An evaluation of the organisational performance of members of the district based support team in inclusive education – a case study of the Grahamstown circuit
- Authors: Dyantyi, Khona
- Date: 2020
- Subjects: Education -- South Africa -- Grahamstown -- Administration
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/47868 , vital:40391
- Description: Inclusive learning around the world takes into account both the rights of learners and how education systems can adapt in just and equitable ways to respond to learner differences. White Paper 6, launched by the Department of Education in 2001, has been praised in this regard as a groundbreaking post-Apartheid strategy that provides the vision and basis for turning the fragmented and unequal education system in South Africa into one that is inclusive. This represents a fundamental change from an academic placement process throughout the education system to an influx of educational support services. This study specifically explores how one Eastern Cape District Based Support Team perceives its roles and responsibilities. To investigate these viewpoints, a qualitative research model was used within an interpretive framework. For the choice of participants in the study, purposeful sampling methods were used. Data was collected and analysed using thematic data analysis through semi-structured individual interviews and a single focus group interview. The following key findings were revealed in the results. On the one hand, there are significant factors that allow the efficacy of District Based Support Teams as enabling agents of inclusion to be supported. These include: • A substantial degree of alignment between inclusive education theory and current inclusive education policy; • Enabling inclusive education policy and guidelines; • The interpretation of inclusive education by research participants and the goals of inclusive education are aligned with the policy they see as a framework to direct and encourage their practice; • The District Based Support Team's view of their position is basically that of support service with the primary responsibility to allow inclusive learning to be implemented. On the other hand, structural debilitating factors substantially weaken these teams ' effectiveness. These include:South African School and Administration Management System • Early identification of obstacles and admission age • Budget • Support tools/ equipment • Human Resources - human and physical resources • The unproductive inclusion of special schools as resource centres in the District Based Support Teams. • Poor infrastructure • Coordination and cooperation with the National DoE to enforce IE policies. Years after its adoption, the key challenge remains the translation of encouraging policy language into practical action at all levels of the process within the broader context of the failure of Inclusive Education Policy to have any significant impact on the education system. At the district level, it needs innovative leadership across the Specialised Education Support Unit (including District Based Teams and Special School Resource Centers) and firm management within it to allow organisational coordination and intersectoral cooperation within an integrated community context.
- Full Text:
- Date Issued: 2020
- Authors: Dyantyi, Khona
- Date: 2020
- Subjects: Education -- South Africa -- Grahamstown -- Administration
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/47868 , vital:40391
- Description: Inclusive learning around the world takes into account both the rights of learners and how education systems can adapt in just and equitable ways to respond to learner differences. White Paper 6, launched by the Department of Education in 2001, has been praised in this regard as a groundbreaking post-Apartheid strategy that provides the vision and basis for turning the fragmented and unequal education system in South Africa into one that is inclusive. This represents a fundamental change from an academic placement process throughout the education system to an influx of educational support services. This study specifically explores how one Eastern Cape District Based Support Team perceives its roles and responsibilities. To investigate these viewpoints, a qualitative research model was used within an interpretive framework. For the choice of participants in the study, purposeful sampling methods were used. Data was collected and analysed using thematic data analysis through semi-structured individual interviews and a single focus group interview. The following key findings were revealed in the results. On the one hand, there are significant factors that allow the efficacy of District Based Support Teams as enabling agents of inclusion to be supported. These include: • A substantial degree of alignment between inclusive education theory and current inclusive education policy; • Enabling inclusive education policy and guidelines; • The interpretation of inclusive education by research participants and the goals of inclusive education are aligned with the policy they see as a framework to direct and encourage their practice; • The District Based Support Team's view of their position is basically that of support service with the primary responsibility to allow inclusive learning to be implemented. On the other hand, structural debilitating factors substantially weaken these teams ' effectiveness. These include:South African School and Administration Management System • Early identification of obstacles and admission age • Budget • Support tools/ equipment • Human Resources - human and physical resources • The unproductive inclusion of special schools as resource centres in the District Based Support Teams. • Poor infrastructure • Coordination and cooperation with the National DoE to enforce IE policies. Years after its adoption, the key challenge remains the translation of encouraging policy language into practical action at all levels of the process within the broader context of the failure of Inclusive Education Policy to have any significant impact on the education system. At the district level, it needs innovative leadership across the Specialised Education Support Unit (including District Based Teams and Special School Resource Centers) and firm management within it to allow organisational coordination and intersectoral cooperation within an integrated community context.
