than a strong mental model of them and us.
If unrecognised and unmanaged, these familiar ways of thinking and acting will be the
death knell for reengineering. For every project begun, there will be at least two that
55
will not succeed because of this failure to anticipate the power of biases and
assumptions. Not surprisingly, we have seen many employees threatening many
companies with strikes in an effort to stop their transformation processes. Cultural
change and acceptance of new ways of working are seen as central to successful
implementation of a reengineering project. In the study it appears that cultural
tensions seem to revolve around misplaced concreteness. Individually one feels the
need to uphold traditional values, yet these are the same beliefs viewed as a point of
contention. This, surrounded by a steadfast societal baggage, paradoxically works
against the overall grain of togetherness and cohesion.
Senge talks about the learning organisation concept. His basic premise here is that
since we are living in a time of change, people and the organisations of which they are
a part, have to be constantly learning in order to cope and compete. Those who do not
constantly learn and change will disappear, while the fast-learning organisations will
be the most successful. In terms of competition in the marketplace, there was little
evidence, if any, that respondents included a deep competitive perspective in their
organisational realities. Instead, their competitive energy appeared to be focussed on
internal competition, which is due, in part of their fear of diminished opportunities.
In the study the following stories and assumptions were highlighted:
Managers have different goals
Internal power play amongst senior managers
Resistance to change (affirmative action)
Diversity in the organisation
Absence of clear direction from top management
0 Different vision amongst top / middle / trade union
The abovementioned stories make it difficult for middle managers to adapt to change
and thus leading to more frustrations and low morale as expressed by them. They feel
their jobs are outside their control, that qualities once rewarded in the workplace like
loyalty, dedication and years of service, are being ignored.
56
When a pattern of declining morale emerges, the EAP can work with others in the
organisation to develop countermeasures and Gannon (1996: 19) suggests the
following:
Stress management, communication and other wellness initiatives
Health promotion programmes that emphasise self-care
Training in anger management and conflict resolution
Active promotion and use of the EAP as a source of assistance for both employees
and managers
Employee advisory committees to improve quality of worklife issues
At an organisational level it is essential for Eskom to provide leadership in the form of
organisational transition management and employee assistance. According to Kent
(1999: 13) "the company should include a system for monitoring employee responses
so that senior management can continue to modify them (change) strategies". The
EAP can play an important role in providing real-time feedback regarding workforce
responses and problems.
c) Eskom shoankil compete in ga changing world off wont•
Many participants said Yes, Eskom must compete for survival, efficiency and
globalisation.
"We are breaking with the traditional management — centred organisation in which
workers are by and large positioned as drones, trained to carry out the instructions of
their superiors and (presumably) betters. In such a company, workers are believed to
be as interchangeable as parts they are handling, and so successes and failures are
inevitably attributed to the calibre of its management" (Hammer, 1997: 73). In the
process centred organisations, by contrast, the people who make the most difference
are the people who directly create value for the customer. Here work is more
important than management, and so must precede it.
Changing from hierarchical structures to process teams is becoming the trend globally
and middle managers seem to support that this change is needed in Eskom. However,
the following needs would have to be addressed:
57
Accelerate change in the company
Empower middle management
Competitiveness
Clear direction from top management
Get workforce on board
Be technologically sound
Processes are concerned with results, not with what it takes to produce them.
Reengineering certainly means a change in culture as people must begin to act and
think in new, sometimes uncomfortable ways. Hammer (1997) defines reengineering
as the radical redesign of business processes for dramatic improvements. There are
new relationships and accountabilities established and new technologies may have
replaced old ones. A process perspective sees not individual tasks in isolation, but the
entire collection of tasks that contribute to a desired outcome. Process work requires
that everyone involved be directed toward a common goal.
If the whole Eskom was to be transformed into process centred-organisation then the
problems of the middle managers will be non-existent. The power of the trade unions
will also seize to exist, as all energies will be focussed at making the customer happy.
Transmission is still struggling as it is in its early stages of being transformed to
process teams.
