This essay offers a brief examination of the interaction between New Orleans Mayor Ernest "Dutch" Morial and the Sewerage and Water Board of New Orleans from the spring of 1980 to the late summer of 1981. Morial, the city's first African American mayor, attempted to implement several reform measures on the Sewerage and Water Board which included reduced term limits, an affirmative action policy, and a Minority Business Enterprise "set-aside" program despite opposition from a faction of white elite board members. These reforms reveal Morial's desire to confront social inequities in a post-integration southern city that were maintained in part by a fragmented government structure and conservative racial attitudes.

The research study focused on assessing implementation of the turnaround management strategies in a water board. The location of the study was a water board located in the economic heart of South Africa, Rand Water. The objectives of the study were; (a) to evaluate the turnaround plans implemented in the water sector, (b) to uncover success factors attained when undertaking turnaround plans, (c) to assess selected case studies dealing with the turnaround management strategies in selected industries, and lastly (e) to derive an understanding on determinants and factors that cut across the turnaround plans. The research approach that premised the study was quantitative methodology, which involved distribution of questionnaires as part of field work in the water board. The questionnaires were analysed through statistical approach, and further linked back to the problem statement posed to the research study. Some assumptions were utilized for conducting the research project, including the statistically acceptable sample. The area of focus in the water board was Strategic Asset Management Division which was selected because of its huge impact in the planning and execution of the capital projects. Infrastructure or capital projects form the core of the business sustainability; they ensure the future of the water as well as the region of the country. Various literatures were reviewed pertaining to the turnaround management strategies and certain inferences were made. The results provide interesting relationships between variables that can be explored further. There were certain biases that were obtained, and in certain cases there was no relationships between variables and in most cases there were positive relationships. The turnaround management strategies are extensively carried out across the industries. It can be concluded from the research study that there are certain phenomenona that can be derived from the turnaround plans. It can also be deduced that certain factors or determinants demonstrate a better behaviour than others when tested in the turnaround management environment. Models can be developed utilizing regression tools pertaining to the turnaround plans and adaptation of these models based on conditions or certain unique aspects is recommended to be done. / MBA, North-West University, Potchefstroom Campus, 2014

The research study focused on assessing implementation of the turnaround management strategies in a water board. The location of the study was a water board located in the economic heart of South Africa, Rand Water. The objectives of the study were; (a) to evaluate the turnaround plans implemented in the water sector, (b) to uncover success factors attained when undertaking turnaround plans, (c) to assess selected case studies dealing with the turnaround management strategies in selected industries, and lastly (e) to derive an understanding on determinants and factors that cut across the turnaround plans. The research approach that premised the study was quantitative methodology, which involved distribution of questionnaires as part of field work in the water board. The questionnaires were analysed through statistical approach, and further linked back to the problem statement posed to the research study. Some assumptions were utilized for conducting the research project, including the statistically acceptable sample. The area of focus in the water board was Strategic Asset Management Division which was selected because of its huge impact in the planning and execution of the capital projects. Infrastructure or capital projects form the core of the business sustainability; they ensure the future of the water as well as the region of the country. Various literatures were reviewed pertaining to the turnaround management strategies and certain inferences were made. The results provide interesting relationships between variables that can be explored further. There were certain biases that were obtained, and in certain cases there was no relationships between variables and in most cases there were positive relationships. The turnaround management strategies are extensively carried out across the industries. It can be concluded from the research study that there are certain phenomenona that can be derived from the turnaround plans. It can also be deduced that certain factors or determinants demonstrate a better behaviour than others when tested in the turnaround management environment. Models can be developed utilizing regression tools pertaining to the turnaround plans and adaptation of these models based on conditions or certain unique aspects is recommended to be done. / MBA, North-West University, Potchefstroom Campus, 2014

Thesis (M.A.)--University of New Orleans, 2004. / Title from electronic submission form. "A thesis ... in partial fulfillment of the requirements for the degree of Master of Arts in the Department of History."--Thesis t.p. Vita. Includes bibliographical references.

With the advent of democracy in South Africa in the early 1990s, the new government had to introduce major social, economic and political changes in order to undo the damages inflicted by many years of both colonialism and apartheid. These changes included the scrapping of discriminatory legislations and drafting of new laws to regulate employment practices. Amongst the pieces of legislation that the new South African government put in place, the Employment Equity Act, (Act 55 of 1998) was a major turning point in the elimination of discrimination at the workplace and redressing the injustices of the previous regimes. The Act is aimed at regulating the employment practices in an attempt to make the workplace a true reflection of the South African demographics. As a result, the promulgation of the Act had a major impact on the organisations in South Africa and has affected the way they now do business. Although the Act has been in existence for 14 years, progress in the implementation of employment equity and affirmative action in organisations in South Africa has been far less significant, particularly in the representation of women in managerial positions. In South Africa, an overwhelming majority of managerial positions are still occupied by men, with marginal women occupying management positions. Thus, women are still experiencing discrimination and under-representation at the workplace. Noting this trend at Amatola Water Board, the researcher decided to investigate the extent of progress the organisation has achieved in the implementation of its Employment Equity Plan 2009-2014. The objectives of the study were to identify factors that could assist the organisation to effectively implement the Plan, identify the impediments that pose challenges to effective implementation of the Plan in the organisation, and establish the perceptions of employees on the implementation of the Plan in the organisation. To collect data for the study, the researcher used a qualitative research approach. In this regard, the researcher used questionnaires and interviews to collect qualitative data. A sample of fifty employees was selected for the administration of questionnaires and four additional employees were selected for interviews. Both samples were selected by purposive sampling. The study has established that employment equity is still a challenge that South African organisations are struggling to implement. The study has revealed that, at Amatola Water Board, there are indeed various factors that contribute to the low representation of women in managerial positions. These factors include the lack of management support for the implementation of the Employment Equity Plan, recruitment processes that fail to recruit sufficient numbers of qualified applicants, training and development practices that fail to produce the required number of qualified employees, unconducive organisational culture, veiled racial and gender stereotypes, and inadequate communication. Suggestions and recommendations to address these challenges have been espoused.