This diploma thesis deals with the teaching specificity of the history of the 20th century in upper primary schools and with methodical drafts of selected thematic units of the same period. The thesis puts emphasis on problems related to teaching on the 20th century. The work summarizes theoretical knowledge of teaching on the history of the 20th century and follows up the classification of this historical period into the General educational program for basic education. Methods and strategies suitable for teaching the history of the 20th century and the approach how to give lessons about controversial and delicate topics in history are also included in the present thesis. The methodical drafts of selected thematic units from the history of the 20th century are one part of the thesis. These drafts were worked out in respect of using various teaching styles and educational strategies. The thesis also pays attention to the utilization of didactic media in the teaching of history.

The focus of strategy research has long revolved around strategy formulation rather thanstrategy implementation, despite the evidence indicating that intended strategies are rarelyachieved. Project portfolio management, PPM, assumes a crucial role in enabling strategyimplementation and can be regarded as a representation of the organization's actual pursuedstrategy. Existing research on PPM has predominantly centered around portfolios in the contextof new product development, NPD, and research and development, R&D. However, there hasbeen relatively less exploration of PPM within internal development departments, warrantingfurther investigation. To contribute to the understanding on strategy implementation throughPPM and its conditional factors, this qualitative case study expands the existing research bystudying the PPM process within an internal development department. The study wasconducted at the Business Improvement department, which oversees improvement projects forthe service branch of EnergyComp, a company specializing in the development of complexenergy solutions. Using an abductive research approach, a literature review was conducted inparallel with data collection and analysis. The empirical data was mainly collected throughsemi-structured interviews at the company, but also through meetings and companydocumentation. The results of the study show that PPM actions connected to projects, portfolio and resourceallocation are undertaken to effectively implement the organization's strategy within theinternal development department. Common to all areas is the importance of accurate andavailable information that effects the decisions connected to strategy implementation. On aproject level, Insufficient information poses challenges in accurately assessing project success,resulting in measurements that fail to cover all strategic objectives. In the context of theportfolio, the absence of project information and uncertainties can lead to a misalignmentbetween the actual prioritization criteria employed in the selection process and the strategicobjectives of the organization. Additionally, it may contribute to a less detailed and formalstrategic plan. Furthermore, the cost associated with adjusting the portfolio is directly linked tothe effort and expenses involved in obtaining project information. Regarding resources,insufficient information on supply and demand creates challenges in considering projectdependencies and synergies during the evaluation of project groups. Moreover, limitedtransparency across functional boundaries within the organization leads to a system wheredecision rules cannot be established at the portfolio level. Instead, it encourages bottom-uppriority decisions. Furthermore, a biased assessment by stakeholders in the functionaldepartments may result in an inadequate screening process, leading to an increased workloadin the portfolio structuring process. Finally, the large variation in project types, coupled withdiverse impact targets spanning individual and multiple functions, makes it difficult to createrelevant project categories for budgeting and portfolio structuring.

