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Dissertations / Theses on the topic 'Effective Team Management'
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Kim, Bo Young. "Building a design team management model for effective corporate design management." Thesis, Brunel University, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.479438.
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Rawandi, Aso. "Towards more effective management teams : Investigating the efficiency of a theoretical dynamic management model created toindicate development potentials regarding management team effectiveness." Thesis, Mälardalen University, School of Sustainable Development of Society and Technology, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-7554.
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<p>Today's rapid changes and major business developments in organizations increase the need for effective management teams. In management teams, there are significant demands on the members to understand how strategic, tactical and operational decisions and actions generate results. High management team effectiveness requires optimum cooperation between the members with particular emphasis on well-operated communication and ability and flexibility in working as a team. It further requires a deep understanding of the factors that influence the</p><p>management team effectiveness. The challenge to create a theoretical dynamic model to indicate development potentials regarding the effectiveness in the management teams represents the foundation for the idea behind this master thesis.</p><p>This master thesis presents a theoretical management dynamic model I have developed based on identified key factors that influence the effectiveness of management teams. For identification of these key factors, I have used literary studies and research concerning the concept of team, management team, team effectiveness, leading organizations, organization development, dynamic models and many other concepts.</p><p>I have categorized these key factors in five criteria. These criteria are engagement and dynamic leadership, team spirit, management meetings, conflict management and visions and objectives. In view of that, my definition of an effective management team is: team where high-engaged and motivated members including a strategic and dynamic leader work in a team having a good team spirit, hold effective management meetings and manage conflicts effectively to make qualified decisions that mainly are concentrated to reach welldefined bjectives and visions”.</p><p> The inspired idea behind my model is to integrate these criteria in the mechanical system called the Planetary Gear System to create a metaphoric image describing the dynamic of management teams and their effectiveness. Strategies for measuring these criteria also are identified and presented in this master thesis. These properties make the present dynamic model to a unique model in its appearance and functionality. The main function of my model is to indicate development potentials in the management teams. These development potentials are then used to give the studied management team relevant recommendations aimed at making the management team more effective. The aim of this master thesis is to investigate whether the developed model fulfill this function.</p><p>In order to investigate the ability of the model to fulfill this function the model has been applied to a real management team. The results have shown that the model has sufficient ability to indicate development potentials in the studied management team. The obtained results have been analyzed using SPSS computer program. Based on these results several recommendations are given. In this manner, the model has fulfilled stated expectations. However, a couple of additional actions aimed at increasing the qualifications of the presented dynamic model are identified at the end of this master thesis.</p><p>With the intention of verifying whether the developed model contributes to make the studied management team more effective, the performed measurement should be repeated after a period of at least six months. The re-measurement is necessary to follow up the effect of the given recommendations and also to indicate any new development potential. Such a task is recommended for further research and development of the model.</p><p> </p>
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Kwaye, Alphonse Shefa. "Effective Strategies for Building Trust in Virtual Teams." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5740.
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Virtual teams often fail to achieve their objectives because virtual team leaders lack strategies for nurturing trust among dispersed team members. The purpose of this single case study was to explore strategies virtual team leaders in large corporate banks use to build trust among virtual team members. The population of this study included 6 virtual team leaders from a large corporate bank located in the northeast region of the United States. The interpersonal trust theory was the conceptual framework of this study. Data were collected via semistructured telephone interviews and review of company documents. The data analysis process included content analysis and thematic analysis for theme identification. Data analysis revealed four themes related to strategies that leaders of virtual teams can use to build trust among team members: reliable technology, effective communication, teamwork and participation, and respect for people and culture. A fifth theme emerged related to barriers to trust strategies. The implications for positive social change include the potential to improve work environments for virtual team members isolated because of the absence of a social context.
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Koen, Nolan. "Determining and overcoming the behavioural impediments to effective project team collaboration." Thesis, Stellenbosch : University of Stellenbosch, 2011. http://hdl.handle.net/10019.1/8510.
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Thesis (MBA)--University of Stellenbosch, 2011.<br>Research has shown that a large percentage of projects do not deliver expected outcomes on schedule and within budget. Further many projects are cancelled before completion. One of the reasons provided is that project managers usually only focus on three technical elements of a project; namely performance, cost and time. Literature on this matter indicates that project managers tend to neglect an important aspect of the process namely the people dynamics. The manner in which people are treated becomes a critical success factor in the successful execution of projects.
Further reasons for project failure include bad team selections, poor communication and poor leadership. These hindrances need to be addressed in order for the project to be a successful. Guidelines to address these issues are available; however, research suggests that it is not commonly implemented.
The aim of this research is to investigate project teams in practice. Questionnaires were sent to project managers enquiring whether the suggested guidelines are applied and whether any other behavioural problems, which are not identified in the literature, exist.
After compiling and analyzing the data from the returned questionnaires, solutions were investigated to address these problems. Finally, feedback and recommendations were provided to the respective project managers. 56 Pages.
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Lowry, Jonathan E. "The Language of Team: Building a lexicon integrating multiple disciplines for effective project management." University of Cincinnati / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1306499898.
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Jacox, William. "What Are the Key Qualities and Skills of Effective Team Coaches?" Antioch University / OhioLINK, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1456160896.
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Hardage, David W. "Developing a methodology for conducting an effective staff meeting and simultaneously producing a cohesive team ministry spirit." Theological Research Exchange Network (TREN), 1993. http://www.tren.com.
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Madden, Jennifer R. "The Collaboration Blueprint: Designing and Building Effective Strategies for Innovation and Rejuvenative Collaboration." Case Western Reserve University School of Graduate Studies / OhioLINK, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=case1427799769.
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Hoeffler, John Wallace. "Systemic variables in effective management teams /." The Ohio State University, 1985. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487259125221526.
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Malfè, Edoardo 1960, and Rusty W. 1966 Petree. "Creating effective global teams." Thesis, Massachusetts Institute of Technology, 2000. http://hdl.handle.net/1721.1/9202.
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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2000.<br>Includes bibliographical references (leaves 60-61).<br>This thesis examines various aspects of high performance, globally dispersed teams through an in-depth case study. Aspects explored include: Understanding the leadership role in teams where members are physically dispersed, Learning how to build and maintain trust within teams that are not located together, Examining preparatory steps and management actions that enhance the success of dispersed teams, Understanding the relationship between social and technical team activities and Learning how technology, physical space and organizational issues influence the performance of distributed teams.<br>by Edoardo Malfè and Rusty W. Petree.<br>M.B.A.
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Fitzpatrick, Erin Lillian. "Forming effective teams in a workplace environment." Thesis, The University of Arizona, 2000. http://hdl.handle.net/10150/292015.
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Throughout much of the past century, manufacturing efficiencies were gained by constructing systems from independently designed and optimized tasks. Recent theories and practice have extolled the virtues of team-based practices that rely on human flexibility and empowerment to improve integrated system performance. The formation of teams requires consideration of innate tendencies and interpersonal skills as well as technical skills. In this project we develop and test mathematical models for formation of effective human teams. Team membership is selected to ensure sufficient breadth and depth of technical skills. In addition, measures of worker conative tendencies are used along with empirical results on desirable team mix to form maximally effective teams.
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Sunny, Iftekhar Zaman. "Long-term cost-effective trunk main discolouration risk management strategy." Thesis, University of Sheffield, 2018. http://etheses.whiterose.ac.uk/21368/.
