Purpose of the Study Since 1977 the Virginia High School League (VHSL) has been the subject of reports, legislative agendas and resolutions introduced in the General Assembly. These documents raised several questions concerning the authority, structure and performance of the VHSL. The purpose of this study was to answer the following primary questions: 1. What is the legal source and basis of the VHSL's authority? 2. Who governs the VHSL? 3. Does the VHSL provide adequate due process? 4. What is the source of any dissatisfaction that may exist and how can such dissatisfaction be abated? Design of the Study The study consisted of two phases. The first involved the research and analysis of state statutes and case law related to the administration of interscholastic athletics, and a review of the handbooks of selected state athletic associations. The second phase was the design, construction and implementation of a survey to determine and compare the opinions of a sample of principals, local superintendents, local school board chairmen and legislators concerning the authority, governance and performance of the VHSL. The data were analyzed using the cross-tabs and frequencies commands available on SPSS-X. Conclusions 1. Based upon their implied authority to implement rules and regulations necessary to supervise the schools within their jurisdictionL . local school boards have delegated the administration of interscholastic athletics to the VHSL. 2. The VHSL is governed by the principals of the member schools, but avenues of participation do exist for local school boards, the state department of education and others. 3. The due process provided by the VHSL satisfies any requirement that may exist . concerning the provision of either substantive or procedural due process. 4. The respondents were satisfied with the performance of the VHSL, but authority and power was a source of dissatisfaction. Most high school principals believe the VHSL should be able to pass regulations binding upon local school boards, but the remainder of respondents disagreed. Most local school board chairmen believe they have no input into the formulation of VHSL policy, but believe they should be actively involved in the governance of the VHSL. Principals disagreed and stated th~t local school boards should have an advisory role. 5. If the dissatisfaction of local school board members is not abated, the VHSL will be made accountable to local school boards by the concerted action of the local school boards or the General Assembly. The VHSL could reduce existing dissatisfaction by increasing the participation of local school boards in the governance of the VHSL within the existing structure of the VHSL. Most respondents did not favor the intervention of state agencies. / Ed. D.

Managers of nonprofit voluntary associations are seeking volunteers to work with salaried staff in the delivery of human services as government agencies reduce or eliminate support for programs. Competition among organizations to attract and retain talented volunteers is increasingly a problem. One of the ways organizations are increasing the effectiveness of their programs is to recruit management volunteers to work at all levels of program development and delivery. The specific purpose of this study was to analyze factors affecting the motivation of individuals to accept and remain in a management-level, volunteer job similar to that being performed by a salaried manager. This was done by conducting ten in-depth case studies of pairs of salaried and volunteer managers working together as a management team at the top administrative level of a national nonprofit human service organization. Data collection for the study was done through the ethnographic interview process. A structured method for carrying out analytic induction was used to perform the data analysis. One major cultural theme and patterns of related minor themes emerged from the dimensions of similarity and contrast across the ten cases and the three different management sites at which data were collected. Key motivational factors identified in each of the case studies corroborate the importance of certain theoretical variables identified in Blau's theory of social exchange for attracting and retaining volunteers to management-level jobs. However, these theories did not fully explain the interaction of certain variables to create a pattern of high satisfaction for both partners in certain cases. Other factors that contributed to the level of expressed satisfaction in the partnerships were related to certain aspects of the management style of the salaried manager, self-esteem of the volunteer manager, organizational climate of the management site and the cultural traditions of volunteerism within each of the three geographic regions in which the sites were located. These factors that created satisfaction with the salaried and volunteer managers are important because of the relationship indicated in the research literature between motivation, job satisfaction and organizational productivity. / Ed. D.

