Students no longer respond to content-driven, teacher-centred learning. Literature reveals that changes in methodology and pedagogy of teachers needs to take place in order to keep education relevant and engaging. Classrooms where critical thinking, communication, creativity and collaboration are embraced are required in schools. The environment where these components are present can be referred to as 21st century classrooms. Establishing these locales require a leader who is able to create the vision for the changes that need to take place. One who will fashion a learning environment where teachers feel secure and have the confidence through teacher development to embark on and embrace a new arrangement in their classroom. The principal needs to embrace his/her instructional role in establishing these 21st century classrooms. This research project investigated precisely what the instructional role of the principal necessitates in aiding teachers to establish 21st century classrooms. A qualitative research design, embedded in the constructivist paradigm in the form of a hermeneutic study was chosen as research method. Using semi-structured interviews, the researcher attempted to find out how the principal of each school visited, viewed 21st century classrooms, as well as what skills and knowledge he/she required as the instructional leader in leading teachers to establish 21st century classrooms. The researcher used purposeful sampling to select the participants who would have the greatest insight into establishing 21st century classrooms at their school. Trustworthiness was ensured in the collection and interpretation of data. The researcher transcribed the collected data and it was later analysed. Once analysed, the data was interpreted and arranged under the research sub-questions. The findings established that each participant is quite knowledgeable concerning the attributes and characteristics of a 21st century classroom. Many of the principals played a strong instructional role in their school and displayed many of the characteristics and skills necessary to create an environment where teachers could competently bring 21st century skills and knowledge into their classrooms. In most of the schools visited, 21st century classrooms are well on their way to being established. It is evident that the theory of 21st century classrooms is far more prevalent in some of the schools visited than the practical application thereof. In some of the schools visited a whole philosophy of learning, which encases all the 21st century attributes has been implemented. Each school could be placed on a continuum, with no one school being at the same space in their journey to implement 21st century skills and knowledge into their teachers’ pedagogy. / Leerders reageer nie meer op inhoudgedrewe en/of onderwysgesentreerde onderrig nie. Literatuur toon dat veranderinge in onderwysmetodiek en pedagogie moet plaasvind ten einde onderwys relevant en interessant te hou. Klaskamers waarin kritiese denke, kommunikasie, kreatiwiteit en samewerking omhels word, is die nuwe maatstaf. Die omgewing waarin hierdie komponente teenwoordig is, word na verwys as die 21ste eeu klaskamers. Die stigting van 21ste eeu klaskamers vereis ʼn leier wat in staat is om ʼn visie te skep en dit na te volg. Een wat ʼn leeromgewing verseker waarin onderwysers veilig voel en selfvertroue opbou deur personeelontwikkeling. Sodoende word onderwysers bemagtig om die nuwe veranderinge in die klaskamer te omhels. Die skoolhoof speel ʼn sterk rol in die vestiging van hierdie 21ste eeu klaskamers en moet dus ʼn instruktiewe rol aanneem. Hierdie navorsingsprojek ondersoek wat presies hierdie instruktiewe rol van die skoolhoof behels in die ondersteuning van onderwysers om hul toe te rus vir 21ste eeu klaskamers. Hierdie navorsingsprojek is gebaseer op ʼn kwalitatiewe navorsingsontwerp, gegrond op die konstruktivistiese paradigma in die vorm van ʼn fenomenologiese studie. Deur gebruik te maak van semi-gestruktureerde onderhoude, het die navorser gepoog om uit te vind hoe die skoolhoof van elke skool wat besoek is, 21ste eeu klaskamers beskou en oor watter vaardighede en kennis ʼn skoolhoof as onderrigleier moet beskik om onderwysers in 21ste eeu klaskamers te vestig. Die navorser het van ʼn doelbewuste steekproef gebruik gemaak om geskikte kandidate te identifiseer wat kennis dra oor die vestiging van 21ste eeu klaskamers by hul eie skole. Betroubaarheid van die data is verseker deur die versameling en interpretasie daarvan. Die data is deur die navorser getranskribeer en later ontleed. Na analise is die data geïnterpreteer en dan in geskikte navorsings sub-vrae ingedeel. Die bevinding was dat elke kandidaat grondige kennis aangaande die eienskappe en kenmerke van 21ste eeu klaskamers het. Baie van die hoofde vervul ʼn sterk instruktiewe rol in hul skool en beskik oor die nodige eienskappe en vaardighede om ʼn omgewing te skep waarin onderwysers met bevoegdheid 21ste eeu vaardighede en kennis in hul klaskamers kan toepas. In meeste van die skole wat besoek is, is 21ste eeu klaskamers besig om pos te vat. Dit is ook duidelik dat die teorie van 21ste eeu klaskamers baie meer op die voorgrond is by sommige van die skole wat besoek is, as wat die praktiese toepassing daarvan is. In sommige van die skole wat besoek is, is ʼn leerfilosofie wat alle 21ste eeu kenmerke omvat geïmplementeer. Daar is ʼn kontinuum waarop elke skool geplaas kan word wat aandui dat nie een skool op dieselfde vlak in hul implementering van 21ste eeu vaardighede en kennis in hul onderwyspedagogie is nie. / Educational Leadership and Management / M. Ed. (Education Management)

