The intent of this study was to investigate a system approach to implementing a diversity plan in a chosen school district, with emphasis on (1) why a chosen school district utilized a systems approach in implementing a diversity plan to meet the needs of their ever changing ethnically diverse, disadvantaged, and multilingual population, (2) what process did the district use in meeting the needs of a diverse population, and (3) can a business model be transformed and used in an educational system to meet the needs of the internal forces as well as those external forces. The Cox’s Model for Cultural Change was used to analyze the district diversity plan. The district diversity plan had six categories while the Cox Model has five. According to the Cox Model, to have an effective organizational change the change effort should include all the five themes and sub- themes. The change effort should be continually assessed and refined over time in a process of continuous loop learning. A qualitative case study methodology was used to collect and report the data for this study. The data collected in this study included intensive open-ended and follow-up interviews. The data sources were comprised of one board member, three administrators, four principals, and eight teachers. Of the sixteen participants, six members were of color and ten were European-American teachers, principals, and administrators. The constant comparative method was used to analyze the data. In analysis, the themes utilized for this study, comparing the leadership of the board member, administrators, principals, and teachers, congruence in leadership as described by Cox did not exist. Failure to utilize all the elements of the Cox Model made Mayflower ISD Diversity Plan weak. Lack of communication across the district hampered Mayflower ISD to embrace diversity. The finding from this study using the three categories Leadership, Education, and Follow-Up revealed that it was lacking in continuity, understanding, implementation, guidance, and trust. In conjunction with the review of literature and an analysis of the data, the findings from this study reveal that the district will not meet its’ overall objective of embracing diversity district wide.

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<p><strong>Title</strong><em>: Barriers to the implementation of E-learning system with focus on organizational culture</em></p><p><strong>Introduction: </strong>Nowadays, Information Technology has become a necessity for businesses not only to gain competitive advantage but also to survive. Strategic use of new educational technologies can enhance learning and teaching process. In order to stay viable in this intense competitive environment, providers of education and trainings have developed efficient and effective learning environment, called E-learning. However with the success there also exist barriers containing the cultural aspects of the organizations throughout the implementation process. <strong> </strong></p><p><strong>Purpose: </strong>The purpose of this research is to describe and analyze critical factors which may affect the implementation of E-learning system with a special focus on organizational culture.</p><p><strong> </strong></p><p><strong>Research Question: </strong>What are the critical barriers of implementing E-learning system and what is the role of organizational culture in successful implementation of E-learning system?<strong></strong></p><p><strong>Research design: </strong><strong> </strong>This research is based on a qualitative approach and based on secondary data collection method. The required literature has been obtained by searching Mälardalen University’s library. Furthermore, authors have used online library (ebrary) as well as other libraries’ databases such as Elin, Emerald, Eric and EBSCO. Reference books from university library were also used in the course of the research. The data has been extracted from articles which are title base keywords search criteria were used for searching articles. Our research is exploratory and based on the Interactive model which consists of three activities which are data reduction, data display, and conclusion. Research analysis emphasizes more on comparing various authors’ view to analyze and describe the critical barriers and role of organizational culture to successfully employ E-learning system in organizations.</p><p><strong> </strong><strong>Target audience:</strong> This research provides a general guidance to the readers and organizations interested in E-learning initiative and for those who have already implemented E-learning.<strong></strong></p><p><strong> </strong><strong>Conclusion: </strong>This research elicited and examined a number of various points of views about the barriers of implementing E-learning system in organizations. Within organization, bridging education is challenging if the organizational culture is unwilling to accept an E-learning initiative. Finally it was suggested that by behavioral change and by motivating the employees can new vitality and momentum can be brought for implementation success. Organization should underpin their implementation strategy of E-learning system proactively to reap the maximum benefits.</p><p> </p>

