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Modern organizations are faced with the challenge of global competition, therefore, they will have to implement rationalization and restructuring in a systematic and situational way, which affects the content of work, the development of new models for planning business tasks, and the quality of responsibility. Creating motivating working conditions and an employee-oriented corporate culture is central to the future health of organizations. Identifying employees with the company's values and goals will increase their loyalty. Cultural intervention will help change in the desired direction. A clear and inspiring vision should reflect the desired culture. This must be communicated and demonstrated in all areas of the organization. Open communication about the goals of the culture change and the progress of the process helps build trust and buy-in. Here, it is necessary to make decision-making processes transparent and to take into account the feedback of employees. The sustainable operation of the organization is conditioned by the implementation of adaptive changes in the following areas: Corporate values and Participatory management; Action competence and development opportunity; Change management and Goal oriented decision making; Development of social and professional diversity of human resources. The management of organizational development should be linked to the identification of social factors (social iteration and group dynamics greatly influence work behavior and motivation; raising awareness of the impact of individual behavior on the group in order to reflect and develop new behaviors; analyzing interpersonal skills and group dynamic processes). Organizational development is a systematic approach to organizational change. For the head, the achievement evaluation system has the following importance: to clearly understand the connection between strategic tasks and department tasks; optimal ratio between efforts and results; Better understanding of the reasons for success and failure; Specifying the need for the learning process; better evaluation of the effectiveness of the learning process; Increasing employee motivation and awareness. [ABSTRACT FROM AUTHOR]

In Denmark, patient-centred care and treatment is an independent goal and an expression of high quality in healthcare practices. Core principles such as equal partnership, joint decision-making, and a holistic effort are an expression of the fact that person-centred treatment is being delivered. Patient-centredness was initiated by the World Health Organization in 1977, and since 1997 person-centredness has increasingly been used to promote the humanistic approach. The idea of providing person-centred care originates from client-related psychotherapy and person-centred counselling. At Lillebælt Hospital, excellence in nursing, treatment and care is a special focus area for managers and employees to prevent the suffering that can arise in people who feel treated as an object, lack specific knowledge, or do not understand a given rationale or guidance. This article presents a theoretical practice model for an equal partnership and a person-oriented collaboration between professional and patient. [ABSTRACT FROM AUTHOR]

In recent years, the government's focus on promoting FPOs has led to an increase in FPOs multifold. However, with the fast growth of FPOs, it is important to identify what impacts the performance of FPOs. This study raised the question, "What impacts the performance of FPOs? This study attempts to identify the measures for the performance of the FPOs. The Delphi round was conducted with 26 experts identified from agriculture. The performance measures were identified and linked with the literature. In the second round of Delphi, the experts were provided with eleven measures for performance and were asked to rank them. Based on the weightage of each criterion the most important criteria were decided. The mean ranks and deviations of the performance measures were analyzed. The hypothesis test and Kendall's coefficient of concordance have been further used to validate the performance measures. It has been observed that governance of the farmer-producer organization, financial support, and professional management are the core measures for farmer producer organizations. Measures like Management Information Systems, Business Plan Preparation, Share capital, Turnover, Infrastructure, Market Linkages, Technical Support, and Age of FPO play an important role in the performance of the FPOs. This study will be helpful for all the stakeholders, including FPOs themselves, funding agencies, skill-building organizations, etc. [ABSTRACT FROM AUTHOR]

Copyright of Revista Uruguaya de Historia Económica (RUHE) is the property of Revista Uruguaya de Historia Economica and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The study examines the impact of board efficiency, professional management, and ethics on the financial performance of firms in SSA after considering the sizes of these firms. Firm and countrylevel data for non-finance firms in SSA are obtained from the Bloomberg Terminal from 2007 to 2017. The OLS, Fixed, Random Models, and the difference GMM techniques are used for the analysis. The study results reveal that board efficiency is negatively related to the profits of firms in SSA which is proxied by the ROAs of the firms, but it positively impacts Sales. Professional management also has a positive relationship with profits and negatively relates to Sales, while Ethics also has a negative relationship with Sales, The study further finds that, by considering the sizes of the firms, board efficiency positively affects sales levels of firms in SSA, professional management has a positive impact on the firms' profits while ethics also affect profits of the firms positively. Therefore, this study provides significant implications for firms and gives firms' management a framework for adoption in managing their business activities. [ABSTRACT FROM AUTHOR]

