University culture is seen as University culture is seen as one of the main obstacles to the successful implementation of the process of strategic university management. Although existing organisational approaches of changing processes give theoretical insight, they fail to consider the cultural perspective and how change can be implemented successfully. This article focuses on cultural approach and therefore introduces a cohesive cultural model to the Higher Education (HE) context. It will be shown how this paradigm can be used in strategic management processes at universities and how it can support them. It therefore offers an approach that is applicable to the practice of university management. / Universitätskultur kann als eines der Haupthindernisse für die Implementierung von strategischem Management an Universitäten angesehen werden. Vorhandene Ansätze der Organisationsforschung betrachten zwar Veränderungsprozesse, diskutieren die Rolle der Organisationskultur jedoch nur am Rande und fragen nicht nach dem Wie der Umsetzung einer solchen organisationalen Veränderung. Dieser Artikel betrachtet strategisches Management an Universitäten aus einer kulturtheoretischen Perspektive und überträgt das kohäsionsorientierte Organisationsmodell auf den Hochschulkontext. Es wird gezeigt, wie dieses Modell strategische Prozesse unterstützen kann, so dass es einen praktischen Nutzen für das Hochschulmanagement bietet.

South Africa has witnessed radical policy reforms since the advent of the new democratic dispensation in 1994. As provincial, district and local practitioners developed responses to those new national education policies, implementation issues were revealed in all their complexity. Policy implementation became one of the most difficult challenges South Africa had to contend with. It necessitated the development of the capacity of the state and its people to implement policy. The complexities of the people development environment in South Africa create a range of challenges for development. The lack of multi-level empirical data on training effects continues to exacerbate this state of affairs. This context requires that comprehensive assessment mechanisms be put in place for training programmes aimed at the realisation of policy goals. The broad purpose of this inquiry, therefore, is to determine the impact of an education management development training intervention as it passes through different levels of the education system in South Africa - national, provincial, district and local. The following key questions guided this investigation. Firstly, how do stakeholder understandings of “education management development” transfer from one level to another in a cascade model of training? And secondly, what is the operational impact of an education management development-training programme at the different levels (i.e., province, district and school) of the education system? Questionnaires, free attitude interviews and observations were used as key data collection instruments. Data was analysed using a combination of quantitative and qualitative strategies for making sense of the training information. Data was interpreted against the backdrop of the literature on the “transfer of training”, and these findings are represented in the last three chapters of this thesis. This research generated four major findings, with a variety of subsidiary findings, which deepen our insights into policy implementation as it relates to education management development in South Africa. Some of the major findings of this study are that: a) The organisers did not in the first place conduct the baseline study on training needs and secondly, they did not take into consideration the organisational requirements of the anticipated training. This anomaly could ultimately compromise the outcomes of this intervention. b) The policy deployment processes of the North West Department of Education (of ensuring that the governmental policies for quality, cost and service delivery are understood from the highest to the lowest level of the organisation) are fraught with problems that undermined basic understandings of the Education Management Development training programme which was conducted between 1998 – 2000. c) Successful policy implementation depends crucially on resource allocation and, in the case of the Education Management Development Training Programme, the nature and magnitude of allocated resources e.g., transport provision could not guarantee positive training results; and d) The overly rationalistic view adopted by the trainers of the Education Management development-training programme did not take into account the complex contexts within which change unfolds. Resultantly, the changing of the roles of facilitators could not be planned-for in advance. The significance of this study is that it identifies the barriers to learning in training events, and sheds new light on the transfer of training problem that continues to undermine organisational change and human resource development. Some of the unique findings of the study can be found in the fact that the Expert Trainers could only recall a few intentions of the EMD modular training. The District Facilitators displayed limited knowledge of the disciplinary procedures in their areas of operation and there was limited conceptualisation of the EMD by the principals of schools. / Thesis (PhD (Education Policy Studies))--University of Pretoria, 2005. / Education Management and Policy Studies / unrestricted

