M.Ed. / For many years, Environmental Education was marginalised in the school curriculum, as it was seen to belong with subjects like geography and biology. This alienated it from the majority of teachers who are not trained in science related subjects. Thus only few pupils, who happened to have studied under science oriented institutions or teachers, were exposed to this field of knowledge. On 24 March 1997, the national Ministry of Education launched a new Outcomes Based Education (OBE) system for South Africa, called Curriculum 2005. This marked the end of different education systems that had existed in South Africa, and also opened new avenues for cross curricular issues such as Environmental Education, which did not form part of the school curriculum in the past. The primary aims of the study are: to investigate ways in which Environmental Education could benefit and support Curriculum 2005; to document the process that led to the infusion of Environmental Education into the school curriculum; and to determine needs and problems of teachers implementing Curriculum 2005 and suggest possible solutions for their problems. The data for this study was collected by using qualitative techniques of consultative synthesis; group open-ended interviews; public forums; field studies; observations and literature research related to different aspects of Environmental Education activities. In addition, a questionnaire was used in four regions that constitute the Northern Cape Provincial Education Department. The realities are that teacher education programmes in many institutions do not include courses in Environmental Education. Education about the environment has not been a visible priority in many countries, including South Africa. As indicated in this study, the situation in the Northern Cape clearly gives evidence of this. On the other hand, teachers had serious misgivings about their competence to teach Environmental Education. The enthusiasm reflected by teachers in the province, their potential and willingness to learn, are but a few indications of the possible success of Environmental Education in the province. The major/main problem identified is the OBE terminology which seems to hamper the implementation of Curriculum 2005. Thus, the success of Environmental Education in South African formal education depends on how well teachers adapt to, understand, are prepared for and committed to Curriculum 2005. I believe that if Curriculum 2005 succeeds, Environmental Education will also succeed. If it fails, Environmental Education will probably fail too, since is regarded as an integral part of the curriculum.

D.Ed. / The past four decades will probably be remembered as revolutionary in South-Africa - years of unrest during which attempts were made to change and reform the system of education in South-Africa, particularly in the black and brown areas. The South-African education system did not respond to the demands and needs of the black and brown pupils. The education system was caught in the web of a political spider spun by the dictates of the apartheid system. The structure and organization of the education system, as well as the influence of political, social and economic factors promoted the development of a system which was primarily aimed at benifitting a minority group (the whites) of the population. The inequality, underlined by the system of apartheid led to the segregation of and rebellion against this system by black and brown pupils, their parents and teachers. The school has been the focus of political-ideological conflict and the black schools became an instrument for revolution. In the past few years and particularly since 1994 a new generation of pupils has emerged to claim equal education for all, where all pupils, regardless of race or colour are entitled to the same quality of education. After the first democratic election on 27 April 1994, South-Africa has chosen to follow a new road where equality for all people has become the most important focus. In the search for "freedom, equality and brotherhood" which promotes integration and non-racism in schools, it has become essential to examine and revise existing educational theory and practice. Creative solutions must be found and applied in order to create a climate of learning in the schools, in order that pupils, irrespective of their colour, heredity, language, religion, sosio-economic background or gender may find optimal benefit.

Bibliography: pages 53-58. / Following the events of South Africa's democratisation in 1994, the country is undergoing transformation processes in virtually all spheres of life. Education is widely accepted as the one field where transformation is most needed. However at school level so many' complexities exist, that the management of the process of change and transformation requires a new approach to the effective training and development of education managers. It is precisely in this regard, that this research report seeks to offer an insight into the existing situation and understand the difficulties involved in attempts to address this need, with specific focus on the need for training and development of middle and senior management. One notable attempt to address the need for formal training and development programs for education managers and leaders in order to meet the demands of transformation, is the organisation development (OD) approach of the Teacher lnservice Project (TIP). Embodied in the OD approach of TIP, is the philosophy and methodology of Action Research, which encourages self-reflective enquiry and allows participants to be active in their own transformation process. In an attempt to locate TIP within the existing literature, the study shows how much it breaks new ground in the field. This new ground is reflected in the role assigned to action research within OD. TIP's approach to educational management and leadership, has value to both historically disadvantaged as well as advantaged schools, because its understanding of transformation is not solely based on the acquisition of material resources. The present educational crisis has to do with the provision of adequate resources to especially disadvantaged schools. The Western Cape Education Department (WECD) has taken cognisance of the transformational role of education management, in that it has called on Western Cape Business to advise on school administration. School governance and management would have full responsibility for monetary allocations and thus schools would be trained to run like small businesses. As stated by the Executive Director of the WCED, 'being a principal will change radically and require thinking like a company MD', (Cape Times, 13 March 1998). However this begs the question of how justified the implementation of corporate world practices in education is. One should bear in mind that fiscal expertise is but one of the plethora of skills which current education managers require. OD through action research could seemingly effect transformation of the entire system within which that school operates. Conclusions drawn from this research report clearly point to the interdependence of educational transformation as espoused by TIP - to restructure and redefine school management and the national attempt to consolidate democracy within education. TIP helps to focus attention on the need to implement School Based Management (SBM) as an exercise of empowering the teaching profession, because in essence, a critical and constructive disposition is developed in educators through Action Research.

Submitted to the Faculty ofArts in fulfilment of the requirements for the degree of Doctor of Philosophy in the Department of General Linguistics, at the University of Zululand, 2007. / This thesis reviewed the South African Constitution, the Language-in Education Policy (2004) and the National Language Policy Framework (2002), with the intention to compare certain promulgations on the issue of language use in South Africa. The constitution is unequivocal about the promotion of multilingual ism and use of indigenous languages. The study focused on the role which schools can play to achieve this objective. Schools are viewed as the most fertile ground toward the promotion of multilingualism, as stipulated by the South African Constitution (1996), particularly urban schools which are multiracial, with learners from different linguistic background. Data were solicited from schools in urban areas (English medium and Afrikaans medium), and those in rural areas (English and isiZulu medium). Comparisons were made between the two. The status of indigenous languages prior to and post 1994, is discussed. The study observed that while the South African government is committed to promote multilingualism, the documents (the constitution and the Language-in-Education Policy, 2004) are very good, but implementation of the stipulations of such documents is lacking. It was established that a considerable number of former Model C schools still offer the languages which were offered prior to the first democratic era, in 1994. Therefore, unless the government sanctions the language policies, schools cannot change what they have decided between the school principal and the School Governing Body (SGB), and which they have already implemented. The study concluded that besides the freer and wide speakership of indigenous languages their dignity and restoration also ought to be restored. This could be achieved easier if these languages were documented, and adequate material available in them in order to enable future generations to access information in their mother tongue if they choose to. Furthermore, if multilingualism is to bear fruit, indigenous African languages ought to be tied to employment, e.g. journalism, medical practice and nursing, revenue collectors, traffic officers, etc. In the case of medical doctors, for instance, they should know at least one indigenous language that is widely spoken in the area where they practice, regardless of their racial background. The idea here is that unless learners see the functional value in learning indigenous African languages, they might not be as strongly motivated to learn these languages as when they learn English.

Thesis (MDev. (Planning and Management)) -- University of Limpopo, 2021 / Institutional transformation is a complex process that necessitates meticulous planning and management. As a result, it is imperative that an institution establishes effective leadership that will best steer the institution toward the desired objectives. Higher education and training is one sector that identified the need for transformation of its public tertiary institutions because of historical inequalities and imbalances, particularly with historically disadvantaged institutions. This magnitude prompted research on the effect of leadership on the transformation of historically disadvantaged institutions. The study used an exploratory sequential mixed-method approach that relied equally on primary and secondary data collection. Questionnaires, interviews, document analysis, and past publications were used to collect data that contributed to the study's conclusions. The findings of the study clearly show that effective leadership is a key factor in attaining the institution's transformational goals. The recommendations revealed that the institution's leadership should adopt a full transformational style of leadership qualities to ensure effective institutional transformation. This will provide the institution with greater opportunities and broaden its impact on society.

