published_or_final_version / Asian Studies / Master / Master of Arts

published_or_final_version / Education / Master / Master of Education

published_or_final_version / abstract / Urban Design / Master / Master of Urban Design

published_or_final_version / Education / Master / Master of Education

Inclusion is a federal education policy in the United States that challenges educational leaders. Despite U.S. federal laws requiring an inclusive education for students with disabilities (SWD), educators continue to struggle to implement inclusion. Some scholars argue that leadership is the key to inclusion, with most studies focused on principal leadership. Successful inclusive districts are rare, as are studies of these districts. The purpose of this in-depth case study was to describe and understand the leadership practices of SSSD (pseudonym), an inclusive (based on LRE ≥75% for three consecutive years) and effective district (based on district grades of As and Bs, state measures of student achievement) in Southeast Florida. Within SSSD, a purposeful sample of 31 participants was selected that included eight district leaders, three principals, 15 teachers, and five parents located at four sites and observed across three events over the span of one semester with multiple supporting documents analyzed. Four findings describing district leadership practices emerged from the data analysis; 1) a shared inclusive mission, 2) collaborative efforts, 3) formal and informal professional development (PD), and 4) acknowledging and addressing challenges. The practices of district leaders found in this study resonate with other findings in the literature and contribute two of the new findings in this study: 1) the superintendent’s attitudes, beliefs, and experiences as a special educator were described as key to her district’s inclusive focus and success and extends previous research connecting principal leadership to school site inclusion; and 2) informal versus formal PD was more beneficial to teachers in building collective capacity for inclusive service delivery—marking a new distinction within related PD literature. Recommendations to district leaders, policy makers, and scholars are included. The study concludes by encouraging educational leaders to cultivate a shared inclusive mission implemented through collaborative efforts. There is hope for inclusion, not only in theory, but in practice, mirroring the call of other district leadership studies of successful, systemic inclusion. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2017. / FAU Electronic Theses and Dissertations Collection

This study explores the strategic thinking and strategic planning efforts in a department, college and university in the southeastern United States. The goal of the study was to identify elements of strategic planning processes that meet the unique organizational features and complexities of a higher education institution. The study employed a holistic, multi-case study approach, wherein three single case studies were conducted with one unit of analysis. The findings in each case were then compared and contrasted to provide more evidence and confidence in the findings. The findings are framed by two constructs : strategic planning and strategic thinking. The conceptual framework for the study identified the distinction between the systematic nature of strategic planning and the more integrated perspective of strategic thinking. Traditional business based strategic planning model uses an analytical process, logic, linear thinking and a calculating process to develop a plan. Strategi c thinking places a premium on synthesis, systems thinking and a social cognitive process that results in an integrated perspective of the organization. The resluts of this study indicate that the use of the Strategic Thinking Protocolà is suitable for higher education organizations to create a learning environment, to implement creative and emergent strategies, that result in the organization's positioning and responses to a rapidly changing environment. The strategic thinking process in both the department and college cases were found to be effective in altering the attitudes, values, beliefs and behaviors of the participants. The integration of the plan is an ongoing process with strong beginnings in both the department and college cases. / The traditional strategic planning process used in the university case was found not to be an effective model for higher education organizations. Finally, the inclusion of strategic thinking elements is an effective change model for higher education institutions. / by Deborah J. Robinson. / Thesis (Ph.D.)--Florida Atlantic University, 2012. / Includes bibliography. / Electronic reproduction. Boca Raton, Fla., 2012. Mode of access: World Wide Web.

