Management of teachers is one of the important tasks of principals at school, aside from their primary goal of ensuring that teaching and learning happens effectively at school, is their potential to manage two types of teachers present at school, unionised and non-unionised. It is well-established that principals have a mammoth task of identifying and implementing the correct strategies to manage these teachers. A review of the management styles in use today shows that the new management strategies are required to solve the problems encountered by principals in managing these teachers. Several methods of implementing these new strategies are described. These methods include creating trust between teachers and principals through fruitful communication and participation in decision-making. The application of the theory of emotional intelligence is described in detail. The theory of emotional intelligence denotes that the accomplishment in the management of human resources depends largely on the emotions, behaviours, and attitudes of managers. While past studies have detailed the effectiveness of the management styles used by principals to manage teachers, these studies have been confined to the management of teachers collectively. The present study distinguishes between teachers who are unionised and non-unionised and the individual, focus group interview and observation are the primary sources of data used in the study. The findings are intended to solve challenges associated with the implementation of the management strategies of principals in managing unionised and no-unionised teachers to attain improved quality teaching and learning in the context of South African secondary schools. The results show that developing trust between principals and teachers requires efforts from both parties. They also show that the main complaint about the management of teachers is unequal treatment of teachers and a lack of trust between teachers and principals in schools. The analysis of individual interviews, focus-group interviews and observations revealed that the establishment of strategies that address both types of teachers found at schools would be a significant step to take towards a positive management of teachers. It is proposed that the Department of Basic Education creates an environment where both teachers and managers’ personal and professional development is upskilled to expand their capabilities to deal with relational problems and challenges. / Educational Management and Leadership / Ph. D. (Education (Education Management))

M. Tech. Business Administration / This study examines public secondary school teachers technology acceptance as another form of pedagogical method in the classroom. The widely used Technology Acceptance Model (TAM) was used to determine the factors associated with either acceptance or non-acceptance of technology in the classroom. In this study, only secondary school teachers from disadvantaged schools in one of the biggest townships in South Africa were sampled. The sample size was 271 respondents from a population of approximately 455. TAM was tested on the use of any of the Microsoft Softwares (Powerpoint, Word, Excel) in the classrooms for teaching purposes. The Statistical Package for Social Sciences (SPSS) was used to analyse the data and five hypothesis statements were tested. The results revealed fundamental determinants (e.g. perceived usefulness and perceived ease of use) as primary contributors for their acceptance of technology.

M. Tech. Business Administration / The aim of this study is to determine whether there is a higher performance in the academic results of those pupils who had been assisted by the educational corporate social responsibility intervention and the academic results of those pupils who had not participated in the educational intervention.

Financial management remains a challenge in many schools because most managers lack proper training. Schools are still unclear on the features and functions of a school’s budget. The implementation and control of the budget and evaluation remain problematic. According to Mestry (2004: 26), there are many Principals and School Governing Body (SGB) members who lack the necessary financial knowledge and skills and are placed under tremendous pressure because they are unable to work out practical solutions to the financial problems of the school. In many instances it has been reported that principals and SGBs have been subjected to forensic audit by the Department of Education due to the mismanagement of funds through misappropriation, fraud, pilfering of cash, theft and improper control of financial records. The South African Schools Act no. 84 (SASA) prescribes how the school should manage their funds. It also provides guidelines for the SGB and the principal on their roles and responsibilities in managing the finances of the school. SGB must perform all functions as stipulated in section 20 of the Schools Act (South Africa, 1996). The study has will find that the SGBs in township schools have a challenge in the management of funds in schools. This is due to the fact that parents in the SGBs of the selected township schools lack of knowledge and expertise making it difficult for them to contribute meaningfully in governance. The Department of Education trains SGBs on roles and responsibilities, but it seems as if training is not effective. The budget is drawn up efficiently and finance records are well managed in some township schools in some township schools. The researcher in some township schools recommends that the treasurer of the SGB should be someone with expertise in accounting or financial 5 skills. This will reduce the administrative duties that are performed by the principal on behalf of the parents in the SGBs. The Department of Education should strengthen the training given to the SGBs so that they can perform their duties efficiently and effectively. All stakeholders should be consulted when the budget is drawn. Schools should foster good working relations between the SMTs and the SGBs / Educational Leadership and Management / M. Ed. (Education Management)

Financial management remains a challenge in many schools because most managers lack proper training. Schools are still unclear on the features and functions of a school’s budget. The implementation and control of the budget and evaluation remain problematic. According to Mestry (2004: 26), there are many Principals and School Governing Body (SGB) members who lack the necessary financial knowledge and skills and are placed under tremendous pressure because they are unable to work out practical solutions to the financial problems of the school. In many instances it has been reported that principals and SGBs have been subjected to forensic audit by the Department of Education due to the mismanagement of funds through misappropriation, fraud, pilfering of cash, theft and improper control of financial records. The South African Schools Act no. 84 (SASA) prescribes how the school should manage their funds. It also provides guidelines for the SGB and the principal on their roles and responsibilities in managing the finances of the school. SGB must perform all functions as stipulated in section 20 of the Schools Act (South Africa, 1996). The study has will find that the SGBs in township schools have a challenge in the management of funds in schools. This is due to the fact that parents in the SGBs of the selected township schools lack of knowledge and expertise making it difficult for them to contribute meaningfully in governance. The Department of Education trains SGBs on roles and responsibilities, but it seems as if training is not effective. The budget is drawn up efficiently and finance records are well managed in some township schools in some township schools. The researcher in some township schools recommends that the treasurer of the SGB should be someone with expertise in accounting or financial 5 skills. This will reduce the administrative duties that are performed by the principal on behalf of the parents in the SGBs. The Department of Education should strengthen the training given to the SGBs so that they can perform their duties efficiently and effectively. All stakeholders should be consulted when the budget is drawn. Schools should foster good working relations between the SMTs and the SGBs / Educational Leadership and Management / M. Ed. (Education Management)