Thesis (M. Ed.)--University of Hong Kong, 2006. / Title proper from title frame. Also available in printed format.

Thesis (M. P. A.)--University of Hong Kong, 2006. / Title proper from title frame. Also available in printed format.

Thesis (M.S.)--Virginia Polytechnic Institute and State University, 1991. / Vita. Abstract. Includes bibliographical references (leaves 106-110). Also available via the Internet.

Thesis (M.A. Ed.)--Virginia Polytechnic Institute and State University, 1994. / Vita. Abstract. Includes bibliographical references (leaves 72-73). Also available via the Internet.

Thesis (Ph.D. (Environment and Resource Studies))--Mahidol University, 2009.

This research tested the effects of an expert on strength of consensus and decision quality when the expert is a member of a consensus group. The purpose of this research is to help managers effectively use experts to increase decision quality without reducing consensus. If the expert gives the group relevant information, decision quality should increase. If group members believe the expert’s information is accurate, they'll perceive their decision is high in quality. If the group members perceive the decision is high in quality and perceive they had an opportunity to express their views, strength of consensus should be high. Subjects (110 total) in this experiment were placed in 22 groups of 5. Eleven experimental groups had one expert; 11 control groups had no expert. Experts were selected from a pool of astronomy students. The experts’ level of expertise was assessed by their score on a pre-test and score on the Lost on the Moon exercise. I measured the first dependent variable, strength of consensus, with a post-task questionnaire and two statistical measures of the closeness of rankings. I measured the second dependent variable, decision quality, by the closeness of the group’s ranking to the ranking developed by NASA experts. I measured perceptions of opportunity to express views and perceptions of decision quality with a post-task questionnaire. I also measured group members’ use of expert power and leadership emergence with a post-task questionnaire. Experts had no effect on decision quality, largely because the expert manipulation was unsuccessful. Perceptions of decision quality were correlated with strength of consensus. Perceptions of the opportunity to express views were only marginally correlated with consensus. Finally, experts tended to emerge as leaders. I concluded that experts will increase decision quality unless they give the group the wrong information or no information. I also concluded that experts won’t hurt consensus unless they dominate the group discussion. Perceptions of decision quality and perceptions of the opportunity to express views are important variables for achieving consensus. / Master of Science

I used a multiple-linear-regression model to test the effects of meeting group members’ expectations on strength of consensus in a group decision-making situation. The combination of met expression-of-views expectations and met decision-quality expectations, along with their associated valences, had a significant effect on consensus (p = .01). Expression-of-views expectations are composed of expectations about opportunity to express views and the information sharing. I proposed a new model consisting of two terms. The first term was the sum of the individual products of met expression-of-views expectations times their respective valences. The second term was the sum of the individual products of met decision-quality expectations times their respective valences. This new model was a much better predictor of strength of consensus than the original (p = .001). The two terms used in the new model had an equivalent influence on strength of consensus (p = .05). The results of this research suggest managers should elicit and try to meet group members’ high-valence expectations (i.e., expectations group members feel are important to be met). Managers should also realize expression-of-views and decision-quality expectations are important to meet in a consensus-gaining process. / Master of Science

published_or_final_version / abstract / Education / Master / Master of Education

published_or_final_version / Urban Planning / Master / Master of Science in Urban Planning

The overarching purpose of this study is to examine the communication implications of a self-proclaimed consensual organization (IT) within a classical organizational environment. The literature review of relevant theory and research covers both hierarchical and consensual organizations viewed via the classical, human relations, and system perspectives. The researcher compares organizational theory to practice by using communication to describe a consensual organization. The analyses of the research questions show that the IT organization, although a self-proclaimed consensual organization, does not obtain as many consensual qualities as the organization perceives. Organizational theorists have positioned bureaucracies and consensual organizations at opposite ends of the task-relational continuum. However, the findings from this thesis study suggest that consensual organizations should be positioned much closer to the task-oriented bureaucracies. / Graduation date: 1997