Zugl.: Frankfurt (Main), Universiẗat, Diss., 2008.

"This paper is limited to a study of a sample of churches receiving support from the Commission on Minimum Salary of the North Texas Conference of the Methodist Church. It is further limited to the phases of membership, budgets, World Service, and minimum salary. The period to be covered is the four years from June, 1949, to June, 1953, during which time the Commission operated under the same principles and officers."-- leaf 1.

Neveu du député Alphonse Baudin tué sur les barricades le 3 décembre 1851, Pierre Baudin (1863-1917) est un homme politique de la Troisième République insuffisamment reconnu aujourd’hui. Élu radical-socialiste au Conseil municipal de Paris en 1890, il y accomplit un parcours exemplaire au service de la défense des Droits de Paris. Rapporteur général du Budget pendant trois ans, il devient viceprésident du Conseil en 1895 et président en 1896, à moins de 33 ans. Député dès 1898, il est nommé, l’année suivante, à 36 ans, à peine, ministre des Travaux publics du cabinet Waldeck-Rousseau, le seul de son groupe politique. Il opte, en 1900, pendant son ministère, pour le siège de Belley, abandonnant le 11e arrondissement de la capitale. Dissident du combisme, il doit lutter contre les radicaux orthodoxes de son département pendant la période 1903-1905. Réélu aisément à la Chambre, en 1902 et 1906, il poursuit une belle carrière de journaliste entamée en 1890. Président de l’association des journalistes sportifs, en 1905, vice-président, en 1907, de l’association des journalistes parisiens (dont il sera l’éphémère président en 1915), administrateur hors pair, il est rapporteur général du budget à la Chambre en 1905 et 1906. P. Baudin est également un homme d’affaires à partir de 1906, en devenant - pendant un an - président de la banque franco-américaine et de la Société internationale des Écoles Berlitz de 1907 à 1913. Sénateur de l’Ain, en 1909, devenu briandiste, il est nommé, en 1910, ambassadeur extraordinaire en Argentine. De retour au Palais du Luxembourg, il se montre d’une rare activité, rapportant d’importants dossiers de politique étrangère notamment. Ministre de la Marine en 1913, il conduit, en 1915, une mission de propagande en Amérique latine. Patriote exigeant, il a dénoncé inlassablement la menace allemande jusqu’à son décès, par maladie, en 1917. / Pierre Baudin (1863-1917), was the nephew of Alphonse Baudin, a Deputy killed on the barricades on December 3rd 1851, and a French statesman. Although a popular political figure of the Third Republic, Pierre Baudin has not been given sufficient recognition today. As a radical-socialist, he was elected to the Paris Municipal Council in 1890. There, he defended, with remarkable skills, the Rights of the City of Paris. After serving as a General Budget Reporter for three years, he was elected Vice-President of the Council in 1895 and subsequently elected President, before the age of 33, in 1896. He entered the chamber as Deputy as early as 1898, and, as the only member of his party, he was appointed the following year, at the age of 36, Minister of Public Works in the Waldeck-Rousseau cabinet. During his ministry, he chose to relinquish Paris’s eleventh arrondissement and run for office in Belley. A dissident of the Combiste movement, he had to oppose the orthodox radicals in his département from 1903 to 1905. He was easily re-elected to the chamber in 1902 and 1906, however, and he was even able to pursue the career of a journalist that he had launched successfully in 1890. He was elected President of the French Association of Sports Journalists in 1905 and subsequently elected Vice-President of the Association of Parisian Journalists in 1907, which he briefly chaired in 1915, and as an administrator beyond compare, he was appointed General Budget Reporter at the chamber in 1905 and 1906. He also established himself as a businessman from 1906, becoming [the first] President of the French-American bank, but only for a year, and President of the International Society of the Berlitz schools from 1907 to 1913. Turned Briandiste, he was elected to the senate by the département of Ain in 1909, and, in 1910, he was appointed Ambassador Extraordinary in Argentina. Upon his return to the Palais du Luxembourg, he was very active in contributing key reports on foreign affairs to the senate. He was appointed Minister of Marine in 1913 and was charged with a propaganda mission in Latin America in 1915. A relentless patriot, Baudin never stopped warning his contemporaries against the German threat until his death, due to a serious illness, in 1917.