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Material responsible for discolouration risk has been shown to accumulate on pipe walls even after cleaning intervention, suggesting that risk cannot be eliminated with a single applied intervention and hence the long-term water quality benefits are uncertain. This recurring cleaning requirement can substantially increase total expenditure on interventions. Although different interventions exist to manage accumulated material, flow conditioning is considered to be a long-term intervention due to the use of only system hydraulic (shear stress) with minimal resources. The water quality performance of the selected intervention was tested in multiple operational trunk mains including a control main with similar physical, chemical and microbiological conditions and their discolouration risk and chlorine wall decay were measured as a water quality performance indicator. The periodic trunk main flow conditioning improved the long-term chronic material loading and chlorine wall decay of trunk mains compared to the control. Although transport of occasional acute loading to the downstream network from the flow conditioning trial was recorded, the improved downstream accumulation return period found for the flow conditioned main evidenced that chronic loading has a significant influence on discolouration risk than acute loading. Using the field observed material accumulation processes for large diameter main and long-term measured data, the Variable Condition Discolouration (VCD) model was used successfully to simulate long-term discolouration behaviour with high accuracy and the model’s accumulation functionality was validated. This fundamental way of capturing accumulation behaviour in the VCD model was used to develop a novel whole life costing (WLC) model for designing flow conditioning intervention cycle cost trading against hydraulic resilience. The WLC modelling framework derived exponential Pareto front solutions that can select best solutions between intervention expenditure and level of resilience achieved. This research enlightens for the first time how the trunk main and downstream network discolouration risk behaves in response to periodically controlled interventions and how risk can be managed proactively and strategically from treatment works to trunk main and downstream distribution zone.
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Zouhbi, Oula. "Virtual Leadership and Effective Virtual Teams| Cultural Intelligence, Effective Communication, and Successful Projects." Thesis, Indiana Institute of Technology, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3634117.
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<p> For global companies to continue to grow, members must work and/or lead virtually. The purpose of my research was based on a two-dimensional model for measuring successful projects among virtual team members: effective communication and cultural intelligence (CQ) for team members working in a global pharmaceutical company. The main focus was on project management team members who work on global virtual teams and their team managers who lead global virtual teams. Currently, there is very limited empirical research that focuses on the relationship between cultural intelligence, effective communication within virtual teams, and successful projects. The researcher used triangulation mixed methods to explore the interrelationship among all three elements. It was hypothesized that all three elements are interrelated. Surveys on all three elements were used to assess both global leaders and project management team members who manage and lead projects virtually, working in collaboration with their global counterparts. Based on both the quantitative and qualitative results of the data, as well as the result of this interrelationship, further training on openness and global identity, adjustment to the current strategy, and education of all project management team members could then be recommended. If no difference in the collaboration level is found based on a high level of CQ, then additional opportunities for CQ would be recommended to the organization leadership. </p>
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Shin, Minsoo. "Developing effective knowledge sharing strategies within teams and across organisations." Thesis, University of Cambridge, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.272729.
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Dupont, Dorthe HÃ¥hr. "Effective Strategies for Transformational Teams in the Danish Retail Banking Sector." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3764.
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Successful transformation projects in the retail banking industry focusing on improving customer experiences have yielded a verified increase in earnings per employee. The purpose of this single case study was to reveal the strategies used by transformational team managers to ensure improved customer experiences. The stakeholder theory was used as the theoretical framework to analyze the interplay between the project team and the base organization during the process of improving customer experiences. The population consisted of 6 managers of transformational teams in the Danish retail banking sector who were successfully delivering on assigned goals of improving customer services. The data were collected through both semistructured interviews and review of relevant company documents. Establishing a transparent and detailed audit trail in a combination of using member checking process contributed to the credibility and transferability of the findings. Applying a textual analysis provided the foundation for the development of a systematic hierarchical coding system based on mind mapping visualization of clusters of findings. The outcome led to the emergence of 3 themes: the ability to verify customer needs through various sources; the ability to engage and mobilize relevant internal stakeholders; and the ability for the transformational team to be agile, improvise, and adaptive to emerging challenges. Implications for positive social change include improved area customer experiences enabling customers to plan for a better economic future. Employees will benefit from improved customer experiences with more satisfied customers, which could lead to increased revenue and extended and more stable employment.
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Rossouw, Jeanne Jacques. "Effective communication planning for high-performance civil engineering project teams." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/19993.
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In the area of project management, it is well understood that effective communication processes impact positively on project performance. Despite this, project teams still struggle to develop effective communication plans that address their project communication needs. The evidence of this is that many project problems are attributed to poor communication. The literature addresses the needs and shortcomings of group communication and communication planning in general; but there is however, a scarcity of literature describing how to plan for the internal communication needs of high-performance civil engineering teams. With the limited literature available on the topic, this study seeks to validate how effective the current communication planning methods are at Aurecon in meeting the communication needs of its project teams. This qualitative research project is a case study of communication planning within the project teams at Aurecon in Port Elizabeth. A semi-structured interview process was followed, addressing specific questions, without limiting the direction of the interviews. Project team members, working on high performance projects, were asked for their thoughts, feelings and suggestions about existing communication practices and project communication planning. Overall, it was found that the existing communication-planning practices at Aurecon did not have any beneficial effect on how team members communicate. It was concluded that project teams would benefit from improved communication-planning processes that are more inclusive of their specific communication needs. Organisations working on high-performance projects will benefit directly from the research, which challenges these organisations to think more broadly about how they plan for communication at a project level. The research provides practical suggestions for improving the way that teams plan their communication processes; and it does so by focusing on the communication needs of the team members. Recommendations are made to professional bodies, tertiary institutions, project organisations – and most importantly – to project team members themselves. The recommendations to project team members include taking ownership of communication practices, asserting their views, as well as making their needs known.
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Suazo, Kïrsten N. "Effectively managing a virtual workforce." [Denver, Colo.] : Regis University, 2006. http://165.236.235.140/lib/KSuazoPartI2006.pdf.
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McClelland, Tommy Bennett Jr. "Experts' recommendations to create effective teams for successful crisis management| A delphi study." Thesis, University of Phoenix, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10291136.
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<p> While traditionally underrepresented groups are attaining degrees at a higher rate than ever before, these students still receive bachelor’s degrees at significantly lower rates than other groups of students (Avery & Kane, 2004; Wilds, 2000). As a result of the educational attainment gap in the United States, precollege outreach programs have been established to provide resources for underrepresented youth to aid them in completing a post-secondary degree. Current research focuses on these participants’ college enrollment and, as a result, minimal information is available to describe these programs and their outcomes concerning students’ first year experience and college success (Hooker & Brand, 2009; Orr et al., 2007; Swail & Perna, 2002; Yeung, 2010). Framed around resiliency theory, this phenomenological study exams college access program alumni’s acclimation process into a four-year, post-secondary institution. Through the data analysis, four essentials features emerged: 1) Program Connections as External Factors, 2) Connections as External Factors in the College Setting, 3) Determination, Self- Advocacy and Willingness to Try New Things as Internal Protective Factors, and 4) Nurturing College Knowledge. Recommendations are shared to further the program in being a degree attainment intervention, in addition to a college access strategy. These include: providing development to educators in behavior management and inclusion, integrating parent involvement throughout the curriculum, providing continual support to alumni and establishing stronger partnerships with surrounding colleges. As a result of this study, leaders in secondary and postsecondary education as well as policymakers are able to gain insight on how Upward Bound services in Louisiana can nurture external and internal protective factors of resiliency that assist participants in embracing constructive responses to stressors in the first year of college.</p>
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Lee, John 1957 Dec 10. "Effective global teams : impact of organizational culture change and national culture differences." Thesis, Massachusetts Institute of Technology, 2000. http://hdl.handle.net/1721.1/9200.
