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G34.26+0.15 is a region of high-mass star formation that contains a broad range of young stellar objects in different stages of evolution, including a hot molecular core, hyper-compact HII regions and a prototypical cometary ultra-compact HII region. Previous high-sensitivity single dish observations by our group resulted in the detection of broad 6035 MHz OH absorption in this region; the line showed a significant blue-shifted asymmetry indicative of molecular gas expansion. We present high-sensitivity Karl G. Jansky Very Large Array (VLA) observations of the 6035 MHz OH line conducted to image the absorption and investigate its origin with respect to the different star formation sites in the region. In addition, we report detection of 6030 MHz OH absorption with the VLA and further observations of 4.7 GHz and 6.0 GHz OH lines obtained with the Arecibo Telescope. The 6030 MHz OH line shows a very similar absorption profile as the 6035 MHz OH line. We found that the 6035 MHz OH line absorption region is spatially unresolved at $\sim 2$" scales, and it is coincident with one of the bright ionized cores of the cometary HII region that shows broad radio recombination line emission. We discuss a scenario where the OH absorption is tracing the remnants of a pole-on molecular outflow that is being ionized inside-out by the ultra-compact HII region., Comment: 19 pages, 6 figures. Accepted for publication in The Astrophysical Journal

The subject of this study was to understand how the development of self-managing teams (SMT) impacted the group process and national employees in a company located in Sultanate of Oman (Middle East). The study also aimed to detail the management interventions that facilitated change from existing hierarchical organisation to SMT structure. Change intended to develop team autonomy in adaptively managing the strategic and operational aspects of the divisions to address workplace problem of scaling up operations and achieving competitiveness, sustainability. Achievement of this objective frees top management from involving in divisional strategic, non-routine and resource management issues, thereby enabling diversification into other market segments. Research questions were framed to focus the study based on these organisational aims. This case study used scholarly practitioner approach by an insider to find answers to the research questions. Findings of the study about the research questions provide a rich description of the change process, thereby alleviating the lack of qualitative studies to develop self-managing teams in the workplace from an insider perspective. The discussions and suggestions to actionable knowledge provide practitioners insights to design change process for enhancing self-management capability and critical stages to be managed to avoid pitfalls due to emergence. Study findings and discussion addresses the paucity of studies for cost-effective strategies to achieve localisation objectives in the context of social forces emanating from the ���Arab Spring��� - either in Oman or GCC region by developing national employees aligned to workplace values. The constructivist and interpretive nature of the knowledge generated enhances its pragmatic potential. The study findings can assist researchers and practitioners when understanding or developing self-managing teams that compliment organisation strategy to scale business growth, improve responsiveness to clients and increase the commitment of local workforce to enhance localisation.