AFRIKAANS : Vakbondverteenwoordigers se rol en invloedsmag het die laaste dekade in die werkplek toegeneem. In hierdie navorsing is daar bepaal watter invloed die vakbondverteenwoordiger op die bestuur van die skool het. Die menings van skoolhoofde en vakbondverteenwoordigers in dieselfde skool is getoets. Deur middel van kwalitatiewe navorsing is 'n groep skoolhoofde, wat die bestuurspan van hul skole verteenwoordig, se menings verkry oor die invloed van vakbondverteenwoordigers op die bestuur van die skool. Aspekte soos beplanning, aanstellings, stakings en ander bestuurselemente is in die onderhoude ontleed. ʼn Verskeidenheid van reaksies is van die respondente verkry oor die vakbondverteenwoordigers se leierskapsrolle, die verkiesing en opleiding van verteenwoordigers asook hulle rol en funksie as maatskaplike ontwikkelaars. Die menings van vakbondverteenwoordigers by dieselfde skole is ook verkry oor beplanning, aanstellings, stakings en ander bestuurselemente. Die verteenwoordigers van verskeie artikel 21-skole het hulle eie funksies ten opsigte van sosiale dialoog beoordeel. Die inligting van elke skoolhoof en die ooreenstemmende vakbondverteenwoordiger kon met mekaar vergelyk word om die geldigheid en betroubaarheid van die navorsing te bevestig. Die rol en funksie van die vakbondverteenwoordiger oor die wêreld heen het ʼn nuwe kleur begin kry. Waar vakbondverteenwoordigers in die verlede die draers was van inligting vanaf die hoofkantoor, het hul rol verander na dié van sosiale dialoog. Die verteenwoordiger bevind hom/haar in die rol van bestuurder, beplanner en leier. Hierdie rol van die vakbondverteenwoordiger beïnvloed die bestuur van die skool. Die vakbondverteenwoordiger se invloed kan tweeledig opgesom word: hy/sy kan die stimuleerder wees, wat die bestuur van die skool help om doelwitte te bereik, of die verteenwoordiger kan die inhibeerder wees wat die bestuur van die skool rem. By die Internasionale Arbeidskongres in Lima, Peru, in 2006 is die nuwe era en rigting van die vakbondverteenwoordiger deur verskeie bekende arbeidskonsultante uitgewys. Van die aspekte, soos om deel te word van bestuur en sosiale dialoog, is aan die orde van dié era. Die vakbondverteenwoordiger het invloed op die bestuur van die skool en kan die sosiale dialoog van mede-personeel, ouers en leerders beïnvloed. ENGLISH : The role and extent of the influence of shop stewards in the workplace has increased over the past decade. This research study has attempted to determine what influence is exercised over a school’s management by the Shop steward. The opinions of the heads of schools and those of the shop stewards at the same schools were surveyed. By means of qualitative research methods, the opinions of a group of headmasters representing the management teams of their schools were obtained in regard to the influence of shop stewards on the school. Aspects such as planning, appointments, strikes and other management elements were analysed in interviews. Diverse opinions were expressed by the respondents about the leadership roles of the shop stewards, the election and training of representatives and their role and function as social developers. The shop stewards at the same schools were also asked for their views about planning, appointments, strikes and other elements of management. The representatives of several Section 21 schools evaluated their own functions in respect of social dialogue. Information obtained from each headmaster and their respective shop stewards could be compared to confirm the validity and trustworthiness of the research. The roles and functions of shop stewards are changing all over the world. Where shop stewards were formerly transmitters of information received from head office, their role has evolved into one of social dialogue. The shop steward now finds him-/herself in the role of manager, planner and leader. The shop steward’s role affects the management of the school. This influence is twofold: he/she can be a stimulator, helping the school’s management to achieve objectives, or an inhibitor who has a retardant effect on the school’s management. At the International Labour Congress in Lima, Peru, in 2006, the new era and direction of the shop steward were highlighted by several eminent consultants. Aspects such as active participation in management and social dialogue are predominant in this era. The shop steward influences the management of the school and can affect the social dialogue of fellow staff members, parents and learners. Copyright / Dissertation (MEd)--University of Pretoria, 2009. / Education Management and Policy Studies / unrestricted

Universitätskultur kann als eines der Haupthindernisse für die Implementierung von strategischem Management an Universitäten angesehen werden. Vorhandene Ansätze der Organisationsforschung betrachten zwar Veränderungsprozesse, diskutieren die Rolle der Organisationskultur jedoch nur am Rande und fragen nicht nach dem Wie der Umsetzung einer solchen organisationalen Veränderung. Dieser Artikel betrachtet strategisches Management an Universitäten aus einer kulturtheoretischen Perspektive und überträgt das kohäsionsorientierte Organisationsmodell auf den Hochschulkontext. Es wird gezeigt, wie dieses Modell strategische Prozesse unterstützen kann, so dass es einen praktischen Nutzen für das Hochschulmanagement bietet. / University culture is seen as one of the main obstacles to the successful implementation of the process of strategic university management. Although existing organisational approaches of changing processes give theoretical insight, they fail to consider the cultural perspective and how change can be implemented successfully. This article focuses on a cultural approach and therefore introduces a cohesive cultural model to the Higher Education (HE) context. It will be shown how this paradigm can be used in strategic management processes at universities and how it can support them. It therefore offers an approach that is applicable to the practice of university management.

