The hypothesis of this research was that Personal and Professional Leadership Individual Facilitation (PPLIF) could help people with problems or who are in difficult situations to deal with the problems they are experiencing. The main aim and objective of this research was to describe the nature and importance of PPLIF and suggest the possible contribution, it could make as a new concept in the Personal and Professional Leadership (PPL) field. The qualitative research methodology used in the research includes general, hermeneutic and descriptive strategies. The research methods used include a word and concept analysis, a literature study, and problem defining and critical analysis in order to clarify concepts central to the research. Case studies were also made to clarify the application of PPLIF to the problems experienced by participants from diverse backgrounds. PPLIF can be defined as a holistic leadership guide that helps an individual to grow in order to achieve his full potential. PPLIF is a facilitative approach. It presents a radical new method for addressing an individual's problems by obtaining information, developing new perspectives and therefore resolving problems that are deep-rooted in a person. PPLIF aims at a positive outcome and works with the here and now to change the future for the better. PPLIF is a structured conversation that is more facilitative than prescriptive and involves the support and encouragement of the client. PPLIF does not “solve” but tries to help to review options or choices. It uses informal facilitation to keep the client focused on the objectives of the session to clarify misunderstandings and support the person to solve problems themselves by achieving their goals. PPLIF consist of four stages: connecting, understanding, deciding and executing. These stages are designed and developed to increase personal, xiii interpersonal and professional growth strategies, which could lead to progressively higher forms of responsible independence and effective decision making. PPLIF aims to align the client with his/her goals. The PPLIF practitioner systematically develops the skills and leadership abilities of the client and helps the client realise where he wants to go. A PPLIF practitioner surveys the problem or situation by asking questions. The PPLIF practitioner tries to equip clients with the tools, knowledge and opportunities they need to develop themselves and to become successful. PPLIF’s clients are encouraged to take responsibility for their own learning outcomes. PPLIF focuses on personal development and mastery, and could guide and support a client in situations where, for example, they have to cope with change, set goals, develop action plans, progress in careers, enhance self-esteem and restore a holistic life balance. PPLIF could thus enable people to gain greater control over their lives, which in turn will create a sense of meaning. The research concludes by indicating that PPLIF can make a valuable contribution to supporting people with problems in their lives. / Prof. DPJ Smith

M.A. (M.W.) / Large companies regard the presentation of programs as very important. It is necessary so that more cost effective social work services could be given to the employees of the organizations. The evaluation of programs is an aspect that does not receive enough attention. It can enable the facilitator to improve future presentations and to make these more applicable to the client system, which in this case consists of supervisors of Telkom SA ...

According to the latest Education Statistics Report published by the Department of Basic Education in March 2013, there were 12 680 829 learners and students in the basic education system in 2011, who attended 30 992 education institutions and were served by 441 128 educators. The vision of the Department of Basic Education is of a South Africa in which all our people have access to lifelong learning and education and training, which will, in turn, contribute towards improving the quality of life. Ultimately this will influence the building of a peaceful, prosperous and democratic South Africa. The emphasis is on excellence. Therefore maintaining high standards of performance and professionalism is a national imperative. However, this has not always been the case in terms of performance. For more than a decade we have witnessed dismal results in literacy and numeracy. This was accompanied by a low throughput rate. Despite the poor matric, literacy and numeracy results in South Africa as well as the low throughput rate, no teacher has been formally charged for poor performance in the last two decades. South Africa’s education budget is regarded as one of the highest in the developing world. Since 1993 the education budget has also grown substantially. South Africa’s education expenditure on education has grown from R30 billion in 1994/05 to R101 billion in 2007/08. Spending on education grew even further from R207 billion in 2012/13 to a projected R236 billion in 2014/15. Additional allocations of R18.8 billion over the medium term are accommodated, including equalisation of learner subsidies for no-fee schools and expanded access to grade R.6 Over the rest of the medium-term-expenditure framework (MTEF),7 spending on education, sport and culture will amount to R233 billion in 2013/14. The investment in education has not yet yielded the desired results and the outcome of education is not in keeping with the substantial input. This crisis in education is one of the major challenges facing Government, Administrators, educators, parents and children of today. According to Spaull,9 the South African government spends the equivalent of $1225 (R12440.26)10 per child on primary education, yet accomplishes less than the government of Kenya which spends only the equivalent of $258 (R2620.80)11 per child. Various reasons such as poverty, management, leadership, imbalances of the past, two unequal education systems, poor management, training and development, non-accountability, role of government and unions, have been identified for the poor state of our education system. However, what is noticeably absent and hardly mentioned in any of the position papers, is that not a single teacher has been held accountable and dismissed for incapacity for the poor performance in the education sector. Unfortunately, there is no record in any of the provincial education departments’ annual reports that a teacher has been dismissed or at least placed on a formal programme of incapacity for poor performance. Therefore, we have to ask the question: “Are we getting value for money?".

