Thesis (Ph. D.)--Oregon State University, 2009. / Printout. Includes bibliographical references (leaves 146-166). Also available on the World Wide Web.

Diss.--Philosophische Fakultät I--Friedrich-Alexander-Universität Erlangen-Nürnberg, 1984.

Thesis (doctoral)--Universität, Regensburg, 2007/2008. / Includes bibliographical references.

Thesis (doctoral)--Rijksuniversiteit te Leiden, 1948. / "Stellingen" (1 leaf) inserted. Includes bibliographical references.

La transmission des entreprises familiales d’une génération à l’autre est la principale difficulté à laquelle se heurtent les familles qui cherchent à assurer la pérennité de leur patrimoine. Il s’agit pourtant, pour ces organisations, d’un moment stratégique. La plupart des travaux consacrés à ce processus de succession intrafamiliale, se sont intéressés à des entreprises installées dans les pays anglo-saxons ou en Europe, et, dans une moindre mesure, en Asie. Les PME marocaines, familiales dans leur immense majorité, sont confrontées aujourd’hui à un phénomène de succession de grande ampleur, qui se transforme en enjeu national. Pourtant, les modèles de succession, élaborés à partir de la littérature existante, ne sont pas nécessairement en adéquation avec la culture nationale et le système familial dominant au Maroc, un système communautaire endogame (Todd, 1999), dont le fonctionnement est très différent de celui qui prévaut dans les sociétés anglo-saxonnes ou européennes. Cette recherche cherche à combler ce vide. A partir de neuf études de cas, construites sur la base de récits de vie de successeurs, elle élabore un ensemble de propositions, destiné à tenir compte des caractéristiques de ce système familial sur les dynamiques de succession, qu’il s’agisse du processus lui-même, de la gouvernance, de la gestion des émotions ou de la transmission de la propriété psychologique. Elle montre que l’autorité patriarcale, l’égalité entre frères et sœurs, et l’endogamie sont des dimensions critiques de la réussite du processus de succession. Cette recherche cherche à combler ce vide. A partir de neuf études de cas, construites sur la base de récits de vie de successeurs, elle élabore un ensemble de propositions, destiné à tenir compte des caractéristiques de ce système familial sur les dynamiques de succession, qu’il s’agisse du processus lui-même, de la gouvernance, de la gestion des émotions ou de la transmission de la propriété psychologique. Elle montre que l’autorité patriarcale, l’égalité entre frères et sœurs, et l’endogamie sont des dimensions critiques de la réussite du processus de succession. / Family firms’ transmission from one generation to the next is the main challenge families are facing as they intend to ensure the sustainability of their heritage. For such organisations, it is however a strategic turning point. Most of the research dedicated to successions within the family, deal with Anglo-Saxon or European companies, and to a lesser extend to Asian ones. Moroccan SMEs, most of which are family firms, are going through a large-scale succession phenomenon. Over there, this is becoming a national challenge. Nevertheless, the existing succession models, derived from mainstream literature, do not fit with the national culture and the Moroccan family system. This family system is communitarian and endogamous (Todd, 1999), and its dynamics are very different from the ones visible in Europe or in Anglo-Saxon countries. This research aims at filling this gap. Built upon nine case studies analysing successors’ life stories, it manages to define a number of proposals allowing to deal with the specific impacts of this family system during the succession process. The different steps of the succession process, the governance issues, the management of emotions and the transfer of psychological ownership are taken into account. It concludes that patriarchal authority, equality among siblings and endogamy are critical determinants of the succession process’ success.

Doctor Legum - LLD / South African Muslims constitute a religious minority group that is subject to dual legal systems. In the public sphere they are bound by South African law whereas in the private sphere are duty bound in terms of their religion to follow Islamic law. Muslims are required, in terms of their religion, to ensure that their estates devolve in terms of the Islamic law of succession. A son inherits double the share of a daughter in terms of the Islamic law of intestate succession. This unequal distribution of shares has led to a premise that the Islamic law of intestate succession discriminates against females. The South African Constitution strongly promotes the right to equality and non-discrimination. There is therefore a serious need to investigate the fairness of the Islamic law of intestate succession within the context of South African law. This is in the interest of a religious minority group who have been in South Africa since 1654.

