The objective of this research is to establish how Information Technology (IT) Governance supports business objectives in an organization. The relationship between IT Governance and organization business objectives continues to interest academics and practitioners (IT Governance Institute, 2003). Like governance generally, IT governance is about the decision rights and accountabilities that encourage desirable behavior in the use of IT. A major challenge of IT governance is resolving boundaries and scope between the organization and its business units. Investment in IT has in recent years become a strategic organizational choice, yet there exists little understanding of IT governance's contribution to business objectives (IT Governance Institute, 2003). A case study research approach was used to get an in-depth understanding of IT governance in a single organization with many business units. The organization that was selected for this purpose is RioZim Limited (formerly Rio Tinto Zimbabwe), a mining company situated in Zimbabwe. Using a field survey of business and IT executives, this study examined how IT governance is contributing towards business objectives. Data was collected from all business units on various IT issues and business objectives. The questions that were asked centered on IT governance practices based on responsibility and authority for IT decision making. Some IT governance issues explored in the study include stakeholder involvement in decision making on major IT domains. The research examined how IT Governance is supporting the business objectives. The results suggest that RioZim's IT governance does not adequately support business objectives. The study revealed that business objectives should drive IT governance. IT governance should be the responsibility of executives and all business units. The results of the study wi II add to the literature in demonstrating the importance of IT governance in supporting business objectives. It provides an assessment tool to business executives for evaluating their IT governance and it also provides guidelines for developing effective IT governance that supports business objectives. / Thesis (MBA)-University of KwaZulu-Natal, Durban, 2006.

P & 0 Grindrod Logistics (Pty) Ltd (POGL) was the focus of study over a period of two years and served as the learning field for the systemic appreciation of complex problem resolution. Organisational conversation and communication surfaced as an issue within the organisation during this period of research and served as the system of interest (SOl) warranting further appreciation and understanding. This paper surfaces an understanding of the complex and emergent issues and dilemmas of the SOl through a process of generative learning, using systems thinking and a brief theoretical understanding of communication, as a multimethodological paradigm. The reflective approach was to gain knowledge and understanding of the SOl and then to subject the knowledge claims to validation. Various worldviews emerged, as to the causes and reasons for non-communication. This required the surfacing of personal issues and experiences, an understanding of emotions, appreciation for other's points of view, values, knowledge, perceptions, beliefs and ethics of the staff at POGL. A systemic appreciation facilitated the emergence and understanding of behaviours of the people, specifically as regards the leadership style and the knowledge-power position of that management style. During my research, my observation was that organisational conversations were limited to these issues, void of any strategic value or vision content. In most job functions including managerial positions, authority levels, empowerment, innovation, and creativity, was replaced with a command style leadership. People lived in fear of reprisal and did as they were told. Retrenchments and restrictions on capital expenditure, equipment maintenance and general day to day running costs, further limited team building, personal and organisational learning, by removing responsibility and authority and relocating this to the Executive Team. The absence of a communicated vision negatively affected commitment, productivity decreased, and focus and energy was lost. A culture of non-communication, namely, distrust, emotions, disrespect, and credibility, emerged as barriers to effective communication and were noted as concerns of the people. The proposed intervention is the creation of a learning organisation, with the purposeful construction of a strategy to enhance and maximise organisational learning. The process is designed as systems starting with leadership development, progressing through strategic conversation, a system to improve communication, recognition, reward and performance management systems and staff and management development. The overall objective is to improve organisational effectiveness. The intervention has developed as a generative learning process, ie the reflections of the two-year research process and the additional reflections and learnings from this paper. This was a conscious attempt to improve competitiveness, productivity and innovation, to understand uncertainties and the need for learning in order to improve adaptability and efficiency during these times of change and uncertainty in POGL. As evidenced from the literary review of systems thinking and the application to the issues in this organisation, we are dealing with a complex and dynamic environment. 'Learning enables a quicker and more effective response to this environment, increases information sharing, communication, understanding, increases the level of energy and excitement in individuals and the quality of decisions made in organisations.' (April, 2000:49) The whole process requires a culture change for the organisation and will take time. However, I am of the opinion that the inclusion of staff in organisational decision making complemented with staff development will improve innovation and creativity and promote a sustainable organisation. People desire to be part of a community, where expansive thinking is encouraged and recognition and reward part of the process of building trust and respect; where the people talk to one another, learn from each other in ongoing dialogue, exchange advice, coach and mentor each other. Success is in teamwork, personal mastery, a shared vision and developing leaders capable of dealing with the complexities of the present and the future. The five learning disciplines, namely, systems thinking, personal mastery, team building , mental models and shared vision are seen in this paper as a foundation and enhance aspiration, reflective conversation and understanding complexity. (April , 2000:52) Jack Welch, formerly of General Electric, quoted in April (2000:50) said of learning: 'Our behaviour is driven by a fundamental core belief: The desire and the ability of an organisation to continually learn from any source - and to rapidly convert this learning into action - is its ultimate competitive advantage.' / Thesis (M.B.A.)-University of Natal, Durban, 2003.

Reality television is unique from other television programming because its format is less scripted than typical entertainment television programs, but not as candid as documentary style shows. Aspects of cast members’ private lives are publicly aired as “real.” The consequences for airing one’s private life in the public sphere are unclear. This may be especially important to study when the private disclosures reveal activities that may be unethical, immoral, illegal, or abusive. Petronio’s (date) communication privacy management theory was used to examine the martial disclosures that occurred between Taylor and Russell Armstrong, cast members of the reality television show The Real Housewives of Beverly Hills. Two seasons of the show were analyzed and coded according to the five suppositions of CPM. Results revealed several aspects of Walker’s cycle of violence theory being played out in the public sphere without consequence. Additionally, co-ownership of information appeared to constitute a license to gossip freely about private disclosures shared in confidence between certain individuals with any and all other cast members.

Thesis (M.A.)--University of Missouri-Columbia, 2007. / The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on April 14, 2008) Includes bibliographical references.

Thesis (Ph.D.)--Southern Illinois University at Carbondale, 2004. / Major Professor: Bryan Crow. Includes bibliographical references.

Thesis (Ph.D.)--Antioch University, 2007. / Title from PDF t.p. (viewed August 5, 2008). Advisor: Carolyn Kenny. "A dissertation submitted to the Ph.D. in Leadership and Change program of Antioch University in partial fulfillment of the requirements for the degree of Doctor of Philosophy July 2007."--from the title page. storytelling, stories, portraiture, organizational culture, corporate culture, organizational behavior, narrative Includes bibliographical references (p. 193-198).

Thesis (Ph. D.)--University of Missouri-Columbia, 2004. / Typescript. Vita. Includes bibliographical references (leaves 247-264). Also available on the Internet.

Thesis (Ph. D.)--University of Missouri-Columbia, 2004. / Typescript. Vita. Includes bibliographical references (leaves 247-264). Also available on the Internet.

Thesis (D. Min.)--Midwestern Baptist Theological Seminary, 2000. / Abstract. Includes bibliographical references (leaves 176-181).

Thesis (M.B.A.)--University of Hong Kong, 1998. / Includes bibliographical references (leaf 67-72).