Corporate strategic planning has traditionally been a discipline based on forecasting
and positioning. Its basic premise has been that if a company could predict which
markets would be strong in the future, it could then achieve success by producing the
goods and services that would be demanded by those markets. Hammer (1997)
stipulates that process centered work is turning the whole concept upside down. He
redefines the concept of what the company does to mean the processes it performs
rather than the goods or services it produces. By focussing on processes and defining
a business in terms of how it works, the process- centered perspective leads to
strategies that address not only the question what should we do but also can we do it?.
While the model of process reengineering is good for changing the organisation to
become effective and robust, and preparing it to face global competition successfully,
58
there is little support or involvement of the employee due to fear of the unknown.
Without their support the reengineering effort will have a greater probability of
failure. The more successful the organisation has been in the past, the more strongly
its culture has been reinforced by the success, the more resistant it will be to the
prospect of change and the more likely it is to fail as a consequence (Henry and Hope,
1994). Some participants also felt there is no need for Eskom to change because it
was too sluggish and slow to react to change, the workforce is unskilled and simply
because the company will not survive.
4.4 Senior management issanes (2 nd Category)
Kent (1999) believes that the organisation experiences the impact of its changes in the
form of unwillingness to take risks, less trust in leadership and lack of teamwork.
Meyer refers to a small group of senior managers working alone for months about
restructuring. Already familiar with the change, their expectations for a speedy
implementation may be to great for the middle managers who must go through the
process of absorbing, incorporating and acting on it. The organisation therefore needs
good leadership to facilitate change.
4.4.1 Leadership
According to Miller (1996: 39) "one of the common reasons for failure is that senior
managers accept the new practices intellectually, but not in their hearts, their guts, or
their habits". They have not internalised the concepts because they have not practised
or witnessed their results. It is therefore easy to resort back to the old style. The
respondents feel that the executives are functionally focussed and do not readily
reveal a capacity for articulation of the vision, mission and strategic business
challenges across the organisation. Senior management is viewed as dysfunctional in
its approach to critical leadership competencies that include working collaboratively,
balancing affirmative action with job redesign and culture redevelopment.
It is important that the managers of each organisational unit feel ownership and
responsibility for the organisation they lead. Therefore, the best case is for those
managers to redesign their own organisation consistent with the new assumption of
team management. It is the feeling of respect and maturity that provides the basis for
teamwork and problem solving at all levels.
59
The middle managers view senior managers as:
Incompetent
Exercising too much power play
Not in touch with the organisation
Inconsistent
Given their power to trade unions
Not focussed / no big picture
Autocratic / top down
Fewer participants viewed senior management as competent, having clear goals, good
leaders and committed.
The traditional views of leaders, as special people who set the direction, make the key
decisions and energise the troops, are deeply rooted in an individualistic and non-
systemic worldview. This is difficult to be accepted by top management as they still
carry too much power. The new view of leadership centres on subtler and more
important tasks (Millev, 1996). Senior management was also seen to be attempting to
do the job of middle managers and was often of focus resulting in a sense of being
overwhelmed. They also reflect through their behaviour the isolation dilemma, which
they share with the middle managers.
The EAP practitioner can play an important role of advising senior managers on
processes that will enhance better communication and move together with employees
towards planned changes. The EAP professionals can serve as active consultants in
the process. Senior managers can also be trained on how to respond to employee
concerns about the changes in the organisaiton.
4.5 The Effects off organisational changes on middle managers
The middle managers experience tends to be an ego-deflating one. As hard as middle
managers work, they generally receive very little positive support or gratitude from
senior managers. They are being described as confused, uncertain, unable or
unwilling to take a stand, powerless and weak on the other hand middles managers are
60
also described as hard working, well meaning and trying to please (Oshrey, 1994).
Oshrey (1994) further suggests that middles (as he calls them) tend not to have clear
and firm positions on issues. Their thinking is often muddled. They listen to senior
management, and the position makes sense to them, they listen to the lower level and
their position also makes sense. They seem unable to make up their minds,
continually flip-flopping between contradictory positions in trying to be responsive to
both senior management and labour.
Middle managers tend to feel isolated and lonely in the system. Senior managers do
not accept them or labour and their own groups tend to be fractionated. When things
go wrong they are the scapegoats. Middle group members tend to be non-supportive
of one another and may lead to interpersonal tension and competition among them.
