Text in Afrikaans / Summaries in Afrikaans and English / 'n Sentrale tema van strategiese bestuur is dat ondememings voortdurend moet pas by hulle snelveranderende eksteme omgewings. Die eksteme omgewing van SuidAfrikaanse ondememings ondergaan tans verreikende veranderings. Die sukses van hierdie ondememings word nie alleen bemvloed deur die kompeterendheid van 'n toenemend gemtemasionaliseerde markomgewing nie, maar veral ook deur die eise wat gestel word deur die nuwe politieke bestel in Suid-Afrika. Die Regering van Nasionale Eenheid is verbind tot die daarstelling van 'n mensgesentreerde gemeenskap. Nuwe arbeidswetgewing wat vakbonde bemagtig word in 1996 van krag en belangrike bestuursuitdagings wat verband hou met die "menslik:e dimensie" van ondernemingsbestuur spruit voort uit hierdie veranderende omgewing. Ten einde Suid-Afrikaanse ondememings onder hierdie omstandighede strategies te bestuur, moet strategiese bestuursbesluite geneem word oor die diensverhouding. Dit impliseer die behoefte aan 'n strategiese be adering tot menslik:ehulpbron- en arbeidsverhoudingebestuur binne ondememingsverband. In hierdie ondersoek word aspekte van algemene en strategiese bestuur toegepas op die "menslik:e dimensie" van ondememingsbestuur. Die fokus is op langtermynbesluite en -aksies insake beplanning, organisering, leiding en beheeruitoefening ten opsigte van aspekte wat verband hou met die diensverhouding. Die noodsaaklik:heid van vertikale en horisontale integrasie by die bestuur van die diensverhouding word beklemtoon. Laasgenoemde dui op die noodsaaklik:heid om die individuele en kollektiewe dimensies van diensverhoudingebestuur, oftewel menslik:ehulpbronen arbeidsverhoudingebestuur, te integreer. Vertikale integrasie verwys na menslik: ehulpbron- en arbeidsverhoudingebestuur wat 'n integrale deel van algemene bestuur behoort te wees. Die resultate van 'n tweeledige empiriese ondersoek word gemtegreer met 'n literatuurstudie om 'n bestuurswetenskaplik:e raamwerk daar te stel wat die proses van strategiese diensverhoudingebestuur konseptualiseer. 'n Matriks word ook ontwerp wat bestuursbesluitneming oor die inhoud van diensverhoudingestrategie kan fasiliteer. Gevolgtrekkings en aanbevelings word ook gemaak oor die praktyk van strategiese diensverhoudingebestuur by Telkom SA Bpk en by groot Suid-Afrikaanse mynbouen vervaardigingsondememings, sowel as oor navorsing en ond~rrig ten opsigte van hierdie onderwerp van Sakebestuur ( oftewel Bedryfsekonomie, Ondernemingsbestuur of Bestuurswese ). / A central theme of strategic management is that organisations should constantly match or fit their fast-changing external environments. The external environment of South African organisations is currently undergoing far-reaching changes. The success of these organisations is not only influenced by the competitiveness of an increasingly internationalised market environment, but especially by the demands resulting from the new political dispensation in the country. The Government of National Unity is committed to establish a people-centred society. New labour legislation which empowers trade unions will be in force in 1996. Important challenges regarding the "human dimension" of management stem from this changing environment. In order to manage South African organisations strategically under these circumstances it is necessary to make strategic management decisions regarding the employment relationship. This implies the need for a strategic approach to human resource and labour relations management within organisational context. In this investigation aspects of general and strategic management are applied to the "human dimension" of management. The focus is on long-term decisions and actions regarding the planning, organising, leading and control of aspects relating to the employment relationship. The importance of vertical and horizontal integration in the management of the employment relationship is emphasised. The latter refers to the necessity of integrating the individual and collective dimensions of employment relations management, in other words the integration of human resource and labour relations management. Vertical integration relates to human resource and labour relations management which ought to be an integral part of general management. The results of a dual empirical investigation are integrated with a literature survey to devise a managerial framework that conceptualises the process of strategic employment relations management. A matrix is also devised that can facilitate management decision making regarding the content of employment relations strategy. Conclusions and recommendations are also made regarding strategic employment relations management practice at Telkom SA Ltd and large South African mining and manufacturing organisations, as well as regarding research and tuition mrespect of this topic of Business Management (or Business Economics). / Economic & Management Sciences / D.Com.

