This thesis is a manifestation of efforts to integrate FM into the development process through a greater involvement of Facilities Managers in the property development industry. It also presents an original contribution to knowledge in a form of a validated best practice, which is identified as the facilities management-development process (FM-DP) integration framework. The framework potentially serves as a guide to Facilities Managers and other professionals in various organisations in the property development industry to optimise the value of Facilities Management (FM) in the development project and to achieve sustainable development. The study was conducted as an exploratory sequential mixed methods design in order to identify the issues that limit Facilities Managers from being involved in the property development industry, when they are known to be an appropriate professional to optimise the value of FM in the development process. Qualitative approach has been used as a core component of this research in order to obtain confirmation of the critical issues obtained from the literature review. To develop the framework, a survey questionnaire was used followed by relevant statistical procedure and analysis. To ensure validation, a member-checking approach was implemented through focus group interview. The validated framework reveals that there are 52 best practices to be considered by Facilities Managers or other professionals in the property development industry to optimise the role of FM in the development process for sustainable development. In addition, the framework discovers that best practices are required in all stages of the development process. Nevertheless, Stage 4: Technical Design is crucial, as it requires most of the best practices that drive the integration of FM into the development process. The framework demonstrates a ‘killing two birds with one stone’ strategy: (i) exploiting the framework is expected to increase the profile of FM among other professionals, (ii) encouraging a greater involvement of Facilities Managers in the property development industry, which (iii) leads the project to a sustainable development agenda.

The purpose of this study was to explore the subjective experiences of participants who had completed a fast-track management development programme (FMPD) for hospital managers. The participants in this study were part of a targeted or single-identity group FMDP in a private hospital group in South Africa. Single-identity group management development programmes target women and minorities, and are designed to equip them to fulfil more senior roles. These programmes were introduced by some South African companies in response to the Employment Act 55 of 1998 to ensure that all population groups are represented across occupational levels, including senior management. This study sought to gain insight of the participants’ perceptions of the programme and its effectiveness. Qualitative, semi-structured interviews were conducted with the participants. The sample consisted of six managers (four men and two women). The developer of the programme was also interviewed. The findings indicate that all of the participants believed there is a need for these types of programmes because of South Africa’s history. However, the interviews also surfaced concerns about the structure of the programme and the stigmatisation associated with being in a single-identity programme. The results suggest a number of theoretical and practical implications for the use of single-identity management development programmes. / Dissertation (MCom)--University of Pretoria, 2012. / Human Resource Management / unrestricted

Thesis (MPH.) -- University of Limpopo, 2016. / The South African government has introduced PMDS as a tool to monitor and manage the performances of departments, institutions, teams and individuals in order to improve service delivery, and to counteract the legacy of poor performance. In order for the government to achieve this goal, PMDS implementers must be equipped with adequate knowledge and skills which will enable them to implement the system correctly, in compliance with the standards and procedures laid down in the government PMDS policy. The aim of the study was to determine the knowledge and practices of PMDS of supervisors who are tasked with the responsibility to supervise their subordinates. Methods A cross sectional descriptive quantitative study was carried out in the Greater Tzaneen Primary Health Care facilities. A total of 117 participants comprising of professional nurses, operational managers and assistant managers completed the questionnaires. These comprised largely of close-ended questions and some open- ended questions. Analysis of data was done using statistical software, SPSS 22.0 version and results were interpreted. Results Generally all the respondents had average (65.8%) understanding of the PMDS processes including the purpose and their roles as supervisors. However, a gap exists between the theoretical knowledge and the actual ability to practise PMDS which was found to be around 52%. There are areas of weakness that still need attention: unavailability of PMDS guidelines, lack of training of both supervisors and employees. Lastly, the nature of challenges which the respondents reported regarding PMDS implementation signifies that there might be underlying problems with PMDS which were not covered by this study, and these challenges, by far outweigh their confident knowledge and ability to practise PMDS. v Conclusion To improve the knowledge and ability to supervise PMDS, the following recommendations were brought forth: proper induction of all PMDS supervisors and periodic in-service training, PMDS policy manuals as a source of reference to be made available in the facility and all supervisors to be orientated how to use them.

This paper seeks to examine the practices of food store chain organizations in the North Texas area regarding the development of store management personnel.

