Thesis (MTech( Public Management))--Cape Peninsula University of Technology, 2012 / The main objective of the study is to determine whether there is a lacuna in service delivery. Communities experience unacceptably high levels of crime and this study will determine whether the Cape Town Metropolitan Police Department provides adequate levels of service to combat such crime and whether the selfsame Cape Town Metropolitan Police Department contributes to a safe and secure environment.The study focuses on performance management within the public sector as it relates to service delivery. Service delivery in this instance is discussed from the premise of the Batho Pele principles enshrined in the Constitution of the Republic of South Africa and their impact on the selected communities as exemplified through the implementation of Cape Town Metropolitan Police Department’s vision, mission, values and service delivery standards.The study also concentrates on the theoretical and legislative framework of performance management, which make provision for service delivery evaluation. The study discusses performance management in the public sector with particular focus on local government and the Cape Town Metropolitan Police Department.Although performance management is a well documented sub-discipline, it is still a new field in the South African public sector environment. The unique contribution of this study to Public Management and the related performance management initiatives of the Cape Town Metropolitan Police Department will benefit further research on the matter.The research concludes that a sustained improvement in productivity can be achieved by sustained performance management.

Thesis (DTech (Public Management))--Cape Peninsula University of Technology, 2008. / Public service professionals can no longer afford to be ethnocentric, inward looking, focused on the past, and defensive. They must be forward-looking, globally oriented, innovative, adaptable, and ready to take advantage of opportunities to serve the community more effectively. Public Administration, if it is to be well done, must be aggressive, not a passive enterprise; in the pursuit of public interest (Cooper et al., 1998). Industrial era Public Administrators, characterized by high degrees of centralization and large driven bureaucracies, cannot meet the needs and challenges of the new information era. New kinds of Public Institutions are therefore required which are more flexible and more customer and results oriented. This trend follows what is emerging outside the public sector where organizations are promoting flatter management structures, decentralization of authority and a greater focus on improving quality and customer service. The many decades of dormancy in the administrative and organizational structure of the public sector were reflected in and influenced by the unchanging nature of public service culture (Caiden, 1990). In contrast, there has been a rush for reform during the past 12 years, reflected in new policies, structures, financial management frameworks and service outcomes aimed at enhancing public sector accountability, transparency and efficiency. This, however, has not been accompanied by a vision for a new public sector organizational culture, of more customer driven and business like mentality.

M.Com. (Business Management) / The word "business" is described by the Oxford Dictionary as "one's occupation of affairs, things needing dealing with, buying and selling, trade or a commercial firm" (Swannell P68). The activities ofabusiness are usually carried outwith the primary intention of creating a profit. The objective is to maximise the return on an investment to such an extent that it exceeds the cost of the capital to which the investment relates. This can, however, be a very difficult and intricate process, depending on the nature of the industry concerned, as well as the complexity of the variables affecting the business. Each business has an internal as well as an external environment in which it operates. The internal environment consists of capital, equipment, labour and know-how (Churr and Gous) from which an infrastructure is created. This infrastructure includes an accumulation of raw materials, equipment, funding and personnel. All these are managed and guided by people with entrepreneurial skills in an effortto make the aforementioned acceptable profit. The variables in this internal environment can be managed and controlled to a greaterextent than those of the external environment. One of the variables of the external environment over which individual companies have virtually no control, but which have a significant influence on the profitability of a company, is foreign exchange rates. Although all companies are affected to some extent by exchange rates, those companies involved in international transactions in different currencies are subject to more exposure and consequently a greater foreign exchange risk...

