Individuals and organisations follow a general developmental cycle, that begins with birth, and progresses through growth, maturity, decline and death. While individuals necessarily die after a period of years, organisations may continue through many generations, though they too may die. Once an organisation reaches maturity, it tends toward decline, for sin has corrupted not only men, but all creation (Rms. 8:21-22). Though all things tend toward decay and death, they can be revitalised, for such is the power of God's grace. Like all organisations, the church can become ineffective. Many prefer abandoning the old organisation and starting a new work. Revitalisation may be the better solution, though it is certainly the greater challenge. This project considers the organisational life cycle biblically, historically and contemporarily. It considers how the church grows, and what keeps it from growing. It also considers the merits of creating `new wineskins,' versus revitalising old ones. / Christian Spirituality, Church History and Missiology / M.Th. (Missiology)

This project is about the design of a collection of principles that contribute to a sustainable internal communication. It is shown via an online manual (website-based-ebook). My findings are based on my work experience at IKEA of Sweden AB, developing their internal communication tool, the sustainability Hub, and on research, transition design, sustainable dialogue, and the diverse economy (see more in chapter 5.1., page 26). The design is targeted primarily to the decision-makers of small- to mediumsized organizations that are interested in a transition towards sustainable change, and, secondarily, students and lecturers from the fields of design, natural science, and economics. The methodological framework used in the project is transition design, sustainable dialogue, and the diverse economy. Furthermore, theories about change agency, intranet, sustainability, and IKEAs position on sustainability are outlined to establish a definition of sustainability that can be applied to multiple actors of the diverse economy. The outcome is a collection of 24 principles about an internal network focussing on the transition towards sustainability. I call it Intra-Collectivity because it is about change from within a system, and networks being the actors of change. I communicate my idea via a manual, that should guide the target group to create, maintain, and use Intra-Collectivity. The manual features infographics with explanatory texts guided by consistent user interface navigation. The design is done by the research of theories and of the target audience, by application of the methodological framework, by my work experience at IKEA, and by the design craft of a website-based ebook and digital infographics. The manual is publicly available and based on minimalistic, contemporary screen design, and infographic design principles. It places the graphical explanation in the focus. The principles of Intra-Collectivity are base on the following key findings: 1. The difficulty to find a definition of sustainability for the diverse bodies of the diverse economy can be solved by the differentiation between “honest sustainability scopes“ and “dishonest sustainable development“ (or “greenwashing“). 2. It can be derived from the field of transition design and sustainable dialogue that a constant, multiperspective communication is crucial to a network promoting change. 3. Solutions to sustainability problems are not definite but adaptive and require constant reiteration. 4. Internal communication becomes more effective in terms of sustainability if unconventional perspectives are taken into consideration.

Diploma thesis analyses the macro practice in the Czech social work. It defines macro practical concept and its relationship to social policy and community social work by analysing the Czech and foreign specialized publications. It defines the key knowledge, skills and abilities which macro practicioner should manage. It emphasizes the macro scope towards the political representation. Macro practical methods are presented too. Diploma thesis defines two main principles - networking and evidence based practice. At first, macro practicioner is the creator of professional's networks or social services network. Secondly, in the evidence based practice macro practicioner is obligated to manage his decision making process on the base of the best and the most recent scientific researches. It all concludes the macro practice framework, which leads to the efective work with social excluded people. Macro practice is viewed as the approach, which helps clients, communities, regions and target groups in the implementation of their civil right, when it uses the enpowerment techniques. According to the international perspective, the status of the actual Czech macro practice is vieved as unconsolted. Therefore, author proposes the development of the social work education on the bachelor and master degrese...

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The implementation of educational reform in the United Arab Emirates (UAE) imposes a change agent role on secondary school department heads however the assistance-intensive process is inhibited by the current educational structure. As the concept of teacher empowerment becomes accepted, some department heads have the ability to develop a professional learning community while others are unable to do so. The present study considers the present and ideal role of the department head as a change agent facilitating the implementation of educational reform in the UAE. A sequential mixed method mode of inquiry with two phases was employed. In phase one, department heads were profiled from a self, superior and subordinate perspective and a conceptual framework related to patterns of effective change agent behaviour was developed. Findings show that effective change agent characteristics of department heads included priorities related to change implementation and teacher support, a collaborative leadership style, seven strategies related to a participatory, supportive and facilitative approach and ten skills that motivate, energise and encourage teachers. The identification of two ineffective department heads by teacher informants in phase one provided an opportunity to study the work of effective and ineffective department heads as cases in-depth. Case study findings confirm the conceptual framework because effective heads were rated high for all characteristics identified, while ineffective heads were rated low. All department heads accepted the change agent role unofficially with no additional time release, but effective heads took ownership of the process and empowered teachers while ineffective heads provided assistance on request. Effective heads used interpersonal skills and asserted themselves as technical experts while ineffective heads were passive and were considered to be traditional teachers. Strategies and skills employed by effective heads included resource linking, collaborative problem solving, facilitation, support and administration/organisation while ineffective department heads used resolution giving and providing technical assistance. Time constraints, restrictive school schedules and role ambiguity were identified as major impediments to the change agent role of department heads in his study. Nevertheless, the new curriculum is being implemented in all of the departments studied verifying that the department head is an untapped resource in the change process. / Educational Studies / D.Ed (Education Management)

