The Western Australian State Government’s local government reform programme, initiated in February 2009, provides the context for this research. Nedlands, a local government in Perth’s western suburbs, resolved to participate in this reform programme and signed a Regional Transition Group Agreement with Subiaco local government in August 2010. The purpose of the Regional Transition Group was to prepare a business plan to investigate the potential benefits and viability of a Nedlands and Subiaco amalgamation. Whilst the local government of Nedlands is currently investigating the more operational and technical aspects of local government reform in the merger feasibility study, this research focused on employee readiness, more intangible but no less important. The difficulties of achieving success with organisational change initiatives are well documented. A number of models of planned organisational change have been developed to address these difficulties and support successful change and are outlined. This research highlights the value of the first phase of planned change, namely readiness for change, where organizational members are prepared for and become supporters of change. It also highlights the importance of change communication with respect to developing employee readiness. Definitions and some of the dimensions of ‘readiness for change’ are outlined. The five dimensions of readiness for change - discrepancy, appropriateness, principal support, efficacy and valence - provide the ‘lens’ through which readiness for change at Nedlands is explored. From this perspective, the documentation communicating local government reform at Nedlands was analysed. These dimensions were also used to ascertain, from the perspective of the Nedlands' managers, their level of readiness and the readiness of the employees of Nedlands for local government reform. The findings suggest that Nedlands local government has not consciously planned to ‘ready’ employees for local government reform. A number of management recommendations are made to strengthen the change readiness message communicated by the Nedlands local government and to support the development of the Nedlands employees’ readiness for change.

This study investigated the education and training needs for municipal employees in order to inform an education and training strategy that would address environmental management challenges in Makana local municipality in Grahamstown, Eastern Cape province. The research was conducted as a qualitative case study that made use of questionnaires, document analysis, focus group discussions and interviews as instruments for data generation. Samples of respondents were selected from Makana Municipality employees in top and middle management positions, professionals/technicians and workers, including elected councillors. The study was contextualised through establishing environmental management issues in Makana municipality; establishing organisational needs; development of a learner profile; and through a review of policies and recent trends in adult education. The study established that the Makana Municipality employees are most concerned with the following issues: sanitation; solid waste management; livestock management and fire management. These issues require primary environmental competences among all council employees (top and middle management, professionals and technicians, workers and councillors who work on part-time basis). The educational implications needed to respond to these issues also require an understanding of legislation. The study also established that technical education and training which includes planning, project management, and financial and budgeting competences are necessary amongst the management and professionals. These competences may enable them to develop capacity in environmental management. This study further established the need for social education which includes competences such as communication and social justice. These competences should be developed amongst members of the same group as they need to involve the community in management of the environment. This should enable the municipality to create job opportunities and help change negative attitudes.

Text in English / The Batau of Kgaphola are of Swazi origin and migrated to Sekhukhuneland Limpopo Province in South Africa. The community has been involved in chieftainship disputes which date back to 1954 after the death of Chief Lobang III. Within the broader national political framework and execution of policies, the community became divided between the Makhuduthamaga and the Rangers. The Makhuduthamaga were anti-government and the Rangers pro-government. Each of the two groups gained the support of community members. The failure of the royal family to agree on who should lead the community after the death of Chief Lobang III led to a division from within. The former Lebowa government and the current Limpopo government intervened into the Batau chieftainship disputes without success. Commissions such as the Lekoloane, Ralushai and Nhlapo were established to deal with chieftainship disputes but this did not assist communities including the Batau of Kgaphola. The Kgatla Commission was also established and communities are still appearing before it and the Batau are still waiting to present their case. The study explores how the Batau of Mphanama dealt with their differences relating to chieftainship within the community and this instituted external intervention. It also uncovers how disputes within the royal family have affected members of the community and led to divisions. In the final instance the effect of decades of external political intervention and governance is evaluated. / Anthropology and Archaeology / M.A. (Anthropology)

No abstract available / Social Work / M. A. (Social Work)

No abstract available / Social Work / M. A. (Social Work)