Institutional economics and the environment
- Authors: Fraser, Gavin C G
- Date: 2012
- Language: English
- Type: Text
- Identifier: vital:573 , http://hdl.handle.net/10962/d1006130
- Description: [From text] What is Institutional Economics? Before delving into the concept of institutional economics, it will be useful to explain what is meant by institutions because institutions in economics have a particular meaning. The most commonly agreed upon definition for institutions is a set of formal and informal rules of conduct that facilitate coordination or govern relationships between individuals or groups. The formal rules include laws, contracts, political systems, organisations, and markets, while the informal rules of conduct consist of norms, traditions, customs, value systems, religions and sociological trends. Institutions provide for more certainty in human interaction (North, 1990) and have an influence on outcomes such as economic performance, efficiency, economic growth and development. They can either benefit or hinder these economic measures. Williamson (2000) noted that new institutional economics operates at both the macro and micro levels. The macro level deals with the institutional environment, or the rules of the game, which affect the behaviour and performance of economic actors and in which organisational forms and transactions are embedded. Williamson (1993) described it as the set of fundamental political, social and legal ground rules that establish the basis for production, exchange and distribution. The micro level analysis known as the institutional arrangement, on the other hand, deals with the institutions of governance. These refer to the modes of managing transaction costs and include issues of social capital, property rights and collective action. Here the focus is on the individual transaction and the questions regarding organisational forms (private property versus common pool resources) are analysed. An institutional arrangement is an arrangement between economic units that govern the ways in which its members can co-operate or compete.
- Full Text:
- Date Issued: 2012
- Authors: Fraser, Gavin C G
- Date: 2012
- Language: English
- Type: Text
- Identifier: vital:573 , http://hdl.handle.net/10962/d1006130
- Description: [From text] What is Institutional Economics? Before delving into the concept of institutional economics, it will be useful to explain what is meant by institutions because institutions in economics have a particular meaning. The most commonly agreed upon definition for institutions is a set of formal and informal rules of conduct that facilitate coordination or govern relationships between individuals or groups. The formal rules include laws, contracts, political systems, organisations, and markets, while the informal rules of conduct consist of norms, traditions, customs, value systems, religions and sociological trends. Institutions provide for more certainty in human interaction (North, 1990) and have an influence on outcomes such as economic performance, efficiency, economic growth and development. They can either benefit or hinder these economic measures. Williamson (2000) noted that new institutional economics operates at both the macro and micro levels. The macro level deals with the institutional environment, or the rules of the game, which affect the behaviour and performance of economic actors and in which organisational forms and transactions are embedded. Williamson (1993) described it as the set of fundamental political, social and legal ground rules that establish the basis for production, exchange and distribution. The micro level analysis known as the institutional arrangement, on the other hand, deals with the institutions of governance. These refer to the modes of managing transaction costs and include issues of social capital, property rights and collective action. Here the focus is on the individual transaction and the questions regarding organisational forms (private property versus common pool resources) are analysed. An institutional arrangement is an arrangement between economic units that govern the ways in which its members can co-operate or compete.