Doctor Educationis / This study examined the prevalence and the nature of truancy among early adolescent learners attending secondary schools in the Education Management and Development Centre (EMDC) in the eastern metropole of the Western Cape. The main purpose of the study was to answer the following question: How can secondary school educators, in loco parentis, be equipped with the required skills and resources in order to deal with the issue of truant behaviour among early adolescent learners? A comprehensive literature review was conducted to explore the character and extent of truancy. Thereafter, various theories of child development were highlighted, followed by a synopsis comprising different dimensions of the development of the early adolescent learner. The empirical investigation was carried out through quantitative as well as qualitative research methodology. A focus group interview was conducted with six learners, offering them an opportunity to express their perceptions and experiences as truants. Interviews were conducted with principals to obtain their impressions regarding truant behaviour. Thereafter, a questionnaire, which investigated truancy related aspects such as interaction with peers, parents and caregivers' involvement in learners' school activities, educators' influence on learners' school work and learners' self-esteem regarding their schooling, was administered to three hundred learners. The quantitative investigation revealed significant aspects about truant behaviour, indicating that predominantly more male than female learners (173 male and 26 as in the case of the present study) display this type of behaviour, truants generally originate from single parent families, and that they experience their educators and learning environments as extremely negative. Finally, two in-depth case studies were conducted on two learners, one identified as a truant and the other as a non-truant respectively. The purpose of the in-depth studies was to explore possible differences in their experiential worlds. Although the qualitative data is not generalisable, the findings of the case studies have revealed significant differences in the life worlds of the two learners. Comparatively speaking, it appears that non-truant learners are significantly better adjusted on all their functioning levels than truant learners. The results of the empirical investigation were compared with relevant findings which emerged from the literature study. Based on the present investigation, the study was concluded by offering a range of recommendations to secondary school educators, in loco parentis, empowering them in addressing the phenomenon of truancy among early adolescent learners in the Western Cape with its distinctive problems.

Diploma thesis is focused on education level in certain company. Based on the observations from theoretical part rests the practical part which output is to suggest effective education that arises from analysis of company needs and further on is realized in the company. Thanks to the suitable methods it contributes to increasing awareness about employee’s quality. At the very end of the thesis is done evaluation of education.

La presente investigación tuvo como objetivo general encontrar la relación entre las variables clima organizacional y satisfacción con la vida en docentes de colegios de Lima Metropolitana, además de comparar dicha relación según el tipo de gestión educativa (pública y privada). La muestra, estuvo conformada por 146 docentes de nivel primaria y secundaria. La información se obtuvo con la aplicación de los cuestionarios de Clima Organizacional de los autores George Litwin y Robert Stringer, validada por Vicuña en Lima (2006); que mide dimensiones del clima organizacional y, para medir la satisfacción con la vida, se usó la escala de satisfacción con la vida de Diener Emmons, Larsen & Griffin. Los instrumentos pasaron por una prueba piloto, la cual se realizó con 30 profesores de Lima Metropolitana. Por otro lado, los resultados mostraron que existe una diferencia entre las dimensiones de recompensa y satisfacción del clima organizacional con relación a los docentes de colegios públicos y privados. Además, respecto a los colegios privados se observó que las dimensiones de recompensa, relaciones, estándares y conflicto del instrumento para medir el clima laboral tienen una mayor correlación con la satisfacción con la vida a comparación de los colegios públicos.  En cuanto a los colegios estatales, las dimensiones del clima organizacional que se correlacionan más alto con la satisfacción con la vida a comparación del colegio privado son responsabilidad, desafío y cooperación. / This investigation have the general objective of find the relation of the climate organizational and the satisfaction with the live of teachers of Lima Metropolitan. Also, compare this relation with the educative management (in publics schools and private schools) The sample was conformed of 146 teachers of primary and secundary level. The information it was obtained with the application of the questionnaires of organizational climate of George Litwin and Robert Stringer, validated for Vicuña in Lima (2006); of evalue dimensions of organizational climate and, for evaluate the satisfaction with the life, it was used the scale of satisfacción with the life of Diener Emmons, Larsen & Griffin. The Instruments went through a pilot test, which was carried out with 30 teachers from Lima Metropolitan. On the other hand, the results showed the existence a difference between the dimensions of reward and satisfaction with the life in the teachers of public and private colleges. At the same time in relation of the private’s colleges, found relation of the dimensions of reward, relations, standards and conflict have a strong correlation with satisfaction with live comparison of the public’s college. In relation with the public’s colleges, the dimensions of organizational climate have a strong correlation with the relation with the live in comparison of private’s colleges are responsibility, challenge and cooperation. / Tesis

