The problem in this research lies in the lack of appropriate guidelines for managing the Quality Management System (QMS) in schools. The research endeavours to reveal the most effective and efficient guidelines for managing the QMS. The main purpose of the study was to investigate and reveal the most appropriate and effective ways of managing the QMS as a strategy and as an ongoing process of evaluating and managing both the performance and outcomes in schools. This research adopted a qualitative research approach. Phenomenological and ethnographic research methods were employed. The purpose of adopting the qualitative research for this study was to gather non-numerical data to help explain and develop a theory about managing the QMS. The researcher collected data using multiple means of data collection, namely, interviews, survey and observation. Interpretations of data led to the research recommendations and the conclusion. The sample comprised of three District officials, the school Principal from each sample school, two Departmental Heads, two teachers and their classes, two School Governing Body (SGB) members, one member of the Staff Development Team (SDT) and four former members of the Quality Management (QM) team. The findings of the study described the informants’ perceptions and experiences of the QMS as a process for school improvement. The perceptions and the experiences of the teachers and the principals suggest that the participants had a limited understanding, knowledge and skills in managing the QMS. Thus guidelines managing the QMS were provided. In addition, guidelines for the educational psychologist that would facilitate the successful management of the QMS were developed. / Prof. J.R. Debeila

<p> As more people gravitated to the city, urban areas in the United States became increasingly diverse, yet the Church missed the opportunity to reach these multicultural cities. Though there were efforts at designing a core curriculum for cultural adaptability training, there was a lack of data supporting its effectiveness.</p><p> Much of the Church&rsquo;s response to the urbanization focused on cross-culturalism with the view of urban communities as mission fields. Literature revealed that cultural adaptability and cultural intelligence were needed skill sets for the workplace. Faith organizations that routinely worked among cross-cultural populations needed to ensure that their staff received proper training in cultural skills before leaving for the field.</p><p> This research centered on a small study of urban missionary candidates from World Impact. The quantitative approach followed a methodology that was exploratory, rather than hypothesis, driven. The design used a survey tool called the Cross Cultural Adaptability Inventory. The tool utilized a Likert scale and rating scale questions, as opposed to open or closed question surveys. </p><p> In determining acceptable levels of cultural adaptability in missionary candidates, this study found evidence of notable increases in adaptability as a result of training. Additionally, cultural adaptability in relation to demographics was validated. However, the linear combination of demographics predicting cultural adaptability was not found.</p><p> Literature supported the lack of consensus on the direction of cultural adaptability studies. The expectation of this study was that organizations would take a deeper look at how they were conducting cultural adaptability training. The data gathered from this research project led to the recommendation for continued study on the individual components of cultural adaptability, including additional occupations and pretesting as a best practice prior to post-testing.</p><p>

Virtual Learning Environments (VLEs)/E-Learning has been adopted extensively by Higher Education (HE) in the UK and in the case study Coventry University (CU). Frameworks predicated upon pedagogic considerations evaluate VLEs/E-Learning but the evaluation of the management of VLEs/E-Learning through Knowledge Management (KM) Critical Systems Heuristics (CSH) and Soft Systems Methodology (SSM) has not been considered. Furthermore there are no frameworks that seek to reconcile the intent of VLEs/E-Learning with the resultant instantiation. Therefore, a conceptual framework to evaluate the management of VLEs/E-Learning has been derived. Action Research has been used by exposing every stage of the development of the conceptual framework to critique by stakeholders. The drivers for the uptake of VLEs/E-Learning have been identified and classified according to two schema, one schema is into people, processes and technology and the other into strategic/tactical or operational types. Existing evaluative frameworks have, on review, been classified according to a schema incorporating a purpose, theory, context, evaluative criteria, evaluative processes and management activities. VLEs/E-Learning can be considered to be a specialized computer system and therefore the fields of Knowledge management (KM), Critical Systems Heuristics (CSH) and Soft Systems Methodology (SSM) have been investigated, salient concepts extracted. From KM, knowledge appositions (know why; know-what; know who; know-when; know-where and know-how) are mapped onto tacit and explicit knowledge; people, processes and technology. From SSM, CATWOE (customer, actor, transformation, weltanschauung, owner, environment); and from CSH the concept of ‘is’ and ‘ought’ has also been mapped across the knowledge appositions. The resultant framework can be used by HE organisations as a tool for self development and also by external auditing agencies which wish to evaluate the management of VLEs/E-Learning.

