DOCSLIB.ORG

Evaluation of the Vocational Training System in Qatar's Public Sector

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Evaluation of the Vocational Training System in Qatar's Public Sector Evaluation of the Vocational Training System in Qatar’s Public Sector Hamad Al-Kaabi In Partial fulfilment of the requirements for the Doctor of Degree of Philosophy Cardiff Metropolitan University February 2020 Abstract The concept of policing a state has had to undergo a change of mindset due to the global nature of today’s world. There was anecdotal evidence that the training was outdated and did not take into account the cross-cultural differences that exist in Qatar. This study investigates this hypothesis and evaluates the quality of training at the Police Training Institute in Qatar After conducting an exhaustive literature review covering cross cultural differences, systems thinking and different delivery methods a methodological evaluation of public sector training was conducted using the Soft Systems Methodology of Professor Peter Checkland. The key findings to come out of the SSM Analysis were: the police training did not meet the participants’ expectations, course content failed to provide trainees with new skills, the delivery of the courses lacks interaction and courses were not useful or challenging. A conceptual model was developed that dealt with: new content cultural differences and; new delivery methods A new course was designed, delivered, tested and evaluated. This was a course on Systems Thinking. Also, an App was designed for mobile phones which enabled the course to be delivered in a more modern manner which used the concept of social media. The final analysis showed that the Systems Thinking ideas were well received and more courses need to be designed at all levels. It suggested that there is a future for mobile technology in training and it encouraged organizations to experiment with this form of delivery. Recommendations were made for future training at the Police Training Institute and these were well received by the Ministry of Interior of Qatar. It also suggests that the PTI is an ideal candidate for a learning organization, which would help it to understand what is happening in the outside environment and produce creative solutions using the knowledge and skills of all within the organization Acknowledgement I would like to extend my gratitude to all my colleagues at the Ministry of Interior and The Prime Minister & Minister of Interior Sheikh Abdulla Bin Naser Al Thani who encouraged and supported me to do this thesis. Particular thanks are due to Professor Moscardini for his supervision, insight and dedication over a long period of time. My warmest appreciation to Professor Mohamed Loutfi, Vice-chancellor of Cardiff Metropolitan University for his care and advice. My special thanks are also due to all participants for their patience, understanding and generous love during work on interviews. Finally, I would like to dedicate this work to my beloved parents and home country Qatar. Hamad Al Kaabi CONTENTS CHAPTER ONE. INTRODUCTION ........................................................................................ 1 1.1 Background to the Research ............................................................................................ 1 1.2 Need for This Study ......................................................................................................... 4 1.3 Context of the work ......................................................................................................... 5 1.4 Plan of the Thesis ............................................................................................................ 7 CHAPTER TWO. LITERATURE REVIEW ........................................................................... 8 2.1 Training ........................................................................................................................... 8 2.1.1 Course Content ....................................................................................................... 11 2.1.2 Characteristics of Effective Course Content .......................................................... 12 2.2 Cultural Differences ...................................................................................................... 14 2.2.1 Theoretical Frameworks Relevant to ‘Cultural Differences’ ................................. 14 2.2.1.1 Hofstede’s (1980, 2001) Cross-Cultural Dimension Framework ........................ 14 2.2.1.2 Schwartz’ (1992) Seven Dimensions of Culture ................................................. 14 2.2.1.3 Trompenaars’ (1994) Dimensions of Culture ...................................................... 15 2.2.2 Studies That Focus on Cultural Differences Relevant to Learning & Training ..... 17 2.2.2.1 Impacts of Cultural Differences on Group Activities .......................................... 17 2.2.2.2 Impacts of Cultural Differences in Deductive Reasoning ................................... 17 2.2.2.3 Cultural Differences in Learning and Achievement Motivation ......................... 17 2.2.2.4 Knowledge Transfer ............................................................................................ 19 2.3 The SSM Concept .......................................................................................................... 21 2.3.1 Purpose of SSM ...................................................................................................... 23 2.3.2 The SSM Paradigm ................................................................................................. 25 2.3.3 The Seven Stages .................................................................................................... 