Analysing implementation of Business Process Management at a mining company from a Systems Leadership perspective PJ du Plooy orcid.org 0000-0001-5226-6191 Mini-dissertation accepted in partial fulfilment of the requirements for the degree Masters of Business Administration at the North-West University Supervisor: Prof. CJ Botha Graduation: May 2022 Student number: 20087136 NWU SCHOOL OF BUSINESS SCHOOL Declaration Regarding Plagiarism I (full names & surname): Petrus Jacob du Plooy Student number: 20087136 Declare the following: 1. I understand what plagiarism entails and am aware of the University’s policy in this regard. 2. I declare that this assignment is my own, original work. Where someone else’s work was used (whether from a printed source, the Internet or any other source), due acknowledgement was given, and reference was made according to departmental requirements. 3. I did not copy and paste any information directly from an electronic source (e.g., a web page, electronic journal article or CD ROM) into this document. 4. I did not use another student’s previous work and submitted it as my own. 5. I did not allow and will not allow anyone to copy my work to present it as his/her own work. PJ Du Plooy, Petri 04/10/2021 Signature Date i ACKNOWLEDGMENTS • Thank you to my wife, Monique, and our beautiful daughters, Eli-zé and Mihané, for your unwavering support and patience during my postgraduate and master’s studies • Thank you, Prof. Christoff, my study supervisor, for your support and advice • Hennie, Marinette and Kobus, for your contributions and insightful sound boarding sessions that kept my research focussed and on the right track • Thank you, Steven, Trevor and all the interviewees for your time and valuable insights during and after the interview process • I give thanks to our Lord, for the privilege and ability to study and to keep us safe during the Covid-19 pandemic Soli Deo Gloria ii ABSTRACT Business Process Management, as an improvement initiative, has been an important concept in organisations for many years. However, implementation is challenging. If companies want to survive in today’s challenging business environment, they will have to implement improvement initiatives successfully to gain a competitive advantage. Failures in Business Process Management implementation can be attributed to poor change management. Leadership did not recognise the need for change, maintained a too rigid structure, failed to anticipate employee resistance, or failed to do specific leadership tasks. The purpose of this research was to investigate both leadership and change management with regards to Business Process Management and to answer the following questions: Why is there a delay in implementation of Business Process Management at an identified mining department? What are the patterns in the data saying about the critical issues experienced by employees at the identified department? What is the leadership like at the identified department? A semi-structured interview process collected data from participants working at a department where Business Process Management has been implemented. The interviews collected data on critical issues experienced by employees. This was done to determine what critical enablers were missing and what issues needed to be addressed to ensure a smooth and sustainable implementation. The results indicate distinctly encouraging views of optimism and positivism about most concepts and dimensions, including Business Process Management. Participants expressed concerning views about leadership accountability, leadership skills, an implementation that was not done sufficiently, and feedback not reaching the employees doing the work. The results of this research are of high importance to the management of the identified mining company for the successful implementation of Business Process Management. This research study comes to an end with recommendations, limitations, and a conclusion. Key words: Business Process Management, leadership, change management iii TABLE OF CONTENTS ACKNOWLEDGMENTS ................................................................................................... II ABSTRACT ................................................................................................................... III LIST OF TABLES ........................................................................................................... VII LIST OF FIGURES ........................................................................................................ VIII 1 CHAPTER 1: NATURE AND SCOPE OF THE STUDY ................................................ 1 1.1 INTRODUCTION ............................................................................................... 1 1.2 BUSINESS PROCESS MANAGEMENT ................................................................... 1 1.3 LEADERSHIP .................................................................................................... 2 1.4 CHANGE MANAGEMENT .................................................................................. 3 1.5 RATIONAL FOR THE STUDY ............................................................................... 3 1.6 PROBLEM STATEMENT ..................................................................................... 4 1.7 OBJECTIVES OF THE STUDY ............................................................................... 5 1.7.1 Primary Objective ............................................................................................ 5 1.7.2 Secondary Objectives ....................................................................................... 5 1.8 SCOPE OF THE STUDY ...................................................................................... 5 1.9 RESEARCH METHODOLOGY .............................................................................. 5 1.10 EMPIRICAL STUDY ........................................................................................... 6 1.10.1 Research design .............................................................................................. 6 1.10.2 Research instrument design ............................................................................. 6 1.10.3 Research population & sample population ......................................................... 6 1.10.4 Data collection ................................................................................................ 7 1.10.5 Data storing .................................................................................................... 7 1.10.6 Analysing data................................................................................................. 8 1.11 LIMITATIONS OF THE STUDY ............................................................................. 9 1.12 LAYOUT OF THE STUDY .................................................................................... 9 1.13 CHAPTER SUMMARY ...................................................................................... 10 2 CHAPTER 2: LITERATURE REVIEW .................................................................... 11 2.1 INTRODUCTION ............................................................................................. 11 2.2 LEADERSHIP .................................................................................................. 11 2.2.1 Summary of leadership .................................................................................. 15 2.3 CHANGE MANAGEMENT ................................................................................ 16 iv 2.3.1 Summary of Change management .................................................................. 24 2.4 BUSINESS PROCESS MANAGEMENT ................................................................. 25 2.4.1 Summary of Business Process Management ..................................................... 35 2.5 CHAPTER SUMMARY ...................................................................................... 36 2.5.1 Leadership .................................................................................................... 37 2.5.2 Change management ..................................................................................... 37 2.5.3 Business Process Management ....................................................................... 38 3 CHAPTER 3: EMPIRICAL RESEARCH .................................................................. 40 3.1 INTRODUCTION ............................................................................................. 40 3.2 RESEARCH OBJECTIVES ................................................................................... 40 3.2.1 Primary objective .......................................................................................... 40 3.2.2 Secondary objectives ..................................................................................... 40 3.3 RESEARCH METHODOLOGY ............................................................................ 41 3.3.1 Qualitative research ...................................................................................... 41 3.3.2 Research paradigm ........................................................................................ 41 3.3.3 Research population ...................................................................................... 42 3.3.4 Sampling ...................................................................................................... 42 3.3.5 Study population ........................................................................................... 43 3.4 RESEARCH INSTRUMENT DESIGN .................................................................... 43 3.5 ETHICAL CONSIDERATION .............................................................................. 45 3.5.1 Informed consent and permission ................................................................... 45 3.5.2 No harm to participants ................................................................................. 46 3.5.3 Anonymity and confidentiality ........................................................................ 46 3.6 VALIDITY AND TRUTHFULNESS ........................................................................ 46 3.7 DATA DESIGN ................................................................................................ 47 3.7.1 Data collection .............................................................................................. 47 3.7.2 Data storing .................................................................................................. 48 3.7.3 Analysis & interpreting the data ...................................................................... 48 3.8 CODING, CATEGORIES, AND THEMES ............................................................... 51 3.8.1 Open coding ................................................................................................. 51 3.8.2 Axial coding .................................................................................................. 52 3.8.3 Selective coding ............................................................................................ 53 3.9 DESCRIPTION OF DEMOGRAPHIC DATA ........................................................... 53 v 3.9.1 Gender distribution ....................................................................................... 54 3.9.2 Levels of work ............................................................................................... 54 3.9.3 Age distribution ............................................................................................ 55 3.10 RESULTS OF THE QUALITATIVE ANALYSIS ......................................................... 56 3.10.1 Key concepts combined ................................................................................. 56 3.10.2 Leadership behaviour .................................................................................... 59 3.10.3 Departmental management ........................................................................... 61 3.10.4 Area performance ......................................................................................... 63 3.10.5 Business Process Management implementation ............................................... 65 3.10.6 Business Process Management in practice ....................................................... 68 3.10.7 Employee viewpoints ..................................................................................... 70 3.11 CHAPTER SUMMARY ...................................................................................... 71 4 CHAPTER 4: CONCLUSIONS & RECOMMENDATIONS ......................................... 73 4.1 INTRODUCTION ............................................................................................. 73 4.2 SYNOPSIS OF THE STUDY ................................................................................ 73 4.3 SYNOPSIS OF THE RESEARCH FINDINGS ........................................................... 74 4.4 RECOMMENDATIONS .................................................................................... 74 4.4.1 Leadership development ................................................................................ 74 4.4.2 Continued change management ..................................................................... 75 4.4.3 Key success factors ........................................................................................ 75 4.5 REVIEW STUDY OBJECTIVES ............................................................................ 75 4.5.1 Primary objective achievement ....................................................................... 75 4.5.2 Secondary objective achievement ................................................................... 76 4.6 LIMITATIONS OF THE STUDY ........................................................................... 76 4.7 FUTURE RESEARCH ........................................................................................ 77 4.8 CHAPTER SUMMARY ...................................................................................... 77 REFERENCES ............................................................................................................... 78 APPENDIX A: INTERVIEW SCHEDULE .................................................................... 80 APPENDIX B: INFORMED CONSENT FORM ............................................................ 84 APPENDIX C: INTERVIEW TRANSCRIPTS ................................................................ 85 APPENDIX D: KEYWORD ANALYSIS ....................................................................... 91 APPENDIX E: LANGUAGE EDITOR’S LETTER ......................................................... 103 vi LIST OF TABLES Table 1: Factors affecting optimal leadership style category ............................................ 13 Table 2: The leadership categories and styles ................................................................ 14 Table 3: Forces driving change in organisations .............................................................. 16 Table 4: The four major areas of change in organisations ................................................ 20 Table 5: Nine business improvement methodologies ...................................................... 26 Table 6: Business Process Management implementation problems ................................. 33 Table 7: Business Process Management's key success factors .......................................... 36 Table 9: Key concepts with a frequency rate of 25 and above .......................................... 57 Table 10: Key concepts in context ................................................................................. 59 Table 11: Leadership behaviour, context of key concepts ............................................... 60 Table 12: Leadership behaviour, all concepts ................................................................. 61 Table 13: Departmental management, context of key concepts ...................................... 62 Table 14: Departmental management, all concepts ........................................................ 63 Table 15: Area performance, context of key concepts .................................................... 64 Table 16: Area performance, all concepts ...................................................................... 65 Table 17: Business Process Management implementation, context of key concepts .......... 67 Table 18: Business Process Management implementation, all concepts ........................... 67 Table 19: Business Process Management in practice, context of key concepts .................. 69 Table 20: Business Process Management in practice, all concepts ................................... 69 Table 21: Employee viewpoints, context of key concepts ................................................ 71 Table 22: Employee viewpoints, all concepts ................................................................. 71 vii LIST OF FIGURES Figure 1: The Flamholtz leadership effectiveness framework ........................................... 13 Figure 2: Lewin's three-step model for change ............................................................... 19 Figure 3: Successful change process (Part A) .................................................................. 23 Figure 4: Successful change process (Part B) .................................................................. 24 Figure 5: The essential process management cycle ......................................................... 29 Figure 6: Business Process Management, Leadership & Change Management .................. 39 Figure 7: The data analysis spiral .................................................................................. 50 Figure 9: Graphic representation of Axial coding process ................................................ 53 Figure 10: Gender distribution of interview participants ................................................. 54 Figure 11: Levels of work distribution of interview participants ....................................... 55 Figure 12: Age distribution of interview participants ...................................................... 55 Figure 13: Top 20 high-frequency words in the context of Business Process Management . 56 Figure 14: High-frequency pronouns ............................................................................. 56 Figure 15: Leadership behaviour, key concepts .............................................................. 60 Figure 16: Departmental management, key concepts ..................................................... 62 Figure 17: Area performance, key concepts ................................................................... 64 Figure 18: Business Process Management implementation, key concepts ........................ 66 Figure 19: Business Process Management in practice, key concepts ................................. 68 Figure 20: Employee viewpoints, key concepts .............................................................. 70 viii 1 CHAPTER 1: NATURE AND SCOPE OF THE STUDY 1.1 INTRODUCTION The first chapter of this mini-dissertation introduces the key concepts and focus of the study. It presents the rationale behind the study, problem statement, objectives, and scope of the study. It provides context to the research methodology that was followed and ended with the limitations of this study and a chapter layout. 1.2 BUSINESS PROCESS MANAGEMENT In the context of this paper, Business Process Management is defined as all efforts to analyse and improve the activities of an organisation continuously. This includes activities like manufacturing, marketing, communications, maintenance, and any other major element of an operation. It is a seasoned management discipline that has successfully supported the efficiency and effectiveness of business processes. Business Process Management has two primary antecedents. The first, statistical process control, aims to reduce variation in work performance by measuring outcomes and using statistical techniques to isolate the root causes of poor performance problems that can then be addressed. This statistical improvement methodology is better known as Six Sigma. The second antecedent of Business Process Management is Business Process Re-engineering. This improvement methodology aims to fundamentally re-think and re-design an organisation’s resources to align with strategic business processes to realise significant improvements in cost, quality, service, and speed and ultimately maximising customer value while minimising the consumption of resources (vom Brocke, 2015:131). Business Process Management can add value by aligning an organisation’s strategy and its business processes (Trkman, 2010:131). In support of the above, Vom Brocke (2015:7) argues that organisations can create driven processes that operate at lower cost and higher efficiencies by designing end-to-end processes. Any non-value overheads can be eliminated, and ultimately, organisations can ensure that their processes deliver on commitments and operate consistently at maximum capability. 