The programme provision in a third of further education (FE) colleges in England is poorly designed, according to Ofsted which inspect colleges in England, and does not provide post-16-year-olds the skills needed for employment. The policy landscape shapes the complex FE college environment. Often programme decision-making at strategic level does not respond to stakeholders’ needs or achieve stability and sustainability of these institutions. The aim of this research was to analyse programme decision-making in FE colleges in England. It focused on how FE colleges use the opportunities and constraints presented by their locality and context to tailor their programme provision whilst under pressure to meet the local needs for the provision of education and training and the expectations of the Ofsted inspection framework. A review of literature on the theories and models of decision-making led to the formation of research questions and a framework for the analysis of programme decision-making in FE college environment. Empirical data was collected by means of college principals and other senior managers in three contrasting FE colleges in England. Documentary analysis provided stimulus for interview questions and corroboration of evidence. The research found that programme decision-making is influenced by the opportunities and constraints presented by the locality of the FE college and a number of internal and external factors. It shows that FE leaders and managers who prioritise leadership for learning, which is characterised by a strong focus on learners’ learning experience, implement management approaches to the organisation of programme provision. Such focus informs the strategic directions to achieve effectiveness of programme provision and accountability, increase engagement with stakeholders and improve the sustainability of the college. The study shows that effective programme decision-making requires a collaborative approach involving the participation of stakeholders to provide a solution-driven method to managing programme provision in FE colleges.

Thesis (Ed. D.)--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 December 18, 2007) Vita. Includes bibliographical references.

Thesis (Ph.D.)--Antioch University, 2006. / Title from PDF t.p. (viewed April 11, 2007). Advisor: Carolyn B. Kenney. Keywords: place-based education, school culture, leadership, portraiture, program evaluation, urban elementary, environmental education. Includes bibliographical references (p. 126-139).

The study examines the relationship between project leadership styles and success when affected by pressures such as time, project type, complexity and cultural diversity. The research examines the two well-known leadership approaches of transformational- and transactional leadership, and argues that transactional leadership, which has less focus on the leader-follower relationship, is more suitable and successful in projects with limited time. The transformational leadership style, which has more focus on vision and relationship between the followers takes time to build, and is therefore more successful for long-term projects. In order to examine this, a questionnaire was developed and sent out to 56 project leaders around the world. Findings indicate that time in projects have a negative effect on project success, and that both transformational and transactional leadership style has a dampening effect on this negative relationship, hence increasing the success. Furthermore, the study finds strong correlation between the two leadership styles, indicating that these should not be seen as two different attitudes, as leaders can show behaviors from both the transformational and transactional leadership style, possibly explaining the similar dampening effect. No further significant moderating effects were found in the variables project type, complexity and the project’s cultural diversity.

Thesis (D. Min.)--New Orleans Baptist Theological Seminary, 2007. / Abstract and vita. Includes final project proposal. Includes bibliographical references (leaves 144-149, 65-69).

Diss. Helsinki : Univ.

Thesis (D. Min.)--Covenant Theological Seminary, 2003. / Abstract. Includes bibliographical references (leaves 133-137).

The study explored transforming social development project management practice into delivering sustainable benefits for orphans in Zimbabwe, in particular and more generally, in southern Africa. The endemic failures to deliver basic services to vulnerable children despite increased efforts necessitated this enquiry. Applying multiple research methods in combination, namely, guided story-telling and interviews, document review and media tracking, and practitioner-experiential-action-research (PEAR), the study confirmed that orphans in Zimbabwe lived under conditions of extreme deprivation and vulnerability (EDV). Management of service delivery for orphans was dependent on unpredictable short-term donor funding, undermined by a hostile ‘adult-world’ and political environment, bad governance, poverty, and AIDS. Public service delivery and social welfare system in Zimbabwe had collapsed, marred by corruption. Programmes were not informed by an accurate understanding of orphans and their desperate carers. Social development intents were not practiced. The situation was conducive to “corrupting” the otherwise “spiritual” - responsible, astute and ambitious child. Within such a milieu, traditional project management designed for ordered situations became inappropriate. Based on new understanding of orphans and their service delivery milieu derived from research findings, I propose a systems-oriented project management framework based on “pluralism”, “holism”, “totality” and “experiential learning”. The framework takes a multi-paradigmatic approach to solving complex problems of vulnerable children, mixing positivist, interpretive, emancipatory and postmodern systems ideas. The framework requires a balancing of morality and scientific empiricism in order to attain sustainable child development. In this regard, the thesis proposes ‘moral capabilities’ and additional project management knowledge suitable to the challenges of orphans in southern Africa. The systems approach promotes comprehensive delivery of basic needs of orphans, and continuous improvement of their long term holistic development. According to the framework, success of projects is measured by accrued benefits from the perspective of orphans, and not that of service providers. For its application, the framework adapts the project-spiral cycle, replacing the project life-cycle, recognizing that the needs of orphans go beyond single short-term project cycles. The spiral cycle builds on the strengths of conscious-experiential-learning in service delivery, and on dialogue and collective consensus with poor communities targeted by service delivery management systems. / Thesis (Ph.D.)-University of KwaZulu-Natal, Westville, 2010.

