Thesis (PhD (Education and Policy Studies))--University of Stellenbosch, 2006. / At the heart of this thesis is to debate and address the procedures of the past imbalances and inequalities in South Africa focusing on industrialization and Ubuntu worldviews. During industrialization, life changed for the indigenous peoples of South Africa. This forced people to change their way of living. They had to adapt to new ways of living in most aspects of their lives. Industrialization is viewed as one aspect that promoted the principles of individual self-sufficiency. Families were separated as the male breadwinners went away to work in industrial areas, e.g. in mines, leaving their families behind. This led to the fragmentation of homes and families. This study explores the nature of industrial society, and looks especially at the capitalist and colonial forms that South African society took. A great deal of this study is concerned with the assumption that certain characteristics and processes underpin industrial societies, and that as a result a set of universal propositions can be derived regarding these structures and processes. Industrialization was promoted by business leaders, industrialists and property-owners who wished to see a more thoroughgoing liberal reform of the economy. The industrial revolutionaries were primarily concerned with overthrowing a nominally feudal regime, which constituted a hindrance to industrial development. The study of industrialization is a complex field, which affects people's behaviour. An aim of this thesis is therefore the exposition of various discourses with regard to the relationship between classes within industrial sociology with special focus on origins, characteristics, effects, leadership, education, family life and religion. Leadership and management in education, as key concepts in this study, basically deal with human relations where problem solving, communication and decision-making are promoted. It is useful to think of leadership as a generic term that refers to the process characterized by the interrelationships among people as they work together in the formation and achievement of shared goals. South Africa's society in the emerging post-industrial era requires a new form of exceptional – almost heroic – leadership because the traditions, institutions, values and balances of a complex and divergent society need to be developed. The future hangs in a balance. As a traditional society, South Africa depends on the statesmanship, generosity and charity of leadership. This can be gained by understanding, accepting and practising the implications of the dual worldviews that are prevalent in South Africa society that is the Western view and Ubuntu. Ubuntu emphasizes the richness of people's cultural heritage and goes a long way in providing principles for application in practice, especially for whatever we engage in as participants in the world of work. At the same time, the philosophy of Ubuntu also challenges African societies to move away from the existing misunderstandings of different races and cultures. With its concern that people in South Africa should pay more attention to the strategic importance of education at this stage of transformation, this study explores the implications for educational management and leadership of an Afro centric heritage. African people need to discard a slave mentality and begin to develop a royal mind-set that has pride in its heritage of cultural diversity. Ubuntu is neither a narrow racial nor a trivial and sectional concept. It is both a uniquely African and a universal concept. This study does not envisage the supremacy of Ubuntu over Westernized knowledge systems. Rather it points the way to a combination of these two knowledge systems as the best option. The aim was to investigate and discover the differences and similarities of Ubuntu and Western worldviews. The study highlights that African leadership does not strive for challenges and excellence, but rather tends to conserve, stabilize and remain constant with the status quo. It does not strive for change or deliberately stimulate motivation or competition. Meanwhile leadership within a Western worldview actively promotes individualism rather than promoting team orientation. The main contention then, is that what is generally needed in South Africa is the transformational type of leadership that can occur when there is a marriage between these two worldviews.