This study examined how managers develop in response to 360-degree feedback, to discover why some change more deeply than the skills the feedback addresses. The study describes influences that lead some to develop a new perspective on their work, even on themselves, while others change only skill. The purpose was to deeply examine, using qualitative research methods, the experience of 360-degree feedback in a management development program. While other studies have approached isolating variables under experimental conditions or quantifying incremental changes, this one directly examines the experience of a few managers in order to describe and connect certain processes. This study describes how the processes work as the managers change over time to greater and lesser degrees. The study gathered in-depth interview data from 15 participants in a management development program, in a design that captured the experience of ten at 3 and 8 months after Profilor feedback, and five others at 22 months after feedback. Of these, five were selected as exemplary cases, and their data were examined using a constant comparative method to develop process descriptions across cases over 10,000 lines of text. These process descriptions answered the research questions "what influences lead to acceptance or deflection of feedback?" "what influences the change decision process, especially for deep versus superficial change?" and "what influences deep and lasting change?" Additionally, other organizational, relationship, and individual variables emerged and are described. Within the bounds of this study, those who started a developmental dialog with direct reports or peers experienced the deepest and most resilient change. Source credibility in feedback givers was essential for acceptance of the feedback, and, when missing, led to both deflection of the feedback and a worsening relationship. Organizational turmoil minimized the effect of the feedback. While this study did not measure adult cognitive development stage, some who engaged in developmental dialog broadened their perspective beyond dualism and came to challenge their assumptions, suggesting that 360-degree feedback can go beyond skill-building and be effective as a means to establish a developmental dialog. / Ed. D.

No / In recent years, management training development has secured an increasingly important place in the life of the business managers. After the peace agreement, to find a solution for the apparent lack of managerial strength, many management-training programmes (MTPs), of an off-the-job nature, have been established in the Palestinian Territories. The main objective of this paper is to explore the obstacles and weaknesses facing MTPs for business managers' development. The paper achieves this objective by dividing the identified weaknesses into four broad categories, namely, MTPs weaknesses, obstacles specific to the Palestine situation, and trainers' and managers' weaknesses. The primary data has been generated through a survey of the SME managers who have participated in MTPs in Palestine. To demonstrate the effects of MTPs on small businesses, different but relevant sets of variables were employed and subjected to statistical analysis. It is concluded that although there are major obstacles and weaknesses facing the development of SME managers, the findings, however, can be used to enhance the effectiveness of the future MTPs and indeed the performance of SMEs as a result. They also firmly point to the need for further management development in Palestine.

No / Despite the purported advantages of electronic HRM (e-HRM) in assisting strategic decision making, few organisations appear to fully capitalise on e-HRM. This article explores the mediating role of power and politics on the levels of e-HRM utilisation in the German and Irish subsidiaries of a US multinational corporation (MNC). The research comprised 25 in-depth interviews with 15 key stakeholders in the case study firm. Key findings highlight that e-HRM adaptation in MNC subsidiaries is affected by the institutional contexts within which the organisation operates, as well as a set of micro-political and power relationships within the broader political structure of the MNC and as such are capable of curbing a multinational’s capacity to disseminate human resource including e-HRM practices from the country of origin to its subsidiaries. In particular, resource power derived from strategic capabilities may be employed by subsidiary actors to shape the manner in which e-HRM is utilised. / This article was supported by the Institute of Technology Carlow (Ireland) Research, Development and Innovation Support Fund.

Presented master thesis deals with topics regarding developing activities and developing process. Preface defines terms used in developing environment and in related activities. Following part proposes a design of developing company structure and describes members of a project team. This thesis also describes partial activities leading toward execution of developing project in all its phases. Following part defines factors contributing to the projects progress. Risk analysis and risk mitigation activities are also described. Furthermore, a description of a typical company is presented along with its needs for office area. To conclude with, design of property management is described with emphasis on management within the project.

Presented master thesis deals with topics regarding developing activities and developing process. Preface defines terms used in developing environment and in related activities. Following part proposes a design of developing company structure and describes members of a project team. This thesis also describes partial activities leading toward execution of developing project in all its phases. Following part defines factors contributing to the projects progress. Risk analysis and risk mitigation activities are also described. Furthermore, a description of a typical company is presented along with its needs for office area. To conclude with, design of property management is described with emphasis on management within the project.

<p>In today’s tough business environment the need for good and efficient leaders are becoming more and more important. The businesses are in constant change, the world is more unpredictable and the competences of the employees are much greater today, which also calls for a new type of leader, a leader who not only is authoritarian, but also possesses soft skills. In this environment where there is this greater focus on leaders, leadership developments have emerged and increased in number over the last ten to twenty years. They try to develop leaders in all domains of their life, both professional and personal and the model we work with in this paper is Total Leadership, this model implies that you try to accomplish being a better leader throughout your whole life as a leader, to be whole, genuine and innovative, no matter career or position in life. The purpose with this essay is to investigate the outcome of leadership developments and see whether or not these leaders feel that they have become more efficient leaders. This was done by a qualitative research where we interviewed twelve leaders who had undergone a leadership development at a leadership development company called GestaltPartner. We reached the conclusions that all informants have had great value of the development and feel that they have reached a greater personal development that also reflects on their professional skills that in the end makes them more efficient leaders.</p>