The purpose of this thesis is to explore the field of strategy by way of its historical trajectory and to consider the major branches that constitute this broad, but fragmented discipline. It is an interdisciplinary endeavour that draws specifically on systems theories and complexity theory as a way to enrich the field. The strategy field tends to be philosophically unreflexive. As a result it is dominated by an objectivist ontology, which underpins strategic choice. One of the aims of this thesis is to explore the implications for strategy, if instead, an interpretive stance, based on an ontology of social constructionism, is adopted. The literature has not fully explored and developed different ontologies in the context of strategy and hence has left a major gap in theorising about strategy. This thesis attempts to address that gap and therefore one of the contributions of the study will be a tentative theory of strategic enactment. This research attempts to answer the following key questions: 1. What are the major theoretical frameworks and conceptual models that frame the field of strategy? 2. How well do these frameworks and models contribute to strategy under conditions of high ambiguity and uncertainty? 3. What contributions may be made by applying complexity theory to the field of strategy? 4. What are the implications of adopting an interpretive approach to strategy? 5. What are the implications of strategic enactment on strategic leadership? Given that these research questions are of a philosophical and theoretical nature, the research methodology and approach is one based on theoretical exploration. It is therefore not an empirical study, but a conceptual one embracing both breadth and depth. It is broad in that it covers multiple literature sets which include bodies of knowledge in organisational theory, leadership, strategy, systems thinking and complexity theory. It is deep in its interrogation of core conceptual constructs that are pertinent to the strategy frame of reference and in its comprehensive coverage of the major topics that circumscribe the field. While it relies on an extensive coverage of existing texts it is not a hermeneutic study from a methodological point of view. It does not purport to interpret and to elicit the meaning of texts. The term interpretive in the title instead refers to the ontological notion of sensemaking and interpretation that is central to strategic enactment. Interpretive in this sense is not an interpretation of texts in a hermeneutic fashion, but interpretive in relation to enacting reality. Despite being a theoretical study it still draws on deductive, inductive and abductive reasoning. The study makes several contributions. It re-conceptualises strategy in a way that lends itself to be generalisable across all sectors, approaches strategy formulation and implementation as a single intertwined process, interrogates, combines and integrates strategy-related and other concepts in way that has not been done before, provides a theoretical basis for scenario planning and demonstrates how it may considered as a soft systems approach, presents a practical methodology for undertaking scenario planning, critiques existing CAS-based theorising about strategy, leadership and organisation and draws out the potential of complexity theory for strategy and leadership. The final contribution of this study is a tentative theory of strategic enactment that highlights key constructs such as identity and agency that have been underemphasised in the strategy literature. Such a theory offers alternative explanations from that of strategic choice, and is able to deal with the phenomenon of emergence in organisational settings. It is unique in that it integrates complex adaptive systems with an interpretive approach to organisational strategy. The following may be identified as key findings of this study: • Strategy is still a pre-paradigmatic field and hence its theoretical underpinnings are of necessity eclectic. • While strategic choice is the dominant approach, many of its tenets are contested, especially when organisations are considered as complex adaptive systems. • Deliberate strategy is not possible as all forms of strategy are ultimately emergent. • Agency is an important construct in strategy. Agency does not reside in the key power brokers alone, but extends to all organisational actors and their structural networks of relations. Agency is also invested in non-human actors in the form of artifacts. • Agency is limited to micro-level actions and does not embrace macros states of the system. • Identity is an important construct in strategy. The identity of agents is shaped in their interactions with other agents. Who they are impact on what they can and cannot do, and also impact who they construct themselves to be. In this sense there is a strong link between agency and identity. • Identity is also shaped in situated activity in practice and therefore strategy-as-practice is important. • Strategic enactment presents alternate explanations for the utility of strategy tools and strategic plans from strategic choice. / Thesis (Ph.D.)-University of KwaZulu-Natal, 2009.

This study used a complex adaptive systems approach to explore innovations geared towards the rehabilitation of offenders in the Department of Correctional Services. It examined how innovations came about in view of the complex adaptive nature of the department, which is defined as a complex system with agents having various schema and mental models. It used complex adaptive systems approach as a lens through which to view the emergence of correctional innovations. This was achieved through a multi-methodical qualitative research approach to data collection, using interviews and documentary data to unpack public sector innovation, with the Correctional Services‟ Service Delivery Improvement directorate as a unit of analysis. This study further explored the compatibility of the five bedrock principles of a complex adaptive system and how such principles have shaped the emergence of innovations in a public sector organization where all innovative efforts are geared towards the improvement of service delivery as opposed to profit-making for competitive advantage, as is often the case with the profit-making sectors. In view of the dynamic and nonlinearity nature of organizational systems, the use of a complex adaptive systems perspective provided this study with a pivotal tool to analyse innovation as an emergent property of a complex adaptive system rather than as a carefully planned organizational element emanating from either strategic planning or research and development initiatives of an organization. This is further strengthened by the lack of employment of complexity science in public sector organizations like Correctional Services in particular. The study sought to achieve ground-breaking work in using complex adaptive systems perspective in innovation within the Department of Correctional Services, a terrain that has not been ventured into before. It was seen to be of crucial significance to explore innovation using complex adaptive systems and to adopt a paradigm that was initially designed for the natural sciences, and has been adopted by profit-making organizations and cascaded to the non-profit making sector as represented by the Department Correctional Services. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2011.