With the advent of democracy in South Africa, education has undergone major changes. One of these changes seeks to entrench democratic management and governance in schools. In terms of section 16 of the South African Schools Act of 1996 the governance of public school is vested in the governing body, but the professional management must be undertaken by the principal under the authority of the Head of Department. Parents are not involved in the teaching and learning domain. This study investigated the leadership role of the principal in the management and governance of the public schools in the Ekurhuleni East Education District (Gauteng Province). The data were obtained through a structured questionnaire and the stakeholder participation grid. Respondents were principals from the primary and secondary schools. It is recommended that consideration be given to the ongoing capacity building of the SGB's so that they give better, efficient and effective service. / Educational Studies / M.Ed. (Education Management)

Made available in DSpace on 2015-03-04T19:56:50Z (GMT). No. of bitstreams: 0 Previous issue date: 21 / Nenhuma / A década de 90 é marcada pelo desencanto e apatia do magistério gaúcho frente às reformas educacionais promovidas, especialmente, durante os dois mandatos do Presidente Fernando Henrique Cardoso (1995-2002), tendo à frente do Ministério da Educação, Paulo Renato de Souza. O foco principal deste trabalho foi investigar as razões que explicam esta indiferença do magistério do Rio Grande do Sul, que tivera na combatividade uma de suas principais marcas. Este desencanto só pode ser compreendido no bojo das políticas educacionais neoliberais, que procuraram cooptar a escola para legitimar a reestruturação do processo produtivo, imposta pelo capitalismo neoliberal globalizado. A função principal da escola passou a ser a qualificação da mão-de-obra, para um mercado cada vez mais exigente e competitivo e, por isso, excludente. As políticas educacionais implementadas neste período foram exigidas pelos Organismos Internacionais, especialmente pelo BM e pela CEPAL e prontamente acatadas pelo governo brasileiro. O movime / In the nineties, specially while President Fernando Henrique Cardoso was governing (1995-2002), and Paulo Renato de Souza was in charge of the Ministry of Education, radical educational reforms occurred, which were taken on, passively, by most of the teachers in Rio Grande do Sul. This paper aims at investigating the reasons that explain the teachers’ indifference in accepting those changes, since they were the ones fighting against them. This dissatisfaction can only be understood in the core of educational neo-liberal policies, which tried to connect the schools to legitimate the reforms of the productive process imposed by globalized neo-liberal capitalism. Therefore, the main function of the school was to qualify manpower for a more and more demanding and competitive market and, this way, eliminatory. Educational policies implemented in that period were demanded by International Organizations, especially by World Bank and CEPAL, and were soon accepted by Brazilian government. The Union Movement, with int

本研究主要探討日本綜合商社，在面對產業經營環境衝擊下之組織變革因應之道，並選取與台灣電子產業發展關係密切的兼松集團之電子事業為研究探討對象。期以兼松組織變革活化成功的個案，做為台灣企業面臨變革轉型的一參考借鏡。 　　在不景氣的經濟大環境下，商社的價值已改變，且已不再有像以往每年持續成長的榮景，本研究旨在探討兼松電子變革因應之新思維與變革執行之具體做法。兼松在面對變局之際，為使企業保有持續成長之優勢，特採選擇與集中之新思維重整領域。針對現有架構檢討，擬定改革方針並採取最有效的目標管理，具體落實地結合績效考評，因而順利地成功轉型。變革成功經驗，他山之石或可攻錯。兼松轉型活化成功的變革策略，對台灣地區面對成長瓶頸的大型企業，如何藉由結合核心能耐，跨入新興事業領域？或可做為企業經營上之參考借鏡。 　　變革要能有效進行，任何變革策略、改造流程或提昇品質的方法，都必須妥善處理以排除變革的障礙。科特(Kotter)所提成功轉型的八大步驟：1.建立危機意識；2.成立領導團隊；3.提出願景；4.溝通願景；5.授權員工參與；6.創造近程戰果；7.鞏固戰果並再接再厲；8.讓新做法深植企業文化中，很具體的勾勒出變革策略新思維、結構調整與變革執行之做法。本研究發現兼松在落實推動變革執行之後，已成功地變革轉型為：從資訊型物流仲介者到知識型通路整合者；結合核心能耐跨入新興領域；從事業部結構到社內子會社。 　　綜合本研究探討，從兼松的轉型變革成功個案帶給台灣的啟示是：企業唯有經由重新定義的變革再思維，朝相關核心能耐做創新求變，並將變革思維、策略與結構調整三者緊密結合執行，以及培育持續變革的組織文化，才能確保變革轉型成功。 / This research studies the organization restructure in Japanese enterprise while facing the severe impact on business environmental changes. Kanematsu is selected as the research object because of the close business development relationship with Taiwanese electronic industry. The successful rejuvenation of Kanematsu by restructuring the organization can be a typical benchmark for Taiwan in transformation. 　　Under the long time economic recession, the value of the enterprise has been changed, and no more creating the continuous prosperity as usual. This research studies the practical approach that Kanematsu took to execute the transformation of structure through rethinking methodology of change management. By adopting the strategic rethinking of selection and focus, Kanematsu redefined the business to assure the continuous growth for enhancing enterprise's competence toward the changes. Kanematsu's successful transformation experience by implementing restructuring strategy can be a model for Taiwanese enterprise in facing the bottle neck of growth in order to leap into a new business field by integrated the core competence. 　　Kotter's eight steps of transformation: 1. Establish a sense of urgency, 2. Form a powerful guiding coalition, 3. Create a vision, 4. Communicate the change vision, 5. Empower employees for broad-based action, 6. Generate short-term wins, 7. Consolidate gains and producing more change, 8. Anchor new approaches in the culture, specifically outlines the ways of change management's strategic rethinking, re-structuring and executing corporate transformation. Some findings of this research exposure that through practical implementing and executing the transformation, Kanematsu successfully transformed from IT intermediator to informediator; leaped into a new era by congregating the core competency; and transformed from departmental structure to internal subsidiary. 　　What this research reveals can be an inspiration to Taiwanese enterprise in transformation. Only through the rethinking to redefine the business, restructuring to enhance the core competence, executing concurrent transformation thoroughly, and then building up the corporate culture of pursuing the advantage of managing the endless change can lead to successful transformation.

