The name Mandela became first inscribed in the annals of African liberation as nothing particularly unusual at the time. The late fifties was an era of trials and detentions in the colonies. The Treason Trial, which took place from 1956 to 1961, was closely followed by those of my generation largely through Drum Magazine.

Th. doct.--Hist.--Barcelone, 1994. / Bibliogr., 12 p.

Conflict exists in all health care settings across the world. In a profession such as nursing, where there is constant interaction among staff, conflict is a common and often unavoidable challenge. Conflict represents a state where two parties have differing views on issues considered important to each of them. There are various forms of conflict such as intrapersonal, interpersonal, inter-group and/or inter-organisational conflict. While not all conflict can be managed or requires the need to be managed, learning how to manage it, may reduce the chances of it recurring or producing negative consequences. The inappropriate management of conflict has been reported to contribute to decreased productivity, poor morale and financial loss in and for healthcare organisations. The goal of this study was to make recommendations regarding how to optimise conflict management by Nurse Unit Managers (NUMs). A qualitative, explorative, descriptive and contextual research study was conducted to explore and describe the ability of NUMs to manage conflict in the nursing units of the Nelson Mandela Bay public hospitals. NUMs working in the three (3) public hospitals of the Nelson Mandela Bay Municipality situated in the Eastern Cape Province of South Africa were interviewed using unstructured individual interviews to collect meaningful data on how the NUMs would manage conflict based on a conflict scenario presented to them. Data was directly collected from the participants. The researcher developed a conflict scenario and the model answer in consultation with experts in both nursing management and human resource management. This was done to relate the responses and themes from the data collected with what literature suggest as the appropriate management of conflict. Tesch’s method of thematic synthesis was utilised to analyse this data. Recommendations were developed for nursing practice, nursing education and nursing research. Data was collected from eleven NUMs with each of the participating hospitals represented in the interviews. Unstructured interviews were conducted. The unstructured interview consisted of one central question and probing questions. This was done for all the interviews until data saturation was reached. The data collected was then transcribed and coded yielding the themes and sub-themes for this study. The model answer was then used to gauge the responses of the participants in comparison to what literature suggests regarding effective conflict resolution and management. The three themes that emerged from the data were Nurse Unit Managers managed the conflict in an appropriate manner, Nurse Unit Managers avoided the conflict and Nurse Unit managers did not apply the accepted process to manage the conflict. Thereafter the ability of NUMs to manage conflict in a nursing unit was described based on the findings. The researcher ensured trustworthiness by using Guba and Lincoln’s criteria, namely credibility, dependability, conformability, transferability. The participants’ rights and dignity were protected and the integrity of the study safeguarded by complying with the following ethical principles: autonomy, beneficence and non-maleficence, justice, privacy and confidentiality as well as authenticity. The limitations of the study were that only NUMs from the general hospitals in the public sector participated in the study and therefore the ability of NUMs in other types of hospitals and the private sector are not known. Other levels of nursing management were not included in the study. The findings in this study could be integrated into the orientation, training and preparation of nurse managers by health care organisations and educational institutions as well as Human Resource Management practices.

Winnie Madikizela-Mandela is arguably one of the most widely represented female figures in South Africa. The images presented of her are not static. Indeed, they are shot through with contradictions which include Mama Africa, Warrior, and Abhorrent Mother. The figure of Madikizela-Mandela is a nexus for different opinions and interpretations; she is a focal point for and of the divisions in South African consciousnesses. Therefore the depictions of this persona provide the reader with a means to analyse the discourses through which she is represented. Such an exploration might also provide South Africans with insight into some of the biases and beliefs generally held more than a decade after the advent of democracy. The South African texts Country of My Skull by Antjie Krog, and The Cry of Winnie Mandela by Njabulo Ndebele, extensively represent Madikizela-Mandela and (re-)mythologise her, and as such each provides interesting comparative material for a discussion of the ideological implications imbricated in each. These texts are also particularly appropriate to use in such a study because the writers, a white woman, and black man respectively, could not be further apart on the continuum of South African cultural identification. The politics of the representations of Madikizela-Mandela can thus be interpreted from opposing social extremes. The Mandela name is a powerful signifier, and often constitutes much of Madikizela-Mandela’s public identity. The power of naming is thus the focus of Chapter One of this dissertation. The romantic ideal of Nelson Mandela and Madikizela-Mandela’s relationship constitutes a major focal point in Ndebele’s work. On the other hand, Krog’s text denigrates Madikizela-Mandela’s refusal to toe the peaceful democratic line. As such, the needs of the public in relation to Madikizela-Mandela are illuminated through the impositions of the authors and characters in these texts.