by Tam Yin-Mui. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1992. / Includes bibliographical references (leaves 31-32). / Chapter Chapter 1 --- Design of the Study --- p.1 / Chapter 1 --- Introduction / Chapter 2 --- Aspects of the Study / Chapter 3 --- Methodology / Chapter Chapter 2 --- Hong Kong Red Cross --- p.7 / Chapter 1 --- Origin and Development / Chapter 2 --- Organization Structure / Chapter 3 --- Remarks / Chapter Chapter 3 --- Current Situations --- p.11 / Chapter 1 --- Government Relationship / Chapter 2 --- Social Perception on Voluntarism / Chapter 3 --- Discussion / Chapter Chapter 4 --- Planning system --- p.15 / Chapter 1 --- Planning Process / Chapter 2 --- Planning Scope / Chapter 3 --- Discussion / Chapter Chapter 5 --- Control System --- p.20 / Chapter 1 --- Communication and Control / Chapter 2 --- Performance Measurement and Evaluation / Chapter 3 --- Discussion / Chapter Chapter 6 --- Conclusions --- p.25 / Chapter 1 --- About Structure / Chapter 2 --- About Planning / Chapter 3 --- About Control / Chapter 4 --- Final Remarks / References --- p.31 / Appendix 1 Fundamental Principles of the Red Cross --- p.33 / Chapter 2 --- Organization Chart of the British Red Cross Society --- p.34 / Chapter 3 --- "HKRC Ordinance,1976" --- p.35 / Chapter 4 --- "HKRC Rules,1990" --- p.38 / Chapter 5 a --- Questions set for Blood Transfusion Service --- p.43 / Chapter b --- Questions set for Red Cross Schools --- p.44 / Chapter c --- Questions set for Youth and Welfare Service --- p.45 / Chapter d --- Interview Record with Mrs. Fu --- p.46 / Chapter 6 --- Organization chart of HKRC --- p.48 / Chapter 7 --- Youth and Welfare System Chart --- p.49 / Chapter 8 --- Terms of Reference for Youth and Welfare Committee --- p.50 / "Exhibit 1 Expenditure of Social Welfare Department, 89/90" --- p.51 / Chapter 2 --- "Blood Transfusion Service, Income 90/91" --- p.52 / Chapter 3 --- "Red Cross Schools, Income 90/91" --- p.53 / Chapter 4 --- "General Fund, Income 90/91" --- p.54 / Chapter 5 --- "a-c Demographic data,1981" --- p.55 / Chapter 6 --- "Expenditure of HKRC on Activities, 90/91" --- p.58 / Chapter 7 --- "Financial Allocation of HKRC, 90/91" --- p.59

No description available.

Thesis (MMus (Music))--University of Stellenbosch, 2009. / Die Oranjeklub was the first Afrikaans culture organisation in Cape Town. Active since 1915, it strove to shape Afrikaner identity and advance Afrikaner art and culture. The main aim of the club was to inspire national sentiment, especially among young Afrikaners, and to help cultivate a love in this constituency for their language and history. This national sentiment was nourished by meetings of social and cultural significance. In this respect, Die Oranjeklub played an integral role in early twentieth-century Cape Town to oppose a perceived English political and cultural supremacy, acting as a buffer against the so-called ‘ver-Engelsing’ or Anglicization that was seen to threaten the identity of especially urban Afrikaners. Programmes during meetings usually comprised of a speech, supplemented by music and recital items that were generally contributed by Afrikaans club members. Meetings that deviated from this norm were mainly evenings where plays were performed or festivaloccasions of national importance in which the club was actively involved. The club’s management comprised two levels: an honorary committee and an executive committee. Many historically important figures served on the honorary-committee. The list includes names like D.F. Malan, J.B.M. Hertzog, C.J. Langenhoven and J.C. Smuts, amongst others. The executive committee had equally noteworthy chairmen, like the writer I.D. du Plessis and the critic C.H. Weich. The names of many important musicians can be found on club programmes, including Arnold van Wyk, Blanche Gerstman and Stefans Grové. Important actors and role players in theatre also participated in club events, amongst others Anna Neethling-Pohl, N.P. van Wyk Louw and Sarah Goldblatt. Speakers included personalities like D. Craven, C. Barnard and P.W. Botha. In 1976, after many decades trying to advance culture among white Afrikaners in Cape Town, the club was disbanded. This thesis documents, for the first time, the history of Die Oranjeklub. It also considers the meaning of the club’s cultural activities, especially its efforts to advance music among its members.

