An investigation of lower primary teachers' content knowledge of mathematics in Ohangwena region in Namibia
- Authors: Haufiku, Amon
- Date: 2009
- Subjects: SACMEQ Namibia. Presidential Commission on Education, Culture and Training Mathematics -- Study and teaching (Elementary) -- Namibia Education -- Namibia
- Language: English
- Type: Thesis , Masters , MEd
- Identifier: vital:1637 , http://hdl.handle.net/10962/d1003519
- Description: The poor performance in mathematics of learners in schools in Namibia, especially in the grades where learners sit for the national examinations, has been a concern of everybody. Since independence, the Ministry of Education in collaboration with several donor agencies has been aware of the poor performance in mathematics in the country. Several international and local studies have been made in an effort to identify the problems that are hindering learners’ performance in mathematics in Namibia. The findings of some studies that were conducted in the country such as the Southern Africa Consortium Monitoring Education Quality (2004), the Presidential Commission on Education, Culture and Training (1999), and the Mathematics and Science Teachers Extension Program (2002) revealed that the inadequate proficiency of primary teachers in mathematics content could be responsible for learners’ poor performance in mathematics. This study, therefore, is aimed at investigating the mathematical proficiency of lower primary (LP) teachers in Namibia. The study used three instruments to collect data namely, a profile questionnaire – to collect teachers’ demographic data, a proficiency test – to test their proficiency level of mathematics using the content of Grade 4 and 5 learners’ mathematics syllabi and a semi-structured interview schedule – to get views about their own mathematics content knowledge, attitudes towards mathematics as well as problems that hinder effective teaching and learning of mathematics at LP phase. The study was conducted with 30 lower primary teachers from five primary and combined schools in the Ohangwena circuit of the Ohangwena region. The study found out that: (1) the mathematical proficiency of LP teachers is below the Grade 7 Mathematics content. Most teachers are not able to solve the content of mathematics at upper primary (UP) phase. (2) LP education is receiving very little support from the Ministry compared to other phases. (3) There are no workshops or training courses organised for LP teachers. They do not receive enough textbooks and materials, their classrooms are overcrowded and teachers cannot pay attention to individual learners. (4) There is a dire need for LP Head of Departments (HODs) who are specialised at LP; most HODs for LP at schools are not specialised in this area. When it comes to views about future content of mathematics that should be given to LP teachers in Namibia, respondents recommended that future LP teachers should have knowledge of mathematics up to at least Grade 10 but preferably up to Grade 12. They do not want to be restricted to LP mathematics, but would like to have a broader knowledge of mathematics content. This would make them more confident in solving their children’s problems in mathematics. Overall, participants recognised the value of mathematics and the role that it plays in society.
- Full Text:
- Date Issued: 2009
- Authors: Haufiku, Amon
- Date: 2009
- Subjects: SACMEQ Namibia. Presidential Commission on Education, Culture and Training Mathematics -- Study and teaching (Elementary) -- Namibia Education -- Namibia
- Language: English
- Type: Thesis , Masters , MEd
- Identifier: vital:1637 , http://hdl.handle.net/10962/d1003519
- Description: The poor performance in mathematics of learners in schools in Namibia, especially in the grades where learners sit for the national examinations, has been a concern of everybody. Since independence, the Ministry of Education in collaboration with several donor agencies has been aware of the poor performance in mathematics in the country. Several international and local studies have been made in an effort to identify the problems that are hindering learners’ performance in mathematics in Namibia. The findings of some studies that were conducted in the country such as the Southern Africa Consortium Monitoring Education Quality (2004), the Presidential Commission on Education, Culture and Training (1999), and the Mathematics and Science Teachers Extension Program (2002) revealed that the inadequate proficiency of primary teachers in mathematics content could be responsible for learners’ poor performance in mathematics. This study, therefore, is aimed at investigating the mathematical proficiency of lower primary (LP) teachers in Namibia. The study used three instruments to collect data namely, a profile questionnaire – to collect teachers’ demographic data, a proficiency test – to test their proficiency level of mathematics using the content of Grade 4 and 5 learners’ mathematics syllabi and a semi-structured interview schedule – to get views about their own mathematics content knowledge, attitudes towards mathematics as well as problems that hinder effective teaching and learning of mathematics at LP phase. The study was conducted with 30 lower primary teachers from five primary and combined schools in the Ohangwena circuit of the Ohangwena region. The study found out that: (1) the mathematical proficiency of LP teachers is below the Grade 7 Mathematics content. Most teachers are not able to solve the content of mathematics at upper primary (UP) phase. (2) LP education is receiving very little support from the Ministry compared to other phases. (3) There are no workshops or training courses organised for LP teachers. They do not receive enough textbooks and materials, their classrooms are overcrowded and teachers cannot pay attention to individual learners. (4) There is a dire need for LP Head of Departments (HODs) who are specialised at LP; most HODs for LP at schools are not specialised in this area. When it comes to views about future content of mathematics that should be given to LP teachers in Namibia, respondents recommended that future LP teachers should have knowledge of mathematics up to at least Grade 10 but preferably up to Grade 12. They do not want to be restricted to LP mathematics, but would like to have a broader knowledge of mathematics content. This would make them more confident in solving their children’s problems in mathematics. Overall, participants recognised the value of mathematics and the role that it plays in society.
