In the first chapter the author outlined the context of the study, the overview, terminology and the research aims, as well as research questions. The purpose of the study was to explore the management of change in schools of the Kavango region in Namibia. It aimed to determine the guidelines, factors that influence change, the role of the principals in managing change and strategies used to train school managers to cope with new demands and changes. The literature reviews, in Chapter 2, address the theories of change management. They further outline the role and successes of school principals in managing change. The literature revealed a lack of information-sharing and skill amongst staff members in general, and principals in particular. The description of the methodology in Chapter 3 addresses how the research questions were approached using purposeful sampling and semi-structured interviews as part of an interpretive approach. A thematic analysis of the data was undertaken from which important recurring concepts were derived. This process continued during data collection. The findings from the data analysis in terms of twelve themes (cf. 4.4) which were composed by grouping together related concepts are presented and described in Chapter 4. Findings showed that participating principals lack skills in managing change, but it appears that there is potential for improvement if they are trained to understand the management of change and leadership theories. A summary of the main findings of the study is found in Chapter 5, together with conclusions and recommendations. Limitations of the study and implications for future research are also addressed. An analysis of the study indicated that there is lack of support, monitoring and coordination of the management of change programmes at the regional level. Reference was made to leadership and management programmes such as the Education and Training Sector for Implementation Programme [ETSIP] initiated by the Ministry of Education [MoE] to assist principals. The findings suggest that programmes petered out because follow-up was limited. / Educational Studies / M. Ed. (Education Management)

The survival of vernacular architecture in the world, and particularly in Negeri Sembilan, Malaysia, is under threat due to rapid modernization, urbanization, socioeconomic transformation, loss of its characteristics resulting from changes and development, and misinterpretation of its typology as well as serious issues of abandonment. Most Negeri Sembilan traditional Malay houses (NSTMH), in some cases over one hundred years old, are unprotected and are becoming derelict. The vernacular value of these houses and their preservation for future generations are therefore threatened. To date, little research has been undertaken into the challenges posed in the conservation of NSTMH from the perspectives of house owners and professionals, and how the changing patterns of their form, fabric, and function have shaped the challenges of preserving them. To explore this from a more holistic approach, existing local heritage legislation that protects traditional Malay houses in particular or timber vernacular architecture in general, and international charters were reviewed, as also successful cases of preservation of similar heritage. This research employs a multi-method qualitative approach by examining as a purposive sample selected 19th-century long-roof-type NSTMHs. The research methods consisted of semi-structured interviews with house owners and conservation experts, on-site survey of the houses’ changing patterns of form, fabric, and function, as well as reviews of the conservation heritage legislation context (national/ local) and international charters. Interview data were analysed using thematic analysis, while the accepted concept model of cultural heritage was used for analysis of the patterns of changes in the cases examined. Documents were reviewed using template analysis. Findings from the research outline the main challenges that include a lack of appreciation and understanding of heritage among house owners, lack of traditional building skills, lack of government support as well as insufficient documentation. Nonetheless, there is no legislation in place at either a national or local level to protect the traditional Malay house. All of the findings were triangulated prior to the development of the initial framework and further expert validation was obtained to establish the final framework. This research makes a significant contribution in expanding the existing body of knowledge, through exploration of how the house owners understand, value, and appreciate heritage within their environment, in addition to including conservation experts’ perspectives in this regard. Moreover, the main contribution of this study is the provision of a Conservation Principles Framework for the NSTMH that may be used by house owners, conservation experts, officials, the Village Security & Development Committee, academics, and students as a form of guidance to the implementation of conservation works. It is also hoped that it may act as a starting point for the Negeri Sembilan state government to develop guidance aimed to safeguard this valuable Malaysian heritage.