Oshrey's theory is confirmed by the findings in chapter 3 when they mention that they
feel confused, inexperienced, disempowered, demoralised, pressurised by senior
management and the trade unionised workforce and is frustrated. They feel confused,
inexperienced, disempowered, demoralised, pressurised by top and trade unionised
workforce and are frustrated. This is not in line with Tobin (1997: 175) when we
describes team learning as a set of practices and tools for helping people to work more
effectively as a team, regarding each other as colleagues and that they learn together
now to optimise a business process. Here we see a middle management that sees
itself as fragmented, and there is a division between the competent and incompetent
resulting from affirmative action policies.
In the study the middle managers confirm that they see the senior managers as the
empowered individuals while they see themselves as the disempowered individuals
fulfilling the middle role. They feel there is no cohesion between them and senior
managers.
The study further shows that the lower level employees are more informed as
members of the trade unions are, therefore the cohesion is good, and there is little
cohesion between them and middle managers. The middles feel isolated by both
senior and lower levels.
As Oshrey has stated, the middle managers in the study felt that the senior managers
made autocratic decisions and they gave no input as middle management. They do
61
not share common goals and the division is further increased by internal politics. In
the focus groups it was mentioned that the middle managers are not even involved in
the negotiations about their salary increase, only senior managers and trade unions
participate in the negotiations.
1[n the Middle
Middleness is the predominant element of the middle managers position (Oshrey,
1994:5). Middle managers occupy the professional and managerial positions in
organisations. Middle managers find themselves caught between two parts of the
system with very different interests, perspectives, needs and issues. The respondents
feel middle managers are in an untenable position because workers at lower levels
have access to senior management and that senior management enjoys the contact
until there is a difficult message that needs to be communicated.
There is the top executive group with total control over the organisation's structure
and budget. There are lower level workers who do the work of the organisation and
who have no control over its structure or distribution of resources. And there are
middle managers with both staff and line functions that manage the work of the
system and mediate the interaction between top executives and the lower level
employees referred to here as labour. The majority of the participants explain that
their middle manager position lacks appropriate role clarification regarding power,
respect and accountability.
When organisations go into the process of reengineering their structures become
flatter, and they reduce the layers of their structures to increase market share, quality
and customer service ratings. Tonin (1996) states that there is more and more
evidence that the greater the number of management layers, the less efficient is
employee equality.
The problems of the middle managers are also caused by the fact that organisations
are changing. Disintermediation — it's all about cutting out the middle processes, the
huge distribution costs can be up to 50 percent of the tickets itself (Saxton, 1996: 24).
Disintermediation means removing layer upon layer and being transparent.
Therefore, organisations as we have known them in the past are disappearing literally.
Organisations as they are commonly known to exist are losing their shape and
62
substance. Tom Peters (1997: 233) expresses that "buildings are tumbling.
Boundaries are vanishing. Temporary workers are coming. Where you start and
where I stop is no longer clear". The top of the pyramid is becoming much smaller
and much more important. The new top must keep an ever-changing organisation
more or less together (Peters, 1997). The new middle will be drastically shrunken and
assume the transformational project role. The new lower level employees are much
more powerful than before.
While Eskom wants to compete globally, it does not decrease the top management, as
is the trend globally. Instead this level is increasing. The respondents have
mentioned the creation of the new levels at the top such as two deputy chief executive
officers, senior general managers and general managers' positions. On the other hand
the numbers had to shrink in the middle.
al) hnterrnall Communication
Eskom is also going through the process of transformation and participants expressed
that they were not informed of the intended changes in the company.
Internal communication is the shadow behind everything attempted during
reengineering process. Poor internal communication has been identified as one of the
single most destructive elements in an environment undergoing change (Byran, 1994
and Kotter, 1995). Internal communication is never the first thing on everyone's
mind, but nothing meaningful will be changed without first communicating the intent
to change to those involved or affected. Many of the comments highlight the lack of
communication and Cupertino between senior managers and the rest of the company.
