Thesis (M.A.)--Liberty University, 2006. / Includes bibliographical references.

Thesis (Th. M.)--Dallas Theological Seminary, 1985. / Includes bibliographical references (leaves 48-49).

Thesis (Th. M.)--Dallas Theological Seminary, 1985. / Includes bibliographical references (leaves 48-49).

Thesis (M.R.E.)--Conservative Baptist Theological Seminary, 1969. / This is an electronic reproduction of TREN, #090-0076. Includes bibliographical references (leaves [55]-57).

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

Thesis (M.S.)--University of Wisconsin--Madison, 1966. / eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (Ph.D.)--University of North Carolina at Greensboro, 2007. / Title from PDF t.p. (viewed Oct. 22, 2007). Directed by Donald A. Hodges; submitted to the School of Music. Includes bibliographical references (p. 69-74).

Thesis (Th. M.)--Dallas Theological Seminary, 1985. / Includes bibliographical references (leaves 48-49).

M.Com. (Business Management) / The subject of this study is the legal position of the company director in South Africa and the influence of the law on the exercise of his management function in the business entity. The law as it pertains to the director is often thought to be unclear and it is a fact that many directors are not aware of all their duties. It is thus necessary to find out what the legal position is and the director must be aware of what the effect of this 'viII be on his function to manage. Is it possible that changes in the law can lead to more efficient management? In this study the conclusion is made that the legal position of the director is quite clear. However, a few changes to the legal position are recommended. The South African director has stringent duties of loyalty and good faith, but very light obligations of skill and diligence. It is recommended that a higher degree of care and skill should be required from the director. A distinction is drawn between the executive director and non-executive director. The main difference being that the executive director participates in the day-to-day management of the company's affairs or of a portion thereof, while the non-executive director does not. For this reason the executive director is the focus of the study. The focus of his management function is strategy formulation. He must keep the undertaking on track through effective strategic management. We are entering the information age where flexibility, creativity and innovation will determine success. Third-wave management will be critical in the future and the director will have to adopt this new approach to management to make sure that his undertaking will be adaptable to change.

Following a number of high-profile bank failures in recent years, both locally and abroad, increasing emphasis is being placed worldwide on the accountability and responsibilities of boards of directors. The Registrar of Banks has publicly stated that there needs to be a focus on the training of non-executive directors in particular in order to enable them to fulfil their duties. In addition, although most banks have some form of director training programmes, no minimum standards for non-executive director training have been developed or measurement tools implemented.The purpose of the research was to investigate the training of non-executive directors of banks in South Africa so as to contribute to the contribute to the current debate and understanding of what interventions are necessary to respond to the call by the Registrar of Banks. A combination of qualitative and quantitative research methodologies was used to elicit a cross section of views and an approximation of the truth.The results indicate that while there is widespread acceptance of the need to address the issue of training of non-executive directors of banks, there are divergent views on how this should be done. In particular, further research needs to be conducted in order to develop standardised methodologies and assessment tools. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted