Anastatiese- en transendentale ontleding van administratiewe transformasie binne die raamwerk van Masakhane

English: In a changing world transformation is from the earliest centuries, familiar to mankind. Therefore the argument is valid that the meaning did not require further explanation. Although it might be the case, a dilemma is that people oft en experienced uncertainty regarding the meaning of transformation and intention of role players, when they refer to the concept. People have different viewpoints, opinions and perceptions of transformation. Therefore the purpose is to bring transformation into perspective. It is argued that the concept should be categorised in different types of transformation. This is necessary in order to differentiate the meaning and to increase the possibilities for implementation purposes in practice. The value of this approach is that resistance to change is not necessarily a matter of principal, but it is restricted to ‘n specific type of transformation. Role players must bear in mind that the various types of transformation are often inter-related. Therefore a rigid approach is not recommended. There is a relation between perceptions of transformation, meanings and viewpoints. This is because viewpoints are for instance, often based on perceptions. Perceptions are not necessarily a true reflection of reality, because it is based on selective observation, what people want to observe. Some individuals base their decisions on perceptions. Therefore it is necessary to determine the meaning of perceptions and their impact on transformation. An anastatic approach can be utilised for the renewal of transformation in the minds of role players. The meaning of anastatic (anastasis) is explained, including why an ideal state of affairs is regarded as static. The changing relations of public institutions and the community in relation to the ideal state are explained. Phases of transformation are also explained within the framework of an anastatic approach. This approach is based on specific elements. An anastatic approach indicated that a transformation process can become vague in the mindsets of role players. This process can be renewed in the mindsets by means of this approach. Renewal can be conducted by focussing for instance on the necessity, reasons, extent, sense, meaning and purpose of a specific content of transformation. In this regard a transcendental approach also focuses on the renewal of transformation in the mindsets of people. By means of this approach it is explained why barriers in mindsets can contribute towards the fact that the necessity of transformation is not understood. It is explained by means of a transcendental approach why minority aspects in an institution can contribute towards majority problems that exceed organisational boundaries. Different solutions are indicated to overcome these barriers. An anastatic and transcendental approach can be utilised in interaction within the framework of Masakhane. The meaning of Masakhane is explained as well as in the context of the Masakhane Campaign. This campaign serves as background why this concept became prominent since the campaign was launched during 1995. Both approaches indicate that four elements or categories can be relayed from the meaning of Masakhane. With these elements, it can be specified why this concept can be viewed as a necessity for the realisation of transformation. The relation of Masakhane and related concepts such as Ubuntu and Batho-Pele are also explained. Both approaches can be based on the foundations of public management. This foundation serves as an alternative approach on which Masakhane can be based for the realisation of transformation. In this Thesis, key concepts are viewpoints/perceptions, anastatic/anastasis, transcendental, transformation, change, renewal, mindsets, barriers, co-operation, Masakhane, Ubuntu and Batho-Pele.