Internal communication is fundamental to creating change, and most people after
thinking about it should be willing to acknowledge this. Just because an existing
internal communication programme has appeared to operate effectively in the past it
should not be expected to be effective during the forthcoming period of radical
change. Some responses mentioned the distance between senior and middle
management, in terms of information sharing and power structures. Sharing of
information is either too late or too little.
Top management communicates with trade unions / workforce through structures
representing the two levels only. Thus middle managers feel excluded and isolated.
63
They expressed that there is no input from them in those structures. They fulfil the
middle role with no cohesion with the top and lower level.
b) lInternall Warfare•
Oshrey (1992) describes this situation as the organisation in internal warfare, as it
struggles to survive in a complex and changing world. People in each part of the
organisation see people in other parts of the organisation as acting toward them in
ways that demonstrate malice, insensitivity or incompetence. The participants were in
strong agreement that internal warfare exists in Eskom. Many of the participants cited
lack of loyalty and communication as being the cause of the tension.
The overall tone of the participants is that of frustration due to the situation. It is a
situation that causes middle managers to be unproductive and unable to focus on
deficiencies of the individuals involved. This inability is caused, according to one
participant, by the "lack of ammo" given them so they can fight the "war". The
message given to the researcher is that middle managers are valuable but yet untapped
resources for Eskom.
As the internal warfare continues the customer is forgotten and neglected. Some
customers express their outrage to the organisation, since products or service is not
delivered. It becomes a world of promises made and promises broken. It is also a
world of you as customers are too small to have an impact of that big organisation. It
is also a world of always dealing with the wrong people. When there are many
demands on the organisation to adapt to changing conditions, the intensity of that
neglect increases.
4.5.2 What can middle managers do
Oshrey (1996) believes that instead of disappearing in the middle, the middles need to
create a stand for themselves regarding the kind of middle they want to be in the
world. Their business is to maintain their independence and to empower themselves
and others.
They need to become leaders. For instance be the top when there is a need for be one
and take responsibility. Be the reality check, if it looks like garbage, do not pass it
down. Work it out with the tops, let them know how you see it. Be lower level when
64
you should. Be the coach and do not do for others.
Bring together those people who need to be together and do what it takes to make
their interaction with one another as productive as possible. Be the facilitator. A
middle who maintains one's independence of thought and action is being
fundamentally different from middles who lose themselves in the middle of other
people's issues and conflicts.
4.6 Seeing the ig Fictuire
Some systems are perfectly healthy when viewed from the perspective of the whole,
but when viewed from the perspective of any one part, they appear to be disorganised
and chaotic (Oshrey, 1996). We tend to blame ourselves for things that may not be
our fault, we react to rumours than facts and we tend to misinterpret things elsewhere
in the system. When we have a local perspective, organisational life feels very
difficult to comprehend (Oshrey, 1996).
It is, therefore, important that we learn to open up and see into others world' view.
For instance, when interacting with Middles we need to understand that we are
dealing with people that are pulled between two levels and what you want from them
they do not have. They need to go to others to get it. It is the role of the social
worker to create this awareness by educating the workforce.
When we have this big picture we will be able to see into the middle managers world
and can come up with more strategies for working with them to get what we want
(Oshrey 1996: 17). Once you begin to see systems as a whole, you also begin to see
power differently. Systems power is the ability to influence system processes. To act
in ways thus enhancing the capacity of the system to survive and develop in its
environment, to cope with the changing world of work.
4.7 Concilansion
From the discussion above, it thus becomes clear that EAP practitioners and/or social
workers in the organisation development function can contribute a lot to the change
processes in Eskom. It is the social worker who understands the ecological
perspective to assist both the employee and the organisation during this transition
process. The occupational social work profession has added new roles such as policy
65
formulation, affirmative action and training which requires an understanding of
workplace dynamics, organisational culture and organisational processes for social
workers to facilitate the improvement of the relationship between the employees and
the organisation.
The social worker can develop programmes such as change resilience, based on
William Bridges' model (1996) to assist middle managers to deal with their endings,
walking the path and train them to make new beginnings with their careers and
personal lives. The practitioners can also empower managers by conducting self-
management processes. Constant change in the workplace requires support in
adaptation and occupational social workers play a role in assisting with management
of stress associated with resistance to change.