Public sector management has, through the years, been characterised by a hierarchical system whereby red tape and bureaucracy were the order of the day. Towards the latter part of the apartheid era, management had complete autonomy in the functioning of the human resource management, financial management, operations and so on, of government organisations. Top management, and to a large extent middle management, in most governmental departments comprised predominantly people classified as White. With the launch of the New Democratic Government in 1994, new legislation in the form of the Labour Relations Act of 1995, the Basic Conditions of Employment Act of 1997 and the Employment Equity Act 55 of 1998, was instituted. This transformation heralded an about-turn and rethink by government about policies and strategies governing employees and the workplace; for example, the Labour Relations Act of 1995 restricts the concept of unfair labour practices by employers. The employee’s interest was considered in the new legislation, and is currently part of employee wellbeing programmes initiated by government and incorporated into work schedules. In addition, government has launched strategies such as “Batho Pele” (put people first) and “a home for all” (a Western Cape Provincial Government initiative to improve the image of government) to improve service delivery to communities. The above-mentioned political and legislative changes increasingly required a shift from an autocratic to a team-orientated leadership style and from an exclusively task-orientated to a people-orientated organisational culture. The study explored whether management styles, organisational culture, job satisfaction and job performance have changed in the Provincial Government Western Cape (PGWC) after the advent of democracy in South Africa in 1994. The specific research questions that were pursued included (i) has there been a shift from autocratic to a team-orientated management style in the PGWC?, (ii) has there been a shift from a task-orientated to a people-orientated v organisational culture in the PGWC?, (iii) what were the levels of job satisfaction among the employees, and (iv) how did these changes (if any) in organisational culture, management styles and job satisfaction impact the perceived job performance of these employees. The sample consisted of 100 managers selected from various departments in the PGWC. The empirical results indicated that there has been a shift to a team-orientated management style; that there has not been a shift from a task-orientated to a people-orientated organisational culture; that the perceived levels of job satisfaction and job performance levels are high; and that job satisfaction, especially as it relates to a challenging job content and job fit (in terms of personality, ability and skills), was the main determinant of the perceived job performance of the managers in the PGWC. The managerial implications of these empirical results are discussed and recommendations are proposed on the grounds of these discussions.

Skills transfer to Municipal employees is lacking due to management delays in acknowledging and understanding its importance to the affected employees. These result in poor work performance and services delivery to the communities. In the research design the Job Performance in any organisation is expected to be releasing good results or outcomes. Employees expect to be recognised in their work they perform. The employers’ responsibility is to ensure that the employee’s interests are taken care of reasonably. Scarce skill is a very important aspect in the career of specialised skilled employees and expectations are very high in this kind of environment. Globally the scarce skill is one of the aspects that is encouraged that organisations should take cognisance of. When staff is recruited and works for the Municipality it is vital that they are retained and capacitated through trainings. The employees that have worked for the Municipality a longer period should or must at least transfer those skills for the preparation of the succession planning and continuity in the organisation. The data was collected in a form of a questionnaire where respondents indicated their responses based on the questions formulated to measure their job performance, scarce skills, retention of staff, recruitment and selection, on-the-job training for skills transfer and training in relevant field. The data collected was analysed and presented in the form of tables and percentages. The study has revealed that the clear strategies recommended are essential in the personal development of employees through training, recognition inthe institution by way of remuneration or awards and ensuring to retain staff for a longer period for succession planning in a municipal environment.