26 2.3.3.1 Stage 1: Finding Out About the Problem Situation ............................................. 27 2.3.3.2 Stage 2: Problem Expression Expressed ............................................................. 27 2.3.3.3 Stage 3: Problem-Oriented Root Definitions ....................................................... 28 2.3.3.4 Stage 4: Creation of Conceptual Models ............................................................. 28 2.3.3.5 Stage 5: Comparison between the Conceptual Model and the Real World ......... 28 2.3.3.6 Stage 6: Identification of Desirable Changes ...................................................... 29 2.3.3.7 Stage 7: Taking Action to Bring About Improvement ........................................ 29 2.3.4 Strengths and Weaknesses of SSM ........................................................................ 29 2.3.5 SSM Applications in Learning Environments ........................................................ 30 2.3.5.1 Teaching and Learning at Undergraduate Education .......................................... 30 2.3.5.2 Designing an Education Programme ................................................................... 31 2.3.5.3 Module Development .......................................................................................... 32 2.3.5.4 Managed Learning ............................................................................................... 32 2.4 Systems Thinking and the Learning Organization ........................................................ 34 2.4.1 The Concept of Systems Thinking ......................................................................... 34 2.4.1.1. Working Definitions of Systems Thinking ......................................................... 34 2.4.2. The Concept of Systems Dynamics (SD) .............................................................. 37 2.4.2.1 Applications of SD .............................................................................................. 38 2.5 New methods of Delivery of Training Courses ............................................................. 41 2.5.1 The Role of ICT in Learning and Vocational Training .......................................... 41 2.5.2 Use of mobile Apps in Teaching ............................................................................ 43 2.5.2.1 The Population and Technology Environment MENA (Middle East and North Africa) Region. ................................................................................................................ 43 2.5.2.2 Mobile and General Technology Usage in the Middle East .............................. 44 2.5.2.3 Social Networks ................................................................................................... 44 2.5.2.4 Choosing a Device for Training Delivery ........................................................... 45 2.5.2.5 2014 Technology Trends ..................................................................................... 47 2.6 Developments in Training Technologies and Approach ............................................... 48 2.7 New approaches ............................................................................................................. 49 2.8 Conclusions from Literature Review ............................................................................. 51 CHAPTER THREE. RESEARCH METHODOLOGY .......................................................... 54 3.1 Introduction ................................................................................................................... 54 3.2 Research Philosophy ...................................................................................................... 54 3.3 Research Design - Use of a Pluralistic Approach .......................................................... 56 3.3.1 SSM with Case Study and Action Research ........................................................... 56 3.3.2 Qualitative and Quantitative Research Strategies .................................................
Load more

Recommended publications
  • An Overview of the Soft Systems Methodology Stuart Burge
    System Thinking: Approaches and Methodologies An Overview of the Soft Systems Methodology Stuart Burge The Soft Systems Methodology (SSM) was born out of research conducted at Lancaster University to apply Systems Engineering approaches to solve “management/business problems”. In other words they attempted to apply a Hard Systems approach to fix business problems. What they discovered was the approach often stumbled at the first step of problem definition. This happens quite simply because the different stakeholders have divergent views on what constitutes the system, the purpose of the system and therefore the problem. Two key players in the development of the SSM are Peter Checkland [1999] and Brian Wilson [2001] who through “action research” were able to put together a practical and pragmatic approach to the identification and solution of “soft” ill-defined problems. This methodology was more than just a process; Checkland and Wilson also developed a set of tools to help users carry out the steps. These include: • Rich Picture • Conceptual Model • CATWOE • Formal Systems Model More on these later because, at this point, I would like to focus on the approach. Figure 1 presents a view of the SSM. Since its origin back in 1970’s and 80’s it has changed as various workers have added their bit. Figure 1 shows a 7-step process approach to SSM. I have chosen this view, that while it is an early representation, it does allow several key and important aspects of SSM to be made clear. Figure 1: The 7 Step Soft Systems Methodology © Burge Hughes Walsh 2015 page 1 System Thinking: Approaches and Methodologies Before launching into detail about the 7-steps it is worthwhile explaining the overall philosophy behind SSM.