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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2000.<br>Also available online on DSpace at MIT.<br>Includes bibliographical references (leaves 54-55).<br>The concept of dispersed teams is widely applied in industry today. This thesis explores the experience of one remotely located team of a U.S. based multinational in the automotive industry based in Japan. It begins by reviewing the literature on the subject, followed by a general discussion of the concept of organizational culture change and the impact of national culture differences in working globally dispersed. The automotive team that is the basis for this study is successful in the marketplace but sometimes faces conflicts working with the Headquarter and other business units in its efforts to meet the specific requirements of the Japanese market. The differences in priorities and business practices often serve to cause the members in the Japan based remote team to feel isolated and misunderstood in their role as the "front-line" soldiers" with a defined mission of growing the Japanese market. What emerges from the study is the fact that a major culture change in the home organization coupled with diverse cultural differences between Japan and the U.S. makes it difficult for the entire organization to move in sync with the shared visions of the senior management as quickly as necessary in the fast changing marketplace. Although the directions are clear and the future path seem rational, entrenched ways of doing business caused by old habits and existing systems seem to get in the way. There also appears to be no fast and clear-cut solutions to this dilemma. It takes more time to build trust, develop a shared vision and mitigate the cultural gulfs that are inevitable. For management, it means greater efforts to communicate about where the organization needs to move and resolving differences in perceptions between the remote team and the home organizations.<br>by John Lee.<br>M.B.A.
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Brijkumar, Amritha. "School management teams' management of the school-based continuous professional development of teachers." Diss., University of Pretoria, 2013. http://hdl.handle.net/2263/40393.
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This study focuses on how school management teams manage the school-based continuous
professional development of the teachers at their schools. The assumption is that continuous
professional development - if school-based - may be more practical in implementing changes
because the teachers will be working in a familiar context when managing their own
development and in meeting the specific needs of their school. At present the professional
development of teachers consists mainly of external workshops and courses. Teachers then return
to the school context that has not changed to accommodate what has been learnt at these
workshops or courses. The lack of feedback or follow-up has done little to encourage teachers to
implement any changes in their teaching practice. The study also explores the practice of school
management teams in creating collaborative school cultures for the implementation of schoolbased
continuous professional development. The rationale for this study is based on the urgent need for continuous professional development
to be part of the schools’ development of teachers. The National Policy Framework for Teacher
Education and Development provides the frame of reference. There is, however, a gap in the
policy on how continuous professional development should be implemented to create a
collaborative school culture and the role that the school management team plays in doing this.
The aim of the study was to determine how school management teams managed continuous
professional development at their schools; to identify the challenges they faced in managing
school-based continuous professional development; and to explore the strategies that contributed
to successful school-based continuous professional development.
The research methodology employed in this study is a Triangulation Mixed Methods Design.
Qualitative and quantitative data was collected simultaneously and analysed separately to
understand the research problem. The sample consisted of principals, deputy principals and heads
of department of primary schools who were interviewed. Questionnaires were administered to
Level 1 teachers at these schools. The interviews were analysed by identifying emerging patterns,
themes and categories. The questionnaires were analysed by presenting descriptive statistics
about the schools and then inferential statistics were determined that correlated and tested the
hypotheses. The results were reported in the form of summaries from the interviews and graphs
from the questionnaires.<br>Dissertation (MEd)--University of Pretoria, 2013.<br>gm2014<br>Education Management and Policy Studies<br>unrestricted
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Jury, Nicholas K. "Effective Strategies for Managing Continuous Consultant Turnover in IT Project Teams." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4969.
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Information Technology project managers have found that collective turnover of consultants lowers code quality, increases knowledge loss and negatively impacts team performance. Within the last decade, companies have begun to see that offshore consultants have a turnover rate greater than 26%, more than double the rates for the rest of the IT consulting industry. Collective turnover also puts additional pressure on the project team, causing work exhaustion and thus additional turnover. The purpose of this single case study was to explore strategies that 6 successful project managers utilized to limit and reduce the impact of collective turnover of their hybrid sourced project teams. Participants were selected through purposeful sampling, based on career experiences and history of successful project execution. Data collection was completed through semi structured face to face interviews, acquisition of company documents including knowledge transfer plans, onboarding documents and turnover statistics. Data were analyzed using coding and key word analysis. Three themes emerged from data collection on the impact collective turnover has on hybrid sourced project teams. First, collective turnover of consultants decreased team performance. Second, improving global team dynamics reduced the negative impact of collective turnover. Last using knowledge transfer tools and project documentation practices reduced the negative impact of collective turnover. This research may contribute to effectively social change by providing managers information and techniques to improve global team dynamics and remove cultural barriers from the workplace.
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Godoy, Marcelo. "The effective management of geological risk in long-term production scheduling of open pit mines ?" [St. Lucia, Qld.], 2002. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17184.pdf.
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Davis, Jon F. "Effective progression of temporary virtual teams over time a pragmatic investigation towards the development of an internal structure to support knowledge sharing /." [Denver, Colo.] : Regis University, 2008. http://165.236.235.140/lib/JDavisPartI2008.pdf.
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Ryser, Thomas Verfasser], Holger [Akademischer Betreuer] [Horz, and Dick Rolf [Akademischer Betreuer] van. "Task interdependence as enabler in discerned team performance episodes effecting innovative outcomes in partially distributed global teams : a categorisation-elaboration perspective / Thomas Ryser. Betreuer: Holger Horz. Gutachter: Holger Horz ; Rolf van Dick." Frankfurt am Main : Universitätsbibliothek Johann Christian Senckenberg, 2016. http://d-nb.info/1098308395/34.
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Devitt, Katherine Rose. "Going for gold : a study on effective strategic leadership in multi-agency major incident response teams." Thesis, University of Portsmouth, 2009. http://ssudl.solent.ac.uk/423/.
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The aims of this thesis are: • To explore what constitutes effective crisis leadership in the context of a multi-agency strategic incident response • To consider what positive and negative factors might influence the effectiveness of leaders operating in this context • To review how the organisational culture of participating agencies might affect multi-agency response • To assess possible implications for the training of multi-agency strategic leaders • To add to the understanding of cognitive processes taking place in those tasked with strategic crisis management It was found that the human factors affecting effective strategic crisis leadership fell into two categories: those which were directly attributable to the individual leader, and those which were not. In order to assist with individual leader effectiveness, a model of Interwoven Leadership is proposed, intertwining key task skills, interpersonal skills, stakeholder awareness and personal attributes. It is argued that the synergy of the leader/chair and the team is fundamental. Significant factors impacting on effectiveness which were not attributable to the individual included having the right people with the right decision-making remit appointed to the Strategic Co-ordinating Group (the SCG - formed by relevant agency representation when a major incident takes place); familiarity between SCG members; individual and organisational commitment to incident and exercise attendance and training; and adaption to inter-organisational cultural difference. It was found that there is no centralised consistent training available for the SCG co-ordinators who chair the SCG, and for SCG members. Individuals who do attend the available training are not formally assessed for competence. Important lessons identified after major exercises are not centrally gathered and disseminated as a matter of course, which means that an extremely valuable repository of data is not optimised.
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Ahmat, Abd-al Malik Madina. "The effective application of information systems within SMMEs for long term competitive advantage." Thesis, Cape Peninsula University of Technology, 2016. http://hdl.handle.net/20.500.11838/2413.
