<p>The HIV and AIDS epidemic is deemed the single greatest threat to South Africa's future and its growth in one of the most rapid in the world. The South African government has marked 2006 as the year of accelerated HIV and AIDS prevention. It was against this background that the leadership role of principals was articulated as the focus of this research. This study was aimed at gaining an understanding of the challenges facing school principals and of the unique role they could play in addressing the HIV and AIDS epidemic.</p>

<p>The HIV and AIDS epidemic is deemed the single greatest threat to South Africa's future and its growth in one of the most rapid in the world. The South African government has marked 2006 as the year of accelerated HIV and AIDS prevention. It was against this background that the leadership role of principals was articulated as the focus of this research. This study was aimed at gaining an understanding of the challenges facing school principals and of the unique role they could play in addressing the HIV and AIDS epidemic.</p>

Assignment (MPhil)--University of Stellenbosch, 2005. / Bibliography. Also available via the Internet.

Please read the abstract in the section 00front of this document / Dissertation (MSc(Botany))--University of Pretoria, 2005. / Plant Science / unrestricted

Please read the abstract in the 00front part of this document / Thesis (M Inst Agrar (Land-Use Planning))--University of Pretoria, 2006. / Agricultural Economics, Extension and Rural Development / unrestricted

Thesis (PhD)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: This thesis deals with the history of the Berlin Missionary Society (BMS) that commenced their work in 1834 in South Africa. Due to financial reasons the ZuidAfrikaansche Zendinggenootskap (SASG), which coordinated missionary work in South Africa, requested the BMS to take over their activities at the missionary station Zoar in the Little Karoo. Their missionary work ofthe BMS rapidly extended to the neighbouring Amalienstein, then Ladismith, Anhalt-Schmidt (Haarlem), Riversdale, Herbertsdale, Mossel Bay, Laingsburg and Cape Town. Culturally and ethnologically, the field of work of the missionaries of the BMS in the northern provinces differed radically from that of their colleagues in the Western Cape. By 1838 the coloured communities of the Western Cape were already well acquainted with Western culture as well as with the Christian religion. This did not prevent the missionaries from applying a strict pietistic and patriarchal approach towards the coloured people they worked amongst. As the owners of the land on which these missionary stations were established, the missionaries laid down strict rules and regulations and were able to control the spiritual and material behaviour of the members of their congregations. Their approach had two important effects: The mlSSionanes, m emphasising the important role of education, opened doors to better living conditions for the various communities on a short term basis that eventually created socio-economic empowerment. On the other hand, it led to opposition from within these communities, which in later years would have a profound influence on the political mobilisation of the coloured population of the Western Cape. Financial problems and poverty became an integral part of the history of the BMS in the Western Cape- and for that matter, in South Africa. This was especially apparent during the first half of the twentieth century, when two world wars had a devastating effect on their work. The effects during this time on the BMS and the communities they served were two-fold: Due to financial constraints, the BMS increasingly handed over spiritual and educational work to local pastors and teachers. Secondly, the missionaries came to associate themselves with the rise of Afrikaner nationalism. Their low profile in opposing the developing policy of apartheid - and even tacit approval of it - not only led to a break with the committee in Berlin, but also to the estrangement of many of their church members. In 1961, the year in which a republican form of government was established in South Africa and the Berlin Wall was erected, the German Lutheran missionary societies amalgamated to form the Evangelical Lutheran Church of South Africa (ELCSA) and the traditional missionary work of the BMS came to an end. Compared with the missionary activities of the much larger Dutch Reformed Church in the Western Cape, the role of the BMS may seem less relevant. When the impact of the work of the missionaries and their dedicated coloured church members are considered, their contribution to education and human development, is far bigger than their numbers represent. This allows them a place in the history and development of the Western Cape with its cultural diversity. / AFRIKAANSE OPSOMMING: Hierdie proefskrif handel oor die Berlynse Sendinggenootskap (BSG) wat in 1834 in Suid-Afrika begin werk het. Sendingwerk onder die gekleurde gemeenskappe van die Wes-Kaap het in 1838 toevallig begin toe die Zuid-Afrikaanse Zendinggenootskap (SASG) die BSG versoek het om weens finansiele redes die sendingbedrywighede by Zoar in die Klein Karoo oor te neem. Van hier af het die sendingaksie vinnig uitgebrei na die nabygelee Amalienstein en daama na Ladismith, Haarlem in die Langkloof, Riversdal, Herbertsdale, Mosselbaai, Laingsburg en Kaapstad. Kultureel en etnologies het die sendelinge in die Wes-Kaap se bedieningsveld radikaal verskil van die van hulle kollegas in die noordelike provinsies. Die gekleurde gemeenskappe van die Wes-Kaap was teen 1838 alreeds met die Westerse leefwyse en kultuur bekend en was ook reeds in kontak met die Christelike boodskap. Dit het die sendelinge in hierdie gebied - met hulle sterk pietistiese agtergrond - nie verhoed om 'n sterk en streng patriargale benadering ten opsigte van hulle gemeentelede te volg nie. Om woonverblyf op die sendingstasies te bekom moes lidmate van die BSG die reels en regulasies wat die sendelinge neergele het, streng navolg. Hierdeur kon die sendelinge beheer oor hulle gemeentelede se geestelike en materiele lewe uitoefen. Hierdie benadering het twee belangrike uitvloeisels onder die gekleurde gemeenskappe van die Wes-Kaap tot gevolg gehad. Eerstens het dit vir hierdie gemeenskappe opvoedkundige deure oopgemaak wat hulle lewenskwaliteite op korttermyn verbeter het en op 'n langer termyn hulle sosio-ekonomiese posisie verbeter het. Tweedens het dit egter ook tot weerstand gelei waarin die stem van hierdie gemeenskappe vir die eerste keer gehoor is en wat in later jare 'n beduidende invloed op die politieke toekoms van hierdie gemeenskappe sou he. Finansiele probleme en armoede het soos 'n goue draad deur die geskiedenis van die BSG in die Wes-Kaap geloop. Dit was veral die geval gedurende die eerste helfte van die twintigste eeu toe twee Wereldoorloe 'n verwoestende effek op die genootskap se werksaamhede gehad het. Dit het twee belangrike uitvloeisels tot gevolg gehad: Eerstens was die genootskap gedwing om geestelike en opvoedkundige werk al hoe meer aan gekleurde werkers oor te laat- wat op sigself 'n bemagtigingsproses tot gevolg gehad het. Tweedens het die sendelinge van die BSG hulle al hoe meer met opkomende Afrikaner nasionalisme - en dus die ontplooiing van apartheid - vereenselwig wat nie alleen 'n breuk met die komitee in Berlyn tot gevolg gehad het nie, maar ook met hulle gekleurde gemeentelede wat aan die ontvangkant van rassesegregasie en diskriminasie was. Teen die einde van 1961, wat saamgeval het met die oorgang na 'n republikeinse staatsvorm in Suid-Afrika en die oprigting van die Berlynse Muur, het die verskillende Duitse Lutherse sendinggenootskappe saamgesmelt om die Evangeliese Lutherse Kerk van Suid-Afrika (ELKSA) te vorm en het die tradisionele sendingwerk van die BSG in Suid-Afrika tot 'n einde gekom. Gemeet aan die omvang van die werksaamhede van 'n kerkgenootskap soos die NG Kerk in die Wes-Kaap, veral tydens die twintigste eeu, mag die rol van die BSG gering voorkom. Op die langtermyn gesien is die invloed van die Berlynse sendelinge (en hul nageslag wat hulle permanent in Suid-Afrika gevestig het), asook die bruin lidmate van die BSG, in hierdie streek buite verhouding groot; veral ten opsigte van onderwys en opvoeding. Hiermee verdien die Berlynse Sendinggenootskap 'n staanplek in die ryk skakering van die W es-Kaapse geskiedenis.