    [Show full text]
  • A Review of Problem Structuring Methods for Consideration in Prognostics and Smart Manufacturing
    A Review of Problem Structuring Methods for Consideration in Prognostics and Smart Manufacturing Patrick T. Hester 1, Andrew J. Collins 2, Barry Ezell 2, John Horst 3 1 Department of Engineering Management & Systems Engineering, Old Dominion University, Norfolk, VA 23529 [email protected] 2 Virginia Modeling, Analysis, and Simulation Center, Old Dominion University, Suffolk, VA 23435 3 Engineering Laboratory, National Institute for Standards and Technology (NIST), Gaithersburg, MA 20899 ABSTRACT environments has been exacerbated in recent years. “Modern engineering systems and manufacturing processes Successful use of prognostics involves the prediction of are becoming increasingly complex, and are operating in future system behaviors in an effort to maintain system highly dynamic environments. Thus, sustaining the availability and reduce the cost of maintenance and repairs. reliability of such systems is becoming a more complex and Recent work by the National Institute of Standards and challenging requirement” (Lee, Ghaffari, & Elmeligy, 2011, Technology indicates that the field of prognostics and health p. 111). Prognostics and health management, specifically for management is vital for remaining competitive in today’s smart manufacturing, is a promising area of research as a manufacturing environment. While prognostics-based means for maintaining complex system reliability and for maintenance involves many traditional operations research- helping to make the U.S. succeed globally; however, it has centric challenges for successful deployment such as limited yet to be universally embraced due to a number of factors availability of information and concerns regarding that will be discussed later in this paper. We argue that computational efficiency, the authors argue in this paper that prognostics and health management requires a the field of prognostics and health management, still in its preprocessing step, known as problem structuring, in order embryonic development stage, could benefit greatly from to allow it to reach its full potential.
    [Show full text]
  • On the Evolution of Systems
    Evolution Of Systems Michel Lecoq iTER - Belgium tel. : + 32 4 278 1008 fax.: + 32 4 278 1009 [email protected] Introduction This article is an attempt to formalize my thoughts about the evolution of products or of systems in general. It does not contain anything new. To the contrary, it just applies the assumption that "somebody somewhere has solved a problem like mine". Altshuller proposed "trends of evolution" that are presently expanded by many authors in the TRIZ literature. In his book, Darrell Mann (1) has 31 of these trends. They are observations of the evolutions of objects. This part of TRIZ does not satisfy me. It looks more like a collection of examples of the use of some TRIZ principles (e.g. The trend of "space segmentation" or the trend of "object segmentation" show the segmentation principle at different levels in a solid). This article tries to show TRIZ practitioners other attempts to approach the evolution with the hope that somebody will once formulate a coherent theory or at least a coherent guideline. After introducing the general modeling of systems, the article draws from the evolution of living systems to show some conclusions useful for the TRIZ practitioner. The way we look at the evolution of products has also an impact on the way we model the objects and their functions. Therefore, the article ends with some comments about modeling. First part: Modeling the general system System theory is a "theory" that started in the 1920's and was developed mainly from 1950 to 1980. It is a kind of reaction to the Cartesian or scientist thinking of most of the technicians.
    [Show full text]
  • Soft Systems Methodology (SSM)
    Page 1 of 8 Soft systems methodology 4.1 introduction: Soft systems methodology (SSM) is a systemic approach for tackling real-world problematic situations.[1] Soft Systems Methodology is the result of the continuing action research that Peter Checkland,[2] Brian Wilson,[3] and many others[4] have conducted over 30 years, to provide a framework for users to deal with the kind of messy problem situations that lack a formal problem definition.[5][6] Soft systems methodology Soft systems methodology (SSM) is a systemic approach for tackling real-world problematic situations.[1] Soft Systems Methodology is the result of the continuing action research that Peter Checkland,[2] Brian Wilson,[3] and many others[4] have conducted over 30 years, to provide a framework for users to deal with the kind of messy problem situations that lack a formal problem definition.[5][6] Overview It is a common misunderstanding that SSM is a methodology for dealing solely with ‘soft problems’ (i.e., problems which involve psychological, social, and cultural elements). SSM does not differentiate between ‘soft’ and ‘hard’ problems, it merely provides a different way of dealing with situations perceived as problematic. The ‘hardness’ or ‘softness’ is not the intrinsic quality of the problem situation to be addressed, it is an aspect of the way those involved address the situation. Each situation perceived as problematic has both ‘hard’ and ‘soft’ elements. The very notion of a problem is contingent on a human being perceiving it as such. e.g. One man's terrorist is another man's freedom fighter. SSM distinguishes itself from hard systems approaches in the way it deals with the notion of ‘system.’ Common to hard systems approaches is an understanding of systems as ontological entities, i.e., entities existing in the real world.