- Full Text:
- Date Issued: 2012
Of ants and cicadas: thinking and doing
- Authors: Villet, Martin H
- Date: 2012
- Language: English
- Type: Text
- Identifier: vital:588 , http://hdl.handle.net/10962/d1018948
- Full Text:
- Date Issued: 2012
- Authors: Villet, Martin H
- Date: 2012
- Language: English
- Type: Text
- Identifier: vital:588 , http://hdl.handle.net/10962/d1018948
- Full Text:
- Date Issued: 2012
Rewrite, revise, refine, reflect, rethink: the long and short of teaching journalism at Rhodes
- Authors: Garman, Anthea
- Date: 2012
- Language: English
- Type: Text
- Identifier: vital:585 , http://hdl.handle.net/10962/d1018945 , https://orcid.org/0000-0002-8715-8542
- Description: Vice-Chancellor’s 2011 Senior Distinguished Teaching Award lecture, 10 October 2012
- Full Text:
- Date Issued: 2012
- Authors: Garman, Anthea
- Date: 2012
- Language: English
- Type: Text
- Identifier: vital:585 , http://hdl.handle.net/10962/d1018945 , https://orcid.org/0000-0002-8715-8542
- Description: Vice-Chancellor’s 2011 Senior Distinguished Teaching Award lecture, 10 October 2012
- Full Text:
- Date Issued: 2012
Rhodes University Library Annual Report 2011 : acting Library Director’s Review
- Authors: Berger, Jeanne
- Date: 2012
- Language: English
- Type: Text
- Identifier: vital:7944 , http://hdl.handle.net/10962/d1011891
- Description: [From the Introduction] 2011 saw the consolidation of a number of changes to Library services implemented in 2010 as a result of the 2009 Review of the Library Services Division. These include: 1) Collection development operating as a collaborative effort between Library staff and the academic community. The Collection Development Policy also underwent a major revision and was approved by Senate in October as the “Collection Development and Management Policy and Guidelines”. 2) The Faculty Liaison Service – the librarians in these teams are now proactively liaising with academics, for example, playing a crucial role in collection development for the departments, ensuring that they spend their information resources grants, creating awareness of appropriate online information resources and offering information literacy workshops.
- Full Text:
- Date Issued: 2012
- Authors: Berger, Jeanne
- Date: 2012
- Language: English
- Type: Text
- Identifier: vital:7944 , http://hdl.handle.net/10962/d1011891
- Description: [From the Introduction] 2011 saw the consolidation of a number of changes to Library services implemented in 2010 as a result of the 2009 Review of the Library Services Division. These include: 1) Collection development operating as a collaborative effort between Library staff and the academic community. The Collection Development Policy also underwent a major revision and was approved by Senate in October as the “Collection Development and Management Policy and Guidelines”. 2) The Faculty Liaison Service – the librarians in these teams are now proactively liaising with academics, for example, playing a crucial role in collection development for the departments, ensuring that they spend their information resources grants, creating awareness of appropriate online information resources and offering information literacy workshops.
- Full Text:
- Date Issued: 2012
Rhodes University Research Report 2012
- Rhodes University, Roberts, Jaine, Connan, Verna, Mantolo, Thumeka, Macgregor, Jill, Jacob, Patricia
- Authors: Rhodes University , Roberts, Jaine , Connan, Verna , Mantolo, Thumeka , Macgregor, Jill , Jacob, Patricia
- Date: 2012
- Language: English
- Type: Text
- Identifier: vital:567 , http://hdl.handle.net/10962/d1011985
- Description: [From Introduction] Rhodes University continued to grow in overall accredited research outputs in 2012, and in other forms of scholarship which enhance the intellectual space of the university. During the graduation ceremonies that followed the 2012 academic year, 2 288 students earned new qualifications. A record 948 students or 41 percent graduated with postgraduate degrees. We also celebrated a new University record of 63 PhD graduates, a wonderful achievement for the smallest university in the country. Our Science Faculty was a particularly noteworthy contributor to the postgraduate numbers, with 35 PhD graduates, 83 Master’s graduates and 132 honours graduates. The University’s Enrolment Plan outlines our intention of becoming a more postgraduate university, and our overall strategy is to enhance our contribution to knowledge production through research and scholarship. Rhodes is well-positioned for such a trajectory, and we look to strengthening our capacity to serve society in this way by striving to provide our academics with effective research support. In the latest Department of Higher Education and Training (DHET) Ministerial Report on National Research Outputs, Rhodes University is listed as having the third most favourable research output rate per capita (the accepted norm for measuring efficiency of investment in the research domain) in the South African university system, and the second highest percentage of academic staff with PhDs (56 percent). Other studies show that Rhodes has the top PhD graduation rate of South African Universities, and very good postgraduate throughput rates