Thesis (Ph. D.)--University of Wisconsin--Madison, 1965. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliography.

No description available.

Thesis (M. Econ.)--University of Hong Kong, 2000. / Includes bibliographical references (leaves 39-41).

Thesis (M.Econ.)--University of Hong Kong, 2000. / Includes bibliographical references (leaves 39-41). Also available in print.

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

Thesis (M.S.)--Naval Postgraduate School, 2002. / Thesis advisor(s): Valdis Berzins, Luqi. Also available online.

This study investigated the direct experiences and preferences of Ontario community college board members and board secretaries to determine how specific programming related to governor recruitment, selection, training and performance evaluation assisted, or may contribute to, governance and leadership experiences during their term in office. These experiences and viewpoints were referenced against the scholarly literature in the domains of contemporary human resources management as well as board governance and leadership. Particular attention was paid to two recent models developed by Leblanc and Gillies (2005) and Chait, Ryan and Taylor (2005) which focus attention on desired leadership and governance practices in not-for-profit institutional settings. Two principal research groups, including college governors and board secretaries, at twenty-two provincial community colleges were invited to complete separate on-line questionnaires which addressed their experiences in four specific human resources management program areas as well as their preferences for how such activities should be carried out. Trends in survey results for both groups were then explored via telephone interviews with five board leaders at community colleges that had participated in the on-line surveys. The results of the study identified several areas where Ontario community colleges utilized contemporary human resources management processes in dealing with members of their boards of governors. The research results also confirmed opportunities for strengthening certain board management practices, through the sharing of expertise with the college’s human resources staff or with the assistance of third party expertise, to strengthen the individual and collective leadership of those serving in governing roles at these higher education institutions.

This study investigated the direct experiences and preferences of Ontario community college board members and board secretaries to determine how specific programming related to governor recruitment, selection, training and performance evaluation assisted, or may contribute to, governance and leadership experiences during their term in office. These experiences and viewpoints were referenced against the scholarly literature in the domains of contemporary human resources management as well as board governance and leadership. Particular attention was paid to two recent models developed by Leblanc and Gillies (2005) and Chait, Ryan and Taylor (2005) which focus attention on desired leadership and governance practices in not-for-profit institutional settings. Two principal research groups, including college governors and board secretaries, at twenty-two provincial community colleges were invited to complete separate on-line questionnaires which addressed their experiences in four specific human resources management program areas as well as their preferences for how such activities should be carried out. Trends in survey results for both groups were then explored via telephone interviews with five board leaders at community colleges that had participated in the on-line surveys. The results of the study identified several areas where Ontario community colleges utilized contemporary human resources management processes in dealing with members of their boards of governors. The research results also confirmed opportunities for strengthening certain board management practices, through the sharing of expertise with the college’s human resources staff or with the assistance of third party expertise, to strengthen the individual and collective leadership of those serving in governing roles at these higher education institutions.

The significance of school districts as an object of study lies in the direct manner in which the provision of public education serves the needs of society and is, in fact, a societal undertaking. Public schooling is a major instrument for the expression of the public will in a democratic society, and the school system both models and maintains the essential attributes of that society. As a result, school districts, the basic structural unit in the organization and operation of public schools in Canada, create records which reflect the educational values and concerns of this society at the most fundamental level. Because the effective administration of education requires that records be kept, sometimes by law, it is essential to analyze the functions of school boards as a means of understanding the records they produce and their significance. The aim of this study is to identify and synthesize those facts, laws, historical developments, functions, and competencies common to the local administration of education in British Columbia with the express purpose of establishing a framework in and through which the archival control of their records may be examined. This analysis is undertaken in accordance with the archival methodology of functional analysis. The need to examine and understand the legal foundation upon which school districts and their controlling boards rests is critical because so many of their activities are largely determined by law. Accordingly, the thesis begins with an analysis of the legal framework of school district activity and shows that as political and legal entities school districts are considered to be provincial agents, albeit acting in a local capacity, with the status of quasi-municipal corporations. From this point of departure, an analysis of the relevant statute law, common law, and administrative law is then undertaken in order to determine the historical evolution of British Columbia school boards, their mandate and their functions. This examination reveals that each school board shares three primary or governing functions (legislative, judicial, and executive) and two management functions (education administration and business administration). The thesis concludes by offering an evaluation of the implications of this study for archival practice through an examination of several issues related to the archival management of school board records as well as the reasons for their permanent preservation by an archival agency.

Despite the commendable qualities of the new staff selection and appointment process such as stakeholder participation it seemed to have generated a host of problems such as nepotism, subjectivity and personal preferences. Although selectors were involved in the selection process for the very first time they were quite confident in their choices of candidates. Selectors believed that the short training programme did not prepare them adequately for the selection of school leaders. In spite of severe difficulties, such as little knowledge acquired, members dropping off during the process and time constraints, 80% of the parents were quite confident in their choice of candidates for their schools. It was found that 52% of the selectors indicated that the selection was not vulnerable to nepotism, subjectivity and personal preferences. However, a relatively high percentage (42%) indicated that the process was not carried out fairly. Selectors believed that the selection process required their time as well as money. Making personal sacrifices affected their commitment to the process. Selectors were not remunerated for the execution of this mammoth task. Although there was severe time constraints 73% of the parents indicated that all CV's were allocated equal time for evaluation. It was noticed that 60% of the parent selectors and 64% of the senior managers as selectors found it extremely difficult to differentiate whether the CV's were original or professionally written. However, it was interesting to note that 70% of the selectors believed that applicants were not given preferences such Heads of Department and those from their own schools. An extremely important point is that there was consensus among the various stakeholders in reaching their final choices. This is confirmed by the fact that 87% parents, 82% principals and 82% deputy principals, indicated that decisions were reached through consensus rather than a vote. This is a positive sign because all selectors took ownership of these appointments. Clearly, there were several shortcomings of the new staff selection and appointment process. However, parents felt really empowered since they were afforded the opportunity of choosing a senior manager who would lead their children to greater heights. / Thesis (M.Ed.)-University of Durban-Westville, 1999.