    [Show full text]
  • What Is Systems Theory?
    What is Systems Theory? Systems theory is an interdisciplinary theory about the nature of complex systems in nature, society, and science, and is a framework by which one can investigate and/or describe any group of objects that work together to produce some result. This could be a single organism, any organization or society, or any electro-mechanical or informational artifact. As a technical and general academic area of study it predominantly refers to the science of systems that resulted from Bertalanffy's General System Theory (GST), among others, in initiating what became a project of systems research and practice. Systems theoretical approaches were later appropriated in other fields, such as in the structural functionalist sociology of Talcott Parsons and Niklas Luhmann . Contents - 1 Overview - 2 History - 3 Developments in system theories - 3.1 General systems research and systems inquiry - 3.2 Cybernetics - 3.3 Complex adaptive systems - 4 Applications of system theories - 4.1 Living systems theory - 4.2 Organizational theory - 4.3 Software and computing - 4.4 Sociology and Sociocybernetics - 4.5 System dynamics - 4.6 Systems engineering - 4.7 Systems psychology - 5 See also - 6 References - 7 Further reading - 8 External links - 9 Organisations // Overview 1 / 20 What is Systems Theory? Margaret Mead was an influential figure in systems theory. Contemporary ideas from systems theory have grown with diversified areas, exemplified by the work of Béla H. Bánáthy, ecological systems with Howard T. Odum, Eugene Odum and Fritj of Capra , organizational theory and management with individuals such as Peter Senge , interdisciplinary study with areas like Human Resource Development from the work of Richard A.
    [Show full text]
  • Applying Multi-Methodological Systems Theory to Project Management
    APPLYING MULTI-METHODOLOGICAL SYSTEMS THEORY TO PROJECT MANAGEMENT Dr Tim Haslett Department of Management Faculty of Business and Economics Monash University Associate Professor Shankar Sankaran School of the Built Environment Faculty of Design Architecture and Building University of Technology Sydney Abstract This paper begins with the proposition that most project managers are dealing with complex systems. Complex systems are defined as systems with numerous stakeholders, nonlinearities, multiple interdependencies and feedback systems. Typical nonlinearities are often unanticipated changes in the scope of the project, the dismissal of project managers, shedding people with critical labour skills or the termination of credit arrangements with banks. The interdependencies are the relationships between project management, the suppliers and contractors, the clients and the other stakeholders. The feedback systems most common to the success and failure of project management are the rework cycles and their impact on both the demand for labour and the final budget and completion date. The paper outlines a methodology for project management that integrates a number of systems thinking tools into the project management process. Introduction The project management processes as described constitutes what is commonly known as a "wicked problem". Such problems require a multi-methodological approach because they are often not amenable to solution with a single methodology. Lee and Miller (2004) document a multi-methodology approach combining System Dynamics with Critical Chain Project Management to simulate a multi-project environment where the focus is on interactions between projects. The approach taken in this paper is broader and examines a series of methodologies, primarily from Soft Systems Methodology (SSM), System Dynamics (SD), and Viable Systems Methodology (VSM).
    [Show full text]
  • Systems Thinking Is the Process of Understanding How Things Influence One Another Within a Whole
    Systems Thinking Systems thinking is the process of understanding how things influence one another within a whole. In nature, systems thinking examples include ecosystems in which various elements such as air, water, movement, plants, and animals work together to survive or perish. In organizations, systems consist of people, structures, and processes that work together to make an organization healthy or unhealthy. Systems Thinking has been defined as an approach to problem solving, by viewing "problems" as parts of an overall system, rather than reacting to specific part, outcomes or events and potentially contributing to further development of unintended consequences. Systems thinking is not one thing but a set of habits or practices [1] within a framework that is based on the belief that the component parts of a system can best be understood in the context of relationships with each other and with other systems, rather than in isolation. Systems thinking focuses on cyclical rather than linear cause and effect. In science systems, it is argued that the only way to fully understand why a problem or element occurs and persists is to understand the parts in relation to the whole. [2] Standing in contrast to Descartes's scientific reductionism and philosophical analysis , it proposes to view systems in a holistic manner. Consistent with systems philosophy , systems thinking concerns an understanding of a system by examining the linkages and 1 / 8 Systems Thinking interactions between the elements that compose the entirety of the system. Science systems thinking attempts to illustrate that events are separated by distance and time and that small catalytic events can cause large changes in complex systems .