overall. We continue to give special attention to identifying potential new postgraduate and research niche areas and programmes, and to developing the appropriate institutional arrangements to effectively support larger numbers of Honours, Masters and Doctoral students, and further enhance their academic and social experiences. The audited result of our DHET submission of accredited research outputs for 2012 has not yet been received at the time of writing, so exact success rates in book and conference submissions are not yet known. These are the smaller components of our overall accredited outputs (in the previous year, books and accredited conference proceedings each contributed 7 percent of our total accredited publishing output, while journals contributed 86 percent). In 2012, Rhodes submitted 46.82 book and book chapter units for consideration (up by 33 percent on the 2011 submission), and 32.04 accredited conference proceeding weighted units (down by 8.6 percent on the 2011 submission, which in turn had been up 46.8 percent on the previous year’s submission).Year-on-year variance on the relatively small submission base in these categories is to be expected. The big component of Rhodes’ publication output, our journal publications, grew by 13.2 percent on the 2011 level to 350.47 units (the previous year has seen a 6 percent increase in this category), maintaining Rhodes’ position amongst the most research productive institutions in the South African Higher Education system. Coupled with Rhodes’ high volume of accredited journal outputs in relation to its size, a very pleasing quality measure is that 90 percent of Journal outputs (the highest proportion in the sector) appear in internationally accredited journal indices. Accredited outputs from thesis-based PhD and Masters graduates rose by 4.9 percent in 2012 to a new high for Rhodes (2011’s figure had grown by 15.4 percent over 2010, which in turn had grown by 35.8 percent over 2009). I add my warm thanks and congratulations to all of our researchers, funders, collaborators and partners who contributed to the excellent accredited research results of 2012, as well as generated the many forms of scholarship that are not counted in the accreditation exercise, but which contribute much to the rich intellectual space that is Rhodes. I also thank all of the administrators who play a crucial role in preparing the university’s meticulous audited submissions.
- Full Text:
- Date Issued: 2012
- Authors: Rhodes University , Roberts, Jaine , Connan, Verna , Mantolo, Thumeka , Macgregor, Jill , Jacob, Patricia
- Date: 2012
- Language: English
- Type: Text
- Identifier: vital:567 , http://hdl.handle.net/10962/d1011985
- Description: [From Introduction] Rhodes University continued to grow in overall accredited research outputs in 2012, and in other forms of scholarship which enhance the intellectual space of the university. During the graduation ceremonies that followed the 2012 academic year, 2 288 students earned new qualifications. A record 948 students or 41 percent graduated with postgraduate degrees. We also celebrated a new University record of 63 PhD graduates, a wonderful achievement for the smallest university in the country. Our Science Faculty was a particularly noteworthy contributor to the postgraduate numbers, with 35 PhD graduates, 83 Master’s graduates and 132 honours graduates. The University’s Enrolment Plan outlines our intention of becoming a more postgraduate university, and our overall strategy is to enhance our contribution to knowledge production through research and scholarship. Rhodes is well-positioned for such a trajectory, and we look to strengthening our capacity to serve society in this way by striving to provide our academics with effective research support. In the latest Department of Higher Education and Training (DHET) Ministerial Report on National Research Outputs, Rhodes University is listed as having the third most favourable research output rate per capita (the accepted norm for measuring efficiency of investment in the research domain) in the South African university system, and the second highest percentage of academic staff with PhDs (56 percent). Other studies show that Rhodes has the top PhD graduation rate of South African Universities, and very good postgraduate throughput rates overall. We continue to give special attention to identifying potential new postgraduate and research niche areas and programmes, and to developing the appropriate institutional arrangements to effectively support larger numbers of Honours, Masters and Doctoral students, and further enhance their academic and social experiences. The audited result of our DHET submission of accredited research outputs for 2012 has not yet been received at the time of writing, so exact success rates in book and conference submissions are not yet known. These are the smaller components of our overall accredited outputs (in the previous year, books and accredited conference proceedings each contributed 7 percent of our total accredited publishing output, while journals contributed 86 percent). In 2012, Rhodes submitted 46.82 book and book chapter units for consideration (up by 33 percent on the 2011 submission), and 32.04 