I address a selection of texts published in Australia between 1993 and 1997 which engage with feminist debates about sex and power. These texts are important, I argue, because they signpost the historical moment in which the culture wars and globalisation gained force in Australia. A key word in this thesis is ‘framing’. The debates which my texts engage with have (much like the culture wars in general) commonly been framed as conflicts between polarised political factions. These political factions have, in turn, been framed in terms of generations; that is, an ‘older’ feminism is pitted against a ‘newer’ feminism. Each generation of feminists supposedly holds quite different views about sex. I argue that my texts actually provide an insight into how various feminist perspectives on sex diverge and intersect with each other, as well as with certain New Right discourses about sex. My selected texts also suggest how the printed text has helped transport feminism within and outside Australia / My texts fit into two broad genres, fiction and scholarly non-fiction. The texts are: Helen Garner’s The First Stone (1995), Sheila Jeffreys’ The Lesbian Heresy (1993), Catharine Lumby’s Bad Girls (1997), Linda Jaivin’s Eat Me (1995) and Justine Ettler’s The River Ophelia (1995). I engage with various critical responses to these texts, including reviews, essays and interviews with the authors. I draw also from a range of theoretical sources. These include analyses of the culture wars by the American theorist Lillian S. Robinson and the Australian scholars McKenzie Wark, David McKnight and Mark Davis. Davis has provided a useful overview of how the metaphor of ‘generational conflict’ circulated in Australian culture during the 1990s. I draw on Arjun Appadurai’s model of “global cultural flows” and Ann Curthoys’ history of feminism in Australia. I engage with research into the increasingly ‘globalised’ nature of Australian writing, as well as a number of feminist works on the relationship between sex and power

Ahronglong Sakinu is a Paiwan writer who has great charm and has been maintaining the pride of the indigenous people with his humorous and optimistic personality and defending the treasures of Paiwan culture with his incredibly enthusiasm and dedication. By using a plain but unique style of writing, Sakinu touches the heart of the readers. Not only does Sakinu pass his father¡¦s wisdom as a hunter in his works, but he also defends the Paiwan culture with his pen instead of his Aboriginal knife. Through his approachable and fun style of writing, Sakinu always infects his readers with his optimistic thoughts. On this account, this study attempts to adopt the text analysis method and interviews to explore the writing strategies and the spirit and meaning of Sakinu¡¦s works. This study has divided into five chapters to conduct the discussion, and the main contents of each chapter are listed as follows: Chapter 1: ¡§Introduction¡¨¢wThis chapter contains the research motivation, research scope and methodology, literature review, and thesis structure. Chapter 2: ¡§Ahronglong Sakinu¡¦s Life and Works¡¨¢wThis chapter sequentially introduces Sakinu¡¦s background from his boyhood, his job in Special Police First Headquarters, to the time he returned to his tribe in order to probe into his road of cultural identity and his determination of establishing a hunter school. Further, the influence of Paiwan culture on him has been explored as well. In the end of this chapter, his works that have been published so far are also provided for a throughout exploration. Chapter 3: ¡§Ahronglong Sakinu¡¦s Writing Strategies¡¨¢wThe writing strategies of his works have been explored from three aspects: the forms of language expression, the skills of language expression, and the strategies of rhetorical application. In the forms of language expression, Sakinu has a unique writing style which presents a large number of untranslated Aboriginal words and Aboriginal language with phonetic symbols in his works. In addition, he also has excellent rhetorical skills which sufficiently and clearly show his feelings towards the harmonious living with the nature through an anthropomorphic animal world and subtle animal metaphors. Also, both the first-person form of expression and the extensive use of dialogue make his works more vivid and lively. Chapter 4: ¡§The Spirit and Meaning of Ahronglong Sakinu¡¦s Works¡¨¢wIn this chapter, four aspects which include ¡§the assistant who enlightens the literary life¡¨, ¡§inherit the wisdom of a philosophical hunter¡¨, ¡§arouse the self-identity of the tribal group¡¨ and ¡§accuse the invasion of power culture¡¨ have been explored to have a better understanding of the spirit and meaning of Sakinu¡¦s works. Chapter 5: ¡§Conclusion¡¨¢wThe final chapter has summarized the research results of this study. Moreover, the value of Sakinu¡¦s works and their contributions to developing and preserving traditional culture have been also explored to see the implementation of the traditional hunter culture in his works. Finally, further relevant research that can be extended is provided for future reference as well.