Students no longer respond to content-driven, teacher-centred learning. Literature reveals that changes in methodology and pedagogy of teachers needs to take place in order to keep education relevant and engaging. Classrooms where critical thinking, communication, creativity and collaboration are embraced are required in schools. The environment where these components are present can be referred to as 21st century classrooms. Establishing these locales require a leader who is able to create the vision for the changes that need to take place. One who will fashion a learning environment where teachers feel secure and have the confidence through teacher development to embark on and embrace a new arrangement in their classroom. The principal needs to embrace his/her instructional role in establishing these 21st century classrooms. This research project investigated precisely what the instructional role of the principal necessitates in aiding teachers to establish 21st century classrooms. A qualitative research design, embedded in the constructivist paradigm in the form of a hermeneutic study was chosen as research method. Using semi-structured interviews, the researcher attempted to find out how the principal of each school visited, viewed 21st century classrooms, as well as what skills and knowledge he/she required as the instructional leader in leading teachers to establish 21st century classrooms. The researcher used purposeful sampling to select the participants who would have the greatest insight into establishing 21st century classrooms at their school. Trustworthiness was ensured in the collection and interpretation of data. The researcher transcribed the collected data and it was later analysed. Once analysed, the data was interpreted and arranged under the research sub-questions. The findings established that each participant is quite knowledgeable concerning the attributes and characteristics of a 21st century classroom. Many of the principals played a strong instructional role in their school and displayed many of the characteristics and skills necessary to create an environment where teachers could competently bring 21st century skills and knowledge into their classrooms. In most of the schools visited, 21st century classrooms are well on their way to being established. It is evident that the theory of 21st century classrooms is far more prevalent in some of the schools visited than the practical application thereof. In some of the schools visited a whole philosophy of learning, which encases all the 21st century attributes has been implemented. Each school could be placed on a continuum, with no one school being at the same space in their journey to implement 21st century skills and knowledge into their teachers’ pedagogy. / Leerders reageer nie meer op inhoudgedrewe en/of onderwysgesentreerde onderrig nie. Literatuur toon dat veranderinge in onderwysmetodiek en pedagogie moet plaasvind ten einde onderwys relevant en interessant te hou. Klaskamers waarin kritiese denke, kommunikasie, kreatiwiteit en samewerking omhels word, is die nuwe maatstaf. Die omgewing waarin hierdie komponente teenwoordig is, word na verwys as die 21ste eeu klaskamers. Die stigting van 21ste eeu klaskamers vereis ʼn leier wat in staat is om ʼn visie te skep en dit na te volg. Een wat ʼn leeromgewing verseker waarin onderwysers veilig voel en selfvertroue opbou deur personeelontwikkeling. Sodoende word onderwysers bemagtig om die nuwe veranderinge in die klaskamer te omhels. Die skoolhoof speel ʼn sterk rol in die vestiging van hierdie 21ste eeu klaskamers en moet dus ʼn instruktiewe rol aanneem. Hierdie navorsingsprojek ondersoek wat presies hierdie instruktiewe rol van die skoolhoof behels in die ondersteuning van onderwysers om hul toe te rus vir 21ste eeu klaskamers. Hierdie navorsingsprojek is gebaseer op ʼn kwalitatiewe navorsingsontwerp, gegrond op die konstruktivistiese paradigma in die vorm van ʼn fenomenologiese studie. Deur gebruik te maak van semi-gestruktureerde onderhoude, het die navorser gepoog om uit te vind hoe die skoolhoof van elke skool wat besoek is, 21ste eeu klaskamers beskou en oor watter vaardighede en kennis ʼn skoolhoof as onderrigleier moet beskik om onderwysers in 21ste eeu klaskamers te vestig. Die navorser het van ʼn doelbewuste steekproef gebruik gemaak om geskikte kandidate te identifiseer wat kennis dra oor die vestiging van 21ste eeu klaskamers by hul eie skole. Betroubaarheid van die data is verseker deur die versameling en interpretasie daarvan. Die data is deur die navorser getranskribeer en later ontleed. Na analise is die data geïnterpreteer en dan in geskikte navorsings sub-vrae ingedeel. Die bevinding was dat elke kandidaat grondige kennis aangaande die eienskappe en kenmerke van 21ste eeu klaskamers het. Baie van die hoofde vervul ʼn sterk instruktiewe rol in hul skool en beskik oor die nodige eienskappe en vaardighede om ʼn omgewing te skep waarin onderwysers met bevoegdheid 21ste eeu vaardighede en kennis in hul klaskamers kan toepas. In meeste van die skole wat besoek is, is 21ste eeu klaskamers besig om pos te vat. Dit is ook duidelik dat die teorie van 21ste eeu klaskamers baie meer op die voorgrond is by sommige van die skole wat besoek is, as wat die praktiese toepassing daarvan is. In sommige van die skole wat besoek is, is ʼn leerfilosofie wat alle 21ste eeu kenmerke omvat geïmplementeer. Daar is ʼn kontinuum waarop elke skool geplaas kan word wat aandui dat nie een skool op dieselfde vlak in hul implementering van 21ste eeu vaardighede en kennis in hul onderwyspedagogie is nie. / Educational Leadership and Management / M. Ed. (Education Management)