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Beyond the piano : the super instrument : widening the instrumental capacities in the context of the piano music of the 21st centuryKallionpaa, Maria E. January 2014 (has links)
Thanks to the development of new technology, musical instruments are no more tied to their existing acoustic or technical limitations as almost all parameters can be augmented or modified in real time. An increasing number of composers, performers, and computer programmers have thus become interested in different ways of "supersizing" acoustic instruments in order to open up previously-unheard instrumental sounds. This leads us to the question of what constitutes a super instrument and what challenges does it pose aesthetically and technically? This work explores the effects that super instruments have on the identity of a given solo instrument, on the identity of a composition and on the experience of performing this kind of repertoire. The super instrument comes to be defined as a bundle of more than one instrumental lines that achieve a coherent overall identity when generated in real time. On the basis of my own personal experience of performing the works discussed in this dissertation, super instruments vary a great deal but each has a transformative effect on the identity and performance practice of the pianist. This discussion approaches the topic from the viewpoint of contemporary keyboard music, showcasing examples of super instrument compositions of the 21st century. Thus, the main purposes of this practise based research project is to explore the essence and role of piano or toy piano in a super instrument constellation, as well as the performer's role as a "super instrumentalist". I consider these issues in relation to case studies drawn from my own compositional work and a selection of works composed by Karlheinz Essl and Jeff Brown.
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Performance management system and improved productivity : a case of department local government and housing in Limpopo ProvinceMunzhedzi, Pandelani Harry 10 1900 (has links)
The Performance Management System (PMS) has been introduced in the South African public service with the intentions of monitoring, reviewing, assessing performance,
developing underperformers, and recognising and rewarding good performance. This study was undertaken as an attempt to investigate whether the PMS of the Department of Local Government and Housing (DLGH) in the Limpopo Province contributes to the
improvement in departmental productivity. The literature review undertaken in this study
shows that there is a general poor understanding of PMS in the public service and in the DLGH in particular. It (the literature review) further establishes that there are several challenges that hinder the effective implementation of a PMS in the public service. Other
findings of the study include that there is a challenge of biased ratings (subjective
assessment), and a setting of unrealistic performance targets which are unrealisable by
employees. The foregoing justifies the reasons why productivity levels are not always
realised and targets not achieved by the DLGH.
The main finding of the study is that, although it plays a significant role in the
improvement of productivity, the PMS has not contributed to the improvement of
productivity of the DLGH in the Limpopo Province. The main recommendation on the
basis of this finding is that there should be a regular and thorough training of officials
within the DLGH about the PMS and how it influences productivity. Other additional
recommendations include, inter alia, that the Departmental Moderating Committee
should demand verifiable evidence to justify a higher rating during quarterly assessments,
and that punitive/disciplinary measures be taken against those who do not comply with
the provision of the PMS policy, particularly failure to submit performance instruments. / Public Administration / M Admin. (Public Administration)
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Performance management system and improved productivity : a case of department local government and housing in Limpopo ProvinceMunzhedzi, Pandelani Harry 10 1900 (has links)
The Performance Management System (PMS) has been introduced in the South African public service with the intentions of monitoring, reviewing, assessing performance,
developing underperformers, and recognising and rewarding good performance. This study was undertaken as an attempt to investigate whether the PMS of the Department of Local Government and Housing (DLGH) in the Limpopo Province contributes to the
improvement in departmental productivity. The literature review undertaken in this study
shows that there is a general poor understanding of PMS in the public service and in the DLGH in particular. It (the literature review) further establishes that there are several challenges that hinder the effective implementation of a PMS in the public service. Other
findings of the study include that there is a challenge of biased ratings (subjective
assessment), and a setting of unrealistic performance targets which are unrealisable by
employees. The foregoing justifies the reasons why productivity levels are not always
realised and targets not achieved by the DLGH.
The main finding of the study is that, although it plays a significant role in the
improvement of productivity, the PMS has not contributed to the improvement of
productivity of the DLGH in the Limpopo Province. The main recommendation on the
basis of this finding is that there should be a regular and thorough training of officials
within the DLGH about the PMS and how it influences productivity. Other additional
recommendations include, inter alia, that the Departmental Moderating Committee
should demand verifiable evidence to justify a higher rating during quarterly assessments,
and that punitive/disciplinary measures be taken against those who do not comply with
the provision of the PMS policy, particularly failure to submit performance instruments. / Public Administration and Management / M Admin. (Public Administration)
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