- Full Text:
- Date Issued: 2009
Investigating customer service excellence at Lakeside Spar
- Authors: Meyer, Warren Carlo
- Date: 2009
- Subjects: Consumer satisfaction , Customer services , Customer relations management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8700 , http://hdl.handle.net/10948/1016 , Consumer satisfaction , Customer services , Customer relations management
- Description: Service delivery is critical to the customer’s perception of value and is core to the success of an organisation. Excellent customer service incorporates the critical aspects of: expedient service delivery; open and honest communication; individual, personalised service; engendering customer loyalty; problem-solving; under-promising and over-delivering; meeting and exceeding expectations; efficient use of infrastructure, systems and procedures to facilitate efficient operations and, in particular, effective use of knowledge management with a focus on customer lifecycle care (Kingstone, 2004, 2005; Zarbock, 2006). Best-practice organisations now use Customer Relationship Management (CRM) programmes that are customer-centric based in order to ensure excellent customer service delivery. Recently, organisations such as Tesco and Nordstrom have adopted customer-centric CRM successfully, providing concrete proof that this CRM model is sustainable and that it produces the highly lucrative win-win benefits which organisations seek (Beasty, 2005; Hallberg, 2001:19; Gratehouse, 2002; Rowe, 2002). 5 Glossary • Continuous improvement: an approach to improving performance which assumes more and smaller incremental improvement steps (Pycraft, Singh, Phihlela, Slack, Chambers, Harland, Harrison, & Johnston, 2002); • Connectivity: the ability to communicate with another system or piece of hardware or software, or with an internet site (Encarta World English Dictionary); • Customer-centric: the use of every touch-point to stimulate interest, close business, satisfy a need or demonstrate commitment to the customer relationship (Gianforte, 2005); • Customer expectations: the customer's perception of the quality of service (LeBoeuf, 1991) and value (Thompson, 2004); • Customer Experience Management: managing customer interactions to build brand equity and long-term profitability (Thompson, 2006a); • Customer lifecycle care: to ensure that every touch-point fulfils its value-potential, regardless of whether the interaction happens in marketing, sales or customer service (Gianforte, 2005); • Customer loyalty: customer’s attitudes and behaviour relating to their perception of value at every touch-point where they feel welcome, important and valued (Thompson, 2004); • Customer Relationship.
- Full Text:
- Date Issued: 2009
- Authors: Meyer, Warren Carlo
- Date: 2009
- Subjects: Consumer satisfaction , Customer services , Customer relations management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8700 , http://hdl.handle.net/10948/1016 , Consumer satisfaction , Customer services , Customer relations management
- Description: Service delivery is critical to the customer’s perception of value and is core to the success of an organisation. Excellent customer service incorporates the critical aspects of: expedient service delivery; open and honest communication; individual, personalised service; engendering customer loyalty; problem-solving; under-promising and over-delivering; meeting and exceeding expectations; efficient use of infrastructure, systems and procedures to facilitate efficient operations and, in particular, effective use of knowledge management with a focus on customer lifecycle care (Kingstone, 2004, 2005; Zarbock, 2006). Best-practice organisations now use Customer Relationship Management (CRM) programmes that are customer-centric based in order to ensure excellent customer service delivery. Recently, organisations such as Tesco and Nordstrom have adopted customer-centric CRM successfully, providing concrete proof that this CRM model is sustainable and that it produces the highly lucrative win-win benefits which organisations seek (Beasty, 2005; Hallberg, 2001:19; Gratehouse, 2002; Rowe, 2002). 5 Glossary • Continuous improvement: an approach to improving performance which assumes more and smaller incremental improvement steps (Pycraft, Singh, Phihlela, Slack, Chambers, Harland, Harrison, & Johnston, 2002); • Connectivity: the ability to communicate with another system or piece of hardware or software, or with an internet site (Encarta World English Dictionary); • Customer-centric: the use of every touch-point to stimulate interest, close business, satisfy a need or demonstrate commitment to the customer relationship (Gianforte, 2005); • Customer expectations: the customer's perception of the quality of service (LeBoeuf, 1991) and value (Thompson, 2004); • Customer Experience Management: managing customer interactions to build brand equity and long-term profitability (Thompson, 2006a); • Customer lifecycle care: to ensure that every touch-point fulfils its value-potential, regardless of whether the interaction happens in marketing, sales or customer service (Gianforte, 2005); • Customer loyalty: customer’s attitudes and behaviour relating to their perception of value at every touch-point where they feel welcome, important and valued (Thompson, 2004); • Customer Relationship.