Text in English with summaries and keywords in English, Afrikaans and Zulu / Bibliography: leaves 294-314 / How does an organisation turn good results into great results? What makes one organisation good and another great? What defines high performance organisations? Which aspects within an organisation play vital roles into taking an organisation from good to great? Are some aspects more important than others, if so, which ones? These questions have been explored and researched over the years and various researchers have proposed different theories and models that impact high performance as well as definitions around high performance with mixed results. The general aim of this research was to develop and validate a High Performance Model for an IT organisation. The concept of high performance was explored in terms of how to define high performance, which high performance models and frameworks have been developed within the literature and what sustains high performance. These existing High Performance Organisation (HPO) models and frameworks were evaluated against an identified set of criteria to arrive at a definitive theoretical model of high performance. The theoretical HPO model was developed based on the evaluation of the literature reviews together with the existing HPO model of the participating IT organisation. The main purpose of the empirical research was to gather data by means of three questionnaires, over six years, which were used to statistically determine the organisational and behavioural constructs that influence High Performance in an IT organisation in South Africa. Furthermore, the researcher developed an empirical model to verify the theoretical model. A quantitative empirical research paradigm using the survey method was followed and explanatory and descriptive research was used in this study. An HPO questionnaire was developed and administered to employees. Over the six years and three questionnaire administrations, 3,451 employees participated. A new best fitting HPO model was postulated based on new constructs postulated in the factor analysis. The model indicated that Leadership, Knowledge Management – team, Strategic Focus as well as Job Satisfaction especially contributed to high performance within the participating organisation, as well as that strong relationships exist between the HPO factors. This research should contribute towards longitudinal studies on high performance as well as a comprehensive understanding of the factors that influence high performance, within South Africa but also globally. The new HPO model should assist organisations and practitioners in measuring high performance in any organisation after validation. With increased competition and globalisation organisations struggle to survive, this study can provide a roadmap for organisations to obtain and sustain high performance. / Hoe kan ‘n organisasie goeie resultate in uitnemende resultate verander? Wat maak een organisasie goed en ‘n ander een uitnemend? Hoe word hoë prestasie organisasies gedefinieer? Watter aspekte binne ‘n organisasie speel die belangrikste rol om die organisasie van goed na uitnemend te neem? Is sommige aspekte belangriker as ander, indien wel, watter? Hierdie vrae is al deur die jare heen ondersoek en nagevors. Verskeie navorsers het verskillende definisies, teorieë en modelle wat hoe prestasie beïnvloed word ontwikkel, met gemengde resultate. Die algemene doel van hierdie navorsing was om ‘n Hoë Prestasie (HP) Model vir ‘n IT organisasie te ontwikkel en te bekragtig. Die konsep van hoë prestasie word ondersoek, meer spesifiek, die definisie van hoë prestasie, watter hoë prestasie modelle en raamwerke al ontwikkel is in die literatuur en wat hou hoë prestasie in stand. Die bestaande HP modelle en raamwerke word ge-evalueer teen kriteria wat vooraf geïdentifiseer is om sodoende ‘n beslissende teoretiese model vir hoë prestasie te onwikkel. Die teoretiese HP model was ontwikkel op grond van literatuur evaluasies, tesame met die bestaande HP model van die deelnemende IT organisasie. Die hoofdoel van die empiriese navorsing was om data te versamel deur middel van drie vraelyste, oor ‘n tydperk van ses jaar, wat gebruik is om te bepaal watter organisasie- en gedragsveranderlikes beïnvloed hoë prestasie in die deelnemende Suid-Afrikaanse IT organisasie. Die navorser het ook ‘n empiriese model ontwikkel om die teoretiese model te verifieer. ‘n Kwantitatiewe empiriese navorsingsparadigma, insluitend die vraelysmetode, was gevolg in hierdie navorsingstudie, sowel as verklarende en bevestigende navorsing. ‘n HP vraelys was ontwikkel en geadministreer. Gedurende die ses jaar en drie vraelys administrasies, het 3,451 werknemers deelgeneem. ‘n Nuwe en beter-passende HP model word gepostuleer, gebaseer op nuwe konstrukte gepostuleer in die faktoranalise. Die model wys dat Leierskap, Kennisbestuur—span, Strategiese Fokus, asook Werksbevrediging—veral bydra tot hoë prestasie in die deelnemende organisasie en dat sterk verhoudings bestaan tussen dié HP faktore. Die navorsing behoort by te dra tot longutidinale studies van hoë prestasie, asook ‘n omvattende begrip van die faktore wat hoë prestasie beïnvloed, op globale vlak, maar ook binne die Suid-Afrikaanse konteks. Die nuwe HP model behoort organisasies en praktisyns te help om hoë prestasie te meet in enige IT