    [Show full text]
  • Soft Systems Methodology in Action: a Case Study at a Purchasing Department
    Magisteruppsats i Informatik Master thesis in Informatics REPORT NO. 2008:034 ISSN: 1651-4769 Department of Applied Information Technology Soft Systems Methodology in action: A case study at a purchasing department Using SSM to suggest a new way of conducting financial reporting at a purchasing department in the automotive industry OLLE L. BJERKE IT Universtiy of Göteborg Chalmers University of Technology and Universtiy of Gothenburg Göteborg, Sweden 2008 1 Using Soft Systems Methodology at a purchasing department to conduct a study of financial reporting needs Olle L. Bjerke Department of Applied Information Technology IT University of Göteborg Göteborg University and Chalmers University of Technology SUMMARY The aim of this essay has been to try out Soft Systems Methodology on financial reporting at Volvo Cars Corporation (VCC). VCC saw a possible opportunity to improve their reporting processes, and SSM was chosen to deal with this possible problematic situation. Action Research became the natural way of conducting the study since it is almost a mandatory way of conducting SSM. A delimitation was made due to limited resources and only a small part of the purchasing department was involved, namely electrical purchasing. The result of the study is the artifacts from the different SSM steps that points upon how the participants would like the reporting system to be as well as many issues with the current reporting process. These outputs from the method were regarded as successful by both practitioner and participants. In essence the method was considered to be effective on a case such as this. This report is written in English Keywords: SSM, Soft Systems Methodology, VCC, Case, Financial, Report, Action Research, Volvo.
    [Show full text]
  • Systems Thinking in the Forest Service: a Framework to Guide Practical Application for Social-Ecological Management in the Enterprise Program
    Portland State University PDXScholar Dissertations and Theses Dissertations and Theses 10-27-2016 Systems Thinking in the Forest Service: A Framework to Guide Practical Application for Social-Ecological Management in the Enterprise Program Megan Kathleen Kmon Portland State University Let us know how access to this document benefits ouy . Follow this and additional works at: http://pdxscholar.library.pdx.edu/open_access_etds Part of the Forest Management Commons, and the Management Information Systems Commons Recommended Citation Kmon, Megan Kathleen, "Systems Thinking in the Forest Service: A Framework to Guide Practical Application for Social-Ecological Management in the Enterprise Program" (2016). Dissertations and Theses. Paper 3312. 10.15760/etd.3292 This Thesis is brought to you for free and open access. It has been accepted for inclusion in Dissertations and Theses by an authorized administrator of PDXScholar. For more information, please contact [email protected]. Systems Thinking in the Forest Service: A Framework to Guide Practical Application for Social-Ecological Management in the Enterprise Program by Megan Kathleen Kmon A thesis submitted in partial fulfillment of the requirements for the degree of Master of Science in Systems Science Thesis Committee: Wayne Wakeland, Chair Martin Reynolds Joe Fusion Portland State University 2016 Abstract The U.S. Forest Service (USFS) Enterprise Program (EP), which provides fee-for- service consulting services to the USFS, is interested in integrating systems thinking into its service offerings. Despite there being several excellent sources on the range and diversity of systems thinking, no single framework exists that thoroughly yet concisely outlines what systems thinking is along with its deep history, theoretical tenets, and soft and hard approaches.
    [Show full text]
  • Chapter 1 the BACKGROUND to SYSTEMICS
    Chapter 1 THE BACKGROUND TO SYSTEMICS 1.1 Introduction 1.2 What is Systemics? 1.3 A short, introductory history 1.4 Fundamental theoretical concepts 1.4.1 Set theory 1.4.2 Set theory and systems 1.4.3 Formalizing systems 1.4.4 Formalizing Systemics 1.5 Sets, structured sets, systems and subsystems 1.6 Other approaches 1.1 Introduction This book is devoted to the problems arising when dealing with emergent behaviors in complex systems and to a number of proposals advanced to solve them. The main concept around which all arguments revolve, is that of Collective Being. The latter expression roughly denotes multiple systems in which each component can belong simultaneously to different subsystems. Typical instances are swarms, flocks, herds and even crowds, social groups, sometimes industrial organisations and perhaps the human cognitive system itself. The study of Collective Beings is, of course, a matter of necessity when dealing with systems whose elements are agents, each of which is capable of some form of cognitive processing. The subject of this book could therefore be defined as "the study of emergent collective behaviors within assemblies of cognitive agents". 2 Chapter 1 Needless to say, such a topic involves a wide range of applications attracting the attention of a large audience. It integrates contributions from Artificial Life, Swarm Intelligence, Economic Theory, but also from Statistical Physics, Dynamical Systems Theory and Cognitive Science. It concerns domains such as organizational learning, the development or emergence of ethics (metaphorically intended as social software), the design of autonomous robots and knowledge management in the post-industrial society.
