A case study of two administrators from an NGO who developed from novices to experts

Abstract

This research explores the learning journey that was traveled by the two administrators who joined a non-governmental organisation as novices over ten years ago almost fresh from school and are now regarded as experts in their respective positions. The research attempts to describe the nature of their learning and analyse how they became the knowledgeable in their respective posts.The research is a qualitative study that analyses data obtained through interviewing the key subjects (the administrators) and the chief executive officer (CEO) of the organisation as well as the self narrative as compiled by the administrators.This research questions formalised learning as the only form of acquiring knowledge and accordingly adopted workplace learning as a theoretical framework for the study. Workplace learning stresses that knowledge is not limited to formalised settings such as schools, colleges and universities. Rather, knowledge is also constructed in informal and non-formal settings such as work-places and in families.The study found that the administrators drew on many learning strategies to acquire their knowledge and skills related to administration which includes learning through:·The teachings and support of their supervisors and peers;·Collaboration with peers and working as a team;·Seeking advice from their mentors, coaches and peers; ·Modeling ·Workplace affordances.The study concluded that indeed formalised learning has not been the only form of acquiring knowledge for the subjects but workplace learning has played a vital role in their career development.