Australian Police Ministers and Commissioners occupy a pivotal position in the system of law enforcement. Collectively, they are responsible for the general policy, administration and operational direction and control of policing through the Australian States. There has been in the past twenty five years a growing complexity and a variety of problems facing police agencies which are arduous and demanding. Continuing social tension of recent years have given police ministers and commissioners higher public profiles than ever before. The research undertaken in this thesis examines the difficulties experienced between police ministers and commissioners in Queensland and New South Wales from 1970 to 1995. Three models have been developed as a framework to analyse the relationships and how they operate. The three models are called - 'Dependency', 'Independency' and 'Interdependency'. Twenty-one police ministers, commissioners and advisers from Queensland and New South Wales were interviewed during the course of the research. Five separate case studies were developed to analyse and interpret the relationships within the context of the three models. A summary chapter of additional research data provides supporting information which was used to substantiate the case study material. The conclusion argues that relationships operate more effectively when elements of the 'Interdependency' model exist. The need for further debate about the administrative, legal and management elements of the working relationship between a police minister and commissioner is essential to achieve a balance between policy, administration and operational requirements within a modern western democratic policing system.

Mit den immensen Aufgaben und Problematiken der Transformation konfrontiert, wechselten die Mehrparteien-Regierungen in Estland vergleichsweise häufig. Im Jahr 2002 war die insgesamt achte Regierung seit 1992 im Amt. Eine detaillierte Untersuchung der Regierungsstabilität am Beispiel von Estlands bis dato sieben Regierungen erscheint daher angebracht, da das Land trotz der häufigen Regierungswechsel im osteuropäischen Vergleich als erfolgreichstes Transformationsland angesehen wird.<br> Kann Regierungsstabilität auch dann vorliegen, wenn die Regierungen selbst sehr häufig wechseln? Dies ist die eigentliche Fragestellung der vorliegenden Diplomarbeit. Es wird davon ausgegangen, dass sich Regierungsstabilität aus mehreren Variablen zusammensetzt, die sich gegenseitig beeinflussen. Angaben über die durchschnittliche Verweildauer einer Regierung im Amt besitzen wenig Aussagekraft, vielmehr müssen die eigentlichen Hintergründe für einen Wechsel beleuchtet werden. / Confronted with the immense tasks and problems of the democratic transition, the multiparty governments of Estonia change comparatively often. Following the elections of March 2003, a new government is being formed: the ninth since 1992. A detailed examination of government stability and the example of Estonia is accordingly warranted, given that the country is seen as the most successful Eastern European transition country in spite of its frequent changes of government.<br> This article asks whether government stability can exist in a case that exhibits frequent changes of government. It is presumed that government stability is composed of various variables influencing one another. Data about the average tenure of a government is not very conclusive. Rather, the deeper political causes for changes of governments need to be examined.

During my years as a Cabinet Minister in New Zealand, the relationship between a Minister and his key officials was strongly modelled on the Westminster system as then applied in Britain. As in Britain, the ministers were the product of the political and parliamentary processes. The leader of the political party with the majority in the House was called upon by the Queen's representative (our Governor General) to form the new Government. All Ministerial appointees were necessarily chosen entirely from members then in Parliament. As in Britain, also, the key officials to serve each Minister in their portfolios were provided by the career Public Service, the long-serving body of officials who were there to advise and manage the system for successive governments. The Minister did not choose his departmental head, nor did that departmental head choose his minister. There were many assumptions inherited from the past which helped to make the relationship work. Policy decisions were shaped by the Minister representing the political side of the equation. Execution and management was carried out by the head official, responsible for the operation of the bureaucratic machine he headed. In explaining my thesis message - "Managing Change as a Minister of the Crown" - a very strong autobiographical dimension to my experience and comments is inevitable. In the political setting, the relationship between Minister and Head of Department, though a key factor, is but one of many. All change affects many people - some positively and beneficially, and some the reverse. The effects of change can be anticipated rather than actually felt. Perceptions can sometimes become bigger problems to manage than realised consequences. Change in politics invariably reaches out far beyond those obviously and directly affected. Handling change therefore involves making plans for how one can best point the change in a forward-looking and constructive way, and put a socially positive spin on one's efforts and the outcome. If one's efforts are done openly, and one's arguments are well founded, real progress can be made. One of life's constants is change itself. It affects us all in some measure. In communities categorized as "developed", it can be particularly fast and sweeping. This means, inevitably, that the forms of its infrastructures - from public services to business enterprises - which enable society and the economy to function effectively must adapt, and constructively, to those changes. From my experience, in facing a variety of problems calling for change in handling portfolio responsibilities, I have found every case is different from the others, and each solution had to be shaped to meet the characteristics of that particular case. The only common denominator I would call the "people factor". Compounding the challenge, that "people factor" had to be fashioned as appropriate for the personalities with whom I was working, and the characteristics of the problem being addressed. I did, however, find that there were some common fundamentals in the "people factor" which I address in my conclusion. They helped facilitate co-operation in managing change.