organisasie, nadat bekragtiging gedoen is. Met toenemende kompetisie en globalisering, sukkel organisasies om kop bo water te hou, dus kan hierdie studie ‘n padkaart bied na die verkryging en handhawing van hoë prestasie. / Ngabe inhlangano ikwenza kanjani ukwenza ukusuka kwimiphumela emihle ibe nemiphumela yezinga eliphezulu kakhulu? Ngabe yini okwenza ukuthi inhlangano ethile ibe yinhle kanti enye ibe sezingeni eliphezulu kakhulu? Ngabe yini okuchaza inhlangano esebenza ngezinga eliphezulu kakhulu? Ngabe yiziphi izinto kwinhlangano ezidlala indima ebalulekile ekwenzeni ukuthi inhlangano isuke ezingeni elihle iye kweliphezulu kakhulu? Ngabe kukhona izinto ezibalulekile ukudlula ezinye, uma zikhona, ngabe yiziphi? Le mibuzo iye yacutshungulwa nokucwaningwa eminyakeni eminingi kanti abacwaningi abehlukene baphakamise amathiyori ehlukene kanye namamodeli athinta umphumela wezinga eliphezulu kanye nezincazelo ngokusebenza kwezinga eliphezulu, ngemiphumela ehlukene. Inhloso enabile yalolu cwaningo bekuwukwenza kanye nokuqinisekisa imodeli ye-high performance model (HPO) ngokwenhlangano ye-Information Technology (IT). Kuye kwahlolisiswa umbono wokusebenza ngezinga eliphezulu ngokulandela indlela yokuchaza ukusebenza ngezinga eliphezulu, nokuthi ngabe yiwaphi amamodeli okusebenza ngezinga eliphezulu nezinhlaka ezenziwe ngaphansi kwemibhalo, kanye nokuthi yini ukuqikelela ukuqhubeka kokusebenza ngezinga eliphezulu. Amamodeli akhona e-HPO kanye nezinhlaka zahlolwa ngaphansi kwama-criteria aboniwe akhona ukuze kufinyelelwe kwithiyori echazayo ngemodeli yokusebenza ngezinga eliphezulu. Ithiyori yemodeli ye-HPO yenziwe ngokulandela uhlolo lwemibhalo ebuyekeziwe kanye nokulandela imodeli ye-HPO ekhona kwinhlangano ye-IT ebingenele ucwaningo. Inhloso enkulu yocwaningo olunobufakazi bekuwukuqoqa idata ngokwenza uhla lwemibuzo emithathu, esikhathini seminyaka eyisithupha, kanti yasetshenziswa ukunquma ngezinto ezihlukene eziphathelene nenhlangano kanye nokuziphatha kwayo okunomthelela ekusebenzeni ngezinga eliphezulu kwinhlangano ye-IT eNingizimu Afrika. Kanti futhi, umcwaningi wenze imodeli yobufakazi ukuqinisekisa imodeli yethiyori. Kulandelwe ipharadayimi yocwaningo lwamanani ngokusebenzisa inqubo ye-survey kanye nocwaningo lwencazelo nengcaciso okusetshenziswe kulolu cwaningo. Kwenziwe uhla lwemibuzo yeHPO yasetshenziswa kubasebenzi. Eminyakeni eyisithupha kusetshenziwswe uhla oluthathu lwemibuzo, kubasebenzi ababambe iqhaza abangu 3, 451. Imodeli engcono kakhulu ye-HPO iye yasetshenziswa ngokulandela uhlelo olusha olwenziwe kwinqubo yohlaziyo. Imodeli ibonise ukuthi Ubuholi, kanye Nokuphathwa koLwazi – ithimba, Ukugxilisa kwinhloso ethile kanye Nokuneliseka Ngomsebenzi ikakhulukazi yikho okunomthelela ekusebenzeni ngezinga eliphezulu enhlanganweni ebamba iqhaza. Imiphumela ibonise nobudlelwane obukhulu obuqinile obukhona phakathi kwezinto eziphathelene ne-HPO, ikakhulukazi phakathi Kwenhlangano Yokuphathwa Kolwazi, okuhambelane kakhulu ngokuqinile nezinto ezinhlano kweziyisishagalolunye eziphathelene ne-HPO. Ucwaningo lungathela esivivaneni ekuqondisiseni okujulile kwizinto ezinomthelela ekusebenzeni ngezinga eliphezulu, kuwo wonke umhlaba kanye neNingizimu Afrika ngokwayo. Imodeli entsha ye-HPO ingasiza inhlangano kanye nabasebenzi ekukaleni ukusebenza ngezinga eliphezulu kunoma yiyiphi inhlangano ye-IT, ngemuva kokuqinisekiswa. Ngokukhula kokuqhudelana kanye ne-globalisation, izinhlangano zikuthola kunzima ukuqhubekela phambili, lolu cwaningo lungahlinzeka ngomhlahlandlela kwizinhlangano ukuthola indlela yokusebenza ngezinga eliphezulu nokugcina lezo zindlela zokusebenza ngezinga eliphezulu. / Industrial and Organisational Psychology / D. Phil. (Industrial and Organisational Psychology)

Abstract in English, Afrikaans and Zulu / The general aim of the research was to investigate the components and nature of a psychosocial framework for conflict management in organisations. The research investigated the way in which such a framework manifests by exploring the relationship dynamics between the antecedents (leadership, organisational culture and employee voice), mediators (employee engagement and organisational trust), and outcome variables (conflict management – conflict types and interpersonal conflict handling styles), as moderated by socio-demographic factors (race, gender, age, qualification, job level, income level, tenure, employment status, trade union representation, trade union membership, sector, employee numbers, organisational size, employee engagement programme). The associations between individuals’ personal and organisational characteristics were further explored to determine significant differences between these variables. A quantitative cross-sectional survey was conducted amongst a non-probability sample of adult workers who were employed in South African-based organisations (n = 556). Canonical correlation analysis, mediation modelling, and structural equation modelling were conducted to identify the core empirical components of the framework. A critical review of the interrelated dynamics of the framework components revealed that the mediating variables of employee engagement (job engagement and organisational engagement) and organisational trust (commitment, dependability, integrity) were vital in intensifying the direction and strength of the link between leadership behaviour, organisational culture, conflict types (task, relational, process and status conflict, group atmosphere and conflict resolution potential), and