The focus of this doctoral research study is making the most what a person knows and can do, as an outcome from their lifelong learning, so as to better contribute to organisational achievement. This has been motivated by a perceived gap in the extensive literature linking knowledge with organisational achievement. Whereas there is a rich body of literature addressing the meta-philosophies giving rise to the emergence of learning organisations there is, as yet, scant attention paid to the detail of planning and implementing action which would reveal individual/organisational opportunities of mutual advantage and motivate, and sustain, participation at the day-to-day level of the individual. It is in this space that this dissertation seeks to contribute by offering a mechanism for bringing the, hindsight informed, response “but that’s obvious” into the abiding explicit realm at the level of the individual. In moving beyond the obvious which is prone to be overlooked, the emphasis on “better” in the introductory sentence, is very deliberately made and has a link to awakening latent individual, and hence organisational, capabilities that would otherwise languish. The evolved LCM Model – a purposeful integration valuing the outcomes from lifelong learning (the L) with nurturing a culture supporting this outcome (the C) and with responsiveness to potentially diverse motivations (the M) – is a reflective device for bringing otherwise tacit, and latent, logic into the explicit realm of action. In the course of the development of the model, a number of supplementary models included in this dissertation have evolved from the research. They form a suite of devices which inform action and lead to making the most of what an individual knows and can do within the formal requirements of a job and within the informal influences of a frequently invisible community of practice. The initial inquiry drew upon the views and experiences of water industry engineering personnel and training facilitators associated with the contract cleaning and waste management industries. However, the major research occurred as an Emergency Management Australia (EMA) project with the Country Fire Authority (CFA) as the host organisation. This EMA/CFA research project explored the influence of making the most of what a CFA volunteer knows and can do upon retention of that volunteer. In its aggregate, across the CFA volunteer body, retention is a critical community safety objective. A qualitative research, ethnographic in character, approach was adopted. Data was collected through interviews, workshops and outcomes from attempts at action research projects. Following an initial thirteen month scoping study including respondents other than from the CFA, the research study moved into an exploration of the efficacy of an indicative model with four contextual foci – i.e. the manner of welcoming new members to the CFA, embracing training, strengthening brigade sustainability and leadership. Interestingly, the research environment which forced a truncated implementation of action research projects was, in itself, an informing experience indicative of inhibitors to making the most of what people know and can do. Competition for interest, time and commitment were factors governing the manner in which CFA respondents could be called upon to explore the efficacy of the model, and were a harbinger of the influences shaping the more general environment of drawing upon what CFA volunteers know and can do. Subsequent to the development of the indicative model, a further 16 month period was utilised in the ethnographic exploration of the relevance of the model within the CFA as the host organisation. As a consequence, the model is a more fully developed tool (framework) to aid reflection, planning and action. Importantly, the later phase of the research study has, through application of the model to specific goals within the CFA, yielded operational insight into its effective use, and in which activity systems have an important place. The model – now confidently styled as the LCM Model – has three elements that when enmeshed strengthen the likelihood of organisational achievement ; and the degree of this meshing, as relevant to the target outcome, determines the strength of outcome. i.e. - • Valuing outcomes from learning: When a person recognises and values (appropriately to achievement by the organisation) what they know and can do, and associated others recognise and value what this person knows and can do, then there is increased likelihood of these outcomes from learning being applied to organisational achievement. • Valuing a culture that is conducive to learning: When a person, and associated others, are further developing and drawing upon what they know and can do within the context of a culture that is conducive to learning, then there is increased likelihood that outcomes from learning will be applied to organisational achievement. • Valuing motivation of the individual: When a person’s motivation to apply what they know and can do is valued by them, and associated others, as appropriate to organisational achievement then there is increased likelihood that appropriately drawing upon outcomes from learning will occur. Activity theory was employed as a device to scope and explore understanding of the issues as they emerged in the course of the research study. Viewing the data through the prism of activity theory led not only to the development of the LCM Model but also to an enhanced understanding of the role of leadership as a foundation for acting upon the model. Both formal and informal leadership were found to be germane in asserting influence on empowering engagement with learning and drawing upon its outcomes. It is apparent that a “leaderful organisation”, as postulated by Raelin (2003), is an environment which supports drawing upon the LCM model; and it may be the case that the act of drawing upon the model will move a narrowly leadership focused organisation toward leaderful attributes. As foreshadowed at the beginning of this synopsis, nurturing individual and organisational capability is the guiding mantra for this dissertation - “Capability embraces competence but is also forward-looking, concerned with the realisation of potential” (Stephenson 1998, p. 3). Although the inquiry focussed upon a need for CFA volunteer retention, it began with a broader investigation as part of the scoping foundation and the expanded usefulness of the LCM Model invites further investigation. The dissertation concludes with the encapsulating sentiment that “You have really got to want to”. With this predisposition in mind, this dissertation contributes to knowledge through the development and discussion of the LCM model as a reflective device informing transformative learning (Mezirow and Associates 1990). A leaderful environment (Raelin 2003) aids transformative learning – accruing to the individual and the organisation - through engendering and maintaining making the most of knowledge and skill – motivating and sustaining “the will”. The outcomes from this research study are a strong assertion that wanting to make the most of what is known and can be done is a hallmark of capability. Accordingly, this dissertation is a contribution to the “how” of strengthening the capability, and the commitment to applying that capability, of an individual and an organisation.

Thesis (Doctoral (Human Resource Management))--Cape Peninsula University of Technology, 2005 / The image of the Western Cape Education Department (WCED) is influenced by its ability to handle and to develop a system whereby not only will the perceived gap between the expectation and satisfaction of the customers be closed, but the customer will also be able to derive value from the services rendered. In order for this to come to fruition, as well as the fact that the employees know the true picture of the flow of work within the WCED, it is crucial that the employees be involved in the mapping of the strategy, which in turn would be utilised to attain the vision. A key challenge is getting all the parts of the WCED in line with its strategies, which in turn impacts on the mission and vision. Maximum value requires an understanding of its creation and a proactive approach. These are not easily accomplished. Not only is the "education industry" presently confronted with many changes, its stakeholders and customers are making greater demands. As a result of this. the WCED needs to be more efficient, but importantly also to be aware of the "efficiency trap". A decrease in the net operating result of the WCED would result in dissatisfied customers. In order for this not to be an option. the synergy of the balanced scorecard and the whole value chain within a lean environment should be considered as the reduction of occupational crime i.e. human activity absorbing resources, but not creating value or nonvalue creating / adding activities or muda has become a priority. Also by focussing on an occupational crime reduction flow of work, the WCED will be seen as a system of processes and not as a system of separate functions.

The growth of third sector in contemporary society has been broadly discussed by scholars in the last two decades about how to manage organizations in this area. Some studies consider analysis, adequacy of tools and the establishment of indicators to increase the efficiency of available resources. Despite the increase in demand for best practices in management, most of the Third Sector organizations are human values oriented. In this context, it claims for professional management without lost of its human focus. Thus, the objective of this master dissertation is to analyze how to configure the Third Sector management according to the concepts of efficiency, effectiveness and reciprocity. The study was developed in five formation centers that receive subvention from the Secretaria Municipal de Desenvolvimento Social of Prefeitura Municipal de Uberlândia, Brazil. The methodological procedures were of empirical nature, with a qualitative descriptive character and techniques supported by the case studies analysis. The results point to a probable interaction between economic-financial indicators and human issues. Also there were a relationship between efficiency and effectiveness/reciprocity variables. When efficiency increases the service level and have positive impact in all stakeholders. In this case, since the Third Sector organizations are based in human values, the efficiency indicator analysis must be understood as a maximization to cause best services. The goal is to provide sufficient service level to aims citizens demand, in social area, what could promote a reciprocal relationship of solidary character. / O crescimento do terceiro setor na sociedade contemporânea tem provocado um debate ampliado nos meios acadêmicos nas últimas duas décadas quanto a gestão de organizações nessa área. Muitos estudos propõem análises, adequação de instrumentos e estabelecimento de indicadores visando um aumento da eficiência dos recursos disponíveis. Apesar da necessidade da melhoria da gestão, as organizações de terceiro setor se caracterizam, em sua grande maioria, pela orientação por valores substantivos. Neste contexto, tem-se a necessidade da implantação de um processo de profissionalização dessas organizações com a utilização de ferramentas adequadas sem a perda do ser humano como foco central. Assim, o objetivo desta dissertação é analisar como se configura a gestão das organizações de terceiro setor sob a perspectiva dos conceitos de eficiência, efetividade e reciprocidade. O estudo ocorreu em cinco centros de formação subvencionados pela Secretaria Municipal de Desenvolvimento Social da Prefeitura Municipal de Uberlândia. Os procedimentos metodológicos utilizados foram de natureza aplicada, de caráter descritivo qualitativo e as técnicas que são preconizadas pelo estudo de casos. Os resultados da pesquisa apontam para a possibilidade de uma interação entre os indicadores que levam em consideração aspectos econômico-financeiros com os indicadores que avaliam aspectos relacionados a valores humanos. Verificou-se uma relação em que uma melhoria nos indicadores da eficiência pode causar um avanço nos atendimentos e conseqüentemente impactos em todos os outros agentes envolvidos. Neste sentido, como as organizações de terceiro setor estão fundamentadas em valores humanos, a análise dos indicadores de eficiência deve ser entendida como uma maximização dos meios para um determinado atendimento. Atendimento este que esteja em conformidade com o objetivo da organização, ou seja, das necessidades das crianças e dos adolescentes nos casos estudados, e que possa proporcionar uma relação recíproca de caráter solidário. / Mestre em Administração