The implementation of educational reform in the United Arab Emirates (UAE) imposes a change agent role on secondary school department heads however the assistance-intensive process is inhibited by the current educational structure. As the concept of teacher empowerment becomes accepted, some department heads have the ability to develop a professional learning community while others are unable to do so. The present study considers the present and ideal role of the department head as a change agent facilitating the implementation of educational reform in the UAE. A sequential mixed method mode of inquiry with two phases was employed. In phase one, department heads were profiled from a self, superior and subordinate perspective and a conceptual framework related to patterns of effective change agent behaviour was developed. Findings show that effective change agent characteristics of department heads included priorities related to change implementation and teacher support, a collaborative leadership style, seven strategies related to a participatory, supportive and facilitative approach and ten skills that motivate, energise and encourage teachers. The identification of two ineffective department heads by teacher informants in phase one provided an opportunity to study the work of effective and ineffective department heads as cases in-depth. Case study findings confirm the conceptual framework because effective heads were rated high for all characteristics identified, while ineffective heads were rated low. All department heads accepted the change agent role unofficially with no additional time release, but effective heads took ownership of the process and empowered teachers while ineffective heads provided assistance on request. Effective heads used interpersonal skills and asserted themselves as technical experts while ineffective heads were passive and were considered to be traditional teachers. Strategies and skills employed by effective heads included resource linking, collaborative problem solving, facilitation, support and administration/organisation while ineffective department heads used resolution giving and providing technical assistance. Time constraints, restrictive school schedules and role ambiguity were identified as major impediments to the change agent role of department heads in his study. Nevertheless, the new curriculum is being implemented in all of the departments studied verifying that the department head is an untapped resource in the change process. / Educational Studies / D.Ed (Education Management)

The main aim of the research project was to develop a change agent identification framework, to be used by organisational change management specialists to identify change agents more effectively in large organisations moving forward. To date, little research has been conducted regarding the role and identification of change agents in large organisations. In the context of the research project, the sample of change agents used, referred to employees affected by the change, spread across the organisation, assisting in communicating key messages and ensuring that their peers become change ready. A thorough 12-step empirical research process was followed, which included both a qualitative and quantitative approach. The qualitative process consisted of the development of a change agent identification framework, comprising of four dimensions, each with supportive information and/or items. The aim of the quantitative process was to empirically test the personality trait dimension of the framework with a sample group of 27 change agents and 135 employees influenced by a transformation process. This was to determine which change agent personality traits has a positive impact/effect on employee change readiness levels during transformation. Through a rigorous analysis process, only the phlegmatic, persuasive and optimistic personality traits resulted in having some positive effect on employees during a transformation process. In support of these findings, the literature study findings as well as the qualitative empirical research findings indicated that the persuasive and optimistic personality traits need to form part of a change agents’ personality profile. The phlegmatic personality trait was not evident throughout all literature findings. The literature and empirical results contributed towards a comprehensive understanding of the way in which individuals should be identified as change agents in large organisations. The developed framework should assist industrial and organisational psychologists in the future to identify individuals as change agents, more efficiently. Recommendations were made on the future expansion of a knowledge base for organisational change agents. / Industrial and Organisational Psychology / D. Com. (Industrial and Organisational Psychology)