The results of the study as discussed in this chapter confirm theory as described by
Oshrey (1996) that middle managers do find themselves caught in the middle,
between two parts of the system namely senior managers and labour. Middle
managers experssed how they felt isolated, lonely and excluded from decision making
structures. This is in accordance with Oshrey's (1994) theory that they feel
disempowered, demoralised and frustrated by senior management and unionised
workforce.
Eskom's move towards transformation has also taken away the powers of middle
managers and accountability as indicated by Hammer (1997) that moving towards a
process centred organisation requires that everyone involved be directed toward a
common goal and there is no emphasis on individual tasks in isolation. The middle
managers feel threatened by Eskom's changes because this affects their leadership
role and may affect their jobs as well. Theory confirms that as organisations change
in structure fewer middle managers retain their jobs (Peters, 1997).
The overall conclusions are discussed in the next chapter, however the primary
conclusion is that middle managers are impacted negatively by change at Eskom.
Their role has become unclear as more decision-making powers are given to trade
unions. They are unhappy about the introduction of transformational policies and feel
that middle management level is a dumping ground for affirmative action.
66
CM'alter S
CONCLUSIIONS & RECOMMENDATIONS
5.11 lintroduction
Chapter 4 highlights the important role occupational social workers can play in
assisting both employees and organisations going through restructuring. As the world
- of work changes, the practitioner has discovered her capabilities of helping, not only
the individual worker but also the employer and the organisation. The literature
review also indicated that more work needs to be done in order for Eskom to move
with its employees, especially middle managers, towards the company's desired
outcome.
In this chapter (5) the researcher discusses the conclusions in relation to the findings
and the recommendations. There are three main categories identified in the results of
the study, namely the middle managers' perceptions of themselves, their perceptions
of senior managers and the impact of change at an organisational level.
5.2 Conclusions
The following conclusions can be drawn from the findings:
5.2.1 The Organisation
The organisation is perceived to have a lack of vision and mission. The employees do
not identify with the vision. There is poor communication and this has led to an
increase in rumours. People do not know where the organisation is going. There is
also an increase in role ambiguity, especially in the middle management, who feels
that their role has been taken over by trade unions.
Trade unions have increased their power in decision-making processes, and power
and status have shifted from management towards trade unions.
The study confirms that new policies, such as affirmative action and equity, are not
well accepted by most white managers. They feel their new co-workers are
incompetent and lazy.
68
There is a change in culture, but employees do not know it has changed — to what?
Diverse culture is not sustained either. The organisation is not yet ready to compete
globally; some of its middle management does not even understand the concept of
globalisation.
While there are many participative structures for both senior management and trade
unions, middle managers have been excluded from such forums, leaving them feeling
isolated and not part of the organisation.
5.2.2 Senior Managers
There are leadership issues, senior managers are not seen to be leading the
organisation but investing more on politics and power play. There is a leadership
challenge, as it is not clear whether they are still in charge or have given their power
to the trade unions.
There is a perception that there are competent senior managers and incompetent ones.
The competent managers give good strategic direction while the incompetent
managers seem not to be focused and give in easily to trade unions.
They do not seem to have a communication strategy or give direction during these
times of organisational restructuring. They did not prepare employees for change.
Some senior managers are good leaders and are committed to their work. The study
reveals that some are not so good at their work. Senior managers seem to work alone
on company vision and mission and they do not sell it well to employees, especially
middle managers. The employees therefore feel that they do own the organisations
vision, since they were not involved when the vision was created or developed.
5.2.3 Mid dile Management
Middle managers express a lot of anxiety and despair in their language during focus
group sessions. They also expressed morale problems. The cause of their poor
morale emanates from their difficulty in handling change, for example affirmative
action.
Middle managers display increased disloyalty. There is a crisis of uncertainty and
they express lower trust of leadership. For some, grieving behaviour is observed.