accredited conference proceeding weighted units (down by 8.6 percent on the 2011 submission, which in turn had been up 46.8 percent on the previous year’s submission).Year-on-year variance on the relatively small submission base in these categories is to be expected. The big component of Rhodes’ publication output, our journal publications, grew by 13.2 percent on the 2011 level to 350.47 units (the previous year has seen a 6 percent increase in this category), maintaining Rhodes’ position amongst the most research productive institutions in the South African Higher Education system. Coupled with Rhodes’ high volume of accredited journal outputs in relation to its size, a very pleasing quality measure is that 90 percent of Journal outputs (the highest proportion in the sector) appear in internationally accredited journal indices. Accredited outputs from thesis-based PhD and Masters graduates rose by 4.9 percent in 2012 to a new high for Rhodes (2011’s figure had grown by 15.4 percent over 2010, which in turn had grown by 35.8 percent over 2009). I add my warm thanks and congratulations to all of our researchers, funders, collaborators and partners who contributed to the excellent accredited research results of 2012, as well as generated the many forms of scholarship that are not counted in the accreditation exercise, but which contribute much to the rich intellectual space that is Rhodes. I also thank all of the administrators who play a crucial role in preparing the university’s meticulous audited submissions.
- Full Text:
- Date Issued: 2012
RUL News, Quarter 1, 2012
- Authors: Rhodes Library Services
- Date: 2012
- Language: English
- Type: Text
- Identifier: vital:16122 , http://hdl.handle.net/10962/d1020856
- Description: [From Introduction] Message from Ujala: It is now two months since I joined Rhodes University Library on February 01 2012 as the latest Director in a list of respected professionals who have led this Library to what it is today. I feel extremely privileged to have inherited an amazingly beautiful library building that has all the trappings of a modern 21st century academic library. To this end I acknowledge the former Director Gwenda Thomas who drove this reconstruction and renewal process together with Ms Jeanne Berger, former Acting Director and Deputy Director. I believe that together we are poised to embark on a new trajectory that will redefine this institution. This redefinition will include a new vision, mission and values statement; an articulated organizational culture; staff enablement and development for consolidation and innovation; and increased visibility and appreciation of the Library. While we enjoy the physical Library environment, we also need to explore the frontiers of the digital library. Unprecedented growth in technology provides us with vast new opportunities for identifying appropriate or relevant models for library services and communication. We need to commence this conversation proactively so that we understand and embrace the newest technologies to enable and contribute to the success of our users and the University. I believe that we have an exciting future ahead of us and that collectively we can set the agenda for this future. The African proverb, “If you want to go fast, go alone; if you want to go far, go together” certainly holds true for us and I look forward to working with each one of you.
- Full Text:
- Date Issued: 2012
- Authors: Rhodes Library Services
- Date: 2012
- Language: English
- Type: Text
- Identifier: vital:16122 , http://hdl.handle.net/10962/d1020856
- Description: [From Introduction] Message from Ujala: It is now two months since I joined Rhodes University Library on February 01 2012 as the latest Director in a list of respected professionals who have led this Library to what it is today. I feel extremely privileged to have inherited an amazingly beautiful library building that has all the trappings of a modern 21st century academic library. To this end I acknowledge the former Director Gwenda Thomas who drove this reconstruction and renewal process together with Ms Jeanne Berger, former Acting Director and Deputy Director. I believe that together we are poised to embark on a new trajectory that will redefine this institution. This redefinition will include a new vision, mission and values statement; an articulated organizational culture; staff enablement and development for consolidation and innovation; and increased visibility and appreciation of the Library. While we enjoy the physical Library environment, we also need to explore the frontiers of the digital library. Unprecedented growth in technology provides us with vast new opportunities for identifying appropriate or relevant models for library services and communication. We need to commence this conversation proactively so that we understand and embrace the newest technologies to enable and contribute to the success of our users and the University. I believe that we have an exciting future ahead of us and that collectively we can set the agenda for this future. The African proverb, “If you want to go fast, go alone; if you want to go far, go together” certainly holds true for us and I look forward to working with each one of you.