<p> Over the past few decades, the money and attention associated with Intercollegiate Athletics (ICA) has exploded. At the same time, however, many ICA departments claim to be at a financial crossroads with coaching salaries and operational costs soaring upwards. Not surprisingly, ICA departments are responding by focusing on increasing their fundraising in innovative ways. Perhaps the most interesting of these is in the area of hybrid&mdash;or blended&mdash;giving, which combines cash with a deferred gift. While these gifts have the potential to help generate substantially more revenue for ICA, unfortunately there is limited empirical research surrounding them. </p><p> In an effort to broaden this research base, this study examined hybrid gifts in Division I ICA at both the macro and micro levels. Specifically, an explanatory sequential mixed methods design was used to assess the state of hybrid-gift development among all 346 Division I ICA departments. This was accomplished through an online survey of the senior development director at every Division I ICA department; the 33-question survey had a 64% response rate and employed demographic, Likert-style, and open-ended questions. Following this mapping of the current Division I ICA hybrid-gift landscape, two purposely selected comparative case studies of Division I ICA departments were undertaken to better explain the complexity of hybrid gifts by digging deeper into the nuances of ICA philanthropy and hybrid-gift development. </p><p> Analysis of the data indicates hybrid-gift development is trending upward with a number of unique and new opportunities. Findings centered on building a culture of philanthropy and strategic process that includes education, communication, and collaboration; identifying the trajectory of hybrid-gift donors; and the new opportunities that hybrid gifts create, such as both short- and long-term approaches, re-cultivation of donors, and elevated partnerships. Further analysis used the lens of behavioral economics, specifically, framing, anchoring, loss aversion, and what you see is all there is to enrich the findings. </p><p> Taken together, the study responds to a yawning gap in the literature on philanthropy. In particular, the study informs best practices for ICA development, leaders, and donors, and generates potentially transferable philanthropic insights into higher education and nonprofit philanthropy.</p><p>

D.Ed. / The re-admission of the Republic of South Africa to the global arena does not only imply that the education system be effectively managed and governed but also that the potential of all stakeholders in education be optimized. The rationale for performance is linked to investment in people to yield high returns in education in the form of qualified and skilled personnel, a productive and competitive workforce and an effective and efficient educational community. In the light of the preceding, the quest for quality education is interlinked with an integrated quality management system. The basic premise here is that through performance management the education system would ensure optimization of potential in order to unfold individual potential and release their latent energy and to promote economic growth and improve the quality of life for the South African citizen at large. Similarly, the optimization of the potential of educators and learners alike is seen as a necessity for ensuring provision of quality education in a high and productive education system. In chapter two, one of the most important aspects discussed is providing a broader knowledge on how human potential should be optimized and performance be managed in education institution. In the light of optimization of potential, various activities that make up human resource management and development process were discussed sequentially in this chapter. The components were interrelated and integrated So that they should not be seen as fragmented unrelated elements. For example, the beehive model of organizational development present seven workplace practices as a strategy in educational institutions to develop educators and managers to their institutional competitiveness. in addition, it was indicated that educational managers should incorporate new ways of working into every facet of their operation in order to excel in the implementation of planning and processes, and continuously evaluate resistance to change and awareness of the consequences of non- delivery, through these workplace strategies, educational managers may be in the position to synchronise all the resources for maximum work performance.

The study focused on the evaluation of the integrated management system (IQMS) at selected schools within the Queenstown Education District. A quantitative research method was used for the study and questionnaires were used as a research tool to collect data. The respondents were members of the school management teams (SMT) which comprised the principals, deputy principals, heads of departments, senior educators and educators. These are key role-players in the management and implementation of IQMS. The rationale was to obtain pertinent information which would address the research questions and objectives of the study. The primary objective of the study as outlined above was to evaluate the impact of IQMS implementation in the Queenstown district with specific reference to the Lukhanji Circuit, on the performance of the high schools selected. It was envisaged that the results of the study would contribute towards developing measures to ensure that IQMS implementation achieves the desired objectives. The research questions were: To what extent can IQMS implementation be used as a tool to measure and improve teaching and learning? What measures have been put in place by the district to support and build capacity of the educators to perform? What factors hinder the effective IQMS implementation? The key findings of the study reveal that IQMS as a tool to improve teaching and learning had the overwhelming support of the majority of the respondents. However, a reasonable percentage of the respondents were of the view that IQMS constituted an administrative burden to educators. There are educators who displayed a negative attitude towards the implementation of IQMS. The respondents also felt that the district office needs to provide more support for IQMS implementation so that its objectives can be fully realised. The study makes clear recommendations such as the de-linking of IQMS from salaries and pay progression, provision of more support by the district, to make IQMS more user-friendly to educators and additional budget and teacher training to enhance educators’ professional development.

