<p>The problem investigated in this study is that gender equity and change management in the City of Cape Town and in particularly the Diversity Equity and Change Management Department, has not been adequately assessed and a coherent set of options to address this problem has not yet been adequately researched. In particular, the situation is that senior management is not representative and that recruitment and appointment procedures as well as the change management process are not conducive to gender equity. The nature of this study is qualitative and the case study method has been utilized. The scope of the study is on gender equity and the change management process followed by management and staff at the City of Cape Town, in particular the Diversity Equity and Change Management Department since 2000 to 2007, with the view of proposing options for improvement. In 2006 the City of Cape Town Employment Statistics indicated that 80% of top management within departments across the City is still white males. At professional and middle management level white males and females dominated this level with 69.5%. In the technical and associate professions, the tally for whites is 38% and at elementary level 6.5% (Department Human Resources HRD IT System, July 2006). In order to equalize employment statistics in the COCT drastic steps should be taken to eliminate imbalances between both Black and white employees in terms of occupational levels. Disadvantaged Black women and men should benefit from employment, recruitment and selection, appointments and training and development processes and the acquisition of knowledge and skills beyond those acquired within the realm of empowerment. However, women should be adequately represented not nearly in the workplace but overall to enable them to participate in the decision-making of important work related and home related issues. Women should keep on addressing inequality and gender equity to enhance change processes and gender awareness amongst themselves and in the workplace. The gender institutional framework within the COCT as a whole in particularly the Diversity Equity department and the active participation in decision-making in the various structures of the City combines with their history of politics in the women&rsquo / s movement to augur well for continued gender sensitivity in policy formulation and outcome.</p>

<p>The problem investigated in this study is that gender equity and change management in the City of Cape Town and in particularly the Diversity Equity and Change Management Department, has not been adequately assessed and a coherent set of options to address this problem has not yet been adequately researched. In particular, the situation is that senior management is not representative and that recruitment and appointment procedures as well as the change management process are not conducive to gender equity. The nature of this study is qualitative and the case study method has been utilized. The scope of the study is on gender equity and the change management process followed by management and staff at the City of Cape Town, in particular the Diversity Equity and Change Management Department since 2000 to 2007, with the view of proposing options for improvement. In 2006 the City of Cape Town Employment Statistics indicated that 80% of top management within departments across the City is still white males. At professional and middle management level white males and females dominated this level with 69.5%. In the technical and associate professions, the tally for whites is 38% and at elementary level 6.5% (Department Human Resources HRD IT System, July 2006). In order to equalize employment statistics in the COCT drastic steps should be taken to eliminate imbalances between both Black and white employees in terms of occupational levels. Disadvantaged Black women and men should benefit from employment, recruitment and selection, appointments and training and development processes and the acquisition of knowledge and skills beyond those acquired within the realm of empowerment. However, women should be adequately represented not nearly in the workplace but overall to enable them to participate in the decision-making of important work related and home related issues. Women should keep on addressing inequality and gender equity to enhance change processes and gender awareness amongst themselves and in the workplace. The gender institutional framework within the COCT as a whole in particularly the Diversity Equity department and the active participation in decision-making in the various structures of the City combines with their history of politics in the women&rsquo / s movement to augur well for continued gender sensitivity in policy formulation and outcome.</p>

This study investigated the following: “Leadership styles of senior librarians in the City of Cape Town”. Stueart and Moran (1998) state that despite the vast amount of knowledge, training and focus on management, little is known about how to lead efficiently and effectively. The motivation behind this study originated from the assumption that determining the different leadership styles of senior librarians could contribute to a more effective public library service. If senior librarians were made aware of particular outcomes prompted by certain behaviour, they would be empowered to evaluate their leadership styles and adapt them in a more effective way, which could in turn lead to a more effective public library service. Empirical research techniques were used to apply both quantitative and qualitative research methods. Riggs (2001:6) states that librarians need to understand the difference between management and leadership. If senior librarians understand this difference, they will be able to lead more effectively. Hence, this study focused on transformational leadership, a leadership style which looks at the bigger picture, questions the status quo and focuses on improving services (Riggs, 2001:14). This study aimed to answer the following research questions: What are library managers’ job histories, educational qualifications and historical backgrounds? What are their beliefs about leadership, and how do they view their roles as leaders? Are they emulating a predecessor or leader whom they admire? Do they consciously consider their behaviour, actions and the consequences of their behaviour? In other words, do they apply strategies when they lead? Do managers inspire, motivate and communicate with their staff? Data were collected by means of a questionnaire administered to senior librarians and staff, which allowed the researcher to explore issues not previously thought of or planned for, and this provided valuable new insight into the problem. The results of this study affirmed that this research could contribute to an awareness of leadership in public libraries, and not only concentrate on management, as this could result in organisations becoming too task-driven, with the associated risk of the destination becoming more important than the journey itself. / Magister Bibliothecologiae - MBibl

