The church is not like any other institution or organisation in society. Although the church is primarily invisible and spiritual, it is a visible organisation in the world, and it spans across borders of nations, languages and countries. John Calvin strongly rejected the notion that the church is only a spiritual organisation of which the visible administrative side is downplayed. The fellowship of the church must not only be seen as a mystical relation with Jesus Christ. At the three-yearly synod of the GKSA, which was held in the year 2000, a report was tabled titled 'Preservation and Growth of the Church'. The report requested that all local congregations should develop and implement a congregational strategy that is applicable to their own unique environment. The congregational strategy's main purpose must be to guide the congregation to fulfil its biblical purpose. The fact that people are turning their backs on the traditional churches, including the GKSA who is losing about 2000 members per year, is an indication that it cannot be 'business as usual' for them in future. The purpose of this study is to design a framework for crafting and executing a congregational strategy for the local congregations of the GKSA. The study started with a literature study on the science of strategic management. This provided a theoretical foundation for the framework. Although the strategy of different organisations will differ vastly, the process to follow is much the same. The literature study indicated that the benefits of a well developed and executed organisational strategy are not limited to large profit making organisations, but is also useful to non-profit organisations such as government departments and church congregations. The literature study included a study on the essence and work of a congregation. The purpose of this part of the study was not to be a detailed theological study of the different views and types of church denominations, but only focused on the views of the GKSA. The literature study also tested the applicability of the strategic management theory on the nature and work of a congregation. An empirical study was performed in the congregations of the GKSA, which indicated that the majority of congregations do not have a congregational strategy. The main reason for not having a congregational strategy is that congregations do not have the knowledge and skills available to lead and facilitate the process of crafting and executing a congregational strategy. The empirical study also gathered best practices from congregations that are doing strategic management. These best practices were included in the proposed framework for crafting and executing a congregational strategy. The knowledge gained from the literature and empirical study was combined into a framework for crafting and executing a congregational strategy. This framework can be used by congregational leaders to guide them though their own process of crafting and executing their unique congregational strategy. The research concludes with a recommendation that the Theological School of the GKSA should consider including a course on strategic management in the training syllabus of aspiring ministers. The course should be developed specifically taking into account the background and circumstances of the GKSA, and should not be generic like the course that is included in the Baccalaureus Commercii curriculum. Because of the fast changing environment of the 21st century, the course should also be condensed and be presented to ministers already called in congregations. Because strategic management is a specialised management science, and external Strategic Management consultants tend to be expensive, the research also made the recommendation that the Administrative Bureau of the GKSA consider employing their own Strategic Management consultant for the GKSA with the specific assignment to assist and guide all congregations with their congregational strategy. / Thesis (Ph.D. (Business Management))--North-West University, Potchefstroom Campus, 2011.

