<p>A mixed methods approach was employed and included a document study, questionnaires and a focus group interview. Participants included post level one teachers, and non-teaching staff and members of the school management team at one school in the Western Cape. Research findings indicated that the school management team only implemented IQMS to comply with departmental requirements and to ensure that teachers received pay progressions. It also emerged that planning was only done for compliance resulting in no real school development taking place at the school due to a number of constraints. It is recommended that the school management team employs a more balanced approach to school evaluation with a strong focus on both Developmental Appraisal (DA) and Performance Management (PM) as they employ whole school v development. It is further recommended that the school management team plans for school development with the intention to implement these in order to improve the conditions in the school. A final recommendation is that the Department of Education establish a directorate of school development in order to fund and assist schools with translating evaluation into school development.</p>

This thesis concerns the leader as a facilitator of learning at work. More specifically, the aim of the study is to increase knowledge about leadership in relation to co-workers’ learning and development at the workplace. The focus is on the leaders’ notions of learning-oriented leadership, their actions in daily work and on the factors that may enable and constrain learning-oriented leadership. The theoretical framework is structured around a review and analysis of three leadership research traditions: studies of effective leadership, studies of managerial work, and critical studies of leadership. The research reported in the thesis is based on an interactive research approach comprising case studies of two industrial firms. The main empirical data have been collected in interviews with leaders. In addition, the empirical material includes observations of leaders and studies of documents. The results indicate that the leaders view learning and the development of their co-workers as important issues and that they use a number of different activities to facilitate learning. Based on the degree of formalization these activities can be characterized as planned, partially planned and spontaneous. When working with the co-workers’ learning the leaders alternate between acting as supporters, educators and confronters. Furthermore, learning-oriented leadership is influenced by factors such as the co-workers’ attitudes and motivation, the leaders’ views of learning and development, the presence of learning issues on the organizational agenda and the design of the organizations’ production systems. To conclude, the leaders in both companies can be seen as facilitators of learning. However, their leadership is mainly performance-oriented and focused on adaptive learning. There are traces of development-oriented leadership as well, but these patterns are not as apparent. For instance, the facilitation of critical reflection associated with developmental learning is not very common for the leaders in either of the cases. / Denna avhandling handlar om hur ledare främjar lärande i dagligt arbete. Mer specifikt är syftet med studien att bidra med ökade kunskaper om ledarskap i relation till medarbetares lärande och utveckling på arbetsplatsen. I avhandlingen studeras vad som karaktäriserar ledarnas arbete och deras syn på sitt ledarskap, vad ledarna gör för att främja medarbetarnas lärande, samt vilka faktorer som hindrar och möjliggör ett ledarskap för lärande. Den teoretiska referensramen är baserad på tidigare forskning om ledarskap och lärande. Mer specifikt granskas och analyseras tre forskningstraditioner: studier av effektivt ledarskap, studier av ledares arbete och kritiska ledarskapsstudier. Studien utgår från en interaktiv forskningsansats och det empiriska materialet består av fallstudier av två svenska industriföretag. Data har huvudsakligen insamlats genom intervjuer med ledare. Därtill omfattar det empiriska underlaget även observationer av ledare och studier av dokument. Resultaten visar att ledarna uppfattar det som mycket viktigt att främja sina medarbetares lärande och utveckling. När de arbetar med dessa frågor använder de sig av en rad olika aktiviteter, vilka skiljer sig åt med avseende på grad av formalisering. Aktiviteterna kan kategoriseras som planerade, delvis planerade och spontana. Vidare visar resultaten att ledarna i interaktionen med medarbetarna agerar stödjande, utbildande och konfronterande. I studien framkommer även faktorer som hindrar och möjliggör ett ledarskap för lärande. Dessa omfattar exempelvis medarbetarnas inställning till lärande, ledarnas syn på lärande, ekonomiska resurser för lärande, samt arbetsorganisationens och produktionssystemets utformning. Avslutningsvis pekar denna studie på att ledarna i företagen uppvisar ett ledarskap för lärande, men att detta i huvudsak orienteras mot lärande för daglig drift och anpassning, snarare än mot lärande för utveckling. Det finns också spår av ett mer utvecklingsstödjande ledarskap, men dessa är inte tydligt framträdande i resultaten. Exempelvis arbetar ledarna i begränsad utsträckning med att främja kritisk reflektion, vilket kan ses som en förutsättning för ett utvecklingsinriktat lärande.