Magister Administrationis - MAdmin / The problem investigated in this study is that gender equity and change management in the City of Cape Town and in particularly the Diversity Equity and Change Management Department, has not been adequately assessed and a coherent set of options to address this problem has not yet been adequately researched. In particular, the situation is that senior management is not representative and that recruitment and appointment procedures as well as the change management process are not conducive to gender equity. The nature of this study is qualitative and the case study method has been utilized. The scope of the study is on gender equity and the change management process followed by management and staff at the City of Cape Town, in particular the Diversity Equity and Change Management Department since 2000 to 2007, with the view of proposing options for improvement. In 2006 the City of Cape Town Employment Statistics indicated that 80% of top management within departments across the City is still white males. At professional and middle management level white males and females dominated this level with 69.5%. In the technical and associate professions, the tally for whites is 38% and at elementary level 6.5% (Department Human Resources HRD IT System, July 2006). In order to equalize employment statistics in the COCT drastic steps should be taken to eliminate imbalances between both Black and white employees in terms of occupational levels. Disadvantaged Black women and men should benefit from employment, recruitment and selection, appointments and training and development processes and the acquisition of knowledge and skills beyond those acquired within the realm of empowerment. However, women should be adequately represented not nearly in the workplace but overall to enable them to participate in the decision-making of important work related and home related issues. Women should keep on addressing inequality and gender equity to enhance change processes and gender awareness amongst themselves and in the workplace. The gender institutional framework within the COCT as a whole in particularly the Diversity Equity department and the active participation in decision-making in the various structures of the City combines with their history of politics in the women's movement to augur well for continued gender sensitivity in policy formulation and outcome. / South Africa

Philosophiae Doctor - PhD / Despite the fact that local government is nothing like it was several decades ago in terms of the numerous reform changes it has undergone, within the South African context we find that many of the elements of bureaucracy still represent local government institutions. In this regard bureaucratic structures were designed to have compliant employees who make decisions according to specified behaviours and rules. This feature of bureaucracy ensures that its leaders are not encouraged to take risks. In a bureaucracy it is preferable to stick to the tried and tested habits and practices as it is against these metrics that performance is assessed and promotions awarded. Innovative, entrepreneurial leaders run the risk of losing their jobs if they endeavour to either think or step outside of the box. The notion of embedding an innovative culture therefore becomes a challenge within the constraints of the public sector. There is an uneasy tension between the need for a cultural revolution of outdated bureaucracies in order to enhance flexibility and innovation on the one hand, and the desire to maintain the standards and procedures that are necessary for quality, accountable services to a broad range of stakeholders on the other. In effect there is tension between the need to be innovative and compliant. In this regard the adaptive local government organisation might be one that is not too prominent in terms of innovative cultural characteristics. But it might be one that displays both innovative and bureaucratic organisational cultural characteristics as it strives to achieve this dual objective of innovation and compliance. The study aims to see if transformational leadership principles can be applied under the prevailing conditions of policy, laws and strict compliance within local government. This study is based on the belief that leadership can influence organisational culture as it tries to bring about change. Leaders have to be up for the challenge to create an open culture that encourages change. By developing cultures that foster innovation leaders can help their organisations become more responsive to the changes in the external environment and become more effective. In order for their organisations to become more innovative, leaders would have to change their leadership practices and approaches to shape the new culture of their organisations. In this regard the buzzword over the last few decades in public administration has been change. One of the essential elements of leadership is change. Leaders are agents of change, be it at organisational level or at societal level. They represent the catalysts of social movements. Such a context is suitable for a transformational type of leadership. They can fulfil this role by inspiring those around them, setting an example and creating a vision of the future that is both attractive and credible. The transformational leadership theory starts from these premises. The transformational leader asks followers to transcend their own self-interest for the good of the group, organisation, or society, to consider their long-term need for self-development rather than their need of the moment and to become more aware of what is really important (Bass, 2008: 50). Schein (1997:15) reminds us that leadership and organisational culture are two sides of the same coin. The one cannot be studied without consideration for the other. Organisational culture therefore plays an important role in the effectiveness of the reform process. It is within this context of reform and change that leadership and organisational culture become relevant topics of discussion. It is against this backdrop that the study takes a look at the City of Cape Town’s attempts to implement strategies that promotes the type of organisational culture that can advance transformation and change as it strives towards the objective of becoming a world-class city.