This thesis contributes to the field of strategy-as-practice by developing understanding of the enacted performance of power within strategic interactions, an area that is underdeveloped. This is addressed by voicing the silences within the field of strategy-as-practice using an organisational studies lens. The study investigates the macro-influences of power, gender, body, culture, and Westernisation on micro-strategising activities and is based on an empirical cross-cultural study of a Saudi Arabian business college. The strategy-as-practice approach faces the challenge of balancing a focus on the specified actions of individuals and remaining aware of the social influences that govern them. This study complements linguistic approaches to understanding strategy with an embodied socially enacted dramaturgical approach to strategy analysis. Dramaturgy is the theoretical and methodological framework used to focus on micro-face-to-face interactions of strategists, complemented by frame analysis which enables invistigation of macro-level aspects of analysis at the meso-organisational level. The analysis focuses on two main areas: first it explores the embodied gendered aspects of strategising, which have previously been marginalised within the field. This analysis shows how the doing and undoing of gender on a managerial level in mixed-gender strategic interactions reflects the values that govern the family context, maintaining traditional values and often constraining women from assuming active roles as participants in strategising. Second, it analyses the tensions that arise between the clash of modernity and tradition by the adoption of international/Western management practices. These institutional influences create conflicts within strategists’ scripts when tradition encounters modernity in confronting a significant aspect of the Arab struggle. This analysis focuses on the importance of adopting a multi-level of analysis that aknowledges both structure and agency within strategising contexts. It also considers the importance of adopting a different type of ethics that is more sensitive to the particularities of caring for the ‘other’.

Submitted by Irene Nascimento (irene.kessia@ufpe.br) on 2017-01-26T17:13:17Z No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) Débora Quetti Marques de Souza_TESE_190920161448.pdf: 1839360 bytes, checksum: e707f63e231174b9c33f53a6e27c163c (MD5) / Made available in DSpace on 2017-01-26T17:13:17Z (GMT). No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) Débora Quetti Marques de Souza_TESE_190920161448.pdf: 1839360 bytes, checksum: e707f63e231174b9c33f53a6e27c163c (MD5) Previous issue date: 2016-07-20 / FACEPE / No atual contexto brasileiro em que os aportes gerencialistas encontram-se latentes nas políticas públicas educacionais, o presente trabalho visa dar contribuições para um debate que busca argumentar sobre a prevalência do estado gerencial na gestão educacional e escolar e como este tem sido visto e interpretado pelos agentes escolares, por meio da análise da cultura e das relações de poder. Nesse sentido, elencou-se como objetivo geral analisar a organização da escola a partir do novo gerencialismo na perspectiva da cultura e das relações de poder e, como objetivos específicos, caracterizar a gestão escolar concebida na política atual (novo gerencialismo), identificar as manifestações da gestão escolar democrática numa instituição de ensino pública e verificar os efeitos e impactos da política de premiação por excelência em gestão escolar. As bases teóricas foram formuladas a partir de categorias como gerencialismo (ABRUCIO, 1997; BARROSO, 2005; HYPOLITO, 2011; AFONSO 2009; BALL, 2001, 2005), gestão da escola (COSTA, 1998; LIMA 2008, 2013, 2014; BOTLER, 2010; ESTEVÃO, 2011; FREITAS, 2011), cultura (TORRES, 2004, 2010; GOMES, 2000; JULIA, 2001), e relações de poder/conflito (MORGAN, 2002; PER-ERIK ELLSTRÖN, 2007; JOHNSON, 1997; BLACKBURN, 1997; HOBBES, 2002; LOCKE, 1978; ROSSEAU, 2008; LUKES, 1980). A pesquisa parte de uma abordagem qualitativa com análise descritiva e etnográfica, por meio de um estudo de caso realizado numa escola estadual situada no Agreste Setentrional de Pernambuco, caracterizada por ter sido contemplada com o Prêmio de Referência em Gestão e outros. Os dados foram coletados através de documentos, observações, entrevistas e aplicação de questionários, tendo como foco analisar como a organização e gestão da escola tem se estruturado a partir do novo gerencialismo, entender a cultura e suas manifestações na escola e perceber os efeitos e impactos da política de premiação em gestão escolar. Dentre os dados coletados, observou-se que a gestão escolar, tanto na perspectiva macro e micropolítica, tem relação com uma determinada cultura, a gerencial. Esta, visa objetivos financeiros e economicistas numa perspectiva neoliberal, atendendo as necessidades imediatas do mercado. Na política atual de premiação, a exigência é que a gestão tenha meios eficientes, ótimos, para alcançar os objetivos organizacionais. A “boa” gestão é aquela que atinge o apogeu, que busca a eficiência e a eficácia no alcance das metas educacionais, tendo reconhecimento público por meio do recebimento de prêmios. Ao final, a pesquisa constatou que a democratização da educação e da gestão, saiu da agenda política dos governos nos últimos anos e foi substituída pela modernização, pela gestão de qualidade total. A cultura organizacional é vista agora como um artefato manejável pelas técnicas de gestão e não como resultado de uma construção social-histórica cultural complexa. A escola, mesmo estando sob a égide de uma política gerencial, dispõe de uma diversidade autoorganizativa que envolve conflitos, interesses, dissenso e poder. A escola, neste caso, passa a ser considerada também como um espaço político, de politização e de tomada de decisão. / In the current Brazilian context where managerial perspectives are latent in educational public policies, this research aims to contribute with the debate about the prevalence of managerial model in education and school management and how this has been seen and interpreted by school agents, through the analysis of culture and power relations.Then, the main objective is to analyze the school organization from the new managerialism point of view in the perspective of culture and power relations, and specific ones are: characterizing the school management conceived in current policy (new managerialism); identifying events of democratic management school in a public institution; and, verifying the effects and impacts of political awards for excellence in school management.The theoretical bases were formulated from categories such as managerialism (ABRUCIO, 1997; BARROSO, 2005; HYPOLITO, 2011; AFONSO 2009; BALL, 2001, 2005), school management (COSTA, 1998; LIMA 2008, 2013, 2014; BOTLER, 2010; ESTEVÃO, 2011; FREITAS, 2011), culture (TORRES, 2004, 2010; GOMES, 2000; JULIA, 2001), and power/conflict relations (MORGAN, 2002; PER-ERIK ELLSTRÖN, 2007; JOHNSON, 1997; BLACKBURN, 1997; HOBBES, 2002; LOCKE, 1978; ROSSEAU, 2008; LUKES, 1980). We use a qualitative approach with descriptive and ethnographic analysis, through a case study in a state school in Agreste Setentrional de Pernambuco which has won the Reference Award in Management and others awards. The data were collected through documents, observations, interviews and questionnaires, focusing on analyze how the organization and school management have been structured according with the new managerialism, understanding the culture and its manifestations in school and realizing the effects and impacts of the awards policy in school management. It seems that the school management, in both the macro and micro perspective, is related to a particular culture, management that aims to financial and economistic goals in a neoliberal perspective, addressing the immediate needs of the market. In this current political awards, the requirement is that the management has efficient and optimized tools to achieve organizational goals. The “good” management is one that reaches its apogee, which seeks efficiency and effectiveness in achieving educational goals, and public recognition by receiving awards. Finally, the survey found that the democratization of education and management left the political agenda of governments in recent years and was replaced by modernization, quality management. Organizational culture is now seen as a manageable device for management techniques and not as a result of a complex cultural social-historical building. The school, despite being under the control of a management policy, has a self-organizational diversity that involves conflicts, interests, dissent and power. So, school has become considered as a political space for politicization and decision-making.