This case study discusses the development and delivery of a MA/MBA social work leadership programme which was part of a range of new learning opportunities in a social work teaching partnership. Following the mapping of workforce needs across the employers, a key theme emerged in relation to the need for a leadership programme for managers. This case study brings together the process of developing and delivering new leadership programmes and includes student feedback and an overview of the pedagogic principles underpinning our approach. An explanation is given about how this facilitated the building of communities of practice across partnership employers and academic departments. [ABSTRACT FROM AUTHOR]

The paper studies the performance of selected public sector bank-sponsored mutual funds in India using conventional measures. The data for the study has been captured from two leading public sector bank-sponsored fund houses, namely SBI Fund Management Pvt. Ltd. and UTI Asset Management Co. Ltd., to examine their performances. The study uses maximum numbers of leading risk-adjusted interventions, like the Sharpe index, Treynor index, information ratio, Jensen's alpha, Fama's selectivity measure, and M-squared. The result of the study unveils that most of the sampled schemes executed well in terms of return and professional management of funds by the fund managers. The work also reveals that the SBI fund house is a slightly better performer than the UTI fund house, in terms of efficient schemes and professional management of the portfolio. The study concludes that stakeholders must make wise choices in their investments by looking at all the risk measures and returns, and other developed measures. [ABSTRACT FROM AUTHOR]

Copyright of Revista de Tecnologia Aplicada is the property of Faculdade Campo Limpo Paulista and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

"The prosperity of the population and son, the prosperity of the country" means that the more family members and male offspring, the more stable and prosperous the family foundation of future generations. This concept is deeply engraved in China's traditional culture, and affects the behavior and decision-making of the actual controller as a parent. Chinese family enterprises are facing urgent problems such as power transfer and leader replacement. Although some studies have paid attention to the relationship between children's characteristics and enterprise inheritance, they have not connected this relationship with the internal mechanism of successor selection. The existing theoretical research lacks in-depth analysis of the influence mechanism of children's characteristics on professional manager appointment. Therefore, we attempt to make up for this deficiency. Based on this, we take Chinese family listed companies from 2009 to 2019 as a sample to test the impact of the number and the gender structure of actual controllers' children on family enterprises' professional management. The study found that the number of children, especially the number of sons, will inhibit the professional operation of enterprises. This conclusion is still true after the robustness test. Further research found that compared with daughters, sons have a more significant impact on professional management. At the same time, the greater the ownership proportion of the actual controller, the stronger the correlation between children's characteristics and professional management. We not only studied the influencing factors of enterprise succession from the perspective of children's characteristics, but also enriched the organization theory in the context of family business, which is helpful to promote the benign evolution and healthy and sustainable development of enterprises. [ABSTRACT FROM AUTHOR]

Abstract The world of pesantren is an educational learning environment that effectively shapes the thinking and mentality of students effectively. Complete physical facilities such as buildings, learning environments, playgrounds or curricula and educational resources (asaatidz) that accompany 24 hours for the students intensively. The students are also protected from the temptation of contemporary social media which tends to have a negative impact during the education process on Pesantren, especially at an early age. The Madinatul Quran Islamic boarding school, which is located in Pecangaan, the South coast area in coastal Java, is interesting to be studied because the integration of this educational institution is the provision of Tahfidz Alquran for small children who are also study at formal education, Islamic primary school or state or primate primary school. This study applied the perspective of management of Islamic boarding schools by using qualitative approach. Some informants as primary data sources were the founders and administrators of Islamic boarding schools. The data was collected through in-depth interview observation methods and observations at the pesantren. Another method is the collection of documentation as a secondary data source in this Madinatul Quran Islamic boarding school. From various analyzes of the data in this study, it is found that the application of innovative methods from the teachers in the pattern of memorizing the Quran for primary school children. The two patterns of management of pesantren which are managed professionally and supported by various parties, especially on the pesantren facilities and the appreciation for human resources, the achievements of the students at the Madinatul Quran Pati Selatan pesantren.

