Master of Public Health - MPH / Background: The appointment system learning initiative (ASLI) was introduced in 2016 as a way of implementing appointment systems in the City of Cape Town, in response to lengthy waiting times at PHC facilities It was intended as a safe space for learning, and piloted facility-generated planning in which knowledge was shared in workshops over 18 months. Variability in how well appointment systems had taken root was noted at the second feedback workshop. Currently, there is little information on the experiences, perceptions and roles of managers with regard to the initiative, or what unforeseen issues may have had an impact. Aim: This study aimed to reach an understanding of how the Appointment Systems Learning Initiative approach and its implementation was experienced by participating facility and PPHC managers at City Health facilities in Cape Town. This includes an exploration of the roles and experiences of health managers, including their perceptions of the benefits and challenges of the process. Methods: A qualitative, exploratory design was used. Individual, semi-structured interviews were conducted with a sample of twelve facility managers and two PPHC managers. Manager’s roles were analysed deductively according to Mintzburg’s 2009 framework, while other data analysis was inductive. Ethical clearance was obtained from UWC BMREC prior to commencement. Informed consent was obtained from participants and confidentiality was preserved at all stages of research. Results: Managers viewed the learning experience positively and felt that facility-generated planning was preferable to hierarchical imposition of programmes. They found it motivating to learn how other facilities had solved problems and designed their systems. Contextual changes to the health system affected ASLI by increasing the pace and prescriptiveness of implementation, and impeded the capacity for PPHC managers to offer support. Facility managers fulfilled critical leadership roles according to Mintzberg’s model, but the way in which they carried out roles such as delegation, team building or communicating may have affected implementation. Challenges included issues with human resources, insufficient time available for managing implementation, lack of preparation beforehand, insufficient support and contextual changes. Benefits included shorter working hours for staff, better organisation in facilities, shorter waiting times and improved satisfaction for end-users.

Magister Public Health - MPH / Long waiting times have, for many years, been synonymous with primary health care in South Africa, and this is evident by the long queues and consistent client dissatisfaction. There are multiple contributing factors that exacerbate waiting time in Primary Health Care (PHC) facilities such as shortage of health care providers, increase in the uninsured population and South Africa’s quadruple burden of diseases. Health establishments have initiated numerous strategies to reduce long waiting times with varying degrees of success. These strategies have mostly been quantified and linked to indicators to measure their level of success in relation to quality healthcare. This research explores the clients’ perception of one such intervention, which is the implementation of an appointment system in primary care facilities in the City of Cape Town. Qualitative, exploratory descriptive methods were used to gain understanding of the impact the appointment system has had on the clients’ experience of attending health care services. The researcher also explored how clients perceive their role with regard to the shaping of their clinic’s appointment system. Semi-structured in-depth interviews were conducted with fifteen purposively sampled clients from five City Health clinics, who have implemented an appointment system through the guidance of the Appointment System Learning Initiative (ASLI). Maximum variation in sampling ensured the inclusion of small, medium and larger facilities within different geographical settings. Data analysis was done using a thematic coding approach, the themes were derived from the emerging data and were used to guide the researcher in gaining a rich picture of the clients’ experiences within the clinics. Ethical approval was requested and received from both the University of the Western Cape (UWC) and City Health prior to engaging any participants.

Why do some businesspeople run for political office, while others do not? Sending directors into elected office is one of the most powerful but also resource-intensive ways firms can influence policymaking. Although legislative bodies are populated with businesspeople in countries worldwide, we know little about which firms decide to invest in this unique type of nonmarket strategy. In response, I argue that businesspeople run for elected office when (1) they cannot trust that the politicians they lobby will represent their interests and (2) their firms have the resources available to contest elections. My theory predicts the probability of politician shirking (reneging on their promises) depends on whether rival firms have representatives in parliament and political parties are capable of enforcing informal quid pro quo agreements. Evidence to test my arguments comes from an original dataset of 8,829 firms connected to candidates to regional legislatures in Russia from 2004-2011. I find that both greater oligopolistic competition and weaker political parties incentivize businessperson candidacy, while the ability to cover campaign costs depends on the level of voter income and firm size. Do firms with directors holding elected political office then benefit from political connections? Using the same dataset but restricting the analysis to elections in single-member districts, I next employ a regression discontinuity design to identify the causal effect of gaining political ties, comparing outcomes of firms that are directed by candidates who either won or lost close elections to regional legislatures. I first find that a connection to a winning politician can increase revenue by roughly 60% and profit margins by 15% over their time in office. I then test between different mechanisms potentially explaining the results, finding that connected firms improve their performance by gaining access to bureaucrats and reducing information costs, and not by signaling legitimacy to financiers. Finally, winning a parliamentary seat is more valuable for firms where democratization is greater, but less valuable when firms face acute sector-level competition. This finding suggests that the intensity of economic rivalry, rather than the quality of political institutions, best explains the decision to send a director into public office.

