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1 – 1 of 1Caren Scheepers, Marius Oosthuizen and Dean Retief
Organisational Development, Organisational Behaviour, Leadership Change.
Abstract
Subject area
Organisational Development, Organisational Behaviour, Leadership Change.
Study level/applicability
Master of Business Administration, postgraduate studies, middle or senior managers on open programmes.
Case overview
The case focuses on the dilemma that Douglas Lines, Nedbank’s Divisional Executive for Strategic Business Unit, South Africa, faced when a new sense of urgency was required to cultivate a culture of collaboration in Nedbank to overcome their silo-mentality.
Expected learning outcomes
Examine the current and recommend the preferred culture of Nedbank to enable collaboration; critically analyse and evaluate the suitability of the current structure recommend restructuring; insight into how contextual leadership contributes to collaboration in organisations; present judgement of strategies in initiating and enhancing collaboration to overcome silo-mentality.
Supplementary materials
A DVD is available with link and password. Teaching Plan and slides are available. The four learning outcomes are posed as questions for groups to discuss and model answers are provided as well as linking them to relevant literature.
Subject code
CSS 7: Management Science.
Details