The purpose of this study was to investigate the roles that members of SMTs play in their efforts to manage the present educational changes in schools. Members of SMTs are leaders and managers who hold authoritative positions in schools. They are regarded as the key personnel who are supposed to manage schools successfully. Since the present education system in South Africa is characterized by a variety of changes, school managers are not only expected to understand these changes but also to be able to manage them effectively. The study commenced by outlining the concept change and its nature. The intention was to lay a foundation for understanding what change entails. Some of the common changes that are experienced in schools were also discussed. These included curricular and non-curricular changes that pose challenges to school managers. Focus was primarily placed on the educational changes and the way they impact on the managerial roles of school managers. These included the changes such as the implementation of OBE, NCS and IQMS. Reference was also made to the application of some of the educational policies that contribute towards the increasing managerial responsibilities of school managers. These include the application of the present policy on norms and standards for school funding, admission policy and the abolition of corporal punishment that pose managerial challenges to school managers. Empirical research was conducted in four randomly selected schools in Mogodumo region in Limpopo Province. Semi- structured interviews were conducted with members of SMTs in these four schools. The research findings revealed that the present school managers find it difficult to meet the new managerial expectations that are brought about by the transforming educational environment. It became evident from the research that insufficient professional development for school managers contributed towards their failure to execute their expected managerial roles. / (M. Ed. (Eduction Management))

The purpose of this study was to investigate the roles that members of SMTs play in their efforts to manage the present educational changes in schools. Members of SMTs are leaders and managers who hold authoritative positions in schools. They are regarded as the key personnel who are supposed to manage schools successfully. Since the present education system in South Africa is characterized by a variety of changes, school managers are not only expected to understand these changes but also to be able to manage them effectively. The study commenced by outlining the concept change and its nature. The intention was to lay a foundation for understanding what change entails. Some of the common changes that are experienced in schools were also discussed. These included curricular and non-curricular changes that pose challenges to school managers. Focus was primarily placed on the educational changes and the way they impact on the managerial roles of school managers. These included the changes such as the implementation of OBE, NCS and IQMS. Reference was also made to the application of some of the educational policies that contribute towards the increasing managerial responsibilities of school managers. These include the application of the present policy on norms and standards for school funding, admission policy and the abolition of corporal punishment that pose managerial challenges to school managers. Empirical research was conducted in four randomly selected schools in Mogodumo region in Limpopo Province. Semi- structured interviews were conducted with members of SMTs in these four schools. The research findings revealed that the present school managers find it difficult to meet the new managerial expectations that are brought about by the transforming educational environment. It became evident from the research that insufficient professional development for school managers contributed towards their failure to execute their expected managerial roles. / (M. Ed. (Eduction Management))

Full Thesis / Thesis (Ph.D.) - Central University of Technology, Free State, 2006. / South Africa has a shortage of SMTs with well-honed management skills. SMTs are working under the most difficult conditions, especially during the transformation process in education. They are often not well-prepared for tasks they must perform and are neither given sufficient training. The focus of this research is to examine the role of HODs in the management of HRD. The EMD curriculum delivery nexus prompts the need to examine curriculum and education management and development, theories, practices and policies that support the implementation of the curriculum. HODs that are determined to build learning organisations should be able to create a culture of collaborative learning, where the acquisition of skills and knowledge is seen as an investment for the future. For transformation to take place in schools, educators should become major focal points for producing the momentum for change. Educational transformation and curriculum change development is taking place at a rapid pace. The whole transformation process is characterised by policy formulation rather than policy implementation. The concern is that the state of readiness of implementation at school level has not been investigated. The establishment of sound legal and regulatory framework to facilitate the transformation process can only become effective if schools are ready for the implementation of the new curriculum. A qualitative research methodology was employed for this study. The key objective of the research was to elicit the perceptions, by means of questionnaires and interviews, that educators and SMTs have of the role that HODs play on the management of HRD to support curriculum change, development and delivery, as well as the role of District Officials in this regard. The population of this study consisted of educators from primary schools in three education districts in the Free State province. The sample employed in this study consisted of sixty educators, including Heads of Department (HODs). Twenty educators per education district were randomly selected. It is evident that HODs require competencies such as staff provisioning, maintaining good human relations and providing an intensive HRD programme so that they manage educators effectively, which, in turn will result in their effective management of departments. The recommendations of this study are incorporated in a Human Resource Development (HRD) programme put forward by the researcher to add to the current body of knowledge in Human Resource Management in Education.