by Chow Ho Kong, Tang Ying Cheung, Eric. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves [35-37]). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Significance of Managerial Selection --- p.1 / Environmental Context --- p.2 / Banking Industry --- p.2 / Recruitment Environment --- p.3 / Problem Identification: Imperfect Selection Process --- p.4 / Chapter II. --- SCOPE OF STUDY --- p.6 / Objectives of This Study --- p.6 / Methodology --- p.7 / Chapter III. --- OVERVIEW ON THE MANAGERIAL SELECTION PROCESS --- p.8 / Functions and Success Factors of Selection --- p.8 / Stages of Selection Process --- p.10 / Chapter IV. --- STAGES OF MANAGERIAL SELECTION PROCESS --- p.12 / Stage One: Pre-Selection --- p.12 / Internal Manpower Needs --- p.13 / Job Analysis --- p.14 / Managerial Competencies --- p.16 / Stage Two: Selection --- p.19 / Stage Three: Post-Selection --- p.25 / Chapter V. --- CURRENT PRACTICES OF MANAGERIAL SELECTION IN BANKS --- p.28 / The Interviews with Banks --- p.28 / Pre-Selection Stage --- p.29 / Communication of Job Opening --- p.29 / Job Analysis --- p.30 / Managerial Competencies --- p.31 / Sourcing of Potential Candidates --- p.31 / Chapter V. --- CURRENT PRACTICES OF MANAGERIAL SELECTION IN BANKS (Continued) / Selection Stage --- p.32 / Application Letter / Resume and Written Test --- p.32 / Job Interview --- p.33 / Validity of Selection Methods --- p.33 / Selection Decision --- p.35 / Post-Selection Stage --- p.35 / Induction Programme --- p.35 / Probationary Period --- p.36 / Chapter VI. --- CONCLUSION AND RECOMMENDATIONS --- p.38 / Recommendations on Banks' Managerial Selection Process --- p.38 / Proactive Role of Human Resources Managers --- p.38 / In-depth Job Analysis to Identify Job-Specific Competencies --- p.39 / Well Documented Records in Each Stage of Selection Process --- p.40 / Cost Effective Use of Managerial Competencies Model --- p.41 / Use of Structured Interview for Testing --- p.41 / Selection Decision Made According to Pre-Determined Criteria --- p.42 / Induction Programme to Socialize New Manager --- p.42 / Evaluation after Probationary Period as Feedback --- p.42 / Implications on the Designed Framework of Managerial Selection Process --- p.43 / Conclusion --- p.45 / APPENDIX / BIBLIOGRAPHY

El presente plan de negocios presenta el proyecto de aplicativo móvil Dr. Kids cuyo centro de operaciones será en el distrito de Pueblo Libre ubicado en la ciudad de Lima (Perú). Este proyecto consiste en brindar el servicio médico pediátrico domiciliario a través de la solicitud de citas mediante un aplicativo móvil y nace de la insatisfacción percibida en cuanto a los servicios de salud se refiere – tiempo de espera, atención administrativa y trato del personal médico principalmente – y a la disponibilidad de tiempo de los padres o apoderados de los niños y/o adolescentes para acudir a un centro médico ya sea privado o estatal. A través de este servicio se pretende brindar un servicio de calidad; eficiente; seguro e inmediato. Adicionalmente se beneficiará a los pacientes un seguimiento sobre su estado de salud y controles médicos si así lo amerite; es decir un negocio orientado al cliente y a la solución de su problema: En cuanto a la rentabilidad del negocio, podemos afirmar que según los datos obtenidos del plan financiero este negocio es rentable ya que presenta una TIR de 62.60%: y un VAN de: S/. 168,932.64 soles siendo el periodo de recuperación de 3 años 5 meses. / This business plan presents the project of mobile application Dr. Kids whose center of operations will be in the district of Pueblo Libre located in the city of Lima (Peru). This project consists of providing home pediatric medical service through the application of appointments through a mobile application and is born from the perceived dissatisfaction with regard to health services - waiting time, administrative attention and treatment of medical personnel mainly - and the availability of time for parents or guardians of children and / or adolescents to go to a private or state medical center. Through this service we aim to provide a quality service; efficient; safe and immediate. In addition, patients will benefit from a follow-up on their health status and medical check-ups if warranted; that is, a business oriented to the client and to the solution of his problem: As for the profitability of the business, we can say that according to the data obtained from the financial plan this business is profitable since it has an IRR of 62.60%: and a NPV of: S/. 168,932.64 soles being the recovery period of 3 year 5 months. / Trabajo de investigación