1 Vom Brocke (2015:7) also mentions Business Process Management as a strategic enabler for organisations to better respond to periods of rapid change. Conventional organisations don’t recognise change until it reflects in their financial statements, and they have no tool or mechanism to respond to such a change in a structured manner. With Business Process Management, change is reflected in the decline of operational performance metrics. The design of such a process is then the tool or mechanism to respond to the change. Additionally, Vom Brocke (2015:8) mentions that many organisations treat improvement initiatives as independent, leading to uncoordinated and conflicting change initiatives. With Business Process Management, all improvement initiatives can be integrated and leveraged by applying the right tool to the right problem. Even with the abovementioned productivity improvement promise, some Business Process Management implementation failures can still be attributed to poor change management. Leaders did not recognise the need for change, maintained a too rigid structure, failed to anticipate employee resistance, or failed to do specific leadership tasks (Sutcliffe, 1999:274- 277). A singular focus on processes and failing to integrate other equally important factors have also been causes for failures (Trkman, 2010:126). 1.3 LEADERSHIP Leadership plays a critically important role in the success or failure of Business Process Management as an improvement methodology (Syed et al., 2016:2; (vom Brocke, 2015:9). The literature review on the concept of leadership regarding Business Process Management indicates that implicit leadership theories make it very difficult to duplicate leadership successes and avoid shortcomings (Macdonald et al., 2018:11). Literature also mentioned that insufficient attention had been given to attempt to explain the type and style of leadership that Business Process Management implementation teams could adopt to improve implementation success. There is a need to understand how leadership manifests within Business Process Management (Syed et al., 2016:9). Business Process Management leadership requires both a directive, top-down approach and a non-directive leadership style when dealing with skilled, independent thinking employees. This creates a conflict for 2 Business Process Management leaders and traditional leadership theories (Sutcliffe, 1999:274). However, it is also clear from the literature review that the Business Process Management leader should be situational in their approach, and be well-balanced between task-oriented leadership and people-oriented leadership (Edward & Mbohwa, 2013:129). 1.4 CHANGE MANAGEMENT External and internal forces drive organisational change. These forces are changing more frequently due to technological breakthroughs, and a company’s survival depends on dealing with these changes (Botha et al., 2020:259). Productivity in mining operations worldwide has declined by as much as 28% during the past decade. This is based on McKinsey’s productivity index research that adjusts for declining ore grades and mine cost inflation. According to McKinsey, there is intense interest in the mining industry to increase output at no additional cost, which means improved productivity (Lala et al., 2015:1). To achieve improved productivity through implementing an improvement methodology, like Business Process Management, will require significant change management capacity and capability. Failing to do proper change management will result in poor implementation of new strategies, re-engineering taking longer and costs spiralling out of control. Furthermore, reactive change and failed change efforts are likely to run into resistance due to the uncertainty it creates (Botha et al., 2020:265). 1.5 RATIONAL FOR THE STUDY South African mining companies are increasingly looking to improve performance through new ways of thinking, implementing innovative management methods and technologies. The major reasons for this are lower commodity prices due to lower demand, increasing costs associated with deeper mines, and strike actions (Lane, 2016). Mining companies that have successfully implemented such new methods like Business Process Management have seen a 22% improvement in productivity and up to 23% decrease in mine cost per ton (Gross, 2020). 3 The researcher has observed that a mining company listed on the Johannesburg Stock Exchange (JSE) has implemented Business Process Management to gain a competitive advantage. There is a delay in implementation. This inductive research intends to try and identify patterns and gain insights into the current leadership from a systems leadership perspective. The study contributes to the leadership literature and could assist in future implementations of Business Process Management. The results of this study serve as a barometer for the company’s perception of the current leadership. The target mining company may address any gaps identified through leadership development and reconfiguring Business Process Management implementations. 1.6 PROBLEM STATEMENT A mining company listed on the JSE have implemented Business Process Management. When implemented correctly at a mine, statistics show that Business Process Management can enable up to a 22% improvement in productivity and up to 23% decrease in mine cost per ton (Gross, 2020). The problem is that 62.5% of the identified company’s departments are late with implementation. It has been observed that the implementation setup and design is identical for all departments, with the leadership at the different departments being the main differentiating factor. The literature review conducted has highlighted leadership as a critical success factor in Business Process Management. Still, that research on the leadership characteristics that can influence the outcomes of a Business Process Management initiative is limited (Syed et al., 2016:9). The researcher, therefore, intends to specifically assess existing perceptions of leadership as a critical success factor from a systems leadership perspective. 4 1.7 OBJECTIVES OF THE STUDY 1.7.1 Primary Objective The primary purpose of this study was to investigate the implementation of Business Process Management at an identified mining company and to answer the following question: • Why is there a delay in the implementation of Business Process Management at the identified mining company department? 1.7.2 Secondary Objectives The secondary objectives that have been derived from the primary objective are: • To identify possible critical issues causing the delay in implementation of Business Process Management • To gain insight into the leadership at the identified department • To gain insight into the work experiences of employees at the identified department 1.8 SCOPE OF THE STUDY Included in the scope of this study are the employees working in the department at the identified mining company where Business Process Management has been rolled out. The study focused on the leadership at this department with specific reference to assessing the leadership regarding Systems Leadership theory. The study was conducted exclusively at the identified mining company in South Africa. 1.9 RESEARCH METHODOLOGY Sources and current research were used to conceptually inform and assist the study in understanding the identified critical concepts relevant to Business Process Management implementation. This also helped the researcher in understanding the primary research objective and secondary objectives. The literature review was done using journals on similar studies, scholarly journal articles, dissertations and books on Business Process Management and leadership. 5 1.10 EMPIRICAL STUDY The empirical research process for the study includes the research design, instrument design, research population, data collection, data storage, and data analysis. 1.10.1 Research design A qualitative phenomenological analysis approach was used to understand why there are delays in the implementation of Business Process Management. A stratified purposive sample was identified from a target population of 149 employees working in a department at a mining company where Business Process Management had been implemented. Data were collected from these participants through semi-structured interviews that allowed for open-ended questions to follow up leads if and when required. 1.10.2 Research instrument design The instrument was developed by the business improvement department of the target mining company. It is based on the theory of Systems Leadership. It is a qualitative semi-structured interview that is structured to gather critical insights from participants. A significant number of questions were open-ended to allow the interviewer to follow up leads in more depth. Participants’ comments were observed and closely related to the six universal values as mentioned in Systems Leadership theory (Macdonald et al., 2018:47). Interview questions were articulated around the six dimensions identified in Systems Leadership Theory: • Leadership behaviours (D1) • Departmental management (D2) • Area performance (D3) • Business Process Management implementation (D4) • Business Process Management in practice (D5) • Employee viewpoints (D6) 1.10.3 Research population & sample population The research population is all the units like people, nations, cities, firms, or things that the researcher wants to investigate. It is important to describe this population accurately so that 6 a representative sample is determined. This will allow the researcher to generalise any findings or results over the whole population (Bryman et al., 2018:168). The target population for this study was the department within the identified mining company (CRITERION 1), where Business Process Management was implemented (CRITERION 2). Due to confidentiality, the names of the business, departments and participants are omitted in this research. It was important for the study sample to consist of senior managers, mid-level managers and production operators. Therefore, a stratified purposive sampling method was adopted to ensure the study sample best represented the target population's characteristics and that conclusions could be drawn on a specific stratum and between different strata (Bryman et al., 2018:174). 1.10.4 Data collection The data collection process consisted of conducting semi-structured interviews with the identified participants as per individually agreed-upon appointments. All interviews were conducted during June and July 2021. Basic transcription rules were followed in transcribing each interview as soon as possible after the interview was conducted. This ensured the validity of the transcription to the original interview and the analysis of the data for research conclusions. 1.10.5 Data storing Each interview was assigned a code such as “Participant 1”. Each interview was recorded on a separate interview sheet labelled with the interview code. As soon as possible after each interview, the interview sheet and additional notes were reviewed. All keywords, phrases, and statements were transcribed to allow the participants' voices to speak. During this data storing phase, care was taken to prevent the data from being prematurely categorised into the researcher’s bias about implementing Business Process Management. A folder was created with sub-divisions for the various interviews. Also, the following hard copy documentation was stored: • Informed consent form (Appendix B) 7 • Interview sheet with space for additional notes (Appendix A) • The transcription of each interview in Word format (Appendix C) 1.10.6 Analysing data Once the data was transcribed and captured on the interview sheets, it had to be coded. To assist the researcher in coding and analysing this high volume of qualitative data software Atlas TI (version 8) was used. Atlas TI is a qualitative data analysis software designed to organise, manage, and analyse textual, visual, and audio/video data. Atlas TI has been used by researchers publishing in top journals such as American Sociological Review and American Journal of Sociology. It is used in research across many disciplines and has a flexible interface to visually manage different types of data (Alvira-Hammond, 2012:3). Of note is that Atlas TI does not analyse the data, and it is a researcher’s tool that supports qualitative data analysis. Important concepts in Atlas TI that needed to be understood were: • PD (Primary document) – For this study, the primary documents were the transcribed interview sheets that were saved in Word format in a specific folder. • HU (Hermeneutic unit) - Everything relevant to a particular project is part of the HU. This includes the primary documents, quotations, codes, conceptual linkages, and memos. • Process - There are two principal modes in Atlas TI: o Textual level - includes activities like segmentation of data files, coding text, image, audio, and video passages, and writing memos. o Conceptual level - focuses on model-building activities such as linking codes to networks The coding that was used in this study was open coding, axial coding, and selective coding. These coding approaches are discussed below and also in Chapter 3 of this document. • Open coding - Initial classification and labelling of concepts. Babby (2016:389) describes open coding as uncovering, naming, and developing key concepts so that the text is opened and the thoughts, ideas, and meanings are exposed. 8 • Axial coding - To analyse the results of open coding to identify the important, general concepts or categories (Babbie, 2016:389). • Selective coding – Building on open and axial coding by identifying the central concepts and elaborating patterns and linkages between categories and theory (Babbie, 2016:389). 1.11 LIMITATIONS OF THE STUDY The study focused on the identified South African mining company listed on the JSE, where the interviews were conducted. The target population and hence the sample are employees from this mining company. It is believed that honest feedback and information was provided for this study. The sample is not representative of all mining companies in South Africa. The interview only covered the perception of leadership from the six dimensions identified in Systems Leadership theory. Reductionism can be argued that this study was conducted from a systems leadership perspective and not leadership in general. The interviews were undertaken only once. No follow up study is planned. The researcher was conducting this study in fulfilment of current studies. Therefore, a cross-sectional research design was followed. 1.12 LAYOUT OF THE STUDY Chapter 1: Orientation and problem statement This chapter introduces the key concepts and focus of the study. It presents the problem statement, objectives, and scope of the study. It provides context to the research methodology followed and ended with the limitations of this study and a chapter layout. Chapter 2: Literature review This chapter reviews the literature associated with the research themes and topics addressed in this mini-dissertation. The chapter reviews leadership, change, business process management, and systems leadership. Chapter 3: Research Methodology This chapter shares the research objectives, research methodology, research population, sampling, instrument design, data collection & storage, ethical considerations that were made, and an analysis of the data. 9 Chapter 4: Conclusions and recommendations This chapter concludes the study by reporting the findings and making recommendations for further studies. The objectives of the study were evaluated on whether they were achieved or not. Future research recommendations are made. 1.13 CHAPTER SUMMARY Mining companies that have successfully implemented improvement initiatives like Business Process Management have seen a 22% improvement in productivity and up to 23% decrease in mine cost per ton (Gross, 2020). A literature review has highlighted leadership as a critical success factor in Business Process Management implementation and sustainability. However, research on the leadership characteristics that can influence the outcomes of a Business Process Management initiative is limited (Syed et al., 2016:9). This study aims to assess the perceptions of leadership, as a critical success factor, from a systems leadership perspective at a department where Business Process Management has been implemented. The study also attempted to determine critical issues that may be contributing to a delay in implementation at the identified department. Data was collected using a qualitative approach to obtain usable data from participants to achieve the study’s primary and secondary objectives. Semi-structured interviews were conducted with a sample of participants identified through a stratified purposive sampling approach. The interviews took place voluntarily, and all information was treated with the appropriate respect and ethical norms. 10 2 CHAPTER 2: LITERATURE REVIEW 2.1 INTRODUCTION Business Process Management, as an improvement initiative, has been an important concept in organisations for many years. However, implementation is challenging (Alibabaei et al., 2017:69). If companies want to survive in today’s challenging business environment, they will have to implement improvement initiatives successfully to gain a competitive advantage. Therefore, the literature review conceptually informs and assists the study in understanding the following identified critical concepts and their relevance to Business Process Management implementations: • Leadership • Change management • Business Process Management 2.2 LEADERSHIP Macdonald et al. (2018:11) argue that many managers’ theories on leadership and how they conduct themselves are based on implicit theories developed over years of trial and error. This approach or lack of structure may seem mysterious and even charismatic, making it difficult to duplicate leadership successes and avoid shortcomings. However, it is stressed that humankind needs these leadership theories, even if they are implicit in nature. Otherwise, we would not be able to predict how others react to us and vice versa. Judged by the volume of available literature on leadership and the many definitions of leadership, it is evident that leadership is a vague concept at best (Botha et al., 2020:329). Some of the definitions for leadership that were researched are discussed in the paragraphs below. Shokane et al. (2004) define leadership as a social influence process. Leadership is defined as a process of influencing employees in pursuit of organisational goals. It is stressed that a leader drives leadership in the way they exert him or herself and strive of the organisation to achieve goals through teamwork and relationships (Shokane et al., 2004). 11 Another definition is that leadership is an act or acts of persuasive influence exercised by a collective, engaging stakeholders in enabling and empowering ways to bring about the desired outcome (Veldsman & Johnson, 2016). A more recent definition is that leadership is an influence process that produces acceptance or commitment from organisational members to willingly participate in courses of action that contribute to the organisation's effectiveness (Botha et al., 2020:329). Similarly, Systems leadership theory describes a leader as a person who can demonstrate and exercise authority and cause a group of people to act in a consort to achieve a purpose (Macdonald et al., 2018:329). A study conducted by Sutcliffe (1999) found that Business Process Management leadership required both a directive, top-down approach when implementing Business Process Management and a non-directive leadership style when dealing with skilled, independent thinking employees. This created a conflict for Business Process Management leaders. However, the study noted that “successful” leaders had characteristics such as charismatic, motivating, and intellectually stimulating. They were inspiring others to go beyond self- interest for a greater purpose. These leaders had the power and knowledge to overcome resistance. To address these shortcomings or conflicts of the traditional leadership theories, when it comes to Business Process Management, Sutcliff (1999:275) utilised the Leadership Effectiveness Framework proposed by Flamholtz. This framework looks at the behaviour of leaders in the tasks they perform, their style and the situational factors in which they operate. This framework is illustrated in Figure 1. 