- Full Text:
- Date Issued: 2020
Strategies for reducing presenteeism at primary health care clinics in the Nelson Mandela Metropole
- Mapikela, Nombulelo Jostiphene
- Authors: Mapikela, Nombulelo Jostiphene
- Date: 2013
- Subjects: Industrial hygiene -- South Africa -- Eastern Cape , Labor productivity , Job stress
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6258 , vital:21061
- Description: Presenteeism is defined as the loss in productivity when workers are on the job, but not performing to their best because of health-related issues. As with absenteeism, presenteeism is considered negative as it results in low levels of productivity and can, in the long term, have high cost implications. The research problem in this study was to identify strategies for reducing health-related presenteeism at primary health care clinics in the Nelson Mandela Metropolitan Municipality. To achieve this goal, the following actions were taken: A literature study was conducted to identify the extent of health related presenteeism at primary health care clinics as well as the management thereof. Strategies that could be utilised to prevent and reduce health-related presenteeism, ensuring that there is an ongoing service delivery in the workplace, were identified. The literature study revealed, amongst others, that those who suffer from emotional and physical stress have difficulty in performing well on the job. By law, employers have responsibilities to provide a safe environment. Hence, companies have to conduct an audit re-examining the health and safety document of the company. In addition, employers must ensure compliance within the current and developing legislative context. A balance between professional and personal demands of every employee should be promoted. In so doing, employees are able to trust their managers to share whatever problem is encountered. A commitment from the company and good management of presenteeism will result in a positive effect on productivity and customer service quality. A questionnaire was developed and administered to primary health care clinic personnel in the Nelson Mandela Metropolitan Municipality. The results from this empirical study revealed that sick or tired employees are less able to work at optimum levels. These employees have the potential to aggravate their illness, resulting in prolonged absence, or infecting their colleagues. In the study, chronic diseases were perceived as prevalent among employees at the health care clinics. It did not appear as if the management of stress received much attention or that an audit has been done to determine the state of health of employees. It is therefore necessary to educate employees about the importance of their wellbeing. Welldesigned jobs and good management can assist in minimising organisational stressors. Employers need to be convinced that investing in the health of their employees is in their best interest from a business perspective. In today’s competitive business world, companies look at maximising both profit and productivity. Hence, employee health plays a fundamental role in the success of companies. In the health care environment, the wellness of nurses will lead to more productive behaviour and better service delivery.