various interpersonal conflict handling styles (integrating, avoiding, dominating, obliging, compromising). Stepwise multiple regression revealed that number of employees, a formal employee engagement programme, and job level were the three most important socio-demographic variables to consider in a conflict management framework, followed by age. The hierarchical moderated regression analysis showed that age, union membership, job level, number of employees, and formal employee engagement programme were important moderating factors to consider in the framework. Tests for significant mean differences indicated significant dissimilarities in terms of the socio-demographic variables. Theoretically, the study advances the understanding of conflict management behaviour and its antecedents in the South African workplace. The empirically tested psychosocial framework informs workplace conflict management interventions from an employment relations perspective which may contribute to enhanced organisational performance. / Die algemene doel van die navorsing was om ondersoek in te stel na die komponente en aard van ʼn psigososiale raamwerk vir konflikbestuur in organisasies. Die navorsing het die manier waarop so ʼn raamwerk manifesteer, bestudeer – deur verkenning van die verhoudingsdinamika tussen die voorgangers (leierskap, organisasiekultuur en werknemer se stem), bemiddelaars (werknemerbetrokkenheid en vertroue in ʼn organisasie), en uitkomsveranderlikes (konflikbestuur – tipes konflik en hanteringstyle ten opsigte van interpersoonlike konflik), soos getemper deur sosiodemografiese faktore (ras, geslag, ouderdom, kwalifikasie, posvlak, inkomstevlak, ampsbekleding, aanstellingstatus, vakbondverteenwoordiging, vakbondlidmaatskap, sektor, werknemergetalle, organisasiegrootte, werknemerbetrokkenheidprogram). Die assosiasies tussen individue se persoonlike en organisasiegebonde eienskappe is verder bestudeer om betekenisvolle verskille tussen hierdie veranderlikes te bepaal. ʼn Kwantitatiewe deursnee-opname is gemaak onder ʼn nie-waarskynlikheidssteekproef van volwasse werkers in diens van Suid-Afrikaans-gebaseerde organisasies (n = 556). Kanoniese korrelasie-ontleding, bemiddelingsmodellering, en strukturele vergelykingsmodellering is gedoen om die kern- empiriese komponente van die raamwerk te identifiseer. ʼn Kritiese beskouing van die onderling verwante dinamika van die raamwerkkomponente het getoon dat die bemiddelende veranderlikes van werknemerbetrokkenheid (werksbetrokkenheid en organisasiebetrokkenheid) en vertroue in die organisasie (toewyding, betroubaarheid, integriteit) deurslaggewend was in die intensifisering van die rigting en sterkte van die skakel tussen leierskapsgedrag, organisasiekultuur, konfliktipes (taak-, relasionele, proses- en statuskonflik, groepatmosfeer en konflikoplossingspotensiaal), en verskillende hanteringstyle ten opsigte van interpersoonlike konflik (integrerend, vermydend, dominerend, inskiklik, kompromitterend). Stapsgewyse meervoudige regressie het getoon dat die aantal werknemers, ʼn formele werknemerbetrokkenheidsprogram, en posvlak die drie belangrikste sosiodemografiese veranderlikes was om mee rekenskap te hou in ʼn konflikbestuursraamwerk, gevolg deur ouderdom. Die hiërargiese gemodereerde regressie-ontleding het getoon dat ouderdom, vakbondlidmaatskap, posvlak, aantal werknemers, en formele werknemerbetrokkenheidsprogram belangrike modererende faktore was om in gedagte te hou in die raamwerk. Toetse vir noemenswaardige gemiddelde verskille het aansienlike ongelyksoortighede ten opsigte van die sosiodemografiese veranderlikes getoon. Teoreties bevorder die studie die begrip van konflikbestuursgedrag en die voorgangers daarvan in die Suid-Afrikaanse werkplek. Die empiries getoetste psigososiale raamwerk vorm konflikbestuursintervensies in die werkplek vanuit ʼn werksverhoudingeperspektief wat kan bydra tot verbeterde organisasieprestasie. / Inhloso jikelele yocwaningo kwaba ukuphenya izingxenye nemvelo yohlaka lwezengqondo lokuphathwa kokungqubuzana ezinhlanganweni. Ucwaningo luphenye indlela lapho uhlaka olunjalo lubonisa ngokuhlola amandla obudlelwano phakathi kwezinqumo (ubuholi, isiko lenhlangano nezwi lesisebenzi), abalamuli (ukuzibandakanya kwesisebenzi kanye nokwethembana kwenhlangano), kanye nemiphumela eguquguqukayo (ukuphathwa kokungqubuzana - izinhlobo zokungqubuzana nezindlela zokuphatha ukungqubuzana phakathi kwabantu), njengoba kuhlaziywe yizici zenhlayo yeningi labantu (uhlanga, ubulili, ubudala, imfanelo, izinga lomsebenzi, izinga lomholo, ukusebenzisa umhlaba, isimo somsebenzi, ukumelwa yinyunyana, ubulunga benyunyana, imboni, izinombolo zabasebenzi, ubungako benhlangano, uhlelo lokuzibandakanya kwesisebenzi). Ukuhlangana phakathi komuntu siqu kanye nezici zenhlangano kuphinde kwahlola umehluko omkhulu phakathi kwalokhu okuguquguqukayo. Inhlolovo esezingeni eliphansi yesigaba yenziwe phakathi kwesampula elula yabasebenzi abadala abebeqashwe ezinhlanganweni ezisekelwe zaseNingizimu Afrika (n = 556). Ukuhlaziya kokuxhumanisa kohlu lwezincwadi, ukulamula kwesifanekiso, kanye nesifanekiso sesakhiwo kwenziwa ukukhomba izingxenye ezisemqoka ezinokwehla kohlaka. Isibuyekezo esibucayi samandla ahambisana nezingxenye zohlaka siveze ukuthi ukulamula okuguqukayo kokuzibandakanya kwesisebenzi (ukuzibandakanya komsebenzi nokuzibandakanya kwenhlangano) kanye nokwethembana kwenhlangano (ukuzinikela, ukwethembeka, ubuqotho) kwakubalulekile ekwandiseni ukuqondiswa namandla oxhumano phakathi