For an education system to function effectively it is important that its planning functions are executed effectively and efficiently. Among others this implies that the system must know what the teacher supply and demand is and how it will change in time. If the teacher supply and demand is known it could result in sound intervention strategies being developed and implemented. Education planners will be able to plan for the number of bursaries to be awarded and in which subject fields; it will be known how many foreign teachers to employ and for which subjects. This is the basic rationale that underpins this study. This study explored the problem of teacher demand and supply in the Further Education and Training (FET) phase (Grades 10 to 12) in South Africa and offers a critical analysis of strategies adopted by Provincial Education Departments in an endeavour to diminish the demand for teachers, specifically for Mathematics and Science, in rural and poor schools. Initially the study involved a secondary data analysis to extrapolate the demand and supply of teachers in Mathematics and Science over the next ten years. The first key finding of the study was that the data needed for such an analysis does not exist in any reliable form that would facilitate the development of such a projection. What the study had to rely on was anecdotal evidence that suggests that a shortage of Mathematics and Science teachers does exist and that posts are often filled by unqualified and under-qualified staff. In the second phase of the research in which the study explored the effectiveness of strategies developed to address the shortage of Mathematics and Science teachers, a qualitative research approach was adopted within a descriptive interpretive design. The views and opinions of human resource managers responsible for post provisioning in schools were explored through in-depth interviews to understand the types of strategy adopted by the provinces, their potential to alleviate the problem of Mathematics and Science teacher shortage in Grades 10 to 12, their success, challenges and factors internal to the Department of Education that may deter Provincial Education Departments from achieving their objectives. The findings revealed that Provincial Education Departments (PEDs) do take heed of strategies developed by the national Department of Basic Education (DBE). However implementation is far removed from the original intention and no significant impact results. Although the reasons are not always obvious from this study, a few important aspects did emerge. First, the strategy developed may not be popular with a particular province - employing foreign teachers is a case in point. Secondly, focusing on just a number of schools to improve their results (e.g. as with the Dinaledi schools) may meet with resistance from educators and teachers’ unions. Thirdly, creating bursaries for initial teacher education in certain key areas can only be successful if the number of teachers in need is known. Finally, even the best strategies are doomed if post provisioning and appointment of staff are dealt with by different stakeholders. Based on the findings, it is recommended that both the DBE and PEDs ensure that quality education management information is collected and maintained. Information that is reliable and accurate will inform planning and key decisions to ensure that the supply of teachers is based on a specific need. As such, deficiencies in skills that are in short supply such as Science and Mathematics can be averted and better opportunities can be created for new teacher graduates. While an improved performance of learners in these subjects is requisite for related study fields at universities, the Dinaledi schools must be adequately supported and such a model applied to other schools. The employment of foreign teachers on short-term contracts does not create stability in schools, therefore, their employment must be standardised. Significantly, retention in rural and poor schools is a problem since they struggle to attract quality teachers; for that reason teacher incentives are indispensable. Making a declaration for unqualified and under-qualified teachers to acquire professional teaching qualifications and subsequently discontinue such appointments, will raise the standard of teaching and learning in schools. Rather, databases of unemployed qualified teachers could be maintained and such information made accessible to school principals. In the absence of reliable data that can indicate teacher qualification and specialisation versus subject taught, the extent to which Mathematics and Science are taught by unqualified and under-qualified teachers as well as out-of-specialisation teaching, is not known. However, poor pass rates in these subjects at the exit point of the schooling system (Grade 12) attest to the lack of appropriately skilled teacher workforce. Therefore, if Mathematics and Science specialisation is required, then strategies being implemented by the DBE and PEDs must have a clear purpose to address this shortage. / Thesis (PhD)--University of Pretoria, 2014. / lk2014 / Education Management and Policy Studies / PhD / Unrestricted