我國人事行政制度，自政府遷台後歷經三次革新，現行除官職併立制外，尚有官職分立制、資位職務分立制、職位分類制，及聘任派任制等類型，形成各別之特種人事制度。雖皆以「公務人員任用法」為依據與張本，但仍各有其特性，致其內涵不盡相同；復因諸此各種人事法規詳略不一，主管機關亦有不同，遂形成制度之多元化，及人事管理之困擾。 　　各類特種人事制度中，警察人員人事制度性質最為特殊。由於其係穿著制服、持用警械、行使公權力之文職公務人員；其任務為依法維持公共秩序、保護社會安全、防止一切危害、促進人民福利；工作較具機動性、危險性，值勤時間長，工作壓力亦大；而任務得否圓滿達成，又與民眾福祉密切相關，特須有良好品德、嚴明紀律、與完善之制度互相配合。欲求達此目的，人員之考選與任使，更是關鍵之所在；而考用制度之是否良善，復直接影響警察人員素質與士氣，而為警政工作成敗之重要關鍵。由於現行警察人員之考選與任用，係依「警察人員管理條例」以及特種考試警察人員考試規則等有關法令辦理，惟因實務運作之不盡圓滿，或法令之不合時宜與未盡周詳明確；或因執行之偏差，致時生扞格，不僅影響警察人員權益，亦使銓敘機關深感困擾，亟待從制度層面檢討謀求改進。 　　本論文即以我國警察人員考試、任用制度為深入研究探討並與其他各國之警察人事制度相互比較對照；復基於制度之整體性、平衡性及健全發展等考量，就研究所發現之問題配合最新法令修正情形予以分析說明，並研提改進建議，期使警察人事制度更臻健全完善，人事行政工作得以正常運作。

published_or_final_version / Public Administration / Master / Master of Social Sciences

published_or_final_version / Public Administration / Master / Master of Public Administration

It is widely acknowledged that the role of the principal is critical in the maintenance and enhancement of quality in schooling. It follows that, not only should principals be adequately trained for their task, but also the best possible candidates should be appointed to positions of principal. Limited available research suggests that, throughout the world, processes of selection for principalship leave much to be desired. This dissertation examines one example of in-depth research into the process of selecting principals and draws attention to the weaknesses identified together with suggestions for improvement. This is followed by a consideration of what appears to be the characteristic process for the selection of principals in the KwaZulu Department of Education and Culture (KDEC). The 'ideal' process operating in the KDEC is then subjected, through empirical research, to the opinions of inspectors and principals in one circuit of the KDEC. The main findings in this connection are reported. Finally, in the light of overseas research and the products of research in the Mpumalanga Circuit of the KDEC, recommendations are offered for the possible improvement of the selection process for secondary school principals. / Thesis (M.Ed.)-University of Natal, Durban, 1994.

It is widely acknowledged that an effective school owes much of its success to the caliber of its internal management, particularly the principal, and it therefore follows that the selection of the principal is a critical task. Not only does literature suggest that selection processes for principals generally tend to reflect an inefficient 'selection technology', but also draws attention particularly to the limitations of such processes in respect of their ability to provide insight into how candidates are likely to perform in contexts very different to their work experiences. South African education has undergone many changes since the 1994 democratic elections. The trend is a move towards self-management at the school level. These, changing demands, which the principals have been subjected to, require a new style of management. This study involves an assessment of the current selection process for the selection of principals in KwaZulu-Natal and draws attention to the weaknesses identified together with suggestions for improvements. The current selection process has been found to be lacking in what is termed 'good practice' in the light of international research and literature, which is based on principles of human resource management. It has been found that, selection committees have to follow prescribed guidelines set by the Education Department, which leaves them with very little flexibility. Since the process of selection is fairly new in KwaZulu-Natal, selection committees have not been adequately trained to conduct the process of selection, particularly in selecting the right person for the post of principal. The current curriculum vitae for principal posts lacked in certain topic areas, which would reveal more detailed information to enable further comparison when describing ones abilities. At no stage were referees contacted to validate information of the applicants C.V. although reference was required. It has been found that too much weight is attached to the interview as part of the selection process, and no other means of assessing candidates are used, therefore placing applicants who cannot 'market themselves' in a disadvantaged situation. / Thesis (M.Ed.)-University of Natal, 2002.