- Full Text:
- Date Issued: 2013
- Authors: Mapikela, Nombulelo Jostiphene
- Date: 2013
- Subjects: Industrial hygiene -- South Africa -- Eastern Cape , Labor productivity , Job stress
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6258 , vital:21061
- Description: Presenteeism is defined as the loss in productivity when workers are on the job, but not performing to their best because of health-related issues. As with absenteeism, presenteeism is considered negative as it results in low levels of productivity and can, in the long term, have high cost implications. The research problem in this study was to identify strategies for reducing health-related presenteeism at primary health care clinics in the Nelson Mandela Metropolitan Municipality. To achieve this goal, the following actions were taken: A literature study was conducted to identify the extent of health related presenteeism at primary health care clinics as well as the management thereof. Strategies that could be utilised to prevent and reduce health-related presenteeism, ensuring that there is an ongoing service delivery in the workplace, were identified. The literature study revealed, amongst others, that those who suffer from emotional and physical stress have difficulty in performing well on the job. By law, employers have responsibilities to provide a safe environment. Hence, companies have to conduct an audit re-examining the health and safety document of the company. In addition, employers must ensure compliance within the current and developing legislative context. A balance between professional and personal demands of every employee should be promoted. In so doing, employees are able to trust their managers to share whatever problem is encountered. A commitment from the company and good management of presenteeism will result in a positive effect on productivity and customer service quality. A questionnaire was developed and administered to primary health care clinic personnel in the Nelson Mandela Metropolitan Municipality. The results from this empirical study revealed that sick or tired employees are less able to work at optimum levels. These employees have the potential to aggravate their illness, resulting in prolonged absence, or infecting their colleagues. In the study, chronic diseases were perceived as prevalent among employees at the health care clinics. It did not appear as if the management of stress received much attention or that an audit has been done to determine the state of health of employees. It is therefore necessary to educate employees about the importance of their wellbeing. Welldesigned jobs and good management can assist in minimising organisational stressors. Employers need to be convinced that investing in the health of their employees is in their best interest from a business perspective. In today’s competitive business world, companies look at maximising both profit and productivity. Hence, employee health plays a fundamental role in the success of companies. In the health care environment, the wellness of nurses will lead to more productive behaviour and better service delivery.
- Full Text:
- Date Issued: 2013
The deductibility of losses incurred by a taxpayer as a result of senior employee theft, fraud or embezzlement
- Authors: Bux, Fardeen
- Date: 2013
- Subjects: Customs administration -- Officials and employees , Employee theft -- South Africa , Customs inspection -- South Africa
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:8964 , http://hdl.handle.net/10948/d1020608
- Description: SARS has issued a draft interpretation note dealing with the deductibility of expenditure and losses arising from embezzlement and theft by employees noting that it is not prepared to accept, as a general proposition, that embezzlement and theft by senior managers have become a risk which is inseparable from business. There is however another view that is in direct contradiction with SARS. An analysis of global fraud surveys reveal that senior employee fraud is on the increase. In South Africa, criminal cases against senior employees in the private and public sector indicate that their behaviour can lead to an expectation of theft, fraud or embezzlement at that level of employees. The tests developed by the courts for the deduction of expenditure or losses in terms of the general deduction formula require that such expenditure or loss be attached to the performance of a business operation bona fide performed for the purpose of earning income and will be deductible whether such expenditure or losses are necessary for its performance or attached to it by chance. It is submitted that the increase in fraud and behaviour of senior employees noted in the criminal courts have resulted in a change in the economic environment supporting the contention that theft, fraud or embezzlement are an inherent risk to business in South Africa. In addition, global precedence supports the view that senior employee defalcations are deductible but only to the extent that the perpetrator is not in a proprietor or shareholder role. SARS therefore appears to be turning a blind eye to the risk of theft, fraud or embezzlement by senior employees but there is sufficient evidence to support a taxpayer wishing to claim a deduction for such loss. In light of international precedence, National Treasury should enact legislation allowing a deduction or alternatively, SARS should align its view with such precedence.