The following research question motivated this study: How can effective discipline in school and classroom management be maintained? To answer this, a school was selected which had excellent discipline as demonstrated by its good matriculation results. Discipline in this school was researched by means of a qualitative approach. Phenomenological interviews and focus group interviews were conducted, transcribed and analysed. This was complemented by observation. Findings indicated that aspects of school system (including school and classroom policy, the role of the standard tutor and of bodies such as the school governing body and the learners' representative council as well as the specific disciplinary actions used) are important in maintaining discipline at school. The discipline, dedication, motivation and teamwork of educators as role models for children are also significant. Moreover, the learners themselves as well as the cooperation and involvement of their parents play a vital role in maintaining discipline. / Educational Leadership and Management / M.A. (Educational Management)

Thesis (MA)--University of Stellenbosch, 2002. / ENGLISH ABSTRACT: The complexity of environmental problems and the demands that these make on organisations to create integrated management outcomes in a participative way in a multilevel context with many role-players, have highlighted the search for new innovative organisational forms. Organisations have specific structural characteristics with regard to complexity, formalisation and (de)centralisation, that correspond with their core activities and their external circumstances. The traditional bureaucracy, as an organisational structure, is a rigid and hierarchical system that is based on formal rules, complex management systems and centralised decision-making. The spread of postmodernism highlighted the restrictions of bureaucracies and started a process, throughout the world, that is transforming organisations into flatter, less formal structures. The focus of this study was to determine to which extent organisations in the field of sustainable development adapt to new realities and experiment with innovative organisational forms. Greenpeace, as an international environmental organisation, a Representative Forum, as an Agenda 21 type institutional mechanism for interest groups in the integrated development planning processes at local government level, and Water Catchment Management Agencies, as organisational institutional form for the integrated management of all aspects with regard to water resources, were analysed as case studies. The case studies confirm the increase in and application of multilevel network type organisational forms in the field of natural resources management. It highlights a common vision, processes that work towards reaching consensus and the forming of partnerships. The rise of the network organisation, its advantages and potential problems, are finally discussed with a view to the future. / AFRIKAANSE OPSOMMING: Die kompleksiteit van omgewingprobleme en die vereistes wat dit stel aan organisasies om op 'n deelnemende wyse in 'n multivlak en multi-rolspeler konteks ge·'ntegreerde bestuursuitkomste te bewerkstellig, het die fokus op die soeke na nuwe innoverende organisasievorme laat val. Organisasies het bepaalde strukturele eienskappe in terme van kompleksiteit, formalisasie en (de)sentralisasie wat grootliks aanpas by hulle kernbedrywighede en die eksterne omstandighede waarin hulle hulself bevind. Die tradisionele burokrasie as organisasievorm is 'n rigiede en hierarqiese sisteem wat geskoei is op sentrale besluitneming, formele reels en komplekse bestuurstelsels. Met die koms van postmodernisme het die beperkinge van die reuse burokrasiee aan die lig gekom en is daar, regoor die wereld, 'n proses aan die gang gesit wat talle organisasies in platter, minder formele en losser strukture verander. In die studie is ondersoek ingestel tot watter mate organisasies in die veld van volhoubare omgewingsbestuur by die nuwe realiteite aanpas en met nuwe innoverende organisasievorme eksperimenteer. Greenpeace, as internasionale omgewingsorganisasie, 'n Verteenwoordige Forum as Agenda 21-tipe institusionele meganisme vir belangegroepe in die geYntegreerde ontwikkelingsbeplanningsprosesse op plaaslike regeringsvlak, en Wateropvanggebied-bestuursagentskappe as organisatoriese institusionele vorm vir die qemteqreerde bestuur van aile aspekte wat met waterhulpbronne te make het, is as gevallestudies ontleed. Die gevallestudies bevestig die toenemde voorkoms en aanwending van multivlak netwerk-tipe organisasievorme op die gebied van natuurlike hulpbronbestuur wat die klem laat val op 'n samebindende visie, konsensus-soekende prosesse en venootskapsvorming. Die opkoms van die netwerkorganisasie met sy voordele sowel as die potensiele probleme, word ten slotte in 'n toekomsblik beskou.