Samevattende oorsig: In hierdie skripsie, is 'n studie onderneem ten opsigte van die Geïntegreerde Ontwikkelingsbeplanningsproses, wat die proses van beplanning en die toepassing van hierdie beplanningsresultate ten opsigte van twee klein B-munisipaliteite in die Wes-Kaap Provinsie insluit. Die skripsie bestaan uit sewe hoofstukke en is gebaseer op die veronderstelling dat die beplanningsproses van so 'n tegniese aard is dat kleiner owerhede nie in staat is om die proses na behore te kan bestuur nie. Dit gaan verder van die onderstelling uit dat die implementeeringskapasiteit by kleiner owerhede ontbreek om dievoorsiene uitkomste na behore te realiseer. Die primêre doelwitte van die navorsing sluit die volgende in: 'n basiese oorsig van openbare bestuur, die rolle en funksies van funksionarisse binne hierdie omgewing en die veranderende aard van openbare bestuur. Die proses van geïntegreerde ontwikkelingsbeplanning binne plaaslike regering word bestudeer met 'n volledige proses toeligting. Die noodsaaklikheid van beplanning en prestasiebestuur word bevestig tesame met die uitdagings en probleme wat die nuwe benadering bring aan klein plaaslike owerhede. 'n Finale waardebepaling rond die studie af. Die studie bestaan uit bronnavorsing om die veranderende aard van openbare bestuur toe te lig tesame met die werklike aard van die beplanningsproses soos vereis binne relevante wetgewing. Die impak van hierdie vereistes op klein plaaslike owerhede in die Wes-Kaap word ontleed aan die hand van twee geïntegreerde ontwikkelingsplanne soos deur die skrywer hiervan gefasiliteer by dié owerhede. Die gevolgtrekkings gemaak uit hierdie studie word dan ook aangedui met 'n aanbeveling oor die mees sinvolle inkrementele benadering ten opsigte van ontwikkeling as proses en die deelname van rolspelers daarbinne.

The research problem addressed in this study was to identify what management skills do middle managers require to manage the organisational units effectively. To achieve this objective a theoretical model of management skills required by middle managers to effectively manage a public hospital was developed, using relevant literature in which management skills are identified. The theoretical model consisted of the following categories of management skills whose correct application can promote managerial effectiveness in managing organisational units: General management skills; Technical skills; Human skills; Leadership skills; Financial management skills; Computer skills. Each category of the management skills was broken down into elements that were then analysed using literature identified during the literature study. The model was then used to develop a questionnaire to assess the degree to which managers responsible for running the clinical, nursing and paramedical departments of a public hospital in the Eastern Cape rate the elements in terms of importance. The empirical results obtained indicate that a wide variety of skills are regarded by middle managers as important to performance of their managerial roles. This resulted in the theoretical model being confirmed and the identified management skills being accepted as management skills required by middle managers to effectively manage a public hospital in the Eastern Cape.

M.Ed. (Educational Management) / Please refer to full text to view abstract

M.A. / Policy is considered one of the most stressfull occupations, which often results in psychiatric disorders, divorces, misuse of alcohol and suicide. The researcher has been motivated by the possible changes that a social group work programme can bring about in the general functioning of members of the South- African Police. GOAL OF THE STUDY The description of the experience of the participants of a group work programme with emphasis on scientific development of group work within the South-African Police Service. OBJECTIVES OF THE STUDY 3.1. The discription from the literature as to the nature and influence that a police official's working conditions affect him as a person. 3.2. The discription from the literature as to the nature and the process of social group work as well as the factors that need to be considered within the social work group. 3.3. Discription of participants experience with the implimentation of the group work programme. 3.4. The recommendations to further develop programme contents scientifically. METHOD OF STUDY For the purpose of this study the descriptive method of research was used. Qualitative methods of data gathering were used. METHODS OF DATA GATHERING A literature study in respect of the police official and the influence of his working conditions on himself as well as that of the social work group was conducted. Questionnaires were completed after completion of each group session and after completion of the programme by members of the target group. ACHIEVEMENT OF GOALS Above mentioned goals were conclusively achieved. These conclusions can be summarised as follows: The police official is as a result of the nature of his work exposed to traumatic happenings that is beyond the norm that is normally experienced. This tension as well as the tension of which the level is unknown , eg. salaries, disparity, etc. can result in shortcomings in role functioning. Through scientific handling of the group process and relations in a group the social worker can develop possibilities for group members to grow, change and develop better social functioning. Exposed from group session description and programme description it is evident that the skills of members for example their selfesteem, commumication skills, conflict handling, budgeting skills and handling of stres, shown great improvement. 7. RECOMMENDATIONS Recommendations were specifically made in terms of further use of the group work programme in the SAPD. All members of the South-African Police Service can be exposed to the groupwork program. Group sessions can be programmed for junior members of the South-African Police Service at college level for preperation in advance. The impact made through social group work to members are to such extend that social workers in the SAPS can make more use of this social work method in enhancing general functioning of members.