This thesis is about management, leadership a differences among them. This thesis also describes reasons why I should be a good leader and how I can improve leadership skills. Practical part is about development of leadership skills based on results from employees' surveys. Recommended results are: group and individual trainings.

M.A. (Business Management) / With the raise of competition in the Gabonese health industry and increased costs, most health service providers in Gabon have become under pressure to deliver good service quality. This also relates to the military hospital in Libreville in Gabon striving to provide adequate health services to its patients. The cost for hospitals to attract patients through several means such as providing good service quality has become crucial. Patient loyalty and retention can have an important financial advantage for a hospital, thus it has become essential for hospitals to create a sustaining relationship with their patients. The question of assessing service quality presents itself. This study investigated service quality at a military hospital in Libreville in Gabon. It was the objective of this study to establish if there is a difference in how patients rate doctors and nurses on the service quality dimensions. This research was quantitative and descriptive in nature. Theory relating to service quality and patient satisfaction was provided. The population for the study consisted of patients who were at least 18 years old, males and females, who have experienced medical services and stayed over at the military hospital for at least one night. A self administered questionnaire was designed based on the theoretical literature illustrated in the study. The questionnaire assessed various elements that were identified through the literature review. The questionnaire was based on a set of statements linked to the literature theory, and a 7-point Likert scale which enabled respondents to choose from seven different alternatives ranging from strongly disagree to strongly agree. A number of statistical analysis techniques were undertaken to achieve the objectives of the study, such as factor analysis. The conclusion and findings of the research assisted in explaining the objectives of the study and the results of the statistical analysis were found to reject the hypotheses that there is no significant difference in how patients rate the reliability, responsiveness, assurance and empathy of doctors and nurses and to reject the hypothesis that patients do not have a positive perception of the tangible aspects of a military hospital in Libreville, Gabon. In terms of the doctors’ services, patients felt a need for more privacy in terms of the confidentiality of their treatment, a need for more individual attention, a need to be heard, and to trust doctors. Therefore such needs could be addressed through improved compassion, communication and understanding of doctors during the diagnosis of the problem. The feeling expressed was that doctors should pay more attention to patients’ problems and share with them their experience. Doctors at the military hospital should develop more work ethic where patients’ records and cases should never be discussed with anyone without patients’ permission. The military hospital should employ highly trained and qualified doctors to address the trust issue with patients. Lastly, consultation time may need to be reviewed to add some extra time to better address patients’ needs during their consultation with doctors. In terms of the services delivered by nurses towards patients, the latter were of the opinion that there was a need for more individual attention from nurses. Such individual attention could include greater information sharing when a patient is treated, friendlier communication to install greater trust and respect. Such needs could be addressed through improved patience, compassion and understanding by nurses during their dealings with patients. Nurses should also develop more work ethic regarding patients’ records, and cases should never be discussed with anyone without their permission. Officials in the hospital should hire highly trained and qualified nurses to address the issue of trust in patients and consultation time may need to be reviewed to add some extra time to better address patients’ needs during their dealings with nurses.

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.

Diploma thesis focus on employee’s benefits in use. The goal is analysis of current situ-ation motivation’s system and formulate proposals for the management of the company Plastika a.s. The proposals will be used to improve satisfaction and hinger work motiva-tion of employees. For primary data collection were used questionnaires. Based on the results of the suggested changes to the current incentive system and improvement of provided employees benefits.

The effects of training in halo reduction on cognitively complex and noncomplex individuals were studied. Three main hypotheses were tested: 1) There would be a significant negative relationship between cognitive complexity and halo. 2) Training would significantly reduce halo. 3) Training would significantly reduce the amount of halo in the ratings of cognitively noncomplex individuals, but not in the ratings of complex individuals. Forty undergraduate students were given a cognitive complexity test, and high and low complexity groups were identified. Subjects were randomly assigned to either the Training or the No-Training condition. The training groups participated in a lecture-discussion session aimed at rating improvement. The No-Training groups worked on a Sentence-Completion exercise. All subjects viewed a videotaped discussion and rated two discussion participants. The relationship between halo and complexity was not significant for either of the rates; however, for one rate, the results were in the expected negative direction (the product moment correlation coefficient between the rating variance and complexity was .3987, .05