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Thesis (MTech (Information and Technology))--Cape Peninsula University of Technology, 2016.<br>It has been shown that the South African insurance landscape takes up an important place in the African continent, contributing nearly three quarters of the total African insurance sector (Paul, Twala & Marwala, 2012). The industry landscape has shown development at a compound annual growth rate (CAGR) of 11.7% between 2004 and 2008. The life insurance industry is assumed to grow at a CAGR of 8.3%. Small, medium and micro-sized enterprises (SMMEs) are important role players in every economy and provide a major contribution to the gross domestic product (GDP) and employment. Many South African enterprises have in the past focused on local markets, but more recently SMMEs have been forced to respond to competition in the global market as markets expand. The role of SMMEs is considered critical in terms of poverty alleviation, employment creation, and international competitiveness. However, resource limitations have made it difficult for many SMMEs to enter new markets and compete effectively. The effective application of information systems (IS) are viewed as a way for SMMEs to become more competitive and drive business benefits such as cost reduction, improved profitability, enhanced customer service, new market growth opportunities, and more efficient operating relationships with trading customers and partners. There are an increasing number of new opportunities and competition in the marketplace because of business globalisation. The marketplace and business globalisation dynamics have a major influence on SMMEs and their operations. SMMEs require a critical evaluation of their internal processes and seek out solutions to be able to sustain their growth and competitiveness. This research study adopted an inductive approach to describe the rational process of establishing a general proposition on the basis of observing particular facts. An in-depth case study is used to explore the multiple perspectives of the complexity and uniqueness of SMMEs. One-on-one interviews were conducted to collect data from 17 financial advisors using an interview guide with semi-structured questionnaires. The data were analysed through the process of thematic coding which is common in case study research, and labels were assigned to form and organise the themes in groups and categories. Ethical consideration was presented before data collection commenced, and the autonomy, self-respect and human dignity of all respondents during the data collection process were considered. The findings reveal that financial service providers (FSPs) have a different understanding of IS, what competitive means, and what it can do for a business.
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Chand, Roslyn. "Effective Strategies for Venture Capital Evaluations of Organizations' Drug Development Capabilities." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4779.
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Undercapitalization is a major impediment for the growth and survival of Canadian life sciences firms. Proficient management teams are the 'sine qua non' criteria in the venture capital decision-making processes. The purpose of this multicase study was to explore strategies successful venture capitalists use to improve their evaluation processes of life sciences management teams' drug development capabilities. The conceptual framework for this study was based on business process management. The purposeful sample consisted of 10 venture capitalists located in the United States and Canada who had expertise evaluating life sciences management teams. The data were triangulated from semistructured interviews, annual reports, company websites, and articles. Collected data were coded to identify underlying themes. Several themes emerged from the analysis process: begin with the exit in mind, collapse learning timelines, conduct systematic due diligence, and cultivate and critique one's drug development expertise. The findings may provide venture capitalists and other investors such as angel investors with a refined framework for improving investment decisions. Life sciences management teams may also attract more private equity financing by understanding the vicissitudes of investor expectations. Increased investment and venture capital support for life sciences companies may revitalize the development of new therapies and effect social change by improving patient lives and investment outcomes.
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Mali-Swelindawo, Bongiwe. "An effective quality managemnt approach for new product development process." Thesis, Cape Peninsula University of Technology, 2012. http://hdl.handle.net/20.500.11838/1236.
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Dissertation submitted in fulfilment of the requirement for the
Master of Technology: Quality
in the Faculty of Engineering
At the Cape Peninsula University of Technology, 2012<br>New Product Development (NPD) is a complicated process that determines success or failure of any company engaging in product development processes. Over the past years, due to the current highly competitive market environment, poor management skills, lack of innovation and customer concern, many companies are struggling to develop new products while simultaneously maintaining high quality of each of these new products. Various studies described that quality management is critical to prolong the life cycle of new products. Thus, this study focused on the key success factors of NPD and integrated quality management strategies into NPD process.
This study was conducted at a local plastic packaging and load securing company in the Western Cape Province of South Africa. A combination of both qualitative and quantitative research approaches was conducted. Both management (n1=5) the staff members (n2=24) who are involved in the NPD process were selected as samples. A semi-structured questionnaire and several interviews (in-depth and focused group) were utilised for data collection. A statistical programme (SPSS V20) was employed to generate descriptive statistical results and test the reliability of all the variables.
The study results identified that the key quality determinants of the NPD process were are NPD reviews, verifications and validations. In addition, for the NPD process to be successful, the company should focus on the development of the NPD strategy, availability of skills and resources including NPD competence, product quality, empowered multidisciplinary teams and effective risk management. Based on the research findings, this study recommends that the company should have more focuses on the areas of customer dissatisfaction, product quality, and prototype planning in their NPD processes.
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Breytenbach, Carika Magdel. "Die rol van spanleierskap in die effektiwiteit van bestuurspanne." Thesis, Pretoria : [s.n.], 2002. http://upetd.up.ac.za/thesis/available/etd-08262003-133253.
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Wardale, Dorothy. "Managers' and facilitators' perceptions of effective group facilitation." University of Western Australia. Graduate School of Management, 2006. http://theses.library.uwa.edu.au/adt-WU2007.0010.
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This research examines managers’ and facilitators’ perceptions of effective facilitation. A review of the literature revealed that practitioners have written much of the existing information regarding the practice of facilitation. There has been little validation of findings by independent researchers and little empirical research. None of the claimed outcomes on facilitation effectiveness had been confirmed by managers. Further, where research had been conducted it had focused on immediate, rather than longer term issues and outcomes. This research seeks to rectify the lack of robust research into perceptions of effective facilitation by both the facilitators involved and the managers who seek to use facilitators. In this research 40 people were individually interviewed: 20 managers and 20 facilitators. Interviewees were asked to comment on both their positive and negative experiences of facilitation. The data was transcribed and QSR NVivo was used to assist with the analysis. Combinations of a priori and inductive codes were used to analyse the data. The a priori model (Brinkerhoff, 1986) had six stages, namely: Goal Setting and Needs Analysis; Program Design; Intervention; Immediate Outcomes; Intermediate or Usage Outcomes; and Impacts on the Organisation. It was found that only four of the six stages were helpful in explaining perceptions of effective facilitation; and additional themes emerged that did not fit within this predetermined model.
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Shelby, Kenneth R. Jr. "Systems Engineering Knowledge Asset (SEKA) Management for Higher Performing Engineering Teams| People, Process and Technology toward Effective Knowledge-Workers." Thesis, The George Washington University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3611730.
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<p> Systems engineering teams' value-creation for enterprises is slower than possible due to inefficiencies in communication, learning, common knowledge collaboration and leadership conduct. This dissertation outlines the surrounding people, process and technology dimensions for higher performing engineering teams. It describes a true experiment investigation of opportunities to improve communication, learning and common knowledge collaboration. </p><p> The art and practice of Systems Engineering contributes business value by orchestrating large numbers of knowledge-workers as engineering teams in the achievement of complex goals. During the creation of new systems, engineering team performance modulates business efficiencies to realize those complex goals. Higher performing engineering teams share a vision providing purpose, rely on personal knowledge convolved with collaborators knowledge to unleash potential, leverage common knowledge in their team mental models, and execute synergistically. Why do non-high performing teams exist? Culture change is hard. Humans prefer the familiar. Without Leadership and systematic enablement, teams usually do not naturally find the high performing team traits. </p><p> This research investigates a unique Information Technology based Systems Engineering Knowledge Asset (SEKA) management mechanism. The selected mechanism integrates multiple techniques for improved collaboration efficacy. The research methodology was a modified true experiment with dual-posttest only, using an A and B group for comparative controls. Research findings reflect, with 99% confidence, that SEKA represented in 3-way Multiple Informational Representations Required of Referent (MIRRoR) knowledge constructs improves systems engineering teams' consumption of a common knowledge base. </p><p> Engineering teams can consume a set of information, which generates knowledge common with their collaborators, in a shorter period. More knowledge that is common facilitates increased ability to collaborate. Increased collaboration accelerates team learning, leading to shorter systems delivery schedules, lower cost to produce and earlier actionable intelligence. Shorter delivery times increase customer satisfaction; lower costs improve profit margin potential, and earlier actionable intelligence supports "left of boom" intervention. </p>
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Scherer, Alyson. "A study of the relationship between trust and the effective communication of information within project teams of large high tech organizations." Thesis, Massachusetts Institute of Technology, 2008. http://hdl.handle.net/1721.1/44703.