69
They show a lack of teamwork as they work in isolation with one another. They show
strong feelings against their colleagues who are affirmative action appointees, and
blame new transformational policies for bringing in new incompetent colleagues
Their compliance is with contempt, and they feel unhappy with the company changes,
the country and the future and there is some exodus of key players as a result. The
middle managers do not seem to have a macro picture which is influencing Eskom to
go through the process of change. The issue of globalisation causing Eskom to
prepare for competition is neither supported nor understood. They feel stressed and
helpless and therefore detach themselves from the problem and the solution. The
rumours have become the central communication. They also reflect a hopeless
outlook on personal and relational problems. There is a culture of entitlement while
they also feel insecure, and vulnerable individuals act out their insecurities.
When it comes to their line jobs, middle managers are competent in running their
departments. They are good at implementing strategies and they do ensure that the
work is done. There is, however, little recognition for their good performance, and
this can depress them.
5.3 Reseatrcherrs OpinnEoun
Literature has shown (Hammer 1997, Peters 1997, Senge 1990 and Tobin 1997) that
as companies change globally, the role of the middle managers also changes. They
are affected by changing structures as companies move towards boundariless
structures and process teams. They can decide to remain where they are as victims or
play an active role towards designing their new responsibilities.
The middle managers, unlike the trade unions, are out there in the cold because they
also work in isolation with one another. They are loners, with little communication
amongst themselves. It is therefore essential that they organise themselves and meet
in forums, assisted by the social worker and begin engaging in dialogue as the first
step.
Secondly, an integrated approach needs to be facilitated by the social worker where
they middle managers will be represented in Eskom's decision-making structures
which are currently made up of senior managers and trade unions only. Oshrey
70
(1996) supports that middle managers must have a big picture and be able to see
things from the perspective of the whole. Solely solely working with them alone
cannot solve the problem of the middle managers but a systemic approach will be
helpful since the one part does affect the whole organisation as it is currently at
Eskom. The employment contract of the middle manager as we know it has gone due
to the changing world of work, therefore they have to empower themselves to
understand the impact of these changes so that they can be proactive rather than
become victims of change.
5.4 Achievement off the formulated goal
The goal to explore the current perceptions and experiences of middle managers of the
changes in their roles was achieved through this study. The results confirm those
perceptions and that there is a power shift which occurred, thus leaving middle
managers disempowered. The introduction of new policies also impacted negatively
on mainly white middle managers.
5.5 Contribution to social work
The contribution to social work is that the role of the occupational social worker is
expanding in the workplace. The practitioner had to learn the middle managers
business context in order for her to understand their emotional status in the
organisation. While the practitioner focuses on the middle managers, this study
facilitated her learning to understand the problems from an organisational point of
view. The organisational development concepts such as organisational processes,
transformation and change management are new learning points and additional roles.
The opportunity for middle managers to participate in the focus groups and engage in
dialogue has helped to improve the image of social work as a profession in the
workplace. This research exercises has also served as a marketing tool for EAP at
Eskom as individual managers who participated enquire about the service.
The presentation of the results of the study to senior managers has enhanced a better
understanding of emotional issues of the middle managers and has led to senior
managers asking for the expertise of the researcher for assistance. This is a big
71
achievement to social work profession because in the past there as been little
consultation from senior management.
The focus of future research would be to evaluate the success of initiated interventions
emanating from this study, as outlined in the recommendations one could also
evaluate the utilisation of EAP by middle managers as clients. Research can also be
conducted to test the effectiveness of system's approach towards integrating middle
managers in participative structures at Eskom.
5.6 Recommendations
The first step towards interventions for middle managers began with the focus groups
where they were able to share their feelings for the first time, and this was the
beginning of their healing process.
It is recommended that middle managers continue with focus groups for
further discussions. These groups can be called team-building groups for
forums at different Eskom business units.
Eskom has trained some social workers in the William Bridges Model
(Bridges, 1996). They can start implementing the model with middle
managers. The principle here is to help people cope with the changing
organisations at a personal level. They are taught to identify endings — deal
with emotions first before moving on. They also learn to start the journey to
where they want to go while facing challenges and lastly they learn to make
new beginnings.
There is a need to train middle managers on career management given the fact
that the middle level is shrinking. Stevens' model (1993) assist employees in
taking ownership in designing their new careers based on their motives,
values, talents and perceived personal constraints, which leads them to career
success.