- Full Text:
- Date Issued: 2013
- Authors: Bux, Fardeen
- Date: 2013
- Subjects: Customs administration -- Officials and employees , Employee theft -- South Africa , Customs inspection -- South Africa
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: vital:8964 , http://hdl.handle.net/10948/d1020608
- Description: SARS has issued a draft interpretation note dealing with the deductibility of expenditure and losses arising from embezzlement and theft by employees noting that it is not prepared to accept, as a general proposition, that embezzlement and theft by senior managers have become a risk which is inseparable from business. There is however another view that is in direct contradiction with SARS. An analysis of global fraud surveys reveal that senior employee fraud is on the increase. In South Africa, criminal cases against senior employees in the private and public sector indicate that their behaviour can lead to an expectation of theft, fraud or embezzlement at that level of employees. The tests developed by the courts for the deduction of expenditure or losses in terms of the general deduction formula require that such expenditure or loss be attached to the performance of a business operation bona fide performed for the purpose of earning income and will be deductible whether such expenditure or losses are necessary for its performance or attached to it by chance. It is submitted that the increase in fraud and behaviour of senior employees noted in the criminal courts have resulted in a change in the economic environment supporting the contention that theft, fraud or embezzlement are an inherent risk to business in South Africa. In addition, global precedence supports the view that senior employee defalcations are deductible but only to the extent that the perpetrator is not in a proprietor or shareholder role. SARS therefore appears to be turning a blind eye to the risk of theft, fraud or embezzlement by senior employees but there is sufficient evidence to support a taxpayer wishing to claim a deduction for such loss. In light of international precedence, National Treasury should enact legislation allowing a deduction or alternatively, SARS should align its view with such precedence.
- Full Text:
- Date Issued: 2013
A comparative analysis of factors affecting the purchasing decisions of cleaning rag buyers in the Eastern Cape
- Authors: Shearer, David Charcles
- Date: 2012
- Subjects: Purchasing -- Decision making , Consumer behavior -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8898 , http://hdl.handle.net/10948/d1020928
- Description: The objectives of this research project were to identify and compare factors that influence the purchasing decisions of Multifibres’ customers active in each channel. Multifibres manufactures and distributes industrial cleaning rags to three channels or client categories, these being industrial resellers, industrial end-users and the walk-in customers. An extensive literature review revealed that purchasing decisions are influenced by, amongst other factors, the buyer’s role, the internal cognitive processes of the buyer, as well as factors present in the buyer’s business and external environment. An empirical study was conducted utilising in-depth interviews. The most prevalent, emergent themes that buyers attached the greatest weight to when purchasing cleaning rags were: price; quality; service; relationships; and, convenience. These factors were probed, analysed and compared, based on each buyer category’s unique set of characteristics. When motivating their purchasing preferences, resellers emphasised the importance of the business relationship and trust as being paramount, while end-users viewed price and service as the most important factors. Walk-in customers valued the combination of price and convenience as the most important reasons influencing their purchasing decisions.
- Full Text:
- Date Issued: 2012
- Authors: Shearer, David Charcles
- Date: 2012
- Subjects: Purchasing -- Decision making , Consumer behavior -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8898 , http://hdl.handle.net/10948/d1020928
- Description: The objectives of this research project were to identify and compare factors that influence the purchasing decisions of Multifibres’ customers active in each channel. Multifibres manufactures and distributes industrial cleaning rags to three channels or client categories, these being industrial resellers, industrial end-users and the walk-in customers. An extensive literature review revealed that purchasing decisions are influenced by, amongst other factors, the buyer’s role, the internal cognitive processes of the buyer, as well as factors present in the buyer’s business and external environment. An empirical study was conducted utilising in-depth interviews. The most prevalent, emergent themes that buyers attached the greatest weight to when purchasing cleaning rags were: price; quality; service; relationships; and, convenience. These factors were probed, analysed and compared, based on each buyer category’s unique set of characteristics. When motivating their purchasing preferences, resellers emphasised the importance of the business relationship and trust as being paramount, while end-users viewed price and service as the most important factors. Walk-in customers valued the combination of price and convenience as the most important reasons influencing their purchasing decisions.