Thesis (MPA)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: The post-apartheid era in South Africa has been marked by a whole range of important changes. At local government, these changes have been manifested by, among other things, the change in strategy from regulatory to developmental local government. Interms of the open systems approach to organisational change, changes in one part of an organisation need to be complemented by matching changes in other parts of the organisation. This is the premise that forms the basis of this study. It is argued particularly that the success of developmental local government hinges, to a large extent, on complementary changes being made in other departments of a municipality. The study focuses on one of these departments, namely the human resources (HR.) department of a municipality. It investigates Endumeni Municipality, and researches whether it has the necessary HR capacity to cope with the new strategy of developmental local government. This is subsequently followed by recommendations derived from the findings. HR capacity is defined as the combination of the following key variables: strategic partnership between the HR function and other functions of a municipality; integration of HR policies, systems and competencies with the developmental mission of a municipality; coherence among the different components of the HR strategy; flexibility of the HR strategy; and Alignment of the culture of a municipality with its developmental mission. The study is descriptive in character. It makes use of a combination of qualitative and quantitative methods of investigation. The qualitative method comprises interviews with key informants and an analysis of official documents. The quantitative method, on the other hand, consists of a questionnaire that is administered to the Councillors of the municipality. The study came to a conclusion that Endumeni Municipality lacks the HR capacity to carry out its developmental functions. To remedy this situation, the following recommendations have been suggested: (i) The current role of the HR section has to be reviewed with the view to elevate it to the level of a strategic partner. (ii) The HR competencies, policies and practices of the municipality are still embedded in the outdated system of regulatory local government. These must also come up for review so that they can be re-aligned with developmental local government. (iii) There is generally lack of co-ordination among the various components of HR strategy. These must be re-aligned so that they can complement each other. (iv) The municipality is currently finding it difficult to discard the old HR strategies, a point which suggests rigidity on the part of these strategies. Inorder to cope with the changing environmental conditions, the municipality needs to have some flexibility in its HR strategies. (v) Finally, the prevailing culture still shows elements, which support the old system. This has to be addressed in order to create a new culture that is consistent with developmental local government. / AFRIKAANSE OPSOMMING: Die post-apartheid era in Suid-Afrika word gekenmerk deur 'n reeks baie belangrike veranderinge. Op plaaslike regeringsvlak word hierdie veranderinge, onder andere gekenmerk deur die verandering in strategie van regulerende na ontwikkelende plaaslike regering. Volgens die oopstelselbehadering tot organisatoriese verandering moet veranderinge in een afdeling van 'n organisasie aangevul te word deur soortgelyke veranderinge in ander afdelings van die organisasie. Hierdie stelling vorm die basis van hierdie studie. Daar word geargumenteer dat die sukses van ontwikkelende plaaslike regering in "n groot mate rus op aanvullende veranderinge wat gemaak word in ander afdelings van die munisipaliteit. Hierdie studie fokus op een van hierdie afdelings, naamlik Menslike Hulpbronne (MH). "n Studie word gedoen om te bepaal of Endumeni Munisipaliteit oor die nodige MR beskik om die nuwe strategie van ontwikkelende plaaslike regering te ondersteun. Dit word gevolg deur aanbevelings wat spruit uit die bevindings. MH - kapasiteit word gedefinieer as "n kombinasie van die volgende sleutelveranderlikes: n strategiese venootskap tussen die MR-funksie en ander funksies van "n munisipaliteit; inskakeling van MH-beleide, stelsel en - vaardighede met die ontwikkelingsmissie van' n munisipaliteit; samehorigheid tussen die verskillende komponente van die MR - strategie; aanpasbaarheid van die MR - strategie; en gerigtheid van die kultuur van' n munisipaliteit op sy ontwikkelingsmissie. Die studie is beskrywend van aard. Dit maak gebruik: van "n kombinasie van kwalitatiewe en kwantitatiewe metodes van ondersoek. Die kwalitatiewe metode behels onderhoude met belangrike informante en ontleding van amptelike dokumente. Die kwantitatiewe metode, aan die ander kant, behels "n vraelys wat versprei word onder ampsdraers van die munisipaliteit. Die studie kom tot die gevolgtrekking dat Endumeni Munisipaliteit nie oordie MHkapasiteit beskik om sy ontwikkelingsfunksie uit te voer nie. Die volgende aanbevelings word gedoen, om hierdie probleem op te los: (i) Die huidige rol van die MH - seksie moet hersien word om dit uit te lig na die vlak van "n strategiese vennoot. (ii) Die MR - vaardighede, beleide en praktyke van die munisipaliteit verteenwoordig steeds "n uitgediende stelsel van regulerende plaaslike bestuur. Dit moet hiersien word en in lyn gebring word met die ontwikkelende plaaslike regering. (iii) In die algemeen is daar min samewerking tussen die verskeie komponente van die MR - strategie. Hulle moet in lyn gebring word sodat hulle mekaar kan komplimenteer. (iv) Die munisipaliteit vind dit moeilik om ontslae te raak van die ou MH - strategie, "n punt wat die onbuigsaamheid van hierdie strategieë bewys. Om by te bly met die veranderende omgewingstoestande, moet die munisipaliteit buigsaamheid in sy MR - strategie hê. (v)- Ten slote, die huidige kultuur toon steeds elemente wat die ou stelsel steun. Dit moet aangespreek word om "n nuwe kultuur te ontwikkel wat in ooreenstemming . is met ontwikkelende plaaslike regering.