The EAP function is available at Eskom however, it is mainly utilised by
junior workers. The researcher recommends that the focus be on middle
72
managers. Vigorous marketing of the EAP services is essential. One-on-one
counselling and groupwork can be delivered immediately.
Request the organisation development function educate and train managers
about new policies to create awareness and ensure acceptance and delivery of
such policies.
To adopt an integrated worklife approach where managers are encouraged to
talk about their work problems and / or personal life issues in the workshops
designed to help them to be resilient at work and at home.
It is recommended that social workers both from EAP and Organisational
Development departments provide senior management with feedback
regarding employee responses and problems, so that they understand the
psychosocial impact of the changes on the workforce.
Train managers on leadership development and change management.
Coaching managers on self-assessment, interviewing, networking and resume
preparation.
5.7 Conellansion
The study has highlighted the emotional problems of middle management in the
changing world of work. The findings have confirmed what literature says regarding
the effects of organisational change such as structural changes on employees, for
instance that people feel emotionally unstable, show declining morale and are
stressed. This calls for the occupational social workers or EAP's to develop new
interventions to meet the new challenges they face. This puts occupational social
workers in a unique situation, as they are best equipped to deal with both personal and
organisational problems at the work place.
The study supported by literature has also shown the importance of strong leadership
with clear direction to steer the organisation towards restructuring. At Eskom this
area needs to be strengthened through making the leadership aware of this weakness.
73
The researcher sees a high demand for the visibility of the social workers to work with
the entire workforce at different levels and with different issues, from policy
development, counselling, programme development, consulting and more, because it
has become clear that organisational issues impact negatively on employees.
74
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78
Annexure 1
PARTICIPANT'S INYORMATTON
Name 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00
Group 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 00
Sex o 0 0 0 0 0 00 0 CI 0 0 0 0 0 0 0 0 00 000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00
Age 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 CI 0 0 0 0 0 0 0 00
79
ENTERV1T1FM SCHEDULE
Section A
What is Eskom's vision and mission?
Business Strategy : what are Eskom's strategic intentions?
Section 8i
Please reflect in writing on the following perceptions:
The Eskom culture suffers from internal warfare.
Eskom must compete in a changing and complex world.
80
Please answer the following questions based on your personal perceptions:
What are your general perceptions of individual workers at Eskom?
What are your perceptions of middle management at Eskom?
What are your perceptions of senior managers (executive leaders)?
What are your perceptions of the isolation or cohesion among and between
the groups?
81
Section C
What cultural tensions exist at Eskom? (please provide examples)
Section D
A. Determine 3 — 5 key issues impacting Eskom's effectiveness.
Invite the group to recommend 3 — 5 potential solutions for each identified issue.
Invite them to recommend ways to implement their ideas.
82
Anneresre 2
YzeilIntztou'a Gudde
Initiating the Focus Group Process
Welcome participants and review dialogue:
An opportunity to engage in dialogue
An opportunity to provide individual input
An opportunity to influence future organisation structure at Eskom
An opportunity to learn from other participants regarding their views and
suggestions
An opportunity to gift Eskom's business future with your good council
2. lInvite participants to briefly introduce themselves and review key process
guides:
Participants are encouraged to provide their input and allow others to share
their ideas/opinions without interruption or evaluative comment.
The primary goal is to capture the range of perceptions for each key question.
All data will be reported back.
The session will last 4 hours and includes several breaks.
3. linvite participants to ask questions and complete the registration cards.
Focus Group questions
1. Card Exercise (time allowed — 5 minutes)
a) Using the cards provided, please use one word that would best describe
Eskom's business to the world market.
83
b) Using the cards provided, please use one word that would best describe the
culture at Eskom.
2. Group Discussion (time allowed — 15 minutes)
Ask participants to share their selection of a key word without comment. After the
last participant has shared their word, ask the group to reflect on the collective
message from their collage of words. Track group responses and climate while
reminding participants to talk with each other rather than directing comments towards
the facilitator. (Repeat this activity for question 1 )
3. Question Activity (time allowed — 20 minutes)
Using the questionnaire provided, invite participants to complete Section A.
