This study is environmental in nature, occurring within a series of nested frameworks, namely school role players, sustainable development and greening schools. From a South African context, the day-to-day operations of the school activities and programmes are not solely the principal’s responsibility. It is a shared responsibility among every person involved in an educational school context. The principal has the overall responsibility of leading and professionally managing the school through the school management team (SMT) and is accountable to the employer, which is the provincial Head of the Department of Education. The principal is also accountable to the community through the school governing body (SGB), which consists of elected representatives from the school community. This study was guided by these research questions: (1) What is the nature of the knowledge of the role players in the Tshwane North District schools about greening the school? (2) How do the contextual factors in the Tshwane North District schools shape the greening of the school? The SMT and SGB are key role players and gatekeepers at the school level. They were purposefully and conveniently sampled at three Tshwane North District (TND) primary schools in Gauteng Province of South Africa according to their locations (rural, township, urban). They participated in focus group interviews, observations and document analysis. The study, qualitative in nature, explored strengths, weaknesses, opportunities and threats in greening the school for sustainable development. The two role players might not be knowledgeable about green and sustainable development, however given the opportunity to explore their knowledge, provided insight about greening schools and how to possibly change to more sustainable practices. Data collected was subjected to thematic content analysis. The results revealed that schools’ funds are swiftly depleted on resources such as water, energy, transportation, paper, stationary, maintenance and equipment, to name but a few. The results also revealed limited green culture across institutions, due to little knowledge of greening and sustainability practices by school role players. This was attributed to a lack of policy framework by schools which was exacerbated by a lack of capacity building from expertise in greening schools for sustainable development. / Hierdie studie is omgewings van aard wat plaasvind binne 'n reeks nes raamwerke, naamlik skoolrolspelers, volhoubare ontwikkeling en vergroening van skole. Uit 'n Suid-Afrikaanse konteks is die dag-tot-dag-bedrywighede van die skoolaktiwiteite en -programme nie net die skoolhoof se verantwoordelikheid nie. Dit is 'n gedeelde verantwoordelikheid onder elke persoon wat in 'n opvoedkundige skoolverband betrokke is.Die skoolhoof het die oorhoofse verantwoordelikheid om die skool deur die skoolbestuurspan (SUT) te lei en professioneel te bestuur en is verantwoordbaar teenoor die werkgewer, wat die provinsiale hoof van die departement van onderwys is.Die skoolhoof is ook deur die skoolbeheerliggaam (SGB) aan die gemeenskap verantwoordbaar, wat uit verkose verteenwoordigers uit die skoolgemeenskap bestaan.Die SMT en SGB is sleutelrolspelers en hekwagters op skoolvlak.Hulle is volgens hul plekke (landelike, township, stedelike) doelgerigte en gerieflik by drie Tshwane-Noord-distrikskole (TND) in Gautengprovinsie van Suid-Afrika gemonster.Hulle het deelgeneem aan fokusgroeponderhoude, waarnemings en dokumentanalise.Die studie, kwalitatiewe van aard wat daarop gemik is om sterk punte, swakhede, geleenthede en bedreigings te ondersoek om die skool vir volhoubare ontwikkeling te verging Die twee rolspelers is dalk nie kundig oor groen en volhoubare ontwikkeling nie, maar gegewe die geleentheid om hul kennis te ondersoek, het hulle 'n insig gegee oor groen skole en moontlik verandering aan volhoubare gedrag.Data wat ingesamel is, is aan tematiese inhoudsanalise onderwerp. Die bevindinge het aan die lig gebring dat skole se fondse vinnig uitgeput is op