This study investigated management development as a task of school managers by focusing on: • the need for a new education management development approach in South African schools; • the nature and scope of management development; • the international and national perspectives on the education management development practice; • current education management development activities in Gauteng schools; and • an education management development model for Gauteng schools. The literature study exposed the need for a new education management development approach in South African schools, the nature, scope and major aspects of management development. Furthermore, management development approaches, techniques and methods as well as guidelines for a new holistic approach are described. The investigation into the education management development practice for school managers exposed advanced levels in this regard in the UK and USA. Malaysia, Zimbabwe and Namibia are engaged in customising effective programmes for school managers. South Africa is focusing on a holistic approach, with a significant step taken being, the establishment of the National Institute for Education Management Development. The empirical study consisted of a structured questionnaire distributed to a sample population of I 08 school principals, 80 deputy principals and 210 heads of departments to investigate their management development needs, experiences and activities. Main findings revealed a lack of training for school management, uncoordinated education management development programmes, with existing ones being reactions to crisis situations, and ill-defined management roles for school managers. School principals seem solely responsible for school management, thus exposing a need for a school-based management development approach. The management development model developed for Gauteng schools focuses on whole-school development, recognises the participatory management vision of the new education system, includes stakeholder involvement in education management development and provides school managers with a model that employs the ODE Quality Assurance Framework. The major recommendations flowing from this study include customising education management linguistics for South Africa, defining job descriptions for school managers, preparing and inducing school managers, setting education management qualifications for education management posts and institutionalising the National Institute for Education Management Development. / Thesis (PhD)--PU for CHE, 1999

This study investigated management development as a task of school managers by focusing on: • the need for a new education management development approach in South African schools; • the nature and scope of management development; • the international and national perspectives on the education management development practice; • current education management development activities in Gauteng schools; and • an education management development model for Gauteng schools. The literature study exposed the need for a new education management development approach in South African schools, the nature, scope and major aspects of management development. Furthermore, management development approaches, techniques and methods as well as guidelines for a new holistic approach are described. The investigation into the education management development practice for school managers exposed advanced levels in this regard in the UK and USA. Malaysia, Zimbabwe and Namibia are engaged in customising effective programmes for school managers. South Africa is focusing on a holistic approach, with a significant step taken being, the establishment of the National Institute for Education Management Development. The empirical study consisted of a structured questionnaire distributed to a sample population of I 08 school principals, 80 deputy principals and 210 heads of departments to investigate their management development needs, experiences and activities. Main findings revealed a lack of training for school management, uncoordinated education management development programmes, with existing ones being reactions to crisis situations, and ill-defined management roles for school managers. School principals seem solely responsible for school management, thus exposing a need for a school-based management development approach. The management development model developed for Gauteng schools focuses on whole-school development, recognises the participatory management vision of the new education system, includes stakeholder involvement in education management development and provides school managers with a model that employs the ODE Quality Assurance Framework. The major recommendations flowing from this study include customising education management linguistics for South Africa, defining job descriptions for school managers, preparing and inducing school managers, setting education management qualifications for education management posts and institutionalising the National Institute for Education Management Development. / Thesis (PhD)--PU for CHE, 1999