Thesis (MPhil (Curriculum Studies))--Stellenbosch University, 2008. / Background to the study: The Critical Care nursing programme at the Faculty of Health Sciences (Stellenbosch University) is a one-year programme. The practical component consists of practical procedures and case presentations. Students have limited time available in the clinical areas to reach competency in the practical skills. Students tend to use the majority of the clinical teaching time available to reach competency in these practical procedures, rather than discussing the patient and learning the skills to integrate and understand the patient’s condition and treatment, which they can acquire by doing case presentations. The end result of this misuse of clinical contact time is that some of the students, by the end of their programme, still have difficulty to integrate a patient’s diagnosis and treatment regime, although they have managed to complete the expected practical procedures. Summary of the work: A case study design was used. I wanted to investigate whether one could make use of simulation and the Clinical Skills Centre (CSC) to complete the majority of the practical procedures so that more time would be available in the clinical areas for the students to do case presentations. The study focuses on describing how the tutors and students involved experienced the use of simulation, as well as how it impacted on the available teaching time in the clinical areas. Conclusions and recommendations: Some of the most important issues that were highlighted in the study and needs to be mentioned are the following: · The students highly valued supervision by a Critical Care tutor when practising their skills in the CSC. · Students indicated that they valued the opportunity to practise some of the more risky procedures in simulation, because it presents no risk to patients. · Case presentations seem important to be added to the CSC’s practical sessions in order to attempt making the practical simulated scenarios even more realistic. · The teaching at the bedside in the clinical areas used to be done somewhat ad hoc. With the teaching in the CSC now being much more structured, this necessitates the teaching at the bedside to be revisited and to be structured to a certain extent. Summary of the results: The information obtained from the Critical Care tutors and the students indicated that these two groups were largely in agreement that simulation seems to be valuable and can effectively be used in a Critical Care nursing programme.

Multiple Intelligences (MI) is a theory that has radically challenged the conventional perception of human intelligence. Individuals have different combinations of intelligences (strengths and weaknesses). Teachers who want to achieve success in facilitating the learning of all learners in their classes need to understand and respect the varied learning styles and differences in each individual. In formulating this study, I was interested in how MI is utilised in the classroom, enabling learners to solve problems individually and in society. The aims of the study are to describe and understand the experiences of the Heads of Departments at their schools, in terms of whether teachers facilitate MI practices in their classrooms and how this impacts both on teachers and learners. In this study I followed a qualitative approach and I employed a case study design. Data collection consisted of semi-structured interviews that were conducted with four Heads of Department (HODs), in different local school settings in an urban environment. I also used a research diary, observations and visual data collection techniques. It was found that leadership plays a crucial role in how teachers understand and facilitate MI in their schools. There is a basis from which the HODs could be empowered to change the conditions where they manage, teach or facilitate. Teachers can be empowered to meet the challenges of implementing MI in their own planning, preparation and classroom practice. / Inclusive Education / M. Ed. (Inclusive Education)

Thesis (Ph. D. (Education)) -- University of the Limpopo, 2001 / Refer to document

This study investigated the impact of HIV/AIDS on education management and the self-actualization of teachers and learners in the context of HIV/AIDS and the role of the principal in dealing with this. The impact of HIV/AIDS on various key management structures including curriculum coverage, academic outcomes and control of stock and attendance registers, and importantly also the role principals should play, is probed. South Africa has the largest number of HIV infected people in the world, and also the largest number of AIDS orphans. In 2004 more than 4000 teachers died of HIV/AIDS complications and 12.5% of the teacher workforce is reported to be HIV-positive. A quarter of these are between 30 and 40 years of age, pointing to future teacher shortages. Learner absenteeism impact negatively on school management, as learners who are affected by HIV/AIDS are not able to attend school regularly. Many drop out of school due to the impact of AIDS, unplanned pregnancies and drug abuse. Absenteeism of learners and teachers, impact negatively on management structures in the school. The role of principals to provide quality education in worst affected schools is becoming increasingly complex. Sexual and substance abuse is a huge problem in many South African schools, and an aggravating factor in the spread of HIV/AIDS. In a third of sexual abuse cases teachers are implicated. Moreover, the large numbers of increasing orphans in the school system threatens to become a serious disciplinary problem. Many of these learners become disruptive and often turn to substance abuse to relieve their distress. The managerial costs of HIV/AIDS in education include costs due to absenteeism, lost productivity, hospitalization, and replacing administrative workers and teachers. These factors impact negatively on school management, academic performance and self-actualization. The most profound affects of HIV/AIDS are concentrated in education where the presentation of quality education is threatened. Principals in South Africa face the daunting task of providing quality education with an increasingly ill, absent and demoralised teacher corps, to increasingly ill, absent and disrupted learners of whom many are AIDS orphans. / Educational Studies / D.Ed.