The church is not like any other institution or organisation in society. Although the church is primarily invisible and spiritual, it is a visible organisation in the world, and it spans across borders of nations, languages and countries. John Calvin strongly rejected the notion that the church is only a spiritual organisation of which the visible administrative side is downplayed. The fellowship of the church must not only be seen as a mystical relation with Jesus Christ. At the three-yearly synod of the GKSA, which was held in the year 2000, a report was tabled titled 'Preservation and Growth of the Church'. The report requested that all local congregations should develop and implement a congregational strategy that is applicable to their own unique environment. The congregational strategy's main purpose must be to guide the congregation to fulfil its biblical purpose. The fact that people are turning their backs on the traditional churches, including the GKSA who is losing about 2000 members per year, is an indication that it cannot be 'business as usual' for them in future. The purpose of this study is to design a framework for crafting and executing a congregational strategy for the local congregations of the GKSA. The study started with a literature study on the science of strategic management. This provided a theoretical foundation for the framework. Although the strategy of different organisations will differ vastly, the process to follow is much the same. The literature study indicated that the benefits of a well developed and executed organisational strategy are not limited to large profit making organisations, but is also useful to non-profit organisations such as government departments and church congregations. The literature study included a study on the essence and work of a congregation. The purpose of this part of the study was not to be a detailed theological study of the different views and types of church denominations, but only focused on the views of the GKSA. The literature study also tested the applicability of the strategic management theory on the nature and work of a congregation. An empirical study was performed in the congregations of the GKSA, which indicated that the majority of congregations do not have a congregational strategy. The main reason for not having a congregational strategy is that congregations do not have the knowledge and skills available to lead and facilitate the process of crafting and executing a congregational strategy. The empirical study also gathered best practices from congregations that are doing strategic management. These best practices were included in the proposed framework for crafting and executing a congregational strategy. The knowledge gained from the literature and empirical study was combined into a framework for crafting and executing a congregational strategy. This framework can be used by congregational leaders to guide them though their own process of crafting and executing their unique congregational strategy. The research concludes with a recommendation that the Theological School of the GKSA should consider including a course on strategic management in the training syllabus of aspiring ministers. The course should be developed specifically taking into account the background and circumstances of the GKSA, and should not be generic like the course that is included in the Baccalaureus Commercii curriculum. Because of the fast changing environment of the 21st century, the course should also be condensed and be presented to ministers already called in congregations. Because strategic management is a specialised management science, and external Strategic Management consultants tend to be expensive, the research also made the recommendation that the Administrative Bureau of the GKSA consider employing their own Strategic Management consultant for the GKSA with the specific assignment to assist and guide all congregations with their congregational strategy. / Thesis (Ph.D. (Business Management))--North-West University, Potchefstroom Campus, 2011.

Martin Klečacký Dissertation thesis: Czech Minister Countryman in the Cisleithanian government (Český ministr krajan v předlitavské vládě) Abstract The central topic of the doctoral thesis is the position of the Czech minister countryman (minister without portfolio) in the framework of the Cisleithanian state administration. The first part of the paper deals with the establishment of the minister's office and analyses his competencies; furthermore it pursues the selection process of ministers and their ministerial activities, the constitution of their office and cooperation of the Czech minister with Czech parliamentary circles in the Imperial Council (Reichsrat) in Vienna. An important task of the new bureau was the protection of the Czech national interests, which also included appointments of officials of Czech nationality to leading positions of the state apparatus. The methods of the minister and his cooperation with the Young Czech Party to promote reliable and proven Czech bureaucrats to powerful and influential positions are dealt with in three following chapters. Firstly, on the level of the Crown Land, exemplified by the Governor's Office, Land School Board and Land Financial Administration in Prague, secondly, on the imperial level as in the Ministry of Commerce, and lastly, on the municipal...

Department of Public Law and Jurisprudence / At independence in 1964, the United National Independence Party (UNIP)-led government in Zambia was, among other things, confronted with the challenge of transforming an inherited dual, undemocratic, racist and exploitative system of local government. Local government was a creature of national legislation, and thus did not have direct constitutional authority. Between 1964 and 1995, the government adopted several reforms aimed at democratising and improving the efficiency, effectiveness and responsiveness of the system of local government. However, local government remained a creature of national legislation. In 1996, local government was for the first time recognised in the Constitution as a tier of government. Article 109 of the 1996 Constitution of Zambia required the establishment of a system of local government whose details were to be prescribed by an Act of Parliament. The provision further provided that such a system shall be based on democratically-elected councils. Thus, the 1996 Constitution transformed local government from being a mere creature of central government into a tier of government. While the institutional integrity of local government in Zambia was enhanced, service delivery by local authorities remained poor.

Magister Legum - LLM / This study focuses on the impact on service provision arising from uncertainties in the UC Act. There are serious problems with the delivery of basic services in urban areas: including frequent interruptions in water supply, persistent power cuts, uncollected refuse, poor health services and dilapidated infrastructure. The purpose of this study is to highlight specific weaknesses in the UC Act and examine how these contribute to poor service delivery. The specific weaknesses to be examined are the unfettered powers of the minister, lack of legal certainty on powers and functions of UCs, limited revenue generating powers and lack of autonomy in recruiting senior council administration. First, UCs exercise delegated powers from central government. The minister has powers to give directions on matters of policy, suspend, reverse, or rescind council resolutions. There is no legal authority to check and balance the unfettered powers of the minister. Poor service delivery may be attributed in part to the unfettered powers of the minister. Secondly, UCs do not have devolved fiscal powers. As agents of central government, UCs can only levy those taxes and borrow money as authorised by the minister. The limited capacities of UCs to generate own revenue impacts negatively on the capacity of UCs to respond to the needs of the communities they serve. / South Africa

