The motivation for this study argued that current information security ed- ucation systems are inadequate for educating all users of computer systems world wide in acting securely during their operations with information sys- tems. There is, therefore, a pervasive need for information security knowledge in all aspects of modern life. E-Learning 2.0 could possi- bly contribute to solving this problem, however, little or no knowledge currently exists regarding the suitability and practicality of using such systems to infer information security knowledge to learners.

The advent of multi-party democracy in 1994 spearheaded different reforms in the Malawi public sector. One prominent reform is administrative reform. The new government that was ushered into power instituted a policy on civil service reform and institutional development. The reforms that were introduced aimed at improving performance and enhancing efficiency and effectiveness in the delivery of services. Accordingly, a Public Service Act was promulgated that constituted the clarification of the role of the civil service; equal access to public employment; merit based recruitment and promotion; and increased accountability and transparency in the policies and practices of the public service. This study therefore seeks to examine administrative reforms in Malawi and assess their impact on service delivery. The research further endeavours to explore factors which block the successful implementation of reform programmes, and seeks to come up with areas of improvement which would ensure successful implementation of reform programmes in future. The scope of this research is limited to the current civil service reform programmes and is mainly based on primary and secondary sources of information. The study uses a combination of quantitative and qualitative methods. However, findings reveal that reforms had a negative impact on service delivery since no significant change in the delivery of services was registered. The Malawi civil service continues to suffer from unprofessionalism, inefficiency, corruption and a host of other problems. The study shows the gap between rhetoric and reality of civil service reform programmes in Malawi.

This study addressed the purpose, frequency, person(s) involved, criteria, methods, and procedures involved in faculty evaluation in all sixteen public British Columbia colleges . Copies of written policy documents for each college were obtained and policies were compared among colleges , between groups of colleges , and between all faculty groups. The results reflected the wide diversity found among policies . The majority of the colleges use the evaluation for both summative and formative purposes. Probationary faculty or newly hired faculty are usually evaluated once per year for two years. Permanent full-time faculty and other faculty groups are commonly evaluated either every three years or annually. Sixty - nine percent of the colleges list specific criteria statements or broad criteria categories and 81% of the colleges have college wide policies on methods used to evaluate faculty. The most common mandatory method of evaluation is student rating forms, followed by evaluation by a superior, and then peer and self evaluation. Colleges are most likely to have two or three mandatory methods of evaluation and an average of two optional evaluation methods. Excluding protocols specifically linked to an evaluation method, most of the procedural policies concern final evaluation results. The majority of colleges do not require mandatory discussion , written goals , or written suggestions for improvements. Seventy - five percent of probationary faculty are evaluated in a manner comparable to that of regular full-time faculty. Fifty-six percent of the colleges evaluate all faculty groups, such as part-time/term contract faculty, with the same frequency, or more frequently than regular full-time faculty. Thirty-one percent of colleges evaluate all faculty groups within a college in an identical manner, whereas in 69 % percent of colleges , evaluation for one or more faculty groups has fewer methods and / or procedures than those used for permanent full-time faculty. Findings in this study are compared to the literature. Acceptable practices are identified and findings which differ significantly from the literature are discussed in detail. Policy recommendations which contribute to a formal, systematic , and effective faculty evaluation system are made. / Education, Faculty of / Graduate

D.Phil. / The primary objective of this thesis is to follow a systems approach to improve property management in state departments and state-owned enterprises. The public sector, bureaucracy and state-owned enterprises (SOEs) globally and in South Africa (SA) are examined using a systems approach to provide the context for property management in state departments and SOEs. The effectiveness of property management in SA‟s National Department of Public Works and National Department of Public Enterprises are evaluated. Property management in rail transportation organisations globally and in SA receives focused attention. The SA state-owned company Transnet Limited, primarily a rail transportation enterprise, and Propnet, Transnet‟s property management unit, are examined in depth. Lessons learned, findings and recommendations are presented in a Management Matrix. The Management Matrix is incorporated in a State Property Management Transformation System, the implementation of which will improve property management in state departments and SOEs both globally and in SA.

No description available.

No description available.

Situational leadership -- Management coaching -- Leadership principles.

No description available.

Thesis (MPA.) -- University of Limpopo, 2016 / The purpose of this study was to determine the effectiveness of administrative intervention in Supply Chain Management in the Department of Education in Limpopo. This was done with the aim of looking into the strategies that were put in place during the intervention process and to examine whether the strategies have yielded the desired results of stabilising the department’s finances and averting the possible collapse of essential services. Qualitative data were collected, primarily in the form of semi-structured interviews using an interview schedule consisting of both closed and open-ended questions with the Chief Financial Officer, General Manager (SCM), Senior Manager (SCM), Manager Demand and Acquisition, six Supply Chain Management Practitioners, and two members of the Intervention Task Team. All these officials provided sufficient information related to the effect of the administrative intervention in the SCM of the Limpopo Department of Education. The study found that there were a number of strategies that were put in place by the members of the Intervention Task Team during the intervention process, such as : • Catering not exceeding R50.00 per person has to be provided only for meetings with external stakeholders and this provision only applied to meetings that take longer than five hours; • Promotional items such as t-shirts, caps, bags, etc., were not to be purchased by the department; • Engagement of consultants was also reduced to the minimal and it was only allowed where the department does not have the requisite skills or resources in its full time employ to perform the assignment in question; and • Trips by vehicles were to be optimised to reduce costs. However, the strategies that were put in place by the Intervention Task Team in the Supply chain management did not yield the desired results of stabilising the department’s finances and averting the possible collapse of essential services. Limpopo Department of Education continued to get an undesirable disclaimer audit iii opinion for the fourth consecutive year and the findings depicted poor administration and inability to comply with the treasury regulations.

Masters in Public Administration - MPA / This study examined the issues and concerns for improving productivity in the public sector in South Africa, aligned in particular with the processes of its fundamental transformation, and the aims and objectives of the Reconstruction and Development Programme (RDP). More than that, it provided the view, the approach, the strategies and techniques to bring about productivity improvement. Productivity is not presented as a panacea to solve all problems. It is presented mainly as an attitude about the importance of productivity that must be acquired followed by suggestions for how to bring about its development. To provide both a comprehensive and at the same time a focused approach to improving productivity in the public sector. A second objective was to describe new skills and proven strategies that could be used for productivity improvement. The study discusses various approaches to improving productivity in the public sector that can be implemented in a number of practical ways. A third and primary objective was to recommend a model that would effectively improve productivity in the public sector. This model deals with the quantification of productivity gains through the restructuring of budgets and thereby achieving significant savings that could be transferred to priority RDP programmes. This study used both qualitative and quantitative methods. The study reviewed both domestic and international published work and current research within universities, policy bodies, government departments and elsewhere, including a reconsideration of previous work. The following conclusions were reached and recommendations made: Substantial efficiency and productivity gains are envisaged through the introduction of various models for improving productivity which include a structured productivity improvement programme, the use of performance enhancing methods, performance measurements and performance related pay. Furthermore, savings, resources and capacity can be released by the RDP programmes through: Restructuring and reprioritizing the budget programmes by making small cuts in what were apartheid-serving programmes and reallocating the human, material and financial resources thus released for high priority RDP programmes/projects. International experiences show that a direct link between falls in public investment, physical infrastructure and decline in productivity exists. The effectiveness of the public sector to a large extent conditions economic development. The move towards a leaner and more cost effective public service in South Africa should be based, not on privatisation, but on the creation of effective partnerships between government, labour, business and civil society, and the building of high levels of community involvement in the local delivery of services.