Winnie Mandela has endured so many scandals over the last ten years that she has acquired a reputation for being untouchable. It is therefore ironic that there are those who feel that "the ANC want to act against Winnie not because of her human rights record, but for her outspoken criticism of the government's inability to deliver houses, thwart crime and testing our feelings on the death penalty." This assessment is instructive because in the "... turbulent years of the 1980s, she was a hero, a living martyr to the black liberation cause and despite the discomforts inflicted on her by her perpetrators, she revelled in the role" (Sparks, 1994:15). But Winnie Madikazela-Mandela, who was a Deputy Minister before being dismissed and who has had to appear before the TRC because of allegations that she was responsible for the death of teenage activist Stompie Seipei, has nevertheless been able to make a political comeback. The thesis therefore sets out to examine the rationale behind the State President's (he did not hold this title then) decision to take a considerable risk in standing by Winnie Madikazela-Mandela (they were at the time married) during her trial on charges of kidnapping in 1991. Even after her conviction, Mandela wrote that "as far as I was concerned, verdict or no verdict, her innocence was not in doubt." This unstinting loyalty was replicated elsewhere. Commenting on her acquittal on the assault charges, ANC Youth League President, Peter Mokaba, said: "What was taken away from her as a result of these false allegations must now be given back". He described the Appellate Division decision as "a political sentence" saying: "It has nothing to do with whether she was guilty or not."3 The ANC has established a practice of accommodating dissidents within its structures and has survived complex challenges during its years in exile by doing so. But political commentators are now asking whether the political cost will prove to be too great.

The project is found on the north eastern corner of the Nelson Mandela Boulevard and Church Street crossing adjacent to the Apies River, one of the most important crossings in Pretoria. The goal of the project is to establish an Exhibition and Conference Centre on the eastern gateway of the city, reviving the historic area of repose between Lady Ngoya Square (Strijdom Square) and the Union Building gardens. / Dissertation (MArch(Prof))--University of Pretoria, 2012. / Architecture / unrestricted

The research used a change management approach to analyze the restructuring of the Nelson Mandela Academic Hospital from a tertiary to a central hospital. The study was underpinned by two objectives. Firstly, to analyze the restructuring of the Nelson Mandela Academic Hospital from a tertiary to a "central" hospital using the Core Elements Framework of change management developed by Antwi and Kale (2014). Secondly, to use the knowledge gained through literature review combined with the experiences of the managers at Nelson Mandela Academic Hospital to inform future healthcare reforms in general and particularly in the restructuring of hospitals. The Core Elements Framework by Antwi and Kale (2014) identifies six fundamental change elements from both emergent and planned change management approaches. The six elements are regarded by theorists from the two different schools of thought i.e. emergent change and planned change as key for successful change. The Core Elements Framework by Antwi and Kale, (2014) demonstrates the strength of not viewing the two approaches to change management as mutually exclusive but as complementing each other when the other is falling short. The study identified the following: ■ The change was prompted by clearly identifiable external factors more than internal factors. ■ There was notable lack of organizational harmony which may have negatively impacted the change process. ■ The Private Public Partnership (PPP) funding model which was aimed at delivering the central hospital collapsed, after a study discovered that it benefited the private sector more than the public sector. ■ There was no proper consultation of major stakeholders for preparation of the change. ■ Resources in all material forms were not made available for the change to take off, this means that there was no organizational capacity to execute the change. The study draws the conclusion that lack of organizational capacity, organizational harmony and a proper consultation process for stakeholders are the main reasons why the restructuring of the Nelson Mandela Academic Hospital is not yielding the desired results. The study recommends that organizations should implement a multidimensional approach for any change initiative to be successful and that organizations must ensure the availability of the necessary resources when embarking on change.

In the 1960s, risk management primarily took the form of purchased insurance against force majeure events. Today, many corporate executives are worried about not only these types of events but also many others (Mair and Cendrowski, 2009:3). “People risks” versus environmental risks, financial risks and technical risks are examples of risks that are often overlooked. People risks include, succession planning (this refers to identifying and developing key talent) and competency and skills building (dealing with employees that do not have requisite skills for success), (William & Paul, 2007:4). Massingham (2010:464) mentions that corporate disasters, such as the collapse of Enron, have increased the need for effective corporate governance, while catastrophic natural disasters, man-made tragedies such as the September 11 terrorist attacks and tsunami of 2004, have increased risk awareness as well as its consequences.