In the first chapter the author outlined the context of the study, the overview, terminology and the research aims, as well as research questions. The purpose of the study was to explore the management of change in schools of the Kavango region in Namibia. It aimed to determine the guidelines, factors that influence change, the role of the principals in managing change and strategies used to train school managers to cope with new demands and changes. The literature reviews, in Chapter 2, address the theories of change management. They further outline the role and successes of school principals in managing change. The literature revealed a lack of information-sharing and skill amongst staff members in general, and principals in particular. The description of the methodology in Chapter 3 addresses how the research questions were approached using purposeful sampling and semi-structured interviews as part of an interpretive approach. A thematic analysis of the data was undertaken from which important recurring concepts were derived. This process continued during data collection. The findings from the data analysis in terms of twelve themes (cf. 4.4) which were composed by grouping together related concepts are presented and described in Chapter 4. Findings showed that participating principals lack skills in managing change, but it appears that there is potential for improvement if they are trained to understand the management of change and leadership theories. A summary of the main findings of the study is found in Chapter 5, together with conclusions and recommendations. Limitations of the study and implications for future research are also addressed. An analysis of the study indicated that there is lack of support, monitoring and coordination of the management of change programmes at the regional level. Reference was made to leadership and management programmes such as the Education and Training Sector for Implementation Programme [ETSIP] initiated by the Ministry of Education [MoE] to assist principals. The findings suggest that programmes petered out because follow-up was limited. / Educational Studies / M. Ed. (Education Management)

Organizational change is necessary for businesses to survive and prosper. One of the main reasons organizational change is unsuccessful is the inadequate leadership style used by business leaders. The purpose of this multiple case study was to explore leadership strategies business leaders used to manage change. The target population comprised a purposeful sample of 15 business leaders from various businesses located in the metropolitan area of Southern California. The conceptual framework for this study was the transformational leadership theory, which holds that leaders can use inspiration and motivation to inspire employees, especially during times of organizational change. A pilot study confirmed that all research questions were relevant to the research topic. Data were collected through face-to-face semistructured interviews and company document reviews. Data analysis included identifying relevant themes using a thematic approach to pinpoint, record, and examine patterns. Data were compared during each phase of the data collection process, revealing themes of managing employee's needs, mentoring/training programs, motivation, influence, and communication. Member checking was used to validate themes and strengthen the trustworthiness of the interpretations. The results from this study may assist business leaders in facilitating organizational change. The implications for positive social change include the potential to contribute to job growth and employee prosperity in local communities.

企業為求成長與永續經營變革乃必須的歷程，而徵諸許多變革歷程的資料，人力資源管理所扮演的角色與功能已經日益突顯，從以往執行者角色，逐漸蛻化成推動變革者，策略夥伴的角色。 　　而全球化、新科技、人力市場結構的急速變遷以及市場回應速度，更使得人力資源管理在變革中所承擔的功能越趨複雜，實有必要深入探討。 1) 將變革人資與六標準差一並做研究，恐會備多力分，宜更加緊約，俾 能更邏輯。 2) 部分資料引用係次級資料宜加以改進。 3) 資料求證上因受到限制，致未能完全達到測試期求結果。 4) 應在財務成效外繼續研討組織變革與策略在變革上做更進一步研究。 5) 較偏重訓練對變革的影響，宜擴及至其他人資功能在變革過程角色 的研究。 / For the rapid growth and sustainable management purposes， Change has become an inevitable process in many businesses， however， the role of Human Resource to participate in managing change now is more prominent than ever from time to time， from the implementer in the earlier stage， gradually becomes the change facilitator and even now the partner during the strategic decision stage. Globalization， new technology， the fast changing of human market infrastructure， and the need of quick response for market situation， enable the function and role of Human Resource to be more complicated， and this is main purpose for this study， to study the role and function of Human Resource on managing change. 1) It was rather difficult to integrate change ，sigma and Human Resource together to complete this thesis， and more logic process should be address. 2) Some data and literature are from sub level， should be improved. 3) It was a little regret due to the condition and limitation during the survey process， the accuracy of some result are below the expectation， should be improved then as we make the similar study. 4) Most result are based on financial performance， should be expanded to the organizational development and strategy. 5) Too much emphasized and focus on the impact of training，and some other HR functions like performance management，moral and motivation should be further studied.

