M.Comm. (Education Management) / Legal services Is part of the concept of service In general that can be described us any activity or gain that one partytthe supplier) can give to anothertthe consumer). This activity or gain Is substantially unassailable. Intransferable to a third party and can not be stored. The classification of legal services according to the nature of the service conduct. the relationship between client and Jurist. the discretJon used during service delivery And the way the service is delivered. the nature of the service demand and the charactertsttcs of the service as such. means that one can draw an analogy with other dtsclpltnes In order to be more Innovative and competitive. QualIty Is a permanent function of any organization and permeates all aspects of work. Quallty Is ulttmately Judged by the client and that Is why the client must he the centre of any quality Improvement program. In general quality can be descrtbed as the correlation between the expectations of the cllent and the reahsatton of these expectations. Based on the studies done by Parasurarnan. Zetthaml and Berry(1985.1988) as adjusted. the quality of legal services Is conceptualised by way of the SERVQUAL model. describing five gaps as reasons for poor service quality. It Is submitted that In order to achieve quality In legal services. a program of total quality management must be Implemented. Total quality management means to manage a legal practice In an Integrated manner. In order to comply with the needs of the client. This Is done by way of basic management functions of planning. Implementing through organizing, leading and control.

This thesis discusses the significance of popular illegalities in contemporary South African service delivery. Illegal access to and non-payment of services have been indentified by the government as a major criminal problem which undermines effective service delivery. By contrast, this thesis argues that popular illegalities are positive phenomenon which provides otherwise unobtainable benefits for the poor and also exposes the ability of communities to self-manage their own service provision. The thesis begins by surveying a variety of literature on this issue using both contemporary and historical literature. I then discuss the scope of popular illegalities in South Africa and the methods government has used to curtail them, with a particular emphasis on how this has been influenced by the adoption of neo-liberal cost recovery initiatives. Using case studies of three communities where illegal access is prevalent, I discuss both the motivations behind and significance of illegal water and electricity connections. In conclusion, I argue that popular illegalities are a significant phenomenon in so far as they suggest new methods of delivering services. The prevalence of these illegalities is also important as it highlights many of the failings of official delivery. The thesis concludes on a hopeful note in arguing that illegalities may be inherently progressive in both benefiting the marginal and leading to the creation of radically autonomous spaces which can be viewed as laboratories of radical social change.

Effective change leadership is important to any organisation undergoing fundamental transformation. In particular, the ability of senior public sector leaders to successfully drive strategic change is crucial to meeting the developmental and service delivery challenges faced by the Province of the Eastern Cape in ensuring the effective, efficient and innovative government demanded by all its various stakeholders. The creation on 3 October of a Shared Legal Service situated in the Office of the Premier provided a unique opportunity to examine the leadership of this change initiative in the context of the organisational culture that existed in the provincial public service. This thesis consequently probes the phenomenon of effective change leadership by means of an examination of the understandings of the three change agents involved in driving the transformation of the provision of legal advisory services to the provincial administration and its constituent departments. The picture which emerges from the insights of the participants is one that casts a shadow over the validity of the contemporary theory of transformational leadership. Furthermore, the research conducted has identified the need to view the nature of effective change leadership through a more nuanced, situation-specific lens: one that appreciates the role of relationships and emotions, and that recognises the importance of culture and its impact on the success of organisational transformation. The case study of the Shared Legal Service change initiative provides useful insights into the many and varied challenges faced by public sector leaders in driving strategic transformation in the provincial administration. It offers an example of successful change leadership and demonstrates the need for change agents within the public service to harness more emotionally resonant and relational forms of leadership if they are to soar to new heights in meeting the service delivery expectations of all who look to provincial government to deliver the fruits of democracy.