M.Ed. / The consistent growth- of the number of new lecturers to technical colleges ecessitated a study of the induction of beginner lecturers. The educational profession is the only one where there is no formal and compulsory induction into the profession or where any beginner-lecturer is introduced to the formal way of lecturing at a technical college. The new lecturer is directly put into a class and are expected to lecture without any problems on his side. This new lecturer is put to a "swim or sink" situation and then it is also expected from him to perform as well as the experienced lecturer. This creates a number of problems for the new lecturer, that is not always addressed by the management staff of the college. In the midst of a dynamically changing job environment, it is the responsibility of the principal to accompany his subordinates to maximum self-actualisation and job satisfaction. This was some of the problems experienced by the researcher and this inspired him to undertake a study to consider the following problems: The problem that beginner lecturers experience in and around the classroom; The integration of the beginner-lecturer at a technical college; the implementation of the induction programme for beginner lecturers. By means of an empirical study at the college where the researcher belongs and with the help and guidance of the principal of the same college, the induction programme was developed and the programme for the mentor was then also formulated. This complete guide for the induction of beginner lecturers is therefore compiled to help any principal at any technical college to put his staff, and especially his beginner staff, through the induction programme as to fully incorporate them as happily trained lecturers at the technical college where they are employed. In the midst of a dynamically changing job environment, it is the responsibility of the principal to accompany his subordinates to maximum self-actualisation and job satisfaction.

M. Ed. (Educational Management) / Please refer to full text to view abstract

M.Phil. (Education Management) / At present the Republic of South Africa is experiencing a unique set of circumstances which will challenge educational leaders in the optimal use of human resources. The importance of vocational training is stressed in the document, Educational Renewal Strategy (1991) since technical colleges are presently poised for meaningful growth. Principals, as the leaders of technical colleges, will have to meet various challenges. To ensure effective management behaviour the principal requires a balanced personality as well as other qualities. The individual's self concept which forms an integral part of his personality, determines his pattern of behaviour in his environment. Very little is known about the self concept of the principals of technical colleges. The chief aim of this research is therefore to establish the relationship between the self concept and management behaviour of principals of technical colleges. In particular this study aims to establish whether the self concept of the principals of technical colleges can or should be regarded as a determinant in their management behaviour.

M.Ed. (Educational Management) / Please refer to full text to view abstract

D.Ed. / The investment in a computerised administrative system has become a common phenomenon at educational institutions. With the development of Coltech, a computerised administrative system for technical colleges, administration at colleges changed dramatically. This system held the promise of reduced administrative work for staff. The current application of the system still reflects the above-mentioned point of departure. Many educational leaders do not realise that the value of the system surpasses the mere administrative application as it is found today. The data contained within the system can be applied fruitfully during daily management of a technical college at the strategic, tactical and operational level. The quality of decision-making can be influenced directly by means of timeous and quality information being readily available to management. Management,however, currently tends to manage without using this valuable resource. The research question and related aim of this research is to determine how a computerised administrative system, (such as Coltech), as a basis for a management information system, can contribute to managerial decision-making at technical colleges. It is generally accepted that there is a direct link between information management on the one hand, and administration and administrative management on the other. The link is found in the information which flows directly from the activities known as administration. Areas such as personnel, students, external community, finance, education and curriculum as well as physical facilities need to be administered and managed to transform the data in the database to information. The transformation of data to information will provide management with the information they need to make quality decisions

M.Ed. / Please refer to full text to view abstract

M.Ed. / The study under discussion followed on a request to develop a programme which would fill the existing gap between general formative preparatory academic education and general formative preparatory vocational education. The background of the precarious beginnings of education in South Africa was reviewed with specific reference to technical education. A study of the available literature confirmed that there is a need for more technically trained people, technically trainable people, students who have completed their technical vocational studies, an orientation programme and lecturers with management skills. The purpose of the study is, therefore, to investigate how lecturers managed the orientation programme at technical colleges. Technical colleges which acted as facilitators of the orientation programme, was introduced. This post-school institution with its general functions of continuing vocational education, must fulfil the needs of the community and the requirements of the industry it wishes to serve. The function and place of technical colleges were discussed as well as the management functions of education institutions, lecturers and students. The development of the orientation programme was also discussed. A suitable programme had to be developed to orientate students at a technical college. After making a few alterations, Jansen's model for curriculum development was used. Curriculum developers firstly, had to determine what the students had already achieved and secondly, what was expected from students at the end of the orientation programme. After this gap between the achieved and the expected had been clearly identified, the orientation programme could be developed. This programme was tested as a pilot programme, declared as general policy; and then implemented at technical colleges and private training institutions on a national level. The successful implementation of such an orientation programme depends, inter alia, on the classroom management skills of the lecturer. In an attempt to evaluate the success of the lecturers' management skills, a questionnaire was developed as an measuring instrument. The questionnaire was completed by orientation students to determine the management skills of the lecturer. The design of the above questionnaire covered five management aspects, namely, classroom activities, student activities, interpersonal relationships, activities during lesson presentation and administrative duties. Forty four questions were designed and approximately eight questions for each management aspect were included in the questionnaire. An experimental group selected from sixteen technical colleges, was requested to complete the questionnaire voluntarily. These colleges are situated in rural districts, semi-urban and typically urban areas. The students originated from all levels of the community and no preference was given to race, sex, language or background. A total of 177 students participated in this survey. The questionnaire was completed under examination conditions but there was no specific time restriction. All participants were enrolled for all five orientation subjects, namely, engineering technology, engineering drawing, engineering science, industrial communication and mathematics. The performance ability of the students covered the whole spectrum. For admission to the programme, the lowest and highest standard the repondents had obtained, were restricted to Stds 6 to 10 for statistical reasons. To increase the validity and usefulness of the questionnaire, the items in the measuring instrument were checked to ensure that they were based on the managerial competency of the lecturer. The content validity of the measuring instrument was improved in this manner. The Department of Education gave its approval that technical colleges be used for this investigation. On the basis of the empirical investigation, it was discovered that during the first order (PFA) factor analysis, nine factors were identified from the 44 items which appeared in the questionnaire. A second order factor analysis indicated that the 44 items could be reduced to one factor with a reliability coefficient of 0,948. When only 39 items are considered the reliability increases to 0,950 and this factor was named "efficient management." In conclusion, the 39 items can be considered to be one scale and it represents the lecturers' efficient management of the various classroom activities. This factor was also tested by means of multiple statistical techniques in an attempt to find significant differences between the various independent groups. No significant statistical differences were discovered between the scale averages of the various groups. This was an indication that the groups held the same opinion about the management of the orientation programme. With the high average scale marks obtained by the various participating colleges, this investigation proved that lecturers had succeeded to manage the orientation programme successfully. The research results showed that, according to the opinion of the students, no significant statistical differences existed in the lecturers' management of the orientation programme to orientate students towards vocational education. There are however a few deficiencies noticeable in the competency of lecturers in certain management aspects. This research gives an indication of some problems which currently exist with the presentation of the orientation programme. Clear solutions cannot be provided. However the research does indicate that an orientation programme can be successfully presented at technical colleges with the necessary awareness, adaptation, training and positive attitudes as needed by the community , the world of work and the country.