This study aims to measure the managerial skills of managers working in the banking industry. To do so, the newly developed managerial skills measuring instrument of Thekiso (2011) was used by to determine skills for managerial competence in the banking industry. The seven managerial skills that are covered in the questionnaire are: Self awareness skills; Self directed career planning; Integrative skills; Planning and controlling skills; Organizing skills; Leading skills; and Managing change skills. Even though some skills may appear on a less frequent basis, six of the seven skills were rated to be of a high importance, with their means ranging between 4.008 and 4.480 on the 5–point Likert scale. Training in the form of mentoring and stewardship programs, to transfer knowledge and introduce existing relationships to up and coming leaders, would be of great value for companies in the banking industry to foster these seven managerial competency skills. By implementing training and mentoring programs on a much broader scale, organisations can train and use their leaders’ abilities to gain competitive advantage in the market. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2012.

This study aims to measure the managerial skills of managers working in the banking industry. To do so, the newly developed managerial skills measuring instrument of Thekiso (2011) was used by to determine skills for managerial competence in the banking industry. The seven managerial skills that are covered in the questionnaire are: Self awareness skills; Self directed career planning; Integrative skills; Planning and controlling skills; Organizing skills; Leading skills; and Managing change skills. Even though some skills may appear on a less frequent basis, six of the seven skills were rated to be of a high importance, with their means ranging between 4.008 and 4.480 on the 5–point Likert scale. Training in the form of mentoring and stewardship programs, to transfer knowledge and introduce existing relationships to up and coming leaders, would be of great value for companies in the banking industry to foster these seven managerial competency skills. By implementing training and mentoring programs on a much broader scale, organisations can train and use their leaders’ abilities to gain competitive advantage in the market. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2012.

Bakgrunn: Sentralvenøse katetre (SVK) er et tilbud til mange pasientgrupper når det foreligger indikasjoner. Dette medfører at SVK håndteres av helsepersonell på alle enheter i helsetjenesten. Samtidig som SVK er livgivende, kan anvendelse av katetre i blodbanen resultere i alvorlige blodbaneinfeksjoner (SVK-BBI). Blodbaneinfeksjoner assosiert med innleggelse og håndtering av SVK, er en av de alvorligste komplikasjonene som kan oppstå. Fokus på forebygging av SVK-BBI har spredd seg fra å gjelde intensivavdelinger tilå gjelde hele helsetjenesten. Hensikten med denne studien erå se på etterlevelse av infeksjonsforebyggende retningslinjer for å forebygge SVK-BBI utenom intensivavdelinger. Fokuseropplæring, aseptisk teknikk, håndhygiene ogdesinfeksjon av koblingene. Metode: Studien er en tverrsnittsstudie hvor det gjennomføres observasjoner av etterlevelse av håndtering og stell av SVK,samten spørreundersøkelse som kartlegger opplæringav helsepersonelli forhold tildette. 40 sykepleiere deltar i observasjonsstudien og 112 helsepersonelldeltar i spørreundersøkelsen. Hovedresultat: Etterlevelse av aseptisk teknikk under prosedyre var 72,5 %.Etterlevelse av håndhygiene før SVK-prosedyre var 42%. Etterlevelse av desinfeksjon før tilgang/ skifte av koblinger var 89,6 %. 96 % av desom håndterte SVK,har fått opplæring. 68 % er opplært med multimodale metoder. Konklusjon: Studien viser at defleste som håndterteSVK har hatt opplæring. Kommentarene til spørreundersøkelsen viser likevel at det etterlyses bedre opplæring hvor praktisk trening og oppdatering av kunnskap er vektlagt. Til tross for stort fokus på opplæring viser observasjonene av etterlevelse av SVK-prosedyren at vesentlige infekjsonsforebyggende tiltak svikter. / Background:Central venous catheters (CVCs) are usedfor a wide range of indications and handled by health care professionals throughout the hospital. While CVCsare life-giving, their use may result in serious bloodstream infections. Catheter-related bloodstream infections (CRBSIs) are among the most serious complications in health care. Consequently, hospitals now focus on CRBSIs prevention throughout the entire hospital. Aim. The purpose of this study is to look at adherence to infection control guidelines for preventing CRBSIs outside intensive care units. Studied issues are education/ training of health care workers, aseptic technique, hand hygiene and disinfection of the hubs/ connections prior to use. Method.This cross-sectional study aimed to observe guideline compliance by 40 nurses during handling procedures and care of CVCs. We also conducted a sample survey of healthcare workers (n=112) to map the training of healthcare workers handling CVCs. Main results. Adherence to aseptic technique during the procedure was 72.5%, and compliance with hand hygiene before CVCs procedure was 42%. Compliance with use of disinfectant prior to access/change of hubs/connections was 89.6%. The survey revealed that 96% of respondents had been trained in properly handling CVCs; 68 % were trained with multimodal methods. Conclusion. Most healthcare workers were trained to handle CVCs. Some workers requested better training that emphasizes practical issues and updated knowledge. Despite a strong focus on education/training, our observations show that many healthcare workersremain noncompliant in CVC procedure / <p>ISBN 978-91-86739-76-8</p>