- Full Text:
- Date Issued: 2012
RUL News, Quarter 2, 2012
- Authors: Rhodes Library Services
- Date: 2012
- Language: English
- Type: Text
- Identifier: vital:16123 , http://hdl.handle.net/10962/d1020858
- Description: [From Introduction] Message from Ujala: The last three months have been an exciting time for me at the Rhodes University Library (RUL) as it coincides with my first 100 days as the Director. It’s been a time for observations, questions, conversations, reviews, meetings, gaining trust, challenging assumptions and old habits, and taking ownership with the intention of facilitating change and innovation for a redefined future. After all of this, I must admit that the future looks extremely positive. An invitation to speak at the 11th South African Online Information Meeting (SAOIM) on 06 June 2012 on the topic “Change and Innovation: the need to push the limits” gave me pause for thought regarding innovation and organizational development. While there is a tendency to link innovation to technology, it may be used to implement change at every level of an organization. Change refers to altering one’s approach or attitude; a process which enables transformation, becoming different or doing things differently. Peter Drucker defines innovation as “change that creates a new dimension of performance.” Therefore an effective organization must be prepared to grasp the opportunities, alongside the threats, by responding to the challenge of change to continue adding value to its defined audience. An innovative organization focuses on the following four significant areas: - Alignment of internal strategies to corporate/institutional goals and strategies - People, skills and roles - Defined workflows or processes - Cultural engagement and support Keeping the above in mind, the following activities were held towards redefining the organization’s purpose and culture, and identifying the focus areas for 2013-2015: Review of the Faculty Library model on May 03 2012 with all the Principal Faculty Librarians. The following questions were addressed: - What are we doing well? - What are we not doing well? Why not? - How could we do things differently? - What are the burning issues critical for success or failure? - How well are we positioned for the future? 2-day strategic planning session on 14-15 June 2012 which was facilitated by Dr Noel Pearse of the Rhodes Business School. The context was set by Dr Sizwe Mabizela, the Acting Vice-Chancellor and the Dr Peter Clayton, DVC: Research who focused on the Rhodes priorities and the research agenda respectively. Presentations on Open Scholarship; Mobile Technologies; Library Leadership; Changing User Needs and Library as Space were made by staff and the World Café concept was used to encourage open discussions and exchange of ideas among staff in teams and across levels. The most positive and encouraging outcome hereof is that various task teams which include every member of staff have taken the responsibility of developing the eStrategy and the strategies relating to Marketing & Communications, Staff Development, User Services and Infrastructure, as well as the Purpose Statement (Vision, Mission and Values) and the Organisational Culture. This is indeed an innovative way of the staff taking ownership of the future of the organization. I believe that the greatest asset of an organization is its human capital and RUL is fortunate to have a corps of staff that is representative of different skills, expertise and varying experience. Collectively we can define the conditions for successful innovation by enhancing existing strengths; committing to change; focusing on specific needs; innovating for the present which will have long-term impact; and changing our behaviours and processes. This gives us the opportunity to: - demonstrate our value to the University management - take the lead in being strategic and inculcate the “One organization, many leaders” mindset - focus on exceptional user experiences - use technology as an enabler - redefine our role through collaboration and embedded librarianship Jean Sykes (Chief Librarian and Information Services Director: London School of Economics) is of the opinion that “Librarians are very well-placed to make a difference and secure an enviable reputation for our profession if we continue to watch, listen, think, analyse, collaborate, share, test and try and if we deploy real leadership skills, displaying a genuine willingness to keep reinventing ourselves and our old skills to match the changing environment we find ourselves in at any stage.” I agree!
