Communication and strategic human resources development as part of culture establishment in a heavy minerals industry

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dc.contributor.advisorRugbeer, H.
dc.contributor.authorDafel, Jacobus Christian
dc.date.accessioned2011-11-28T11:00:46Z
dc.date.available2011-11-28T11:00:46Z
dc.date.issued2009
dc.descriptionSubmitted in accordance with the requirements for the degree of Master of Arts in Communication Science at the University of Zululand, South Africa, 2009.en_US
dc.description.abstractAccording to Grobler, et al (2005:315) organisational learning is a characteristic of an adaptive organisation, i.e. an organisation that is able to sense changes in signals from its environment (both internal and external). One of Ticor South Africa's1 (TSA) corporate values is to be a learning organisation. This implies that the organisation actively creates, captures, transfers and mobilises knowledge which enables it to adapt to a changing environment TSA utilise an interactive learning strategy. This strategy enabled positional competence which ensures that individuals are empowered to carry out their jobs. The learning strategy implemented utilises strategic human resources in development and learning management Its foundation and supports a philosophy of organisational culture. This study focuses on the field of organisational communication mat includes management The study describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organisation. The Wikipedia . website (2009:http/en.wikipedia.org/wi3d/ Organisational culture#cite-note-hill iones-Q#cite_note-hill iones-0) states that it deals with a specific collection of values and norms that are shared by people and groups in an organisation. It controls the way they interact with each other and with stakeholders outside the organisation. In any new dynamic organisation the diverse background of a new workforce and their cultural differences creates a purist culture. This also adds to the implementation of the organisation's vision. Diverse cultures traditionally impact on the implementation of the learning strategy, this hamper cultural competence. The first part of this study examines the establishment of a new heavy minerals mine in a quasi rural area; this is then followed by a short study of what is viewed as best practices in terms of organisational development Subsequent chapters deal with the construction and implementation of an integrative learning strategy which not only addresses strategic human resources development but also on site learning management. The penultimate chapter's looks at two culture surveys which the author designed and conducted in 2004/5, as well as a safety climate culture survey 2005 and an organisational culture analysis 2006. This was conducted in conjunction with an on-site consultant The findings of said surveys provided a pattern which substantiated the conclusion and recommendations obtained from the quantitative research methodology used.en_US
dc.identifier.urihttps://hdl.handle.net/10530/945
dc.language.isoenen_US
dc.publisherUniversity of Zululand
dc.subjectHuman resources developmenten_US
dc.subjectCommunication strategyen_US
dc.titleCommunication and strategic human resources development as part of culture establishment in a heavy minerals industryen_US
dc.typeThesisen_US
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