12 Figure 1: The Flamholtz leadership effectiveness framework Source: Amended from (Sutcliffe, 1999:275). Basically, the leadership effectiveness framework considers two types of situational factors, task programmability (the extent to which the task can be specified prior to work) and job autonomy (the extent to which the task can be done without supervision). The leader then chooses the most effective style category for the situation. Sutcliffe’s study confirmed that the more successful leaders’ styles fit better with these situational factors. In other words, effective leadership is the ability to grasp the environment (Edward & Mbohwa, 2013:125). Table 1: Factors affecting optimal leadership style category Potential for job autonomy Task programmability Low High High Directive Interactive Low Interactive Nondirective Source: Amended from (Sutcliffe, 1999:276) The three leadership style categories consist of six leadership styles as listed in the table below: 13 Table 2: The leadership categories and styles Category Style Definition Directive Autocratic Declares what is to be done without explanation Benevolent Declares what is to be done with an explanation autocratic Interactive Consultative Gets opinions before deciding on the plan presented Participative Formulates alternatives with group, then decides Nondirective Consensus All in the group have equal voice in making decisions Laissez-faire Leaves it up to the group to decide what to do Source: Amended from (Sutcliffe, 1999:276). Sutcliffe’s study also confirmed that successful leaders of Business Process Management projects performed their leadership tasks in a reasonably well-balanced manner. According to Flamholtz’s leadership effectiveness framework, these leadership tasks are goal emphasis, task facilitation, interaction facilitation, supportive behaviour, and personnel development. In support of the above work by Sutcliffe, Edward and Mbohwa (2013: 129) argued that a leader needs to find a balance between task-oriented leadership and people-oriented leadership by developing their emotional awareness and social intelligence well as their ability to set goals and manage employee performance. Leaders must communicate what tasks need to be done whilst building trust and understanding and developing employees to align individual needs with organisational needs ultimately. In line with the above argument, a government study showed a strong relationship between positive organisational climate and successful Business Process Management implementation (Daly, 2002:198). 14 In conclusion, a study by Syed et al. (2016) found that multiple literature sources mentioned and confirmed leadership as a critical success factor for Business Process Management. Literature also mentioned that comprehensive systems like Business Process Management are tools for organisational leaders to manage and transform operations (vom Brocke, 2015:9). 2.2.1 Summary of leadership The literature review on the concept of leadership regarding Business Process Management indicates that implicit leadership theories make it very difficult to duplicate leadership successes and avoid shortcomings (Macdonald et al., 2018:11). Business Process Management leadership requires a directive, top-down approach and a non-directive leadership style when dealing with skilled, independent thinking employees. This creates a conflict for Business Process Management leaders and traditional leadership theories (Sutcliffe, 1999:274). The researcher agrees with Macdonald et al. (2018), Shokane (2004), Botha et al. (2020), Veldsman & Johnson (2016) and Syed, et al. (2016) in that leadership is about the influence of others. Additionally, leadership should be consistent with the intention of the leader. In other words, the leadership should be intentional with the purpose to achieve definite outcomes. Another insight is that the effect of the leadership should be to benefit the company and its stakeholders. Finally, employees should follow willingly. It is clear from the literature review that the Business Process Management leader should be situational in their approach and well-balanced between task-oriented leadership and people-oriented leadership (Edward & Mbohwa, 2013:129). The researcher also concludes from Syed et al. (2016) and Vom Brocke (2015) that leadership plays a critically important role in the success or failure of Business Process Management as an improvement methodology. The researcher’s motivation to investigate the implementation of Business Process Management by leadership as a primary construct, is supported by the finding that leadership has an influence on the success or failure of such systems. This requieres further investigation 15 into the nature and characteristics of leadership with regards to Business Process Management (Syed et al., 2016). 2.3 CHANGE MANAGEMENT According to Robbins and Judge (2019:622), change is defined as: “making things different”. Planned change is defined as: “change activities that are intentional and goal-orientated”. Planned change is also defined as: “anticipating future change” (Botha et al., 2020:275). All organisational changes, planned or reactive, are driven by forces. These forces are listed in the table below: Table 3: Forces driving change in organisations Technological Economic and Social forces Political forces Ecological forces forces market forces • New products • More • Demographic • Failure of • Increased demand • Computerisation countries join trends communism and exploitation of of processes the market • Education • Government natural resources • New and faster economy • Health issues ideologies • Increase in waste production • Free trade • Business • Human rights production • New and faster • Global ethics • Employment • Climate change communication competition • Gender and equity act • Possible negative • Information • Free flow of race issues • Labour laws impact of technology capital • Changing genetically modified • Internet • Trade union lifestyle crops on the activities environment International • Increased international cooperation such as Nepad, Commonwealth of Nations, forces European Union (EU) Source: Adapted from (Botha et al., 2020:260). The world is experiencing a higher frequency of changes in these forces, creating pressure in businesses. When the rate of change in these forces is faster than the pace of change inside the organisation, the organisation will run into difficulties. Botha et al. (2020:259) argue that changes will be more prolific in the next decade due to technological breakthroughs that are 16 revolutionising how business is conducted. A good example is Amazon’s plan to use drones for package delivery to revolutionise the online shopping and delivery industry. Botha et al. (2020) mention that reactive change is often hurried and insufficiently planned, and this may lead to change initiative failures. When organisational change initiatives fail, they result in poor implementation of new strategies, re-engineering taking longer and costly, cost-cutting not getting costs under control, and quality initiatives not delivering the expected results (Kotter, 1996:16). Kotter (1996:20), attributed change failures to eight errors: • Allowing too much complacency • Failing to create a powerful enough guiding coalition • Underestimating the power of vision • Under communicating the vision by a factor of 10 • Permitting obstacles to block the new vision • Failing to create short-term wins • Declaring victory too soon • Neglecting to anchor changes firmly in the corporate culture Kotter continued to develop a change model to address the reasons why change initiatives fail. Kotter’s eight-step model expands Lewin’s model, and is based on the eight common errors listed above. This eight-step process is for creating major change and is as follow: • Create a sense of urgency - Help others see the need for change through a bold, aspirational opportunity statement that immediately communicates the importance of acting. • Build a guiding coalition - A volunteer army needs a coalition of effective people – born of its own ranks – to guide it, coordinate it, and communicate its activities. • Form a strategic vision and initiatives - Clarify how the future will be different from the past and how you can make that future a reality through initiatives linked directly to the vision. • Enlist a volunteer army - Large-scale change can only occur when many people rally around a common opportunity. • They must be bought-in and urgent to drive change – moving in the same direction. 17 • Enable action by removing barriers - Removing barriers such as inefficient processes and hierarchies provides the freedom necessary to work across silos and generate real impact. • Generate short-term wins - Wins are the molecules of results. Early and often, they must be recognized, collected, and communicated to track progress and energize volunteers to persist. • Sustain acceleration - Press harder after the first success. Your increasing credibility can improve systems, structures and policies. Be relentless with initiating change after change until the vision is a reality. • Institute change - Articulate the connections between the new behaviours and organisational success, ensuring they continue until they become strong enough to replace old habits. Various change management models to manage change successfully has been cited in the literature. A selection of the latest change models are: • The Nine-Phase Change Process Model – Anderson & Anderson (2001) • The Ten Principles of Coetsee (2002) • The 12-Step Framework – Mento, Jones & Dirndorfer (2002) • The RAND’s Six Steps – Light (2005) • The Integrated Model – Leppitt (2006) • The ADKAR Model of Hiatt (2006) • The Six-Step Model of Cummings & Worley (2009) • The Seven steps in the change process – Botha et al. (2020) Many of the abovementioned change models are based on Kurt Lewin’s change model. He argued that successful change in organisations should follow three stages: Unfreezing the current behaviour, moving to the desired end state, and then refreezing the new change, making it permanent. Lewin’s three-step model for change is illustrated in the figure below. 18 Figure 2: Lewin's three-step model for change Source: Adapted from Robbins & Judge (2019:627). O f particular note is that the refreezing step, also called the implementation phase, is more closely related to success than the other two. This reinforces the notion that refreezing, or implementation, is critical for successful change (Sutcliffe, 1999:274). According to Botha et al. (2020:263), there are four significant change areas in organisations. These four areas are presented in table 4. 19 Table 4: The four major areas of change in organisations Strategy Structure Technology People • Goals • Bureaucracy • Production • Knowledge and • Corporate (levels, span of technology skills strategies control) • Information • Motivation (growth, decline, • Authority technology • Performance corporate (formal, • Systems management combinations) informal) technology • Reward • Functional • Decision-making • Operations allocation strategies (centralised, technology • Behaviour (marketing, decentralised) • Control systems • Culture (beliefs, finance, HR) • Organisational values, • Strategic design (Re- attitudes) redirection engineering, downsizing, restructuring) Source: Adapted from (Botha et al., 2020:263). Botha et al. (2020:265) stress that change efforts often run into resistance. This resistance is due to an emotional reaction resulting from the uncertainty involved. The reasons why people give resistance to change are listed and briefly discussed below: • Threatened self-interest – Managers and employees may fear losing their jobs, status and/or access to resources • Uncertainty – Uncertainly causes inherent aversion to change • Lack of trust and misunderstanding – People will resist change if the change and reasons for change is not fully understood. Most likely, when there is a lack of trust between parties • Different perceptions – perceptions of the cost and benefits of a proposed change depend on what the individuals think the change will mean for them and the organisation 20 • Low tolerance for change – People will resist change because they fear they will not be able to develop the new competencies necessary to perform well • General reasons: o Inertia – Not wanting to change the status quo o Timing – Change may be resisted because of poor timing o Surprise – Resistance can be a reflex reaction to sudden change o Temporary fad – Change perceived simply to impress others and not essential o Peer pressure – Work groups sometimes resist new ideas because of anti- management attitudes Robbins and Judge (2019:625) prescribes eight tactics when dealing with resistance to change: 1. Communication – Communicating a rationale that balances the interests of various stakeholders, formal information sessions decrease employee anxiety 2. Participation – Participation can reduce resistance and increase the quality of the change decision 3. Building support and commitment – Motivate employees and emphasise their commitment to the organisation. Counselling, therapy and new-skills training can assist with employees’ fear and anxiety 4. Develop positive relationships – People are more willing to accept changes if they trust the managers implementing them and see them as legitimate 5. Implementing changes fairly – Making sure change is implemented in a consistent and fair manner 6. Manipulation and co-optation – Covert influence attempts. Creating false rumours or buying off the resistance 7. Selecting people who accept change – Some people are more receptive to change than others. Those with a positive self-concept and high-risk tolerance cope better with change 8. Coercion – Application of direct threats or force on the resisters 21 In dealing with resistance to change in an organisation, Systems leadership theory starts of by re-enforcing the importance and relevance of the six principles of behaviour (Macdonald et al., 2018:47). These six principles are listed below: 1. People need to be able to predict their environment – From the moment one is born he/she observes and classify behaviour through a heuristic process. When predicting becomes difficult, we experience stress and discomfort. 2. People are not machines – This statement is critical to understanding the change process. The common element in all change processes is that people must do things differently. 3. People’s behaviour is based on six universal values – Honest, Trustworthy, Courageous, Respect for human dignity, Fair, and Loving. 4. People form cultures based upon mythologies – We see the world through a lens that refracts what we see onto the continua of shared values. We observe behaviour, and our lens directs that behaviour be seen as fair or unfair, honest or dishonest, loving or unloving. 5. Change is a result of dissonance – Dissonance is an experience where our expectations or predictions are challenged. This dissonance hence results in a new mythology. 6. It’s better to build relationships based on authority rather than power – Authority meaning the exertion of will in the context of mutual acceptance of agreed limits, and power means the exertion of will while breaking one or more limits of authority. Systems leadership theory states that bringing about change and building a new culture is essentially the work of a leader. The leader has three tools he/she must use in the change process: Systems, Symbols and Behaviour (Macdonald et al., 2018:66). These three tools are explained below: • The organisation’s Systems refer to the design and implementation of systems with a constructive and productive purpose. • Symbols – The “currency” of leadership. Examples are badges, insignia, clothing, voice tone etc. These symbols are to signify change or consistency. • Behaviour – Leading by personal example. 22 The organisation's leadership must lead the change process, or it will fail, and the purpose of the change program won’t be achieved. CEOs and COOs cannot be change leaders until they have committed to change themselves. Once they have accepted the need to change, they now need to win every organisation member to accept and focus on the change. Successful change management requires their continued actions as champions and role models of the change (Edward & Mbohwa, 2013:125). Systems leadership theory proposes a 12-step change process that has delivered good results and is illustrated in the figure below: Figure 3: Successful change process (Part A) Source: Adapted from (Macdonald et al., 2018:232) 23 Figure 4: Successful change process (Part B) Source: Adapted from (Macdonald et al., 2018:232) When Macdonald’s 12-step change process is compared to Kotter’s eight-step change model, there are indeed similarities. A comparison between change management models would highlight the following similarities: • All the listed models describe the steps by which changes occur • These models overlay in emphasis on actions to implement change • All these models emphasise the application of behavioural science knowledge, the involvement of organisational members • All these models recognise that any interaction between the consultant and an organisation constitutes an intervention. 2.3.1 Summary of Change management In summarising the concept of change management, it is found that external and internal forces drive organisational change. Due to technological breakthroughs, these forces are changing more frequently, and a company’s survival depends on dealing with these changes (Botha et al., 2020:259). 24 Change management failures result in poor implementation of new strategies, re-engineering taking longer and costs spiralling out of control. Reactive change and failed change efforts are likely to run into resistance due to the uncertainty it creates (Botha et al., 2020:265). There are multiple change models available from the literature, and the four main areas for change are strategy, structures, technology, and people (Botha et al., 2020:263). Change management and resistance to change can be effectively addressed through systems leadership theory principles such as the “Six principles of behaviour” and the “12-step change process” (Macdonald et al., 2018:232). 2.4 BUSINESS PROCESS MANAGEMENT The application of manufacturing management and improvement methodologies in South African mining companies has been researched by Claassen (2016). He, found that the following nine improvement methodologies were implemented at mining companies: Total Quality Management, Six Sigma, Business Process Management, Business Process Re- engineering, Theory of Constraints, Just in Time, Business Restructuring, Cost Saving, and In- house initiatives. These nine improvement methodologies are summarised in the table below. 