kokuziphatha kwabaholi, isiko lenhlangano, izinhlobo zokungqubuzana (umsebenzi, ezingubudlelwano, inqubo nesimo sokungqubuzana, isimo sokuzwana eqenjini kanye namandla okuxazulula ukungqubuzana), kanye nezindlela zokuphatha ukungqubuzana okuhlukahlukene phakathi kwabantu (ukuhlanganisa, ukugwema, ukubusa, ukubopha, ukuyekethisa). Ngokuhamba kwesinyathelo ekuhlehleni okuningi kwaveza ukuthi inani labasebenzi, uhlelo lokuzibandakanya olusemthethweni lwesisebenzi, kanye nezinga lomsebenzi kwakuyizinguqunguquko ezintathu ezibaluleke kakhulu zenhlalo yeningi abantu okufanele bazicabange ohlakeni lokuphathwa ukungqubuzana, kulandelwe ubudala. Ukuhlaziywa okuphezulu kokuhlehla kokuhlaziya kubonise ukuthi ubudala, ubulunga benyunyana, izinga lomsebenzi, inani lezisebenzi, kanye nohlelo lokuzibandakanya olusemthethweni lwesisebenzi kwakuyizici ezibalulekile zokulinganisa okufanele zicatshangwe ohlakeni. Uvivinyo lokwehlukahlukana lukhombise ukungafani okubalulekile ngokuya kweziguquguqukayo zenhlalo yeningi labantu. Ngokucatshangwayo isifundo sikhuthaza ukuqondisisa ukuphathwa kokungqubuzana kokuziphatha kanye nezinqumo zako endaweni yomsebenzi eNingizimu Afrika. Ukuhlolwa okunamandla kohlaka lwezengqondo lwazisa ukungenelela kokuphathwa kokungqubuzana endaweni yomsebenzi ngombono wobudlelwano emsebenzini okungaba nomthelela ekwenzeni ngcono ukusebenza kwenhlangano. / Human Resource Management / D. Phil. (Human Resource Management)

Text in German, with summaries in German, English, Afrikaans and Shona / Includes bibliographocal references (leaves 184-191) / Christliche Gemeinden in Deutschland finden sich zunehmend in einer interkulturell zusammengesetzten Gesellschaft wieder und viele fragen danach, wie eine Integration von Migranten in ihre bestehenden Gemeinden gelingen kann. In dieser qualitativ-empirischen Studie wurden drei evangelische Freikirchen in Deutschland dahingehend untersucht, wie sie sich von einer ehemals monokulturell-deutschen Gemeinde in eine interkulturelle Gemeinde entwickelt haben. Dabei wurden in besonderer Weise die Voraussetzungen für die Entwicklung, der Veränderungsprozess und besondere Merkmale der Gemeinden untersucht. Als Grundlage für die Forschung wurde ein aus verschiedenen Disziplinen zusammengeführtes Modell aus Erkenntnissen zu interkulturellem Gemeindebau entworfen. In der Studie wird deutlich, dass interkultureller Gemeindebau sowohl bereichernd als auch herausfordernd und konfliktgeladen erlebt wird. Besonders wichtig sind dabei eine strategisch kompetente Leitung, eine missionarische Grundausrichtung, ein liebevoller und wertschätzender Umgang miteinander, die Einigung auf gemeinsame Leitlinien, das Feiern von Erfolgen, Beziehungsaufbau, das Einladen zur Mitarbeit auf Augenhöhe, interkulturelle Leitungsteams, die Übersetzungsarbeit, Geduld und Flexibilität sowie die Bereitschaft, voneinander zu lernen. / German society is becoming increasingly intercultural, and many Christian churches are asking how migrants can be successfully integrated into established churches. In this qualitative-empirical study, three free evangelical churches in Germany were examined to determine how they developed from a previously monocultural German church into an intercultural church. In the course of the study, the prerequisites for development, the change process and special features of the churches were specifically examined. An integrated model designed on the basis of insights of various disciplines regarding the intercultural construction of churches served as the foundation for the research. It became clear in this study that building an intercultural church not only enriches the church, but is also experienced as challenging since it has the potential to give rise to conflict. The following elements are especially important: strategic and competent leadership, a basic missionary orientation, a loving and esteeming manner in associating with one another, consensus on common guidelines, a celebration of successes, building of relationships, an invitation for others to minister on equal terms, intercultural leadership teams, translation work, patience and flexibility, and a willingness to learn from one another. / Die Duitse samelewing raak toenemend interkultureel, en talle Christengemeentes wonder hoe migrante in gevestigde gemeentes opgeneem kan word. Wyses waarop drie Evangeliese gemeentes in Duitsland ontwikkel het van eens monokulturele Duitse gemeentes in interkulturele gemeentes, is in hierdie kwalitatief empiriese studie ondersoek. In die besonder die voorvereistes vir verandering, die veranderingsproses en die unieke kenmerke van die gemeentes is in hierdie studie verken. ʼn Geïntegreerde model wat berus op die insigte van verskeie dissiplines wat hulle op die interkulturele samestelling van kerke toespits, het die basis van die navorsing gevorm. Dit blyk uit hierdie studie dat die totstandkoming van ʼn interkulturele gemeente nie slegs verrykend kan wees nie, maar dat dit moontlik ook tot onenigheid aanleiding kan gee. Die volgende is van besondere belang: strategiese en bevoegde leiers, ʼn sendingoriëntasie, liefdevolle en respekvolle omgang met mekaar, eenstemmigheid oor algemene riglyne, ʼn viering van suksesse, die bou van goeie verhoudinge, ʼn versoek dat ander op gelyke voet dien, interkulturele leierskapspanne, vertaalwerk, geduld en toegeeflikheid, en die gewilligheid om by mekaar te leer. / Tshitshavha tsha German tshi khou ṋaṋa u vha na mvelelo dzo ṱanganelanaho, nahone kereke nnzhi dza