hulpbronne soos water, energie, vervoer, papier, stilstaande, instandhouding en toerusting om maar net 'n paar te noem.Die bevindinge het ook min kennis van vergroenings- en volhoubaarheidspraktyke deur skoolrolspelers geopenbaar.Dit is toegeskryf deur 'n gebrek aan beleidsraamwerke deur skole wat vererger is deur 'n gebrek aan kapasiteitsbou van kundigheid in die vergroening van skole vir volhoubare ontwikkeling. / Thutong ena ke ea tikoloho e hlahang ka hara letoto la meralo, e leng, ba nkang karolo ea sekolo, ntshwetsopele ea nako e telele le likolo tse tala.Ho tsoa maemong a Afrika Boroa, tshebetso ea letsatsi le letsatsi ea mesebetsi ea sekolo le mananeo ha se feela boikarabello ba mosuoe-hlooho.Ke boikarabello bo arolelanoeng hara motho e mong le e mong ea amehang molemong oa sekolo sa thuto.Hlooho ea sekolo e na le boikarabello ka kakaretso ba ho etella pele le ho tsamaisa sekolo ka sehlopha sa botsamaisi ba sekolo (SMT) mme o ikarabella ho mohiri, e leng Hlooho ea profinse ea Lefapha la Thuto.Hlooho ea sekolo e boetse e ikarabella ho sechaba ka sehlopha se busang sa sekolo (SGB), se nang le baemeli ba khethiloeng ba tsoang sechabeng sa sekolo.SMT le SGB ke karolo ea bohlokoa le balebeli ba liheke boemong ba sekolo.Li ile tsa etsoa sampole ka morero le ka mokhoa o bonolo likolong tse tharo tsa mathomo tsa Tshwane North (TND) tse Profinseng ea Gauteng ea Afrika Boroa ho latela libaka tsa bona (mahaeng, metse-literopong, le toropong).Maloko a SMT le SGB ba nkile karolo lipuisanong tsa sehlopha se tsepamisitseng maikutlo, maikutlo le tlhahlobo ea litokomane.Boithuto bona, bo nang le boleng ba tlhaho bo ikemiselitse ho lekola matla, bofokoli, menyetla le litšokelo ho silafatsa sekolo bakeng sa ntshetsopele e tsitsitseng. Baetsi ba karolo ba babeli ba kanna ba se be le tsebo mabapi le ntshetsopele ea botala le bo tsitsitseng, empa ba fuoe monyetla oa ho lekola tsebo ea bona, ba fane ka leseli mabapi le likolo tse talafatsang mme mohlomong li fetohela mekhoeng e tsitsitseng.Boitsebiso bo bokelletsoeng bo ile ba hlahlojoa ka litaba tsa bona, mme liphuputso li senotse hore lichelete tsa likolo li felloa kapele ho lisebelisoa tse kang metsi, motlakase, lipalangoang, pampiri, tse emeng, tlhokomelo le lisebelisoa ho bolela tse maloa feela.Liphuputso li boetse li senotse tsebo e nyane ea tshebetso ea tikoloho le botsitso ke bankakarolo ba sekolo.Sena se bakiloe ke ho haelloa ke moralo oa leano ke likolo tse ileng tsa mpefatsoa ke khaello ea matlafatso ho tsoa boitseaning ba likolo tsa botala bakeng sa ntshetsopele e tsitsitseng / Environmental Sciences / D.Litt. Phil (Environmental education)

Abstract in English, Afrikaans and Tswana / The study responds to calls for research within wider contexts. In particular, it is positioned within the South African non-profitable sector – non-profitable organisations (NPO) – in social care. The non-profitable sector is also called the Third Sector, and this research adopted the strategy-as-practice perspective to explore the strategy in this sector. The study investigates how managers and leaders of these NPOs strategise to sustain their organisations and services in a changing and demanding environment. The survival of NPOs is affected by a range of constraints linked to personnel, finances, resources, volunteering, and continuous increase in demand for social care. These constraints require managers and leaders of non-profitable organisations to devise strategies and practices to ensure success and sustainability. The findings of this study confirm the need for resilience to survive over the long term. The findings indicate that NPOs need to adapt to the external and internal environments constantly. Leadership drives resilience through governance and maintains services that are fit-for-purpose for the ever-changing needs of the society they serve. Adapting practices should react to changes through training and retraining, meticulous reporting to partners and other financiers, and complying with their governing entities by applicable legal