Thesis (D. Com. (Human resources management))-University of Pretoria, 2005. / Summaries in English and Afrikaans. Includes bibliographical references. Available on the Internet via the World Wide Web.

Thesis (Ph. D.)--University of Wisconsin, 1964. / Typescript. Vita. Abstracted in Dissertation abstracts, v. 25 (1965) no. 7, p. 3953-4. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1959. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (M.S.)--University of Wisconsin--Madison, 1967. / Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (Ph. D.)--Ohio State University, 2006. / Title from first page of PDF file. Includes bibliographical references (p. 92-106).

Thesis (Ph. D.)--University of Oregon, 2005. / Typescript. Includes vita and abstract. Includes bibliographical references (leaves 72-75). Also available for download via the World Wide Web; free to University of Oregon users.

Thesis (Ph.D.)--Kent State University, 2008. / Title from PDF t.p. (viewed Nov. 10, 2009). Advisor: Michael Hu. Keywords: brand management; intangible capital; capability. Includes bibliographical references (p.100-115).

M.A. / Communication departments may have the core knowledge to practise excellent communication, but senior management must also share a common understanding of the role and function of communication and communication managers in an organisation for communication to be excellent. The need for this study originated from the perception that the top communicator is often not at the table when strategic decisions are made. Yet, public relations specialists often have expertise that can contribute to organisational decision-making. They can, amongst others, facilitate dialogue between key publics and members of senior management in order to enhance understanding of the vision and goals of the organisation and the needs of the organisation's clients and stakeholders. This form of two-way symmetrical communication is the basis of excellent communication. Most practitioners agree that the best place for the top communicator is within an organisation's senior management - taking part in strategic decision-making through two-way communication (Dozier, Grunig, L & Grunig, J, 1995). The three spheres of communication excellence - as identified in the Excellence Study, the largest and most intensive investigation ever conducted of public relations and communication management - include the knowledge base of communication departments; shared expectations between the top communicator and senior management; and the culture of the organisation. The middle sphere of shared expectations between the top communicator and semor management, has three components which will be investigated in this study. The first component is departmental power - the ability to influence members of senior management. Sometimes top communicators are members of senior management, participating directly in strategic management and planning. In other cases, they exert informal influence as providers of information and as process facilitators to senior management. The power of the public relations department is associated with the value members of senior management attach to public relations as a function, as well as the strategic contribution the top communicator and the communication department make to organisational decision-making.

D.Phil. (Personal and Professional Leadership) / According to recent studies it is indicated that 84% of American companies are in the process of at least one change initiative and that 46% indicated that they were busy with three or more change initiatives. This tendency is a worldwide phenomenon. For organisations to survive and grow in this setting, their rate of learning has to be equal or greater than the rate of change in their environment. Within this context the need for relevant leadership becomes imperative. Empirical evidence would suggest that there is a strong link between leadership competencies and leadership performance. With this in mind a large mining company in South Africa took the root of identifying specific competencies that they would like to see developed in their leaders. The specific company gave direction with outcomes that had to be obtained:  to position the leaders that they could practice their leadership role effectively to meet immediate and future challenges; and  to do specific leadership training investment for the empowering of leadership in attaining greater organizational success. Taking the current research and organisational need into consideration the researcher set out in developing a model that group these competencies in five mainstream domains, Personal mastery and well being, fulfilling my functional role effectively, Achieving with people, Actualizing a sustainable and desirable future and Navigating the organisational landscape successfully. It is against this backdrop that the Professional Leadership Development Model took shape. The study is set up in different phases that will play out in the following manner:

D.Ed. / Entrepreneurs are people who have the ability to see opportunities and create energy when others fail to see possibilities. They are people who help to create positive experiences and thriving communities through their ventures. In the process entrepreneurs would inevitably experience challenging times. In fact, the challenges they may encounter might lead the average man on the street to believe that the venture is not viable. One of the differentiating characteristics of successful entrepreneurs is that they see opportunities and pursue them in situations where most people believe the odds are against any success (Bolton & Thompson, 2004:21; Haskins, 1998:2; Kuratko & Hodgetts, 1989:102). During these challenges, the entrepreneur will find him or herself in a lonely place, as there are few people who would be able to believe in the success of the venture, let alone be able to give support and encouragement. This situation motivated the study into the life stories of the entrepreneur from the perspective of psychology of education. A study that sets out to establish which personal qualities these people draw from; to identify the qualities and characteristics these people have in common and to describe a psychoeducational model for the development of these qualities. The primary research goal of this study is the description of a psychoeducational model for the development of entrepreneurs in Southern Africa. To achieve this goal, the following objectives were pursued, namely: a. To gain an understanding of the life story of a successful entrepreneur. b. To develop a psycho-educational model based on this understanding. c. To describe guidelines for the operationalisation of the model. In an undertaking to meet the above objectives, a theory generative, qualitative, explorative, descriptive and contextual research design were executed. The fieldwork was done by having semi-structured phenomenological interviews with successful entrepreneurs. The results obtained from the interviews were analysed and categorised and a literature study was carried out.