- Full Text:
- Date Issued: 2012
Restructuring of the Port Elizabeth Hospital Complex: a perspective from the planned change management approach
- Authors: Qwesha, Babalwa
- Date: 2009
- Subjects: Hospitals -- Administration -- South Africa -- Port Elizabeth Organizational change -- Management -- South Africa Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:762 , http://hdl.handle.net/10962/d1003883
- Description: The research objectives which underpin this study were threefold. Firstly was to analyze the Port Elizabeth Hospital Complex (PEHC) restructuring process from a planned changed management perspective in particular the three stage model of Lewin (1951) which include unfreezing the current equilibrium, moving to a new position and refreezing in the new position. Secondly was to analyze how unforeseen circumstances were dealt with. Thirdly was to analyse the setting of objectives and measurements of targets to monitor progress. The study is based on the restructuring that took place in the PEHC which was called “Rationalization”. The research indicates that the development and implementation of the rationalization cannot be understood from the perspective of the three stage model of Lewin (1951). The conclusion was based on the manager’s perceptions of their analysis of the restructuring in the light of the theory of the three stage model of Lewin (1951). The study has shown that: · Rationalisation began by gathering information on the shortcomings of the structure of the three hospitals, but did not understand the degree of readiness to change. · The timescales for achieving rationalization were not clearly defined. · It was driven from the top with clear objectives and no timescales. · There was no structure that prepared the employees to go through the process of rationalisation. · There was lack of capacity of middle managers to respond to the workers in an encouraging way. · Rationalisation sub-committees had limited time to meet with employees at the sectional level. · External stakeholder involvement was not mobilized to its full potential. · Rationalisation was not an open process that involved both formal and informal employees. · Budget constraints and staff shortages were not informed by the restructuring needs. · Workers did not feel secure about the current and future work practises. · There was no feeling that the change will be beneficial to their wellbeing and to the organisation’s goals and mission · There was no monitoring and evaluation put in place to track progress. · There was centralisation of even the most basic administrative functions. The study seems to imply that the restructuring in the PEHC bears no resemblance to the Lewin (1951) planned change model and therefore cannot be understood from the perspective of this model. Given the initiative to rationalize, the PEHC management can learn from the model of Lewin (1951) planned change.
- Full Text:
- Date Issued: 2009
- Authors: Qwesha, Babalwa
- Date: 2009
- Subjects: Hospitals -- Administration -- South Africa -- Port Elizabeth Organizational change -- Management -- South Africa Case studies
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:762 , http://hdl.handle.net/10962/d1003883
- Description: The research objectives which underpin this study were threefold. Firstly was to analyze the Port Elizabeth Hospital Complex (PEHC) restructuring process from a planned changed management perspective in particular the three stage model of Lewin (1951) which include unfreezing the current equilibrium, moving to a new position and refreezing in the new position. Secondly was to analyze how unforeseen circumstances were dealt with. Thirdly was to analyse the setting of objectives and measurements of targets to monitor progress. The study is based on the restructuring that took place in the PEHC which was called “Rationalization”. The research indicates that the development and implementation of the rationalization cannot be understood from the perspective of the three stage model of Lewin (1951). The conclusion was based on the manager’s perceptions of their analysis of the restructuring in the light of the theory of the three stage model of Lewin (1951). The study has shown that: · Rationalisation began by gathering information on the shortcomings of the structure of the three hospitals, but did not understand the degree of readiness to change. · The timescales for achieving rationalization were not clearly defined. · It was driven from the top with clear objectives and no timescales. · There was no structure that prepared the employees to go through the process of rationalisation. · There was lack of capacity of middle managers to respond to the workers in an encouraging way. · Rationalisation sub-committees had limited time to meet with employees at the sectional level. · External stakeholder involvement was not mobilized to its full potential. · Rationalisation was not an open process that involved both formal and informal employees. · Budget constraints and staff shortages were not informed by the restructuring needs. · Workers did not feel secure about the current and future work practises. · There was no feeling that the change will be beneficial to their wellbeing and to the organisation’s goals and mission · There was no monitoring and evaluation put in place to track progress. · There was centralisation of even the most basic administrative functions. The study seems to imply that the restructuring in the PEHC bears no resemblance to the Lewin (1951) planned change model and therefore cannot be understood from the perspective of this model. Given the initiative to rationalize, the PEHC management can learn from the model of Lewin (1951) planned change.
- Full Text:
- Date Issued: 2009
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