This is a case study, within the field of Education and Human Resource Development. The subject is handover in a non-profit organization. The organization studied is the Uppsala Student Union (US). US is a politically run Non-profit organization (NGO), with the objective to work for better study- and living conditions of the 35 000 students at Uppsala University, Sweden, who are its members. Four people active within US have been interviewed, and the empiric material has been analyzed mainly based on the theories of Organizational Learning and Continuity Management. Some other theories are presented as well, as an orientation with relation to handover in organizations and organizational development. The questions asked are: 1. How is transfer of knowledge perceived in US – as a significant problem, a small problem or no problem at all? 2. If transfer of knowledge is perceived as a problem, what are thought to be the causes? 3. In US, as a NGO, how is handover managed? Which problems arise with respect to handover? 4. What else of interest and relevance can be found? The answers are: 1. A small problem. Transfer of knowledge is much thought of, but there are problems which are viewed as more important. 2. The causes for problems with handover are mainly referred to a heavy workload for the actives, high turnover and insufficient handover routines. 3. Routines for handover is a well integrated part of the work at US. And the conditions in terms of resources are good compared to other student unions. Some problems still arise, and a selection of these are presented in the study. 4. Additional findings have been defined under the following headlines: Representation on Boards – an area for improvement Changing the roles On Actives-mentality (Swe. föreningsmänniskor) Effective policy making Students as actives

Contunued deterioration of the earth¡¦s ecology, the green energy industry comes into the latest industry. From United States, Europe to Asia, currently the world is committed to the development of new energy. Being one of the major economies, whether manufacture, production or market, the prospects in China are optimistic and attract investment from enterprises all over the world. However, in a number of competitors, how companies can earn opportunities and come out on top¡H In this study, three subsidiaries of foreign companies in Chian are discussed how to build up competitiveness and continuous innovation in the field of technical, marketing, personnel, products, services and R&D from perspectives of knowledge flow and organizational learning. After analysis and comparison, following conclusions are summarized¡G 1.Subsidiaries need to develop localized core competencies. 2.In addition to the parent company¡¦s resources, academic and research institutions and other external resources can be relied on for strengthening R&D and technical capabilities. 3.Making good use and enhance the quality of local talents, and cultivate staff to become the world¡¦s professionals. 4.Customer service oriented for customized research and development by interacting technology and marketing, strengthen customer relationships to maintain and establish a good corporate image. 5.Through resources complementary¡Bsharing and combination with core capabilities, companies can give consideration to both profit and social responsibility, and work together to upgrade the competitiveness.

Thesis (Ed. D.)--University of Missouri-Columbia, 2003. / Typescript. Vita. Includes bibliographical references (leaves 163-171). Also available on the Internet.

Thesis (Ed. D.)--University of Missouri-Columbia, 2003. / Typescript. Vita. Includes bibliographical references (leaves 163-171). Also available on the Internet.

This paper discusses the formation of organizational knowledge of boundedly rational Economic agents and studies the necessity of hierarchical coordination of economic agents. We consider a firm that consists of a management and N subordinated shops. The problem of the firm is to observe a signal from the environment, forecast future demands and distribute the correct amount of a good to each of the shops. There are two uncertainties involved: The aggregate demand follows a Brownian motion and the distribution of the aggregate demand to the shops varies stochastically. At the beginning of the simulation the agents are ignorant about their actions. They learn how to choose their actions by probabilistic update. We study the importance of the organizational structure as a function of the uncertainties the agents are facing. It turns out that there is no need for a management iftheenvironment is purely deterministic or if only the aggregate demand varies stochastically. However, if the disaggregate environment is stochastic, the management as a coordinator for the shops becomes important. / Series: Working Papers SFB "Adaptive Information Systems and Modelling in Economics and Management Science"