In 2001 the first Human Resource Development Strategy of South Africa (HRDSA) was implemented. The lack of institutional arrangements, structures, procedures, processes and capacity and the location of the HRDSA, 2001, at both the then Departments of Education and Labour, severely hampered the implementation and effective functioning of the Strategy. This study aims to find solutions to the main implementation difficulties experienced with the HRDSA, 2001, in order to ensure increased performance regarding the strategic priorities of the revised HRDSA, 2010 – 2030. An empirical study was conducted to determine potential challenges pertaining to the implementation of the revised HRDSA. Interviews were conducted with senior officials and experts at relevant national departments and with the Gauteng Provincial Government and social partners and relevant stakeholders, including organised labour and organised business. Questionnaires distributed among human resource development (HRD) practitioners addressed matters pertaining to possible solutions with regard to the appropriate location of the HRDSA, challenges in implementing the HRDSA, capacity needs, appropriate governance structures, political support and budgetary constraints. Best practice for the implementation of a national HRD strategy in a number of countries is outlined and discussed with a view to benchmarking the HRDSA and learning from the mistakes made by them in the implementation of their national HRD strategies. Based on these lessons learnt by those countries, and valuable information gathered through the results obtained from the questionnaires and interviews, recommendations are made to support the successful implementation of the revised HRDSA. The recommendations are focused on the effective, efficient, economic and sustainable implementation of the revised HRDSA commitments, strategic priorities, strategic objectives, programmes and projects to improve social and economic growth, as well as HRD, human development (HD) and accelerated quality service delivery in South Africa. / Thesis (M. Development and Management)--North-West University, Potchefstroom Campus, 2011.

The purpose of the research was to explore the experiences of educators regarding the training for the implementation of inclusive education in a Full Service school. A qualitative research design was chosen, using a case study. Three methods of gathering data were used, namely individual interviews, focus group interviews and observations. The study was conducted in a primary schools in the North West province that was converted into a fullservice school in 2008. The findings indicated that educators demonstrated misunderstanding of the Screening, Identification, Assessment and Support strategy. The misunderstanding can be ascribed to the kind of training educators received. The training lacked in–depth content and practical demonstration. Recommendations on the content and the dynamics of the training process are made. The overarching recommendation on the dynamics of the training indicated that the training should be revisited for improved methods of training. / Thesis (M.Ed.)--North-West University, Potchefstroom Campus, 2011.

In 2001 the first Human Resource Development Strategy of South Africa (HRDSA) was implemented. The lack of institutional arrangements, structures, procedures, processes and capacity and the location of the HRDSA, 2001, at both the then Departments of Education and Labour, severely hampered the implementation and effective functioning of the Strategy. This study aims to find solutions to the main implementation difficulties experienced with the HRDSA, 2001, in order to ensure increased performance regarding the strategic priorities of the revised HRDSA, 2010 – 2030. An empirical study was conducted to determine potential challenges pertaining to the implementation of the revised HRDSA. Interviews were conducted with senior officials and experts at relevant national departments and with the Gauteng Provincial Government and social partners and relevant stakeholders, including organised labour and organised business. Questionnaires distributed among human resource development (HRD) practitioners addressed matters pertaining to possible solutions with regard to the appropriate location of the HRDSA, challenges in implementing the HRDSA, capacity needs, appropriate governance structures, political support and budgetary constraints. Best practice for the implementation of a national HRD strategy in a number of countries is outlined and discussed with a view to benchmarking the HRDSA and learning from the mistakes made by them in the implementation of their national HRD strategies. Based on these lessons learnt by those countries, and valuable information gathered through the results obtained from the questionnaires and interviews, recommendations are made to support the successful implementation of the revised HRDSA. The recommendations are focused on the effective, efficient, economic and sustainable implementation of the revised HRDSA commitments, strategic priorities, strategic objectives, programmes and projects to improve social and economic growth, as well as HRD, human development (HD) and accelerated quality service delivery in South Africa. / Thesis (M. Development and Management)--North-West University, Potchefstroom Campus, 2011.

The purpose of the research was to explore the experiences of educators regarding the training for the implementation of inclusive education in a Full Service school. A qualitative research design was chosen, using a case study. Three methods of gathering data were used, namely individual interviews, focus group interviews and observations. The study was conducted in a primary schools in the North West province that was converted into a fullservice school in 2008. The findings indicated that educators demonstrated misunderstanding of the Screening, Identification, Assessment and Support strategy. The misunderstanding can be ascribed to the kind of training educators received. The training lacked in–depth content and practical demonstration. Recommendations on the content and the dynamics of the training process are made. The overarching recommendation on the dynamics of the training indicated that the training should be revisited for improved methods of training. / Thesis (M.Ed.)--North-West University, Potchefstroom Campus, 2011.