Thesis (MEd (Curriculum Studies))--University of Stellenbosch, 2009. / After the election of the new democratic government in April 1994, bold steps were taken to transform the South African education dispensation, seeking for an appropriate approach to address the educational imbalances of the past. The immense disparity in the provision of education for the vast majority of South Africans was the main reason for educational change. Curriculum reform/educational change emerged as the key focus in restructuring the educational system. A qualitative research design, guided by an interpretive research paradigm, was employed to answer the research question which would be integrated with the aim of the study in a logical way. The aim of the study was to explore how principals experienced their new roles and responsibilities as curriculum leaders and managers in a changing educational system. Data was generated by means of semistructured questions to provide rich descriptions and explanations of how principals experienced educational change in their particular contexts. The literature review revealed that during educational change principals are faced with the challenge to create a climate for change through their particular style of leadership and management, acting as key agents for initiating the desired change, or leading the way as agents of change. Principals, as curriculum leaders, have an important role to play in setting the tone to provide direction, executing their roles as both curriculum leaders and managers and building democratic schools. To keep up and cope effectively with the constant and rapid educational change, principals are also urged to demonstrate positive, supporting leadership and professionalism, and to acquire new learning and thinking skills to manage change. Moreover, by developing a better understanding of change, the principal will be able to give effective direction and empower their staff, guiding and supporting them in the process of accepting change. While leadership skills are essential for providing effective leadership, the leader must also possess a sense of purpose and direction. The challenge is to develop leaders’ sensitivity and knowledge so that they will know when to be directive and when to act within a collaborative framework, or to delegate responsibility to others. The research findings indicated that principals do fulfil their new roles and responsibilities as educational leaders during educational change, but the challenge is to identify adequate approaches and to enhance their professional and personal growth and development. The study concludes by pointing out that although principals perform their roles and meet their responsibilities as curriculum leaders, they still require additional support to execute certain aspects of their duties.

Change within organizations is something that happens every day. Lately, more and more continuous digital changes are occurring that all need good management. If an organization implement too many digital changes without the right management during the implementation and following the implementation, it may cause more problems than what is gained. The question is, do you manage a digital change as you manage an “ordinary” change? To find out how managers are leading digital change, a study of how one of the current digital changes, the digital workplace, has been completed to see how the implementation was/is managed and how the completed change is continuously managed. The findings show that some steps in the change process differ from earlier studies and needs to be considered, mostly policies of how digital work should be implemented and completed. And the overall wellness of the workforce is the most important factor of the continuous management. This study will add to the wide area of management, mostly to the digital management and especially to them, yet not studied, the area of the digital workplace. It will serve as an addition, focused on the digital workplace, to great and accepted management studies such as the 8-step model of leading change. The study will also give some valuable tips for the continuous management of a digital workplace.