    [Show full text]
  • Abstract Innovation Projects Sometimes Fail to Achieve Their Proposed Outcomes
    Paper to be presented at DRUID19 Copenhagen Business School, Copenhagen, Denmark June 19-21, 2019 Learning from the Past: Soft Systems Methodology as a Tool for Reflective Innovation Ecosystem Management Chipo Nancy Ngongoni Stellenbosch University Industrial Engineering [email protected] Sara Susanna (Saartjie) Grobbelaar Stellenbosch University Industrial Engineering [email protected] Cornelius Stephanus Lodewyk Schutte Stellenbosch University Industrial Engineering [email protected] Abstract Innovation projects sometimes fail to achieve their proposed outcomes. This is more pronounced in public sector service-delivery interventions that are affected by a wide range of infrastructural constraints, inadequate resources and the multiplicity of stakeholders. This paper proposes Soft Systems Methodology (SSM) as a robust methodology to review, understand and develop responses to manage innovative ecosystems. We start off by outlining the critiques of the innovation ecosystems construct and highlight related research gaps. We then move on to outline some research methodologies that have been utilised to better understand innovation ecosystems after which the authors argue for the relevance of SSM in furthering ecosystems research. SSM is a recommended tool for evaluating complex environments. Learning from the Past: Soft Systems Methodology as a Tool for Reflective Innovation Ecosystem Management Abstract: Innovation projects sometimes fail to achieve their proposed outcomes. This is more pronounced in public sector service-delivery interventions that are affected by a wide range of infrastructural constraints, inadequate resources and the multiplicity of stakeholders. This paper proposes Soft Systems Methodology (SSM) as a robust methodology to review, understand and develop responses to manage innovative ecosystems. We start off by outlining the critiques of the innovation ecosystems construct and highlight related research gaps.
    [Show full text]
  • Relevant Factors for Implementation of Operational-Level IS/ICT Processes in Small IT Organizations
    Relevant Factors for Implementation of Operational-level IS/ICT Processes in Small IT Organizations Jaroslav Kalina Department of systems analysis Faculty of informatics and statistics University of economics in Prague W. Churchilla 4, 130 67 Praha 3 E-mail: [email protected] Abstract: Having IS/ICT processes compliant according to well known standards like COBIT or ITIL is relatively popular especially among larger organizations (to which these standard are primarily aimed). This paper discusses how standardization of processes affects or is affected by a selected set of process characteristics and tries to provide general guidelines which should be considered prior to their implementation (standards). Special attention is paid to the specifics of small IS/ICT organizations since implementation of these frameworks (intended for rather larger organizations) represents in this context more demanding endeavor. Keywords: factors, implementation, processes, IS/ICT, maturity, definition, methodologies This paper was written within a grant project of Internal Grant Agency (IGA) of University of Economics in Prague under the number IGA 34/2010. 1. Introduction The aim of this paper is to discuss key factors which affect the overall performance of operational processes in IS/ICT organizations in the context of implementing IS/ICT management frameworks, success rate of their implementation projects and to propose a set of recommendations for potential implementers. Special focus will be paid to the specifics of small IS/ICT organizations/teams since they constitute the vast majority of the IS/ICT organization population [SBAG, 2004]. The perspective which we take in this paper results from critical comparison of currently wide spread frameworks for IS/ICT service management [ITIL, 2007a-e], [COBIT, 2007] and [CMMI, 2002] with the late development in organization science given to the increasing rate of application of concepts of complex systems theory for studying and interpreting variety of organization phenomena.
    [Show full text]