Tshikhiresite dzi khou vhudzisa uri ṱhunḓu dzi nga ṱanganyiswa hani zwavhuḓi kha kereke dzi re hone. Kha ngudo iyi ya khwaṱhisedzwaho nga tshenzhelo na ndeme, kereke tharu dza evangeli yo vhofholowaho dza ngei Germany dzo lingwa u vhona uri dzo bvelela hani u bva kha u vha dza tshikale dza Germany dza mvelele nthihi u ya kha kereke ya mvelele yo ṱanganelanaho. Kha khoso iyi ya ngudo, ṱhoḓea ya u bvelela, maitele a tshanduko na zwiṱaluli zwo khetheaho zwa kerekezwo lingululwa. Tshiedziswa tsho ṱanganelanaho tsho itwaho ho sedzwa luvhonela lwa masia o fhambanaho mayelana na u fhaṱa kerekedzo ṱanganelanaho tsho shuma sa mutheo wa ṱhoḓisiso. Zwo bvela khagala kha ngudo iyi uri u fhaṱa kereke yo ṱanganelanaho a zwi pfumisi fhedzi kereke, zwi dovha zwa vha tshenzhelo ire na khaedu saizwi i na khonadzeo ya u vusa dzikhakhathi. Zwipiḓa zwi tevhelaho ndi zwa ndeme vhukuma: vhurangaphanḓa vhu re na tshiṱirathedzhi nahone ho ṱalifhaho, u pfumbudzwa ha mutheo kha zwa vhufunzi, nḓila ua lufuno na ndeme kha matshilisano, u tendelana kha nyendedzo dzi fanaho, u pembelela mvelaphanḓa, u fhaṱa vhushaka, thamba ya vhaṅwe kha u funza nga milayo i linganaho, thimu dza vhurangaphanḓa ha mvelele yo ṱanganelanaho, mushumo wa vhupinduleli, u konḓelela na u tenda u shanduka, na u ḓiimisela u guda kha vhaṅwe. / Philosophy, Practical and Systematic Theology / M. Th. (Christian leadership)

Abstract in English, Afrikaans and Sesotho / Classroom discipline is one of the pillars of good education globally. This study aimed to determine the role of teachers and HODs in maintaining effective classroom discipline among learners in selected primary schools in Gauteng East. The research question set by the researcher to gather the relevant information was: How does a purposively selected group of primary school HODs and teachers in the Gauteng East District view their experiences, skills and knowledge of classroom discipline and management in a post-corporal punishment era, as explored through a qualitative study using multiple techniques of data gathering? The researcher sought to determine how classroom discipline and management took place and which strategies teachers and HODs could adopt for effective classroom discipline and management. A qualitative research approach was employed for the empirical inquiry carried out at the selected research sites. Information about classroom discipline and management strategies was gathered from selected participants, made up of 24 teachers and six HODs from six primary schools. This was achieved using semi-structured interviews, focus group interviews, document analysis and observation tools. The study revealed that all the selected participants were applying the reactive or punitive disciplinary approach rather than a proactive or positive approach. The literature review on the causes of poor classroom discipline and management, along with the research-based behavioural strategies and the empirical enquiry in the selected schools, allowed the researcher to critically assess the current disciplinary strategies implemented by teachers and HODs in Gauteng East primary schools and to make meaningful recommendations for improvement of discipline and classroom management. The main recommendations entail that teachers and HODs extend their horizons in order to be able to use the three models of control proposed by Wolfgang and Glickman in their classrooms. Use of the three models would aid them in exercising effective and meaningful classroom discipline and in utilising the strategies emanating from the research on effective classroom management. These main recommendations are further extended in the additional recommendations put forward. / Klaskamerdissipline is wêreldwyd een van die hoekstene van goeie onderwys. Hierdie studie is uitgevoer om die rol van onderwysers en departementshoofde in die doeltreffende handhawing van klaskamerdissipline by leerders in uitgesoekte laerskole in Gauteng-Oos te bepaal. Die navorsingsvraag wat deur die navorser gestel is om die tersaaklike inligting in te samel, was: Hoe beskou ʼn doelbewus gekose groep laerskooldepartementshoofde en laerskool-onderwysers in die Gauteng-Oos-distrik hul ervarings, vaardighede en kennis van klaskamerdissipline en -bestuur in ʼn post-lyfstraf-era, soos ondersoek in ʼn kwalitatiewe studie met behulp van verskeie data-insamelingstegnieke? Die navorser het gepoog om te bepaal hoe klaskamerdissipline en -bestuur plaasgevind het en watter strategieë deur onderwysers en departementshoofde aangewend kan word vir doeltreffende klaskamerdissipline en -bestuur. ʼn Kwalitatiewe navorsingsbenadering is gevolg vir die empiriese ondersoek wat by die gekose navorsingsplekke uitgevoer is. Inligting oor klaskamerdissipline en -bestuurstrategieë is verkry van gekose deelnemers bestaande uit 24 onderwysers en ses departementshoofde van ses laerskole. Dit is gedoen deur halfgestruktureerde onderhoude, fokusgroeponderhoude, dokumentontleding en waarnemingshulpmiddele te gebruik. Die studie het getoon dat al die gekose deelnemers die reaktiewe of strafbenadering tot dissipline gevolg het, eerder as ʼn proaktiewe of positiewe benadering. Die literatuuroorsig oor die oorsake van swak klaskamerdissipline en -bestuur, tesame met die navorsingsgebaseerde gedragstrategieë en die empiriese ondersoek in die geselekteerde skole, het dit vir die navorser moontlik gemaak om die huidige dissiplinêre strategieë wat deur onderwysers en departementshoofde in laerskole in Gauteng-Oos geïmplementeer