25 Table 5: Nine business improvement methodologies Method/ TQC/TQM TPS/Lean/J IT BPM BPR TOC Six Sigma criteria Definition Business management Business management Holistic business Fundamental re-thinking Holistic business Business management philosophy and guiding philosophies centred management and design of an management strategy seeking to principles that lays the around the optimisation philosophy aligning all organisation’s resources philosophy whereby at identify and remove foundation for of flow (JIT) and aspects of an to align with strategic least one constraint is causes of defects/errors sustainable business reduction of waste (TPS, organisation with the business processes managed to increase the and minimise variability Lean) in a production needs of customers business’ throughput in manufacturing and system based on and reduce costs business processes customer’s needs Focus Ensure quality in every Smoothed flow (flow Understanding, Redesign the way work Identification, Reduction in variation part of the organisation, and pull perfection) and managing, and is done (functional to exploitation and and optimal design its practices, processes, expended resources to improving business process-driven) and elevation of constraints and products create optimal value processes reduce costs in a value chain/business process Reduction in variation People and/or and subordination of all technology orientated non-constraints to the constraint Desired Highest customer Higher production Business effectiveness Dramatic improvement Increase the rate at 3.4 defects per million satisfaction: focus on levels, lower cost, higher and efficiency, higher in cost, quality, service, which money (make (less variability means outcomes what adds value to the levels of productivity, customer satisfaction, and speed. Maximise money now and in the stable processes, an customer improved product improved product customer value while future) is generated, increase in output and quality, higher customer quality, improved minimising the lower operating improvement in quality) Cost-effective satisfaction, increased product delivery speed consumption of/need expenses and manage operations profitability for resources inventory Continuous organisational improvement 26 Means of Identify and meet Simplify work; focus on End-to-end alignment of Re-engineering of core Increase flow through Measure, analyse, customers’ needs value-adding activities business processes, business processes as a the constraints: improve/re-design and achieving people and technology whole (sub-process control process outcomes Establish a never-ending Smart automation to improve flexibility, optimisation gives Use a pull system characteristics improvement culture (autonomation) stimulate innovation limited benefits) (customer and technological requirements) Quality management Empower employees to Optimal planning, developments Use IT as an enabler and tools (statistical and identify and correct preparation, and design not just for support Buffer management process) quality issues (muri) Optimal scheduling of Stable and predictable Effective use of quality Eliminate variation in CCR processes tools – reduction in quality and volume at variation improve scheduling and Subordinate all activities Strong, passionate quality (statistical operational level (mura) to the needs of the CCR leadership and support quality control) Eliminate waste (muda) Champions to lead and Design products to meet implement change customers’ expectations Lean leadership (Lean Sensei) Effective process management: quality is built into processes Address quality at the source Quality concepts transferred to the suppliers 27 Contribution Shewhart – process Respect for people, Processes as assets Radical improvement Mechanism of focussing Quantification of variability, statistical value stream mapping, enabled/ supported by through business on constraints variation and financial control charts one-piece flow, pull, technology process redesign outcome takt-time (time between Deming – management production unit output, Consider business Organisation structure responsible for the synchronized by processes as a starting change to incorporate quality customer demand) and point for business “Champions” to lead Six Heijunka (a technique to analysis and redesign Sigma implementation Juran, cost of quality achieve even output and fit for purpose flow) Project orientated (fitness for use) approach concepts Feigenbaum – the concept of total quality control Crosby – concept of zero defects and quality is free Ishikawa – cause and effect diagrams and concept of internal customer Taguchi – Taguchi loss function and focus on design quality Source: Adapted from (Claassen, 2016:148). 28 Research showed that 90% of the participating mining companies were specifically implementing Business Process Management. There is a notable awareness in the mining industry of the importance of managing the different business processes (Claassen, 2016:143). Similarly, a case study conducted on a sample of 324 international companies found that Business Process Management was the most comprehensive, well-known, and widely used improvement methodology being implemented at these companies (Skrinjar & Trkman, 2013:49). Business Process Management is considered a holistic management strategy to achieve higher performance outcomes by optimising the business processes in organisations (Syed et al., 2016). Below is a simplified illustration of such a business process management cycle Figure 5: The essential process management cycle Source: Adapted from (vom Brocke, 2015:5). 29 Business Process Management has also been defined as: “all efforts in an organisation to analyse and continually improve fundamental activities such as manufacturing, marketing, communications and other major elements of companies’ operations” (Trkman, 2010:125). Michael Hammer is credited to be the first to propose managing an organisation’s processes as assets in 1990. He argued that outdated processes, workflows, control mechanisms and organisational structures should be obliterated and replaced with newly designed processes and rules. It is only then that dramatic improvements in performance could be expected (Hammer, 1990:1). Business Process Management has two primary antecedents in terms of improvement methodologies: Six Sigma and Business Process Re-engineering (vom Brocke, 2015:4). Vom Brocke (2015:11) summarises the concepts of process management under seven principles: 1. All work is process work 2. Any process is better than no process 3. A good process is better than a bad process 4. One process version is better than many 5. Even a good process must be performed effectively 6. Even a good process can be made better 7. Every good process eventually becomes a bad process Vom Brocke (2015:15) mentions that by implementing Business Process Management, it was found that certain issues became clear that would have to be researched, understood, and addressed if one intended to manage an enterprise around its processes truly. The first of these issues is management structure and responsibility. He states that authority is now given to process owners. Managers who used to manage functions now manage resource pools. Heads of departments take on a much more customer focussed approach in that they now advocate the customer’s needs to the process owners. There are six core elements or key success factors to Business Process Management (vom Brocke, 2015:110). 1. Strategic alignment 2. Governance 30 3. Methods 4. Information technology 5. People 6. Culture The People element is of interest to the researcher, and Vom Brocke (2015:117) continues to describe this success factor as individuals and groups who should continuously improve and apply their process management skills to improve business performance. He states that the People element represents the Business Process Management capabilities that lays in an organisation's human capital. Here, process management leadership is defined as the willingness to lead, take responsibility, and be accountable for the business processes. A study by Trkman (2010:125-134) used a case study approach to identify Business Process Management’s key success factors. The case study made use of three theories (namely the contingency theory, dynamic capabilities, and task-technology fit) and was repeated in 2013 using a sample of 324 companies. This case study identified the following key success factors: • Strategic alignment – Clear vision of what is needed and why. Linking the company strategy to Business Process Management. Management support and involvement. Linking departmental goals with each other and with the core processes. • Performance measurement – Commitment to use process performance results to set future goals or improvement targets and continuously measure process effectiveness. • Organisational changes – Changing to adaptable and responsive structures away from functional structures of specialisation and expertise. • Information systems support – IS that can support the business processes, routing tasks to the appropriate people. IS efforts to be channelled to support customer-oriented business processes, provide relevant information about business process efficiency, and focus on inter-organisational process integration. • Employee training & empowerment – Employees who make decisions independently may result in smoother operations with shorter throughput times to understand the entire process and the inter-process linkages and individual activities. 31 Ravensteyn and Batenburg (2010:492-507) conducted a quantitative survey on the key success factors of Business Process Management, and the following five factors scored the highest with participants: • Communication - Communication throughout the Business Process Management project is crucial for success • Management support – Management support is vital when implementing Business Process Management • People - IT employees, line-management, and process owners to be members of the Business Process Management implementation project team • Governance – Governance to be one of the project goals from the start • Quality – During the implementation of Business Process Management, the quality, control and maintenance of processes is crucial An in-depth analysis of key success factors by studying multiple cases in various industries through a qualitative interview methodology was undertaken by Alibabaei et al. (2007:67-74). Their research found the following key success factors to be similar for all the considered industries: • Human resource • Leadership • Communication • Strategic alignment • Information technology Sutcliffe (1999:274) mentions that most Business Process Management projects fail because of unmet milestones and unplanned, escalating commitment of resources. Sutcliffe (1999:277) attributes the high failure rate of Business Process Management implementations to the following factors: • Employees’ resistance to change • Inadequate attention to employee concerns • Inadequate and inappropriate staffing 32 • Flawed objectives • Inadequate tools for the developers and users • Goals not aligned with strategy • Lack of measurable and attainable goals • Lack of oversight during implementation and follow up phases • Leadership not being committed Change management problems severely impacted the success of Business Process Management implementations with the leadership either not recognising the need for change, maintaining a too rigid structure, and failing to anticipate and plan for employee resistance Grover et al. cited by Sutcliffe (1999:274). According to Sutcliffe (1999:277), certain Business Process Management implementation problems have been associated with leadership failing to do certain tasks. These problems and their associated leadership tasks are listed in the table below. Table 6: Business Process Management implementation problems Problem Task Rationale Change management need GE, TF, IF, SB, PD All the various leadership tasks were not be recognised not consistently and effectively performed Rigid hierarchical structures TF, IF If BPM leader cannot facilitate the in an organisation attainment of necessary resources (TF), and cannot lead the effort in facilitating interaction between the parties involved (IF), then the traditional hierarchical structures will be used instead Leadership unreceptive to GE, IF, SB, PD If leadership do not understand the innovation goals (GE) or how their functions must change (IF and SB) or how their careers are affected (PD) then the leadership may well be unreceptive 33 Failure to anticipate and GE, IF, SB, PD When leadership do not emphasise the plan for organisational goals of BPM (GE), facilitate interactions resistance to change between the stakeholders (IF) to lessen resistance (SB) and/or discuss how careers can be affected by BPM, a failure to anticipate and plan has occurred Lack of alignment between IF When leadership do not facilitate corporate planning and IT communication between corporate planning planning and IT planning, then a lack of alignment may occur (IF) Failure to consider politics IF, SB, PD If leadership do not facilitate of BPM efforts communication with various stakeholders (IF/SB) and do not communicate how various stakeholders’ careers can be affected (PD), then the leader could be failing to consider political realities Uncertainty about BPM time GE When leadership fail to communicate frames the goals effectively, or fail to have specific, measurable goals established, then uncertainty about the time frame can occur Lack of top management GE, TF, IF The team was unable to get the support in BPM efforts resources it needed because the champion did not get top management support. Top management did not support the BPM goals consistently. Communication to top management was not facilitated properly The BPM efforts took too GE, TF If the goals are vague and/or difficult to much time assess (GE), or the needed resources are not acquired (TF), then the efforts can take too much time 34 Failure to build support GE, IF, SB, PD When goals are not communicated from line managers effectively (GE) to line managers. Inadequate communication exists with line managers (IF). Inadequate feedback from managers exists (SB). Line managers are unaware of any effects that BPM can have on their careers (PD). Any can result in leadership failing to build support from line managers GE: Goal emphasis; TF: Task Facilitation; IF: Interaction facilitation; SB: Supportive behaviour; PD: Personnel development Source: Amended from (Sutcliffe, 1999:277). Trkman (2010:126) attributed Business Process Management’s singular focus on processes and not integrating other equally important factors, such as technology, as one of the main causes of Business Process Management failures. 2.4.1 Summary of Business Process Management The researcher concludes that Business Process Management, as an improvement methodology, plays a significant role in South African mining companies as a matured management discipline that has proven successful in improving both efficiency and effectiveness in business processes (Claassen, 2016:139). There is a need to further research and understand the impact on and required management structures and responsibilities regarding Business Process Management (vom Brocke, 2015:201). Multiple studies have attempted to identify Business Process Management’s key success factors, and these factors are summarised in the table below: 35 Table 7: Business Process Management's key success factors (vom Brocke, (Trkman, 2010:125- (Ravesteyn & Batenburg, (Alibabaei et al., 2017:67-76) 2015:110) 134) 2010:492-507) Strategic alignment Strategic alignment Communication Human resource Governance Performance Management support Leadership measurement Methods Organisational People Communication changes Information Information systems Governance Strategic alignment technology support People Employee training & Quality Information technology empowerment Culture Source: author’s own Research shows that Business Process Management implementation failures can be attributed to poor change management. Leadership did not recognise the need for change, maintained a too rigid structure, failed to anticipate employee resistance, or failed to do specific leadership tasks (Sutcliffe, 1999:274-277). A singular focus on processes and failing to integrate other equally important factors have also been causes for failures (Trkman, 2010:126). 2.5 CHAPTER SUMMARY Chapter 2 conceptually informed and assisted the study in understanding Leadership and Change management and their relationship and influence on the successful implementation of Business Process Management. The concept of Business Process Management was discussed as well as its possible key success and failure factors. 36 2.5.1 Leadership The literature review has established a strong connection between leadership and the success of Business Process Management. Leadership plays a critically important role in the success or failure of Business Process Management as an improvement methodology. It is challenging to duplicate leadership successes and avoid shortcomings. Business Process Management leadership requires both a directive, top-down approach and a non-directive leadership style when dealing with skilled, independent thinking employees. This creates a conflict between Business Process Management leaders and traditional leadership theories. The Business Process Management leader should be situational in his/her approach, being well-balanced between task-oriented leadership and people-oriented leadership. The effect of the leadership should be to benefit the company and its stakeholders. The researcher’s motivation to investigate the implementation of Business Process Management by leadership as a primary construct is supported by the findings that leadership has an influence on the success or failure of such systems. This requires further investigation into the nature and characteristics of leadership with regards to Business Process Management There is also a need to further research and understand the impact on and required management structures and responsibilities regarding Business Process Management implementation. 2.5.2 Change management The literature review has established a strong connection between change management and the success of Business Process Management. Change management failures result in poor implementation of new strategies, re-engineering taking longer and costs spiralling out of control. Reactive change and failed change efforts are likely to run into resistance due to the uncertainty it creates. The four main areas for change are strategy, structures, technology, and people. The literature review has also established a connection between change management and leadership in that Business Process Management implementation failures can be attributed to poor change management. Leadership did not recognise the need for change, maintained 37 a too rigid structure, failed to anticipate employee resistance, or failed to do certain leadership tasks. The literature shows that external and internal forces drive organisational change. Due to technological breakthroughs, these forces are changing more frequently, and organisations’ survival depends on dealing effectively with these changes. However, the literature review has identified and listed multiple change models or steps that organisations can implement to deal with change successfully. Change management and resistance to change can be effectively addressed through systems leadership theory principles such as the six principles of behaviour, and the 12-step change process. 2.5.3 Business Process Management The literature review supports the assumption that Business Process Management, as an improvement methodology, plays a significant role in South African mining companies as a matured management discipline that has proven successful in improving both efficiency and effectiveness in business processes. Business Process Management’s key success factors have been identified through the literature review as well. The objectives of this literature review have been met in that it conceptually informs and assists the study in understanding the constructs of Leadership, Change management and Business Process Management. The literature review has indicated relationships between all the constructs, as illustrated in the figure below. 38 Figure 6: Business Process Management, Leadership & Change Management Source: Author’s own Chapter 3 informs the reader of the empirical research that was conducted. 39 3 CHAPTER 3: EMPIRICAL RESEARCH 3.1 INTRODUCTION The previous chapter focussed on the concepts of Leadership, Change, and Business Process Management. This chapter covers the research process that was followed and includes the objectives of the study, research methodology, research paradigm, research and study populations, sampling, research instrument design, ethical considerations, validity and truthfulness, data design, demographic description of the data, and the qualitative analysis results. In this chapter, the researcher intends to demonstrate an understanding of empirical research. A real-life leadership problem observed is explored by gathering data from an insider of this world, choosing a qualitative methodology, because the data resides in the insider’s real-life experiences while being guided by an appropriate meta-science paradigm of phenomenology. 