Annual Report by Director General of Surveys, South Africa, 1976/77

1979 ◽  
Vol 145 (1) ◽  
pp. 155
Author(s):  
G. A. H.
Keyword(s):  
South Africa ◽  
Annual Report ◽  
Director General

Leadership of change in South Africa public sector turnarounds

2018 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mampe Kumalo ◽  
Caren Brenda Scheepers
Keyword(s):  
South Africa ◽  
Public Sector ◽  
Current Literature ◽  
Organisational Change ◽  
Director General ◽  
Change Processes ◽  
Structured Interviews ◽  
Content Type ◽  
The Public ◽  
Financial Consequences

PurposeOrganisational decline has far-reaching, negative emotional and financial consequences for staff and customers, generating academic and practitioner interest in turnaround change processes. Despite numerous studies to identify the stages during turnarounds, the findings have been inconclusive. The purpose of this paper is to address the gap by defining these stages, or episodes. The characteristics of leaders affect the outcome of organisational change towards turnarounds. This paper focusses, therefore, on the leadership requirements during specific episodes, from the initial crisis to the full recovery phases.Design/methodology/approachA total of 11 semi-structured interviews were conducted with executives from the public sector in South Africa who went through or were going through turnaround change processes and 3 with experts consulting to these organisations.FindingsContrary to current literature in organisational change, this study found that, in these turnaround situations, leadership in the form of either an individual CEO or director general was preferable to shared leadership or leadership distributed throughout the organisation. This study found four critical episodes that occurred during all the public service turnarounds explored, and established that key leadership requirements differ across these episodes. The study shows how these requirements relate to the current literature on transactional, transformational and authentic leadership.Practical implicationsThe findings on the leadership requirements ultimately inform the selection and development of leaders tasked with high-risk turnaround change processes.Originality/valueFour episodes with corresponding leadership requirements were established in the particular context of public sector turnaround change processes.

scholarly journals THE REGULATION OF INTERCOUNTRY ADOPTION IN SOUTH AFRICA

Obiter ◽  
2016 ◽  
Vol 37 (3) ◽  
Author(s):  
Glynis van der Walt
Keyword(s):  
South Africa ◽  
Adoptive Parents ◽  
The State ◽  
Best Interests ◽  
Director General ◽  
Central Authority ◽  
Intercountry Adoption

In South Africa, the Director General of the DSD appoints the Central Authority. Applications for intercountry adoption are made to the Central Authority. The aim is to protect the best interests of children involved in the process of intercountry adoption. This task is of paramount importance. The Central Authority is also tasked with maintaining relationships and promoting cooperation among the competent authorities within the State to protect children and to achieve the objectives of the Convention. In addition, where an adoption takes place after the child has been transferred to the receiving State and the Central Authority of the receiving State is of the view that the continued placement of the child with the prospective adoptive parents is not in the best interests of the child, the Central Authority is required to take the necessary measures to protect such child. These measures include withdrawing the child from the prospective adoptive parents and arranging temporary care and a new placement for the child in consultation with the Central Authority of the State of origin. The Central Authority therefore acts as a “gatekeeper”, with all adoptions in-and-out of the country channelled through its checks. It fulfils an important function to eliminate practices which may violate the best interests of the child.

Reduction of Airline Costs

1955 ◽  
Vol 59 (540) ◽  
pp. 829-842
Author(s):  
Hedley S. Crabtree
Keyword(s):  
Annual Report ◽  
Director General ◽  
Direct Taxation

Sir William Hildred, C.B., O.B.E., Director-General of I.A.T.A., in his Annual Report, which he presented at the I.A.T.A. Conference in Paris in the middle of September 1954, pointed out that there was an urgent need for a drive for greater efficiency to obtain a balanced airline economy. He quoted some interesting I.C.A.O. figures. These covered all the world's scheduled operators, both the profit-making and the loss-making companies. In 1951, the world's airlines showed that total operating revenues were 6 per cent, higher than total costs. In 1952, this figure was down to 3·6 per cent, and in 1953, down to 1·1 per cent., which represented $27-million profit on a total business of $2,500-million. It should be noted that this $27-million profit is arrived at after the pay-out of direct taxation by the profit-making companies to the tune of $69-million.

Round table report: Advancing regional social integration, social protection, and the free movement of people in Southern Africa

2013 ◽  
Vol 3 (3) ◽  
pp. 141-145 ◽  
Author(s):  
Lorenzo Fioramonti
Keyword(s):  
South Africa ◽  
Social Policy ◽  
Social Integration ◽  
South African ◽  
Southern Africa ◽  
Social Protection ◽  
Round Table ◽  
Regional Governance ◽  
Free Movement ◽  
Director General

The round table on “Advancing regional social integration, social protection, and free movement of people in Southern Africa” was organized as part of the conference “Regional governance of migration and social policy: Comparing European and African regional integration policies and practices” held at the University of Pretoria (South Africa) on 18–20 April 2012, at which the articles in this special issue were first presented. The discussion was moderated by Prince Mashele of the South African Centre for Politics and Research and the participants included: Yitna Getachew, IOM Regional Representative for Southern Africa, Migration Dialogue for Southern Africa (MIDSA); Jonathan Crush, University of Cape Town and Balsillie School of International Affairs, Canada, representing the Southern Africa Migration Program (SAMP); Vic van Vuuren, Director of Southern African ILO; Vivienne Taylor, South Africa Planning Commission; Sergio Calle Norena, Deputy Regional Representative of UNHCR; Laurent De Boeck, Director, ACP Observatory on Migration, Brussels; Wiseman Magasela, Deputy Director General Social Policy, South African Department of Social Development; and Sanusha Naidu, Open Society Foundation for South Africa.

International Refugee Organization

1952 ◽  
Vol 6 (1) ◽  
pp. 125-127 ◽  
Keyword(s):  
United Nations ◽  
Annual Report ◽  
Hard Core ◽  
Favorable Outcome ◽  
Director General ◽  
Local Authorities ◽  
United Nations High Commissioner ◽  
High Commissioner ◽  
The United Nations ◽  
Supplementary Report

The General Council of the International Refugee Organization held its eighth session October 23 to 27, 1951 at Geneva. The Council reviewed the annual report of the Director-General for the period July 1, 1950 to June 30, 1951 in which Mr. Kingsley summarized the activities and achievements of IRO since its inception, defined the migration trends for the previous year, and discussed methods being employed to transfer IRO functions to the United Nations High Commissioner for Refugees, the Allied High Commission for Germany, and to voluntary groups and local authorities. In a supplementary report on residual problems Mr. Kingsley emphasized the serious refugee problems in Greece, Trieste, Austria, Italy, China, and Korea which would survive the organization's closure early in 1952 despite the substantial completion of IRO activities by that time. He reported that 573 ‘institutional hard core’ cases were being resettled and 1,514 locally resettled but pointed out a lack in satisfactory arrangement for 477 hard core cases in Shanghai, Samar, Greece, and Spain, while particularly emphasizing the need to make intensive efforts to resettle the 398 cases in Shanghai and 900 additional cases in Trieste. Although the Council agreed to delay its communication on residual problems to the United Nations until its next session pending further information on Trieste and Shanghai, it approved a decision first to assist the 477 hard core cases, then to apportion expenditures equally between material assistance and resettlement. At the close of this report on residual problems Mr. Kingsley announced the favorable outcome of the shipping program and satisfactory arrangements with the ‘institutional hard core’, permitting resettlement of 9,000 additional refugees before closure.

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