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Thesis (S.M.)--Massachusetts Institute of Technology, System Design and Management Program, 2008.<br>Includes bibliographical references (p. 100-102).<br>This study investigates the effects trust has on the truthfulness of communications and its effectiveness within a project team. The research focuses specifically on organizational context, the situational forces that exist within this context, and the effects they have on trust within project teams. A review of previous studies of trust as it relates to human and organizational behavior is conducted, a definition of the context and situational forces of large, high tech organizations is provided, and an analysis of the information gathered through surveying various project team members and Project Managers is completed. The results indicate organizational contexts facilitating little trust between project team members and Managers are causing two significant inconsistencies. First, the information project team members claim they are willing to provide versus the information actually being communicated. Second, the information project team members are communicating versus the information Project Managers believe they are receiving. The complications encountered while soliciting project teams exposed a barrier in resolving these contradictions: Project Managers do not acknowledge the existence of such discrepancies let alone value the importance of resolving them. The study concludes by exposing the prevalence of trust issues among project teams as well as providing recommendations for management to successfully increase team trust to improve the functionality of the organizational context to ultimately increase the truthfulness and therefore effectiveness of communication throughout their corporations. Recommendations for future research are provided as well.<br>by Alyson Scherer.<br>S.M.
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Meixner, Timothy. "The Role of Trust in Building Effective Virtual Teams: A Mixed Methods Study in a Large Public Sector Organization." Franklin University / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=frank1551994734525517.
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Mokoena, Peter Mokhachane. "Exploration of effective management of healthy school environments in the Gert Sibande district / Peter Mokhachane Mokoena." Thesis, North-West University, 2012. http://hdl.handle.net/10394/10465.
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The main aim of this study was to investigate how effective School Management Teams were in the management of healthy school environments in the Gert Sibande District. This was a qualitative study which employed two data collection strategies: face to face interviews and photographs. A literature review on this study revealed vital aspects, that a healthy school environment: can directly improve children’s health and effective learning; the school is strategically positioned to reach large numbers of the population to teach them to understand the importance of investing in health. Literature indicated collaboration and synergy as essential aspects, and policies as cornerstones that underpin the health promotion initiatives. Selection of sites was purposefully done as three of the four schools in this study were part of the Eco Schools programme. The study revealed that there was disconnect between the SMTs and committees that were involved in health promotion: in coordinating plans; and monitoring and evaluating the implementation of programmes. This therefore, means that there was no support for the committees from the SMT. It was also found that there were committees that: did not have plans; did not sit for meetings and the reluctance of the SMT to address these challenges compounded the situation and contributed to some committees being dysfunctional. The failure of the SMT to guide and provide leadership in their engagement with community members who provided assistance in terms of basic needs to learners indicated a need for the development of a cadre of leaders that are capable of working beyond the borders of schools. In all the committees that were interviewed, the Environmental Committee came up to be more effective and organized than others in three schools. The health committee was lacking in the area of training especially in the prevention of communicable diseases. The study provided recommendations to assist the SMT in their endeavors to promote healthy environments in their schools.<br>MEd, Education Management, North-West University, Vaal Triangle Campus, 2012
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Karachaliou, Dimitra. "Investigating and addressing barriers to the effective recognition and management of depression in people with long-term conditions in primary care." Thesis, University of Manchester, 2016. https://www.research.manchester.ac.uk/portal/en/theses/investigating-and-addressing-barriers-to-the-effective-recognition-and-management-of-depression-in-people-with-longterm-conditions-in-primary-care(689b0b52-7a95-4f40-b8ca-3faf11585edf).html.
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Objectives: Depression is often unrecognised or sub-optimally treated in primary care. This has led to research exploring the barriers and enablers to effective recognition but little is known about health care professionals’ (HCPs) beliefs or personal illness models about depression in patients with long term conditions (LTCs), the presence of which may affect recognition and management. Using Leventhal’s Common Sense or Self-regulatory Model this thesis aimed to: explore HCPs’ illness representations and management in people with LTCs and depression; to understand the role of personal models and perceived barriers to depression recognition and management; and to address them in a theory-based online training intervention. Methods: This thesis was undertaken in three stages; a scoping review with narrative synthesis was conducted to explore the role of HCPs’ personal illness models of depression, a qualitative study using semi-structured interviews with 16 HCPs to investigate their illness beliefs about depression in patients with LTCs and finally, the development and feasibility assessment of a theory-based online training intervention to target HCPs’ attitudes, beliefs and self-efficacy. During this stage a new measure of HCPs’ beliefs and attitudes towards depression in patients with LTCs was developed as no appropriate measures were currently available to capture HCPs’ personal illness models of depression as a comorbid condition. Results: Twenty-seven papers were included in a mixed method scoping review. The review concluded that HCPs mainly normalised depression but lacked a complete conceptualisation of depression in primary care. HCPs reported time constraints and lack of skills as important barriers to recognising of depression in primary care. Negative attitudes towards depression and lack of confidence to recognise and manage depression were also commonly reported. In the qualitative study, the main themes were; 1) Recognition of depression in people with LTCs is complex (unclear illness identity) 2) Attitudes towards recognition and management of depression in people with LTCs act as either barriers and enablers to depression management 3) The necessary level of condition-related knowledge and understanding of depression in the context of a LTC 4) Controllability of depression in people with LTCs. The findings suggested that HCPs’ illness beliefs about depression in people with LTC varied in crucial ways with some participants prioritising the management of the LTC or expecting patients with diabetes or CHD to diagnose depression themselves due to time constraints. Some HCPs also reported simplistic views of causation which appeared to impact on their decisions whether or not to detect depression in people with LTCs. The findings of the qualitative study were used to inform the content of a novel online training intervention using illustrations to facilitate engagement. Thirty one HCPs were recruited and 15 completed the evaluation. The results of the feasibility study suggested that the method, context and mode of intervention was feasible but the lack of validated measures and the small sample size hinder conclusions about changes in participants’ illness beliefs, intentions, self-efficacy and perceived barriers towards depression. Comments: The scoping review study provided new insights into why HCPs may not engage with detection of depression but only a limited amount of research has explored HCPs’ beliefs about depression in patients with LTCs. The qualitative study addressed this and contributes new knowledge about the way HCPs conceptualise depression in patients with LTC and was used to design an online intervention to improve the management and recognition of depression in these patients. Further research to develop this intervention and evaluate it on a larger scale is needed.
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Toni, Nandi. "An assessment of the skills needed by school management teams to enhance their ability to manage schools effectively." Thesis, Port Elizabeth Technikon, 2004. http://hdl.handle.net/10948/205.