published_or_final_version / Public Administration / Master / Master of Public Administration

published_or_final_version / Education / Master / Master of Education

The purpose of this case study was to explore the quality enhancement plan (QEP) process and its influence on student learning of critical thinking and the institutional environment from the perspective of key stakeholders at two community colleges accredited by the Southern Association of Colleges and Schools Commission on Colleges (the Commission). Key stakeholders were defined as faculty, staff, and administrators who had direct and continuous involvement with the development and/or implementation of the QEP. This was accomplished through document reviews and analysis of interviews. The study was guided by intertwined quality assurance systems accountability, accreditation, and assessment, and six of Deming’s (1986) total quality management principles. These principles are: (1) customer, (2) training and development, (3) teamwork, (4) measurement, (5) improvement, and (6) leadership (Bosner, 1992; Deming, 1986; Marchese, 1991; Sallis, 2002). / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2015. / FAU Electronic Theses and Dissertations Collection

稿本 / 論文(碩士)--香港中文大學硏究院敎育學部,1992. / 參考文獻: leaves 127-134 / 伍國雄 = A study of teachers' attitudes toward school change in Hong Kong / Ng Kwok Hung. / 鳴謝 --- p.i / 圖目 --- p.iv / 表目 --- p.v / 論文撮要 --- p.vi / 頁碼 / Chapter 第一章 --- 引言 --- p.1 / Chapter 第一節 --- 研究背景 --- p.1 / Chapter 第二節 --- 研究目的 --- p.3 / Chapter 第三節 --- 研究意義 --- p.3 / Chapter 第二章 --- 文獻探討與理念架構 --- p.5 / Chapter 第一節 --- 組織變革概念 --- p.5 / Chapter 一 . --- 名詞釋義 --- p.5 / Chapter 二 . --- 組織變革的意義 --- p.8 / Chapter 三. --- 組織變革與變革壓力 --- p.9 / Chapter 四. --- 組織變革與變革阻拒 --- p.10 / Chapter 五. --- 組織變革的形成 --- p.14 / Chapter 第二節 --- 學校變革 --- p.18 / Chapter 一. --- 學校變革的研究 --- p.18 / Chapter 二. --- 學校變革的分類及範圃 --- p.19 / Chapter 1. --- 學校變革的類別 --- p.20 / Chapter 2. --- 學校變革的模式 --- p.22 / Chapter 第三節 --- 教師對變革的態度 --- p.25 / Chapter 一. --- 影響教師對變革態度的因素 --- p.25 / Chapter 二 . --- 變革態度與關注理論 --- p.27 / Chapter 三. --- 變革態度與個人傳统性 --- p.32 / Chapter 四. --- 變革態度與組織特性 --- p.36 / Chapter 甲. --- 組織結構 --- p.37 / Chapter 乙. --- 組織文化強度（組織意識形態） --- p.41 / Chapter 丙. --- 組織變革領導方式 --- p.44 / Chapter 五. --- 變革態度與變革本質 --- p.48 / Chapter 第四節 --- 研究理念架構 --- p.51 / Chapter 第三章 --- 研究方法 --- p.58 / Chapter 第一節 --- 研究假設 --- p.58 / Chapter 