在日益競爭的國際金融環境下，為了提升台灣金融市場自由化及國際化，政府前後推動兩次金融改革，希望能藉由金融整併，使金融機構更具規模化、提高金融機構經營效率，希望藉此提升國內銀行的國際競爭力。利用併購雖然可以迅速取得市場上的規模優勢，但併購是否成功，關鍵在於企業雙方的經營理念、組織文化、人資結構等各方面的調合，因此企業進行併購要思考的面向非常多元。 以渣打銀行併購新竹商銀為例，從併購動機、組織文化融合、管理策略、再到渣打全球集團的組織變革，檢視外商銀行與本土銀行融合的歷程。輔以個案研究方式簡述作者十年間在併購銀行前後的工作歷程，再試著分析當時環境局勢下的銀行併購策略及作者接管分行的管理思維。經由本研究，提出以下之結論： 一、 併購下組織文化的移轉過程都會遭遇到不少的障礙與衝突，在確立企業目標後搭配組織策略運作及人力資源發展才能將衝突降至最低，促使購併後的組織文化順利融合，發揮原本預計的合併綜效。 二、 因應競爭激烈的金融環境及所處的台灣市場，值此時代下的金融從業人員，應隨時關注整體外部局勢，再思維自身的狀況，擬定明確的方向、善用策略矩陣及管理矩陣架構去思維並整合週邊資源，擬定具體的執行計劃以達成設定之目標。 / Under an increasingly competitive international financial environment, the Taiwanese Government has implemented twice financial reforms in order to enhance Taiwan's financial market liberalization and internationalization. The government hopes to enhance the international competitiveness of domestic banks through realizing the financial acquisition to help financial institutions scale up and improve its operational efficiency. Although it can gain the advantage of market scale through acquisition quickly, however, the key of succeeding in an acquisition relies on the consensus of managing philosophies, organizational cultures and human resource structure differences between acquiring and acquired firms. Therefore, companies need to think of pluralistic situations while making corporate acquisition decisions. Taking Standard Chartered Bank acquired Hsinchu International Bank as a case study, this paper reviews the integrating process of a foreign bank and a local bank from its merger motives, organizational cultures, management strategies and Standard Chartered Group's organizational change. The paper briefs the author’s 10 years of working experience in banking industry. It analyzes the acquisition strategy as well as the author’s managerial thinking after taking over a branch of Standard Chartered Bank in Taiwan. This study proposes the following conclusions: First, after the merger, there will be a lot of obstacles and conflicts during the transferring process of organizational culture. After make sure the enterprise target, Applying the organizational strategy and human resource development to minimize the conflicts and integrate cultures smoothly is the key factor to achieve the expected merger synergies. Second, in response to the intense competition under the financial environment nowadays, financial professionals should develop a clear goal by focusing on the overall external environment, knowing their own abilities, applying the Strategies and Management Matrix to architecture the thinking and to integrate their resources together. Then they can develop specific execution plans to achieve their goal.

Research in training and development at organisations has produced important results in the previous two decades. The results indicate that higher motivation and satisfaction levels of employees are the result of training and development effectiveness with relation to work and employees’ productivity. The aim and purpose of the study was to investigate the effectiveness of training and development in enhancing organisational productivity. The researcher wanted to determine whether training and development did in fact enhance the productivity of employees. A non-probability sampling method was employed when conducting the research. The research methods used were a combination of observations, a questionnaire, a workshop, a survey and interviews with participants. A qualitative research approach guided this process in order to accomplish the aim and purpose of the study and was based on data collection and analysis of information, documents and interviews to determine training and development for performance improvement. / Human Resources Development / NM. Tech. (Human Resources Development)