Thesis (PhD)--University of Stellenbosch, 2006. / Bibliography. Also available via the Internet.

Thesis (MSc)--University of Stellenbosch, 2007. / Bibliography. Also available via the Internet.

Dissertation (PhD)--University of Stellenbosch, 2008. / Bibliography. Also available via the Internet.

Public sector management has, through the years, been characterised by a hierarchical system whereby red tape and bureaucracy were the order of the day. Towards the latter part of the apartheid era, management had complete autonomy in the functioning of the human resource management, financial management, operations and so on, of government organisations. Top management, and to a large extent middle management, in most governmental departments comprised predominantly people classified as White. With the launch of the New Democratic Government in 1994, new legislation in the form of the Labour Relations Act of 1995, the Basic Conditions of Employment Act of 1997 and the Employment Equity Act 55 of 1998, was instituted. This transformation heralded an about-turn and rethink by government about policies and strategies governing employees and the workplace; for example, the Labour Relations Act of 1995 restricts the concept of unfair labour practices by employers. The employee’s interest was considered in the new legislation, and is currently part of employee wellbeing programmes initiated by government and incorporated into work schedules. In addition, government has launched strategies such as “Batho Pele” (put people first) and “a home for all” (a Western Cape Provincial Government initiative to improve the image of government) to improve service delivery to communities. The above-mentioned political and legislative changes increasingly required a shift from an autocratic to a team-orientated leadership style and from an exclusively task-orientated to a people-orientated organisational culture. The study explored whether management styles, organisational culture, job satisfaction and job performance have changed in the Provincial Government Western Cape (PGWC) after the advent of democracy in South Africa in 1994. The specific research questions that were pursued included (i) has there been a shift from autocratic to a team-orientated management style in the PGWC?, (ii) has there been a shift from a task-orientated to a people-orientated v organisational culture in the PGWC?, (iii) what were the levels of job satisfaction among the employees, and (iv) how did these changes (if any) in organisational culture, management styles and job satisfaction impact the perceived job performance of these employees. The sample consisted of 100 managers selected from various departments in the PGWC. The empirical results indicated that there has been a shift to a team-orientated management style; that there has not been a shift from a task-orientated to a people-orientated organisational culture; that the perceived levels of job satisfaction and job performance levels are high; and that job satisfaction, especially as it relates to a challenging job content and job fit (in terms of personality, ability and skills), was the main determinant of the perceived job performance of the managers in the PGWC. The managerial implications of these empirical results are discussed and recommendations are proposed on the grounds of these discussions.