China’s achievement of developing a vigorous market economy is based on Chinese communist party (CCP)’s top-down reform and opening-up policies since 1978. Meanwhile, political reform of the second largest economy in today’s world is continuously delayed. Without an agenda of bringing democracy and regulation-making process into workplaces, China’s state-owned enterprises were swiftly transformed to be profit-oriented economic entities with managerial supremacy. As an authoritarian regime still run by communist party, China has to negotiate with its own socialist tradition, which entails not only restructuring labour relations in workplaces but its national ideology. This study explores Chinese Communist Party’s (CCP) politics of labour management in China’s local state sector. With use of multiple qualitative inquiring techniques, the study selects two state-owned corporations located in Shanghai region as cases, and provides an in-depth analysis on Chinese Communist Party’s (CCP) politics of managing labour force formulation as well as re-shaping employment relationship within those transitioning SOEs. The study is expected to illuminate the diversity within and across regions and industrial sectors in China. Also, these case studies suggest that CCP adopts pragmatic approaches over labour managing matters so as to ensure its sovereign influence. I will argue that the key to understand SOEs’ management rebuilding is CCP’s governing tradition of co-option and elite selection, which is a prolong legacy that has shaped the party’s personnel managing system since revolutionary era. It is also hoped that the findings of my empirical research will lead to theoretical discussion on China’s path of industrial relations in future: if such dynamic managerialism in the state sector is able to guarantee further delays of workplace political liberalisation of labour relation, or not.

Thesis (M.Ed.)--University of Hong Kong, 1989. / Includes bibliographical references (leaf 109-114). Also available in print.

Thesis (Ph. D.)--University of Oregon, 2006. / Typescript. Includes vita and abstract. "This study builds on an emerging body of research literature that sites the importance of data driven decision-making in creating more effective schools ... The purpose of this study is to determine if participation in training sessions that teach pre-service administrators how to use statistics significantly increases their ability and efficacy in using data for decision making ... Findings from this study will inform training, instruction, and practical applications in data analysis and data based decision-making in the Initial Administrative Licensure (IAL) program at the University of Oregon and similar leadership training and preparation programs"--Introd. Includes bibliographical references (leaves 154-160). Also available for download via the World Wide Web; free to University of Oregon users.

Background: A great part of all projects within Swedish industry are conducted in a multiprojectenvironment, which means that several projects are performed simultaneously. The research within the field of project management is though focused on single projects. Projects are highly dependent on the context in which they are conducted, although the organization of the multiprojectenvironment is only partly explored. Furthermore is the research within the project management highly concentrated on standardization of the project work. The question is whether this implies to the basic advantages with the project-oriented organization, which is flexibility and creativity? Purpose: To describe and obtain an understanding for the multiprojectenvironment regarding management control and organization. Realisation: The study is based upon a case study of development departments within three industrial companies. Results: The multiprojectenvironment can to a great extent be described with the help of Mintzbergs´ adhocracy concept. Large projects are conducted in both types of adhocracies and tend to be more structured than the smaller ones. Mutual adjustment is the central coordination mechanism within the multiprojectenvironment. The matrix organization, which has its central of gravity somewhere between the project- and the functional organization without being in balance risks to befairly vague. The multiprojectenvironment is controlled both formal and informal, formal control can though in a high extent be risky. Common belief systems and common strategy development is important within the multiprojectenvironment.

<p>Background: A great part of all projects within Swedish industry are conducted in a multiprojectenvironment, which means that several projects are performed simultaneously. The research within the field of project management is though focused on single projects. Projects are highly dependent on the context in which they are conducted, although the organization of the multiprojectenvironment is only partly explored. Furthermore is the research within the project management highly concentrated on standardization of the project work. The question is whether this implies to the basic advantages with the project-oriented organization, which is flexibility and creativity? </p><p>Purpose: To describe and obtain an understanding for the multiprojectenvironment regarding management control and organization. </p><p>Realisation: The study is based upon a case study of development departments within three industrial companies. </p><p>Results: The multiprojectenvironment can to a great extent be described with the help of Mintzbergs´ adhocracy concept. Large projects are conducted in both types of adhocracies and tend to be more structured than the smaller ones. Mutual adjustment is the central coordination mechanism within the multiprojectenvironment. The matrix organization, which has its central of gravity somewhere between the project- and the functional organization without being in balance risks to befairly vague. The multiprojectenvironment is controlled both formal and informal, formal control can though in a high extent be risky. Common belief systems and common strategy development is important within the multiprojectenvironment.</p>

Bachelor's thesis. / Format: PDF. Bibl.

Diss., Linköping : Univ., 2002.

Thesis (M.Ed. (Educational Management))--Mahidol University, 2007. / LICL has E-Thesis 0024 ; please contact computer services.

Thesis (M.A.)--Naval Postgraduate School, 2002. / Cover title. "June 2002." AD-A404 893. Includes bibliographical references. Also available via the World Wide Web.

Thesis (M. Ed.)--University of Hong Kong, 1999. / Includes bibliographical references (leaves 145-151).