Invite participants to randomly share their perceptions of each of the following
categories:
Vision and Mission
Business Strategy (what is the strategic intention)
Business Priorities
4. It ased on your perception off Eskoan's strategic intentions, what current
Eskoun characteristics support those intentions? (time allowed — 10
minutes) 0
5. What current characteristics challenge those strategic intentions? (time
allowed — 10 minutes)
Invite participants to speak to each question while you capture the impact from
individual comments.
84
6. Invite Participants to complete Sections
allowed — 30 minutes)
off the questionnaire (time It4
In this section you will be asked to explore perceptions. You are invited to comment
briefly.
Checking Perceptions
The Eskom culture suffers from internal warfare.
Eskom must compete in a changing and complex world
Personall 'Perceptions
The process time for the set of perception indicators listed below will take 45 minutes.
Allow time for silence and reflection as participants review all the questions. Let the
group focus their energies on perception indicators that most interest them. Note
which perceptions most engage the group.
7 ?lease answer the Tollilowing questions based on your personal
perceptions. (time allowed — 45 minutes)
What are your general perceptions of individual workers at Eskom?
What are your perceptions of middle management at Eskom?
What are your perceptions of senior managers (executive leaders)?
What are your perceptions of the isolation or cohesion among and between
these groups?
8. Ask participants to complete the questions in Section C. (time allowed —
10 minutes
What cultural tensions exist at Eskom? Please provide examples.
How does collaboration work or not work at Eskom?
85
Dialogue Review
Using the Dialogue Review cards, determine the 3 — 5 key issues
impacting Eskones effectiveness. (time allowed — 45 minutes)
Invite the group to recommend 3 — 5 potential solutions for each identified issue. For
each identified solution, invite participants to recommend ways to implement their
ideas.
Closing Comments
Ask participants to complete their diallogane by giving them the
opportunity to make one minute closing comments. Elegise record
infrormation from both the dialogue and closing remarks. (time allowed —
20 minutes)
Thank participants for their contributions.
86
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Annexure 4
REPORT 17 RNDEPENDENT CODER
The independent coder highlighted his observations from the company's point of
view. This is understandable, seeing that he is a consultant and would sell his
services to Eskom. The following are is observations. This is only additional
information (the similar observations are excluded). Many of the comments highlight
the fact that Eskom is in the midst of an identify crisis driven my many things but not
limited to the following:
Fluidity
Many of the answers given by the respondents suggest Eskom does not respond to
change in a fluid manner. By fluid manner we mean the ability to make real time
adjustments in how the organisation operates in order to respond effectively to
changes in the workforce, government and market. In our opinion, a reasonable
benchmark for responding to change would be within 24 hours. This is a challenging
benchmark in order to facilitate Eskom's desire to be a world class enterprise and be
at the forefront of its industry in the midst of our every changing global economy.
Awareness — Consciousness
Overall, the respondents demonstrated a lack of awareness of competitive realities
both in their own hemisphere and the global industry.
The lack of understanding regarding the competitive reality among middle managers
is quite disarming. Middle managers seem to be mesmerised by the concept of low
cost production. In any market this is a given. The recommended focus should be on
how Eskom management can differentiate itself from its competitors.
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Choice
Eskom is choosing to be where it is. It is choosing to be at war with itself, to support
an antiquated structure, and to not leverage middle management talent. In the same
manner, middle managers are choosing to be victims.
Most respondents did not express a sense of belonging to one another or to the
organisation. The following comment illustrates a lack of cohesion: "50%
commitment, 50% passengers", suggests a lack of cohesion among respondents.
Conflict
A culturally collaborative enterprise is needed for dynamic harmony to exist. There
was very little evidence of collaboration articulated in the data. Numerous examples
of disharmony among respondents are mentioned. The answers regarding vision were
thin and did not demonstrate depth of understanding or embodiment of Eskom's
vision.
Much of the conflict that occurs in Eskom is attributed to the tensions surrounding
diversity and how it affects the larger Eskom culture. The overall tone seems to imply
that if the diverse nature of Eskom was addressed it could be used as an instigator for
change rather than an inhibitor of progress.
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