Thesis (doctoral)--Jāmiʻat al-Jazāʼir. / Includes bibliographical references (p. 451-457).

Thesis (Ph. D.)--University of Wisconsin--Madison, 1944. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 318-321).

Thesis (M.S.)--University of Wisconsin--Madison, 1962. / Typescript. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 383-444, v. 2).

Thesis (Ph. D.)--University of Wisconsin--Madison, 1964. / Typescript. Vita. Abstracted in Dissertation abstracts, v. 25 (1964) no. 6, p. 3672. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (Ph. D.)--Dept. of Political Science and School of Business and Public Administration. University of Missouri--Kansas City, 2004. / "A dissertation in political science and public affairs and administration." Advisor: Dale A. Neuman. Typescript. Vita. Title from "catalog record" of the print edition Description based on contents viewed Feb. 24, 2006. Includes bibliographical references (leaves 458-487). Online version of the print edition.

Thesis (Ph. D.)--University of Texas at Austin, 1999. / Vita. Includes bibliographical references (leaves 178-182). Available also in a digital version from Dissertation Abstracts.

Purpose: Organisational clients engage with Professional Legal Service (“PLS”) providers for a variety of business and legal reasons. Value and quality are key elements to creating and enhancing mutually beneficial long term relationships around these services, yet there is very little guidance from the literature to demonstrate what practical actions and means should be employed by service providers and clients alike in order to create and / or improve value and quality in the specific context of PLS. This research identified the general nature of value and quality in the context of PLS and went on to recommend specific actions and means to create and improve value and quality. Design / Methodology / Approach: This research was an exploratory study in which practical actions and means to create and / or improve value and quality in the context of PLS were identified. Empirical data were collected by means of an experience survey in the form of semi – structured interviews conducted with practicing attorneys and in – house legal advisors of large corporate organisations. Results were interpreted by means of thematic analysis. Limitations: The research was limited to law firms of a minimum number of directors / partners and only publicly listed corporates. It is submitted, however, that the findings and recommendations are of broad application in the area of PLS and that size or legal status of stakeholder is immaterial, should such stakeholders wish to implement the ideas and recommendations proposed by this research. Findings: The research generated and recommended numerous practical actions and means that both the service provider and client can implement that will go to creating and improving value and quality in the delivery and procurement of PLS. In addition to the practical actions and means identified, the key findings indicated inter alia that service providers must take proactive steps in understanding the unique needs, business and industry of their clients in order to add value, while making a concerted effort to develop and manage personal relationships with clients so as to differentiate themselves in terms of quality delivery. Recommendations in respect of further areas of research were also proposed, specifically that of causal research, aimed at identifying the most effective and appropriate means of creating and or improving value and quality in the context of PLS.,/p> / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

by Wong Ching-man. / Thesis (M.Ph.)--Chinese University of Hong Kong, 1984 / Bibliography: leaves 160-165.

Thesis (M.S. in Management)--Naval Postgraduate School, June 2003. / Thesis advisor(s): R. Marshall Engelbeck, Lee Edwards. Includes bibliographical references (p. 133-134). Also available online.

A developmental state like South Africa requires a capable and effective public service to implement its national development plan. In essence, to achieve its developmental goals, South Africa will have to depend upon the commitment, strength and competence of public servants who must convert the stated developmental goals into coherent programmes. Currently, the South African government is structured into three spheres; the national, provincial and local. Each of the three spheres derives its public service delivery mandate and competence from the Constitution, 1996. Furthermore, in terms of the Constitution the public service is comprised of the national and provincial spheres of government, while the local sphere of government remains distinct and independent from the other two. Therefore, this structure has led to a public service delivery by national and provincial spheres on the one hand and the local sphere on the other. Consequently, the Constitution, 1996 recognises the interdependence of the three spheres and fosters co-operation among them in the quest to deliver public services. The single public service envisaged in the commonly known Single Public Service Bill currently before Parliament contains a potential for bridging the organisational gaps associated with the current structure of government and is intended for citizens to benefit from a seamless interface with government machinery. Apart from the service delivery opportunities offered by the unification of the administration in the three spheres of government in a Single Public Service, some challenges remain. The notion of a Single Public Service in ensuring seamless public service delivery in South Africa is critically examined in the article. The objectives of the notion are critically explored as well the opportunities and challenges presented by the unification of the administration in the three spheres of government on public service delivery. The article concludes with recommendations for seamless service delivery.