Die Bewältigung des organisatorischen Wandels gehört seit je zu den Anforderungen an jede Unter-nehmung. Aus unterschiedlichen Gründen sind - zyklisch oder kontinuierlich - Anpassungen der Organisation an neue Gegebenheiten notwendig. Die Arbeit versucht aus Sicht der Arbeitswissenschaft die speziellen Anforderungen des organisatorischen Wandels für den Bereich der Produktentwicklung aufzuarbeiten. Neben den Zielen der persönlichkeitsförderlichen Arbeitsgestaltung wurde besonderer Wert auf das Erreichen stabiler Zustände nach einer Prozeßveränderung gelegt. Aus den theoretischen Überlegungen zur Theorie der Handlungsregulation und der geistigen Arbeit wurde ein Hypothesensystem aus acht Elementen für Tätigkeitsgestaltung und Implementierung erstellt. Anhand eines betrieblichen Fallbeispiels innerhalb des FuE-Zentrums eines Automobilherstellers wurden diese Hypothesen mit Hilfe arbeits- und organisationspsychologischer Verfahren (TBS-GA, JDS, FIT, BMS-GA) und eigener Kenngrößen validiert. Als Stabilitätskriterien wurden die Durchlaufzeit und die erlebte Kooperation und Kommunikation herangezogen. Während der beobachteten Dauer von etwa 27 Monaten verkürzten sich die Durch-laufzeiten um etwa 75% und stabilisierten sich auf diesem Niveau. Die erlebte Kooperation und Kommunikation verbesserte sich erheblich bei gleichzeitig leicht verbesserten Werten der psychischen Beanspruchung. Weitere Erfahrungen des Fallbeispiels wurden als Heuristik mit zahlreichen Beispielen und Steuerungsinstrumenten für den erfolgreichen organisatorischen Wandel dargestellt.

Summaries in English and Afrikaans / Hierdie studie is onderneem om die effek van leierskap op verandering in 'n nie-winsgewende organisasie te bepaal. 'n Literatuur- en 'n empiriese studie is onderneem. Literatuur beklemtoon dat verandering 'n realiteit in 'n organisasie is, 'n veranderingsagent die proses meet dryf en dat die transformasieleierskapstyl die gewenste styl vir veranderingsbestuur is. Navorsing toon dat verandering vanwee eksterne invloede wel voorkom. Verwarring ten opsigte van wie die rol en verantwoordelikheid as veranderingsagent moet vertolk kom egter in die navorsing na vore. Die wyse en frekwensie waarop kommunikasie ten opsigte van verandering plaasgevind het, word oor die algemeen positief deur die respondente ervaar, maar respondente toon egter ook positiewe en negatiewe gedragsreaksies aan ten opsigte van verandering. Respondente toon dat die transformasieleierskapstyl met leierskapsgedrag/-kenmerke wat verband hou met integriteit toeganklikheid en objektiwiteit hul tot deelname aan verandering motiveer. Navorsing toon ook dat leierskapspotensiaal en die behoefte aan leierskapsontwikkeling by respondente teenwoordig is. Navorsing het bevestig dat leierskap 'n effek op verandering in 'n nie-winsgewende organisasie het. / This research aims to establish whether leadership has an effect on change in a not-for-profit organisation. A literature and empirical study were conducted. Literature indicated that change in organisations is a reality and that organisations need to appoint change agents in order to facilitate the change process. Research has shown that change in noHor-profit organisation was caused by external influences and indicated that confusion exists as to whom the role and responsibility of change agent belongs to. Respondents indicated that they were generally positive about the frequency and way in which change was communicated but they indicated both positive and negative behavioral reactions to change. The transformational leadership style is highlighted as the best leadership style to manage change. The transformational leadership style with leadership behavior such as integrity, approachability and objectivity motivates respondents to participate in the change process. Research also indicated that respondents have leadership potential and have a need for leadership development. This study confirmed that leadership has an effect on change in a not-for-profit organisation.

The main aim of the research project was to develop a change agent identification framework, to be used by organisational change management specialists to identify change agents more effectively in large organisations moving forward. To date, little research has been conducted regarding the role and identification of change agents in large organisations. In the context of the research project, the sample of change agents used, referred to employees affected by the change, spread across the organisation, assisting in communicating key messages and ensuring that their peers become change ready. A thorough 12-step empirical research process was followed, which included both a qualitative and quantitative approach. The qualitative process consisted of the development of a change agent identification framework, comprising of four dimensions, each with supportive information and/or items. The aim of the quantitative process was to empirically test the personality trait dimension of the framework with a sample group of 27 change agents and 135 employees influenced by a transformation process. This was to determine which change agent personality traits has a positive impact/effect on employee change readiness levels during transformation. Through a rigorous analysis process, only the phlegmatic, persuasive and optimistic personality traits resulted in having some positive effect on employees during a transformation process. In support of these findings, the literature study findings as well as the qualitative empirical research findings indicated that the persuasive and optimistic personality traits need to form part of a change agents’ personality profile. The phlegmatic personality trait was not evident throughout all literature findings. The literature and empirical results contributed towards a comprehensive understanding of the way in which individuals should be identified as change agents in large organisations. The developed framework should assist industrial and organisational psychologists in the future to identify individuals as change agents, more efficiently. Recommendations were made on the future expansion of a knowledge base for organisational change agents. / Industrial and Organisational Psychology / D. Com. (Industrial and Organisational Psychology)