Thesis (B.S.)--University of Missouri, School of Mines and Metallurgy, 1912. / The entire thesis text is included in file. Typescript. Illustrated by authors. Deane Dwight Harris received a Bachelor of Science degree in Metallurgical Engineering and Duane Montgomery Kline received a Bachelor of Science degree in Mining, both determined from "1874-1999 MSM-UMR Alumni Directory". Title from title screen of thesis/dissertation PDF file (viewed )

Magister Legum - LLM

The purpose of this study was to build an understanding of the transitional experiences of four Directors of Education who led school division restructuring initiatives in rural Saskatchewan. The data regarding the participants experiences were collected through participant observation, a survey, and a series of three interviews in which the participants were asked to describe their transitional experiences. Additionally, an interview with a member of the Restructuring Coordinating Committee and a process of document analysis provided further information about the restructuring initiative in which the Directors were involved.<p> The conceptual framework for this study included the work of several researchers who had previously focused on transitions. It included the concept that transitions took place in three non-linear stages: the ending, the neutral zone, and the beginning. Additionally, the conceptual framework reflected the belief that transitions are influenced by the individuals personal circumstances. This study added to the collective knowledge of change leadership as it chronicled the lived experiences of leaders who went through personal transitions while in the process of leading change and managing the transitions of employees within their organization.<p> This study utilized a multiple case study design to explore the transitional experiences of educational leaders, charged with the task of leading organizational restructuring. Participants included four Directors of Education from rural Saskatchewan school divisions that were involved in the January 2006 provincial restructuring initiative.<p> The data analysis resulted in three understandings: a) Variations in personal circumstances have a significant impact on the way that individuals experience transitions. b) Relationship building is a key component of the transition process. c) The leader must first negotiate interpersonal relationships and then focus on repatterning processes and building relationships within the organization.

On November 8, 2001, the Government of Manitoba announced that the number of school divisions and districts in the province would be reduced from 54 to 37. With that policy announcement, Manitoba embarked upon the most significant restructuring of school board governance arrangements since the late 1950s. The purpose of the research was to examine the school division amalgamation initiative as a case study in policy-making by the Government of Manitoba. The study investigated the nature of this initiative, including its origin, development, eventual conclusion and implementation. The fundamental question addressed by the study was this: Why was school division amalgamation an idea whose time had come in Manitoba? Discussion of amalgamation had been active within the Progressive Conservative administration of Gary Filmon since the early 1990s, but despite the recommendation in 1995 of a provincially established Boundaries Review Commission to move forward with government directed amalgamation, the idea languished until a newly-elected provincial government under Gary Doer, leader of the New Democratic Party, assumed power in 1999. The theoretical framework used in addressing the question posed relied primarily upon the work of John Kingdon (Agendas, Alternatives and Public Policies) who contends that there must be a timely convergence of three key aspects of policy formation: problems, solutions and politics. Therefore, the study examined the key role of elected officials in promoting certain policy ideas and their impact on the decisions of government at specific times. It also compared and contrasted the differing policy approaches taken by the Filmon and Doer regimes on this question, and assesses the opportunities and constraints which explain the differences found. The study relied on extant public documents and other primary sources, and especially the expressed view or position of certain elected officials and supporting staff gained through one-on-one in-depth interviews. The focus of the analysis was an attempt to assess the interplay of problem, solution, and politics, and whether or not it reveals what Kingdon has called a “window of opportunity” for decisive action by government. The study showed that, indeed, the window of opportunity for amalgamation occurred with the convergence of three forces by 2001: pervasive indicators of a problem; promotion of amalgamation as a policy solution previously tried in Manitoba and elsewhere; and the election of a new government in 1999 which was receptive to pursuing some degree of change with respect to school division governance and organization. / May 2008

The purpose of this study was to build an understanding of the transitional experiences of four Directors of Education who led school division restructuring initiatives in rural Saskatchewan. The data regarding the participants experiences were collected through participant observation, a survey, and a series of three interviews in which the participants were asked to describe their transitional experiences. Additionally, an interview with a member of the Restructuring Coordinating Committee and a process of document analysis provided further information about the restructuring initiative in which the Directors were involved.<p> The conceptual framework for this study included the work of several researchers who had previously focused on transitions. It included the concept that transitions took place in three non-linear stages: the ending, the neutral zone, and the beginning. Additionally, the conceptual framework reflected the belief that transitions are influenced by the individuals personal circumstances. This study added to the collective knowledge of change leadership as it chronicled the lived experiences of leaders who went through personal transitions while in the process of leading change and managing the transitions of employees within their organization.<p> This study utilized a multiple case study design to explore the transitional experiences of educational leaders, charged with the task of leading organizational restructuring. Participants included four Directors of Education from rural Saskatchewan school divisions that were involved in the January 2006 provincial restructuring initiative.<p> The data analysis resulted in three understandings: a) Variations in personal circumstances have a significant impact on the way that individuals experience transitions. b) Relationship building is a key component of the transition process. c) The leader must first negotiate interpersonal relationships and then focus on repatterning processes and building relationships within the organization.