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1.1 MAIN PROBLEM A major concern in South African schools, especially in the disadvantaged areas, is the absence of effective leadership. Problems such as a lack of planning, an absence of vision, unfair resource allocation and feelings of uncertainty indicate a lack of meaningful leadership within the schools (Sterling and Davidoff, 2000:5). South Africa currently lacks a coherently explicit policy for the in-service training of school leaders. Until recently there has been no literature specifically addressing the problems school leaders face in black schools, no black professional organization for black school leaders, few opportunities for the discussion of ideas between departments, and few opportunities for training both before and after taking up a leadership position (Taylor and Tsukudu, 1995:111). The types of skills needed by School Management Teams(SMTs) for the effective management of schools depend on factors such as the needs of individual senior management members, the schools, the education system, the existing expertise of SMT members and their previous training. The purpose of skill development is to help develop and improve both the individual and the team performance of leaders responsible for managing schools in order to improve the functioning of schools(Mashinini and Smith,1995:133-135). In a growing number of developed and developing countries, a need for the more effective management of schools is becoming more important. Good management is regarded as essential if resources, both human and material, are to be used to maximum benefit so that schools make a valuable contribution to the economic and social well-being of societies (Taylor and Tsukulu, 1995:108). According to Sterling and Davidoff (2000:3), South African education is in a process of reconstruction and change. For those involved in education, the context feels unstable and at the point of delivery, the school, pressure is experienced. In addition to these problems, the socio-economic conditions result in many learners expecting not to be employed after completing their studies. This contributes to a feeling of despondence and demotivation amongst learners, which is often expressed in absenteeism, and a lack of commitment to their own education. Since 1996, reports by people in educational authority have confirmed a need for proper management training for managers in the South African educational system. In the past managers have been appointed to managerial positions such as head of department (HOD), deputy principal and principal without proper prior training. They have had to learn through trial and error and have made mistakes in the process. This situation is considered as neither inductive nor productive to a culture of teaching and learning (Deventer and Kruger, 2003:62). A study conducted by Steyn (1998:131-137) concluded that in the new South African dispensation, principals need to work closely with their first line managers in order to perform their 2 functions effectively. Steyn is of the opinion that a participative orientation in schools will be more effective than a centralized hierarchical orientation. The picture described above concerning the South African system and problems currently faced by teachers depicts a difficult environment which will not change overnight and one which requires effective intervention measures. This leads to the following problem, which will be addressed by this research. What management development skills do SMTs need to enhance their ability to manage schools effectively?.
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Wiedemann, Anna Maria Patricia [Verfasser], Helmut [Akademischer Betreuer] Krcmar, Helmut [Gutachter] Krcmar, Heiko [Gutachter] Gewald, and Nils [Gutachter] Urbach. "The Integration of DevOps Teams in Established IT Organizations - Effective Methods and Empirical Insights / Anna Maria Patricia Wiedemann ; Gutachter: Helmut Krcmar, Heiko Gewald, Nils Urbach ; Betreuer: Helmut Krcmar." München : Universitätsbibliothek der TU München, 2020. http://d-nb.info/1226287484/34.
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Karat, Alma, and Adila Malik. "Effektivitet och kvalitet – Den demografiska mångfaldens påverkan på strategiska beslut : En kvantitativ studie om den demografiska mångfaldens påverkan på strategiska beslut i ledningsgruppen." Thesis, Högskolan Kristianstad, Fakulteten för ekonomi, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-20812.
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Studien omfattar 50 observationer av bolag inom First North och undersöker två hypoteser relaterade till demografisk mångfald inom ledningsgrupper och strategiska beslut. I studien förväntades demografisk mångfald ha en negativ påverkan på effektiva strategiska beslut och en positiv påverkan på strategiska beslut av kvalitet. Hypoteserna accepterades delvis och studien konstaterade att endast en del av de demografiska karaktärsdragen har en påverkan på strategiska beslut.<br>The study contains 50 observations of companies in First North and examine two hypothesises related to demographic diversity in top management teams and strategic decisions. The study expected demographic diversty as having a negative impact on effective strategic decisions and have a positive impact on quality of strategic decisions. The hypothesises showed partial support and found that only some of the demographic characteristics had an impact on strategic decisions.
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Mohlokoane, Mokatsane Jakamene Stephen. "Towards a leadership model for the effective management of further education and training colleges in the Gauteng province." Thesis, 2004. http://hdl.handle.net/10500/1240.
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This thesis is a study of a leadership model for the effective management of Further Education and Training (FET) colleges in the Gauteng Province. This research was triggered by the need for quality and sound leadership skills highly needed in FET colleges. The vision of FET colleges lies at the heart of the integration of the country's education and training system. Leadership is the distinguishing factor in bringing about organisational transformation. A key contemporary issue in the development of a high quality education service relates to the new thinking about how best to pursue quality and excellence in FET colleges. Leadership, strategic planning and the need for alternative models of management lead, inevitably, towards a reconsideration of both staff competencies and continuing staff and organisational development. This research seeks to assist those who have the responsibility of leading and managing the further conceptualisation and implementation of further education and training.
A qualitative research was conducted, in which a newly merged college in Pretoria was chosen as a case study for this research. The following constituted the broad aims of this study:
 To examine the leadership strategies that should be employed for effective management of FET colleges;
 To investigate the vision and mission development and implementation and the organisational structures established;
 To determine the opportunities and challenges offered by the new large and multi-sited college; and
 To investigate a leadership model for the effective management of FET colleges.
Semi-structured individual interviews were conducted with the leadership of the college ranging from the senior managers, campus managers, middle managers to educators. Analysis of documents and observation notes was also done to supply more data about FET leadership. Data were analysed and interpreted by identifying themes and categories that would shed more light into the effective leadership of the college.
The following recommendations were made:
 A new approach to the leadership of the college should be adopted;
 The leadership of the college should be more accountable and responsive to community needs;
 More financial support should be allocated to FET colleges; and
 More focus should be given to learner support.<br>Educational Studies<br>D.Ed. (Education Management)
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Sepuru, Cecil. "Management of effective teams of teachers in secondary schools." Thesis, 2014. http://hdl.handle.net/10210/9778.
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M.Ed.(Education Management)<br>The ushering in of a new education system in South Africa comes with its own challenges to educational authorities. The role that school principals should play will still be significant as they are an important link between the school and outside authorities. Despite this important part they play, principals should always involve their staff, students, and parents in educational matters. Drawing in various stakeholders in the school will ensure that there is widespread responsibility. The platform suitable for stakeholders' participation appears to be the creation of teams. Teams have been identified as a suitable forum for the application ofTotal Quality Management in schools This approach, of looking at the interests of students first, should be coupled with ensuring that societal values, norms, mores, and . ethics are takencare of in schools. The essential function of a school leader is to present to students and teachers their ownpersonal vision of where the school and society should be going. Participation in school matters by teachers, students and parents alike necessitates that mutual respect be prevalent in such an environment. Thecollaboration of teachers, students and parents will foster teams which will provide greater power, both with regard to ideas and the ability to act on them. This study hashighlighted the following: I. The team is the major, and sometimes, the only source of emotional support for colleagues in schools. 2. Effective teams co-ordinate the interaction of members of staff so that they arc able to deal with information from many different directions and sources. 3. Teams generate greater ideas and considerable benefit IS derived when all members stimulate each other's professional growth. The establishment and building of teams should also encourage professional -,development of the teachers, which is also a vital element in teaching and learning. Delegation of essential management decisions to teams should be a common practice by the principal. This will ensure that interested parties in school matters will be kept informed of new developments. It will also draw in the participation of stakeholders, which create a pooling of ideas. Changing realities in the South African education system should not catch education authorities, principals, teachers. students and parents unawares. They need to keep abreast of developments through an imperative communication network. Teachers. students and parents should be empowered so that they not only play a vital role in education but a meaningful one as well.
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Mulpuri, Kedar Nath. "Cost-effective strategies for the long-term management of diabetes mellitus." Thesis, 2015. https://hdl.handle.net/2144/16286.