Since 1994, South Africa has witnessed the fundamental transformation and restructuring of its Higher Education Sector. The restructuring of Higher Education Institutions in the Eastern Cape Province is manifested by inter alia the incorporation of the Port Elizabeth branch of the Vista University into the University of Port Elizabeth as a first phase and, as the final phase, the merger between the University of Port Elizabeth and the Port Elizabeth Technikon. A new, comprehensive university, the Nelson Mandela Metropolitan University (NMMU), emerged from this merger on 1 January 2005. The previous institutions each had its own unique brand identity, brand image and brand name. With reference to the newly established NMMU, the question can be raised whether the brand identity of this newly established institution impacts on its perceived brand image among all stakeholders who have an interest in the institution. Given the merger background, the purpose of this research project is twofold: firstly, to analyse the impact of independent variables (‘reputation’, ‘relevance’, ‘personality’, ‘performance’ and ‘relationship’) on brand identity (moderating variable) and the impact of brand identity on brand image (dependent variable); and secondly, to gauge the perceptions of NMMU stakeholders of the brand image of the University in terms of both expectations and actual experiences. In order to give effect to the above, a conceptual model on brand identity and brand image based on secondary sources on branding, was empirically tested. Given the purpose and nature of the research in question, a positivistic research paradigm was adopted. By means of a Likert seven-point scale, primary data was sourced from 1 092 respondents, who shared their perceptions on the expectations and actual experiences of using the NMMU brand. The statistical analysis of the data comprised six phases. Initially, the data was subjected to an exploratory factor analysis to assess the discriminant validity of (xvi) the research instrument. This was followed by an assessment of the reliability of the research instrument through an internal consistency measure (Cronbach alpha reliability coefficients). The items that remained were included in the multiple regression model to assess the impact of brand identity variables on brand identity. The next phase comprised a regression analysis of the impact of brand identity on brand image. Fifthly, to assess any differences between stakeholders’ expectations and actual experiences when using the NMMU brand, pair-wise t-tests were performed. Finally, to gauge the level of satisfaction of NMMU stakeholders when using the brand, a “gap” analysis was conducted by converting the mean scores into relative percentage ratings. The empirical findings did not fully support the conceptual model. The testing of the conceptual model revealed that the independent variable ‘relevance’ did not demonstrate sufficient discriminant validity and, as a result, no evidence of construct validity. This variable therefore had to be removed from the conceptual model before it was subjected to further empirical assessment by means of the multiple linear regression analysis. Based on this finding on ‘relevance’, NMMU marketing communication strategists could perform an in-depth investigation on the positioning of the brand. Further, it was found that the dependent variable ‘brand image’ was not a uni-dimensional construct as suggested in the conceptual model. Ideally, images (in this case, brand images of the NMMU) should feed into strategic vision, serving as a mirror in which a university can reflect on its true standing. This implies that instead of using stakeholder images as exact assessments of brand performance compared with strategic vision, images held by stakeholders of who the university is and what it stands for (e.g. personality and relevance comparisons) should become part of the strategic envisioning process. The linkage between strategic intent and brand image should be evident. The results of the pair-wise t-tests revealed that significant statistical differences (xvii) existed between stakeholders’ perceptions of the expected and actual experiences when using the NMMU brand. To assess the magnitude of a possible ‘gap’ between stakeholders’ expectations and actual experiences of the NMMU brand, mean score differences were converted into relative percentage ratings. The most significant findings on actual experiences (on which the level of satisfaction is based) of the NMMU brand are as follows: All relative rating scores were below 92.05%. These relative satisfaction percentages imply that respondents were not satisfied with the NMMU brand, because their expectations were not fully met. The highest rating percentage (92.05%) was obtained in respect of the statement regarding “The NMMU slogan (‘for tomorrow’) reflects the NMMU brand identity”. The lowest rating percentage (78.33%) was given to the statement “The NMMU brand exceeds expectations in terms of promises”. The second lowest rating percentage (79.67%) was found for the statement “The NMMU brand delivers on promises”. The principal recommendations emanating from this study are summarised in three groups of recommendations, namely: Recommendations pertaining to the strategic implications of the findings for the NMMU marketing communication strategists. Recommendations pertaining to the interpretation of secondary sources on brand literature, and Recommendations for future research.

At present, the Eastern Cape is the only province in South Africa lacking a clinical hospital-based hyperbaric facility. East Cape Hyperbaric, to be situated at Greenacres Hospital in the Nelson Mandela Metropolitan, will offer the Eastern Cape community access to a world-class facility that will offer their patients Hyperbaric Oxygen Therapy and a Wound-Healing Facility. The objective of this study was to assess the viability of establishing a Hyperbaric Oxygen Therapy (HBOT) facility for the Nelson Mandela Metropolitan Municipality (NMMM), using sound business planning principles. A business plan precisely defines the business, identifies the goals, and serves as the firm's resume. A business plan will assist in allocating resources effectively, handle unforeseen complications, and assist in making sound business decisions. Because it provides specific and organized information about the company and how the company will repay borrowed money, a good business plan is a crucial part of business planning. In order to quantify the demand for a Hyperbaric Oxygen Therapy facility, a questionnaire was designed, in such a manner as to identify the current demand for a HBOT facility. The questionnaires were distributed to all medical practitioners within the NMMM by means of fax, e-mail and hand-delivery. Research conducted indicates that the results are promising enough to warrant the expedient creation of this business facility.