<p> The position of the Emergency Manager within an organization&rsquo;s emergency management program is often written about in the context of professionalization, duties, responsibilities, and core competencies. However, the organizational placement of the Emergency Manager as it relates to his or her location, or simply his or her spot within an organization, is seldom the subject of research. There is an ongoing range of opinions about placement. A typical university organizational structure places the position several levels of authority away from the university leadership/decision makers. The typical placement can be problematic for university Emergency Managers because, the further they are away from the leadership/decision makers, the less influence they have on items that affect the university emergency management functions. Improper placement can limit their ability to have influence and places them in a reduced position to conduct issue selling. University Emergency Managers need to be in position to influence policy and promote readiness. A survey was conducted involving university administrators at private institutions of higher education which consisted of a series of questions about their institution&rsquo;s emergency management program. A key finding was that organizational placement of the Emergency Manager had no impact on the success of an emergency management program. The success of an emergency management program rests in the ability of the Emergency Manager to develop a network and to conduct issue selling. </p>

Thesis (Ph. D.)--Ohio State University, 1981. / Includes bibliographical references (leaves 122-126). Available online via OhioLINK's ETD Center.

Thesis (M.Ed.(Education Management and Policy Studies))-University of Pretoria, 2008. / Includes bibliographical references.

Thesis (Ed. (i.e. Ph.) D.)--Virginia Polytechnic Institute and State University, 1993. / Vita. Abstract. Includes bibliographical references (leaves 369-375). Also available via the Internet.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1970. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (Ed. D.)--West Virginia University, 2005. / Title from document title page. Document formatted into pages; contains vii, 280 p. : ill. Includes abstract. Includes bibliographical references (p. 269-274).

Thesis (Ph. D.)--University of Wisconsin--Madison, 1972. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (Ph. D.)--Syracuse University, 2005. / "Publication number AAT 3205587."

<p> Small private colleges are an important part of the higher education system. The cost of attending a small private college has increased along with student debt. This has become an issue in the recruitment and retention of students. Loan repayment assistance programs represent a possible solution to the student debt issue for small private colleges, and a path to their continued viability. The purpose of this quantitative, quasi-experimental study was to investigate the changes to freshmen enrollment after the implementation of a loan repayment assistance program at a small private college. The proposed study examined changes between the pre and post implementation of a loan repayment assistance program for incoming freshmen. The student variables examined were the total number of newly enrolled freshmen, their SAT scores, and their initial loan balances. The population for the study was a small private college in Salem, Oregon that recently implemented a loan repayment assistance program. The results showed no statistically significant difference in the number &chi;&sup2; (1) = .69, &rho; > .05 or the SAT scores <i>t</i> (383) = .10, &rho; > .05 of the 2014-15 versus the 2013-14 freshman classes. However, the results did show a statistically significant different in the initial loan balance <i> t</i> (383) = .006, &rho; &lt; .05. Freshman students had larger loan balances after the implementation of a loan repayment assistance program. </p>

Thesis (M.S.)--George Mason University, 2008. / Vita: p. 105. Thesis director: Ho-won Jeong. Submitted in partial fulfillment of the requirements for the degree of Master of Science in Conflict Analysis and Resolution. Title from PDF t.p. (viewed Mar. 16, 2009). Includes bibliographical references (p. 99-104). Also issued in print.