Information and Knowledge Management using ArcGIS ModelBuilder

Magdeline Mashilo and Tiko Iyamu
According to Donaldson et al. (2004:608), an organisation that aligned to fit its structure to its
contingencies will enhance performance compared to organisations that are out of fit.
3. Data analysis
Structure
Similar to the rest of the world, higher institutions of learning in South Africa follow the same
organisational structure. The case studied, Cheetah University of Technology (CUT), was divided into
two main categories, which constitute academics and non-academics. It is managed by the vice
Chancellor (VC), who was assisted by Deputy Vice Chancellors (DVCs). The academic staff were
responsible for teaching and learning, while non-academic rendered support to the services provided
by the university.
The non-academic division was further divided into sections and sub-sections, and each was
managed by senior managers and directors. The reporting hierarchy of the university includes top
management and middle management. One of the employees explained this as follows:
We have the main administration, with specialized departments such as students’ bursaries, and
students’ accounts, not including general enquiries. My department is under students’ recruitment and
retention and advisors.
Employees within the university that were on different hierarchical levels included directors,
managers, professors, lecturers, secretaries and administrators. The role of the academic staff role
was to increase the success rate and research outputs of the university by teaching and mentoring
students to achieve their goals.
Among other things, the staffs (such as directors, managers, professors, lecturers, secretaries and
administrators) were expected to transfer their skills to their sub-ordinates, in order to improve on their
efficiency and to provide excellent services to their clients as well as recruitment of skilled personnel.
The behaviour of management has an impact on how processes were carried out in the institution
including decision making that affects employees’ progress, processes and activities. One of the
senior administrators expressed himself as follows:
Amongst employees in my department there are no challenges because everybody stands for each
other. We are four in the department, and if someone is not available you won’t even notice that we
are short staff. We can speak both Afrikaans and English to be able to assist all races.
The structure of the university allows for a clear flow of information where students were not supposed
to be challenged when searching for information. One stop (most of the information relating to the
university is found at the enquiry desk) service enables employees to provide relevant information at a
central point. Crucial information was disseminated in different ways to employees and students. A
respondent stated:
They’ve the notice board that is accessible by everybody and they write down who’s not there and
their duties so that all of us can take note in case you need to assist in that section. The structure
allows them to communicate very closely.
The structure of some departments was influenced by a racial divide. All decisions were made in
favour of, and along racial lines and affiliations. Sharing of acquired knowledge presented a
challenge. This was attributed to lack of relationships and meaningful communication. This was
frustrating, affected and derailed productive in the environment. Working conditions became
unpleasant and employees’ performance was compromised in favour of racial allegiance.
Most of the challenges were racial. As an employee working closely with academics you were
suppose to go to the department and introduce yourself and some of the academics won’t accept you.
The situation was intimidating; when you make appointment they will say that they’re busy.
In some cases it was very difficult to initiate or embark on projects where all services were controlled
by whites who had occupied those positions for long period and they were not willing to delegate.
Strategy
343