Thesis (M.A.)--Virginia Polytechnic Institute and State University, 1994. / Vita. Abstract. Includes bibliographical references (leaves 79-85). Also available via the Internet.

Thesis (M.S.)--University of Wyoming, 2009. / Title from PDF title page (viewed on Apr. 15, 2010). Includes bibliographical references (p. 42-45).

Thesis (M.S.)--University of Wisconsin--Madison. / Typescript. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 68-71).

Thesis (M.Sc.). / Written for the School of Dietetics and Human Nutrition. Title from title page of PDF (viewed 2009/06/25). Includes bibliographical references.

Thesis (M.S.)--Eastern Illinois University, 1994. / Includes bibliographical references (leaves 56-58).

Thesis (M. Arch.(Prof.))--University of Pretoria, 2004. / Includes bibliographical references.

Thesis (M.Arch.)--University of Hong Kong, 1996. / Includes special study report entitled : Implication of children's experience on spatial design. Includes bibliographical references. Also available in print.

No description available.

The goal of this research project was to determine if introducing intergenerational interactions would supplement or detract from the use of horticulture as a therapeutic tool when working with elderly adults and preschool children. The program was set up to compare independent group activities with intergenerational activities. A group of elderly adults in the University Adult Day Service and a group of preschool children in the University Child Development Laboratory School took part in both separate age group and intergenerational activities. There were three sessions each week: one for the children's group, a second one for the elderly adults' group, and a third one that combined both groups. The same activity was done during all three sessions each week, with modifications to make the activity appropriate for each age group and to make it more interactive for the intergenerational group. These activities took place in the campus building where the day care centers are located. Four volunteers assisted with the activities. Two worked with the children's group both during separate and intergenerational activities, and two volunteers similarly assisted with the elderly adult group. Video cameras were used to record each session. These videos were viewed and evaluated after the 10-week horticulture therapy program was completed to score attendance and participation during separate age group activities, and attendance, participation, and interaction between the two groups during intergenerational activities. This data was used to determine if introducing intergenerational interactions affected the individual's attendance or participation, and to determine if the interactions between the two groups showed any change over time. Several variables were shown to affect the outcome of research. The first variable discussed is the effect of the staff, volunteers, or administration on the participants and the activities. Staff and volunteers can greatly affect intergenerational interactions by: 1) failing to encourage participation from participants of all ages, 2) lacking experience or having discomfort in working with special populations, 3) failure to establish adequate communication with the researcher or with each other, or 4) demonstrating a negative attitude towards the project. The second variable in research is the limitation introduced by data analysis using video. While video recording is useful in evaluating data, it can cause problems due to a limited viewing area, limited viewing angles, blocked screens, or unfamiliarity with recording equipment. Videos were used to assess participation and interaction. Participation scores include three categories: "no participation" for present but inactive participation, and "working with direct assistance" or "independent participation" for active participation. Participation was affected by the horticulture activities' set up, difficulty level, and availability of assistance from volunteers. Children's participation during separate group activities was affected mainly by the difficulty level and set up of activities. Elderly adult's participation during separate age group activities was affected mainly by each individual's abilities and availability of assistance. Children's intergenerational participation scores show an increase in the category of "working with direct assistance", while elderly adults' intergenerational scores show an increase in the categories of "no participation" and "independent participation". In part, the change in intergenerational participation was due to a decrease in the assistance available from volunteers for each individual. Lastly, the percentage of total interaction time between the generations during activities increased over time. However, the introduction of intergenerational interactions detracted from the use of horticulture as a therapeutic tool for elderly adults and preschool children. It is recommended that intergenerational programming may not be useful to fulfill specific horticulture therapy goals for these groups. At the same time, the intergenerational activities involving horticulture plant-based activities were more successful at increasing interactions than the craft-type activities. Therefore horticulture may be a useful activity for intergenerational programs with a goal of increased interaction and relationship development. / Master of Science

Thesis (MBA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: The Little Office (TLO) is a proposed start-up that will enter the childcare industry as a provider of on-site day-care at office parks. The unique service offering that TLO will propose to the market is on-site day-care which will not only serve the employers in question, but also their employees. TLO offers organisations the opportunity to address employee productivity related to childcare, as well as to attract and retain skills, while being able to outsource the actual day-care function, which is unrelated to their core business. The service offering to the children and their parents will include a focus on educational, social, physical and emotional development. Market trend analysis indicates an increase in demand for day-care. Combined with the fact that companies are ramping up efforts to attract and retain employees, this results in a situation where the market size and market trends indicate significant opportunities for TLO. Competition is present but due to the size of the market and the core differences in the business model presented by TLO the threat of competition is not fierce. The strategy has been developed around the market analysis and by taking into account the opportunities and threats that exist for TLO. TLO’s strategy therefore serves to differentiate it from the rest of the market in terms of location of centres as well as primary target customers. Coupled with the research evidence of positive outcomes on employee performance, this suggests the concept will be welcomed by new economy organisations. The marketing strategy will aim at large businesses, office parks and government institutions. TLO will present custom feasibility studies to identified customers to establish whether the business is feasible in terms of space, number of employees with children in the organisation, requirements by parents etc. TLO’s strategy is to develop not only core service offerings but also distinctive competencies such as a lower child to carer ratio and high quality, cutting edge and innovative childcare. The various branches of TLO will be run by a central administrative hub, where most of the costs will initially be incurred. This centralised office will be run by the owner and would require administrative and qualified social worker staff. Each branch will require qualified educational staff in line with the number of children per branch. Due to the regulatory requirements inherent in the childcare industry, TLO will base their business operations around achieving compliance excellence in their business. In addition, a continuous evaluation of childcare sciences and re-evaluation of TLO’s service offering will ensure that the latest developments in childcare are addressed and thus TLO remains competitive and progressive. The business model is low risk and provides positive operating cash flow from year three. Through partnering with labour brokers and the use of intelligent placement strategies, TLO will ensure that they have the correct staff in the correct place. Combined with continual audits of performance, TLO will turn the human resources risk into a competitive advantage. The main objectives for the first three years of operation are:  To open four branches averaging 20 children per branch within the first year;  To increase the number of clients served by 100% in Year 2 and again in Year 3; and  To develop a sustainable, profitable, start-up business.