M.Ed. (Leadership and Management) / Please refer to full text to view abstract

This study is about the employee perceptions of the effect of the Quality Management System intervention that was implemented at one of South Africa’s government departments. This organisation’s Quality Management System being one of the first in the government or public sector in South Africa to be implemented, creates the possibility for this Quality Management System model to be used to develop Quality Management Systems in other departments or organisations belonging to the government or the public sector in South Africa and the Southern African region. According to Madu & Kuei (1995), Quality Management System describes a situation where all business functions are involved in a process of continuous quality improvement. This implies that the development and implementation of Quality Management Systems in government departments and the public sector will improve the quality of services delivery. The findings of this study indicated that a Quality Management System can be used to improve the level of service delivery in the public sector. The Quality Management System should be planned developed and implemented over a period of time in five phases (i) Phase 1 - Determination of the scope of Quality Management System implementation (ii) Phase 2 – Training (iii) Phase 3 – Development of Procedures (iv) Phase 4 – Pilot implementation of procedures (v) Phase 5 – Evaluation of Quality Management System and rollout. It usually takes three or more years to establish an organisation-wide Quality Management System, although technical improvement to the workflow can be as quickly as six to eight months. And finally, for the Quality Management System to be developed, implemented and maintained successfully, Maximisation of Performance objectives, Good Leadership, Motivation of staff, Implementation of Change Management, Employee Involvement, Long-term Top Management Commitment, Provision of Training, Introduction of Quality Improvement Projects, Measuring Quality Management System Progress and Reward Accomplishment, are the fundamental concepts or principles that should be considered.

This treatise investigates the implementation challenges of performance monitoring and evaluation in the O R Tambo District Municipality. The treatise comprises five chapters. The study is based on the assumption that O R Tambo District Municipality, like any other municipality in South Africa, particularly in the Eastern Cape, is confronted with the implementation challenges of performance monitoring and evaluation. ORTDM has a performance-management system that is not fully implemented, and needs to put into context its challenges, in order to appropriately make those interventions relevant to the situation. The fact that the performance- management system has not yet been cascaded to the lower level employees creates difficulties in performance monitoring and evaluation. There has been a deep concern that municipalities are underperforming, and yet with no visible steps being taken to improve the situation. If the O R Tambo District Municipality is attempting to achieve the objectives of the local government, as stated in the Constitution of the Republic of South Africa, 1996, it is then necessary to properly implement performance monitoring and evaluation, as mechanisms to accelerate service delivery. This has the potential to improve the quality of life of the citizens of O R Tambo District Municipality. This study provides the general background to the implementation challenges of performance monitoring and evaluation in the O R Tambo District Municipality. The challenges of performance monitoring and evaluation, the determinants of performance monitoring and evaluation, as well as the theories used in performance monitoring and evaluation will be addressed. The study presents the findings resulting from the analysis of the data provided by the respondents. Amongst the findings of the study there is a view that the O R Tambo District Municipality does not have monitoring and evaluation specialists who could ensure that performance is being periodically evaluated, in order to close policy gaps that might be in existence. Non-involvement or partial involvement of communities has the potential to cause stagnation, as people generally lack monitoring skills. Some of the recommendations include: the skills development of all the stakeholders, especially those with the mandate to deliver on behalf of government, that is, political office bearers, together with the technical support wing. Performance monitoring and evaluation under the proposed recommendations could be enhanced and positive changes could be realised.