This research combines systems and critical theory to analyze the relationship of the athletic department and the institutional development office. The purpose of the study was to propose a model of coordinated athletic fund raising based upon a theoretical framework that explains athletic fund raising as an organizational function within the context of the interdependencies of a system. In the first phase of the research, a theory-based model of coordinated athletic fund raising is set forth. Several key characteristics of a coordinated approach are identified. In the second phase, results of telephone interviews with athletic fund raisers at Division I institutions are reported. Basic descriptive statistics and qualitative data analysis techniques are used to present a full and rich picture of how athletic fund raisers assess the relationship between the two offices. In the third phase of the research, a comparison is made between empirical findings and the model. Relationships between development offices and athletic departments vary greatly in nature and in scope. The majority of athletic fund raisers report that the relationship between the athletic department and development office is strained. Poor relationships may be deleterious to the athletic fund raising effort. A comparison of reported existing relationships to the model suggests that few existing relationships approach the level of coordination presented in the model. The theory-based model is determined to be useful in providing insights into the complex forces that affect athletic fund raising. Recommendations for moving relationships closer to the model focus on strategies that athletic fund raisers can employ to improve the relationship. Recommendations to athletic fund raisers include finding ways to produce and market critical fund raising resources to the development office; emphasizing negotiation as a strategy to improve exchanges; and working to establish better feedback mechanisms and more open lines of communication with the institutional development office.

A dissertation submitted to the Faculty of Education in partial fulfilment of the requirements for the Degree of Master of Education in the Department of Curriculum and Instructional Studies at the University of Zululand, 2017 / This study focuses on the critical evaluation of how the Integrated Quality Management System as an appraisal tool is implemented in a few selected schools in the ILembe District. In recent times, the system of education in South Africa has required teachers who are highly skilled to impart knowledge of high quality to learners. The introduction of Integrated Quality Management System (IQMS) was meant to enhance the quality of teaching and learning by addressing the matter of developmental appraisal in order to enhance teachers’ professional development. This approach has been facing serious challenges and attracted unjustified criticism for quite some time. Since teachers’ performance has been under the spotlight as measured by learners’ results, it is important to evaluate their performance using a highly reliable instrument which can produce learners who can compete globally. This research was conducted using both quantitative and qualitative methodologies that were based on a case study approach of 10 schools that were purposefully selected from rural, semi-rural, urban and semi-urban areas. Data from district officials, principals, deputy principals and Heads of Department were collected through interviews, and questionnaires were used to collect data from six teachers at each school. The findings indicate that most teachers are finding it difficult to implement the IQMS policy effectively. The major concern was that managers are reluctant to participate in the process, and do not comply with the requirement of the IQMS, namely the advocacy and training of teachers before they embark on the process of the IQMS. The researcher recommends the use of IQMS for effective teachers’ through professional development and keeping politics out of this process.

With the release of Workforce 2000: Work and workers for the twenty-first century (Johnson & Packer, 1987) which projected increased cultural diversity in the workforce; more and more organizations and organizational consultants have become interested in methods to insure that all people are respected and their talents are fully utilized in organizations. Organizational change strategies are being employed to this end. The purpose of this study is to explore and describe how a group of practitioners conceptualize the nature of their diversity work and describe the change strategies they use. Diversity work in this study is a generic term used to describe the variety of approaches commonly labeled managing diversity, valuing diversity, multicultural organization development, etc. Approaches which include as their goals, respect for all people, the removal of advantages and disadvantages in the workplace based on social group identity, and the re-creation of organizations to reflect diverse perspectives. Through a qualitative case study approach using in-depth interviews the perspectives of four practitioners are explored and shared. The practitioners were chosen through a review of the literature so as to represent approaches that have been documented in writing, and to include people with differing perspectives on the use of individual and systems focused strategies. The four participants are Asherah Cinnamon, Judith Katz, Roosevelt Thomas, and Barbara Walker. Through the interview process three areas were explored with the participants: the practitioners' personal and professional background; their philosophies of change; and their approaches to diversity work. Results of the study indicate that each of the four cases was unique in and of itself. Through each description the theory and assumptions behind the work are made more explicit. At the same time common threads are revealed that provide connections among the approaches. While each practitioner has specific goals, focus, language, and ways of thinking about the work which are articulated through the case descriptions; themes which emerge from the cross-case analysis shed light on the overall practice and also have implications for the future of this work.

The research project explores the effect of empowerment to schools. All stakeholders should be empowered for improvement of quality education and school effectiveness. Two groups of schools were identified, that is, low performing and high performing schools. The aim of this research is to investigate why some schools performed better than others. The purpose of research is to prove that effective schooling can take place through empowerment and that school management can be successful where there is high commitment. The qualitative research method was employed. It refers to research that elicits participant's account and meaning, experience or perceptions. It also produces descriptive data in the participant's own written or spoken words. To gather empirical data, the following research methods were employed; literature study and focus group interview. The following categories emerged: - &#61607; Discipline &#61607; Lack of commitment and motivation in the learning environment &#61607; Management leadership styles applied in schools &#61607; Lack of support / Educational Studies / M.Ed. (Education Management)