- Full Text:
- Date Issued: 2009
The relationship between innovation and leadership in First National Bank of South Africa
- Authors: Ward, Philip Henry
- Date: 2009
- Subjects: First National Bank of Southern Africa Banks and banking -- South Africa Bank management -- South Africa Leadership -- South Africa Organizational change -- South Africa Organizational effectiveness -- South Africa Chief executive officers -- South Africa Technological innovations -- Economic aspects -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:795 , http://hdl.handle.net/10962/d1004306
- Description: This research investigates the relationship between innovation and leadership in First National Bank in South Africa. In an information age paradigm, innovation is a key driver of organisational success. Innovation allows an information age company to create a sustainable competitive advantage over its competitors. First National Bank (FNB) has recognised the need for innovation and measures the amount of innovation generated in each business unit on an annual basis. Leadership is a key factor influencing innovation in large, multi-segment organisations, particularly transformational leadership. Large multi-segment organisations often have multi-functional teams and transformational leadership of these teams more effectively promotes innovation. Large multi-segment organisations also often have complex decision making processes. Transformational leadership ensures optimal innovative decisions rather than adequate decisions are reached. FNB is a multi-segment organisation comprising ten business units each headed by a Chief Executive Officer (CEO). The relationship between the level of innovation being generated annually by each business unit and the leadership style of the business unit CEO formed the focus of this research. The Multifactor Leadership Questionnaire was used to gather information on the leadership style of each CEO's. Data on the level of innovation within each of these business units was supplied by First National Bank. Data was statistically analysed against the innovation generated by each business unit using correlation analysis. Most of the results testing the relationship between transformational and transactional leadership and innovation were found not to be significant. This contradicts the theory which suggests a positive relationship between transformational leadership and innovation.
- Full Text:
- Date Issued: 2009
- Authors: Ward, Philip Henry
- Date: 2009
- Subjects: First National Bank of Southern Africa Banks and banking -- South Africa Bank management -- South Africa Leadership -- South Africa Organizational change -- South Africa Organizational effectiveness -- South Africa Chief executive officers -- South Africa Technological innovations -- Economic aspects -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:795 , http://hdl.handle.net/10962/d1004306
- Description: This research investigates the relationship between innovation and leadership in First National Bank in South Africa. In an information age paradigm, innovation is a key driver of organisational success. Innovation allows an information age company to create a sustainable competitive advantage over its competitors. First National Bank (FNB) has recognised the need for innovation and measures the amount of innovation generated in each business unit on an annual basis. Leadership is a key factor influencing innovation in large, multi-segment organisations, particularly transformational leadership. Large multi-segment organisations often have multi-functional teams and transformational leadership of these teams more effectively promotes innovation. Large multi-segment organisations also often have complex decision making processes. Transformational leadership ensures optimal innovative decisions rather than adequate decisions are reached. FNB is a multi-segment organisation comprising ten business units each headed by a Chief Executive Officer (CEO). The relationship between the level of innovation being generated annually by each business unit and the leadership style of the business unit CEO formed the focus of this research. The Multifactor Leadership Questionnaire was used to gather information on the leadership style of each CEO's. Data on the level of innovation within each of these business units was supplied by First National Bank. Data was statistically analysed against the innovation generated by each business unit using correlation analysis. Most of the results testing the relationship between transformational and transactional leadership and innovation were found not to be significant. This contradicts the theory which suggests a positive relationship between transformational leadership and innovation.
- Full Text:
- Date Issued: 2009
- «
- ‹
- 1
- ›
- »