李小玲撰. / 據稿本複印. / Thesis (M.A.)--香港中文大學. / Ju gao ben fu yin. / Li Xiaoling zhuan. / Thesis (M.A.)--Xianggang Zhong wen da xue. / 表一至卅六的目錄　　　　　 --- p.V / 圖一至三的目錄　　　　　　 --- p.X / 附錄一至四的目錄　　　　　 --- p.XI / 鳴謝 --- p.XII / Chapter 第一章 --- 引言 / Chapter 一、一 --- 青少年心態 --- p.1 / Chapter 一、二 --- 教育署的行動 --- p.4 / Chapter 一、三 --- 各界對「學校德育指引」的回應 --- p.5 / Chapter 一、四 --- 傳播中心的錄影帶製作 --- p.7 / Chapter 第二章 --- 擴散的理論與研究 / Chapter 二、一 --- 擴散的定義　　　　　 --- p.9 / Chapter 二、二 --- 擴散研究面對的批評　 --- p.11 / Chapter 二、三 --- 擴散理論的再思　　　 --- p.20 / Chapter 二、四 --- 從過往研究看新事物的界定 --- p.24 / Chapter 二、五 --- 從過往研究看新事物的分類 --- p.28 / Chapter 二、六 --- 新事物的（認知）屬性 --- p.32 / Chapter 第三章 --- 研究目的及方法 / Chapter 三、一 --- 宗教德育錄影帶節目這新事物 --- p.35 / Chapter 三、二 --- 進行這項研究的原因　　 --- p.39 / Chapter 三、三 --- 研究方法　 --- p.44 / Chapter 三、三、一 --- 實地觀察 --- p.45 / Chapter 三、三、二 --- 調查 --- p.55 / Chapter 第四章 --- 研究假設及結果 / Chapter 四、一 --- 一般性資料 --- p.60 / Chapter 四、二 --- 租用者決定租用錄影帶節目所經過的階段 --- p.62 / Chapter 四、三 --- 租用者租用錄影帶節目的原因 --- p.69 / Chapter 四、四 --- 不租用者不租用錄影帶節目的原因 --- p.73 / Chapter 四、五 --- 影響教師會否租用錄影帶節目的因素 --- p.76 / Chapter 四、六 --- 本研究所受到的限制　　 --- p.96 / Chapter 第五章 --- 結論 --- p.102 / 註釋 --- p.109 / 表一至卅六 --- p.132 / 圖一至三 --- p.150 / 附錄一至四 --- p.153 / 參考書目 --- p.179

by Chan Ka-leung and Wong King. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1989. / Bibliography: leaves 92-94.

by Tso Sek-kwong, Tony. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1991. / Bibliography: p. 91-93. / ABSTRACT --- p.i / TABLE OF CONTENT --- p.ii / PREFACE --- p.iii / Chapter 1. --- INTRODUCTION --- p.1 / Chapter 2. --- PURPOSE OF THE STUDY --- p.2 / Chapter 3. --- REVIEW ON INTERUNIT ISSUES --- p.3 / Chapter 3.1 --- DEPARTMENTATION --- p.3 / Chapter 3.2 --- INTERDEPENDENCE --- p.4 / Chapter 3.2.1 --- Types of Interdependence --- p.4 / Chapter 3.2.2 --- Measures of Interdependence --- p.6 / Chapter 3.3 --- COORDINATION AND CONFLICTS --- p.7 / Chapter 3.3.1 --- Reasons of Conflicts --- p.8 / Chapter 3.3.1.1 --- Goal interdependence --- p.8 / Chapter 3.3.1.2 --- Task interdependence --- p.9 / Chapter 3.3.1.3 --- Resources interdependence --- p.9 / Chapter 3.3.1.4 --- Awareness of interdependence --- p.9 / Chapter 3.3.1.5 --- Perception of interdependence --- p.10 / Chapter 3.3.1.6 --- Asymmetric power relationships --- p.10 / Chapter 3.3.2 --- Resolution of Conflicts --- p.11 / Chapter 3.3.2.1 --- Rules and programs --- p.11 / Chapter 3.3.2.2 --- Formal control --- p.11 / Chapter 3.3.2.3 --- Reduction of resources interdependence --- p.12 / Chapter 3.3.2.4 --- Communication --- p.12 / Chapter 3.3.2.5 --- Spatial-physical strategies --- p.12 / Chapter 3.3.2.6 --- Clarification of roles and responsibilities --- p.13 / Chapter 3.3.2.7 --- Modification of rewards and job designs --- p.13 / Chapter 3.3.2.8 --- Conflict-resolution styles --- p.13 / Chapter 3.3.2.9 --- Socialization and training --- p.14 / Chapter 3.3.2.10 --- Intermediates --- p.14 / Chapter 3.4 --- CONSEQUENCES OF CONFLICTS --- p.15 / Chapter 4. --- METHODOLOGY --- p.17 / Chapter 4.1 --- METHODS OF SURVEY AND ANALYSIS --- p.17 / Chapter 4.1 --- LIMITATIONS IN THE METHODOLOGY --- p.19 / Chapter 5. --- ORGANIZATION SETTING --- p.22 / Chapter 6. --- ANALYSIS OF THE AGGREGATE RESULTS --- p.26 / Chapter 6.1 --- DOMAIN UNCERTAINTY --- p.26 / Chapter 6.2 --- DEPARTMENTATION --- p.30 / Chapter 6.3 --- JOB RESPONSIBILITIES AND INTERDEPENDENCE --- p.31 / Chapter 6.3.1 --- Job Responsibilities of the Departments --- p.32 / Chapter 6.3.2 --- Type and Extent of Interdependence --- p.34 / Chapter 6.4 --- INTERDEPARTMENTAL PROBLEMS AND CONFLICTS --- p.38 / Chapter 6.4.1 --- Types of Problems and Conflicts --- p.38 / Chapter 6.4.2 --- Seriousness of Issues --- p.41 / Chapter 6.5 --- COORDINATION AND CONFLICT RESOLUTION --- p.44 / Chapter 6.6 --- OUTCOME OF THE INTERDEPARTMENTAL RELATIONSHIPS --- p.49 / Chapter 7. --- CONCLUSION AND RECOMMENDATION --- p.52 / Chapter 7.1 --- RECOMMENDATIONS FOR THE MARKETING DEPARTMENT --- p.53 / Chapter 7.2 --- RECOMMENDATIONS FOR THE ENGINEERED SYSTEMS DEPARTMENT --- p.56 / Chapter 7.3 --- RECOMMENDATIONS FOR THE SALES DEPARTMENTS --- p.57 / Chapter 8. --- DISCUSSION OF THE STUDY --- p.60 / APPENDIX 1 --- p.65 / APPENDIX 2 --- p.89 / APPENDIX 3 --- p.90 / BIBLIOGRAPHY --- p.91

