Thesis (Phd)--Open University. BLDSC no. DXN106438.

Köln, Universität, Thesis (doctoral), 2000.

Zugl.: Berlin, Freie Univ., Diss und Paris, École des Hautes Études en Sciences Sociales, Diss., 2006

Thesis (doctoral)--Göteborgs universitet, 1990.

Zugl.: Potsdam, Univ., Habil.-Schr., 2008

The purpose of the study is to analyze what conditions the specific company provides employees to enable organizational learning. To clarify the framing of the study a few quastions has been specified to narrow the issu. The questions that has been used are: what opportunities does the company creat to enable organizational learning and how does the emplyees contribute to organizational learning. In the search of knowledge to the previously questions this study becames a qualitative study with an ethnographic approach based on observations and interviews. This method gives the knowledge that makes us understand the actions that takes place in the oraganization and the shared image the oraganization provides. An understanding for the employees and the organization has been achived after compiling the empirical material from observation notes and transcripts from the interviews In the work whit the analysis the empirical material based on transcripts and observation notes has been the main material. The analys is made and constructed acording to an three dregres division of interpretation. By using the three degrees of interpretations in the work whit the material the results has been presented together whit an analysis. The result shows how organizational learning within the company is made possible by the opportunities for learning the individuals are given. The company provides oppertunerties for the individual to learn and for the new learning to transfer to the group then. By creatning oppertunites for the group to learn it enabels the learning to then be used by the organization. These possibilities to learn show how the company creates opportunities for organizational learning. With support from the empirical results we can see that the individuals and the organization allows development and learning for eachother. There is a mutual dependency where one would not work without the other. This provides opportunities for organizational learning and continued development of the company despite the small professional skills the individuals carries whit them entering the comany.

Recent research findings have revealed that CSOs play very important hands on role to bring about social and economic change to developing countries like Tanzania. The CSOs are very diverse and unique in terms of set up, mission and mandate, there is therefore no single model on how should CSOs perform their functions in Tanzania. However, there are common held approaches that apply to effective management practices and so bring about good outcomes to the neediest people in Tanzania. This study has evidenced CSOs having a pivotal role to beef up service provision by the government and private sectors to spearhead socioeconomic development by explaining roles CSOs have been having in bringing such developments in Tanzania. This study has confirmed findings from previous studies that number, roles and diversity of CSOs increased significantly from 1980s to 1990s, and consequently involvement of CSOs in service provision has increased dramatically in recent years. Among the CSOs under this study, the ones which have been on board for more than five years have been seen to operate in coordinated multiple fields compared to the CSOs which have been on board for less than five years which operate in fewer fields. This study has evidenced increased annual budgets over time among the studied CSOs in Tanzania and this is an indication that CSOs’ performance capacity to manage projects and finances has improved over time. The current increased performance capacity of CSOs addresses the raised critique regarding managerial competence of CSOs in developing countries like Tanzania. The need for CSOs addressing issues in line with priority areas which are highlighted in the Tanzania’s National Strategy for Growth and Poverty Reduction (NSGRP) for rapid socioeconomic development of Tanzania has come out clearly from the findings of this study. This study recommends a more comprehensive study of CSOs to capture more issues and cover bigger geographical areas than what was done by this study.. This will help identify more areas which need improvement in future to strengthen the CSO sector and benefit ultimate project beneficiaries in Tanzania. / +255 754 203386 +255 22 2421019

Abstract The virtual organisation challenges traditional management assumptions because a new means of coordinating globally dispersed employees is needed. To understand the collective activities of a workforce separated by space and time, this paper describes a complexity science-based management framework for virtual organisations. Specific focus is on a South African virtual organisation as a complex adaptive system. A single, embedded case study strategy was followed, and multiple data sources used to generate theory. In this paper, results are reported that clarify the management of an organisation where technology replaces conventional face-toface contexts for socialisation and assimilation. The paper shows how managers create a virtual context for sharing meaning and interaction through synergy, empowerment, participation and an accountable, committed workforce.

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No description available.