Submitted in fulfillment for the Degree of Doctor of Technology: Business Administration, Durban University of Technology, 2014 / Universities are seen to be facing a turbulent storm of challenges, demands, environmental changes, and facilitated thrust in the midst of economic meltdown. The environments in which these institutions are operating are becoming increasingly tempestuous, and competitive which makes leadership crucial as they continuously interface with the local and wider environments. At its best leadership is proximate, contextual and distributed especially in the case of complex organisations like universities. Changes and institutional mergers that took place worldwide two decades ago diffused to the south of Africa as well. These mergers resulted in the formation of mega universities and universities with satellite or branch campuses. If the trend continues with branch campuses spreading even into foreign countries, it will lead to growth and even more leadership complexity. This study was conducted in order to establish the challenges that are faced by staff and students at satellite campuses of universities using the Riverside Campus of the Durban University of Technology as a case study. Literature on leadership and management theories, leadership in higher education and organisational structures was reviewed in order to contextualise the study. A sample of the executive leadership of the university used as a case study was interviewed in order to determine their attitudes towards the current organisational structure. Data was also gathered from the academic and administrative staff at the satellite campus used for the study as well as first and third year students at the same campus using questionnaires. This study is significant because it feeds into the year-long study that was initiated by the Leadership Foundation on Higher Education and conducted from 2010 and finished in July 2011 by the Hull University’s Scarborough Campus that was aimed at determining the most effective relationship between the centre (mother campus) and its satellite campuses, identifying tensions between the strategic and operational levels and making students’ experience consistent. The whole project was undertaken to arrive at a better understanding of the challenges of managing two or more campuses with particular emphasis on strategic matters, organisation, leadership and management structures. The study discovered that there were leadership challenges which were not unique to the university and campus used as a case study, but similar to those identified during literature review. Issues such as lack of leadership and strategic direction, diverse cultures, incomplete merger, isolation, inequitable distribution of resources and lack of development were identified as challenges that needed to be addressed. The study advances as original contribution the ‘Radial Structure’, which was greatly inspired by the natural movement, flow and distribution of energy and information in fractals. This structure ensures equity across all campuses irrespective of size and location. In the radial structure as suggested and implied by the name the corporate division is the source of energy in the form of vision, mission, goals, strategy, and resources which it disburses or radiates equitably across all the campuses. The corporate division is not attached to any campus, but it is a pole that provides an anchor for all the campuses. The energy or feedback is also radiated back to the corporate office from the campuses in the form of student fees, research output from staff and students, pass rates, information to aid decision-making and so on. The relationship that was established between the radial structure and the regression model developed from the responses of the students and theory, was that each campus should be fully-equipped with all the services that the users require for the campus to be fit for purpose. The radial structure would also allow for student services to grow and develop as the campus grows. Like any organisational structure, the radial structure could be adjusted to suit the needs of any university with satellite campuses. The organisational structure would also have to be revisited and adjusted as the needs of the university change. In essence the structure is aimed at ensuring that there is no leadership vacuum at any of the satellite campuses of a university.

No description available.

This study examined the experiences of Canadian postsecondary learners who are d/Deaf or hard of hearing and have received services from the campus accessibility office. Data collected from interviews with nine learners were analyzed using a constructivist grounded-theory approach, thus allowing the basic social process (BSP) to emerge. I called this process negotiating communication access in postsecondary education. It consisted of three key supporting processes: (a) advocating for self, (b) navigating the learning environment, and (c) building relationships. The research outcomes achieved in this study include (a) a documented analysis and synthesis of the perceptions of Deaf and hard-of-hearing students specific to the theoretical and practical issues involved in accessing communication support services in postsecondary institutions and (b) a theoretical model that depicts the above synthesis. Last, the discussion chapter contains recommendations for increasing accessibility to postsecondary institutions for learners who are d/Deaf or hard of hearing.