3.2 RESEARCH OBJECTIVES 3.2.1 Primary objective The main purpose of this study was to investigate the implementation of Business Process Management at an identified mining company and to answer the following question: • Why is there a delay in the implementation of Business Process Management at the identified mining company? 3.2.2 Secondary objectives The secondary objectives that have been derived from the primary objective are: • To identify possible patterns causing the delay in implementation from the data obtained in the department that was observed • To gain insight into the perceptions of leadership at the department that was observed • To investigate the implementation success of the department that was observed 40 3.3 RESEARCH METHODOLOGY 3.3.1 Qualitative research The qualitative research method was selected because qualitative interviews are one of the best ways to study behaviour in organisations. After all, it is well suited to the objective of studying human actions from the insider’s perspective. Leadership and strategy are social actions (Babbie, 2016:30). As a new modern approach to leadership and management, the Systems leadership theory was explored through this approach. The interest of this qualitative method approach is on leadership related to and displayed during the implementation of Business Process Management at a mining company listed on the JSE. The qualitative interviews gave deeper insight into existing leadership styles and change issues at this mining company. The qualitative data in this research project was collected data during interviews. 3.3.2 Research paradigm In contrast to natural sciences paradigms that get proven right or wrong, social science paradigms are seldom discarded altogether because each offers a different way of looking at human social life. Paradigms are the fundamental frames or terms of reference we use to organise our observations and reasoning (Babbie, 2016:34). Many regard Husserl as the person who developed phenomenology. He mentioned that phenomenology aims to “return to the concrete” (Groenewald, 2004:4). According to Giorgi, as cited by Groenewald (2004:5), the operative word in phenomenological research is “describe‟. He continues to stress that: “the aim of the researcher is to describe as accurately as possible the phenomenon, refraining from any pre- given framework, but remaining true to the facts”. Hammersley as cited by Groenewald (2004:7) believed that the researcher could not be removed from their own beliefs and that the researcher should not pretend otherwise. The researcher’s epistemological position regarding this study can therefore be formulated as follows: 41 a) Data are contained within the employees’ perspectives of the implementation of Business Process Management, both in a leadership capacity and as participants. b) Because of this position, the researcher engaged with the employees to collect the data. This study intended to gather data regarding participants' perspectives about the phenomenon of implementing Business Process Management and the contribution of leadership. Bryman et al. (2014) saw that social reality has meaning to humans, and hence human action is meaningful. It is the function of the social scientist to access people’s “common sense thinking” and interpret their point of view through their actions and their social world. 3.3.3 Research population The research population is all the relevant people, nations, cities, firms, or things that the researcher wants to investigate. It is important to describe this population accurately so that a representative sample is determined. This will allow the researcher to generalise any findings or results over the whole population (Bryman et al., 2018:168). The target population for this study was the department within the identified mining company (CRITERION 1), where Business Process Management was implemented (CRITERION 2). Due to confidentiality, the names of the business units and departments are omitted in this research. 3.3.4 Sampling Stratified purposive sampling is when there are multiple strata or levels in the population, and each strata sample is determined based on that strata’s size. However, it might also be desirable to have a minimum number of participants in each stratum, to draw conclusions on a specific stratum, which will mean a disproportionate stratified sample (Bryman et al., 2018:174). For this study, the sample consists of senior managers, mid-level managers and production operators, where Business Process Management has been implemented. Hence stratified 42 purposive sampling was implemented. This enabled the study sample best to represent the characteristics of the target population of interest. This meets the requirements of sample adequacy and the objectives of this qualitative study (Krippendorff, 2004:323). 3.3.5 Study population A stratified purposive sample was determined, and semi-structured interviews were conducted with all the identified participants. 3.4 RESEARCH INSTRUMENT DESIGN The instrument was developed by the business improvement department of the target mining company. It is based on the theory of Systems Leadership. It is a qualitative semi-structured interview that is structured to gather critical insights from participants. A significant number of questions were open-ended to allow the interviewer to follow up leads in more depth. Participants’ comments were observed and closely related to the six universal values as mentioned in Systems Leadership theory (Macdonald et al., 2018:47). Interview questions were articulated around the six dimensions identified in Systems Leadership theory. • Leadership behaviour: Refers to the behaviour displayed by leaders – meaning any person in management or supervisory capacity – and how they lead regarding safety and risk. It includes the views and experiences from these participants on whether, for example, safety comes before production. This dimension includes leadership support for Business Process Management and company mission, vision, and values. It also contains perceptions on social and environmental awareness. • Departmental management: This dimension relates to the effectiveness of top-down communication, structures, and behaviours in place and exhibited by departmental leaders. Whether departmental management supports, Business Process Management should be evident in the systems and symbols present at the workplace, relevant management routines and supporting processes like training to improve departmental performance. 43 • Area performance: Incorporates clarity of accountability and authority for the execution of tasks and the effectiveness of resource allocation required for the execution of work. This dimension includes views on tools, equipment and dispatch. They are included in this dimension as a behaviour component as indicated by the concepts of responsibility and ownership displayed by all. Departmental issues also feature in this dimension. • Business Process Management implementation: Refers to the effectiveness of the broader Business Process Management implementation, its process effectiveness and the general exposure to procedures and coaching by management to embed. The concepts of recognition and celebration are included during and because of the successful implementation of the relevant Business Process Management components and an ongoing way to celebrate and recognise employees. • Business Process Management in practice: This dimension assesses the practical elements of Business Process Management like managing of work, execution of task assignments, job cards, tracking of critical KPI’s, as well as the feedback provided to employees. • Employee viewpoints: Capturing the views of employees on any compelling topic, which may include engagement, individual needs, myths and rituals, discipline, values, skills, capabilities and include almost anything that employees frequently talk about or that they would like to bring to the attention of management or have to say about the department. In phenomenology, the interviewer should allow the data to emerge. The interviews were set up to capture detailed descriptions of phenomena and their settings (Babbie, 2016:27). The interviews were designed to meet the following: • Questions were directed to the participants’ experiences, feelings, beliefs, and convictions about the question's theme. • Bracketing – When the inquiry is performed from the perspective of the interviewer. In the proposed study, bracketing meant asking the participants to set aside their experiences about Business Process Management and share their reflections on its value. • Data was to be retrieved on the participants’ think and feel most directly, reflect their inner feelings, and get participants to express their lived experiences freely. The 44 interviewer also bracketed his own preconceptions to enter the individual’s lifeworld and use the self as an experienced interpreter. • Notes (Memoing) – This was the interviewer’s notes and recordings. What the interviewer heard, saw, experienced, and thought during collection and reflecting on the process. It was important to keep an equilibrium among descriptive and reflective notes like intuitions, moods, and impressions (Babbie, 2016:391). All notes were recorded on the interview sheet. 3.5 ETHICAL CONSIDERATION Social research has an ethical norm, and this norm is often born out of the country's political context in which the research is conducted. Developing the skills to become sensitive to the political and ethical dimension of social research is extremely important. Certain general ethical agreements regarding voluntary participation, no harm to participants, anonymity and confidentiality, prevail in social research (Babbie, 2016:62). 3.5.1 Informed consent and permission The regular activities and routines of people get interrupted by participating in research studies, and this interruption can be considered an intrusion more often than not. Social research also requires that personal information and insights be shared with strangers without any personal benefit to the participant. An argument to consider is that if participants in a study were all to be volunteers and anonymous (same kind of participant), then the generalisability of the study could be under threat. Another interesting scenario is with field research that studies social interaction, and this might require that participants be observed unknowingly. For this study, an orientation session was held with the head of the department, who signed an authorisation memo that permitted the research by requesting employees to take part in the interviews. For this study, voluntary participation was guaranteed with the communication of and signing an informed consent form attached as Appendix B. 45 3.5.2 No harm to participants Social research may impact participants psychologically, and participants may be asked to share deviant behaviour, attitudes or face aspects of themselves they wouldn’t normally consider. The impact of participant realisations during and after the study may linger on long after the study is concluded. Data analysis and reporting of data can also be a source of harm (Babbie, 2016:63). For this study, no aspects could be identified that could cause harm to participants. Neither physical nor psychological harm. Hence, the ethical norm of informed consent was followed where an informed consent form was read and signed by the participant before taking part in the research. The concern that the analysis and reporting of data could cause harm was managed by only analysing up to the business unit and department level and not individuals. The norm of being sensitive to, and experienced with avoiding harm, guided the researcher to develop tact in delicate research areas. 3.5.3 Anonymity and confidentiality Protecting the identity of participants is the main concern when considering participants’ well-being and interests. Anonymity is realised when neither researcher nor reader can link a given response to a specific participant. This can be difficult, especially when one wants to track who has completed a survey and who has not. The researcher conducted interviews with participants and can therefore not guarantee anonymity as the identity of participants was known. Confidentiality, in the sense that the researcher promised not to disclose individual participants’ responses publicly, was communicated and guaranteed by the researcher through the informed consent form (See Appendix B). 3.6 VALIDITY AND TRUTHFULNESS Validity and truthfulness are important issues in qualitative research. Different people may develop different understandings from the same content. Creating repeatable data analysis structures is key to reliable content analysis (Krippendorff, 2004). A private company was contracted to conduct all the interviews and transcription requirements to guarantee validity 46 and truthfulness in the study. The two contractors who were assigned for this study are subject matter experts on subjects related to this study. All data were managed and revised by an expert employed by the mining company. Based on this expert’s judgment, the results were acceptable to validate that the units of meaning, clusters, and themes were consistent throughout this study. The use of Atlas TI to support the qualitative data analysis increased the validity of the research by ensuring the accuracy of the findings with the help of network diagrams and the relationships between networks. Atlas TI’s consistent analytical process also increases the reliability and repeatability of the research process. Validity and truthfulness were further achieved through: • Bracketing to understand the views of the participants interviewed • Bracketing during transcription of the interview sheets and notes • Participants received a copy of the interview document to validate that it reflected their views and attitudes regarding the phenomenon that was studied (Babbie, 2016:408) 3.7 DATA DESIGN A qualitative approach was used to understand why there are delays in the implementation of Business Process Management through a phenomenological analysis. A stratified purposive sample was identified from a target population of 149 employees working in a department at a mining company where Business Process Management had been implemented. Data were collected from these participants through semi-structured interviews. 3.7.1 Data collection The potential participants and data sources for this study were all employees of a mining company (CRITERION 1) where Business Process Management has been implemented (CRITERION 2). It was important for the study sample to consist of senior managers, mid-level managers and production operators. Therefore, a stratified purposive sampling method was adopted to ensure the study sample best represented the target population's characteristics and that 47 conclusions could be drawn on a specific stratum and between different strata (Bryman et al., 2018:174). The data collection method took the form of semi-structured interviews that were based on a measuring instrument developed by the business improvement department of the target mining company. The data collection process consisted out of conducting interviews with the identified participants as per individually agreed-upon appointments. 3.7.2 Data storing Each interview was assigned a code, such as “Participant 1”. Each interview was recorded on a separate interview sheet labelled with the interview code. As soon as possible after each interview, the interview sheet and additional notes were reviewed, and all keywords, phrases and statements were transcribed to allow the voices of the participants to speak. During this data storing phase, care was taken to prevent the data from being prematurely categorised into the researcher’s bias about implementing Business Process Management. A file was opened with divisions for the various interviews, and the following hard copy documentation was stored: • Informed consent form (Appendix B) • Interview sheet with space for additional notes (Appendix A) • The transcription of each interview in Word format (Appendix C) 3.7.3 Analysis & interpreting the data The interview data that was collected and stored were analysed with Altas TI qualitative data analysis software while always being guided by Hycner’s five-step explication process as described by Groenewald (2004:17-21). These five steps are discussed below: • Bracketing and phenomenological reduction Considering each participant’s feedback and its meaning. The researcher held no position for or against any points offered. Therefore, the researcher’s meanings and interpretations did 48 not influence the participants. The researcher went through each interview multiple times to become familiar with the words of the participants. • Delineating units of meaning Statements or phases that illuminated the researched phenomenon were extracted and allocated to the appropriate dimension. The researcher was required to delineate these statements while always bracketing his own opinions and views to avoid inappropriate subjective judgements. It was important to consider that the actual meaning of two similar units of meaning might differ in terms of weight or chronology of events. • Clustering of units of meaning to form themes The researcher had to examine the list of units of meaning and extract the essence of meaning within the holistic context. Similar units of meaning were grouped together to form clusters. Multiple clusters with similar meaning were grouped to form central themes that then expressed these clusters' essence. • Summarising each interview, validate and modify The researcher checked to determine if the essence of the interview has been correctly captured by clustering the units of meaning to form themes. 49 • Extracting general and unique themes from all the interviews and making a composite summary As soon as the process in steps 1 to 4 were done for all the interviews, the researcher had to look for common themes among all the interviews. Care was taken not to cluster common themes if significant differences existed as the individual minority voices are important counterpoints regarding the phenomenon researched. The data analysis is concluded by writing a composite summary that must reflect the themes' context. Another qualitative analysis process used in this study is the data analysis spiral proposed by Creswell and Creswell (2018: 185). The researcher moves along analytic circles rather than in a linear approach. The spiral starts at data collection at the top and ultimately finishes at the bottom with the final account of findings (Creswell & Creswell, 2018:185). Evident from the figure below, qualitative data analysis consists of managing and organising the data, reading, and developing ideas, describing codes into themes, developing and assessing interpretations, and representing and visualising the data. Figure 7: The data analysis spiral Source: Amended from (Creswell & Creswell, 2018:186) 50 3.8 CODING, CATEGORIES, AND THEMES A key process in analysing qualitative data is coding. Coding is not only to classify or categorise individual pieces of data but also allows you to retrieve information and materials at a later stage. Three types of coding were used in this study: Open coding, axial coding, and selective coding (Babbie, 2016:389). The three coding types are discussed in greater detail below: 3.8.1 Open coding Initial concepts were classified and labelled. Open coding is described as to uncover, name, and develop key concepts. In that way, the text is opened, and the thoughts, ideas, and meanings are exposed (Babbie, 2016:389). The first step was to break the paragraphs in the transcripts into shorter and meaningful sentences. Some sections contained as many as six to seven different concepts or ideas. These phrases were then coded line-by-line. The second step was to scan these lines for word and phrase repetitions. An example of the word count per dimension that resulted from this initial open coding process is available in Appendix D. This type of coding helped to break the data into pieces that emphasise the actions of each piece. The results of the open coding process are made visual in the figures below, where the words and concepts frequencies are illustrated for all dimensions combined and for each dimension. 51 Figure 8: Words (nouns & pronouns) used during the interviews Source: Atlas TI Report (Hendriks, 2021) The comparative size of the words in the picture above represents the frequency of use by the participants. In the example above, both nouns and pronouns are displayed. Pronouns are usually discarded since they are mostly meaningless on their own. However, what might be meaningful are the reference to “we” and its comparison to “I” and what that could mean (Hendriks, 2021). 3.8.2 Axial coding To analyse the results of open coding to identify the important, general concepts or categories (Babbie, 2016:389). During axial coding, categories are connected to subcategories at the level of properties and dimensions. Axial coding, therefore, identifies the variation in conditions and actions. Words with similar meanings are grouped to form a category, theme or finding. The number of participants who mentioned a specific theme or category may indicate an important feature. It was also important to realise that certain categories related closely to the audience and were therefore significant. During axial coding, the researcher also continuously reviewed the open coding concepts and transcriptions and made any 52 necessary changes before continuing. The figure below best illustrates this axial coding process, as well as the continues back, reference to the original transcriptions and open coding as categories and themes, become clearer: Figure 9: Graphic representation of Axial coding process Source: Amended from (Knaggs, 2018:70) 3.8.3 Selective coding Building on open and axial coding by identifying the central concepts and elaborating patterns and linkages between categories and theory (Babbie, 2016:390). The categories and sub- categories from the open and axial coding are combined to form common themes during the selective coding process. These themes are then summarised into a single descriptive sentence or paragraph. 3.9 DESCRIPTION OF DEMOGRAPHIC DATA The distribution of the demographic data retrieved from the sample of participants is represented graphically in terms of gender, levels of work and age. 53 3.9.1 Gender distribution As can be observed from the chart in the figure below, showing the percentage distribution of male and female participants, nearly a quarter of the participants were female, and just more than three quarters were male. Figure 10: Gender distribution of interview participants 3.9.2 Levels of work The chart in the figure below shows the participants’ organisational appointment with regards to levels of work as prescribed by Systems Leadership theory (Macdonald et al., 2018:101). The 3% of LOW3 is the single participant who is the department head and is considered senior management. The 31% of LOW2, which is regarded as middle management, are typically production managers, section managers & production overseers. As can be seen from the data, 66% of the participants were LOW1. LOW1 can be considered as supervisor and production operator appointments. 54 Figure 11: Levels of work distribution of interview participants 3.9.3 Age distribution The chart in the figure below is a bar chart that shows the age distribution of the participants. Most of the participants were between 31 and 40 years of age, and only two participants were older than 60 years of age. Figure 12: Age distribution of interview participants 55 3.10 RESULTS OF THE QUALITATIVE ANALYSIS 3.10.1 Key concepts combined The figures below indicate the high-frequency words separately displayed as pronouns and nouns. The pronouns are usually disregarded since they are primarily meaningless on their own. However, what might be meaningful is the reference to “we” (frequency = 302) versus “I” (frequency = 104), where “we” correspond with the continuous reference to the word “team”. Figure 13: Top 20 high-frequency words in the context of Business Process Management Figure 14: High-frequency pronouns 56 Note that concepts like work or time are regrouped with aligning concepts as part of the coding process. An example of this is: • Work - Work can be grouped with almost any other concept like work management, workshop, or machine(s). In the following sentence, “the system is commendable, user friendly and has become a way of work”, the essence of the sentence is about “systems” – and in this case “work” was grouped under “system”. • Time - the following statement: “we only live the values when we are here in the mine, but the time we go outside the gates of the mine, we do something totally different”, was grouped under “company values”. The frequency of critical concepts most spoken about or referred to by the participants has essence as they reflect what is viewed as important in the workplace, by considering the highest frequency of a concept (76) and multiplying it by 33.33% (critical mass) = 25. This narrowed the focus to those concepts and responses in each dimension that were frequently mentioned based on the critical mass concept (Hendriks, 2021). The table below lists the key concepts identified per dimension with a frequency rate of 25 and above. Table 8: Key concepts with a frequency rate of 25 and above Key concept Frequency Dimension Safety 76 Leadership behaviour (D1) Company values 38 Leadership behaviour (D1) Leadership 27 Leadership behaviour (D1) Production 26 Leadership behaviour (D1) Supervisors 43 Departmental management (D2) Manager 38 Departmental management (D2) Meetings 33 Departmental management (D2) System 31 Departmental management (D2) Communication 25 Departmental management (D2) 57 Accountability 35 Area performance (D3) Drilling 28 Area performance (D3) Resources 25 Area performance (D3) Business Process Management 20 Business Process Management implementation (D4) Coaching 13 Business Process Management implementation (D4) Recognition 12 Business Process Management implementation (D4) Planning 48 Business Process Management in practice (D5) Feedback 26 Business Process Management in practice (D5) Scheduling 23 Business Process Management in practice (D5) The mine 36 Employee viewpoints (D6) Improvements 33 Employee viewpoints (D6) Engagement 30 Employee viewpoints (D6) The table below illustrates the contexts in which the participants used the above key concepts. The participants were distinctly positive about most concepts. They have affirmative respect for the various safety initiatives that are implemented, and they also have a high appreciation for the mine. The views related to planning and scheduling speak to the Business Process Management in practice dimension. The concerns aired around LOW1 leadership and the number of concerning views on accountability in the Area Performance dimension is noted. The concerning views on improvements are also of interest, considering that Business Process Management is an improvement methodology. 58 Table 9: Key concepts in context Key concept Dimension Encouraging Concerning Moderate Frequency Safety D1 60 14 2 76 Company values D1 24 4 10 38 Leadership D1 14 12 1 27 Supervisors D2 18 24 1 43 Manager D2 32 5 1 38 Meetings D2 26 6 1 33 Accountability D3 17 16 2 35 Drilling D3 14 14 0 28 Resources D3 21 4 0 25 Business Process D4 16 4 0 20 Management Coaching D4 8 3 2 13 Recognition D4 9 2 1 12 Planning D5 35 12 1 48 Feedback D5 20 5 1 26 Scheduling D5 19 3 1 23 The mine D6 31 4 1 36 Improvements D6 13 11 9 33 Engagement D6 23 5 2 30 3.10.2 Leadership behaviour This dimension refers to the behaviour displayed by leaders – meaning any person in management or supervisory capacity – and how they lead regarding safety and risk. It includes leadership support for Business Process Management as well as company mission, vision, and values. It also includes perceptions on social and environmental awareness. As shown in the figure below, the qualitative analysis indicates safety, values, and leadership to be the key concepts regarding leadership in the department. 59 Figure 15: Leadership behaviour, key concepts The two top key concepts of safety and company values are viewed as positive and optimistic. Leadership as a key concept has a balance between encouraging views and concerning views. The concerning views on leadership are mainly focused on the LOW1 leadership in the department. Table 10: Leadership behaviour, context of key concepts Key concept Dimension Encouraging Concerning Moderate Frequency Safety D1 60 14 2 76 Company values D1 24 4 10 38 Leadership D1 14 12 1 27 The table below lists all the concepts that were coded under Dimension 1, Leadership behaviour, in order of frequency of use by participants. 60 Table 11: Leadership behaviour, all concepts Key concept Frequency Safety 76 Company Values (excluding Safety & Accountability) 38 Leadership 27 Production 26 Standards & Procedures 24 Incidents 11 Environmental Awareness 10 Section 189 9 Safe Work Document 9 Vision 9 Policies 8 Covid 8 Social Awareness 8 Risk 4 Mission 4 3.10.3 Departmental management This dimension related to the effectiveness of top-down communication, structures, and behaviours in place and exhibited by departmental leaders. Whether departmental management supports, Business Process Management should be evident in the systems and symbols present at the workplace, relevant management routines and supporting processes like training to improve departmental performance. The figure below indicates the key concepts according to their frequency. 61 Figure 16: Departmental management, key concepts There is a perceived concern from the participants for the LOW1 leadership. The extracts from the interview transcripts mention that LOW1 leaders: • Are not empowered to make calls and to make decisions/mistakes • Feel that management interferes a lot • Needs guidance and assistance • Don't understand their duties and powers. • Are not enough to cover all work areas This concern is illustrated in the table below. Table 12: Departmental management, context of key concepts Key concept Dimension Encouraging Concerning Moderate Frequency Supervisors D2 18 24 1 43 Manager D2 32 5 1 38 Meetings D2 26 6 1 33 The table below lists all the concepts that were coded under Dimension 2, Departmental management, in order of frequency of use by participants. 62 Table 13: Departmental management, all concepts Key concept Frequency Supervisors 43 Manager 38 Meetings 33 Communication 25 Signs 24 Training 24 Systems 20 Performance 16 Symbols 15 Power 15 Reporting 13 Structure 12 Decision making 8 Cost 7 Development 6 3.10.4 Area performance Area performance as a dimension Incorporates clarity of accountability and authority for the execution of tasks and the effectiveness of resource allocation required for the execution of work. This dimension includes views on tools, equipment, and dispatch. This dimension includes a behaviour component (as indicated by the concepts responsibility and ownership). Departmental issues also feature in this dimension. The figure below shows accountability, drilling, and resources as the top three key concepts for area performance from the participants' views. 63 Figure 17: Area performance, key concepts The researcher observed from the table below that the qualitative analysis results indicate an almost equal balance in encouraging and concerning views regarding accountability. This is of significance from an area performance as well as a leadership perspective. Table 14: Area performance, context of key concepts Key concept Dimension Encouraging Concerning Moderate Frequency Accountability D3 17 16 2 35 Drilling D3 14 14 0 28 Resources D3 21 4 0 25 Like the other Dimensions, the table below lists all the concepts that were coded under Dimension 3, Area performance, in order of frequency of use by participants. 64 Table 15: Area performance, all concepts Key concept Frequency Accountability 35 Drilling 28 Resources 25 Issues 22 Operators 22 Shifts 19 Availability 17 Call Centre 13 Maintenance 13 Equipment 12 Tools 11 Machines 11 Area 11 Controls 10 Ownership 9 3.10.5 Business Process Management implementation This Dimension refers to the effectiveness of the broader Business Process Management implementation, its process effectiveness and the general exposure to procedures and coaching by management to embed. The concepts of recognition and celebration are included during and because of the successful implementation of the relevant Business Process Management components and an ongoing way to celebrate and recognise employees. The figure below shows Business Process Management, coaching, and recognition as the top three key concepts. 65 Figure 18: Business Process Management implementation, key concepts The results suggest there to be few concerning views on Business Process Management at the identified department. The table below shows that the feedback and views by participants on Business Process Management are overwhelmingly encouraging. However, when investigating the open coding for this key concept, there are concerning views like: • It is bad because no one follows Business Process Management guidelines • Coaching does not happen often • Recognition is not given • Recognition is not necessarily for Business Process Management compliance but rather for output targets. 66 Table 16: Business Process Management implementation, context of key concepts Key concept Dimension Encouraging Concerning Moderate Frequency Business Process D4 16 4 0 20 Management Coaching D4 8 3 2 13 Recognition D4 9 2 1 12 The table below lists all the concepts that were coded under Dimension 4, Business Process Management implementation, in order of frequency of use by participants. Table 17: Business Process Management implementation, all concepts Key concept Frequency Business Process Management 20 Coaching 13 Recognition 12 Procedures 9 Framework 8 Measures 8 Change 6 Business 4 Strategies 4 Benefit 3 Celebrations 3 Paperwork 3 Quality 2 Efficiency 2 Implementation 1 67 3.10.6 Business Process Management in practice This dimension assesses the practical elements of Business Process Management like managing work, execution of task assignments, job cards, tracking of critical KPI’s, as well as the feedback provided to employees. The figure below indicates the top three key concepts for planning, feedback, and scheduling for this dimension. Figure 19: Business Process Management in practice, key concepts The majority of participants’ views on the dimension of Business Process Management in practice are encouraging. This is illustrated in the table below. The concerning views on this dimension are: • Business Process Management does not yet cover all the mining processes • They override the planned tasks • We are punished and penalised for unplanned work and for being proficient • Currently, there is minimal feedback coming through from people that are executing the tasks, and that makes it difficult to know where you lack behind 68 Table 18: Business Process Management in practice, context of key concepts Key concept Dimension Encouraging Concerning Moderate Frequency Planning D5 35 12 1 48 Feedback D5 20 5 1 26 Scheduling D5 19 3 1 23 The table below lists all the concepts that were coded under Dimension 5, Business Process Management in practice, in order of frequency of use by participants. Table 19: Business Process Management in practice, all concepts Key concept Frequency Planning 48 Feedback 26 Scheduling 23 Managing Work 21 Information 21 Tasks 20 Job Card 16 Call Centre 13 KPI'S 11 Legislative Alignment 10 Empowered 7 Responsibility 5 Adhoc Work 2 Urgent Work 1 69 3.10.7 Employee viewpoints This dimension captures the views of employees on any compelling topic which may include engagement, individual needs, myths and rituals, discipline, values, skills, capabilities and include almost anything that employees frequently talk about or that they would like to bring to the attention of management or have to say about the department. The figure below shows the mine, improvements, and engagements as key concepts based on participants’ views. Figure 20: Employee viewpoints, key concepts The table below draws the researcher’s attention to the relatively high frequency of concerning views on improvements. The transcripts that portray this view are: • Improvement initiatives could be more visible and in-your-face • We need to improve the relationship and effectiveness of cross-functional teams • The mine could be more initiative-driven and less campaign driven 70 Table 20: Employee viewpoints, context of key concepts Key concept Dimension Encouraging Concerning Moderate Frequency The mine D6 31 4 1 36 Improvements D6 13 11 9 33 Engagement D6 23 5 2 30 The table below lists all the concepts that was coded under Dimension 6, Employee viewpoints, in order of frequency of use by participants. Table 21: Employee viewpoints, all concepts Key concept Frequency The mine 36 Improvements 33 Engagement 30 Discipline 11 Feelings 8 Focus 6 Constraint 4 Skill 4 Encourage 3 Experience 3 Future 3 Positive 3 Home 3 Negative 2 3.11 CHAPTER SUMMARY In this chapter, the researcher demonstrated an understanding of empirical research. A real- life problem was identified and observed at a mining department where there was a delay in implementing Business Process Management as an improvement initiative. Therefore, this study intended to gather data about the implementation of Business Process Management and the contribution of leadership to this process. The researcher knew that the data resided in the insiders’ real-life experiences and views in this department and was, therefore, guided by an appropriate qualitative data analysis and a meta-science paradigm of phenomenology. 71 The chapter started by describing the primary and secondary research objectives with the primary objective to find out why there is a delay in implementing Business Process Management at this mining department. The chapter continued to describe the research methodology as qualitative with a phenomenological paradigm. The research population and the criteria used to identify the research population were discussed, and the stratified purposive sampling method was followed. The in-house developed research instrument was discussed as well as its six dimensions that are based on Systems Leadership theory. The chapter then described the ethical considerations followed and consisted of informed consent and permission, no harm to participants, and anonymity & confidentiality. Validity and truthfulness were also proven in this chapter. The data design approach consisting of data collection, storing, and analysing and interpreting the data was discussed in detail. The qualitative data analysis methodology was described and the three types of coding used in this study. Finally, this chapter shared the results of the qualitative analysis by illustrating the frequency of nouns and pronouns used by participants. It lists the top three combined key concepts like safety, company values, and leadership. The further analysis grouped the participants’ views of these key concepts as either encouraging, concerning, or moderate. The key concepts per dimension were discussed, and the researcher started to develop key themes from this analysis that are discussed in Chapter 4. 72 4 CHAPTER 4: CONCLUSIONS & RECOMMENDATIONS 4.1 INTRODUCTION The previous chapter discussed the empirical research process that was followed. It continued to explore the qualitative data analysis processes and concepts that were implemented and ended with a description of the demographic data and the results of the analysis. This chapter starts with a synopsis on the research findings, and the presents the recommendations, reviews the study objectives, and poses the limitations of the study. In this chapter, the implemented phenomenological strategy is displayed by staying true to the descriptions of the participants and by remaining context-specific. The researcher also remains true to the qualitative research approach by leading the reader through the findings and reporting, supporting the discussion with confirmations or contradictions from literature, providing quotations from participants as evidence, and meaning-making through expert insights and interpretations. 4.2 SYNOPSIS OF THE STUDY • Chapter 1 - Introduced the key concepts and focus of the study. It presented the rationale behind the study, problem statement, objectives, and scope of the study. It also provided context to the research methodology that was followed. • Chapter 2 – A literature review on Business Process Management, Leadership and Change was discussed to conceptually inform and assist the study in understanding these critical concepts and their relevance to Business Process Management implementations. • Chapter 3 - The researcher intended to demonstrate an understanding of empirical research by describing the objectives of the study, research methodology, research paradigm, research and study populations, sampling, research instrument design, ethical considerations, validity and truthfulness, data design, demographic description of the data, and the qualitative analysis results. 