Title: Barriers to the implementation of E-learning system with focus on organizational culture Introduction: Nowadays, Information Technology has become a necessity for businesses not only to gain competitive advantage but also to survive. Strategic use of new educational technologies can enhance learning and teaching process. In order to stay viable in this intense competitive environment, providers of education and trainings have developed efficient and effective learning environment, called E-learning. However with the success there also exist barriers containing the cultural aspects of the organizations throughout the implementation process.   Purpose: The purpose of this research is to describe and analyze critical factors which may affect the implementation of E-learning system with a special focus on organizational culture.   Research Question: What are the critical barriers of implementing E-learning system and what is the role of organizational culture in successful implementation of E-learning system? Research design:  This research is based on a qualitative approach and based on secondary data collection method. The required literature has been obtained by searching Mälardalen University’s library. Furthermore, authors have used online library (ebrary) as well as other libraries’ databases such as Elin, Emerald, Eric and EBSCO. Reference books from university library were also used in the course of the research. The data has been extracted from articles which are title base keywords search criteria were used for searching articles. Our research is exploratory and based on the Interactive model which consists of three activities which are data reduction, data display, and conclusion. Research analysis emphasizes more on comparing various authors’ view to analyze and describe the critical barriers and role of organizational culture to successfully employ E-learning system in organizations.  Target audience: This research provides a general guidance to the readers and organizations interested in E-learning initiative and for those who have already implemented E-learning.  Conclusion: This research elicited and examined a number of various points of views about the barriers of implementing E-learning system in organizations. Within organization, bridging education is challenging if the organizational culture is unwilling to accept an E-learning initiative. Finally it was suggested that by behavioral change and by motivating the employees can new vitality and momentum can be brought for implementation success. Organization should underpin their implementation strategy of E-learning system proactively to reap the maximum benefits.

The thesis purpose is to be implementing a system where a sweeping signal generator connected to a scalar network analyzer (SNA). The SNA is a less complicated that the VNA and normally much cheaper. Between these two instruments only the cable fro synchronization between then needed. The synchronization signal is simply low frequency saw tooth signal not so sensitive for disturbance as RF signal. Therefore a very simple cable can be used.

Abstract Because of the global competition, the work in a position becomes complex and needs to cooperate with others now. In a team, everyone with different characters has to use his or her ability to assist a team in finishing the mission. Actually the cooperative relationship between Taiwanese and Japanese companies is quite close. No matter the business companies or the educational groups have got to rely on multinational cooperation. But the managerial philosophy of Japanese teams and Taiwanese ones is very different. This research expects to compare the different behaviors between the students¡¦ corporations in Taiwan and Japan, which hope to find out the causes to cooperate with each other. That could be a reference for the teamwork of Taiwan and Japan. This research is based on Taiwanese and Japanese students¡¦ team behaviors. The goal of it discusses whether the organizational character and the process of its performance are different or not. According to the thesis of national and foreign educators, they focus on teams¡¦ participation, process and production, and mention a conceptual framework based on the organizational character, implementing process and team¡¦s performance by the independent variable of organizational character, by the intermediary variable of team implementing, and by dependent variable of team performance. This research interviewed the students of commercial and managerial department in Taiwan and Japanese by the way of questionnaire. To analyze 214 valid copies (78 copies from Taiwan, and 136 copies from Japan) reaches a conclusion: it is related between team organizational character, team implementing, and team performance. In the aspect of team performance, it also reveals that working design, mutual relations, and social support affected group performance between Taiwan and Japan very much. Conclusions: 1. Each team needs variable kinds of members, such as ones who are creative, are capable to analyze questions, are good at communicating, or are gifted to implement. Thus, in order to arrange a team with the best performance, it should analyze members¡¦ personality, which can let members have appropriate positions, and predict each member¡¦s different behavior. 2. Both of teams in Taiwan and Japan quite emphasize on what members design at work, and on which level to participate activities. In fact, there are two aspects to consider for working design: profession and spontaneity. Working design is considered to combine the different levels of profession and spontaneity, because those professional factors, like the variety of skills, the integrity of missions, or the meanings of missions, etc. influence the common sense of meanings of working. Furthermore, the spontaneity affects members¡¦ responsibility at work. 3. This research uncovers that the teamwork in Taiwan is effective than that in Japan, because Japanese students pay attention on the coordination of other¡¦s, and Taiwanese students emphasize on the entire group¡¦s interaction instead. Even though Taiwanese members consider that it is prior to finish missions, this research also figures out that the influence of social support, such as working atmosphere, psychological aspect and relations are also quite important. 4. In order to overcome problems to cooperate caused by different nations and background, the members can receive diverse trainings of social relations, or conflict management. To establish the positive atmosphere to communicate and to strengthen believes between members can help inspire teamwork¡¦s implementing and creativity. Teamwork is not a cure-all, so it should understand why a company needs teamwork. Nowadays Japanese companies in Taiwan need Taiwanese managers to increase their competitions. The question is how to arrange them to reach the best performance, not how to let a teamwork implement. Thus, only when effectively to use Taiwanese managers can teamwork perform very well. In conclusion, this research can provide the difference of conception of teamwork between students in Taiwan and Japan, and the causes that members have to conquer and strengthen in teamwork.

