L’histoire de l’intégration régionale dans les Grands Lacs est récente. Il faut attendre la colonisation pour voir le Burundi et le Rwanda entrer véritablement dans ce processus. Le mandat belge oriente les deux territoires vers le cœur de l’Afrique. Cette période va influencer la première intégration institutionnelle avec la Communauté Economique des Pays des Grands Lacs. Il convient toutefois de rester mesuré, puisque celle-ci est avant tout une intégration de papier. Elle est similaire aux autres adhésions des deux pays à cette période, qui se révèlent être en inadéquation avec leurs circuits commerciaux. Les organisations régionales sont également inefficaces pour régler la problématique des réfugiés. Les années 1993 et 1994 sont des ruptures internes pour le Burundi et le Rwanda. Elles provoquent également un renversement régional, avec la désintégration de l’Afrique des Grands Lacs : ce sont les guerres congolaises. Dans le même temps, les deux pays se réorientent vers l’Afrique de l’Est, où l’EAC leur permet enfin un réel désenclavement. L’intégration du Rwanda semble toutefois plus efficace que celle du Burundi. / The history of regional integration in the Great Lakes is recent. To see Burundi and Rwanda truly enter into this process you have to wait the colonization. The Belgian mandate turns the two territories to the heart of Africa. This period will influence the first institutional integration with the Economic Community of Great Lakes Countries. However, we should remain cautius, since it is primarily paper integration. It is similar to other memberships of the two countries in this period, which is proving to be inadequate with their commercial channels. Regional organizations are also ineffective to resolve the refugee issue. The years 1993 and 1994 are internal ruptures for Burundi and Rwanda. They also cause a regional reversal, with the disintegration of the African Great Lakes : these are the Congolese wars. At the same time, both countries are shifting towards East Africa, where the EAC finally allows them a real opening up. The integration of Rwanda, however, seems more effective than that of Burundi.

Magister Legum - LLM / South Africa

The region of Eastern and Southern Africa has recently experienced an unprecedented development of private tertiary institutions. Most of these institutions are established by religious organisations which, since the inception of education, have been involved in operating educational institutions of lower levels. Although referred to as private institutions, which by definition would imply funding other than the government sources, these private institutions find themselves, at times requesting the government to fund their development as well as their operations. This study sought to investigate if these private religious institutions have unique raison d'etre expressed in the form of mission statements. The study also investigated the nature of their management and the management structures in practice. The literature reviewed indicated that private religious institutions have a unique mission based on their basic concept of education and their world view. They seek to pursue and inculcate specific values. Operating in a competitive environment, however, in which their competitors do receive funding from the government makes the private institutions vulnerable to hardships. The study was conducted using qualitative research approach in three countries, namely Kenya, Uganda and Zimbabwe; involving all degree granting recognised private religious institutions in the sample and focussing on the management. The respondents were chosen by elite purposive and snowball sampling. The main data collection method was the interview. However, document analysis, observations, and a questionnaire were also used. The findings from the data indicate that private religious institutions have unique missions although they are, at times, not expressed in the form of mission statements. As a result some of the stakeholders, including those involved in management, don't get to know what their institutions' missions are. The study concludes by emphasising the development of clear mission statements involving the stakeholders in the process and having the mission statements widely disseminated. It is also recommended that training in management is important for the managers of the institutions at the various levels. A model of management is proposed for streamlining the management of the institutions considering the requirements of the national governments as well as those of the religious proprietors. / Educational Studies / D. Ed. (Educational Management)

The region of Eastern and Southern Africa has recently experienced an unprecedented development of private tertiary institutions. Most of these institutions are established by religious organisations which, since the inception of education, have been involved in operating educational institutions of lower levels. Although referred to as private institutions, which by definition would imply funding other than the government sources, these private institutions find themselves, at times requesting the government to fund their development as well as their operations. This study sought to investigate if these private religious institutions have unique raison d'etre expressed in the form of mission statements. The study also investigated the nature of their management and the management structures in practice. The literature reviewed indicated that private religious institutions have a unique mission based on their basic concept of education and their world view. They seek to pursue and inculcate specific values. Operating in a competitive environment, however, in which their competitors do receive funding from the government makes the private institutions vulnerable to hardships. The study was conducted using qualitative research approach in three countries, namely Kenya, Uganda and Zimbabwe; involving all degree granting recognised private religious institutions in the sample and focussing on the management. The respondents were chosen by elite purposive and snowball sampling. The main data collection method was the interview. However, document analysis, observations, and a questionnaire were also used. The findings from the data indicate that private religious institutions have unique missions although they are, at times, not expressed in the form of mission statements. As a result some of the stakeholders, including those involved in management, don't get to know what their institutions' missions are. The study concludes by emphasising the development of clear mission statements involving the stakeholders in the process and having the mission statements widely disseminated. It is also recommended that training in management is important for the managers of the institutions at the various levels. A model of management is proposed for streamlining the management of the institutions considering the requirements of the national governments as well as those of the religious proprietors. / Educational Studies / D. Ed. (Educational Management)