Thesis (DPhil)--Stellenbosch University, 1992. / ENGLISH ABSTRACT: Culture is and always will be of paramount importance to man. If the culture base is threatened, serious conflict and other problems will ensue. Even though there has been talk about a so-called internationalism that denotes a world devoid of different cultures, reality has caught up with the much advocated "melting pot" theory. Depriving groups of their cultural rights, or simply overlooking these rights, can result in a dangerous "boiling pot". Each culture group has a need for its own identity. Because only a small portion of the world population live in culturally homogenious states the potential for conflict is great between different groups that want to uphold and develop their own cultures. This is especially true where minority and majority groups exist within the same national boundaries. For any minority group wishing to preserve and develop its culture a logical solution would be to organize people in cultural organizations to maximize their effectiveness in attaining their goals. In this study, the task and activities of the cultural organization are examined, especially in respect of preserving, maintaining, and developing the culture of a specific group, in particular within minority cultures. Firstly, minorities as a group are discussed, with special reference to their particular needs, conflicts and threats and the conditions for survival.Subsequently, culture as a humanphenomenonis examined. In chapter 3 the cultural organization as a distinct organization, with its own characteristics, problems and success factors, is discussed. Chapter 4 examines cultural organizations and analyzes different ones, especially those of minority groups. Chapter 5 discusses Afrikaans cultural organizations along broad lines, emphasizing their chronological development, problems, inadequacies and challenges. The ATKV, as a minority cultural organization, and its activities are extensively discussed in the followingchapter. In conclusion, the study deals with the requirements and challenges for the successful task fulfilment of cultural organizations in order to understand, plan and evaluate their important task, especially within minority cultures. / AFRIKAANSE OPSOMMING: Kultuur is en bly vir die mens van wesentlike belang. Wanneer die kulturele basis bedreig of aangeraak word, vind ernstige teenreaksie plaas met gepaardgaande konflik en probleme. Alhoewel daar dikwels al gepraat is van internasionalisme in die sin van wegdoening met kulturele en volksbande, is hierdie siening as verkeerd bewys, want elke kultuurgroep het 'n besondere behoefte aan 'n eie kulturele identiteit. Aangesien slegs In klein gedeelte van die wereldbevolking in homogene state leef, is die potensiaal vir konflik tussen verskillende kultuurgroepe, wat elkeen streef na die behoud en uitbouing van die eie, groote Die voorkoms van minderhede, wat toenemend bewus raak van hul eie identiteit, is In feit en vera! waar minderheidsgroepe saam met meerderheidsgroepe voorkom, verhoog die konflikpotensiaal. Vir enige minderheidsgroep Ie 'n logiese oplossing vir die behoud en uitbouing van eie kulturele regte in die organisering van mense in kultuurorganisasies om In kollektiewe en meer effektiewe bedingingsmag te verkry. In hierdie studie word die taak en werksaamhede van kultuurorganisasies ten opsigte van van 'n spesifieke groep minderheidskultuurgroepe. die bewaring, handhawing en uitbouing se kultuur ondersoek, veral binne Eerstens word gekyk na die samestelling van minderheidsgroepe met hul eiesoortige behoeftes, konflikte en bedreigings, asook voorvereistes vir hul voortbestaan. Daarna word kultuur as menslike verskynsel bespreek. Hoofstuk 3 word gewy aan die kultuurorganisasie as In eiesoortige organisasie met sy eie kenmerke, probleme en suksesfaktore. Die kultuurorganisasie in praktyk, vera! binne minderheidsgroepe, kom in hoofstuk 4 aan die bod en word daar ontledend gekyk na verskillende kultuurorganisasies. In hoofstuk 5 word Afrikaanse kultuurorganisasies breedweg bespreek en word vera! gekyk na die organisasies se kronologiese ontwikkeling, asook probleme, leemtes en uitdagings. Daarna word die ATKV as In minderheidskultuurorganisasie, met sy werksaamhede in die praktyk indringend bespreek. Ten slotte word die vereistes en uitdagings op die pad van kultuurorganisasies vir suksesvolle en effektiewe taakvervulling bespreek om sodoende die belangrike taak van die kultuurorganisasie, vera! binne minderheidskultuurgroepe, te verstaan, te beplan en te beoordeel.

The problem of this research was to investigate David Sills' explanation of membership attrition in voluntary associations. Using the membership population of the Dallas Association for Retarded Citizens from 1969 through 1974, a survey was conducted to determine whether the organizational characteristics of bureaucracy, minority rule, and goal displacement are associated with membership attrition in a selected voluntary association. The findings of this study support Sills' ideas about the association of goal displacement and minority rule with membership attrition in voluntary associations. Bureaucratization, however, was not found to be related to membership attrition.

The study set out to investigate factors influencing the effectiveness of strategic planning processes among local NGOs in Malawi. Employing qualitative methods, the study used the 'levels of complexity' and 'stages of organization development' models to analyze factors influencing the strategic planning process and the roles and responsibilities played by the board, management, donors, consultants and communities respectively in five selected local NGOs. The study revealed that the level of implementation of the strategic plans was low (46%). In comparison, the implementation was lower for organizational capacity building activities as compared to project activities. HIV and AIDS NGOs had higher levels of implementation as compared to their human rights counterparts. The major causes of the low implementation were the local NGOs' inadequate financial independence from donors to respond effectively and autonomously to the needs and priorities of their beneficiaries; and inadequate capacity for the boards, management, donors, consultants and communities to effectively go through the strategic planning process. In order to improve the strategic planning processes among the local NGOs, the study recommends that local NGOs must become less dependent on 'non developmental donor funding' through: • Making themselves and their services more relevant and therefore more needed by both the beneficiaries and the donors, • Developing skills to negotiate with donors for more 'developmental or good quality funding', • Identifying alternative sources of funding while taking care not to be distracted from their core mandate and; • Investing in the 'strategic capacity' of the board, management, donors, consultants and communities to effectively manage the strategic planning process. Finally, the study recommends that in order to ensure effectiveness of the strategic planning processes, literature or theories guiding the strategic planning processes in local NGOs need to provide guidance on the facts that most local NGOs are not financially sustainable, they do not have adequate capacity to effectively manage the strategic planning process and that they often are not accountable to the communities they serve. / Development Studies / D.Litt. et Phil. (Development Studies)

University of Macau / Faculty of Social Sciences and Humanities / Department of Government and Public Administration

Thesis (M.A.)--Miami University, Dept. Communication, 2005. / Title from first page of PDF document. Document formatted into pages; contains [1], v, 71 p. : ill. Includes bibliographical references (p. 62-67).