本研究旨在探討校園公共藝術設置的理論意涵、新竹縣校園公共藝術設置案相關程序問題、新竹縣兩所國民中學公共藝術的執行現況、困難及差異並了解學校師生、家長及社區人士對校園公共藝術設置的認知與滿意度，引起大家對校園公共藝術設置的認同。利用文件分析法與調查法（含問卷調查法及訪談法）進行新竹縣國民中學校園公共藝術設置研究，進而分析歸納出新竹縣國民中學校園公共藝術設置的現況及滿意度。本研究獲致以下重要結論與建議： 壹、重要結論 一、校園公共藝術設置的作業流程從成立籌備會議、執行小組、擬定計畫到計畫總檢討共13個步驟。 二、新竹縣兩所國中校園公共藝術各階段執行有主題難定、公共性爭議、觀念整合、招標限制、進度及民眾參與、排課配合等六個困難及升學排擠、經費及專業能力不足、採購法等四個限制。 三、廠商施作能力及配合度為施工順利完工重要關鍵 四、新竹縣兩所國中師生及家長對公共藝術的認知程度是大概了解` 五、兩校對公共藝術的認識相當清楚，並以「設置於開放空間的藝術作品」及「依據文化藝術獎助條例所設置的藝術作品」概念為主 六、兩校認為公共藝術的性質是具親和性趣味性的，除了藝術功能尚具有觀賞功能等五項功能。 七、新竹縣兩所國中校園公共藝術的設置影響學生學習有境教、情意、美學鑑賞等五方面並牽動學校課程在美學融入、潛在課程、校本課程等三方面的規劃與發展。 八、新竹縣兩所國中師生及家長對校園公共藝術相當滿意。 九、公共藝術的維護管理應考慮材質、施工方式、並保留藝品古樸自然風貌。 十、未來各國民中學設置公共藝術首重溝通再以共同參與原則依程序執行。 貳、研究建議 一、對國民中學的建議： （一）應由藝術專業人員去引導公共藝術之設置，由教育和推廣中得到一些東西，不宜放手讓學生自行創作。（二）嚴選有能力肯配合的廠商，建議由藝術家參與工程開標說明施工之難易度及要求，以讓工程順利圓滿進行。（三）為利於大家參與排課應充分配合。（四）為召喚共同記憶，彰顯設置公共藝術精神，可定期在紀念日作維護保養。 二、對教育主管單位建議 （一）廣撥經費補助學校改善校園環境 （二）辦理公共藝術研習或成果發表，經驗傳承協助學校爭取經費補助，廣泛推廣在校園設置公共藝術 （三）新修建改建校舍工程，應撥足經費，以免因設置公共藝術影響工程品質 （四）新修建校舍建築工程公共藝術設置經費，宜降低比例或有上下限，且在招生上課後再實施，以落實師生共同參與校園公共藝術設置理念。 （五）工程應由縣府專業控管，不是交給非專業校方自行摸索，影響品質。 三、對未來研究的建議： （一）針對兩校問卷調查之「公共藝術意見調查」滿意度結果與對公共藝術偏好評比結果相反，可進行後續調查研究。 （二）針對新竹縣九十二年底開始執行以百分比精神設置的校園公共藝術，及教育部或文建會補助之校園公共藝術示範案例進行後續研究。 / The purposes of this study are to examine the theoretical implications of public arts installation on campus, to explore relevant procedures of such project installed on the campuses of two junior high schools in Hsinchu County, and to compare the current execution, difficulties, and differences while installing public arts between the two schools. In addition, this study also surveyed how much the school staff, student parents, and society appreciate the installation of public art in the campus which may result in the realization of the importance of installing public art in the campus. The document analysis and surveys including questionnaire and visitation were employed in this study. The conclusions and suggestions from this study are as follows: I. Significant Conclusions: 1.Installation procedures of public arts in the campus can be divided into 13 steps including finalizing preparatory committee, assigning execution group, drafting action plans and performing execution review. 2.Six obstacles including main topics decision, public dispute, harmonized awareness, bidding constraints, progress and society involvement, and time allotment were needed to overcome during execution in these two junior high schools. In addition, four constraints are needed to take which include pressure of student advancement, limited budget, insufficient knowledge, and purchase regulations. 3.Construction capability and quality compliance are crucial for the completion of artwork. 4.The rating of “roughly understood” was granted to the school staff, students and their parents in terms of their recognition of the importance of public arts to their wholesomeness. 5.The participants from both schools clearly understood how to install public arts. Majority of the participants believe that public arts should be placed in open public locations and should follow the Cultural Arts Promotion Guidelines. 6.The participants from both schools acknowledged public arts to be accessible and lighthearted. They serve artistic and exhibitory functions. 7.Installation of public arts affects the learning of students in both schools in such aspects as environmental education, affection, and aesthetics appreciation. Such installation triggered the arrangement and development of aesthetics involvement, hidden curriculum and lecture curriculum. 8.School staff, student and their parents in both schools showed satisfactory with public arts on campus. 9.Maintenance of public arts should consider material of construction, way to construct, and reservation of natural features of artwork. 10.The installation of public arts in junior high schools in the future should emphasize open communication first and then public involvement following designed procedures. II. Suggestions: 1.To Junior high schools: a. Trained professional fine artists lead the public arts installation, and implement artwork that roots from teaching and spreading, not from student alone. b. Choose a construction company that has adequate capability and flexibility to finish assigned tasks. The fine artists be present in the construction bid-opening meeting to explain the complexity during constructing artwork and its requirements in order to expedite the progress of construction. c. Course hour arrangement be flexible enough to allow more involvement of different groups. d.Regular maintenance be held on the anniversary date in order to remind the audience of the meaning of installing public arts. 2.To education policy making units a. Distribute enough budget for improving the environment of campus. b. Organize short course or achievement show on successful installation of public arts that benefits others. Assist schools to acquire adequate budget for public arts. Promote public arts installation on campus. c. Set aside adequate budget for projects of classroom to be either newly built, partially mended, or rebuilt, lest the public arts installation should affect the quality of classroom construction. d. The budget for classroom construction and public arts installation be set at appropriate percentage. The construction of public arts be executed after school start to allow teachers and students to participate together. e. The construction of public arts be handled by the specialist working at county government, not by school staff, to ensure the quality. 3.To the future researchers a. The results from “Public art questionnaire” and “Public art preference rating” in this study are contradictory. Further studies may be needed. b. Comparison between completed public art on campus in Hsin-chu County since the end of 2003, and demonstrated cases of campus public arts designed by the Ministry of Education and/or the Council for Cultural Affairs.

Thesis (PhD)--University of South Australia, 1999

Thesis (Ph.D.)--The University of British Columbia (Canada), 2004. / Adviser: Gaalen Erickson. Includes bibliographical references.

Thesis (M. Div.)--International Christian Graduate University, School of Theology, 1986. / Includes bibliographical references (leaves 100-102).

Thesis (Ed. D.)--UCLA, 2007. / Vita. Includes bibliographical references (leaves 126-137).

Thesis (Ph. D.)--University of Hong Kong, 2007. / Title proper from title frame. Also available in printed format.

Project/Thesis (D. Min.)--Abilene Christian University, 1998. / Includes abstract. Includes bibliographical references (leaves 128-132).