73 4.3 SYNOPSIS OF THE RESEARCH FINDINGS Several significant views were found regarding the phenomenon of Business Process Management taking longer to implement than intended. The themes that stood out the most were the quality and skill of leadership (specifically at the supervisor level), leadership in the department not taking accountability, an implementation that was not done sufficiently, and feedback not reaching the employees doing the work. The perception existed that leadership was not performing due to a lack of empowerment, top management interference, a lack of skill and understanding, and not enough leaders to be effective. Accountability was a concern because of overlapping responsibilities, a lack of commitment, and a lack of an accountability framework. The perception also existed that Business Process Management implementation was failing because not everyone followed the guidelines, coaching did not happen often, recognition was not given, and output measures were recognised instead of Business Process Management measures. The perception existed that Business Process Management did not yet cover all the mining processes. It penalised employees for being proactive and a lack of compliance feedback to the departmental employees doing the work. However, the encouraging perceptions for Business Process Management were overwhelming. An opposing perspective was encountered where the views were that Business Process Management allowed for clear responsibilities and accountabilities, leaders did indeed report on the correct measures, coaching did happen regularly, and Business Process Management could make the leaders’ job “very easy”. 4.4 RECOMMENDATIONS The study's conclusions indicated a few areas for improvement for this department where Business Process Management was implemented. The following are the recommendations made to the organisation. 4.4.1 Leadership development Participants’ views like: “need to empower supervisors to make calls, and to make decisions/mistakes” and “supervisors don’t understand their duties and powers”, combined 74 with the fact that the most concerning key concept listed by participants was supervisor leadership, suggests that some supervisors lack the skills to lead and need to be developed and coached effectively. It is recommended that the department put leadership development plans, specifically for LOW1 leadership, in place. 4.4.2 Continued change management Even though most participants’ views are optimistic about the implementation of Business Process Management, it is important to remember that training and coaching must be ongoing as people change. New people are brought into the department (Macdonald et al., 2018:230). 4.4.3 Key success factors Future Business Process Management implementation scopes and plans are recommended to consider and ensure compliance to the critical success factors identified in this study. The multiple literature sources on key success factors for implementation success are discussed in Chapter 2 of this study. 4.5 REVIEW STUDY OBJECTIVES The primary and secondary objectives of the study were described in Chapter 3 of this document, and therefore, the study's success is based on achieving these objectives. The qualitative research process and data analysis were focused on achieving these objectives. 4.5.1 Primary objective achievement The primary objective of this study was to find out why there is a delay in the implementation of Business Process Management at the identified mining department. This was achieved as the study revealed the participants’ concerned views on leadership with regards to work execution, a lack of accountability in the department that resulted in poor work approvals, and Business Process Management implementation not sufficiently incorporating the supervisors and operators into certain processes were causes for a delayed implementation. 75 4.5.2 Secondary objective achievement The first secondary objective was to identify possible critical issues causing the delay in implementing Business Process Management. The critical issues for the department, from the perceptions of the participants, can be listed as: • Quality and skill of supervisor leadership • Leaders in the department not taking accountability • Business Process Management’s implementation and scope not sufficiently including lower levels of work The second secondary objective was to gain an insight into the perceptions of the leadership at the department. The leadership perceptions were successfully analysed and reported (see Chapter 3) according to the following six dimensions: • Leadership behaviour • Departmental management • Area performance • Business Process Management implementation • Business Process Management in practice • Employee viewpoints The third secondary objective was to investigate the Business Process Management implementation success in the department, and this was achieved as well. The participants’ views were overwhelmingly encouraging regarding key concepts that indicate a successful implementation: Business Process Management, coaching, recognition, planning, scheduling, and feedback. 4.6 LIMITATIONS OF THE STUDY • The study was limited to a single mining company in South Africa, and the results cannot be generalised to other mining companies, local nor international. • The data collection method was an interview; leadership questionnaires could have enhanced the study in shedding light on the different leadership styles and characteristics. 76 • The study deliberately focussed on Systems Leadership theory; other leadership theories could have been included to avoid reductionism from occurring. 4.7 FUTURE RESEARCH Research should be conducted to try and identify the specific leadership nature, type and characteristics that can be of benefit to Business Process Management initiatives and outcomes. 4.8 CHAPTER SUMMARY In this chapter, the researcher demonstrated an understanding of reporting on qualitative research and analysis. The researcher stayed true to the views of the participants and remained context-specific. The researcher led the reader through the research findings and supported the discussion with confirmations or contradictions from literature. The chapter started by providing a synopsis of the study document so far and continued to communicate the research findings as a synopsis of research findings. The findings were that several significant views were found regarding the phenomenon of Business Process Management taking longer to implement than intended. The themes that stood out the most were: • Quality and skill of leadership • Leadership in the department not taking accountability • The implementation that was not done sufficiently • Feedback not reaching the employees doing the work The chapter continued to recommend leadership training for the department’s leaders, continued change management efforts through coaching and training regarding Business Process Management, and the integration of key success factors identified in the literature into all future implementation efforts. The chapter then continued to describe how the primary and secondary objectives of this study were met and ended with a description of the limitations to this study and recommendations for future research. 77 REFERENCES Alibabaei, A., Badakhshan, P. & Alibabaei, H. 2017. Studying BPM Success Factors Differences in Various Industries. International Journal of Management and Computing Sciences, 7(2017): 68-74. Alvira-Hammond, M. 2012. 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Public Administration Quarterly, 26: 199-217. Edward, L.N. & Mbohwa, C. 2013. The Role of Leadership in Business Process Reengineering “Leaders, do you want to change?” Journal for Information and Knowledge Management, 3: 125-130. Groenewald, T. 2004. A phenomenological research design illustrated. International Journal of Qualitative Methods, 3(1): 1-26. Gross, R. 2020. Intermediate gold producer finds mother lode in operational improvements. https://www.usccg.com/ Date of access: 8 Jul. 2020. Hammer, M. 1990. Don't Automate, Obliterate. Harvard Business Review, 8:104-112. Hendriks, M. 2021. Qualitative data analysis using Atlas Ti8. (Unpublished). Knaggs, C.M. 2018. A Grounded Theory Approach to Understanding the Persistence Issue that Exists for College-Students of Lower-Socio Economic Status. Toledo: The University of Toledo. (Thesis - PhD). Kotter, J.P. 1996. Leading Change. Boston, MA: Harvard Business School. 78 Krippendorff, K. 2004. Content analysis: an introduction to its methodology. 2nd ed. London: Sage. Lala, A., Moyo, M., Rehbach, S. & Sellschop, R. 2015. Productivity in mining operations: Reversing the downward trend. Metals & Mining Practice. https://www.mckinsey.com/ Date of access: 15 March 2021. Lane, A. 2016. Innovation in Mining. Paper delivered at the 2016 Investing in African Mining Indaba conference, Cape Town. https://miningindaba.com/Page/market-intelligence-reports Date of access: 3 March 2021. Macdonald, I., Burke, C. & Stewart, K. 2018. Systems Leadership, Creating Positive Organisations. 2nd ed. New York, NY: Routledge. Ravesteyn, P. & Batenburg, R. 2010. Surveying the critical success factors of BPM-systems implementation. Business Process Management Journal, 16(3): 492-507. Robbins, S.P. & Judge, T.A. 2019. Organisational Behaviour. 18th ed. Essex: Pearson Education. Shokane, M.S., Stanz, K.J. & Slabbert, J.A. 2004. Description of Leadership in South Africa: Organisational context perspective. South African Journal of Human Resource Management, 3(2): 1-6. Skrinjar, R. & Trkman, P. 2013. Increasing process orientation with business process management: Critical practices. International Journal of Information Management, 33: 48-60. Sutcliffe, N. 1999. Leadership behavior and business process reengineering (BPR) outcomes. Journal for Information & Management, 36: 273-286. Syed, R., Bandara, W., French, E. & Stewart, G. 2016. The status of research on leadership in business process management: A call for action. Paper delivered at the 30th Annual Australian New Zealand Academy of Management (ANZAM) Conference, Perth, Australia. https://eprints.qut.edu.au/98771/ Date of access: 11 Feb. 2021. Trkman, P. 2010. The critical success factors of business process management. International Journal of Information Management, 30: 125-134. Veldsman, T.H. & Johnson, A.J. 2016. Leadership : Perspectives from the Front Line. Randburg: KR Publishing. Vom Brocke, J. 2015. Handbook on Business Process Management. In: Bernus, P., Blazewicz, J., Schmidt, G. J. & Shaw, M. J. (eds.) International Handbooks on Information Systems. 2nd ed. New York, NY: Springer. 79 APPENDIX A: INTERVIEW SCHEDULE Thank you for your willingness to participate in this interview as part of my mini- dissertation research. The aim of this study is to assess the perceptions of leadership, as a critical success factor, from a systems leadership perspective at a department where Business Process Management has been implemented. 1. Leadership behaviours related to safety and risk: • Can you tell me what safety is like around here? Can you give me some examples where safety always comes first? Are there examples where production comes first? Why do you think this is the safest place you’ve ever worked? • What is your opinion of the safety task document? • Tell me about the social and environmental awareness of the Business Process Management process which may have improved overall safety awareness, and or reduced standards. • In order of priority, in what ways are the company’s values lived / not lived in the mine? • Can you tell me about the internal /external communication effectiveness and style – safety communications and frequency of briefing. • Can you tell me in what way do leadership promote/ drive the company’s mission, vision, values related to safety? • What can be done better in this company, in order of priority? • Policies and standards: development and compliance “is this applied effectively?” 2. Area Performance: • What are the big issues now? (Managers/Supervisors) • What has been going on here the last three to six months? • Could you give me an example of good leadership? Could you give me an example of poor leadership? • Could you give me an example of how and when you clarify your accountabilities? • How are resources allocated? 80 • What are the problems that you are facing in getting your work done, in order of priority? • How effective is your structure, reporting and feedback from manager and supervisor? • Tell me more about clarity of accountability and authority applied during task assignments – is personal ownership felt? • How does the allocation of resources to support work orders and tasks within the employee’s area happen? 3. Task assignments • What are you meant to be doing in your role as….? • How do you know how you are doing, in other words that your work was done correctly and according to schedule? • Can you help me understand how your work fits into the bigger business strategy of the mining company? • If I ask people what they think about the job cards what will they say? (Management / supervisors)? Why would they say that? • How does the demarcation of work happen in your section? • “Right time allocated and working hours “are we doing work within our scheduled time”? • Legislative framework applied and accountability taken during task assignments? • Does every employee feel empowered and take personal responsibility for task execution? • In order of priority, how could you carry out your role more effectively? 4. Management perceptions • Why do you work for this company, in order of priority? What do you like about working for this company, in order of priority? 81 • If I ask people whether they are coached on the Business Process Management procedures, what would they say? Why would they say that? • If I ask people if they would use the call centre, what would they say? Why would they say that? • Can you give me an example of how and when you contribute to the work process? • What is your future in the company? • How and when does coaching of the Business Process Management principles happen? • How does the signs and symbols on site and on your way to work influence you? • Are there clear systems in place to escalate concerns, raise new work requests and receiving frequent feedback? 5. Business Process Management • What is your view about Business Process Management? Why do you say that? Is this view shared by others in the company? How widespread is this view? • What is your exposure to Business Process Management? • Have you observed any changes since the implementation of business process management and are you frequently updated on any new procedures? • Tell me about process effectiveness in the mine and how you measure it? • How and when do you discuss Business Process management measures? (Management/Supervisors) • Are the measures correctly aligned to the tasks allocated? • Are recognitions celebrated, and achievements towards compliance recognised? • How does the Plant celebrate achievements and recognize compliance to Business Process Management? • Have you seen any benefits from the Business Process Management process? 6. Discipline • What is your observation of team engagement, and leadership behaviours? 82 • What improvements would you suggest that would encourage individual and team ownership of Business Process Management? • In what way is doing all work as per the process specifications and timelines visible and frequently discussed during your meetings, informally and formally? • In order of priority, in what ways are the company values lived/not lived on this mine? • How are capabilities aligned to the tasks allocated in your team? • Individual needs and resources availability • What constraints you from bringing your full discretionary effort to work every day at the mine? • What makes you not to be fully engaged at the mine? 83 APPENDIX B: INFORMED CONSENT FORM Dear Participant RESEARCHER: Petri du Plooy This Informed Consent Statement serves to confirm the following information as it relates to the MBA mini dissertation on Analysing the implementation of Business Process Management at a mining company. • The sole purpose of this study is to obtain information from employees like yourself to determine the leadership perception on the implementation of Business Process Management. • Participation is completely voluntary, and you may opt-out at any time. You may also decide not to answer specific questions. • The procedure to be followed is a qualitative research design, which entails a semi-structured interview. Interview questions will be controlled and prescriptive, but also open ended to allow for deeper understanding. • Basic background information will be asked e.g., your age, gender, job level, and related experience to the topic. • Confidentiality of the data is guaranteed and only the combined results will be used for research and publication purposes. • Any confidential information, not to be published in the final dissertation, should be communicated during the interview. • The duration of the interview is no longer than 90minutes. • If at any point during the interview you should feel uncomfortable, you will be provided with the opportunity to make your discomfort known or have the option to end your participation. I, _____________________ hereby give my consent after having read the above information that my data may be used as stated above. --------------------------------------- ------------- Signature of participant Date 84 APPENDIX C: INTERVIEW TRANSCRIPTS Transcript of Interview: Participant 3 20 July 2021 – 09H00 1. Leadership behaviours related to safety and risk: Can you tell me what safety is like around here? Can you give me some examples where safety always comes first? Are there examples where production comes first? Why do you think this is the safest place you’ve ever worked? COMPLIANCE TO SAFETY FROM MANAGEMENT SIDE IS GOOD HOWEVER, WHEN IT GOES TO SUBORDINATES, PEOPLE TAKE THINGS VERY SIMPLE AND FOR GRANTED. E. G. TRAFFIC MANAGEMENT CONTROL, SOME ROAD SIGNS ARE NOT IN PLACE, WHICH IS MEANT TO BE CRITICAL CONTROLS. AND THE MATTER OF RECTIFYING KEEPS ON BEING POSTPONED. THE MINE IS THE SAFEST PLACE TO WORK FOR, BECAUSE THE MINE CARES FOR PEOPLE, THERE ARE MANY ASPECTS IN PLACE SUCH AS INCENTIVES AND OTHER BENEFITS AS WELL AS THE INVOLVEMENT IN THE COMMUNITY. What is your opinion of the safety task document? IF YOU DO FOLLOW THE SAFETY TASK DOCUMENT PROPERLY, IT ASSIST YOU IN DOING YOUR JOB PROPERLY, YOU ARE ABLE TO SEE WHERE YOU ARE FALLING BEHIND AND WHERE DO YOU NEED TO FOCUS AT. CURRENTLY THERE IS MINIMAL FEEDBACK COMING THROUGH FROM PEOPLE THAT ARE EXECUTING THE TASKS AND THAT MAKES IT DIFFICULT TO KNOW WHERE YOU ARE LACKING BEHIND. Tell me about the social and environmental awareness of the Business Process Management process which may have improved overall safety awareness, and or reduced standards. PEOPLE ARE AWARE BECAUSE THEY REPORT ALL SOCIAL AND ENVIRONMENTAL ISSUES AND THEY GET ATTENDED TO. THIS CAN BE IMPROVED IF WE CAN HAVE MORE ENGAGEMENTS MORE ESPECIALLY FROM THE SAFETY CUSTODIANS, WHICH IS THE SAFETY DEPARTMENT. In order of priority, in what ways are the company’s values lived / not lived in the mine? WE ARE LACKING ON ACCOUNTABILITY AS PEOPLE DON'T WANT TO ACCOUNT AND TAKE RESPONSIBILITY AS THERE IS ALWAYS SOME BLAME SHIFTING. CARE & RESPECT AND INNOVATION ARE FULLY LIVED. SAFETY PEOPLE KNOWS ABOUT SAFETY BUT THEY DON’T WANT TO LIVE THE SAFE WAY. THE PERSON YOU SEE OUTSIDE THE MINE AND THE ONE INSIDE ARE TWO DIFFERENT PEOPLE. SO, WE COMPLY WHILE ARE AT WORK AND REBEL WHEN OUTSIDE. Can you tell me about the internal /external communication effectiveness and style – safety communications and frequency of briefing. WE ARE REALLY GOOD SAFETY COMMUNICATION INSIDE MINE. THE STYLE IS VERY EFFECTIVE HOWEVER IT ONLY ENDS HERE BECAUSE PEOPLE BEHAVE DIFFERENTLY WHEN THEY ARE NOT IN THE MINE. Can you tell me in what way do leadership promote/ drive the company’s mission, vision, values related to safety? 85 WE HAVE BIG SCREENS OUTSIDE MINE, WHICH NOTIFIES PEOPLE ABOUT WHAT IS HAPPENING INSIDE THE MINE WITH REGARDS TO SAFETY. WE HAVE SAFETY MEETINGS THAT ARE HELD ON WEEKLY BASIS, SUCH AS: SHE FORUMS, SAFETY REPS’ MEETINGS. THERE ARE LEADERSHIP VISITS THAT ARE CONDUCTED BY THE MANAGEMENT ON REGULAR BASIS. What can be done better in this company, in order of priority? WE NEED TO HOLD PEOPLE ACCOUNTABLE. IF YOU DON’T COMPLY, YOU NEED TO BE REPRIMANDED. STOP FAVOURITISM, AND TREAT PEOPLE THE SAME. A STRONG MESSAGE SHOULD BE SENT TO SERVICE PROVIDERS & THEY CAN’T EXPEL SOMEONE HERE AT SISHEN AND GO HIRE THE SAME PERSON ELSEWHERE. Policies and standards: development and compliance “is this applied effectively?” WE DON'T APPLY THINGS EFFECTIVELY. WE HANDLE THINGS DIFFERENTLY AND IT DEPENDS ON WHO DOES WHAT. 2. Area Performance: What are the big issues now? (Managers/Supervisors) PEOPLE MANAGEMENT IS CHAOS THERE IS LOT OF ABSENTEEISM. PEOPLE ARE NOT COMING TO WORK AT THEIR OWN WILL, THEY USED TO BEING BAGGED TO COME TO WORK. UNNECESSARY COSTS, ROAD SIGNS ARE BEING REPLACED EVEN IF THEY ARE NOT BADLY DAMAGED. WE PAY SEVERAL TIMES FOR ONE COMPONENT. What has been going on here the last three to six months? HIGH ABSENTEEISM, HIGH COST ON TYRES AND DIESEL. PRODUCTION COMING OUT VERY SLOW. THERE HAS BEEN LOT OF LOW LOADING UNITS. SHORTAGE OF SHOVELS AND BAD BLAST FRAGMENTATIONS WHICH RESULTED IN LONG QUEUING OF TRUCKS AND LONG HAULING DISTANCES. Could you give me an example of good leadership? Could you give me an example of poor leadership? GOOD LEADERSHIP: LISTENING TO PEOPLE AND ALLOWING THEM SPACE TO SHARE IDEAS. BAD LEADERSHIP: NOT LISTENING TO PEOPLE. AS A LEADER, WHEN GIVEN IDEAS, YOU JUST IGNORE THEM AND KEEP ON INSISTING ON YOUR WAY OF DOING THINGS. NOT ALLOWING PEOPLE TO SHARE THEIR IDEAS. THIS LEADS TO RESULTS NOT COMING OUT. Could you give me an example of how and when you clarify your accountabilities? How are resources allocated? WE DON'T CONTROL OUR RESOURCES; WE ONLY MONITOR THE STANDARDS OF OUR EQUIPMENT’S AND CHECK IF THAT ARE ON THE RIGHT ROUTES. THE FLEET MANAGEMENT SYSTEM IS IN CONTROL OF ALLOCATION OF TRUCKS TO THE SHOVELS AS PER THE REQUIREMENT IN THE PIT. What are the problems that you are facing in getting your work done, in order of priority? 86 NOT FOLLOWING THE PLAN. MANAGERS TURN TO FORGET THAT THERE IS A YEAR PLAN. CHANGING A PLAN TOO QUICKLY WHEN THERE IS A SLIP - UP AND DON'T ALLOWING THE A PLAN TO FALL THROUGH. How effective is your structure, reporting and feedback from manager and supervisor? OUR STRUCTURE IS 100 % RIGHT AND I HAVE NO DOUBT ON IT. WE HAVE REGULAR MEETINGS WITH OUR MANAGER AND HE HAS HIS REGULAR MEETINGS WITH THE MINING MANAGER, WHICH HE THEN GIVES FEEDBACK TO US ON REGULAR BASIS. THE PROBLEM IS SUPERVISORS CONVEYING THE MESSAGE TO THE OPERATORS. THEY DON'T WANT TO TAKE RESPONSIBILITY OF THE MESSAGE THEY CONVEY; THEY DIVORCE THEMSELVES JUST THAT THEIR NAMES ARE CLEAR WITH THE PEOPLE THEY LEAD. Tell me more about clarity of accountability and authority applied during task assignments – is personal ownership felt? SOME OF THE SUPERVISORS DO TAKE ACCOUNTABILITY AND FEEL PERSONAL OWNERSHIP, WHILE OTHERS YOU CAN SEE THAT THEY DON’T REALLY TAKE PRIDE ON WHAT THEY ARE DOING. How does the allocation of resources to support work orders and tasks within the employee’s area happen? 3. Task assignments What are you meant to be doing in your role as….? MY ROLE IS TO EXECUTE THE PLAN THAT I GET ON WEEKLY BASIS. I MONITOR HOW THE SUPERVISORS EXECUTE THE PLANS AND GIVE FEEDBACK. DO OVER INSPECTION ON SAFETY, CHECK IF THINGS ARE DONE THE RIGHT WAY AND ACCORDING TO THE PLAN. How do you know how you are doing, in other words that your work was done correctly and according to schedule? THROUGH SHORT INTERVAL CONTROLS. SUPERVISORS GIVES ME AN INDICATION ON HOURLY BASIS. Can you help me understand how your work fits into the bigger business strategy of the mining company? THERE IS A VALUE CHAIN STARTING FROM DRILLING UP UNTIL THE LOADOUT STATION AT THE PLANT. THROUGHOUT THIS CHAIN SUPERVISORS NEEDS GUIDANCE AND ASSISTANCE, SO THAT’S WHERE I FEATURE AS A MINE OVERSEER ACTING AS A LINK BETWEEN SECTION MANAGER & SUPERVISORS. If I ask people what they think about the job cards what will they say? (Management / supervisors)? Why would they say that? JOB CARDS TELLS YOU EXACTLY WHAT YOU NEED TO DO, WHAT DO YOU NEED TO COMPLETE THE TASK AND HOW LONG SHOULD IT TAKE TO COMPLETE THE TASK. How does the demarcation of work happen in your section? WE HAVE ALLOCATED AREAS ON THE MINE. THE FLEET MANAGEMENT SYSTEM ASSIGN TRUCKS AS PER THE AVAILABILITY OF THE SHOVELS. 87 “Right time allocated and working hours “are we doing work within our scheduled time”? WE DON’T HAVE SCHEDULED TIME AT THE TRUCKS SECTION. WE MONITOR SAFETY AND WE LOAD & HAUL AS PER DISPATCH REQUIREMENTS. Legislative framework applied and accountability taken during task assignments? Does every employee feel empowered and take personal responsibility for task execution? In order of priority, how could you carry out your role more effectively? MY ROLE CAN BE MORE EFFECTIVELY IF WE DO A PROPER HANDOVER TO ONE ANOTHER AND DON'T LIE TO ONE ANOTHER, EVEN IF WE FAILED TO DELIVER ON THE TASKS ASSIGNED TO US, DAY AND NIGHT BEING ALLOWED TO WORK WITH ONE SHIFT AS THAT HELPS US TO UNDERSTAND EACH OTHER BETTER IN THE MANNER THAT WE HANDLE THINGS. 4. Management perceptions Why do you work for this company, in order of priority? What do you like about working for this company, in order of priority? IT IS A VERY SAFE COMPANY TO WORK FOR AND IT’S AT THE TOP OF ITS LEVEL SO SAFETY IS SERIOUSLY DRIVEN HERE. RESOURCES THAT WE ARE PROVIDED WITH A TO EXECUTE OUR TASKS ARE TOP CLASS RESOURCES. I DON’T STRUGGLE TO GET WHAT I NEED. YOU HAVE ALL THE SERVICE PROVIDERS AROUND YOU TO ASSIST AT ALL TIMES. If I ask people whether they are coached on the Business Process Management procedures, what would they say? Why would they say that? THEY WILL SAY THEY HAVE BEEN COACHED BECAUSE BUSINESS PROCESS MANAGEMENT FACILITATORS HAD ENGAGEMENT WITH THEM AND THEY STILL ENGAGE WITH THEM ON REGULAR BASIS. If I ask people if they would use the call centre, what would they say? Why would they say that? THAT IS A DEAD PLACE. THIS IS A DUPLICATE OF WHAT THE DISPATCH IS DOING. WE DON’T REALLY GET A JOY FROM THE CALL CENTRE. Can you give me an example of how and when you contribute to the work process? What is your future in the company? WITH THE EXPERIENCE THAT I HAVE I'M PREPARING MYSELF FOR LIFE AFTER WORK IN 4 YEARS. THIS IS A GREAT COMPANY TO WORK FOR AND I SEE MYSELF SHARING AND COACHING PEOPLE WITHIN THIS LAST FOUR YEARS. How and when does coaching of the Business Process Management principles happen? AS MANAGERS WE ATTEND CLASSES ON YEARLY BASIS AS A REFRESHER AND INTRODUCTION OF NEW PROCESSES. BEFORE COVID - 19 OUTBREAK, BUSINESS IMPROVEMENT USED TO USE THE TRAINING SHIFT SESSION TO ENGAGE WITH PEOPLE ON THE SUBJECT. CURRENTLY WITH US AS MANAGERS, THEY SCHEDULE APPOINTMENTS WITH US AT OUR OFFICES AND ENGAGE. 88 How does the signs and symbols on site and on your way to work influence you? ON THE ROAD TO SISHEN MINE, YOU SEE A DIFFERENT WORLD. YOU SEE A MESSAGE THAT SAYS, YOU WILL BE BACK HOME SAFELY BECAUSE OF THE MESSAGE ON THE BOARDS AND THE SCREENS AT THE MAIN ENTRANCE. THEY KEEP ME AWAKE EVERY MINUTE. Are there clear systems in place to escalate concerns, raise new work requests and receiving frequent feedback? YES, THERE IS A SYSTEM IN PLACE. WE USE OUR LAPTOPS/COMPUTERS TO RAISE ANYTHING WITH BUSINESS IMPROVEMENT, PLANNERS & SCHEDULERS. WE HAVE PLANNING MEETINGS EVERY WEEK. 5. Business Process Management What is your view about Business Process Management? Why do you say that? Is this view shared by others in the company? How widespread is this view? BUSINESS PROCESS MANAGEMENT CAN MAKE OUR JOBS VERY EASY. IT IS A GOOD SYSTEM IN PLACE. PEOPLE SHOULD JUST DO WHAT IS EXPECTED OF THEM. WE SHOULD JUST FOLLOW WHAT WE THOUGHT AND STOP MAKING CHANGES ON THE INITIAL PLAN WITHOUT GIVING THE PLAN A CHANCE. WE NEED TO STOP LYING TO THE SYSTEM. What is your exposure to Business Process Management? IN HAULING WE ARE NOT USING IT BUT WE HAVE THE KNOWLEDGE OF IT. Have you observed any changes since the implementation of business process management and are you frequently updated on any new procedures? Tell me about process effectiveness in the mine and how you measure it? IT IS BAD, BECAUSE NO ONE FOLLOWS BUSINESS PROCESS MANAGEMENT. PEOPLE ARE STILL STUCK IN THE OLD WAY OF DOING THINGS. How and when do you discuss Business Process management measures? (Management/Supervisors) Are the measures correctly aligned to the tasks allocated? YES, BECAUSE THEY ARE COMMUNICATED WITH US ON DAILY BASIS WE ALIGN WITH EVERYTHING. Are recognitions celebrated, and achievements towards compliance recognised? YES, THERE IS RECOGNITION BUT IT TAKES LONG BEFORE PEOPLE GET RECOGNISED. IT MUST BE DONE OPENLY, BECAUSE IT CAN ENCOURAGE OTHER PEOPLE TO WANT TO DO BETTER AS WELL How does the mine celebrate achievements and recognize compliance to Business Process Management? Have you seen any benefits from the Business Process Management process? BUSINESS PROCESS MANAGEMENT WAY HAULING ITS NOT DONE AS WE DON’T AT HAVE MUCH TO DO WITH IT. 89 6. Discipline What is your observation of team engagement, and leadership behaviours? VERY STRONG AS WE ENGAGE WITH OUR PEOPLE IN SEVERAL WAYS. WE VISIT THEM AT THEIR CAUCUS IN THE MORNING AND ENGAGE WITH THEM. What improvements would you suggest that would encourage individual and team ownership of Business Process Management? LET’S FOLLOW WHAT BUSINESS PROCESS MANAGEMENT SAY THEN THINGS WILL GET DONE THE RIGHT WAY. In what way is doing all work as per the process specifications and timelines visible and frequently discussed during your meetings, informally and formally? WE DO IT THROUGH WHATSAPP GROUPS, THROUGH CALLING, AND USE THE COMMUNICATION RADIO. WE DO IT DURING MEETINGS WITH SUPERVISORS. In order of priority, in what ways are the company values lived/not lived on this mine? How are capabilities aligned to the tasks allocated in your team? IT IS IMPORTANT TO TAKE CAPABILITIES INTO COGNISANCE. THERE ARE PEOPLE THAT CAN HANDLE DIFFERENT TASK BECAUSE OF THE KNOWLEDGE THEY HAVE. CERTAIN TASKS CAN’T JUST BE ALLOCATED TO RANDOM PEOPLE. Individual needs and resources availability What constraints you from bringing your full discretionary effort to work every day at the mine? I’M CONSTRAINED BY PEOPLE GETTING TOO MUCH INVOLVED IN WHAT I'M TRYING TO DO. I DON’T WANT TO BE MICROMANAGED. What makes you not to be fully engaged at the mine? IF SAFETY AND PRODUCTION ARE RUNNING SMOOTH, IT MOTIVATES ME TO WANT TO BE HERE AND FULLY ENGAGED. 90 APPENDIX D: KEYWORD ANALYSIS Dimension: leadership behaviours still 6 Word Word Count towards 6 safety 49 us 6 people 37 visible 6 work 27 way 6 communication 18 well 6 time 16 will 6 good 15 working 6 management 15 years 6 mine 13 collaboration 5 standards 12 don’t 5 can 11 drive 5 need 11 effective 5 production 11 engage 5 information 10 level 5 values 10 live 5 awareness 9 lived 5 document 9 lot 5 incidents 9 meetings 5 sishen 9 procedures 5 always 8 right 5 first 8 take 5 improvement 8 understand 5 things 8 anglo 4 vision 8 aware 4 accountability 7 big 4 execution 7 comes 4 it’s 7 definitely 4 leadership 7 enough 4 place 7 environment 4 policies 7 improve 4 use 7 innovation 4 care 6 issues 4 caucus 6 job 4 effectively 6 just 4 employees 6 outside 4 environmental 6 process 4 however 6 put 4 much 6 really 4 one 6 safest 4 respect 6 training 4 safe 6 understood 4 social 6 wed 4 91 without 4 managers 3 worked 4 many 3 also 3 maturity 3 app 3 mission 3 applied 3 move 3 away 3 must 3 become 3 new 3 behaviour 3 operator 3 better 3 poor 3 blast 3 pressure 3 boards 3 promote 3 cards 3 related 3 clear 3 room 3 communicate 3 screens 3 company 3 share 3 compliant 3 simple 3 create 3 sometimes 3 daily 3 stop 3 department 3 tasks 3 different 3 terms 3 differently 3 tonnes 3 done 3 used 3 dust 3 value 3 engagement 3 want 3 engagements 3 within 3 especially 3 yes 3 everything 3 zero 3 felt 3 able 2 get 3 access 2 getting 3 accountable 2 go 3 addressed 2 goes 3 allocated 2 great 3 allows 2 guides 3 american 2 happening 3 apply 2 help 3 around 2 ill-discipline 3 assistance 2 inside 3 basis 2 internal 3 behind 2 know 3 best 2 lacking 3 blasting 2 limited 3 block 2 making 3 campaigns 2 92 Dimension: Area operators 4 Performance regular 4 Word Word Count space 4 people 30 taking 4 leadership 17 things 4 good 14 want 4 accountability 12 will 4 work 12 absenteeism 3 section 10 allocated 3 supervisors 10 area 3 us 9 behind 3 bad 8 clarity 3 management 8 control 3 drill 7 covid-19 3 feedback 7 daily 3 manager 7 don’t 3 poor 7 due 3 take 7 effective 3 employees 6 equipment 3 get 6 feel 3 levels 6 hauling 3 plan 6 high 3 give 5 ideas 3 know 5 impact 3 managers 5 information 3 ownership 5 job 3 production 5 kpi’s 3 resources 5 loading 3 responsibility 5 losing 3 allowing 4 lot 3 back 4 make 3 block 4 person 3 certain 4 personal 3 coming 4 problem 3 direct 4 rain 3 enough 4 reports 3 issues 4 resource 3 low 4 someone 3 machines 4 still 3 making 4 task 3 matters 4 times 3 meetings 4 without 3 need 4 93 allocation 2 monitor 2 allow 2 needs 2 also 2 one 2 applying 2 ones 2 assigned 2 operating 2 availability 2 operations 2 based 2 others 2 basis 2 particularly 2 big 2 performance 2 blocks 2 pit 2 booked 2 prep 2 can 2 present 2 capacity 2 problems 2 check 2 process 2 clear 2 put 2 clutter 2 rains 2 component 2 required 2 covid 2 resulted 2 day 2 right 2 dispatch 2 road 2 drilling 2 see 2 easy 2 sequence 2 explosives 2 share 2 fear 2 shift 2 follow 2 shortage 2 foreman 2 shovels 2 given 2 structure 2 gives 2 tasks 2 giving 2 teams 2 goes 2 term 2 it’s 2 trucks 2 just 2 trying 2 kpi's 2 twice 2 leader 2 understand 2 leaders 2 urgency 2 listening 2 way 2 long 2 well 2 maintenance 2 within 2 managing 2 abdicate 1 mentality 2 according 1 message 2 accountabilities 1 mining 2 accountable 1 model 2 achieve 1 94 Dimension: Task Assignments per 4 Word Word count responsibility 4 work 24 set 4 time 16 starts 4 people 14 take 4 safety 13 tasks 4 will 12 use 4 job 10 according 3 cards 9 basis 3 section 9 check 3 supervisors 9 complete 3 chain 8 compliance 3 ensure 8 costs 3 feedback 8 daily 3 mine 8 day 3 value 8 deliver 3 right 7 dispatch 3 yes 7 don’t 3 done 6 equipment 3 give 6 everything 3 lot 6 execute 3 management 6 get 3 manager 6 guidance 3 need 6 human 3 plan 6 level 3 schedule 6 load 3 targets 6 met 3 task 6 one 3 blasting 5 overseers 3 meetings 5 place 3 monitor 5 planned 3 much 5 safe 3 process 5 shifts 3 production 5 short 3 scheduled 5 sishen 3 us 5 things 3 within 5 trucks 3 area 4 another 2 block 4 assigned 2 budget 4 better 2 empowered 4 blocks 2 gives 4 clear 2 issues 4 95 cones 2 still 2 control 2 supervisor 2 development 2 sure 2 drilling 2 systems 2 drills 2 teams 2 due 2 terms 2 effectively 2 understand 2 efficiencies 2 useful 2 employees 2 whole 2 enforce 2 working 2 enough 2 absenteeism 1 entry 2 acces 1 execution 2 act 1 feel 2 acting 1 go 2 actions 1 hauling 2 adding 1 health 2 affects 1 hourly 2 allocated 1 in-terms 2 allow 1 interval 2 allowed 1 it’s 2 allowing 1 kpi's 2 also 1 like 2 always 1 link 2 answers 1 make 2 appreciate 1 manage 2 approvals 1 needs 2 areas 1 order 2 ares 1 ore 2 asking 1 others 2 assessments 1 paperwork 2 assign 1 plant 2 assistance 1 required 2 authorise 1 requirements 2 authorised 1 resourced 2 availability 1 resources 2 available 1 results 2 away 1 role 2 barricades 1 safely 2 based 1 say 2 basically 1 shift 2 behind 1 show 2 beneficiation 1 specific 2 berms 1 96 Dimension: Systems and Symbols family 3 Word Word count future 3 work 15 great 3 company 13 helps 3 call 12 job 3 centre 11 manager 3 people 10 meetings 3 will 10 morning 3 mine 7 need 3 system 7 opportunities 3 yes 7 process 3 safety 6 processes 3 say 6 really 3 use 6 sishen 3 good 5 us 3 place 5 want 3 safe 5 working 3 section 5 always 2 see 5 ample 2 still 5 anglo 2 training 5 anonymously 2 used 5 ask 2 coaching 4 attend 2 get 4 basis 2 help 4 believe 2 however 4 benefits 2 improvement 4 boards 2 know 4 cards 2 management 4 clear 2 managers 4 clutter 2 plan 4 coached 2 takes 4 don’t 2 using 4 drilling 2 years 4 emergency 2 business 3 employees 2 can 3 employer 2 care 3 engagement 2 concerns 3 escalate 2 day 3 give 2 development 3 given 2 engage 3 it’s 2 entrance 3 joy 2 every 3 97 keep 2 available 1 kumba 2 awake 1 log 2 back 1 message 2 beautiful 1 mind 2 better 1 model 2 big 1 neatness 2 bigger 1 new 2 biggest 1 operating 2 blasthing 1 operators 2 blasting 1 opportunity 2 block 1 procedure 2 calls 1 production 2 capacity 1 refresher 2 careof 1 regularly 2 charged 1 report 2 choice 1 resources 2 class 1 road 2 classes 1 says 2 clean 1 schedule 2 cleanliness 1 service 2 colleagues 1 session 2 community 1 set 2 complacent 1 space 2 compliance 1 speak 2 conscious 1 time 2 contribute 1 top 2 contributing 1 urgent 2 correct 1 way 2 couched 1 within 2 country 1 year 2 course 1 able 1 covenant 1 accessible 1 covid 1 active 1 covid–19 1 afforded 1 creates 1 almost 1 culture 1 anything 1 currently 1 appointed 1 daily 1 appointments 1 dead 1 appreciated 1 deficit 1 appropriate 1 definitely 1 around 1 delays 1 assist 1 determine 1 98 Dimension: Business Process Management need 3 Word Word count om 3 work 12 planned 3 daily 8 planning 3 model 8 preparation 3 people 8 section 3 yes 8 still 3 us 7 stop 3 way 7 supervisors 3 good 6 training 3 performance 6 using 3 one 5 view 3 operating 5 aligned 2 process 5 allows 2 recognition 5 anf 2 system 5 become 2 better 4 braai 2 determine 4 can 2 like 4 chain 2 management 4 changing 2 meetings 4 collective 2 mine 4 definitely 2 plan 4 direction 2 shift 4 done 2 started 4 drilling 2 things 4 effectiveness 2 weekly 4 exposed 2 well 4 fortnightly 2 basis 3 get 2 best 3 gifts 2 blasting 3 hauling 2 block 3 helps 2 don’t 3 initial 2 employees 3 in-terms 2 every 3 involved 2 feedback 3 issues 2 given 3 just 2 improvement 3 loading 2 incentives 3 managers 2 long 3 much 2 manager 3 operator 2 meeting 3 mining 3 99 output 2 breaking 1 place 2 breaks 1 plant 2 brilliant 1 provides 2 brought 1 reached 2 calculating 1 recognised 2 caucus 1 recognitions 2 celebrate 1 reports 2 celebrating 1 rules 2 certain 1 safety 2 champion 1 scaling 2 chance 1 schedule 2 changed 1 set 2 changes 1 structure 2 coaching 1 targets 2 cognisance 1 tasks 2 commendable 1 tool 2 communicated 1 updated 2 company 1 value 2 completed 1 whether 2 compliance 1 will 2 control 1 worked 2 correctly 1 accommodative 1 creates 1 accountability 1 currently 1 acting 1 deal 1 added 1 decision 1 adds 1 departments 1 agility 1 different 1 agreement 1 direct 1 align 1 discuss 1 allocated 1 discussions 1 allowed 1 dispatch 1 annual 1 doesnt 1 around 1 drill 1 availability 1 dynamic 1 back 1 e 1 bad 1 easy 1 became 1 effective 1 beginning 1 eg 1 behaviour 1 encourage 1 believe 1 end 1 bottle 1 engagements 1 breakdowns 1 engineering 1 100 Dimension: Discipline based 2 Word Word count best 2 work 15 bring 2 people 11 capabilities 2 can 6 card 2 done 6 chain 2 management 6 competencies 2 need 6 constrains 2 nothing 5 create 2 respect 5 day 2 will 5 document 2 accountability 4 driven 2 care 4 effort 2 collaboration 4 engage 2 engaged 4 engagement 2 full 4 every 2 fully 4 frequently 2 just 4 get 2 meetings 4 go 2 outside 4 good 2 process 4 happens 2 safety 4 i’m 2 available 3 improve 2 execution 3 information 2 feedback 3 innovation 2 give 3 integrity 2 help 3 issues 2 lived 3 job 2 morning 3 lacking 2 number 3 let’s 2 operator 3 look 2 resources 3 looks 2 still 3 lot 2 supervisors 3 make 2 us 3 making 2 value 3 mine 2 want 3 much 2 way 3 needs 2 yes 3 planned 2 accordingly 2 planning 2 adhoc 2 raised 2 align 2 re-assigned 2 availability 2 101 resource 2 challenge 1 start 2 churches 1 structure 2 coached 1 talk 2 cognisance 1 task 2 communication 1 term 2 complete 1 terms 2 compliant 1 time 2 computers 1 today 2 concerned 1 top 2 constant 1 understand 2 constrained 1 use 2 constraining 1 values 2 consulted 1 whether 2 conversations 1 *being 1 cover 1 accountable 1 covid-19 1 ad 1 creating 1 adult 1 currently 1 afford 1 cutting 1 alignment 1 daily 1 allocated 1 decision 1 allocating 1 demotivated 1 allow 1 destructions 1 always 1 different 1 angaged 1 disengaged 1 appoint 1 display 1 appointee 1 distracted 1 assessment 1 don’t 1 attend 1 drive 1 authentic 1 easy 1 automatically 1 efficiency 1 aware 1 eg 1 benchmark 1 employees 1 biggest 1 enforced 1 blocking 1 engaging 1 bottom 1 enough 1 builds 1 ensure 1 calling 1 ensures 1 can’t 1 entire 1 cant 1 excellence 1 cards 1 excluded 1 caucus 1 execute 1 certain 1 expected 1 102 APPENDIX E: LANGUAGE EDITOR’S LETTER 103