On November 8, 2001, the Government of Manitoba announced that the number of school divisions and districts in the province would be reduced from 54 to 37. With that policy announcement, Manitoba embarked upon the most significant restructuring of school board governance arrangements since the late 1950s. The purpose of the research was to examine the school division amalgamation initiative as a case study in policy-making by the Government of Manitoba. The study investigated the nature of this initiative, including its origin, development, eventual conclusion and implementation. The fundamental question addressed by the study was this: Why was school division amalgamation an idea whose time had come in Manitoba? Discussion of amalgamation had been active within the Progressive Conservative administration of Gary Filmon since the early 1990s, but despite the recommendation in 1995 of a provincially established Boundaries Review Commission to move forward with government directed amalgamation, the idea languished until a newly-elected provincial government under Gary Doer, leader of the New Democratic Party, assumed power in 1999. The theoretical framework used in addressing the question posed relied primarily upon the work of John Kingdon (Agendas, Alternatives and Public Policies) who contends that there must be a timely convergence of three key aspects of policy formation: problems, solutions and politics. Therefore, the study examined the key role of elected officials in promoting certain policy ideas and their impact on the decisions of government at specific times. It also compared and contrasted the differing policy approaches taken by the Filmon and Doer regimes on this question, and assesses the opportunities and constraints which explain the differences found. The study relied on extant public documents and other primary sources, and especially the expressed view or position of certain elected officials and supporting staff gained through one-on-one in-depth interviews. The focus of the analysis was an attempt to assess the interplay of problem, solution, and politics, and whether or not it reveals what Kingdon has called a “window of opportunity” for decisive action by government. The study showed that, indeed, the window of opportunity for amalgamation occurred with the convergence of three forces by 2001: pervasive indicators of a problem; promotion of amalgamation as a policy solution previously tried in Manitoba and elsewhere; and the election of a new government in 1999 which was receptive to pursuing some degree of change with respect to school division governance and organization.

On November 8, 2001, the Government of Manitoba announced that the number of school divisions and districts in the province would be reduced from 54 to 37. With that policy announcement, Manitoba embarked upon the most significant restructuring of school board governance arrangements since the late 1950s. The purpose of the research was to examine the school division amalgamation initiative as a case study in policy-making by the Government of Manitoba. The study investigated the nature of this initiative, including its origin, development, eventual conclusion and implementation. The fundamental question addressed by the study was this: Why was school division amalgamation an idea whose time had come in Manitoba? Discussion of amalgamation had been active within the Progressive Conservative administration of Gary Filmon since the early 1990s, but despite the recommendation in 1995 of a provincially established Boundaries Review Commission to move forward with government directed amalgamation, the idea languished until a newly-elected provincial government under Gary Doer, leader of the New Democratic Party, assumed power in 1999. The theoretical framework used in addressing the question posed relied primarily upon the work of John Kingdon (Agendas, Alternatives and Public Policies) who contends that there must be a timely convergence of three key aspects of policy formation: problems, solutions and politics. Therefore, the study examined the key role of elected officials in promoting certain policy ideas and their impact on the decisions of government at specific times. It also compared and contrasted the differing policy approaches taken by the Filmon and Doer regimes on this question, and assesses the opportunities and constraints which explain the differences found. The study relied on extant public documents and other primary sources, and especially the expressed view or position of certain elected officials and supporting staff gained through one-on-one in-depth interviews. The focus of the analysis was an attempt to assess the interplay of problem, solution, and politics, and whether or not it reveals what Kingdon has called a “window of opportunity” for decisive action by government. The study showed that, indeed, the window of opportunity for amalgamation occurred with the convergence of three forces by 2001: pervasive indicators of a problem; promotion of amalgamation as a policy solution previously tried in Manitoba and elsewhere; and the election of a new government in 1999 which was receptive to pursuing some degree of change with respect to school division governance and organization.