- Full Text:
- Date Issued: 2012
- Authors: Rhodes Library Services
- Date: 2012
- Language: English
- Type: Text
- Identifier: vital:16123 , http://hdl.handle.net/10962/d1020858
- Description: [From Introduction] Message from Ujala: The last three months have been an exciting time for me at the Rhodes University Library (RUL) as it coincides with my first 100 days as the Director. It’s been a time for observations, questions, conversations, reviews, meetings, gaining trust, challenging assumptions and old habits, and taking ownership with the intention of facilitating change and innovation for a redefined future. After all of this, I must admit that the future looks extremely positive. An invitation to speak at the 11th South African Online Information Meeting (SAOIM) on 06 June 2012 on the topic “Change and Innovation: the need to push the limits” gave me pause for thought regarding innovation and organizational development. While there is a tendency to link innovation to technology, it may be used to implement change at every level of an organization. Change refers to altering one’s approach or attitude; a process which enables transformation, becoming different or doing things differently. Peter Drucker defines innovation as “change that creates a new dimension of performance.” Therefore an effective organization must be prepared to grasp the opportunities, alongside the threats, by responding to the challenge of change to continue adding value to its defined audience. An innovative organization focuses on the following four significant areas: - Alignment of internal strategies to corporate/institutional goals and strategies - People, skills and roles - Defined workflows or processes - Cultural engagement and support Keeping the above in mind, the following activities were held towards redefining the organization’s purpose and culture, and identifying the focus areas for 2013-2015: Review of the Faculty Library model on May 03 2012 with all the Principal Faculty Librarians. The following questions were addressed: - What are we doing well? - What are we not doing well? Why not? - How could we do things differently? - What are the burning issues critical for success or failure? - How well are we positioned for the future? 2-day strategic planning session on 14-15 June 2012 which was facilitated by Dr Noel Pearse of the Rhodes Business School. The context was set by Dr Sizwe Mabizela, the Acting Vice-Chancellor and the Dr Peter Clayton, DVC: Research who focused on the Rhodes priorities and the research agenda respectively. Presentations on Open Scholarship; Mobile Technologies; Library Leadership; Changing User Needs and Library as Space were made by staff and the World Café concept was used to encourage open discussions and exchange of ideas among staff in teams and across levels. The most positive and encouraging outcome hereof is that various task teams which include every member of staff have taken the responsibility of developing the eStrategy and the strategies relating to Marketing & Communications, Staff Development, User Services and Infrastructure, as well as the Purpose Statement (Vision, Mission and Values) and the Organisational Culture. This is indeed an innovative way of the staff taking ownership of the future of the organization. I believe that the greatest asset of an organization is its human capital and RUL is fortunate to have a corps of staff that is representative of different skills, expertise and varying experience. Collectively we can define the conditions for successful innovation by enhancing existing strengths; committing to change; focusing on specific needs; innovating for the present which will have long-term impact; and changing our behaviours and processes. This gives us the opportunity to: - demonstrate our value to the University management - take the lead in being strategic and inculcate the “One organization, many leaders” mindset - focus on exceptional user experiences - use technology as an enabler - redefine our role through collaboration and embedded librarianship Jean Sykes (Chief Librarian and Information Services Director: London School of Economics) is of the opinion that “Librarians are very well-placed to make a difference and secure an enviable reputation for our profession if we continue to watch, listen, think, analyse, collaborate, share, test and try and if we deploy real leadership skills, displaying a genuine willingness to keep reinventing ourselves and our old skills to match the changing environment we find ourselves in at any stage.” I agree!
- Full Text:
- Date Issued: 2012
The fitting problem in a lattice Universe
- Authors: Larena, Julien
- Date: 2012
- Language: English
- Type: Text
- Identifier: vital:6780 , http://hdl.handle.net/10962/d1012405
- Description: We present a regular cubic lattice solution to Einstein field equations that is exact at second order in a small parameter. We show that this solution is kinematically equivalent to the Friedmann-Lemaitre-Robertson-Walker (FLRW) solution with the same averaged energy density. This allows us to discuss the fitting problem in that framework: are observables along the past lightcone of observers equivalent to those in the analogue FLRW model obtained by smoothing spatially the distribution of matter? We find a criterion on the compacity of the objects that must be satisfied in order for the answer to this question to be positive and given by perturbative arguments. If this criterion is not met, the answer to this question must be addressed fully non perturbatively along the past lightcone, even though the spacetime geometry can be described perturbatively. , Prepared for the Proceedings of the conference 'Relativity and Gravitation: 100 years after Einstein in Prague', Prague, 25-29th June 2012.