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Diabetes mellitus (DM) is a significant public health problem that afflicted approximately 29.1 million Americans in 2012 (CDC, 2014). The estimated cost of diabetes in the United States in 2012 was $245 billion, including $176 billion in direct medical costs and $69 billion in reduced productivity (ADA, 2013a). To reach a diagnosis of DM, a clinician generally relies on fasting plasma glucose (FPG), the oral glucose tolerance test (OGTT), and/or the Hemoglobin A1c (HbA1c) test (ADA, 2013b). Current noninsulin antidiabetic medications include sulfonylureas, GLP-1 analogues, DPP-4 inhibitors, biguanides, thiazolidinediones, and SGLT2 inhibitors (Kaiser & Oetjen, 2014). Insulin therapies include basal (long-acting insulin analogues), biphasic (premixed insulin analogues), prandial (short-acting insulin analogues), and basal bolus (a combination of long-acting and short-acting insulin analogues) (Esposito et al., 2012). The aim of this study is to review the existing literature on the cost effectiveness of diabetes interventions to develop a standardized protocol for early type 2 diabetes care that can be delivered through primary care providers.
The substantial cost effectiveness of preventative measures, including ad campaigns and outreach programs, has already been established (Mendis & Chestnov, 2013). Screening for impaired glucose tolerance early and implementing lifestyle and pharmacological changes at an early stage are also considered cost effective approaches for the long-term management of diabetes mellitus (Gillies et al., 2008). This study utilizes six cost effectiveness analyses on both clinical and non-clinical interventions to determine a standardized protocol for screening, diagnosing, and treating DM.
Noninsulin antidiabetic drugs accounted for 78.4% of the 154.4 million prescriptions for antidiabetic drugs filled in 2012 (Hampp et al., 2014). Approximately half of the noninsulin antidiabetic drugs filled in 2012 was for metformin, whereas roughly a quarter of the same category was for sulfonylureas (Hampp et al., 2014). In decreasing order, long-acting human analog insulin and fast-acting human analog insulin were the most popular insulin variants in the insulin antidiabetic drug market (Hampp et al., 2014). Of the noninsulin antidiabetic drugs, the highest proportion of diabetic patients who achieved the HbA1C target of <7% were those taking sustained release exenatide (a GLP-1 analog) (63.2%) (Esposito et al., 2012). Of the insulin varieties, the highest proportion of diabetic patients who achieved the HbA1C target of <7% were those using basal bolus insulin (50.2%) (Esposito et al., 2012). While there are some concerns about the ability of diabetic patients with chronic kidney disease to clear metformin via renal excretion, extensive clinical experience supports its use in diabetic patients with mild to moderate renal impairment (Inzucchi et al., 2014).
From the cost effectiveness studies, lifestyle modification (i.e., changes in diet and exercise) beginning at any age was determined to be a cost-effective approach in preventing and treating DM and may be cost saving for adults between the age of 25 to 44 (Herman et al., 2005). Screening for DM beginning at age 45 and repeating every three years if negative provides the best balance of effectiveness and cost effectiveness (Kahn et al., 2010). As a first-line clinical intervention, metformin was established to be cost-effective as well in treating DM (but less so compared to lifestyle modification) (Herman et al., 2005). Bariatric surgery for diabetics with a BMI greater than or equal to 35 kg/m2 has also been established as cost effective (Hoerger et al., 2010). Next, in considering the ideal frequency of clinical consultations, diabetics with a stable condition (assessed as HbA1c ≤7.5%, blood pressure ≤145 mmHg, and total cholesterol ≤201 mg/dL) can safely be seen by a primary care provider every six months compared to every three months with no noticeable decline in long-term health outcomes (Wermeling et al., 2014). For cases of T2D that cannot be simply controlled with metformin, sulfonylurea has shown that it is overall more cost-effective and effective as a second-line therapy when compared to DPP-4 inhibitors and GLP-1 analogs (Zhang et al., 2014). Cost effectiveness analysis of the long-acting analogue insulin detemir across different countries reveals substantially different cost effectiveness for the medication in terms of both nominal and purchasing power terms (Home et al., 2014).
The results of these studies were parsed to establish a long-term clinical protocol for primary care providers in screening, diagnosing, and treating type 2 diabetes. Future studies should focus on integrating cost effectiveness and comparative effectiveness research in implementing even more nuanced clinical decisions through a structured protocol. The cost effectiveness of existing and new interventions--both clinical and non-clinical in nature--will also need to be continuously assessed to ensure that the measurements incorporate the most accurate set of assumptions on costs and effectiveness.
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Naidoo, Parvathy. "The design and effective implementation of a financial school policy for school improvement." Thesis, 2008. http://hdl.handle.net/10210/1290.
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M.Ed.<br>The design and implementation of a financial school policy is an important function of the School Governing Body. Although every public school designs a financial school policy, the success of managing the school’s finances effectively and efficiently is dependent on how the policy is implemented. The aim of this research was to investigate the role played by the School Governing Body (SGB) and the School Management Team (SMT) in the design and effective implementation of the financial school policy. The impact of the South African Schools Act together with the Norms and Standards for Funding on state funding, school fees and school fees exemptions were also explored. The functions of the SGB in respect of financial matters and the role played by the finance committee emphasizes the devolution of financial matters from the state to communities. By virtue of the Schools Act the principal is responsible for the professional management of the school and together with the SGB is directly responsible for the effective use of all funds belonging to the school. It is incumbent upon the SGB and the SMT to take accountability for all their financial activities by being transparent and responsible in the management of school funds. The design of a financial school policy and the effective implementation thereof will ensure school funds being managed effectively and efficiently. The quantitative research method was used to elicit the perceptions of SGBs, SMTs and educators with regards to the designing and implementing of the financial school policy. This research study was confined to primary and secondary schools in the district D9, D10, D11 and D12 areas of the Gauteng Province. A structured questionnaire was distributed to members of the SGB, SMT and educators in the above-mentioned districts. The empirical study resulted in mean scores of the thirty-two items ranging between 2,63 and 5,34. An analysis of the data revealed that the financial school policy is central to all financial activities in schools and it must be designed and implemented by all stakeholders.<br>Prof. R. Mestry
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Davies, Lyle. "Limitations of the term 'place of effective management' and its use as an effective tie-breaker test when applied in the current South African business context." Thesis, 2016. http://hdl.handle.net/10539/19407.
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A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, Johannesburg, in partial fulfilment of the requirements for the degree of Master of Commerce (specialising in Taxation)<br>According to South African domestic law, the term ‘place of effective management’ is ‘one of the tests used to determine the residency of a person, other than a natural person’ (South African Institute of Tax Practitioners, 2010, p.549). The term ‘place of effective management’ is not defined in the South African Income Tax Act 58 of 1962 and there is very limited case law in South Africa which deals specifically with the matter. In an attempt to clarify the term, the South African Revenue Service issued Interpretation Note 6: Resident: Place of effective management (persons other than natural persons) (2002) where, as noted by Olivier and Honiball (2008, p.82), ‘emphasis is placed on where important decisions are implemented and not where such decisions are taken’ as the ‘place of effective management’. This is contrary to international guidelines, which typically focus on where important decisions are taken (Olivier and Honiball, 2008, p.75).
Key Words:
Board of directors, central management and control, control, day-to-day decisions, Discussion Paper on Interpretation Note 6, Interpretation Note 6, key decision making, OECD Model Tax Convention, place of effective management
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Guest, Veronica Millicent. "The impact of the EQUIP programme on school management teams in two rural schools." Diss., 2008. http://hdl.handle.net/10500/1823.