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Entablure entre les pouvoirs exécutif et législatif, et donc organe administratif essentiel au fonctionnement de tout État moderne, le Secrétariat général du Gouvernement est pourtant une des institutions administratives françaises les plus méconnues.Existant dans tous les pays, sous des formes très variées, depuis plus ou moins longtemps, le Secrétariat général du Gouvernement est apparu en France dès la Révolution de 1789, le Directoire entérinant sa création par le Comité de salut public. Il s’est maintenu de manière quasi ininterrompue jusqu’à aujourd’hui, jouant un rôle d’autant plus actif que l’instabilité politique était forte. Sous la IVème République, le Secrétariat général du Gouvernement et son secrétaire général ont assuré la permanence de l’État, en compensant l’instabilité chronique du politique.Le positionnement du Secrétariat général auprès du Premier ministre induit la question de sa nature, politique ou administrative. Car le choix n’a pas toujours été fait d’y nommer un haut fonctionnaire neutre et étranger au pouvoir politique, de l’Empire au Front populaire.Dans sa forme moderne, le Secrétariat général du Gouvernement, qui s’est progressivement structuré en une administration peu nombreuse, de très haut niveau et stable, est bien un organe administratif : la permanence exceptionnelle des secrétaires généraux le montre parfaitement.Sous la Vème République, la stabilité du pouvoir politique ne l’a pas affaibli. Son rôle d’organisateur du Conseil des ministres a été conforté. Au-delà de sa fonction de coordination du travail gouvernemental, le Secrétariat général du Gouvernement exerce aujourd’hui de nouvelles missions, comme la défense de la loi devant le Conseil constitutionnel, le suivi de l’application des lois. En outre, le Secrétariat général du Gouvernement a développé sa fonction d’intermédiaire entre le Parlement et le Gouvernement.Preuve de l’importance du Secrétariat général du Gouvernement, la tendance récente à le tenir en dehors du processus décisionnel altère fortement l’efficacité de l’État. / The French Cabinet secretariat, pivot of executive and legislative powers, and therefore being a necessary administrative organ to the operating of any modern State, is still one of the lesser known French administrative structure.Having existed in varied forms in all countries, the Cabinet secretariat appeared in France the same time as the French Revolution in 1789. It was created by the “Comité de Salut public” and its creation was insured by the Directoire. The Cabinet secretariat lasted until today almost without interruption, playing a role which’s importance increased as political instability increased. Under the 4th Republic, the Cabinet secretariat secured the continuity of the State, through the balancing of chronic political instability.Its ties to the Prime minister raises the question of its true nature, be it political or administrative. In fact, from the “1st Empire” to the “Front Populaire”, the choice was not always made to appoint an administrator who would have been fully neutral and uninvolved to the political power.In its current form, the Cabinet secretariat is well an administrative body, that became progressively supported by a small, stable, but high-leveled administration. The extraordinary permanence of the Cabinet secretariat illustrates it perfectly.Under the 5th Republic, the steadiness of political power did not weaken the Cabinet secretariat. Its function as an organiser of the Council of the ministers even strengthened its role. Beyond its responsibility of coordinating the governmental work, it has been charged with new duties, like the defense of a law before the “Conseil constitutionnel”, the inspection of the questions of constitutional validity,or the monitoring of the application of laws. Besides, the Cabinet secretariat developed its function of a go-between between the Parliament and the Government, without even infringing upon the role of the minister in charge with the relations with the Parliament.One rebuttal evidence of the importance of the Cabinet secretariat is the relatively new tendency to maintain the Cabinet secretariat out of the decision-taking process of the State, which has for consequence a violently diminished general efficiency of the State.

This study is about a conceptual framework in order to assist a minister to ensure that the whole family (consisting of different generations) is addressed in the same family service. In many churches different services are held for different generations while, when the family attend a service, the children and teenagers mostly feel that they are not addressed. Children are part of the family of God and should attend the church service with their parents or caretakers. They are the child’s mentors in more than one way and should also guide them to live their lives as Christians. Church leaders increasingly realise that what is happening in the life of a child is directly related to what is happening, or not happening, at home. Leaders recognise that in order to pass on the faith from generation to generation, a new paradigm of ministry is needed – one that is holistic and connects children, youth, family, congregation, community and culture. The generation theory is a tool to help a minister to understand the family members better. It is not a mechanism to label people. It is more like a dipstick into a period of time that groups people who tend, generally speaking, to think and act in a similar manner under certain conditions. With understanding comes insight as well as vision, and problem-solving may follow. A sermon group where families are invited to discuss the Scripture reading as well as the message of the text before and after the sermon may help the minister to address the whole family. The sermon group will enhance communication and understanding. It may also help with the building of relationships between the different generations within the family as well as with the minister. Praise and worship plays an important role in the family service. Traditional worship is word-driven and punctuated by organ music. Contemporary worship is music-driven with pianos, drums and guitars. In order to accommodate all the generations an integrated style is a possibility to explore. This style integrates all the music instruments and songs of the different generations. In a family service worship should link each part of the liturgy in such a way that the reformed character of the service is not neglected. The sermon in a family service, as well as the whole service itself, should be short. The minister should use ample metaphors and visual material in the sermon. It is also important to use simple language (and seldom theological terms) in order to facilitate better understanding amongst the children and teenagers. The person of the minister plays an important role in a family-service. There is always a minister who conducts the service. An honest, transparent and trustworthy minister’s message will be accepted by all generations, even if he/she might not be the best orator. After studying the literature, empirical research was conducted. The original conceptual framework was enriched and broadened by the life-experience interviews of the families regarding the church service. / Thesis (PhD)--University of Pretoria, 2008. / Practical Theology / unrestricted