“The prosperity of the population and son, the prosperity of the country” means that the more family members and male offspring, the more stable and prosperous the family foundation of future generations. This concept is deeply engraved in China’s traditional culture, and affects the behavior and decision-making of the actual controller as a parent. Chinese family enterprises are facing urgent problems such as power transfer and leader replacement. Although some studies have paid attention to the relationship between children’s characteristics and enterprise inheritance, they have not connected this relationship with the internal mechanism of successor selection. The existing theoretical research lacks in-depth analysis of the influence mechanism of children’s characteristics on professional manager appointment. Therefore, we attempt to make up for this deficiency. Based on this, we take Chinese family listed companies from 2009 to 2019 as a sample to test the impact of the number and the gender structure of actual controllers’ children on family enterprises’ professional management. The study found that the number of children, especially the number of sons, will inhibit the professional operation of enterprises. This conclusion is still true after the robustness test. Further research found that compared with daughters, sons have a more significant impact on professional management. At the same time, the greater the ownership proportion of the actual controller, the stronger the correlation between children’s characteristics and professional management. We not only studied the influencing factors of enterprise succession from the perspective of children’s characteristics, but also enriched the organization theory in the context of family business, which is helpful to promote the benign evolution and healthy and sustainable development of enterprises.

Family businesses are the most widespread type of business in the world. On the other hand, family businesses are estimated to contribute the most to the economic development of a country. Due to the importance of these businesses, numerous studies have been conducted to identify the problems faced by these businesses. One of the main problems of these businesses is the lack of professional management that is a result of the conventional approach of the owners of these businesses. This study was conducted in order to identify the problems faced by family businesses, and to also understand the negative reflections in the internal business environment that arise as a result of not shifting to a professional management of local family businesses operating in Kosovo. In order to provide information on managerial problems, direct meetings were held with 8 managers of these family businesses. In this paper, a qualitative research method is used, using the "case study" model. For data analysis, the program "MAXQDA 2020" was used, with which codes and categories were created, while the frequencies of these codes were provided from these results. In addition to the code frequencies, the answers of the managers regarding the management problems in these businesses are also presented. The findings of this study have presented important data on the managerial problems of these family businesses. These problems presented in this paper are a a result of the attitudes of the owners of these businesses and a result of the lack of a professional management. From the results of this paper, it is also made clear that the various negative reflections are the result of mismanagement of these family businesses. [ABSTRACT FROM AUTHOR]

The South African Schools Act 84 of 1996 requires school governing bodies (SGBs) to take responsibility for the management of school finances. However, research in this field of study revealed that many SGB members lack the necessary knowledge and financial skills to effectively and efficiently manage schools’ finances. This has resulted in more financial responsibilities assigned to principals, who in turn solicit the assistance of other members of school management teams (SMTs), which include heads of departments (HoDs) and deputy principals. Given that principals and SGBs grapple with the demands of managing financial resources effectively, this study explores the necessity for SMTs to collaborate with principals and SGBs. Qualitative research was used to determine the factors that drive or hinder authentic collaboration among SMT members and SGB governors in the Gauteng West and Johannesburg West education districts. This research followed an interpretivist approach, focusing on the descriptive, contextual and exploratory nature of the inquiry. Findings revealed that collaboration between members of the SGBs and SMTs on school finances are usually non-existent. It is recommended that more structures and opportunities should be created to enable effective communication and teamwork among various role-players. Cultivating and sustaining collaborative relationships between members of SGBs and SMTs will certainly contribute to effective financial management.

Copyright of Business Consultant / Poslovni Konsultant is the property of FINconsult Ltd. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Based on the empirical study conducted using the Khitrova “Business Situations” test, which is a modification of the Rosenzweig drawing association test, the features of frustration reactions were revealed. The comparative empirical study including 310 teachers, doctors, and engineers from Astrakhan city institutions (Russia) was conducted. The revealed trends of teachers and doctors made it possible to describe the image of a typical modern representative of the socionomic profession. The results will form the basis for training courses regarding specialists, in effective behavioural strategies in frustrative situations with the goal, which comprises changing unproductive strategies and frustration reactions in business. [ABSTRACT FROM AUTHOR]