Masters in Public Administration - MPA / In recent years the concept of public participation has been embraced by governments around the world to promote citizen involvement in decision making processes both to deepen local democracy and to ensure greater effectiveness in the delivery of public services. Implementing effective participatory systems, however, has proven to be especially challenging in highly diverse societies. Despite the best intentions of policy makers, the issue of exclusion, in particular, remains problematic as participatory systems frequently fail to address the concerns of poor communities who may not even be aware of their existence. Taking as a case study the C3 notification system introduced by the City of Cape Town to facilitate citizen reporting on faulty public services, this study examined the extent to which the design and implementation of a participatory model is of benefit to poor communities in the township of Langa. Based on a qualitative methodology, which included a series of interviews with municipal officials and office bearers as well as residents of Langa, the research examined the extent to which the notification system is used by local communities and to what effect. Viewed through the lens of social exclusion theory, the findings point to the fact that the C3 system was not only based on a best-practice model imported from an advanced Western nation, but it was oriented to the needs of more affluent citizens and, as such, it failed to take into account the specific needs of poor households who frequently lack even basic services and hence have nothing to report on. As a consequence, what was intended as a mechanism for promoting greater citizen participation in service delivery processes has effectively excluded a significant proportion of the most poor and vulnerable.

Masters in Public Administration - MPA / In order to make the Masakhane campaign (see definition of terms used) a success, local governments are required to improve service delivery to the previously marginalised communities. Many departments are not able to satisfy the basic needs of the community. They do not possess ample resources nor the staff that are adequately trained and motivated to achieve this objective. A major concern for the City of Cape Town that impacts on service delivery and productivity is the adversarial role between management and workers. The City of Cape Town consist of a heterogenous workforce where white employees have a better chance of being selected for managerial positions and black employees face barriers to equal employment opportunities. These inequalities have enabled labour unions to play a prominent role in creating suspicion among workers when management genuinely tried to bring about change. This change could benefit both the employees of the City of Cape Town as an organisation and the community. Where there has been an attempt by management to train its employees, the training methods used have focused more on the development of tasks related skills. Hardly any thought is given to development of the employee's lifelong skills that he or she will require to interact successfully with the social environment. Employees also find that some training is not relevant to their work practices. Many white managers in the City of Cape Town have a negative attitude towards training of blacks and women and this has hampered the advancement of both groups. During apartheid white males in particular have been trained and constrained by discriminatory work practices and it will take considerable time and effort to change these negative attitudes. Hence the saying "to transform the City of Cape Town city needs to transform itself first" -especially the attitude of its white male management.