第二節 --- 研究對象 --- p.61 / Chapter 第三節 --- 研究工具 --- p.61 / Chapter 第四節 --- 資料捜集 --- p.66 / Chapter 第五節 --- 資料分析方法 --- p.67 / Chapter 第四章 --- 結果之分析與討論 --- p.73 / Chapter 第一節 --- 不同背景的教師的變革態度之比較分析 --- p.75 / Chapter 第二節 --- 各單變項的相關分析 --- p.82 / Chapter 第三節 --- 各複變項的分析 --- p.91 / Chapter 第四節 --- 總述 --- p.107 / Chapter 第五章 --- 結論及建議 --- p.112 / Chapter 第一節 --- 結論 --- p.112 / Chapter 第二節 --- 研究限制 --- p.116 / Chapter 第三節 --- 建議 --- p.117 / 附錄 / Chapter 附錄1 --- 教師個人傳统性問卷 --- p.121 / Chapter 附錄2 --- 學校組織文化強度量表 --- p.122 / Chapter 附錄3 --- 學校組織結構問卷 --- p.123 / Chapter 附錄4 --- 校長領導學校變革行為量表 --- p.124 / Chapter 附錄5 --- 教師一般變革態度量表 --- p.125 / Chapter 附錄6 --- 教師關注變革量表 --- p.126 / 參考書目 --- p.127

by Chow Wai-hung. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 56-57). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / LIST OF FIGURES --- p.vi / LIST OF TABLES --- p.vii / ACKNOWLEDGMENT --- p.viii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Intensive Care Services --- p.1 / Clinician as an Information Processor --- p.2 / Executive Information System (EIS) for Intensive Care Services --- p.7 / Scope of the Study --- p.7 / The Organization of the Remaining Report --- p.8 / Chapter II. --- LITERATURE REVIEW --- p.9 / Sickness Scoring Systems --- p.9 / Executive Information Systems (EIS) --- p.15 / Information Requirements Determination for EIS --- p.17 / Future Direction of EIS in Intensive Care --- p.20 / Chapter III. --- RESEARCH METHODOLOGY --- p.22 / Survey by Mailed Questionnaire --- p.23 / Personal Interview --- p.24 / Subjects Selection --- p.26 / Analysis --- p.27 / Chapter IV. --- RESULTS AND FINDINGS --- p.28 / Part 1 - Questionnaires --- p.29 / Part 2 - Interviews --- p.31 / Chapter V. --- ANALYSIS AND DISCUSSION --- p.44 / Analysis of Results and Findings --- p.44 / Evaluation on Information Requirements Determination for an EIS --- p.50 / Chapter VI. --- CONCLUSION --- p.52 / Chapter VII. --- FUTURE DIRECTION OF DECISION SUPPORT IN CRITICAL CARE --- p.54 / REFERENCES --- p.56 / INTERVIEWS --- p.59 / APPENDIX --- p.60 / Chapter 1. --- A Sample of Hospital Information System Requirement Survey Questionnaire --- p.61 / Chapter 2. --- Samples of Visual Display --- p.67 / Chapter 3. --- A Sample of Format of a Structured Report --- p.70

by Cheng Yin Cheong. / Title in Chinese: / Bibliography: leaves 172-189 / Thesis (M.A.Ed.)--Chinese University of Hong Kong, 1985