In order to minimize duplication, consolidate resources and strengthen industry representation to government, the South African Avocado Growers Association (SAAGA), South African Litchi Growers Association (SALGA), South African Macadamia Growers Association (SAMAC) and the South African Mango Growers Association (SAMGA); amalgamated under an umbrella organization called Subtrop. This study focuses on the pre and post effect the amalgamation had on Extension services to the abovementioned organizations. The effect was measured by conducting a survey. The survey measured both Subtrop member and relevant Subtrop staff responses. The survey used two questionnaire types, one for Subtrop members and one for Subtrop extension advisors. The questionnaires were designed to complement the SPPS V19.0® statistical package. The questionnaires were completed at group interview sessions. A total of 127 farmer respondents, divided in two groups, namely 90 farmer respondents and 37 opinion leader respondents participated in the external survey. The internal survey comprised of six Subtrop extension advisor respondents. Farmer and opinion leader respondents, (hereafter called respondents), provided their perceptions and rated the extension services of the technical department of Subtrop. Results showed that the respondents used the Extension services for on farm advice and group based Extension services like study groups. The Subtrop Extension services received a higher rating after the Subtrop amalgamation than before the amalgamation. Subtrop extension advisor responses showed a need for training and coaching, as well as some reconciliation with respect to the increase in work load afforded by the amalgamation. Pre-amalgamation extension advisors served one commodity, while post amalgamation extension advisors now serve four commodities. The respondents indicated their satisfaction with the organizing of study groups. They also indicated that the study groups met their needs. Although the respondents understood the value of intercommunication and participation, the study showed that the minority realized the need to take ownership of study groups. All the extension advisors indicated that organizing study groups was the single activity that used most of their time. The Subtrop study groups were rated higher after the Subtrop amalgamation than before. The Subtrop newsletters were rated higher after the Subtrop amalgamation. The respondents indicated the newsletters as valuable and therefore proved newsletters as an appropriate extension communication tool. The Subtrop websites were indicated as somewhat valuable. Most respondents indicated a lack of awareness of the websites, indicating a need to promote the websites better. Although very few respondents completed the marketing related services section of the survey, those that completed this section were all aware of this service. The following recommendations emerged: For extension advisors: <ul> <li> The development of a curriculum of Subtrop commodities for training purposes;</li> <li> Regular technical and soft-skill training;</li> <li> The development of a mentorship program; and</li> <li> For new extension advisors an orientation program which includes the above mentioned.</li> </ul> To improve the Extension service outputs: programmed extension and the implementation of area committees. Additional focus on communication and exit interviews. For farmer members: <ul> <li> Study group management needs to be improved, combine newsletters, improve awareness of research and promote websites and market services.</li> <li> Further: develop an extension policy, maximize area committee involvement and regular member feedback surveys.</li></ul> / Dissertation (MSc)--University of Pretoria, 2012. / Agricultural Economics, Extension and Rural Development / unrestricted

<p> It is a sad reality but there are more churches every year that find it increasingly difficult to maintain the ministry effectiveness that they employed in years gone by. These struggling congregations face the option of closing their doors, partnering with another church or agency, or merging with another church with the hopes of continuing a ministry presence in their community.</p> <p> The merging or amalgamation of churches has been an increasingly popular option that many congregations are exploring but amalgamations are hard work and can be doomed to failure if the congregations involved do not discover the underlying theological reason why their churches failed in the first place. Churches fail when they stop being engaged in the missio Dei. The missio Dei is God's mission in the world to establish his Kingdom "on earth as it is in heaven." The church is a community of people in mission for God.</p> <p> Churches that are interested in amalgamation should consider following a model, like the one presented in this thesis, which focuses on understanding and fulfilling the mission of God within their context.</p> / Thesis / Master of Arts (MA)

In the second half of the nineteenth century the six Ontario suburban communities of Yorkville, New Edinburgh, London West, London East, Parkdale and Brockton were incorporated. In general suburbanites opted for incorporation because their increasingly urban concerns were not being met by the governance of the rural townships of which they were a part. Although the municipal status of these suburbs lasted for varying periods of time, and only overlapped briefly in the early 1880s, they had much in common. All six municipalities attempted to develop as alternatives to the cities they neighboured. Suburbanites and their local governments worked hard to create local identities and, at least for a time, stave off amalgamation with the neighbouring cities, which were increasingly anxious to expand their boundaries. All the while the suburbs were forced to balance the development of infrastructure and the need to keep taxation low in order to keep their communities viable and attractive locations for householders and businesses. The creation and maintenance of expensive infrastructure was often poorly handled, and led to massive expenditures and soaring suburban debts. This fiscal chaos within the suburbs ensured that the amalgamation question would be much debated by both suburb and city. While the ratepayers of each of the suburbs ultimately endorsed amalgamation, they did so only after what were often long and protracted debates. If anything, the struggle over amalgamation illustrated that suburban solvency and responsibility had to be weighed against questions of suburban agency and independence. / Doctor of Philosophy (PhD)