With the advent of democracy in South Africa, education has undergone major changes. One of these changes seeks to entrench democratic management and governance in schools. In terms of section 16 of the South African Schools Act of 1996 the governance of public school is vested in the governing body, but the professional management must be undertaken by the principal under the authority of the Head of Department. Parents are not involved in the teaching and learning domain. This study investigated the leadership role of the principal in the management and governance of the public schools in the Ekurhuleni East Education District (Gauteng Province). The data were obtained through a structured questionnaire and the stakeholder participation grid. Respondents were principals from the primary and secondary schools. It is recommended that consideration be given to the ongoing capacity building of the SGB's so that they give better, efficient and effective service. / Educational Studies / M.Ed. (Education Management)

O presente trabalho tem por objeto o estudo do instituto da incorporação de ações. Para tanto, será analisado, (i) no primeiro capítulo, o regime legal vigente e sua natureza jurídica, apresentando-se as diferenças em relação à operação de incorporação de sociedade, fazendo inclusive um contraste com o direito norte-americano; (ii) no segundo capítulo, a proteção dos acionistas minoritários em operações de incorporação de controlada e eventual impedimento de voto do acionista controlador, analisando-se os recentes pareceres de orientação emitidos pela CVM; (iii) no terceiro capítulo, o estudo do instituto do tag along e do fechamento de capital e necessidade de realização de oferta pública em operações de incorporação de ações que impliquem transferência de controle ou cancelamento de registro de companhia aberta, à luz das últimas operações realizadas no mercado; (iv) no quarto capítulo, a discussão dos principais precedentes nos quais a CVM decidiu impor restrições ou impedir a realização de operações de incorporação de ações por entender ter havido um tratamento não equitativo entre os acionistas minoritários e controladores, com o objetivo de demonstrar a alteração do comportamento do órgão regulador no decorrer dos anos / The present work aims the study of the stock-for-stock exchange transactions (incorporação de ações). For this purpose, it will be examined (i) in the first part, the current legal regime and legal nature, contemplating differences with the statutory merger (incorporação de sociedade), including a comparison with the US law, (ii) in the second part, the protection of minority shareholders in the context of parent-subsidiary mergers and possible exclusion from voting of the controlling shareholder, taking into account the recent opinions issued by the Brazilian Securities and Exchange Commission (CVM), (iii) in the third part, the study of the tag along rights and the regulation for delisting companies and the need to conduct a tender offer in stock-for-stock exchange transactions involving transfer of control or delisting of a publicly-held company in light of recent transactions, and (iv) in the fourth part, the discussion of the key precedents on which CVM has decided to impose restrictions or prevent the conduct of stock-for-stock transaction under the understanding that there was inequitable treatment of minority shareholders and controlling shareholders, in order to demonstrate the change of the CVMs understanding over the years.

O presente trabalho tem por objeto o estudo do instituto da incorporação de ações. Para tanto, será analisado, (i) no primeiro capítulo, o regime legal vigente e sua natureza jurídica, apresentando-se as diferenças em relação à operação de incorporação de sociedade, fazendo inclusive um contraste com o direito norte-americano; (ii) no segundo capítulo, a proteção dos acionistas minoritários em operações de incorporação de controlada e eventual impedimento de voto do acionista controlador, analisando-se os recentes pareceres de orientação emitidos pela CVM; (iii) no terceiro capítulo, o estudo do instituto do tag along e do fechamento de capital e necessidade de realização de oferta pública em operações de incorporação de ações que impliquem transferência de controle ou cancelamento de registro de companhia aberta, à luz das últimas operações realizadas no mercado; (iv) no quarto capítulo, a discussão dos principais precedentes nos quais a CVM decidiu impor restrições ou impedir a realização de operações de incorporação de ações por entender ter havido um tratamento não equitativo entre os acionistas minoritários e controladores, com o objetivo de demonstrar a alteração do comportamento do órgão regulador no decorrer dos anos / The present work aims the study of the stock-for-stock exchange transactions (incorporação de ações). For this purpose, it will be examined (i) in the first part, the current legal regime and legal nature, contemplating differences with the statutory merger (incorporação de sociedade), including a comparison with the US law, (ii) in the second part, the protection of minority shareholders in the context of parent-subsidiary mergers and possible exclusion from voting of the controlling shareholder, taking into account the recent opinions issued by the Brazilian Securities and Exchange Commission (CVM), (iii) in the third part, the study of the tag along rights and the regulation for delisting companies and the need to conduct a tender offer in stock-for-stock exchange transactions involving transfer of control or delisting of a publicly-held company in light of recent transactions, and (iv) in the fourth part, the discussion of the key precedents on which CVM has decided to impose restrictions or prevent the conduct of stock-for-stock transaction under the understanding that there was inequitable treatment of minority shareholders and controlling shareholders, in order to demonstrate the change of the CVMs understanding over the years.