Although the Task Team on leadership and development (DoE, 1996) has introduced the notion of shared (collaborative) leadership as embodied among others in school management teams, considerable doubt remains about its practical implementation (DoE, 1996). It seems that there may be widespread failure to implement the idea of collaborative (shared) leadership (DoE, 1996). The problem this research explores is whether, in the opinion of school management team members, the traditional approach to leadership has changed (DoE, 1996). According to Grant (2006 in Grant&Singh, 2009), despite an enabling democratic policy framework the leadership at many South African schools seems to remain firmly entrenched within the formal, hierarchical management structure. During the period of colonialism and apartheid in South Africa government legislation perpetuated a society of inequality based on race, class and gender (Grant 2006 in Grant & Singh, 2009). To control and maintain this inequality, government policies promoted centralised, authoritarian control of education at all levels within the system (Grant 2006 in Grant&Singh, 2009). Today, within a democratic South Africa, the South African Schools Act (1996), the Government Gazette of the Norms and Standards for Educators (2000) and the Task Team Report on Education Management Development (DoE, 1996) challenge schools to review their management policies, which have traditionally been top-down, and create a whole new approach to managing schools where management is seen as an activity in which all members of education engage and should not be seen as the task of a few (DoE, 1996:27). According to Moloi (2002 in Grant&Singh, 2009), although our education policies call for new ways of managing schools, many remain unresponsive and retain their rigid structures because educators are unable to make a shift away from patriarchal ways of thinking. It is against this backdrop that I explore whether leadership has indeed shifted to become more participatory and inclusive. One form of leadership that would reflect this shift is termed collaborative leadership (Grant&Singh, 2009). This form of leadership is based on the premise that leadership should be shared throughout an organisation such as a school (Grant&Singh, 2009). This alternate form of leadership allows for the emergence of teachers as one of the multiple sources of guidance and direction (Grant&Singh, 2009). According to Grant and Singh (2009), collaborative leadership offers a radical departure from the traditional understanding of leadership because it deconstructs the notion of leadership in relation to position in the school. It constructs leadership as a process which involves working with all stakeholders in a collegial and creative way to seek out the untapped leadership potential of people and develop this potential in a supportive environment for the betterment of the school (Grant&Singh, 2009). The general aim of this research is to investigate school management teams’ understanding of the implementation of collaborative leadership in primary schools in Gauteng District 4 in Pretoria. In this research I discuss important issues relating to collaborative leadership. My findings reveal that schools management teams indeed understand and implement collaborative leadership in their schools but also that collaborative leadership is much more than just working together as a team. My argument is that there must be a radical reconceptualisation of the concept of collaborative leadership as well as an attempt to move towards more dispersed and democratic forms of it. / Dissertation (MEd)--University of Pretoria, 2012. / Education Management and Policy Studies / unrestricted

University culture is seen as University culture is seen as one of the main obstacles to the successful implementation of the process of strategic university management. Although existing organisational approaches of changing processes give theoretical insight, they fail to consider the cultural perspective and how change can be implemented successfully. This article focuses on cultural approach and therefore introduces a cohesive cultural model to the Higher Education (HE) context. It will be shown how this paradigm can be used in strategic management processes at universities and how it can support them. It therefore offers an approach that is applicable to the practice of university management. / Universitätskultur kann als eines der Haupthindernisse für die Implementierung von strategischem Management an Universitäten angesehen werden. Vorhandene Ansätze der Organisationsforschung betrachten zwar Veränderungsprozesse, diskutieren die Rolle der Organisationskultur jedoch nur am Rande und fragen nicht nach dem Wie der Umsetzung einer solchen organisationalen Veränderung. Dieser Artikel betrachtet strategisches Management an Universitäten aus einer kulturtheoretischen Perspektive und überträgt das kohäsionsorientierte Organisationsmodell auf den Hochschulkontext. Es wird gezeigt, wie dieses Modell strategische Prozesse unterstützen kann, so dass es einen praktischen Nutzen für das Hochschulmanagement bietet.