1 © SABPP – HRRI (2011) | www.sabpp.co.za RETHINKING ...

Successful organisational restructuring efforts are characterised by transparency, effectivecommunication and consultative decision-making. It is also vital for an organisation to havelong-term goals, in order to set a clear vision for the future. These goals should, however, beclearly communicated to the entire workforce to gain understanding and buy-in among them.The main challenge though is to ensure the feasible implementation of these long-term goalsenvisaged by such a process, and the maintaining thereof by the organisations employees.Change in an organisation can also affect internal and external collaboration, relations andoperational arrangements between role-players internally and externally. It is thereforesignificant to continuously interact and communicate with external stakeholders in order to workout changes to the newly implemented structure. Attention should also be drawn to the internalfunctioning of the organisation, as well as the impact such a process could have on theemployees internally, and the organisations external stakeholders.10 © SABPP – HRRI (2011) | www.sabpp.co.za

REFERENCESBergh, D.D. & Ngah-Kiing Lim,E. 2008. Learning how to restructure: Absorptive capacity andimprovisational views of restructuring actions and performance. Strategic Management Journal,29: 593-616.Chatterjee, S., Harrison, J.S. & Bergh, D.D. 2003. Failed takeover attempts, corporategovernance and refocusing. Strategic Management Journal, 24(1): 87-96.Clearing ABSA confusion about Project Galaxy. 2002. Sasbo News, 24(9), September: 3.Cooper, J. [s.a.]. Organisational Redesign: Helping your business restructure. From:www.odnetwork.org/odnc/Beacon_files/HelpingYourOrganisationRestructure.pdf (accessed 17June 2007).De Vos, A.S., Strydom, H., Fouche , C.B, & Delport, C.S.L. 2002. Research at Grass Roots. Forthe social sciences and human service professions. 2 nd edition. Pretoria: Van Schaik.Elias, S.M. 2007. Employee commitment in times of change: Assessing the importance ofattitudes toward organisational change. Journal of Management, (October: 2).Furnari, J. [s.a.]. Key Concerns When Revitalizing & Restructuring Organisations. From:www.kafconsulting.com/articles/concerns.html (accessed 17 June 2008).Grant, M. G. [s.a.]. Organisational restructuring within the Royal Dutch/Shell group. From:http://www.blackwellpublishing.com/grant/docs/07Shell.pdf (accessed 2 July 2008).Johnson, R.A. 1994. Police organisational design and structure. From:http://findarticles.com/p/articles/mi_m2194/is_n6_v63/ai_15704701/print (accessed 3 May2008).Kaplan, S. & Weisbach, M.S. 1992. The success of acquisitions: evidence from divestitures.Journal of Finance, 47: 107-139.Ogbonna, E. & Harris, L.C. 2003. Innovative organisational structures and performance. A casestudy of structural transformation to groovy community centres. Journal of OrganisationalChange Management, 16(5): 512-533.Organisation and change: performance 2007/08. 2008. From:http://www.vodafone.com/start/responsibility/employees/Organisation__change/orga...(accessed 2 July 2008).Dr Johan van Graan is a Senior Lecturer in Forensic Investigations in the Department of PolicePractice at the University of South Africa. His doctoral dissertation was about organisationalrestructuring, and he previously worked for the South African Police Services. He can becontacted on vgraajg@unisa.ac.za11 © SABPP – HRRI (2011) | www.sabpp.co.za