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This study deals with the impact of the Education Quality Improvement Partnerships programme (EQUIP) on school management teams in two rural schools where it was implemented for three years. A qualitative evaluative research design was used involving initial baseline studies, document analysis, observation and eight naïve sketches. The literature study discusses factors that constitute effective management and leadership and characteristics of effective schools. The findings were based on an analysis of the impact of the EQUIP programme on the key performance areas of school management before and after the intervention. Important conclusions derived from this study showed that there was significant improvement in the way schools were managed after the intervention, particularly in achieving the goals of the schools' strategic plans. It was also found that curriculum monitoring was only partially successful and that remedial programmes for learners with reading and other learning challenges needs serious attention.<br>Educational Studies<br>M.Ed. (Education Management)
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Arends, Audrey Merelin. "The challenges of effective management of a multcultural teaching environment in Gauteng primary schools." Diss., 2012. http://hdl.handle.net/10500/7043.
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This research is aimed at identifying the challenges facing the effective management of a multicultural teaching environment in Gauteng primary schools by the school management team and educators. The research addressing the problems and sub-problems involved a literature review conceptualising multicultural education. The empirical investigation included the use of observations, a questionnaire and interviews to gather data. The findings linked to the literature review, revealed areas of strength and weakness of the school management team and educators. Based on the findings recommendations were made for school management teams and educators to design development programmes to inculcate in school management teams and educators the competencies necessary to perform effectively in a multicultural environment.<br>Educational Leadership and Management<br>M. Ed. (Education Management)
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Mtshali, Enock Bhekokwakhe. "An exploration of staff development team's promotion of quality education within the context of integrated quality management system." Thesis, 2012. http://hdl.handle.net/10413/6789.
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The purpose of this study was to explore the Staff Development Team’s (SDT)
promotion of quality education within the context of Integrated Quality Management
System. The study explored aspects that the SDT does to promote quality education,
processes by which the SDT engages itself in to promote quality education and the
reasons why the SDT promotes quality education. Provision of quality education in
South Africa passed different stages that eventually culminated in Integrated Quality
Management System being gazetted in 2003. With this instrument in place, the
Department of Education (DoE) hoped schools, in particular and the Education
Department in general, would perform well. Mixed responses from the respondents
reflected that there are numerous factors that hamper the implementation of IQMS.
These factors range from inadequate training of teachers for IQMS, scanty meetings in
which discussions about IQMS are held, lack of involvement of all teachers in the
school on issues related to IQMS, implementation of many quality education
improvement strategies by the DoE within a short period of time and fear by teachers
of being evaluated.
The main findings showed that there is a dire need for teachers to be retrained on
IQMS and frequent holding of IQMS related meetings. The main findings also revealed
that the monetary component of IQMS, namely, pay progression, is a cause for concern
in that it compels teachers to be dishonest in evaluating one another. This suggests that
if IQMS is to be successful, the pay progression component should be divorced from it
(IQMS). The study recommends that there should be regular meeting for IQMS at
school so as to bring every teacher on board about IQMS. The study further
recommends that although it is good to learn from other countries, but the context
should be taken into consideration if a new strategy has been copied from other
countries because what is good for one country may not be good for another country.
Finally, the study recommends that while counter opinions always exist when a new
initiative is being implemented, steadfastness should be upheld and adherence to the
policy will ensure the realisation of its (policy) intended aim.<br>Thesis (M.Ed.) - University of KwaZulu-Natal, Edgewood, 2012.
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Makumbila, I. M. "Effective educational leadership for good discipline at Phangasasa Senior School." Thesis, 2005. http://hdl.handle.net/10386/2649.
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Mwiria, David. "The relationship between the attitude of secondary school Mathematics educators towards school and the achievement of their learners." Diss., 2006. http://hdl.handle.net/10500/776.
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This research investigates the relationship between the attitude of senior secondary mathematics educators towards school and the achievement of their learners. A literature study examined research into the relationships between an educator's attitude towards his or her school management team, colleagues, learners, parents, the subject of mathematics and the factors influencing mathematics achievement. An empirical investigation used a quantitative research design to collect data from selected senior secondary schools in the Eastern Cape Province of South Africa. A questionnaire was used to gather data and a statistical data analysis was conducted to calculate frequencies and test hypotheses. Findings indicated the existence of a relationship between educators' attitudes towards school and the achievement of their learners. It was therefore recommended that school managers should be very sensitive to the climate prevailing in their schools in order to encourage mathematics educators and thus, indirectly, learners in this vital subject.<br>Educational Studies<br>M. Ed. (Didactics)
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Chauke, Margaret. "The experiences of educators in management of inclusive classrooms." Thesis, 2017. http://hdl.handle.net/10500/23487.
Full textAbstract:
Full-Service Schools are new institutions in South Africa which have been established in terms of the Education White Paper 6, Special Needs Education and Training System (Department of Education, 2001: 22-23; 2014: 9) as pilot schools for the rolling out of the Inclusion Policy in South Africa. A full-service school is a school that encourages learners who experience barriers to learning and learners without barriers to learning to learn and live together (Department of Education, 2001, 2014). For this reason, all learners must have opportunities to learn and play together and participate in educational activities in full-service schools. These inclusion practices, which promote acceptance, equity and collaboration, are responsive to individual needs, and embrace diversity (The Constitution of the Republic of South Africa, Act No. 108 of 1996). The purpose of this study was to explore the experiences of educators in management of inclusive classrooms. This study focused on how the educators perform the three of the seven educators roles as expected in the Minimum Requirements for Teacher Education Qualifications (MRTEQ) (Department of Education, 2011).The educators, over and above these roles, are expected also to participate in extra-curricular programmes, such as sports, cultural and artistic activities, and thus taking more of their time, most probably to the detriment of not fulfilling their Minimum Requirements for Teacher Education Qualifications as expected.
The three selected educators roles are ‘the educator as a learning mediator’, ‘the educator as assessor’ and ‘the educator as support provider’, viz. the community, citizenship and pastoral roles of educators for the learners who experience barriers to learning in English First Additional Language (FAL) in the Grade Six inclusive classrooms. A qualitative research method was employed in this study, to explore the way in which individuals make sense of their world in the naturalistic setting of the classroom, without predetermining the research outcomes (Patton 2002, MacMillan & Schumacher 2010, Denzin & Lincoln 2011, Creswell, 2013). Data analysed was gathered through in-depth interviews, non-participatory observation, and document analysis. Data was analysed through content analysis.<br>Inclusive Education<br>D. Ed. (Inclusive Education)
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Ntombela, Lindiwe Sybil. "Secondary school principals' implementation of instructional leadership in the Amajuba District of KwaZulu-Natal." Diss., 2014. http://hdl.handle.net/10500/14486.
Full textAbstract:
The aim of this study was to find out the perceptions on the principals’ implementation of instructional leadership in the Amajuba District of KwaZulu-Natal with a view to provide guidelines that may be employed to enhance the execution of this role.
Scholars believe that instructional leadership can assist in the transformation of schools into effective schools with consistent high learner achievement. In the Amajuba District schools show fluctuation in their grade twelve results, hence the need to investigate the principals’ implementation of instructional leadership. The grade 12 results were used because it is assumed that the variance is indicative of the differences in the principal’ leadership roles in these schools.
This qualitative study examines the principals’ instructional leadership role. Data was gathered by means of literature study and focus group interviews. Four interviews were held: three with Deputy Principals and Heads of Departments, and the fourth one comprised of principals of the six selected secondary schools.<br>Educational Leadership and Management<br>M. Ed. (Education Management)