A critical investigation of a planned organisation change initiative within an educational institution in the Eastern Cape Province
- Authors: Irvine, Margaret Hillian
- Date: 2000
- Subjects: School management and organization -- South Africa -- Evaluation Education and state Educational change -- South Africa -- Eastern Cape Education -- Economic aspects Organizational change -- South Africa -- Management Non-governmental organizations -- South Africa -- Eastern Cape School management and organization -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MEd
- Identifier: vital:1479 , http://hdl.handle.net/10962/d1003360
- Description: South Africa is living is turbulent times at present. Non-government educational organisations are challenged by changes in education policy and by scarcity of donor funding for their work. This study focuses on the management of organisation change in a non-government organisation (NGO) working in rural areas of the Eastern Cape Province. I undertook the research to gain a clearer understanding of the management of organisational change. I used a third-wave change management approach, the future search conference, to conduct the process of change with the NGO. It focuses on the positive aspects of the organisation, its potential and its desired future. I conducted both the study and the future search conference as participatory action research, which involved the participants in the cycles of planning, action, observation and reflection and thus built ownership of the solutions they generated. I used the accounts of the activities arising from the future search conference, minutes of meetings, semistructured interviews and observation of behaviour to gather data. I analysed the data using triangulation, and in particular, space triangulation, to minimise the impact of the differences in culture and language use in the facilitator and participants. Analysis of the data collected revealed in the NGO that change and transformation are slow processes requiring ongoing support from the OD consultant. The staff defined organisational effectiveness, the goal of organisational change initiatives, in terms of fundraising ability. This ability embraces many of the qualities of a learning organisation and open systems thinking, two requirements for successful organisational change. In the NGO both organisation development and transformation were processes as well as products, and changes could not easily be measured until after the processes were completed. Organisational culture, and in particular the juxtaposition of the values of the organisation and staff and those of its partners and clients, played an important role in transformation. The differences lay in a ‘being’ and a ‘task’ orientation and the staff’s responsibility lay in building connections between the two. The staff received the approach of the future search conference well and there was an equally good fit between the future search conference and participatory action research. This needs to be investigated further with regard to change management in South African organisations.
- Full Text:
- Authors: Irvine, Margaret Hillian
- Date: 2000
- Subjects: School management and organization -- South Africa -- Evaluation Education and state Educational change -- South Africa -- Eastern Cape Education -- Economic aspects Organizational change -- South Africa -- Management Non-governmental organizations -- South Africa -- Eastern Cape School management and organization -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MEd
- Identifier: vital:1479 , http://hdl.handle.net/10962/d1003360
- Description: South Africa is living is turbulent times at present. Non-government educational organisations are challenged by changes in education policy and by scarcity of donor funding for their work. This study focuses on the management of organisation change in a non-government organisation (NGO) working in rural areas of the Eastern Cape Province. I undertook the research to gain a clearer understanding of the management of organisational change. I used a third-wave change management approach, the future search conference, to conduct the process of change with the NGO. It focuses on the positive aspects of the organisation, its potential and its desired future. I conducted both the study and the future search conference as participatory action research, which involved the participants in the cycles of planning, action, observation and reflection and thus built ownership of the solutions they generated. I used the accounts of the activities arising from the future search conference, minutes of meetings, semistructured interviews and observation of behaviour to gather data. I analysed the data using triangulation, and in particular, space triangulation, to minimise the impact of the differences in culture and language use in the facilitator and participants. Analysis of the data collected revealed in the NGO that change and transformation are slow processes requiring ongoing support from the OD consultant. The staff defined organisational effectiveness, the goal of organisational change initiatives, in terms of fundraising ability. This ability embraces many of the qualities of a learning organisation and open systems thinking, two requirements for successful organisational change. In the NGO both organisation development and transformation were processes as well as products, and changes could not easily be measured until after the processes were completed. Organisational culture, and in particular the juxtaposition of the values of the organisation and staff and those of its partners and clients, played an important role in transformation. The differences lay in a ‘being’ and a ‘task’ orientation and the staff’s responsibility lay in building connections between the two. The staff received the approach of the future search conference well and there was an equally good fit between the future search conference and participatory action research. This needs to be investigated further with regard to change management in South African organisations.
- Full Text:
An investigative case study of the introduction of democratic decision-making within an East London secondary school
- Authors: Carelse, Garth Craig
- Date: 2000
- Subjects: School management and organization -- South Africa Decision making -- Cast studies Education and state Ebenezer Majombozi High
- Language: English
- Type: Thesis , Masters , MEd
- Identifier: vital:1920 , http://hdl.handle.net/10962/d1007404
- Description: The move towards greater democracy and participation in our education system is legislated quite succinctly in our South African Schools Act. The Act furthermore, and more importantly for this case study, posits that decision-making should be democratic in nature and our schools should eventually become governed in a collaborative and co-operative manner. Other policy texts such as the Labour Relations Act and the South African Constitution canonise the demand for a democratic South African society. This study investigates how democratic decision-making practices are taking place in an East London Secondary School namely Ebenezer Majombozi High. Even though distinct links exist between management and governance arms of schools, this study concentrates predominantly on decision-making within the school governing body and touches briefly on management thinking trends as a theoretical background to the kind of management at the school. What makes the school interesting as a case study is its rich history and its location in a deprived and impoverished township environment. The school was also part of the ex-Department of Education and Training, the black educational department of the past apartheid state. The kind of research undertaken was in the form of unstructured personal interviews with influential stakeholders at the school. Some of these stakeholders fonn part of the school governing body and the questions asked probed forms of governance at the school and how decision-making impacted on the overall school governance. The research findings acknowledges that decision-making does occur democratically at the school but that the practical implementation of positive consensual decisions are rarely realized. The school governing body only meets to deal with crises underpinned by a lack of learning and teaching and has not even debated the policies within the South African Schools Act. The study also argues that only by building capacity within the school and empowering the stakeholders, can constructive participation by all become a reality.