Hierdie studie het op die gevolge van gebrekkige ouerbetrokkenheid by leerders met fetale alkoholsindroom (FAS), soos ervaar deur onderwysers in die Wes-Kaap, gefokus. Daar is gebruik gemaak van ’n kwalitatiewe navorsingsproses waar nege in-diepte onderhoude met onderwysers gevoer is. Die onderwysers is gevra om hulle geleefde ervaringe te deel oor die gevolge van gebrekkige ouerbetrokkenheid asook die faktore wat ouers verhoed om aktief betrokke te raak by die opvoeding, dissiplinering en ondersteuning van hulle kinders met FAS. Die navorser wou juis onderwysers se ervaringe ondersoek, aangesien hulle bewus is van die gevolge van gebrekkige ouerbetrokkenheid en die invloed wat dit op ’n leerling met FAS mag hê. Geen navorsing wat spesifiek konsentreer op onderwysers se ervaringe van die gevolge van gebrekkige ouerbetrokkenheid in die Wes-Kaap is tans beskikbaar nie. Die voorkoms en voorkoming van fetale alkoholsindroom is ’n onderwerp wat nou baie aandag ontvang, alhoewel navorsing tot op hede selde op die betrokkenheid van ouers en die negatiewe gevolge van onbetrokke ouers op FAS leerders gefokus het. Die studie poog ook om lig te werp op die unieke uitdagings wat leerders met FAS ten opsigte van dissipline openbaar, asook onderwysers se ervaringe van leerders met FAS. Die invloed wat gebrekkige ouerbetrokkenheid op ’n leerder met FAS se gedrag en selfs die leerder se toekoms mag hê, word ook ondersoek. / This research project was done to determine what the consequences are for children with foetal alcohol syndrome (FAS) when their parents are uninvolved, as experienced by teachers in the Western Cape. A qualitative approach was used to conduct nine in-depth interviews with teachers. The teachers were asked to share their lived experiences about the consequences of parents being uninvolved as well as the factors that stop parents from being involved in their children’s schooling, disciplining and provision of support. The researcher aimed to investigate the experiences of teachers since they are aware of the consequences of lacking parental involvement and the influence it may have on a child with FAS. Currently, there is no research in the Western Cape that specifically centres around the teachers’ experiences of lacking parent involvement and the consequences thereof. Research has been done on the prevalence and prevention of FAS although little attention has been given to the role of a parent and their involvement and the possible negative consequences when the parents are uninvolved. The study also aimed to shed light on the unique challenges FAS learners pose in terms of discipline as well as the influences that a lack of parenting may have on a FAS child’s behaviour and consequently their future. / Olu phando lwenziwa ngenjongo yokuqwalasela iziqhamo zokuchaphazeleka butywala kubantwana abesesesibelekweni, le nto kuthiwa yifoetal alcohol syndrome (FAS) ngesiNgesi. Kwaqwalaselwa ezi ziqhamo kubantwana abasesikolweni, xa abazali babo bengathathi nxaxheba emfundweni yabo, ngokwamava eetitshala zephondo laseNtshona Koloni. Kwasetyenziswa uphando olusekelwe kwiingxoxo nokuzathuza, ngokuqhuba udliwano ndlebe olunzulu neetitshala ezilithoba. Ezi titshala zacelwa ukuba zibalise ngamava azo ngeziqhamo zokungazibandakanyi kwabazali kwakunye nezinto ezibangela ukuba bangazibandakanyi abazali ekufundeni kwabantwana babo, ekubaqeqesheni nasekubaxhaseni. Umphandi wayejolise ekuphandeni amava eetitshala kuba zona ziyazibona iziqhamo zokungazibandakanyi kwabazali nendlela le nto inokumchaphazela ngayo umntwana one-FAS. Sithetha nje, alukho uphando eNtshona Koloni olugxininisa kumava eetitshala malunga nokungazibandakanyi kwabazali neziqhamo zoko. Lukhona uphando olwenziweyo ngokuxhaphaka nokuthintela i-FAS kodwa ayikafumani ngqwalasela indima yomzali nokuzibandakanya kunye neziqhamo ezibi zokungazibandakanyi kwabazali. Olu phando lwalukwajolise ekuboniseni imingeni eveliswa ngabantwana abane-FAS xa beqeqeshwa, kunye nefuthe lokungabikho kwenkxaso yobuzali emntwaneni one-FAS kwisimilo sakhe nekamva lakhe. / Educational Studies / M. Ed. (Sosio-Opvoedkunde)

This study sought to examine the significance of modus operandi information in the investigation of copper theft. Data was collected by means of a literature study and individual semi-structured interviews conducted with detectives at the SAPS Philippi East, in the Nyanga policing cluster, in the Western Cape, to promote knowledge and understanding of the significance of modus operandi information in copper theft investigations. A comprehensive literature study, concerning the dynamics of modus operandi information in forensic investigation and copper theft in South Africa, was conducted. From the results of this research, it appears that participants do realize the significance of modus operandi information in the investigation of copper theft. It is, however, evident that they do not optimally utilize modus operandi information regarding copper thieves as a result of limited experience, case docket overload, and the inaccessibility of available data – all of which inhibit the establishment of modus operandi information pertaining to copper thieves. Role-players in the copper theft investigation sphere isolate themselves from each other and do not share the available modus operandi information amongst each other; these results in a non-systematic integrated approach to copper theft investigation. The study identifies the challenges and shortcomings, experienced by detectives at SAPS Philippi East, which inhibit the optimal utilization of modus operandi information in the investigation of copper theft. The study then puts forward a set of recommendations that could assist the SAPS, the relevant parastatals and other role-players in enhancing the utilization of such information. / Criminology and Security Science / M. Tech. (Forensic Investigation)

Magister Administrationis - MAdmin / This study focuses on the human resource planning challenges of the Department of Library and Information Services in the City of Cape Town. In line with this focus the study seeks to determine the way in which the human resource planning strategies of the City of Cape Town impacts on departmental effectiveness and service delivery output of the Department of Library and Information Services. The study further endeavours to determine what the human resource planning processes in the Department of Library and Information Services entails as well as whether human resource planning in the Department of library and Information Services takes the external environment into account. The study is qualitative and employs a case study approach in order to reveal the reality of the situation. Structured questionnaires and the researcher’s observations were utilised to gather the research data whilst books, journal articles and government policies and documents were extensively consulted during the course of the study. The research findings indicated that the Department of Library and Information Services lacks a comprehensive human resource plan. Talent management and succession planning is not formally practised in the department and the work place skills plan of the department is not run optimally. The fact that the department is classified as an unfunded mandate also contributes to the current human resource environment in the department. It is recommended that the COCT involves the DLIS in its human resources policy formulation processes.