D.Ed. / Die herstrukturering van Tegniese Kolleges tot Verdere Onderwys- en Opleidinginstellings in Gauteng, en in Suid-Afrika as 'n geheel, moet gesien word teen die agtergrond van transformasionele veranderings wat in die hele land plaasvind. Sedert 1994 het die hele land 'n transformasieproses ondergaan nadat 'n nuwe demokratiese regering oorgeneem het en verander het van 'n apartheidstelsel tot 'n verenigde demokratiese samelewing. Onderwys is ook nie onaangeraak gelaat deur die transformasieproses nie. Die hele onderwysstelsel, wat hoer onderwys, algemene onderwys en verdere onderwys insluit, is hierdeur geraak. Die fokus van hierdie navorsing is the Verdere Onderwys- en Opleidingsektor wat Tegniese Kolleges insluit. Met ander woorde, Tegniese Kolleges is net deel van die wyer Verdere Onderwys- en Opleidingsektor. Ander voorsieners van Verdere Onderwys- en Opleiding (VOO) sluit hoerskole wat Grade 10 to 12 aanbied, private voorsieners en indiensopleiers in. Seksie 29 (1) (b) van die Grondwet van die Republiek van Suid-Afrika (SA, 1996) maak voorsiening daarvoor dat almal die reg tot verdere onderwys het wat die staat, waar redelik moontlik, meer en meer sal voorsien en toeganklik sal maak. In 1998 is die VOO Wet No. 98 (SA, 1998) aanvaar wat as die wetlike basis vir die transformasie van die VOO-sektor dien. Hierdie Wet bemagtig onder andere Lede van die Uitvoerende Rade in elk van die nege provinsies van Suid-Afrika om hulle VOO landskappe te herstruktureer. As deel van hierdie proses kon hulle Tegniese Kolleges tot Verdere Onderwys- en Opleidingsinstellings verklaar, laat saamsmelt of sommiges self sluit. Die 33 Tegniese Kolleges in Gauteng is verklaar tot Verdere Onderwys- en Opleidingsinstellings en later het 32 van hierdie kolleges saamgesmelt tot 8 groter kolleges. Om suksesvol te wees het die hele herstruktureringsproses behoorlike bestuur vereis. Die proses is op verskeie vlakke bestuur, naamlik op nasionale, provinsiale en instellingsvlak. Hierdie navorsing ondersoek die bestuur van hierdie herstruktureringsproses.

Please read the abstract in the section, 00front, of this document / Thesis (PhD)--University of Pretoria, 2008. / Education Management and Policy Studies / unrestricted

The aim of this research is to establish the extent to which principals of schools in Gauteng are implementing co-operative school governance. The shift to co-operative governance is a result of new legislation, and in particular the South African Schools Act 84 of 1996, which aims at redressing the inequalities of past legislation. To determine the extent, to which principals are engaged in co-operative governance, a questionnaire was designed to elicit essential information as to how co-operative governance has been practically implemented. The research attempted to evaluate the commitment and dedication of principals to the process of shared decision-making; decentralisation and accountability; to engendering healthy relations with governors; to ensure that legislation is complied with as regards the composition of governing bodies; and to encourage governors to attend training. / Educational Studies / M.Ed. (Education Management)

The aim of this research is to establish the extent to which principals of schools in Gauteng are implementing co-operative school governance. The shift to co-operative governance is a result of new legislation, and in particular the South African Schools Act 84 of 1996, which aims at redressing the inequalities of past legislation. To determine the extent, to which principals are engaged in co-operative governance, a questionnaire was designed to elicit essential information as to how co-operative governance has been practically implemented. The research attempted to evaluate the commitment and dedication of principals to the process of shared decision-making; decentralisation and accountability; to engendering healthy relations with governors; to ensure that legislation is complied with as regards the composition of governing bodies; and to encourage governors to attend training. / Educational Studies / M.Ed. (Education Management)

The fragmented and unequal system of technical and vocational education and training in South Africa is a consequence of the apartheid era. Since 1994 comprehensive legislation has been introduced to create a transformed system of Further Education and Training (FET) guided by the principles of redress, equity and lifelong learning and aimed at producing graduates who can contribute to making South Africa a key player in the global economy. In particular, the Technical College sector requires transformation. This in turn demands new knowledge, attitudes and skills from college managers and educators. Therefore, relevant staff development programmes is a key instrument of change in colleges. Against this background this study examines the management of staff development programmes in FET colleges in Gauteng Province by means of a literature study and an empirical investigation. The former addresses the management of change, human resource management, staff development and organisational development with an emphasis on the application of chaos/complexity theory. Moreover, the dynamic FET landscape in South Africa is sketched and FET policies and legislation since 1994 are discussed. The empirical investigation adopts a qualitative approach using focus group and individual interviews, observation and document analysis to gather data from a small sample of participants: educators and members of senior and middle management. Participants were selected by purposeful sampling from three former Technical Colleges (one previously advantaged and two previously disadvantaged) in Gauteng, which have recently merged to create a new multi-campus college, the Tshwane North College. The findings of the interviews present the experience of participants according to six themes: the management of change; communication during change; stakeholder involvement in change; the impact of FET legislation; human resource management and the role of staff development programmes in this process. These findings were integrated with observations of staff development programmes and their management and analysis of key documents. It was concluded that people are complex and may resist change; during change effective communication, stakeholder participation, adequate funding for staff development and its effective management are essential. Recommendations for the improvement of practice are presented based on the findings of the literature and empirical study. / Educational Studies / D. Ed. (Education Management)

The fragmented and unequal system of technical and vocational education and training in South Africa is a consequence of the apartheid era. Since 1994 comprehensive legislation has been introduced to create a transformed system of Further Education and Training (FET) guided by the principles of redress, equity and lifelong learning and aimed at producing graduates who can contribute to making South Africa a key player in the global economy. In particular, the Technical College sector requires transformation. This in turn demands new knowledge, attitudes and skills from college managers and educators. Therefore, relevant staff development programmes is a key instrument of change in colleges. Against this background this study examines the management of staff development programmes in FET colleges in Gauteng Province by means of a literature study and an empirical investigation. The former addresses the management of change, human resource management, staff development and organisational development with an emphasis on the application of chaos/complexity theory. Moreover, the dynamic FET landscape in South Africa is sketched and FET policies and legislation since 1994 are discussed. The empirical investigation adopts a qualitative approach using focus group and individual interviews, observation and document analysis to gather data from a small sample of participants: educators and members of senior and middle management. Participants were selected by purposeful sampling from three former Technical Colleges (one previously advantaged and two previously disadvantaged) in Gauteng, which have recently merged to create a new multi-campus college, the Tshwane North College. The findings of the interviews present the experience of participants according to six themes: the management of change; communication during change; stakeholder involvement in change; the impact of FET legislation; human resource management and the role of staff development programmes in this process. These findings were integrated with observations of staff development programmes and their management and analysis of key documents. It was concluded that people are complex and may resist change; during change effective communication, stakeholder participation, adequate funding for staff development and its effective management are essential. Recommendations for the improvement of practice are presented based on the findings of the literature and empirical study. / Educational Studies / D. Ed. (Education Management)