by Chan Wing-Sum. / Includes Chinese questionnaire. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves 115-117). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF FIGURES --- p.vi / LIST OF TABLES --- p.vii / ACKNOWLEDGEMENTS --- p.viii / Chapters / Chapter I. --- BACKGROUND --- p.1 / Chapter II. --- LITERATURE REVIEW --- p.3 / Chapter III. --- STELUX HOLDINGS LIMITED --- p.6 / Chapter IV. --- CITY CHAIN CO. LTD --- p.8 / Company Development --- p.9 / Stage 1 (May 85 - May 86) --- p.9 / Stage 2 (May 86 - May 87) --- p.10 / Stage 3 (May 87 - now) --- p.12 / Current Marketing Strategies --- p.14 / Target Market --- p.14 / Competitors --- p.14 / Product --- p.15 / Price --- p.16 / Distribution --- p.17 / Promotion --- p.18 / Personnel --- p.19 / Presentation --- p.22 / Personality --- p.23 / Chapter V. --- OPTICAL 88 LIMITED --- p.25 / Company Development --- p.26 / Stage 1 ( April 79 - May 84) --- p.26 / Stage 2 ( May 84 - April 86) --- p.27 / Stage 3 (86- Oct. 88) --- p.28 / Stage 4 ( Oct. 88 - Now ) --- p.29 / Current Marketing Strategies --- p.30 / Target Market --- p.30 / Competitors --- p.30 / Product --- p.32 / Price --- p.33 / Distribution --- p.34 / Promotion --- p.35 / Personnel --- p.38 / Presentation --- p.40 / Personality --- p.40 / Chapter VI. --- RESEARCH --- p.42 / Methodology --- p.42 / Results --- p.45 / Demographics of Total Sample --- p.45 / "Demographics of City Chain ""Shoppers"" and ""Non-shoppers""…" --- p.47 / "Demographics of Optical 88 ""Shoppers"" and ""Non-shoppers""" --- p.49 / Research Implications and Recommendations --- p.51 / City Chain --- p.51 / Optical 88 --- p.58 / Chapter VII. --- DISCUSSION AND IMPLICATIONS --- p.64 / Synergy Effect --- p.64 / Definition of Business --- p.65 / Definition of Products --- p.66 / Shopping Process --- p.72 / Life Cycle of Chain Stores in Hong Kong --- p.74 / Introduction Stage --- p.74 / Early Growth Stage --- p.76 / Rapid Growth Stage --- p.77 / Consolidation Stage --- p.78 / Maturity Stage --- p.78 / Chapter VIII. --- SUMMARY --- p.79 / APPENDIX --- p.80 / Chapter A. --- Factor Analysis of Attributes : City Chain --- p.80 / Chapter B. --- Factor Analysis of Attributes : Optical 88 --- p.81 / Chapter C. --- "TV Commercial of City Chain - ""Solvil et Titus (Shanghai 1937)""" --- p.82 / Chapter D. --- Instore Layouts of City Chain --- p.90 / Chapter E. --- "TV Commercial of Optical 88 - ""Stand by Me""" --- p.91 / Chapter F. --- "TV Commercial of Optical 88 - ""The Kid""" --- p.96 / Chapter G. --- Instore Layouts of Optical 88 --- p.107 / Chapter H. --- Questionnaire --- p.108 / BIBLIOGRAPHY --- p.115