Managing on the middle level of the academic environment has become an essential managerial competency, particularly in a large library of an Open Distance Learning (ODL) institution which serves 400,000 students with a diverse student profile. The research focus of this study in the ODL environment is thus on management and organisational theories that indicate what it takes to be a good manager. This is a positivist case study which triangulates data collection methods. Quantitative data and qualitative data were collected. The findings indicate a 94,7% response rate to the survey questionnaire and 100% participation of the invited ODL middle managers in interviews. Interviews were conducted with ODL Library middle managers who operate on the level of supervisor, manager, deputy director and director. Findings revealed ODL Library middle managers‟ perception of success and that they worked and planned for career progression that was facilitated by relevant qualifications and experience, that the external support received from their families and the use of develop ment strategies and various approaches, such as personal career planning; performing secondary management roles in the ODL Library; attendance at management short courses, all influenced their successful appointment as middle managers. It further indicates that an optimum career path is influenced by factors such as ability, communication, hard work and determination. Development strategies pertain to management and leadership development which enable ODL Library middle managers to perform the role of manager in both a Library and Information Science environment, ODL environment and management environment which foster an understanding of their role in strategic planning. The most important competencies to be acquired are planning and administration, emotional intelligence and self-management, communication and teamwork. The study reveals that a high premium was placed on the importance of the selected success definitions, strategies and competencies, but that own success measured against these was lower. The subsequent recommendation is to develop ODL Library middle managers in terms of factors and strategies that lead to career success and to ensure the use thereof. / Information Science / D. Litt. et Phil. (Information Science)

After the 1994 elections education reform has been characterized by the introduction of laws and policies, including IQMS, that seek to reconcile post‐apartheid traditions to practices that would address deficiencies borne by the era in the education field. The IQMS is a clear reaction to the autocratic mode of evaluation that operated during the apartheid era and is a major shift from the old paradigm of external evaluators. It was designed to review performance and identify strengths and weaknesses, encouraging personal and professional development, drawing on peer and collegial feedback rather than official Department of Education surveillance. However, recent studies have shown that the IQMS has failed and is failing to achieve what it was intended to achieve. This study examines the reasons for this failure in a secondary school in the Eastern Cape, South Africa. This research is an interpretive case study that uses observation, document analysis and interviews utilising theories of learning organizations, management and leadership. The study reveals that the policy is not applied in the way it was intended and is failing in this regard. The policy process has been bureaucratised and suffers from superficial compliance. The developmental thrust of the policy seems to have been lost. It was also discovered that the involvement of teacher unions has both positively and negatively affected the implementation process and that the support schools receive from the department is not enough to keep the policy alive in schools. This research is likely to benefit school principals, policy makers and implementers, and IQMS coordinators, as it provides clarity on the issues restraining IQMS implementation in schools. The study also demonstrates the need for school principals to consider adopting transformational leadership as a strategy to lead teachers against political influence and expose them to professional development opportunities.

Many disadvantaged schools in South Africa are characterised by poor performance, which is often linked to the legacy of the apartheid regime. Yet, some disadvantaged schools are surviving and even producing excellent results. Many successful businessmen, politicians and academics can attest to the success of these schools, being a product of such schools. Leadership, which has received a lot of attention in recent years, are often the cause of schools failing to produce the expected results. Previous studies have shown that leadership is the key to academic excellence and that to lead disadvantaged schools to success requires strong leaders with moral purpose, who possess qualities of transformational leaders, but also leaders who can focus on instructional leadership practices. This study focuses on the role of leadership in maintaining academic standards at a school in the northern areas of Port Elizabeth. The school has a proud tradition of good academic performances and has even been labelled as a 'model C school in the northern areas'. It has been found that teachers are committed and hardworking and the principal is perceived as having expecting high expectations for the children of the area. He believes as an educator one should never give up on the children. The study found that the principal is a strong leader who shows characteristics of a transformational leader and has the drive of an instructional leader to lead the school and to maintain academic standards. He is a well-respected leader who leads with moral purpose and who has the desire to uplift the community. The study has the potential to provide guidance and encouragement to school principals, and to inform the Department of Education's leadership training programmes.

