Studies on Learning and Distance Education are found in various forms of publication. However, the articulation between these areas is still an open field for debates. To enhance this discussion, the purpose of this study is to analysis the way that has been occurred the organizational learning in the EA/UFRGS, after the experiences of the courses in distance in the period of 2005 to 2010. We used a qualitative case study method to analyze these four on-line courses at UFRGS. Data were obtained through participant observation and documentation and analyzed through the use of qualitative interpretive analysis technique. Information was collected through participant observation and was analyzed thru a qualitative interpretative technique. Findings showed that a series of practices and roles were set and changed much more as a result of trial and error process than as a result of coordinated and planned actions done by the on-line staff group. We inferred that UFRGS online course management practices that were adopted resulted in organizational learning. However, an integrated discussion and routine evaluation between the managers of the four analyzed courses could bring more benefits to the Business School, reducing the administrative and teaching subjectivity.
Learning; Organizational Learning; Distance Learning