statures and strict financial control. Adapting is amongst the most important practices identified through this study. A leadership style that enables sustainability was specifically highlighted. Through semi-structured interviews, the researcher uncovered strategic practices of longstanding NPOs to identify the strategies that contribute to long-term survival. Leaders in different management positions shared detailed descriptions of their practices, which served as the data for this research. The data provided the opportunity to research the strategy from a practical perspective, and were confirmed by secondary documents. Using the strategy as practice paradigm, the researcher identified strategic practices within drivers of value and found them to be contributing toward sustainability. The strategic practices were then organised in themes and assertions toward the theory of sustainability regarding these service organisations. The practices influence the stages of the organisational life cycle in a collective system of practices, leading to identifying a phase within the life cycle that contributes to resilience and renewal to aid survival and sustainability. Implementation strategies in the organisations provide good governance inclusive of reporting adequately. They also provide good leadership to ensure stable personnel committed to working together as a team and establish a culture of fit-for-purpose in service delivery. Most important is adapting towards resilience in the short term and developing resources to provide financial stability. / Hierdie studie is in reaksie op die oproep om navorsing in breë kontekste onderneem. Dit is in die Suid-Afrikaanse sektor sonder winsoogmerk – organisasies sonder winsoogmerk (OSW’s) – in maatskaplike sorg onderneem. Die sektor sonder winsoogmerk word ook die Derde Sektor genoem. In hierdie navorsing word die strategie-as-praktykperspektief gevolg om strategieë in die sektor te verken. Die strategieë wat bestuurders en leiers van OSW’s formuleer om in ʼn veranderende en veeleisende omgewing hulle organisasies volhoubaar te bedryf en dienste te lewer, word ondersoek. OSW’s het met allerlei beperkings te kampe waaronder ʼn gebrek aan personeel, finansies, hulpbronne en vrywilligers benewens die immergroeiende vraag na maatskaplike sorg. Weens hierdie beperkings moet bestuurders van organisasies sonder winsoogmerk strategieë bedink en bepaalde praktyke toepas sodat hulle organisasies suksesvol en volhoubaar bedryf word. Die bevindings van hierdie studie bevestig die noodsaak van veerkrag om op die duur te oorlewe. Die bevindings laat blyk dat OSW’s hulle voortdurend by die eksterne en interne omgewing moet aanpas. Bestuurders openbaar veerkrag in die wyse waarop hulle hul organisasies bestuur en doelgemaakte dienste volgens die immerveranderende behoeftes van die samelewing lewer. Praktyke moet deur opleiding en heropleiding volgens veranderings aangepas word. Voorts moet noukeurig verslag gedoen word aan vennote en finansiers, en bestuurders moet aan die wet voldoen en streng finansiële bestuur toepas. Aanpasbaarheid is een van die belangrikste praktyke wat in hierdie studie aangetoon word, en nadruk word gelê op ʼn leierskapstyl wat volhoubaarheid vooropstel. Die navorser het halfgestruktureerde onderhoude oor die strategiese praktyke waaraan organisasies hul oorlewing te danke het, met gevestigde OSW’s gevoer. Leiers in verskillende bestuursposte het hulle praktyke uitvoerig beskrywe. Hulle beskrywings was die data vir hierdie studie. Die geldigheid van die data word in verskeie sekondêre dokumente gestaaf. Die bestuurspraktyke is uit ʼn praktiese oogpunt ondersoek. Volgens ʼn praktykparadigma is strategiese praktyke in waardedrywers aangetoon wat op grond van die bevindings tot volhoubaarheid bydra. Daarna is die strategiese praktyke volgens tema en stellings oor die volhoubaarheidsteorie rakende hierdie diensorganisasies gerangskik. Die praktyke beïnvloed die stadia van ʼn organisasie se lewensiklus in ʼn kollektiewe praktykstelsel. Gevolglik