The general aim of this study was to determine whether there is a relationship between organisational culture and organisational commitment in a consulting firm in South Africa. A quantitative, cross-sectional survey design was used on a non-probability sample (n=68) from an identified consulting firm in South Africa, utilising the Organisational Culture Questionnaire (Harrison & Stokes, 1992) and Organisational Commitment Scale (Meyer & Allen, 1997). The results were analysed using Pearson’s correlation analysis and indicated that there is no relationship between organisational culture and organisational commitment in the consulting firm / Industrial & Organisational Psychology / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)

The general aim of this study was to determine whether there is a relationship between organisational culture and organisational commitment in a consulting firm in South Africa. A quantitative, cross-sectional survey design was used on a non-probability sample (n=68) from an identified consulting firm in South Africa, utilising the Organisational Culture Questionnaire (Harrison & Stokes, 1992) and Organisational Commitment Scale (Meyer & Allen, 1997). The results were analysed using Pearson’s correlation analysis and indicated that there is no relationship between organisational culture and organisational commitment in the consulting firm / Industrial and Organisational Psychology / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)

A review of the literature reveals that organisational commitment is an outcome of organisational culture, when reviewing the definitions, theoretical development and models of these two concepts. The integration of organisational commitment with organisational culture indicates that there is a need for a scientific study to determine the relationship between these two variables. The empirical study involved the participation of 371 respondents in an organisation. A survey was conducted using the organisational commitment scale and the organisational culture questionnaire to determine the relationship between organisational culture and organisational commitment. The results suggest that organisational culture has an effect on organisational commitment. Recommendations are made to successfully implement both organisational culture and organisational commitment change initiatives. / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)

A review of the literature reveals that organisational commitment is an outcome of organisational culture, when reviewing the definitions, theoretical development and models of these two concepts. The integration of organisational commitment with organisational culture indicates that there is a need for a scientific study to determine the relationship between these two variables. The empirical study involved the participation of 371 respondents in an organisation. A survey was conducted using the organisational commitment scale and the organisational culture questionnaire to determine the relationship between organisational culture and organisational commitment. The results suggest that organisational culture has an effect on organisational commitment. Recommendations are made to successfully implement both organisational culture and organisational commitment change initiatives. / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)

Corporate culture is believed to be integral to organisational success and sustainability. This research study was conducted according to a humanistic, positive psychology and an open systems paradigm in order to examine the theoretical relationship between organisational culture and organisational commitment. The quantitative measuring instruments used for data collection were the Harrison and Stokes organisational culture questionnaire (OCQ) and Allen and Meyer’s organisational commitment scale (OCS). The empirical study involved respondents from a selected IT company in the KwaZulu-Natal region. This study revealed that there was no significant relationship between organisational culture and organisational commitment. However, there was a difference between the existing and preferred power culture as well as the existing and preferred role culture dimensions. The main recommendation for this study is that the selected IT company should set stretch targets with a focus on common vision, purpose and company values, with a strong emphasis on creating meaningful rewards for top performers at both individual and team level. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)