Copyright of Kafkas University, Journal of Economics & Administrative Sciences Faculty / Kafkas Üniversitesi Iktisadi ve Idari Bilimler Fakültesi Dergisi is the property of University of Kafkas, Faculty of Economics & Administrative Sciences and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The South African Schools Act 84 of 1996 requires school governing bodies (SGBs) to take responsibility for the management of school finances. However, research in this field of study revealed that many SGB members lack the necessary knowledge and financial skills to effectively and efficiently manage schools' finances. This has resulted in more financial responsibilities assigned to principals, who in turn solicit the assistance of other members of school management teams (SMTs), which include heads of departments (HoDs) and deputy principals. Given that principals and SGBs grapple with the demands of managing financial resources effectively, this study explores the necessity for SMTs to collaborate with principals and SGBs. Qualitative research was used to determine the factors that drive or hinder authentic collaboration among SMT members and SGB governors in the Gauteng West and Johannesburg West education districts. This research followed an interpretivist approach, focusing on the descriptive, contextual and exploratory nature of the inquiry. Findings revealed that collaboration between members of the SGBs and SMTs on school finances are usually non-existent. It is recommended that more structures and opportunities should be created to enable effective communication and teamwork among various role-players. Cultivating and sustaining collaborative relationships between members of SGBs and SMTs will certainly contribute to effective financial management. [ABSTRACT FROM AUTHOR]

Background: Despite the effects of midwives on the health of family and community through promotion of maternal and child health indicators, they are not in the position of professional decision making. Therefore, this study was aimed to determine the barriers to achieve professional management positions by midwives. Materials and Methods: This study was a descriptive and cross-sectional study. The members of board commission of midwifery and reproductive health, the academic members of midwifery department and midwives working at the adjutancy of health and treatment were selected from eight Iranian universities of medical sciences. Data was collected through demographic characteristics questionnaire, a researcher-made questionnaire about administrative barriers, and management skills. Validity and reliability of this tool was confirmed through content validity and Cronbach's alpha coefficient, and the results were analyzed using inferential statistics (analysis of variance and Kruskal–Wallis test). Results: The results of this study showed that the barriers for midwives to achieve professional management positions in order of preference were organizational barriers (71.4%), cultural barriers (42.4%), and individual barriers (30.8%). Conclusions: Based on the findings of this research, organizational barriers are the most important obstacle to achieve professional management positions. Therefore, the role of the authorities is emphasized to eliminate organizational barriers and provide more resources to reduce this problem.

In terms of section 15 of the Schools Act, a public school is a legal person ("juristic person") with legal capacity to perform its functions under the Act. The Schools Act distinguishes between governance and professional management, assigning the former to the governing body and the latter to the principal of the school (section 16(1) and 16(3)). The professional management of a public school must be undertaken by the principal under the authority of the Head of Department. Section 16(A) makes provision for the functions and responsibilities of principals of public schools. Section 16(A) lists the tasks and responsibilities for which the principal as employee of the Department of Education is accountable to the Head of Department. The principal is however also accountable to the governing body for the implementation of statutory functions or policies regarding admission, language, religion and school funds that are delegated to him or her by the governing body in terms of the Schools Act. Since 1996, an increasing number of court cases and disciplinary hearings took place in which provincial heads of education departments were challenged for unlawful actions against principals due to the latter's implementation of the statutory functions of governing bodies. Principals therefore seem to be caught between their role as employee of the Department of Education and ex officio member of the governing body of their public school.

Copyright of Revista de Ciências da Administração is the property of Universidade Federal de Santa Catarina, Departamento de Ciencias da Administracao and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Corruption is a constant global phenomenon, which is becoming more complex and intense as competition for resources increases. It is even more so amongst those living in developing countries, particularly emerging economies such as South Africa. Acts of corruption directly contest the basic principles of South Africa's Constitution, which aims at establishing freedom and security for everyone and a democracy 'for the people, by the people'. The aim of this article is to determine whether South African public education is safe from the corruption 'bogey', where reflection is made on professional public school management, which is the responsibility of school principals. Our objectives include designing an education-specific definition of corruption to advance accountable and transparent leadership; establishing the degree to which corruption has infiltrated the public education sphere; and making recommendations to fight corruption in public schools at professional public school management level. Among other findings, we found that even though some principals actively advocate upholding high morals, their conduct proves differently.