Today, many financial institutions extending credit rely on automated credit scorecard decision engines to drive credit strategies that are used to allocate (application scoring) and manage (behavioural scoring) credit limits. The accuracy and predictive power of these models are meticulously monitored, to ensure that they deliver the required separation between good (non-delinquent) accounts and bad (delinquent) accounts. The strategies associated to the scores (champion strategies) produced using the scorecards, are monitored on a quarterly basis (minimum), ensuring that the limit allocated to a customer, with its associated risk, is still providing the lender with the best returns on their appetite for risk. The strategy monitoring opportunity should be used to identify possible clusters of customers that are not producing the optimal returns for the lender. The identified existing strategy (champion) that does not return the desired output is challenged with an alternative strategy that may or may not result in better results. These clusters should have a relatively low credit risk ranking, be credit hungry, and have the capacity to service the debt. This research project focuses on the management of (behavioural) strategies that manage the ongoing limit increases provided to current account holders. Utilising a combination of the behavioural scores and credit turnover, an optimal recommended or confidential limit is calculated for the customer. Once the new limits are calculated, a sample is randomly selected from the cluster of customers and tested in the operational environment. With the implementation of the challenger, strategy should ensure that the intended change on the customer's limit is well received by the customers. Measures that can be used are risk, response, retention, and revenue. The champion and challenger strategies are monitored over a period until a victor (if there is one) can be identified. It is expected that the challenger strategy should have a minimal impact on the customers affected by the experiment and that the bank should not experience greater credit risk from the increased limits. The profit from the challenger should increase the interest revenue earned from the increased limit. Once it has been established through monitoring whether the champion or the challenger strategy has won, the winning strategy is rolled-out to the rest of the customers from the champion population. / Thesis (Ph.D. (Operational Research))--North-West University, Vaal Triangle Campus, 2009.

Institutional Capacity has been a hidden factor that has not been given much attention in the service delivery protests that have seen many residents of the townships taking to the streets. The year 2005 saw the beginning of these protests right up to 2010. South Africa`s Constitution of 1996, has empowered municipalities through the developmental goals set out in chapter 7as well as the Bill of Rights. The Municipal Systems Act 32 of 2000 and the Municipal Finance Management Act of 2003 empowered all the municipalities to embark on a developmental agenda that is guided by the Integrated Development Planning (IDP). The IDP process has ensured that the needs of the communities are prioritised and are budgeted for. Hence the approval of the budget is tied to the IDP. Once the IDP is approved by the Council, outcomes and impact must be seen on the ground and this is not happening in most municipalities especially at Emfuleni Local Municipality. The completion of the IDP process is as a result of planning by all departments within a municipality. Once this is done, it is then that the budget is approved. In most cases implementation is the next step that should follow and this is not the case at Emfuleni Local Municipality. Programmes and projects do not reach the completion stage hence service delivery protests. The issue of capacity becomes a critical factor in that municipalities must be able to implement what was planned in the IDP. Currently it seems there are challenges that are caused by capacity problems and political interference in the administrative duties of the administrators. Much as it is admissible that South Africa has undergone political transformation, at the same time it is not excusable to fail when it comes to implementing projects that are planned for. It would seem that capacity challenges are not given proper attention as to whether managers and employees understand what needs to be implemented and how that should be done. Skills and qualifications are the most critical factors that need to be given serious attention when it comes to implementation of programmes and projects. By appointing incompetent people in critical position or politically connected people, the end product or the outcomes thereof are likely to be disastrous as this is revealed by service delivery protests. Project management and financial management skills are very critical when it comes to implementation of any projects. Hence the hypothesis of this study was formulated that due to lack of institutional capacity, Emfuleni Local Municipality was unable to implement the IDP to the satisfactory of the communities that they serve. In support of the empirical research, institutional capacity issues and problems were analysed. The research analysis and outcomes indicate that a majority of the employees used in the sample admit to the fact that lack of skills and political interference as well as misalignment of functions within departments result in the municipality not being able to function to its full capacity. / Thesis (M. Development and Management)--North-West University, Vaal Triangle Campus, 2011