- Full Text:
- Authors: Carelse, Garth Craig
- Date: 2000
- Subjects: School management and organization -- South Africa Decision making -- Cast studies Education and state Ebenezer Majombozi High
- Language: English
- Type: Thesis , Masters , MEd
- Identifier: vital:1920 , http://hdl.handle.net/10962/d1007404
- Description: The move towards greater democracy and participation in our education system is legislated quite succinctly in our South African Schools Act. The Act furthermore, and more importantly for this case study, posits that decision-making should be democratic in nature and our schools should eventually become governed in a collaborative and co-operative manner. Other policy texts such as the Labour Relations Act and the South African Constitution canonise the demand for a democratic South African society. This study investigates how democratic decision-making practices are taking place in an East London Secondary School namely Ebenezer Majombozi High. Even though distinct links exist between management and governance arms of schools, this study concentrates predominantly on decision-making within the school governing body and touches briefly on management thinking trends as a theoretical background to the kind of management at the school. What makes the school interesting as a case study is its rich history and its location in a deprived and impoverished township environment. The school was also part of the ex-Department of Education and Training, the black educational department of the past apartheid state. The kind of research undertaken was in the form of unstructured personal interviews with influential stakeholders at the school. Some of these stakeholders fonn part of the school governing body and the questions asked probed forms of governance at the school and how decision-making impacted on the overall school governance. The research findings acknowledges that decision-making does occur democratically at the school but that the practical implementation of positive consensual decisions are rarely realized. The school governing body only meets to deal with crises underpinned by a lack of learning and teaching and has not even debated the policies within the South African Schools Act. The study also argues that only by building capacity within the school and empowering the stakeholders, can constructive participation by all become a reality.
- Full Text:
Female school principals: perceptions of leadership in a male dominated education environment
- Authors: Mwingi, Mweru P
- Date: 2000
- Language: English
- Type: Thesis , Masters , MEd
- Identifier: http://hdl.handle.net/10962/326 , vital:19948
- Description: Many well-known studies on leadership have ignored the perspective of women yet bear an emphasis on the importance of portraying leadership in its entirety. This would mean that all leadership perspectives are included and that leaders are allowed to speak for themselves and about themselves. It is this connection I have sought to establish how women perceive leadership by relating the experiences of four women in school principalship. I have used a factual questionnaire to establish the background of each one but, it is the in-depth interviews that yield the leadership perceptions. Borrowing from phenomenological procedures, the leadership experiences are related as Natural Meaning Units (NMUS) whereby all prior knowledge and possible bias are bracketed out. Reinforced by their journal entries, it is only the voice of the women that is heard. My study reinforces the observation of researchers and feminist scholars that women leaders are not only marginalised but also viewed from a perspective that is not their own. From the study, however, the one element about leadership that emerges as unique is the functioning of transformational leadership elements among women leaders in educational set-ups that are inherently traditional, bureaucratic and hierarchical. This is significant because there is an indication that women leaders are inclined to transformational leadership because it favours their feminine qualities. There is also evidence that school principals can embrace leadership diversity and finally, that leadership and the structures of leadership operation are not developed from without but from within the person of the leader and this is an incorporation of their vision and beliefs. In the context of South Africa, this study should be of potential significance because of the change that is taking place in the development and training of school principals.
- Full Text:
- Authors: Mwingi, Mweru P
- Date: 2000
- Language: English
- Type: Thesis , Masters , MEd
- Identifier: http://hdl.handle.net/10962/326 , vital:19948
- Description: Many well-known studies on leadership have ignored the perspective of women yet bear an emphasis on the importance of portraying leadership in its entirety. This would mean that all leadership perspectives are included and that leaders are allowed to speak for themselves and about themselves. It is this connection I have sought to establish how women perceive leadership by relating the experiences of four women in school principalship. I have used a factual questionnaire to establish the background of each one but, it is the in-depth interviews that yield the leadership perceptions. Borrowing from phenomenological procedures, the leadership experiences are related as Natural Meaning Units (NMUS) whereby all prior knowledge and possible bias are bracketed out. Reinforced by their journal entries, it is only the voice of the women that is heard. My study reinforces the observation of researchers and feminist scholars that women leaders are not only marginalised but also viewed from a perspective that is not their own. From the study, however, the one element about leadership that emerges as unique is the functioning of transformational leadership elements among women leaders in educational set-ups that are inherently traditional, bureaucratic and hierarchical. This is significant because there is an indication that women leaders are inclined to transformational leadership because it favours their feminine qualities. There is also evidence that school principals can embrace leadership diversity and finally, that leadership and the structures of leadership operation are not developed from without but from within the person of the leader and this is an incorporation of their vision and beliefs. In the context of South Africa, this study should be of potential significance because of the change that is taking place in the development and training of school principals.
- Full Text:
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