word, krities te assesseer en om sinvolle aanbevelings vir die verbetering van dissipline en klaskamerbestuur te doen. Die vernaamste aanbevelings behels dat onderwysers en departementshoofde hul horisonne moet verbreed sodat hulle in staat sal wees om die drie modelle van beheer wat deur Wolfgang en Glickman voorgestel word, in hul klaskamers te gebruik. Die gebruik van die drie modelle sal hulle help om doeltreffende en sinvolle klaskamerdissipline te beoefen, en om die strategieë wat uit die navorsing oor doeltreffende klaskamerbestuur voortspruit, te gebruik. Hierdie hoofaanbevelings word verder uitgebrei in die bykomende aanbevelings wat gemaak is. / Kgalemo ka phaposing ya ho rutela ke e nngwe ya ditshiya tsa thuto e hantle lefatsheng ka bophara. Phuputso ena e ne e reretswe ho tseba boikarabello ba matitjhere le Dihlooho tsa mafapha (di-HOD) ba ho boloka kgalemo e sebetsang phaposing ya ho rutela hara baithuti dikolong tse kgethilweng tsa mathomo Gauteng Botjhabela. Potso ya patlisiso e entsweng ke mofuputsi ho bokella tlhahisoleseding e nepahetseng e ne e le hore na: Sehlopha se kgethilweng ka boomo sa dihlooho tsa mafapha (di-HOD) le matitjhere a Setereke sa Gauteng Botjhabela se bona boiphihlelo ba sona jwang, bokgoni le tsebo tsa kgalemelo ya phaposing ya ho rutela le tsamaiso nakong ya kamora nako ya ho tloswa ha ho shapuwa ha baithuti jwalo ka ha ho hlahlojwa ka phuputso ya boleng ho sebediswa mekgwa e mengata ya ho bokella datha? Mofuputsi o ile a batla ho tseba hore na kgalemo ya phaposing ya ho rutela le tsamaiso di etsahetse jwang le hore na ke mawa afe ao matitjhere le dihlooho tsa mafapha (di-HOD) ba ka a sebedisang bakeng sa kgalemo e sebetsang ya phaposing ya ho rutela le tsamaiso. Mokgwa wa ho etsa dipatlisiso wa boleng o ile wa sebediswa bakeng sa patlisiso ya tlhahlobo e entsweng dibakeng tsa patlisiso tse kgethilweng. Tlhahisoleseding mabapi le kgalemo ya phaposing ya ho rutela le maano a tsamaiso e ile ya bokellwa ho tswa ho bankakarolo ba kgethilweng, ba entsweng ka matichere a 24 le dihlooho tsa mafapha (di-HOD) tse tsheletseng dikolong tse tsheletseng tsa mathomo. Sena se fihletswe ka dipuisano tse batlang di hlophisitswe, dipuisano tsa sehlopha se kgethilweng, manollo ya ditokomane le disebediswa tsa temoho. Phuputso e senotse hore bankakarolo bohle ba kgethilweng ba ne ba sebedisa mokgwa wa kgalemo o sebetsang kapa o fanang ka kotlo ho fapana le mokgwa o sebetsang kapa o nepahetseng. Tlhahlobo ya dingodilweng ka disosa tsa boitshwaro bo bobe ba phaposing ya ho rutela le tsamaiso, hammoho le maano a boitshwaro a ipapisitseng le dipatlisiso tse matla dikolong tse kgethilweng, e dumelletse mofuputsi ho lekola ka botebo maano a kgalemo a tshebetsong a sebediswang ke matitjhere le dihlooho tsa mafapha (di-HOD) dikolong tsa mathomo tsa Gauteng Botjhabela le ho etsa ditlhahiso tse nang le moelelo bakeng sa ntlafatso ya boitshwaro le tsamaiso ya phaposi ya ho rutela. Ditlhahiso tsa mantlha di kenyeletsa hore matitjhere le dihlooho tsa mafapha (di-HOD) ba batle mekgwa e meng eo ba ka sebetsanang le sena ka yona e le hore ba kgone ho sebedisa dimmotlolo tse tharo tsa taolo tse hlahisitsweng ke Wolfgang le Glickman diphaposing tsa bona tsa ho rutela. Tshebediso ya dimmotlolo tse tharo e ka ba thusa ho sebedisa kgalemo e sebetsang le e nang le moelelo phaposing ya ho rutela le ho sebedisa maano a tswang dipatlisisong a mabapi le tsamaiso e sebetsang ya phaposi ya ho rutela. Ditlhahiso tsena tsa mantlha di boetse di atoloswa ho feta ditlhahisong tsa tlatsetso tse hlahisitsweng. / Educational Management and Leadership / D. Ed. (Education Management)

The research study investigated management strategies through which school effectiveness could be enhanced in primary schools situated in Gauteng Province. The enhancement of school effectiveness necessitated the discussion on school improvement to find ways to turn around the situation in dysfunctional schools in the province. The province is characterised by urban and suburban areas, townships, and informal settlements. Teachers in schools in these areas are well qualified. However, different challenges in these areas impact upon the enhancement of school effectiveness. A literature review was conducted to provide a conceptual framework and explain concepts such as effective management, administration, leadership, principal effectiveness, and teacher effectiveness. The literature review also investigated the factors that impact upon school effectiveness and school improvement and explored the historical development of School Effectiveness Research (SER) in the United States of America, Europe, Australia, and Africa to expound the problem investigated. An empirical investigation using a qualitative approach was conducted. Six primary schools were selected using purposive sampling to ensure that different demographic areas were covered in the research. Purposive sampling allowed the researcher to target schools from high and low socio-economic areas because they often experience different challenges concerning to school effectiveness. Data were collected through individual interviews with principals and officials from the Gauteng Department of Education (GDE) at the district and teachers in focus groups. Key findings were identified. Participants from the three categories respectively identified several characteristics of effective schools which concurred with the literature on school effectiveness. They also identified two features of effective schools which were