The aim of this article is to present and analyse the importance of professional management in sports organizations in the context of the results achieved by these organizations. The research presented in this article was based on Fribourg Management Model for Non-Profit Organizations. The research was conducted among a randomly selected, representative sample of Polish sports organizations, from October to December 2015. A total of 381 organizations were surveyed. The results show that the key role in the results achieved by sports organizations in Poland is played primarily by the resources acquired, especially by the involved board members, the sponsors and the ability to raise financial resources. Professionalization of management is also important for the results achieved by the organization, both in general terms and when looking closer at its individual aspects. [ABSTRACT FROM AUTHOR]

Background: Despite the effects of midwives on the health of family and community through promotion of maternal and child health indicators, they are not in the position of professional decision making. Therefore, this study was aimed to determine the barriers to achieve professional management positions by midwives. Materials and Methods: This study was a descriptive and cross-sectional study. The members of board commission of midwifery and reproductive health, the academic members of midwifery department and midwives working at the adjutancy of health and treatment were selected from eight Iranian universities of medical sciences. Data was collected through demographic characteristics questionnaire, a researcher-made questionnaire about administrative barriers, and management skills. Validity and reliability of this tool was confirmed through content validity and Cronbach's alpha coefficient, and the results were analyzed using inferential statistics (analysis of variance and Kruskal-Wallis test). Results: The results of this study showed that the barriers for midwives to achieve professional management positions in order of preference were organizational barriers (71.4%), cultural barriers (42.4%), and individual barriers (30.8%). Conclusions: Based on the findings of this research, organizational barriers are the most important obstacle to achieve professional management positions. Therefore, the role of the authorities is emphasized to eliminate organizational barriers and provide more resources to reduce this problem. [ABSTRACT FROM AUTHOR]

The Romanian economy and organizations are going through a deep economic crisis, generated by a complex of causes, endogenous and contextual. The unanimous assessment is that one of the most important causes is represented by the the unprofessional management of the central government exercised at economic operators and public organizations levels. Making the management more efficient, by promoting and using appropriate models is an important solution given it is supported by professional managers and specialists. Such models, differentiated by organizatoric "stages" of the economy have in common the promotion of the strategic management and managerial reengineering, which facilitates and directs the managerial change awaited for over 20 years.

Este texto visa a analisar a história da Perdigão, da sua origem, em meados da década de 1930, até hoje. O artigo parte do estudo da passagem das empresas tradicionais e familiares para as firmas modernas, com administração profissional. A Perdigão começou atuando em dois produtos e em uma única região de onde, após três décadas, cresceu, diversificou as áreas de atuação e a gama de produtos, ocupando o território nacional, tanto com unidades industriais quanto com filiais comerciais. Na seqüência, estuda-se a passagem do poder da segunda para a terceira geração, quando enfrentou dificuldades financeiras e administrativas e foi vendida pelos herdeiros. Ao deixar de ser uma empresa familiar e profissionalizar sua gestão, a Perdigão retomou o caminho do crescimento, da inovação e da disputa pelo mercado nacional e pelas exportações.This paper aims analysing the history of Perdigão, from its foundation in the mid 1930s until nowdays. The main concern is related to how traditional and family companies can become modern and professionally managed. That company started by operating with only two products in a region, from where, three decades later, expanded and diversified its business and range of products, towards the Brazilian domestic market through the installation of new industrial and commercial branches. Subsequently, the transition of power from the second to third generation, when financial and administrative difficulties emerged, leading to its sale by the heirs, is analysed in this paper. As it was no longer a family company, and its management became more professional, Perdigão returned to a path of growth, innovation and ability to compete in national as well as foreign markets.

Copyright of Dilemas Contemporáneos: Educación, Política y Valores is the property of Dilemas Contemporaneos: Educacion, Politica y Valores and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose – Some multi-owned housing developments do not appoint an external strata manager. The purpose of this paper is to highlight how governance is negotiated when there is no strata manager in place. Design/methodology/approach – A semi structured interview was conducted as a case study to contrast and highlight issues that occur where no strata manager is in place. Findings – The lack of a manager presented particular difficulties when negotiating outcomes. A market gap is identified highlighting implications for how strata managers may increase future market penetration. Research limitations/implications – The number and spatial occurrence of strata titled complexes operating without a formal governance structure in situ is not known. Further research needs to be undertaken in this area. Practical implications – The resilience of Australia’s densification policies is dependent on how owners perceive and adjust to additional layers of governance. Difficulties arise for the individual and the scheme as a whole where no formal mechanism is operational. Social implications – As cities become more dense, multi-owned property is increasing. Where governance mechanisms fail, or fail to be implemented, sound governance outcomes may be problematic. Originality/value – The issue of multi-owned property operating without or outside a governance structure has not previously been considered. [ABSTRACT FROM AUTHOR]

