Thesis (M.B.A.)--University of Hong Kong, 1985.

Technological advance and industrialization lead to changes in the structure of the demand for labour. A relative decline in the demand for agricultural and 1mskilled workers occurs together with a relative increase in demand for workers in the skilled categories (professional, technical, managerial, and administrative; clerical and sales; service; and skilled industrial workers, e.g., artisans) which increases as a percentage of total employment over time. This pattern has been followed with great consistency in industrializing countries (Schreiner, 1967; 1961 Education Panel, 1963, 1966) and has certainly been the case in the United States (United States Department of Labour, 1963, 1964, 1965). Francis Wilson has written that 11 the signature tune of South Africa's economic history is surely the wailing of employers over the shortage of labour 11 (Wilson, 1972, p.86). In this study I will examine an aspect of this statement by looking at the concept (Section I), and reality in so far as it can be quantified (Section II), of the 'skills shortage' in South Africa. The latter is explored further in Section III in which the demand for African technicians discovered in fieldwork by the writer is discussed. Section IV is an examination of the extent to which current educational policy provides a supply of Africans educated at the higher levels to meet this demand. Section V contains the conclusion and recommendations of the study.

No description available.

Thesis (M.B.A.)--University of Hong Kong, 1991.

M.Phil. (Leadership in Performance and Change) / Technicians are frequently promoted to supervisory positions based on their technical abilities, with scant attention focused on developing supervisory competencies. This oversight often poses significant challenges. The effective transition from technician to supervisor is important in any organisation. Human Resource (HR) managers, Human Resource Development (HRD) managers, and line managers need to ensure that relevant training interventions are implemented to develop the necessary management competencies for this career advancement. The primary objective of this study was to identify and verify the competencies required for the positions of both a technician and a supervisor; whilst the secondary objective was to determine the differences in the competencies between the positions of technician and supervisor, so that Human Resource (HR) managers and Human Resource Development (HRD) managers are able to design and implement relevant training interventions to ensure the smooth transition of technicians to supervisory positions. The literature review highlights that the transition of technicians to supervisory positions often poses significant challenges for technical professionals because they may lack management or supervisory competencies. Effective transitioning is a necessary step. In this study, the mixed method approach was used to enable three-phase data collection, namely, the development of a theoretical framework, quantitative, and qualitative studies. The first phase was to generate a theoretical framework to gather information from energy utility industries on the competencies that are required for a technician and a supervisor. The second phase was the quantitative phase, where a survey was used to identify and verify the competencies required for a technician and a supervisor. The third phase was the qualitative phase, where the focus groups were instructed to validate the list of competencies, assign a degree of agreement, identify the differences between the lists of competencies for the technicians and supervisors, and recommend any further competencies that are essential to successfully transition an employee from the level of a technician to the level of a supervisor.

M.Ed. (Curriculum Studies) / Management is a typical human undertaking which occurs when people come together with the aim of striving towards achieving goals. Because of the ever increasing complexity of technology in an advanced western society, management has in all facets changed radically. Effective, modern management practice has become part and parcel of the advanced world. Because management as a science is also applicable to the Telecommunication Chief Technician, it is necessary for the business leader to apply management principles to their fullest. The world of telecommunications is characterized by complex equipment of advanced technology. The application and use of this equipment is part of the action applicable to the Chief Technician. This necessitates the business leader to use people (his subordinates) so that optinm use of men and machines (resources) will be an advantage to the organisation. The purpose of this investigation is to determine to what degree the Chief Technician is quall fled to apply management principles. As a result of this information an effort is going to be made to set guidelines and a model with the purpose of combining management techniques into a curriculum with a view to functional management. This model will serve as a guideline in training Chief Technicians. According to the researcher, functional management can only be considered when it consists of the following: Management principles and curriculum basic principles. Areview of literature which has been used as a reference during the course of this study indicate the following: There are four management principles which exist, namely: Planning, Organizing, Leading and Controlling...

Thesis (Ph.D.)--Tufts University, 2001. / Adviser: David M. Gute. Submitted to the Dept. of Civil and Environmental Engineering. Includes bibliographical references (leaves 106-123). Access restricted to members of the Tufts University community. Also available via the World Wide Web;

published_or_final_version / Business Administration / Master / Master of Business Administration

Thesis (M. Soc. Sc.)--University of Hong Kong, 1983.

Thesis (M.P.A.)--University of Hong Kong, 1992.