Thesis (Ph. D.)--West Virginia University, 2006. / Title from document title page. Document formatted into pages; contains vii, 215 p. : ill. (some col.). Includes abstract. Includes bibliographical references (p. 207-215).

Thesis (M. Div.)--Emmanuel School of Religion, Johnson City, Tennessee, 2001. / Vita. Includes bibliographical references (leaves 93-97).

Thesis (M.C.S.)--Regent College, 1988. / Abstract. Includes bibliographical references (leaves [116-119]).

Thesis (M.A.)--Bowling Green State University, 2007. / Document formatted into pages; contains viii, 91 p. Includes bibliographical references.

D.Cur. (Nursing) / The phenomenal political changes that have taken place in South Africa during the past three years have had a ripple effect on the health services of the country. Trade unionism, although they had been active in many spheres, entered the hospitals with great vengeance leaving many services crippled. Problems could not be solved according to the old, now obsolete rules of the game as these were no longer acceptable to the health care workers. New and different approaches had to be found to deal with this upheaval that was affecting patient care. The researcher realised that the nursing service manager, especially in the public sector, was in no way equipped to handle the crisis. Legal limitations aggravated the situation as there was no third party intervention that could try and find a solution to the dissatisfaction of the staff. The result was that the nursing service manager had to cope with the situation as best as she was able to, while still trying to manage the nursing care of the patients and the upheaval in the personnel corps. In addition to this, the nursing service manager, by enlarge, still had the viewpoint that conflict was a disturbing element that had to be removed. Limited studies have been done in the field and there were no guidelines to enlighten the nursing service manager. It became evident to the researcher that research into conflict management of a nursing service was necessary. Existing models and theories on conflict were reviewed to glean knowledge for the proposed study.

The management of conflict has long been of concern to social scientists, urban planners and community-minded citizens. While differing mechanisms of managing ethno-national or ethno-linguistic tensions exist, few studies advance our understanding of how conflicts are actually managed – in other words, the study of ethnic peace. In this study I draw on the experiences of two differing examples of ethnic peace: Belfast and Brussels in the expectation that other contested cities such as Kirkuk, Jerusalem, Nicosia or Mostar, who may one day consider power-sharing as a form of governance, may learn from what have been categorised as sites of successful power-sharing. While there are few studies of ethnic peace, fewer studies again seek to understand the role of the elite level bureaucrat in sustaining this peace. This dissertation fills this gap in the literature, investigating the politician-bureaucrat relationship within the contested urban environment of two differing mechanisms of consociationalism. The dissertation ascertains the extent of discretion available to the bureaucratic elite and further, through determining core beliefs of interviewees, establishes how this discretion is employed. Methodologically, the dissertation draws on a multi-method approach, consisting of semi-structured interviews and a method well established in Psychology but relative new to Political Science: Q Methodology. The empirical findings show that the bureaucratic elite influence the conflict management process. While bureaucrats are found to share a number of core governance beliefs, a number of categories of association can also be identified. These categories are not based on a primary identity, but a secondary learned identity. The findings therefore also propose that a professional or societal attachment can supersede a primary attachment within the public administration of a contested society. In a number of instances, bureaucrats are found to actively represent these secondary learned attachments over their primary identities. The findings define bureaucratic activity in two instances of ethnic peace, as well as contributing to the literature on active representation. Moreover, it is suggested that the role of the bureaucrat in the conflict management process requires much more scholarly attention if political level power-sharing agreements are to be sustainable.

Submitted in partial fulfilment of the requirements for the degree of MASTER OF EDUCATION in the department of EDUCATIONAL PlANNING AND ADMINISTRATION at the UNIVERSITY OF ZULULAND, 1994. / In this dissertation conflict is accepted to refer to divergent perceptions about a situation or issue. These perceptions which are inevitable have both; (i) the potential of promoting disordelines, ineffectiveness and inefficiency; and (ii) the potential for promoting order, effectiveness and efficiency. Conflict may have costs or benefits. The importance of conflict management as a management function should be appreciated against the background of what conflict is capable of contributing for and/or against the school. Conflict management in this dissertation therefore means a process or resolving excessive conflict without discouraging a reasonable sharing of different ideas for the best result. It refers to controlling the amount of conflict required for the school to perform in an orderly manner, efficiently and effectively. It is against this background that the rearcher embarked upon this study. He had observed that in secondary schools conflict seem to be always unproductive, for example boycott of classes, vandalism, violence on school premises, etc. These instances of conflict result in poor performance, high drop-out rate, withdrawal of parents from school matters, demotivation and non effective functioning of the school. The researcher purpoted to describe the secondary school principal's perception of conflict as it influences their perception of conflict management. He assumed that these principals perceived conflict negatively and they consequently perceived conflict management as conflict resolution. Research revealed that 51% of the principals actually perceived conflict negatively, that is, as a bad element that brings about chaos in the school, and consequently 53% actually perceived conflict management as conflict resolution. The researcher conceded that the perception of conflict does not always influence the perception of conflict management, for example the number of principals that perceived conflict management as conflict resolution dropped by 4% from those that perceived conflict negatively. Factors like qualification, school enrolment and actual experiences of conflict were also found to be influential in the perception of conflict and its management. The researcher concluded that secondary school principals in the Natal Region perceived conflict negatively and as a result they perceive conflict management as conflict resolution. He then identified a need for further education and training of school principals in the aspect of conflict management. Principals need to appreciate that conflict is not only inevitable but infact necessary for ensuring the development of the school and improving the quality of its service. If conflict is less than moderate it should be stimulated. Excessive conflict is dangerous for the school. It promotes disorder which results in inefficiency and ineffictiveness. If it is more than moderate it should be resolved.

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Thesis (D. Min.)--Emmanuel School of Religion, 2004. / Vita. Includes bibliographical references (leaves 215-219).