Year: 2006
Type: report
Abstract: One of Kumba Resources’ strategic objectives is to create a high performance culture amongst \nits employees. The Hay-group identified through worldwide studies that leadership style has a \n70% influence on organisational culture, which in turn explains a 28% increase in revenues and \nprofits. In view of the fact that leadership can have a positive influence on the bottom line it was \nidentified as one of the key drivers to enhance performance. Thabazimbi iron ore mine \nimplemented this leadership model to impact on the culture to move towards a ‘high \nperformance’ culture. Thabazimbi developed an organisational culture model that is aligned to \nthe foundational values (caring, accountability, fairness, integrity and respect) of Kumba \nResources. Thabazimbi is in the process of building a strong organisational culture by creating \nan environment for its employees to perform in. The latest Organisational Culture Assessment \nthat was conducted during November 2005 indicates that Thabazimbi’s culture is a ‘moderate \nhigh performance’ culture.
Author: Gerhard Brand
Language: English
Subfield: Strategy and Management
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W1490535447