O tema da sucessão é relevante porque a sobrevivência das empresas depende de dispor de pessoas em todos os níveis organizacionais preparadas para assumir posições críticas abertas pelo crescimento do negócio ou saída de seus atuais ocupantes. Nota-se tendência de as organizações buscarem o desenvolvimento dos talentos internos como parte de seu sistema de gestão sucessória. Entretanto, essa estratégia requer que a organização disponha de mecanismos que permitam identificar quando/quanto os indivíduos estão prontos para assumir posições de maior complexidade. Falha nessa identificação implica na perda dos investimentos no desenvolvimento das pessoas e nas consequências indesejáveis inerentes ao fracasso de líderes. O presente estudo teve como objetivo aprofundar a compreensão sobre como as organizações brasileiras identificam, no contexto do processo sucessório, pessoas aptas a assumir atribuições e responsabilidades de maior complexidade. Para tanto, optou-se pelo método do estudo de caso único. Com base no referencial teórico, desenvolveram-se cinco proposições que serviram para orientar a busca e análise dos dados. A primeira afirmava que organizações com práticas diferenciadas de gestão de pessoas têm um sistema de gestão sucessória que inclui a avaliação sistemática do desempenho e do potencial das pessoas. A segunda propunha que as organizações diferenciam as posições conforme o nível de complexidade das atribuições e responsabilidades. Ambas foram confirmadas pelos resultados do caso. A terceira era que as organizações determinam os requisitos das posições conforme o nível de complexidade das atribuições e responsabilidades, o papel de gestão e liderança e a orientação estratégica do negócio. Esta proposição foi parcialmente confirmada. Verificou-se que apenas requisitos de natureza técnica são diferenciados por nível de complexidade e que a determinação dos requisitos considera o papel de gestão e a orientação estratégica da organização. A quarta afirmava que as organizações adotam os requisitos da posição atual como critério para avaliar desempenho na dimensão de desenvolvimento e da posição de maior complexidade, para avaliar potencial, o que não foi confirmado. A quinta e última afirmava que as organizações utilizam o resultado das avaliações de desempenho nas dimensões de objetivos e metas, comportamentos e desenvolvimento, assim como da avaliação de potencial para identificar aquelas aptas a assumir posições de liderança de maior complexidade. Esta proposição foi confirmada. Não foi identificado um processo linear ou objetivo para a identificação de pessoas aptas a assumir posições de liderança de maior complexidade. Observou-se um processo fluido, flexível e subjetivo que considera um conjunto de informações geradas pelos processos de gestão de pessoas e de negócios. As avaliações de desempenho e de potencial fornecem informações que permitem identificar indivíduos com potencial de crescimento e desempenho acima do esperado para a posição que ocupam. Observou-se que estas são pré-condições para assumir atribuições e responsabilidades de maior complexidade. Além dos processos de avaliação de pessoas presentes na proposição, a organização estudada revelou outros processos que também são considerados na identificação de pessoas aptas a assumir posições de liderança de maior complexidade, como gestão de competências, mentoração e assessment, além de alguns processos de gestão de negócios como reuniões gerenciais e operacionais. / The theme of succession is relevant because companies\' survival depends on disposing of people at all organizational levels ready to take on the critical positions generated by business growth or departure of the incumbent. There is a trend whereby organizations are seeking to develop internal talent as part of their succession management system. However, this strategy requires mechanisms that allow the organization to identify when/whether individuals are ready to take on more complex assignments and responsibilities. Failure to do so implies losses in the investments made in development as well as the undesirable consequences of leader failure. The present study aims at enhancing the understanding of how Brazilian companies identify, in the context of the succession process, people ready to take on more complex assignments and responsibilities. In order to achieve this goal, the case study method was chosen. Based on theory review, five propositions were developed. These propositions served to guide data collection and analysis. The first stated that organizations with differentiated human resources management practices have a succession management system that includes the systematic appraisal of employee performance and potential. The second proposed that organizations differentiate work positions according to the level of complexity of the assignments and responsibilities. Both propositions were confirmed by case results. The third stated that organizations determine position requirements according to the complexity of the assignments and responsibilities, the management and leadership role, and the business strategic orientation. This proposition was partially confirmed. It was verified that only technical requirements are differentiated according to the complexity of the assignments and responsibilities and that the determination of the requirements considered the management role and the business strategic orientation. The fourth stated that organizations adopt current position requirements as criteria for performance appraisal in the dimension of development and the requirements of the next, more complex position, for potential appraisal. This statement was not confirmed. The fifth stated that organizations utilize the results of the performance appraisals in the dimensions of objectives and goals, behaviors and development, as well as those of the potential appraisal, to identify people that are ready to take on more complex leadership positions. This proposition was confirmed. The identification process that this study revealed was neither linear nor objective, but rather, fluid, flexible and subjective, considering a set of data generated in the various business and people management processes. The performance and potential appraisal processes supply information that support the identification of individuals that show superior performance in the current position and potential to grow to more complex positions. It was observed that these are pre-requisite conditions to take on more complex assignments and responsibilities. In addition to the appraisal processes stated in the propositions, the case studied revealed other processes that are also important in the referred identification such as competency management, mentoring and assessment, as well as business management processes such as management and operational meetings.

No description available.

This research examined how two decidedly different groups of community college presidents from across the United States viewed the competencies, characteristics, and professional skills identified by the American Association of Community Colleges (AACC) (2005) as important for effective community college leadership. The two groups participating in the research were from small, single-campus colleges serving rural populations and from large, multiple-campus colleges serving urban populations. The participants were asked to identify those activities and experiences that they found helpful in developing the AACC leadership competencies. The results from this research suggest that community college presidents from both sizes of college campuses widely regarded the AACC competencies as important to effective leadership. The respondents also provided insight into the experiences that helped form the characteristics related to the development of the competencies. Practical implications for the development and hiring of leaders to perform senior leadership roles within the community college system are offered.

Submitted to the Faculty of Arts in partial fulfilment of the requirements for the Degree of Master of Arts in the Department of Anthropology and Development Studies at the University of Zululand, 2005. / This dissertation seeks to take up the challenge of contributing to such an understanding of chieftainship by looking at the chieftainship succession disputes in the Cele clan of Phungashe and AmaNgwane clan of Bergville in the Province of KwaZulu -Natal, South Africa. The incorporation of indigenous political structures within the wider South African state has a long history, starting from the movements of people from one area to the other, the formation of smaller chiefdoms and bigger chiefdoms and to the rise of the Zulu kingdom. The entire process of Zulu state formation has been through a series of succession disputes which exist among many clans even nowadays. Also, the role of successions runs from the arrangements of indirect rule at the latter part of the nineteen-century to the pivotal role played by traditional leaders in the homeland administration and after 1994, the recognition of the institution, status and role of traditional leadership in the country's first democratic constitution and the enactment of the Traditional Leadership and Governance Framework Act. No. 41 of 2003 which makes provision for the establishment of the Chieftainship Dispute Resolution Commission.