kan ʼn stadium in die lewensiklus geïdentifiseer word wat tot veerkrag en vernuwing bydra met die oog op oorlewing en volhoubaarheid. Die strategieë van die organisasies in hierdie studie kom neer op goeie bestuur en behoorlike verslagdoening. Bestuurders openbaar goeie leierskap, die bestendige personeel werk as ʼn span saam, en ʼn kultuur van doelgemaakte dienslewering heers in hierdie organisasies. Afgesien van aanpassing met die oog op veerkrag in die kort termyn, is die aanpassing en ontwikkeling van hulpbronne vir finansiële stabiliteit van die allergrootste belang. / Thutopatlisiso e tsibogela boikuelo jwa gore go nne le dipatlisiso tsa bokao jo bo anameng. Tota tota, thutopatlisiso e theilwe mo lephateng le le sa direng lotseno la Aforikaborwa – ditheo tse di sa direng lotseno (NPO) – mo tlhokomelong ya loago. Lephata le le sa direng lotseno le bidiwa gape Lephata la Boraro, mme patlisiso eno e tsere molemo wa togamaano-jaaka-tiragatso go tlhotlhomisa togamaano mo lephateng leno. Thutopatlisiso e batlisisa ka moo batsamaisi le baeteledipele ba diNPO tseno ba logang maano ka gona go tsweletsa ditheo le ditirelo tsa bona mo tikologong e e fetogang le e e lopang go le gontsi. Go tswelela go nna teng ga diNPO go amiwa ke ditlhaelo di le mmalwa tse di amanang le badiri, ditšhelete, ditlamelo, boithaopo, le go koketsego e e tswelelang pele ya topo ya tlhokomelo ya loago. Ditlhaelo tseno di tlhoka gore batsamaisi le baeteledipele ba ditheo tse di sa direng lotseng ba dire ditogamaano le ditiragatso go netefatsa katlego le go nnela ruri. Diphitlhelelo tsa thutopatlisiso di tlhomamisa botlhokwa jwa kgotlhelelo go tswelela go nna teng mo pakeng e e telele. Diphitlhelelo di supa gore diNPO di tlhoka go nna di itlwaetsa seemo sa kwa ntle le sa ka fa gare. Boeteledipele bo bona kgotlhelelo ka taolo le go tsweletsa ditirelo tse di maleba tsa ditlhokego tse di nnang di fetoga tsa setšhaba se bo se direlang. Ditiragatso di tshwanetse go tsibogela diphetogo ka katiso le katisosešwa, dipegelo tse di matsetseleko go balekane le batlamedi ba bangwe ba ditšhelete, le go obamela ditheo tsa taolo ka melao e e maleba le taolo e e tsepameng ya ditšhelete. Go itlwaetsa seemo go magareng ga ditiragatso tsa botlhokwatlhokwa tse di supilweng mo thutopatlisisong eno. Go sedimositswe thata boeteledipele jo bo kgontshang go nnela leruri. Ka dipotsolotso tse di batlileng di rulagane, mmatlisisi o upolotse ditiragatso tsa togamaano tsa diNPO tse di sa bolong go nna gona go supa ditogamaano tse di tshwaelang mo go tsweleleng go nna teng mo pakeng e e telele. Baeteledipele ba ba mo maemong a a farologaneng a boeteledipele ba neetse ditlhaloso ka botlalo malebana le ditiragatso tsa bona, tseo di dirileng jaaka data ya patlisiso eno. Data e tlametse ka tšhono ya go batlisisa togamaano ka mogopolo wa tiragatso mme e tlhomamisitswe ke dikwalo tse dingwe. Ka tiriso ya togamaano ya molebo wa tiragatso, go supilwe di tiragatso tsa togamaano mo ditsamaising tsa boleng mme go fitlhetswe di tshwaela mo go nneleng leruri. Morago go ne ga rulaganngwa ditiragatso tsa togamaano ka meono le dipolelo go ya kwa tioring ya go tswelela go nna teng malebana le ditheo tseno tsa tirelo. Ditiragatso di tlhotlheletsa magato a sediko sa botshelo jwa setheo mo thulaganyong e e kokoantsweng ya ditiragatso, mme di lebisa kwa goreng go supiwe mo sedikong sa botshelo, legato le le tshwaelang mo kgotlhelelong le ntshwafatsong go thusa go tswelela go nna teng leruri. Go diragadiwa ga ditogamaano tse di fitlhetsweng mo ditheong tsa thutopatlisiso eno di tlamela ka bolaodi jo bo siameng jo bo akaretsang go dira dipegelo ka tolamo. Gape go tlamela ka boeteledipele jo bo siameng go netefatsa gore go nna le badiri ba ba tsepameng e bile ba itlamile go dira mmogo jaaka setlhopha go tlhama setso se se siametseng tlamelo ya ditirelo. Sa botlhokwatlhokwa ke go itlwaetsa kgotlhelelo mo pakeng e e khutshwane le go itlwaetsa le go dira gore go nne le ditlamelo tsa tsepamo ya ditšhelete. / Business Management / Ph. D. (Management Studies)