- Full Text:
- Date Issued: 2012
- Authors: Larena, Julien
- Date: 2012
- Language: English
- Type: Text
- Identifier: vital:6780 , http://hdl.handle.net/10962/d1012405
- Description: We present a regular cubic lattice solution to Einstein field equations that is exact at second order in a small parameter. We show that this solution is kinematically equivalent to the Friedmann-Lemaitre-Robertson-Walker (FLRW) solution with the same averaged energy density. This allows us to discuss the fitting problem in that framework: are observables along the past lightcone of observers equivalent to those in the analogue FLRW model obtained by smoothing spatially the distribution of matter? We find a criterion on the compacity of the objects that must be satisfied in order for the answer to this question to be positive and given by perturbative arguments. If this criterion is not met, the answer to this question must be addressed fully non perturbatively along the past lightcone, even though the spacetime geometry can be described perturbatively. , Prepared for the Proceedings of the conference 'Relativity and Gravitation: 100 years after Einstein in Prague', Prague, 25-29th June 2012.
- Full Text:
- Date Issued: 2012
Water and transformation in South Africa
- Authors: Palmer, Carolyn G
- Date: 2012
- Language: English
- Type: Text
- Identifier: vital:578 , http://hdl.handle.net/10962/d1009525
- Description: Water and transformation in South Africa: in special memory of Kader Asmal and Francois Junod.
- Full Text:
- Date Issued: 2012
- Authors: Palmer, Carolyn G
- Date: 2012
- Language: English
- Type: Text
- Identifier: vital:578 , http://hdl.handle.net/10962/d1009525
- Description: Water and transformation in South Africa: in special memory of Kader Asmal and Francois Junod.
- Full Text:
- Date Issued: 2012
Address to the R.U. Staff Association
- Authors: Henderson, Derek Scott
- Date: 20.11.1984
- Language: English
- Type: Text
- Identifier: vital:7471 , http://hdl.handle.net/10962/d1018348
- Full Text:
- Date Issued: 20.11.1984
- Authors: Henderson, Derek Scott
- Date: 20.11.1984
- Language: English
- Type: Text
- Identifier: vital:7471 , http://hdl.handle.net/10962/d1018348
- Full Text:
- Date Issued: 20.11.1984
Address of the Vice-Chancellor at the unveiling of the tapestry in the Rhodes University Council and Senate Chamber
- Authors: Badat, Saleem
- Date: 2011-12-01
- Language: English
- Type: Text
- Identifier: vital:7857 , http://hdl.handle.net/10962/d1016050
- Full Text:
- Date Issued: 2011-12-01
- Authors: Badat, Saleem
- Date: 2011-12-01
- Language: English
- Type: Text
- Identifier: vital:7857 , http://hdl.handle.net/10962/d1016050
- Full Text:
- Date Issued: 2011-12-01
Welcome and opening comments at the Rhodes University Colloquium on Postgraduate Supervision
- Authors: Badat, Saleem
- Date: 2011-11-21
- Language: English
- Type: Text
- Identifier: vital:7850 , http://hdl.handle.net/10962/d1016043
- Full Text:
- Date Issued: 2011-11-21
- Authors: Badat, Saleem
- Date: 2011-11-21
- Language: English
- Type: Text
- Identifier: vital:7850 , http://hdl.handle.net/10962/d1016043
- Full Text:
- Date Issued: 2011-11-21
Humanities colloquium address
- Authors: Badat, Saleem