In terms of section 15 of the Schools Act, a public school is a legal person ("juristic person") with legal capacity to perform its functions under the Act. The Schools Act distinguishes between governance and professional management, assigning the former to the governing body and the latter to the principal of the school (section 16(1) and 16(3)). The professional management of a public school must be undertaken by the principal under the authority of the Head of Department. Section 16(A) makes provision for the functions and responsibilities of principals of public schools. Section 16(A) lists the tasks and responsibilities for which the principal as employee of the Department of Education is accountable to the Head of Department. The principal is however also accountable to the governing body for the implementation of statutory functions or policies regarding admission, language, religion and school funds that are delegated to him or her by the governing body in terms of the Schools Act. Since 1996, an increasing number of court cases and disciplinary hearings took place in which provincial heads of education departments were challenged for unlawful actions against principals due to the latter's implementation of the statutory functions of governing bodies. Principals therefore seem to be caught between their role as employee of the Department of Education and ex officio member of the governing body of their public school. [ABSTRACT FROM AUTHOR]

Copyright of Revista CESUMAR: Ciências Humanas e Sociais Aplicadas is the property of Revista Cesumar - Ciencias Humanas e Sociais Aplicadas and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose � The purpose of this paper is to explore the rise of strata manager as a newly emergent profession and note their impact on the governance within medium and high density, strata titled housing such as flats, apartments, town-houses and CIDs. Design/methodology/approach � This research presents finding from a small scale, qualitative research project focused on the interaction between the owner committee of management and strata managers. Findings � The introduction mandatory certification is championed by industry bodies. The strata managers considered they already demonstrated valuable attributes desired by committees of management. These differed to the attributes targeted by the new training regime, and the attributes valued by the committees of management. Research limitations/implications � This is a small scale pilot study. A larger study will need to be undertaken to confirm these results. Practical implications � There is a disjunct between the training and what strata managers consider relevant to undertaking their duties. This has significance for the ongoing governance of these properties and industry professionalisation. The resilience of Australia�s densification policies will depend on how learning will translate into better governance outcomes for owners. Social implications � One in three people within Australia�s eastern states lives or owns property within strata titled complex (apartments, flats and townhouse developments). The increasing number of strata managers and professionalisation within their industry has the ability to impact an increasing number of people. [ABSTRACT FROM AUTHOR]

Corruption is a constant global phenomenon, which is becoming more complex and intense as competition for resources increases. It is even more so amongst those living in developing countries, particularly emerging economies such as South Africa. Acts of corruption directly contest the basic principles of South Africa's Constitution, which aims at establishing freedom and security for everyone and a democracy 'for the people, by the people'. The aim of this article is to determine whether South African public education is safe from the corruption 'bogey', where reflection is made on professional public school management, which is the responsibility of school principals. Our objectives include designing an educationspecific definition of corruption to advance accountable and transparent leadership; establishing the degree to which corruption has infiltrated the public education sphere; and making recommendations to fight corruption in public schools at professional public school management level. Among other findings, we found that even though some principals actively advocate upholding high morals, their conduct proves differently. [ABSTRACT FROM AUTHOR]

Local governments explore alternative delivery strategies for their service portfolios by engaging both private markets of for-profit firms and public markets of intergovernmental agreements. This study investigates the critical role of professionally structured local governments in selecting between these alternative markets. The analysis of national data on U.S. local government for the year 2007 includes new measures of management motivators and obstacles to contract with both for-profit and intergovernmental agents, as well as new measures for transaction cost, citizen interest, and market competition for the full portfolio of services provided by local governments. The study finds that council-manager governments are more responsive to market competition and citizen interest, and manage political motivation and opposition by exploring alternative forms of service delivery. However, public intergovernmental contract markets are a means to address management difficulties for governments of both types. [ABSTRACT FROM PUBLISHER]