The first chapter deals with the concept of mission history, the choice of research method, the phases of mission work in Sekhukhuneland and the establishment of the different congregations in the Presbytery of Burger. The second chapter contains the story of the Pedi and their country, as well as that of other groups like the Swazi and the Ndebele. From Chapter 3 the pioneering mission work of evangelists and missionaries is described. The role that evangelist Phillipus Mantsene played since 1875 until his death in 1915, as well as his supporters, Rev and Mrs AP Burger, laid the foundation for the involvement of the Transvaal Vrouesendingvereniging, which was established on 15th November 1905. This led to the calling of Rev and Mrs AJ Rousseau, who pioneered the first mission station in Sekhukhuneland, called BURGER, which was officially opened in 1929 (Chapter 8). This is followed by a description of the monumental work done by missionary Jacobus Murray Louw at Maandagshoek Mission Station from 1st April 1944 to January 1962. The first black missionary for this area, Rev EM Phatudi, was ordained with him on 27th March 1943 at Mphahlele, and for a few years the two worked together in Sekhukhuneland. Phatudi’s mother, who was the daughter of the late Kgoši Sekhukhune and his father, chief Mmutle III, saw to it that he became a special person in the history of the DRC Mission. He was one of the great leaders of the NGKA, as will be seen in Chapter 10. Since partnership is the theme that dominates in this research, ample space is given to the work of evangelists in the history of the DRC’s support mission in Sekhukhuneland. They were the missionaries’ partners in establishing the Kingdom of God among the Pedi, Swazi and Ndebele of Sekhukhuneland. With the help of Rev MJ Mankoe who served in the congregation of Burger (Chapter 26), I have been able to paint several life-sketches of the early pioneering evangelists who worked diligently and under difficult circumstances, shoulder to shoulder with the missionaries (Chapter 11). The history of each of the mission stations which functioned in Sekhukhuneland is dealt with in Chapters 12 to 14. The missionaries who pioneered these stations and their co-workers made a major contribution to the growth of the mission church and the forming of the Presbytery of Burger. The history of each of these mission stations, as well as the different congregations resulting from these stations, is described. The time came for consolidating the borders and the placing of black ministers. This was the work of the Planning Commission of the Presbytery of Burger in 1965 and 1966. Chapters 16 to 22 describe the borders, different wards and names of the congregations. The strategy behind this was to ensure that the missionaries, white and black, could occupy equal posts. Once this was completed, a new phase of partnership came into being, as described in Chapters 24 to 30. During this time the phasing out of evangelists took place, as is dealt with in Chapter 31. The two legs that carried missionary work up to this stage became weaker and weaker. Firstly, evangelists left or became full ministers, and secondly the need for a white minister or white missionary fell away. It has also been necessary to describe the circumstances, experiences, views and contributions made by missionaries to prepare the step-out and take-over stages of the phasing-out period from Church-Mission partnership towards full independence and Church-Church partnership. In Chapter 33 a bird’s eye view is taken of the phases of partnership in the DRC’s mission work in Sekhukhuneland. One has to conclude that the circumstances and conditions of the members of the NGKA were harsh. They were struggling against poverty, difficult living conditions, sickness and unemployment. The endeavour for unity among churches, the great topics of church growth and the development of their church to full financial independence could not receive their full attention. In conclusion, I reflect on post-1994 developments in a wider context, based on the study of the previous phases. I also look at the DRC since 1994, asking whether the DRC is still serious about mission work and the mission call. Another chapter was added to reflect on partnership, asking whether this was the answer to problems and tensions. A historical journey since Whitby (1947) is taken and the role the Ecumenical Movements have played since then in the young churches in South Africa is summarized. The great concepts of missio Dei, kerygma, diakonia and koinonia are evaluated in the light of partnership and obedience which was the theme of Whitby, but also the theme that caused continual dialogue, especially amongst the Evangelicals and the Ecumenical Movements. / Thesis (PhD)--University of Pretoria, 2011. / Science of Religion and Missiology / unrestricted