Tony Blair’s extraordinary decision to ask for Parliament’s approval for British military deployment in the Iraq War prompted lingering questions about who decides on matters of war and peace in modern Britain. His successors’ use, and thereby confirmation, of the new parliamentary prerogative suggested a fundamental reorganization of war powers in British politics, giving Parliament a significantly stronger position in the realm of foreign affairs. This paper argues that a number of factors, like a Prime Minister’s leadership style, the role Cabinet and the civil service, and Parliament’s governing disadvantages that makes it difficult for Members of Parliament to assert themselves proactively rather than reactively, make the prospect of a “War Powers Act” enshrining Parliament’s constitutional role in authorizing war highly unlikely.

The thesis analyzes the key conditions under which technocratic cabinets in Europe are formed. There are 45 technocratic cabinets in Europe since 1989. This year is connected with collapse of communist regimes in Central and East Europe and democratization. There are also similar political, economic and social conditions under which all governments are formed in this period. The thesis composed of nineteen chapters. Because of lack of literature we have to define the technocratic government at first. After introduction of this topic, the second chapter defines basic terminology. Another part of the thesis is about technocratic cabinets in individual European countries.

Ministers of music in Evangelical Christian churches today are usually trained as choral conductors but take positions that require them to unexpectedly be an instrumental conductor, administrator, counselor, recruiter, evangelist, and even associate pastor. There was no central resource for information to assist these musicians, thus this annotated bibliography was developed. It includes books and magazine articles on vocal and instrumental pedagogy, conducting, hymnology, theology, musical terminology, leadership skills, evangelism, and administration. Because of time limitations, only sources available at Sherrod Library, East Tennessee State University, and on the Internet were cited. Time restraints also limited the number of resources evaluated; this will be an ongoing project as more resources become available.

Children and youth choirs in the Southern Baptist Church have historically been used as a training ground for future adult choir members. These future choristers received a musical education from music ministers utilizing a graded choral curriculum. More recently, youth choir leaders, who are often volunteers, no longer receive educational materials to aid in the musical education of the children and youth choirs. This change is of concern, given the importance of pedagogical approaches and repertoire selection to the vocal health, self-awareness, and identity of young singers. The purpose of this study was to investigate the pedagogical practices and repertoire used by youth choir directors in SBC youth choir rehearsals. Using Gackle’s (2011, 2019) pedagogical framework for vocal health, I sought to identify what vocal training, repertoire selection, and rehearsal methods are used by SBC youth choir directors, as it relates to the female adolescent voice. Utilizing a collective case study approach, I conducted interviews with youth choir directors and youth choir members in SBC of Virginia churches, completed observations of female adolescents who sang in the choirs, and completed document review of repertoire used in these choirs. Interviews centered around participants’ general knowledge, preparation, and perceptions regarding choral rehearsal techniques. For the observations, I observed a performance of a song of each female adolescent participant’s choice, to evaluate their vocal technique while singing. I conducted a critical analysis of the music literature used in rehearsal by the youth choirs involved in the study. I enlisted a committee of five musicians, who were either educators who had church youth choir experience or were music ministers who worked with female adolescents in youth choir, to review the repertoire utilizing a Repertoire Assessment Protocol I developed using criteria from Gackle (2011, 2019). I completed initial coding of all data to discover what vocal pedagogical concerns, if any, leaders considered and utilized during rehearsal. I then completed second cycle coding to find common themes connecting the repertoire analysis, interviews, and observations. Although the youth choir directors considered their repertoire and techniques to be appropriate for their young singers, in five out of six situations, the repertoire and rehearsal techniques did not fulfill healthful and pedagogically appropriate criteria as outlined by Gackle (2011, 2019). The female adolescents exhibited vocal tension and strain while singing but still expressed a deep respect and appreciation for their youth choir leaders. Most of the singers mentioned that they admired their youth leaders’ strong walk with Christ, and the students expressed a desire to follow this example spiritually and musically. Out of ten foundational techniques for healthy vocal production, the students and directors disagreed in their perspectives on five: tone production, breath management, important singing skills, vowels, and intonation. In general, the students stated that their directors had not addressed these items in rehearsal as often as the directors stated. Additionally, the directors’ opinions of repertoire appropriateness differed from that of the repertoire committee, who stated that the Contemporary Christian Music they examined was not conducive for female adolescent vocal development. With many obstacles to youth choir programs in church, the future of youth choir in the SBC church is in question. In this study, pastoral lack of support, competition with youth bands, lack of qualified leadership, and lack of quality repertoire availability all appeared related to a decline in youth choir membership. Youth choir leaders may improve the pedagogy in rehearsal by increasing their knowledge of the adolescent voice, seeking out reputable publishers who have curated music that is conducive to supporting adolescent voices, and finding healthful repertoire or by adjusting current repertoire to fit the capabilities of their singers.