- Date: 2011-11-11
- Language: English
- Type: Text
- Identifier: vital:7813 , http://hdl.handle.net/10962/d1016006
- Full Text:
- Date Issued: 2011-11-11
- Authors: Badat, Saleem
- Date: 2011-11-11
- Language: English
- Type: Text
- Identifier: vital:7813 , http://hdl.handle.net/10962/d1016006
- Full Text:
- Date Issued: 2011-11-11
Old Rhodian reunion - Johannesburg
- Authors: Badat, Saleem
- Date: 2011-11-04
- Language: English
- Type: Text
- Identifier: vital:7838 , http://hdl.handle.net/10962/d1016031
- Full Text:
- Date Issued: 2011-11-04
- Authors: Badat, Saleem
- Date: 2011-11-04
- Language: English
- Type: Text
- Identifier: vital:7838 , http://hdl.handle.net/10962/d1016031
- Full Text:
- Date Issued: 2011-11-04
Address to Parents Evening, Johannesburg, 2 November 2011
- Authors: Badat, Saleem
- Date: 2011-11-02
- Language: English
- Type: Text
- Identifier: vital:7848 , http://hdl.handle.net/10962/d1016041
- Full Text:
- Date Issued: 2011-11-02
- Authors: Badat, Saleem
- Date: 2011-11-02
- Language: English
- Type: Text
- Identifier: vital:7848 , http://hdl.handle.net/10962/d1016041
- Full Text:
- Date Issued: 2011-11-02
Address at the St. Mary's Diocesan School for Girls Senior School Prize Giving Ceremony
- Authors: Badat, Saleem
- Date: 2011-10-20
- Language: English
- Type: Text
- Identifier: vital:7833 , http://hdl.handle.net/10962/d1016026
- Full Text:
- Date Issued: 2011-10-20
- Authors: Badat, Saleem
- Date: 2011-10-20
- Language: English
- Type: Text
- Identifier: vital:7833 , http://hdl.handle.net/10962/d1016026
- Full Text:
- Date Issued: 2011-10-20
Environment and sustainability
- Authors: Badat, Saleem
- Date: 2011-10-15
- Language: English
- Type: Text
- Identifier: vital:7831 , http://hdl.handle.net/10962/d1016024
- Full Text:
- Date Issued: 2011-10-15
- Authors: Badat, Saleem
- Date: 2011-10-15
- Language: English
- Type: Text
- Identifier: vital:7831 , http://hdl.handle.net/10962/d1016024
- Full Text:
- Date Issued: 2011-10-15
Launch of the Cape Foundation Phase Research Programme
- Authors: Badat, Saleem
- Date: 2011-10-13
- Language: English
- Type: Text
- Identifier: vital:7795 , http://hdl.handle.net/10962/d1015988
- Full Text:
- Date Issued: 2011-10-13
- Authors: Badat, Saleem
- Date: 2011-10-13
- Language: English
- Type: Text
- Identifier: vital:7795 , http://hdl.handle.net/10962/d1015988
- Full Text:
- Date Issued: 2011-10-13
Address at the St. Andrews College Prize Giving Ceremony
- Authors: Badat, Saleem
- Date: 2011-10-12
- Language: English
- Type: Text
- Identifier: vital:7832 , http://hdl.handle.net/10962/d1016025
- Full Text:
- Date Issued: 2011-10-12
- Authors: Badat, Saleem
- Date: 2011-10-12
- Language: English
- Type: Text
- Identifier: vital:7832 , http://hdl.handle.net/10962/d1016025
- Full Text:
- Date Issued: 2011-10-12
Theses on Institutional Planning and Research at Universities
- Authors: Badat, Saleem
- Date: 2011-10-11
- Language: English
- Type: Text
- Identifier: vital:7805 , http://hdl.handle.net/10962/d1015998
- Full Text:
- Date Issued: 2011-10-11
- Authors: Badat, Saleem
- Date: 2011-10-11
- Language: English
- Type: Text
- Identifier: vital:7805 , http://hdl.handle.net/10962/d1015998
- Full Text:
- Date Issued: 2011-10-11