South Africa became a democracy after its election in April 1994. Thereafter, the country faced the daunting task of trying to fast-track economic growth and addressing social challenges. The Department of Trade and Industry was mandated by the newly elected government to spearhead economic development in order to address these challenges. Trade policy instruments such as industrial development zones formed part of government’s strategic economic instruments to achieve economic reform. The Coega Industrial Development Zone (CIDZ) near Port Elizabeth was one of many economic development zones created principally to promote export orientated manufacturing. The Coega Development Corporation (CDC) was registered as a company to develop, operate and manage the CIDZ. The literature suggests that strategic leadership is important for organizational success. Strategic leadership is described as the ability to influence others to make day-to-day voluntary decisions that enhance long-term viability while maintaining short term financial stability. Literature further suggests that strategic leaders deal with the evolution of organizations and their changing aims and transform them through their capabilities and strategic leadership roles such as being a figurehead, spokesperson, team builder, design school planner and so on. The aim of this research is to analyse the role of strategic leadership with the objectives to ascertain whether strategic leadership contributed to the success of the development of CDC, and identify possible challenges they are confronted with in the execution of their leadership duties. This research was conducted from an interpretivist perspective as the researcher attempted to develop insight into how the strategic leadership of CDC viewed and understood their role. The strategic leadership of CDC, who were the focus of this study, consisted of the executive management team of the organization, including the Chief Executive Officer (CEO). The research design was in the form of a case study of the CDC leadership, with data collected through semi-structured interviews and documents. The most prominent roles exercised by the leadership of CDC included creating a vision and strategy development and inculcating a teamwork corporate culture. Other roles identified include that of team builder, fostering innovation and developing human capital etc. A lack of stakeholder management as well as managing the culture of the organization as it expands and grows, remain critical challenges. Finally recommendations are made together with suggestions for future research.

This study explores educational leadership development and social change strategies pioneered by one programme, the Educational Leadership Management and Development (ELMD) programme of the University of Fort Hare. The programme seeks to model a way of doing social and educational transformation through educational leadership development. Conceptually, the model was meant to draw together a number of education stakeholders operating at various levels of the schooling system to undergo the same programme of leadership development. The programme participants, who included district education officials, schools principals, members of school management teams, educators and members of School Governing Bodies, were to enrol as teams. They would work on learning tasks that were both academic and practical in nature, with an emphasis on experiential learning that leads to the creation of district and community networks of partners, development teams or forums and communities of practice, as well as the production and implementation of district and school development plans. Informed by this conceptual position, the study was structured by two underlying questions. First, whether the ELMD was re-inventing educational leadership beyond the traditional focus on principalship towards one that is inclusive of other education stakeholders. Second, how leadership development as a vehicle for social and educational change can be carried out. The research process was guided by a multi-paradigm perspective which drew heavily on the interpretive and critical science orientations. This led to the crafting of research methods that looked for data that would assist in an understanding of what was happening in the programme, as well as what power dynamics were at play and with what consequences for innovation. The evidence emanating from the study suggests a number of possibilities for consideration by future leadership development programme designers. First, the ELMD programme delivery design shows what can be done to draw participants from various levels of the schooling system, district, school and community and teach them educational leadership together in a mode that mobilizes them for change. Second, how social distance separating different levels of the education hierarchy and status consciousness may disappear gradually as people are brought together to work on tasks of mutual concern. Third, after a year of engagement with ELMD ideas and approach, the participants in the programme appeared to have started a journey of selftransformation towards becoming qualitatively different people who saw themselves as teams capable of tackling education and social problems in their schools and communities. These participants had begun to forge working networks, but the extent to which these could be characterized as knowledge ecosystems and communities of practice remains a question to explore. Fourth, that the current higher education accreditation policies and practices do not accommodate innovative learning approaches of the kind that the ELMD is developing. In this regard, the ELMD experienced difficulties in coming up with an assessment policy and practices which meet the academic as well as the practical developmental concerns of the programme. Fifth, programme instrumentalities and mandates that are put in place do not, in themselves, bring about change. The actual change comes about through the actions of human leadership capable of navigating between structural enablers and constraints.