In the new democratic dispensation, the Gauteng Education and Training Council (GETC) is the first statutory council instituted in South Africa, allowing civil society to participate in education policy-making. Against this background, this study explored the policy process and the participation of stakeholders. A literature study investigated the theory on policy and the participation of civil society in the policy process. The inception of the GETC was fully documented and a qualitative study undertaken to determine the role of the GETC in education policy-making. Data gathering was done mainly through semi-structured interviews with GETC members. The data was analysed, discussed and synthesised. The major findings were that stakeholders valued the opportunity to participate and members had high expectations of the contribution they could render in the policy-making process. Although most members had a good grasp of the policy process, lack of administrative resources and participative skills founded in the exclusion of large segments of society from partaking in such consultative structures in the past, was evident in some organisations. The function of the Administrative Secretary is deemed important in facilitating the functions of the GETC and training for this incumbent was emphasised. The lines of communication between the GETC and the Member of the Executive Council (MEC) need to be clearly structured in order to expedite the movement of documents between them. The MEC needs to be more visible to GETC members. The GETC, MEC and the Gauteng Department of Education (GDE) have to explore ways and means of establishing a sound relationship to serve the cause. Consensus between the GETC and the GDE should be reached regarding the role and place of the GETC in the GDE Policy Route. Areas for further investigation that would enhance the role of the GETC in the policy-making process have been identified. The study concluded that the GETC renders a valuable contribution empowering citizens to become involved in formal participative structures which will contribute towards broadening the basis of acceptance of responsibility for education, by society This will assist in attaining its declared vision to improve the level of education in South Africa. / Educational Studies / D.Ed. (Comparative Education)

Arising from a literature study, the notions of quality and quality assurance (QA) were described. A literature study was undertaken regarding the current South African national QA policies on teacher education. A case study was conducted at Tshiya College of Education, which merged with the University of the North: Qwaqwa Branch during the rightsizing of higher education in 2001. The establishment of a QA system for teacher education, on micro level, was critically described. Action research was used to investigate the process of QA. A steering committee was established. Two QA seminars contributed toward an awareness campaign. A SWOTanalysis was done. A QA policy was designed, including a framework-for-action which was action researched by volunteers. Researchers developed their own improvement plans by: compiling their job descriptions; rating their effectiveness of task execution; and attending to emerging quality gaps to determine focus areas. Professional development was emphasised. Improvement plans for Micro Teaching and Media were action researched. Taxing circumstances, resulting from the higher education transformation and its effect on the research, were reported. Data emerged from describing the action research phases: planning, implementation, observation, and reflection for re-planning. Self-, peer-, and student-assessments were utilised. Apart from discussions and meetings, the researchers kept diaries and forms were designed for assessments. In both improvement plans, reflection-in-action led to identification of unforseen weaknesses which were addressed as side-spirals of the original plans. Reflection-on-action took place at a formal meeting to which external evaluators were invited. Strengths and weaknesses were determined and findings corroborated and clustered toward final recommendations. Intrinsic motivation was described as a precursor to involvement in QA. Leadership/management/planning was seen as creating infrastructure to encourage employees to focus on quality and movement toward the institution's vision. Implementation was described as taking action to put a realistic plan into practice. Teamwork was identified as a hallmark of action research and emphasis was placed on collective wisdom. It was concluded that meritorious modelling meant that educators should lead by example / Educational Studies / D.Ed.(Education Management)