The aim of this study is to examine what current discourses within the expanding popular management culture carry to organizations in terms of worldview, knowledge view, ideologies, norms, and values, and how these discourses shape leader’s roles in modern organizations. A case study is conducted on a conflict management book by a popular management guru, Stephen R. Covey. The three main study questions concern: 1) ontology and epistemology found in the discourses, 2) how the ideas of ‘right’ vs. ‘wrong’ conflict management strategies are constructed by the author, and 3) how the ideas of the ‘good’ and ‘bad’ leader are constructed. The study applies different discourse analytical and poststructuralistic tools combined in a bricolage, to analyze and deconstruct Stephen R. Covey’s (2011) managerial discourses in his book “The 3rd Alternative - solving life’s most difficult problems”. The study result shows that popular managerial discourses such as Covey’s lack solid scientific ground and carry institutional myths, ideology and normative religious beliefs to the learning organizations. The analyzed managerial discourses carry an underlying naive realistic worldview, and belief that there are some universally applicable correct principals concerning conflict resolution, and that there are also some principles and paradigms that are fundamentally wrong. Consequently, leaders who use the ‘right’ conflict management strategy are characterized as good and those who use the ‘wrong’ strategies are characterized as bad leaders. The conclusion of the study is that such non-scientific managerial discourses are given constituating power in organizations, generating a simplistic, ideological and normative view of organizational life, while creating myths about how the organizational reality should be perceived and how a leader should operate in it. It is furthermore argued that even a myth, or an ideal, can sometimes be useful to create a necessary change in an organization and move it in the desired direction.

Thesis (M.Sc.Eng.)-University of KwaZulu-Natal, 2006

The organisation under review, like many others, is currently facing a number of challenges, such as profitability and the life-span of the existing resources, and the ability to locate new resources. This calls for leaders to think and respond differently in such times, which has called for a revision of the current business strategy and operating model. This has included, amongst others, the disposal of marginal/loss making resources, the revision of the traditional organisational hierarchical structure, referred to as the inverted triangle (with a more direct focus on front-line employees) and the implementation of continuous business improvement, supported by lean manufacturing principles. This study aims at exploring the supporting socio-technical change considerations within a learning organisation, specifically focussing on aspects referring to the desired culture, such as communication patterns; social and behavioural patterns and leadership characteristics. In order to effect successful, holistic change, it is imperative that both the social and technological dimensions of organisational change are jointly managed and optimised. The purpose of this study will therefore be to explore and suggest the socio-technical considerations required to facilitate holistic change in order to achieve efficiency within the organisation. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2010.

In SA dire skills shortages exist in numerous fields. My employer is also subjected to these uncompromisingly difficult times. Clearly, all the companies need to re-visit their approach towards investing in the skills of their people, and as human resources practitioners we can make a major positive impact in this area by facilitating skills development in our organizations. The researcher was motivated to do this study as he currently works in the human resources department within the company. The researcher has been working in the human resources for the past ten years and has developed a keen interest in skills development. The researcher presented himself, as far as possible, in neutral fashion during the study. Barnad and Schaap (2005) highlight the fact that organizations are confronted with ever increasing turbulence and change in their environment. Senge (1990) argues that a learning organization is critical during these times of rapid changes in the business environment. What the study sought to achieve Through a study of the literature available, I found out what a learning organization really is. Secondly, through open-ended interviews, observations and archival research I established to what extent Waltons KZN is a learning organization. Questions that were answered in the research: The questions were aimed at determining to what extent Waltons KZN is a learning organization. Given the features that Senge (1995) says should be present in learning organizations, how does Waltons KZN match these “prescriptions”? According to Senge (1990), a Learning organization has the following features: • Continuous training and development • Performance management • Team work • Proactive change management • Existence of a culture of continuous feedback between line management and workers All my questions that will be answered by the study participants are based on these features. Research questions were: • Why is continuous training and development so critical in a learning organization? • Does a culture of continuous feedback between line management and workers exist in Waltons KZN? • To what extent does Waltons KZN proactively deal with change? • To what extent is Waltons KZN managing the performance of its employees? • What is the role of team work in a learning organization? The research methods used in the study were open-ended interviews, observations and archival research. Twenty five (25) managers of the company participated in the study. The study found that even thought the respondents feel that the company is doing well in the area of learning and skills development; it’s still unable to manage change effectively. It was also found that the company does not have a formal performance management system which makes it difficult to manage performance and productivity of employees. It was also clear from the study that there is a good relationship between management and workers. This is underpinned by the spirit of team work which exists within the company. These conclusions gave rise to several recommendations. In the main it was recommended that the company needs to develop a comprehensive change management strategy, which places a premium on communication with all stakeholders. It is also recommended that the company develops a formal performance system that will ensure that performance incentives are objectively given to employees. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2010.

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