Abstract During the 1960s both the federal and provincial governments continued to take on new and larger responsibilities. During this same time period citizens began to mobilize and challenge the state on a number of social issues including race, gender, labour, urban sprawl and the environment. Citizens believed that not only did they have the right to challenge the authority of government in planning public policy, but they also had a right to participate in the decision-making process as much as any bureaucrat, expert, or elected official. In planning airports in Pickering, Ste. Scholastique and Sea Island, the federal government was opposed by citizen groups in each of these three cases. Citizens believed their voices were not being heard and that government officials did not respect them. As a result, they disrupted the meticulously laid out plans of elected officials and policy planners by drawing on evidence and expert advice. The conflict over federal airport development is an example of the evolution of the consultation process with citizens, as citizens challenged the way public policy was planned. Governments now had to justify policies like expropriation for the public good since citizen groups would form over any intrusion into their private lives. The debates over airport planning highlights the role of citizens, bureaucrats, provincial and federal politicians as they all tried to navigate the complex shifting landscape of the Canadian state. By 1976 the Pickering Airport had been canceled, Mirabel was opened, and the Sea Island runway expansion would be delayed for 15 years. Although the citizen groups never had complete victories, citizen participation became more paramount to state planning after these events. Public policy planning in Canada had become far more inclusive than ever before. Whether the politicians, bureaucrats or citizens were aware of the consequences remain to be seen. / Thesis / Doctor of Philosophy (PhD) / Abstract During the 1960s both the federal and provincial governments continued to take on new and larger responsibilities. During this same time period citizens began to mobilize and challenge the state on a number of social issues including race, gender, labour, urban sprawl and the environment. Citizens believed that not only did they have the right to challenge the authority of government in planning public policy, but they also had a right to participate in the decision-making process as much as any bureaucrat, expert, or elected official. In planning airports in Pickering, Ste. Scholastique and Sea Island, the federal government was opposed by citizen groups in each of these three cases. Citizens believed their voices were not being heard and that government officials did not respect them. As a result, they disrupted the meticulously laid out plans of elected officials and policy planners by drawing on evidence and expert advice. The conflict over federal airport development is an example of the evolution of the consultation process with citizens, as citizens challenged the way public policy was planned. Governments now had to justify policies like expropriation for the public good since citizen groups would form over any intrusion into their private lives. The debates over airport planning highlights the role of citizens, bureaucrats, provincial and federal politicians as they all tried to navigate the complex shifting landscape of the Canadian state. By 1976 the Pickering Airport had been canceled, Mirabel was opened, and the Sea Island runway expansion would be delayed for 15 years. Although the citizen groups never had complete victories, citizen participation became more paramount to state planning after these events. Public policy planning in Canada had become far more inclusive than ever before. Whether the politicians, bureaucrats or citizens were aware of the consequences remain to be seen.