unique to the study: in effective schools, there is little or no learner and teacher absenteeism; and school values which shape the behaviour of learners are clearly articulated. School values include trustworthiness, respectfulness, honesty, responsibility, striving for excellence and good leadership. School effectiveness is hindered by the current process of appointing principals which does not always succeed in selecting principals with the required leadership qualities and management skills. Further, the incorrect implementation of the Integrated Quality Management System (IQMS) in schools hinders teacher development and leads to poor teacher performance. / Die navorsingstudie ondersoek bestuurstrategieë waardeur die effektiwiteit van primêre skole, geleë in die Provinisie van Gauteng verhoog kan word. Die verhoging van effektiwiteit in skole het die bespreking oor skoolverbetering genoodsaak om maniere te vind om die situasie in disfunksionele skole in die provinisie om te draai. Die provinsie word gekenmerk deur landelike en stedelike gebiede, lokasies, en informele nedersetttings. Onderwysers van skole in hierdie gebiede is goed gekwalifiseerd. Verskeie uitdagings in hierdie gebiede het egter n uitwerking op die verhoging van effektiwiteit in skole. ʼn Literêre oorsig is uitgevoer om n konseptuele raamwerk te voorsien en om konsepte soos effektiewe bestuur, administrasie, leierskap, effektiwiteit van die skoolhoof, en onderwysers te verduidelik. ʼn Kwalitatiewe benadering is gebruik om die empiriese ondersoek uit te voer. Ses primêre skole is gekies en doelgerigte steekproefneming is gebruik om te verseker dat verskillende demografiese gebiede deel was van die navorsing. Doelgerigte steekproefneming het die navorser toegelaat om skole van hoë en lae sosio-ekonomiese gebiede te teiken omdat hulle dikwels verskillende uitdagings aangaande die effektiwiteit van skole ervaar. Data is versamel deur indivduele onderhoude met skoolhoofde en amptenare van Gauteng Onderwys Departement (GDE) by die distrik en deur fokusgroep onderhoude met onderwysers. Sleutelbevindinge was soos volg. Deelnemers uit die drie kategoriëë het onderskeidelik geidentifiseer met verskeie eienskappe van effektiewe skole wat ooreenstem met die literatuur op effektiwiteit in skole. Hulle het ook twee kenmerke van effektiewe skole wat uniek was tot die studie geïdentifiseer: in effektiewe skole is daar min of geen afwesigheid van leerders en onderwysers; en skoolwaardes wat die gedrag van leerders vorm word duidelik verwoord. Skoolwaardes sluit betroubaarheid, respek, eerlikheid, verantwoordelikheid, strewe na uitenmendheid en goeie leierskap in. Effektiwiteit in skole word verhinder deur die huidge proses van aanstelling van skoolhoofde wat nie altyd daarin slaag om skoolhoofde te kies wat die nodige leierskap en bestuurseienskappe het nie. Verder, die verkeerde implementering van die Geïntegreerde Bestuurstelsel (IQMS) in skole belemmer die ontwikkeling en lei tot swak prestasie van onderwysers. / Dinyakisiso tse tsa go ithuta di be di tsomana le mekgwanakgwana ya bolaodi bja thuto go tiisetsa gore dikolo tsa motheo Profentsheng ya Gauteng di soma mesomo yeo e nepagetsego. Tiisetso ya go soma mesomonepagetsego ya sekolo e dirile gore go ahlaahliwe hlabollo ya dikolo go humana ditselana tseo ka tsona re ka hlabolang dikolo tseo di sa someng botse mo profentsheng. Profentshe ya Gauteng e na le dikolo tsa motsesetoropong le tsa mo go bego go dula batho basweu fela. Barutisi mo mafelong a ba na le di thuto tse maleba. Fela, dihlotlo tseo dileng gona mo mafelong a di huetsa tiistso ya go soma mesomonepagatso sekolong. Go dirilwe tekololeswa ya dingwalwa go hlalosa dikgopolo tse bjalo ka taolonepagatso, boetapele, mesomonepagatso ya hlogo ya sekolo le mesomonepagatso ya morutisi. Tekololeswa ya dingwalwa e nyakisisitse dintlha tseo di huetsang mesomonepagetso sekolong le hlabollo ya sekolo go lebeletswe tswetsopele ya dinyakisiso tsamesomonepagatso ya dikiolo dinageng tsa United States of America, Europa, Australia le Afrika go hlalosa bothata bjo bo nyakisiswago. Go dirilwe dinyakisiso ka poledisano go somiswa mokgwa wa kwalitetifi. Go kgethilwe dikolo tse tshela tsa fase ka go somisa kgetho ka maikemisetso go direla gore go akaretswe dikolo go tswa mafelong a go fapana. Kgetho ka maikemisetso e dumelela monyakisisi go tswa mafelong a batho ba go ba le sa bona le mafelong a batho ba go hloka sa bona ka ge ba itemogela dihlotlo tse fapaneng mesomonepagatso. Tshedimoso ye e kgobokeditswe ka dipoledisano le dihlogo tsa dikolo motho a le nosi le bahlankedi bammuso wa Kgoro ya Thuto ya Kgauteng motho a le nosi le dipoledisano ka sehlopha. Dintlha tsa dipoelo di be di le mo go latelago: Batseakarolo go tswa mafapeng a go fapana ba hlaotse diponagalo tsa dikolo tseo disomago ka nepagalo tseo di dumelelanago le tekololeswa ya dingwalwa. Gape ba hlaotse dipanagalo tse dingwe tsa moswana nosi: Dikolo tsa go soma ka nepagalo ga di na barutwana goba barutisi ba go se tle sekolong. Meano ya sekolo e akaretsa botshephegi, tlhompho, boikarabelo le go somela bobotse ka go fetisa le boetapele bjo bo botse. Mosomonepagatso ya sekolo e sitiswa ke tshepediso ya go thwala dihlogo tsa dikolo yeo ka nako tse dinwe e sitago ke go hlaola hlogo ya sekolo yeo e nago le boetapele le bolaodi bjo bo botse. Gape, go tsentshatirisong wo o fasagetseng wa tshepetso ya bolaodi bja hlabollo ya barutisi go sitisa tswelopele. / Educational Management and Leadership / Ph. D. (Education Management)